CURRENT AND RECOMMENDED SMALL PRCHASES BRANCH ACTIVITY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00988R000400020017-9
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 3
• Document Creation Date: November 17, 2016
• Document Release Date: June 29, 2000
• Sequence Number: 17
• Publication Date: October 21, 1974
• Content Type: MFR

Approved For Release 2000/08/08 : CIA-RDP85-00988R000400020017-9
M1'MORANDUM FOR THE RECORD
SUBJECT: Current and Recommended Small Purchases Branch.-Activity
1. The purpose of this report is to attempt to high-light signifi-
cant differences between the former Special Projects Branch and the new
Small Purchases Branch; the latter being in existence approximately 60
days.
2. Using Special Projects Branch Fiscal Year 1.972 figures, the
monthly average statistical data was as follows: Overseas requisitions
105, diversions 242, for a total of 347; Line items from overseas 501
,and diversions 564 for a total of 1065; shipments consisted of pouch/
air parcel post 263, cargo 59 and' locals 21]. for a total of 531; line
items shipped pouch/air parcel post 622, cargo 177, and local 382 for
a total of 1181. The monthly average dollar value was $35,920.
3. Similar figures for the month of September 1974 fQX the'new
Small Purchases Branch indicated 151 direct requisitions and 317 diversions
for a total. of 468 comprising 818 direct line items and 1391 diversions
for a total. of 2209. The various types of shipments made during the
month of September totalled 334 with a dollar value of $34,827. Note
Line Item Sta.tistica]. Figures are not maintained.
4. It can be readily seen that, at this point, the number of requisi-
tions and line items received for action by the new activity are consider-
ably greater than those tor the old unit. bhipii~nt: tigures for the new
unit, in being only one month, would be smaller number than those for the
predezessor Branch. However, it is interesting to note that the dollar
value for out going shipments for both activities was relatively close.
5. As each day goes by, workload within the Small Purchases Branch
continues to grow, not only from a statistical standpoint of requisitions
and line items received for procurement, but due to the large quantities
requested for individual units plus numerous individual line item and
single order requests of $1500 or more. As of 21 October 1974,, we have
submitted six accountings, with a total dollar expenditure of $85,389.
We do not look for any decrease in this area of our responsibilities but
expect expenditures to increase.
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6. The Small Purchases Branch was established with a Chief/
Procurement Officer, another Procurement Officer, a Procurement Assist-
ant and two Supply Assistants. Since its activation, personnel with-
In the unit have been cross-trained to meet peak work'situations in
all areas. One of the Supply Assistants is intended to fulfill the
role of Administrative Assistant; the Branch Chief is expected to ful-
fill the management functions, assist in follow-ups and control a
$40,000 imprest fund; one Supply Assistant fulfills the role of packer
which leaves only two persons to make contact with vendors in the Pro-
curement process.. It should be readily observed that this number of
personnel cannot possibly meet the volume. of re uirements directed to
the-Branch for.action. The Chief, has provided an additonal
STATINTL temporary employee, when the work load in other areas permit; to assist
us in placing orders with vendors, and the secretarial services of a
part-time employee to assist us in the administrative functions. With-
out this help, we would probably flounder or be hopelessly backlogged.
Even with these additional persons, we are unable to adequately follow-
up on outstanding procurement actions. Part of our problem stems from
the fact that many overseas activities do not appreciate or even know the
scope and limitations of our authorities. Many large expenditures are
being made on a daily basis thereby requiring frequent submissions of
accountings to the Office of Finance to'maintain adequate funds on hand
at all times, and the 30 day time frame for-completion. of actions which
in many instances proves to be unrealistic and cannot be met because of
the nature and eventual source of the materiel.
7. I consider myself extremely fortunate in that. I have working with
STATINTL me a groups of employees-who are enthusiastic about their assignments.
For what its worth, there-are many others within the _ complex who have
approached me about becoming a part of this function.
8. I firmly believe that the number of personnel assigned to Small
Purchases branch be expanded both to increase its capabilities in all
respects. This particular function not only rel[ 'ves the work load in
many areas of the Office of Logistics but within the Office of Finance
as--well. In the eyes of local vendors with whom the Branch does business
our image is outstanding and we get exceptional services if for no
other reason than that we pay upon delivery which of course pleases the
vendor. Although we have been in operation only approximately two months
it appears as though we are providing the kind of service the Office of
Logistics customers desires as we have received few complaints. These
considerations alone support expansion and greater use of an activity
such as the Small Purchases Branch.
9.. It is extremely difficult to adequately compare the current
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Small Purchases Branch with the former Special Projects Branch as the
latter handled requirements unusually small in size and-quantity and
On the other hand, the current small Purchases
tion basis
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on a qu
Branch handles just about any type of item; provided the unit cost is
...,.7 c9gnn nr n zinnle order with
Guv or res5, a J LLL
a vendor does not exceed that amount. One of the major considerations with
the FE area
i
ce
regards to our current "work load is that we also serv
whereas our predecessor did not.
recommend that every effort be made to utilize the
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. services of the Small Purchases Branch to the maximum extent possible in
the interest of processing procurement requests promptly, packaging and
shipping large quantities of materiel expeditously, making payment for
materiel immediately upon receipt and fulfilling the mission of the Office
of Logistics in a more efficient and commendable manner.
STATINTL
We have recently been informed that on-or about 11 November we
will receive an additional permanent employee to assist us in placing
requirements with vendors.. This addition will greatly strengthen our
capability in that"aspect of our operations. However, the continued
temporary assignment of a part-time secretary/administrative assistant
on a four hour basis leaves us in a weakened position in accomplishing
many of the Branch administrative functions. It is hoped that as the
work ` clumc of the Branch increases and a greater appreciation at
higher management levels of the Branch's potential benefit to the Office
of Logistics, the assignment of additional. personnel will be forthcoming.
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