ANNUAL REPORT CALL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-05599A000100050009-0
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 24
• Document Creation Date: November 16, 2016
• Document Release Date: May 10, 2000
• Sequence Number: 9
• Publication Date: July 12, 1974
• Content Type: MF

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ADMINISTRATIVE -- INTERNAL USE ONLY 12 JUL 1974
MEMORANDUM FOR: Director of Logistics
ATTENTION : Chief, Plans and Programs Staff, OL
SUBJECT : Annual Report Call
REFERENCES (a) Multiple Adse Memo dtd 14 June 74 fr D/L, same subject
(b) Multiple Adse Memo dtd 1 June 74 fr DCI, subject:
Issuance of the Annual Report Call for FY 1974
The Real Estate and Construction Division (RECD) input to the Office of
Logistics (OL;) subject report for FY 1974 is forwarded as requested in Reference
(a). The format followed conforms with the guidelines established in Tabs A
and B of Reference (b).
SECTION A. GENERAL
1. Operational Environment:
a. Division logistics support efforts continue to be
influenced by and responsive to impacting factors internal
and external to the Agency. Such external influences include
Agency compliance with stipulations of Public Law 92-313 in-
volving development and verification of user charges for
billing in FY 1975 by the General Services Administration (GSA)
for real property under its management and control; compliance
with and monitoring of updated environmental protection stand-
ards, guidelines, and procedures; adjustments in response to
stringent and limiting energy conservation directives; compe-
tition with the private sector and the Federal establishment
for recruitment of professional skills; continuing emphasis
upon surveying, surplusing, and excessing of inefficiently
utilized Federal property; and the impact of the reduction of
U. S. presence abroad.
b. Internal influences include increased reduction of
positions and presence overseas; requirement for continuing
and increased levels of technical overseas support; trends
to maintain, operate, and modify present facilities for the
short to medium range future; trends to implement a Special
Use Building Construction Program for the medium to long range
future; continuing increased Agency requirements for uninter-
rupted functioning of critical functions of the Headquarters
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establishment; state of the art advancements .in, the communi-
cations systems and intelligence collection systems equipment
technology; the impact of the information demand explosion;
and the continuing need to provide standard acceptable human
comfort conditions for Agency employees.
2. Operational Strategy:
Overall Division strategy is to attempt to ascertain trends
with significant facilities impact and to either build in capa-
bility in facilities in advance or to attempt to respond as
rapidly as possible. This strategy is manifested by increased
liaison with "customers" and supporting agencies to anticipate
problems, increased training of personnel in multiple engineering
and real estate disciplines to maximize quality of response; and
minimization of staff overhead combined with measurement of output
to maximize efficiency.
SECTION B. PERFORMANCE AGAINST FY 1974 OBJECTIVES
1. System to Account for Resources Expended and Allocation
To Requesting Offices -Accton plans for this obj e tIve involved
tie development and completion of a system for the recording and
compilation of data indicating Division man-hour distribution
and utilization. The daily log system was implemented on a trial
basis during the month of December to test the process and to
provide a period of learning for Division personnel. Compilation
of current statistics for the second half of the fiscal year was
completed within planned time frames. Quantified results of man-
power utilization data on a quarterly and summary tabulated basis
for this six-month period are attached and indicate percentages
of man-hour utilization as 16 percent nonproductive, 38 percent
administrative support, and 46 percent productive. Collection
and quarterly reporting of data will continue and pertinent
information will be extracted for use in an internal Division
objective to establish overhead, general, and administrative cost
rates for Division services. Such criteria could be used as a
comparative base in determining whether the Agency or the private
sector should accomplish specific projects to the maximum practical
benefit of the Federal Government. In addition, this data could
be used as the basis for determining direct charges for support
to Agency components and an effective tool for budgetary fore-
casting.
2. Program for Professional Development and-'Specialized
Training of Ten Engineers and Technicians - its objectiv i i a
continuation, extension, an upgrading of an existing Division
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training planning and implementation activity, Division,
training panel action formulized a detailed Division Master
Training Program of projected courses for all Division, dis-
ciplines and training requirements. Individual training pro-
grams for each employee were developed, charted, scheduled,
and-completed for FY 1974, and generally projected for FY 1975
and FY 1976. Implementation of training program accomplishment
as documented in quarterly reports is indicated in the attached
quantified tabulated summary for FY 1974. Due to the variable
impacts of rotation, unscheduled TAY, Division workload, other
priorities, fully subscribed courses, untimely availability or
cancellation of courses, and the inherent mechanical difficulties
of scheduling, applying, and acceptance for courses, accomplish-
ment relative to this objective has resultedin_cc pletiQn of
50 percent of the training planned fom FY 1974. In view of the
transciency of personnel due to TDY, rotation, personnel under
administrative control of others, and the above impacting fac-
tors, the achievement of a continuous training program for ten
specific engineers and technicians appears unlikely in its
purest form. Accordingly, this Division's FY 1975 training ob-
jective has been revised to include training for all Division
engineers, technicians, and real property officers. Since the
Division Master Training Program envisioned realistic total
cross training as a long-term objective within a period of ten
years, the time frame for completing this program is expected
to occur from 1973 to 1983.
SECTION C. OTF R FY 1974 ACTIVITIES
STATINTL
STATINTL
STATINTL
1. Office of Communications (OC) Field Support - Sustained
levels of dedicated engineering support have been provided for
the design, construction, and modification of OC
field installations. Typical examples of this support are con-
struction of the
construction of t e powerplant and transmitter building exr)ansions
2. Acquisition, Maintenance, and Disposal of Safehouses -
Acquisition and. disposal of sa e ouses during this period have
been accomplished at rates normally anticipated to suit opera-
tional requirements. A recent compromise of several safehouses
STATINTL has resulted in their disposal and a policy of safehouse
STATINTL
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3. Review and Development of Cost Data for Public Law
92-313-- Close coordination with has been conducted to
accurately quantify and verify standard level user charges
reimbursable to GSA for FY 1975. GSA billing for the first
quarter of FY 1975 has been received and is within the figures
agreed upon by OMB and provided for in the Agency budget, Con-
tinuing Agency efforts are being conducted to rectify minor
discrepancies and to update changes in occupancy and charges
on a quarterly basis.
4. Engineering Support for Maintenance and Safety of MWA
Facilities - Engineering support was provided in a responsive
manner to LSD and GSA in terms of technical analysis, evaluations,
diagnosis, design, consultation, coordination, and trouble-
shooting relative to the correction of standard utility system
deficiencies, upgrading of utility systems, modification projects,
safety installations, and correction of inadequate human comfort
conditions.
5. Engineering Projects and Su .port to Maintain or Improve
Utilities Re l is - ility in A g eneyacilties in the IM A - Extensive
engineering effort as,6een expended in terms of major project
design, construction management and monitoring in areas related
to operational efficiency, advances in state of the art of com-
puter technology, and utilities systems upgrading to achieve
more controllable human comfort conditions in compliance with
Federal energy conservation directives. Examples of this effort
are the ongoing implementation of the high-speed tape drive com-
puter project, ORACLE:; the construction of the new Headquarters
Garage; and the imminent award of a design contract for the up-
grading of heating, ventilating, and air conditioning systems
in Headquarters Building.
The level of application of engineering diagnosis, evaluation,
design, construction, testing, upgrading, maintenance, and
operation in the area of improving or maintaining utilities
reliability is at a near alltime high. Examples of this Head,
quarters Building engineering activity and involvement include
in-process installation of a new Mimic Bus, Third Chiller, modi-
fications to the 2,500 kW Critical Generator control systems;
construction of TB" Vault Power Expansion; and the negotiation
of a contract for the purchase of a 1,500 kW Uninterruptable
Power System.
6. Lease Renewals, Disposals, and Acquisition of Replacement
Properties Agency components utilizing space or face s__--
coor coordinate their needs with the Division which in turn takes
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STATINTL
STATINTL
STATINTL
STATINTL
STATINTL
STATINTL
STATINTL
STATINTL
STATINTL
the necessary coordinating action with the appropriate Govern-
ment agency concerned, Those needs result in lease renewals,
disposals, and acquisition of suitable replacement space.
Noteworthy of recent accomplishments in this area involve the
lease renewal for Key Building; the pending replacement of the
Magazine Building by a new building or buildings; relocating
the OTS activities now in the pending
disposal of the leased garage; relocating various OP, OS,
design and construction con
Headquarters engineering TDY support. Such efforts include
7. Field Construction and Main.tenan.ce Support Engineering
support anproject management of fie and foreign projects
accomplished directly or through other Federal design and con-
struction agencies has been provided within increasing rates of STATINT
ract award
9. Projects,and Studies Related to Environmental Protection -
Efforts in t s area have been directed toward compliance wit
updated standards and guidelines of the National Environmental
Policy Act. These activities have resulted in the recent modi-
fication and updating of written Agency environmental impact
reporting procedures; preparation of environmental descriptions
for support of the proposed pro-
jects; design and construction award of the Pro-
ject; design and construction bid package processing of Head-
quarters Project; and monitoring of Agency facilities
operations relative to ensuring compliance with environmental
protection guidelines.
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10. Real - Pro ert Furniture, and Funding Sup port Overseas w
Focal point liaison between ency components and other U. S.
Government agencies continues to be conducted in support of the
acquisition, improvement, alteration, repair and disposal of
real property for Agency use in foreign countries, and the pro-
vision of furniture related to such property. These successful
efforts involve necessary interface and coordination; communi-,
cations with the field; and preparation of funding authorizations
to other agencies for the accomplishment of the Agency's real
property and furnishings objectives.
STATINTL
12. Professional Consultation Foreign Intelligence Services
At the request o several area divisions, pro essaonal design
approach guidance and consultation has been successfully pro-
vided to the intelligence services of three countries relative
to proposed implementation of new headquarters buildings for
these functions. In the initial case, guidance was verbal only,
however, extensive support involving programing, conceptual
planning, cost estimating and preparation of preliminary design
drawings was accomplished overseas on a TDY basis and extensive
consultation is scheduled for early FY 1975 with the third service.
SECTION D. RECOMMENDATIONS
RECD/OL functions as a focal point source of real property
and engineering support performed either directly or through
the mechanisms and procedures of other organizations. Pursuance
of present objectives in the areas of training, development of
professional skills, and the potential efficiency benefits to be
derived from productivity data are anticipated to strengthen
engineering support performances in the areas of direct task
accomplishment.
The general problem areas to be addressed are those which
tend to limit Division self-actualization; a higher level of per-
formance; a more reliable and timely response; a more pro-
fessional product; and are encountered in accomplishing tasks
through other internal or external organizational vehicles.
On the surface, recent Federal legislation appears to limit
various pgatives and challenges various authorities of
parent Agency legislation relative to Division operational
options. Unchallenged perpetuation of erroneous interpre-
tations by various levels of GSA could significantly impact
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on Division effectiveness and performance. It is recommended
that further in-depth analysis of conflicting legislation,
interpretations be continued, resolved, and officially docu-
mented as a basis for mutual understanding, a clarificaton of
relative authorities and responsibilities, and a mutually
acceptable working relationship plan.
STATINTL
Deputy Chief
Real Estate and Construction Division, OL
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1. This report is submitted in accordance with the
reference which requires an annual report of accomplishments,
the progress or shortfall on each component objective, and an
appropriate analysis and evaluation of our operations and
management techniques. The report covers fiscal year (FY)
1974 and reflects our goals for FY 1975 and FY 1976.
2. During FY 1974, Supply Division (SD) experienced
many changes in systems, procedures, and operations because
of a major division reorganization and the necessity to
prepare for implementation of the Inventory Control System
(ICS) in FY 1975. The reorganization of the division, as its
major objective, effectively implemented the commodity team
concept in our supply management activity. This involved
combining the stock management and control function, thereby
creating the nucleus of the commodity team. In addition,
other supply operations were realigned to emphasize organi-
zational integrity. We were able to achieve this goal and
at the same time carry out the SD mission with 23 less positions.
As of 30 June 1974, the SD staffing stood at =positions. 25X9
3. During FY 1974, some of the SD significant accomplish-
ments were:
25X1A b. Reduction of personnel at from
c. Completion of all required coordination an
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development of a plan to closeout the - contingency 25X1A
stockpile.
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a. The preparation of a new stockage objective
e. The closing of the 25X1A
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f. The establishment of a Special
Liaison. Unit to insert FEDSTRIP orders
General Services Administration system
over of' part of the = activities.
Projects
into the
as a carry-
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g. Renovation of the 11th floor of Ames Building
to accommodate the Data Access Center.
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These and other accomplishments will be discussed later in the
report; but, as stated, our changes and accomplishments have
covered a broad spectrum.
4. There have been several projects and events which re-
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5. SD also encountered many obstacles in preparing to
implement the ICS system 1 July 1974. The management strategy
pursued in FY 1974 overcame many of the obstacles; however, there
are still many to be faced; e.g., how to complete the interface
of the Logistics computerized supply system with the Office of
Finance computerized system. The Data Access Center activation
during FY 1975 will no doubt bring forth more problems which have
not been addressed; however, we will employ the same "project
officer" concept used with the SD reorganization and the data
base manager activity, which worked extremely well.
6. The "Management by Objective" program in the division
worked very well during FY 1973 and FY 1974 with an "action
officer" assigned, and we plan to continue this through FY 1975.
Our three objectives which were sent down from the Deputy Director
for Management and Services were accomplished ahead or on schedule.
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The two division-developed objectives, however, were not as
successful, with one being cancelled and one being placed on
"hold" until. computer time and coordination could be
accomplished'..
25X1A 7. The closure of = will definitely have an effect on
our Headquarters supply system even though Special Projects
Liaison Unit has been established to in ut, through General
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from designated stations. We cannot evaluate the full effect
at this time since Special Projects Liaison Unit only became
operational 1 May 1974.
8. At the present time, the major portion of our support
seems to be directed to Middle East activities; however, Soviet
Bloc, Europe,, and Africa areas have required unusually heavy
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9. In summary, SD must continue to develop new methods
and new procedures, upgrade our equipment, and train our personnel
to keep up with the state of the art so that in today's technical
environment we can operate effectively with reduced resources.
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Performance Against FY 1974 Objectives
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1. Logistics Objective 1 (Derived from DCI and DDMES Objectives)
a. Statement of Objective
In consultation with the
DDO and, other DDO and DDMFS elements, conduct a study of
une 1974, and a recommended program shall be submitted
for DCI approval and implementation in FY 1975.
b. Action Plan - FY 1974
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(9) In connection with contingency review and surveillance
of stocks on hand, dispose of all unserviceable, unecono-
mically repairable items and those where there are clearly
no future requirements.
c. Progress - FY 1974
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review, the recommended stockage objective was forwarded
in June 1974 from the D/L to the DCI for approval. Dis-
position of the excess materiel and. replenishment of any
requirements will be accomplished immediately upon approval
of the FY 1974 stockage objective. Milestone accomplishments
are on schedule for this objective, and we foresee no
objections which would hinder continued successful progress.
d. Cost - FY 1974
One hundred seventeen man-days were programmed for
FY 1974 action towards this objective with 115 man-days being
expended.. There were no other costs involved in accomplishing
the FY 1974 milestones.
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2. Logistics Objective 2 (Derived from DCI and DDMES Objectives)
a. Statement of Objective
Develop and submit a recommended program by 31 December
1973 for approval by the DDMIS and DDO setting forht the
actions necessary for the closeout and disposition of the
Logistics contingency stockpile presently
b. Action Plan - FY 1974
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(2) In coordination with EA and other area divisions,
determine what stocks are required by area projects.
(3) Schedule TDY assistance if required for planning
closeout of the stockpile.
(4) Submit a plan to DDME1S and DDO for approval,
settin forth the actions necessary for the closeout of
25X1A ogistics contingency stockpile
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(5) Determine what s returned to
(6) Dispose of contingency stocks which will be
offered at no cost or otherwise disposed of on site upon
approval of closeout plan by DDM&S and DDO.
c. Progress - FY 1974
d. Costs - FY 1974
One hundred four man-days were programmed to complete the
action required during FY 1974 on this objective, however,
only 42 days have been expended. This reduction in man-days
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3. Logistics Objective 3 (Derived from DCI and DDM&S Objectives)
a. Statement of Objective
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b. Action Plan - FY 1974
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(4) Identify those positions to be abolished resulting
from reorganization.
(5) Reorganize the Depot in accordance with the approved
reorganization plan.
(6) Identify those individuals whose skills are no
longer required to support the Depot mission.
c. Progress - FY 1974
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d. Costs - FY 1974
Originally there were 91 man-days programmed to
accomplish this objective; however, only 40 days total
were used during FY 1973 and FY 1974. There were no
man-days actually used in FY 1974.
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4. Supply Division Objective 1 (Internal SD Objective)
a. Statement of Objective
Reduce to an absolute minimum the maintenance of
vehicle records in the Agency by establishing an automated
vehicle records program by 30 June 1975.
As a result of the delay in FY 1973, no milestones were
accomplished in FY 1973 or FY 1974. The 3-year plan,
however, has been condensed into 2 years to escalate the
program. We may have to slip some of the milestones, but
an effort will be made to accomplish the program as scheduled.
This objective was orignially scheduled to be accomplished
over FY 1973, 1974, and 1975. However, due to the lack of
available computer time and the discussion of whether
automated vehicle records could be incorporated with the
computerized supply system, the program was placed on hold
in FY 1973. We continued in a hold status until May 1974,
at which time OJCS assigned an individual part-time to do
a feasibility study. This objective has been rescheduled to
be accomplished during FY 1975 and FY 1976.
d. Costs - FY 1974
There were approximately 10 man-days expended during
FY 1974 in accomplishing the rescheduling, feasibility study,
and discussing,the program. If the plan progresses as
outlined for FY 1975, it will require approximately 500 man-
days.
5. Supply Division Objective 2 (Internal SD Objective)
a. Statement of Objective
Increase the number of line items issued from stock
by 10 percent by 30 June 1975 over the FY 1973 level of 43
percent, thereby decreasing the number of line items placed
on direct procurement.
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b. Action Plan - FY 1974
(1) Document percentage of items being furnished
from stock as of end of FY 1973.
(2) Proceed with implementation of FY 1973 planning
with continuing evaluation of benefits/detriments, with
first formal progress report to be based on end of first
quarter FY 1974 results.
(3) Consider and evaluate SIPS capability, as DMC's
become active to interface with and supplant the original
manual data collection function.
(4) Make gradual procedural adjustments on the basis
of steps 1 and 3 above, as practicable.
c. Progress - FY 1974
During FY 1974, Supply Division began to reverse
some old operating policies and procedures whereby their
objective became obsolete. New programs whereby overseas
stations were encouraged to buy more locally and Headquarters
arrangements to have shipments made direct from GSA or
DSA, eliminated the need to stock some items. With such
programs implemented, this gbi c tine was 180 degrees out
of phase and was canceled during January 1974.
d. Costs - FY 1974
Approximately 5 man-.days were expended toward this
objective prior to cancellation.
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G. NEW EQUIPMENT WITHIN SUPPLY DIVISION
Supply Division (SD) has initiated the Xerox telecopier
which is to be used primarily to eliminate write-in requisitions
from Headquarters elements. This unit utilizes a Xerox telecopier
at Headquarters for urgent requisition transmission which is
reproduced at Ames, thereby eliminating having to handcarry or
courier the requisitions from Headquarters to SD. New Conserv-
A-Files were installed to accommodate the official SD voucher
files. These files allow more people to have access to these
files at any given time than the rotating files previously used.
Microfiche readers and printers were purchased for use by the
Supply Management Branch commodity teams, which will facilitate
identification, editing, and processing of requisitions. A
Magnetic Card Typewriter has been ordered to assist SD branches
in accomplishing the SD instructions and other lengthy reports
which must be refined after full coordination and review by all
branches, sections, and staffs, as required. SD has encountered
obstacles in trying to replace the old flexowriters used by the
Interdepartmental Support Branch in interfacing with the MILSTRIP/
FEDSTRIP system. During FY 1975, our efforts will continue
toward the replacement of these machines. Our problem is finding
a machine which will slave the same information onto a second
form automatically.
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I. INSTAPAK PACKAGING PROCESS
We are continuing our usage of the Instapak foam-in-place
packing technique and are making efforts to increase its usage.
We have had near total success with this technique in all efforts
wherein it has been employed. Since June of 1973, we have
packaged approximately 2,636 items, realizing a saving of 1,068
man-hours representing some $6,000 in cost savings. During this
period we have experimented in utilizing the Instapak technique
in the packaging of IBM Selectric typewriters. The modifications
to the typewriter pack as now developed and used have met with
100 percent success insofar as we are able to determine. A
survey was made by requesting recipient stations to respond both
affirmatively and negatively concerning the condition of these
machines upon receipt, and these efforts to date indicate total
success. We will continue to develop other uses for this technique,
despite the fact that we have incurred considerable increased cost
on the part of the manufacturer for the use of their supplies for
this method. The increased costs are in line with other materiels
which have also appreciated during this period.
J. VENDOR PACKING PROGRAM
1. During FY 1973, 16 shipments of materiel packaged by the
vendor were made. The shipments totaled 1,280 pieces, 366,235
pounds, and 21,905 cube.
2. During FY 1974, a review was made of the vendor packaging
program, and we did realize some increased success in this program.
Numerous trips have been made to contractor facilities by qualified.
individuals to assist in vendor packaging and to conduct on-scene
inspections to ensure that such packaging and packing were properly
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requisitions calling for large dollar value items in an effort
to determine the need for possible vendor packaging application.
Of these, 72 were selected for development of specification and
vendor packing.
K. ENERGY CONSERVATION
1. In line with the present Energy Conservation Program, an
extensive effort was made and. successfully accomplished in
coordination with GSA officials to cut-back on energy usage at
Extensive surveys were conducted and lights
deactivated. Thermostats were reduced in temperature settings
and a concerted effort made to eliminate any unnecessary lighting
during nonworking hours.
2. FPMR Temporary Regulation G-13 dated 28 November 1973 and
subsequent changes directed that Federal agencies reduce vehicle
fuel consumption by 15 percent. To comply with the directive,
the took such actions as reduced scheduling of truck
trips to service all Agency activities in the metropolitan area.
Proposed reductions in pickup and delivery service to the Headquarters
Building and the met with opposition for
valid reasons, and this service continues to be provided on a
daily and weekly basis respectively. Long distance travel has been
restricted to justifiable operational priorities involving time or
sensitivity factors. All drivers have been apprised of the imposed
50 mile per hour speed limit while operating any type of government
vehicle, and stickers to this effect have been placed in all -
Depot vehicles. Although not completely successful in our monthly
effort to achieve the fuel reduction goal, we feel that the current
quarterly reporting requirement will reflect the established quota
reduction.
L. INCREASE COST OF MATERIELS
Some note must be taken of our efforts during this past year
to conserve wherever possible in the packing and crating field
those materiels which have evidenced large increases in cost. Some
types of plywood, for example, increased from 90 cents to over $2
per sheet. Similar price increases were experienced in the cost
of other lumber. Concerted efforts were made to substitute
fiberboard for wood wherever practicable. As an example, typewriters
previously packed in wooden containers are now being packed in
Instapak with. a fiberboard exterior container. In our crating
efforts, we have tried to minimize the amounts of lumber used as
well as lessen the quantity of lumber wherever possible. This has
met with only moderate success, since many of the heavier items
such as generators, communication panels, safe equipments, and
other sundry heavy equipment call for maximum protection contingent
upon the fragility of the items, destination, and method of shipment,
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M. COMMERCIAL PACKING OF CARGO
During FY 1974, 75 pieces of heavy equipments and consoli-
dated containers totaling approximately 60,000 pounds (13,000
cubic feet) were commercially packed by local vendors. We
have conducted this project in an effort to minimize the over-
time requirement in our Packing and Crating Section and to permit
concentration on the packaging of more sensitive and urgent items.
We have found that whereas commercial packaging and packing is
desirable for heavier items and desirable from the standpoint that
it permits valuable time to be utilized elsewhere, the cost factors
for such efforts and the quality of the packing involved require
constant supervision and management direction by our own personnel.
We will continue to utilize commercial packers on such items as
generators, household furnishings, appliances, etc., wherever time
and economies make it advantageous to the Agency.
N. EXCESS PROPERTY ACQUISITION
During FY 1974, excess property lists of other government
agencies were researched, resulting in the acquisition of
house trailers, refrigerators, a road grader, oscilloscopes, e c.,
for only a minimum percentage of the items book value. The book
value was $273,454, for which we paid only $16,556 in handling
charges for a total cost avoidance of $256,898.
0. REORGANIZATION OF SUPPLY DIVISION
The reorganization of the Supply Division was effective
4 March 1974. Major changes included consolidation of Stock
Control Branch of into Central Control and
Distribution Branch an Supply Management Branch at Ames, the
Section was transferred from Supply
Management Branch to Operations Support Branch, the commodity
team concept was initiated within Supply Management Branch, and
several significant functions were deleted, divided, or revised
in order to streamline the division's accomplishment of its
mission. In this reor anization, the total personnel ceiling was
reduced from The functions are still working out
rough spots, overcoming problems inherent with realignment and
reorganization, and becoming more streamlined daily. The
implementation of the Inventory Control System, scheduled for
early FY 1975, will have further impact on our organization
structure and possibly require some realignment in order to
accommodate the workload in peak areas. The reorganization was
coordinated with an "Action Officer" concept which proved very
satisfactory.
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P. DIRECT DELIVERIES TO HEADQUARTERS AREA INSTALLATIONS
The concept of direct deliveries is that users will receive
their materiel faster and eliminate the transshipment through
thereby reducing the workload. This concept was
initiated in February 1974. At the same time direct deliveries
were initiated, offices with imprest funds were encouraged to
make more use of their funds. As a result, the items which
would have been delivered directly through the normal supply
system were purchased through the imprest funds. Also, the
various Logistics officers to which direct deliveries were
programmed had limited storage space; therefore, the quantity
of materiel which could be received on a direct delivery basis
was limited. However, we feel that direct deliveries will
increase over the next year, and Logistics officers will realize
the benefits of the system.
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1. Supply Division (SD) management has long recognized that
system improvement is of prime importance, especially now when
money and manpower resources are highly restrictive. The following
recommendations are made with these thoughts in mind as well as
increased efforts to maximize responsiveness in our supply operations.
a. Investigate the possibility of stocking more
items, particularly forms, in the Building Services
Branch (BSB), Logistics Services Division, OL, and having
the area divisions fill demands for small quantity orders
from BS:B, thereby eliminating a workload on the SD system.
b. Investigate the feasibility of acquisition and
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disposal equipment at
c. Develop an understudy program to provide back-up
for key jobs for continuity purposes within the division.
d. Streamline and reduce the amount of reports on
problems and of accomplishments to allow our limited
resources to be applied towards accomplishment of the
mission?
e. Investigate the possibility of the use of word
processing equipment to reduce clerical requirements.
f. Consideration should be given to the possible bene-
ficial effects of establishing, in certain cases, expedite
routing channels for requisitions where, due to the level
of expertise in the requisitioning office, the catalog/
identification function performed by Supply Management Branch
becomes redundant. Particular concern would be Materiel
Support Branch, Engineering Support Branch, in the Office
of Communications Engineering, internal processing time should
be reduced as a result of such bypass operation.
g. Another program to be considered for implementation
would be centralization of all functions relating to repair
and return of equipment. Since CD performs the transportation
and technical inspection functions, which are integral for
the total repair and return operation, it may be feasible
to locate the order placement and follow-up function within
the Depot complex.
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h. The establishment of an excess property reporting
system on a worldwide basis could be so structured as to allow
a systematized review and evaluation of all property within
a specific timeframe. This program would promote maximum
utilization of Agency surplus assets.
2. We have highlighted above certain areas where realignments
might be made which would promote efficiency in the supply operation
and increase service to the customer. We propose that personnel
utilization would also be enhanced by the judicious application
of these concepts. In summary, SD has motivated its personnel
to accept change within the past year and plans to take advantage
of this to keep personnel thinking of improved ways to accomplish
its :mission. We must become more technically minded in order to
progress with the state of the art.
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