PROPOSED REORGANIZATION OF THE OFFICE OF LOGISTICS ACQUISITION SYSTEM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP87-01146R000100020004-7
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 30
• Document Creation Date: December 16, 2016
• Document Release Date: July 22, 2005
• Sequence Number: 4
• Publication Date: October 20, 1981
• Content Type: PAPER

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PROPOSED REORGANIZATION OF THE
OFFICE OF LOGISTICS
ACQUISITION SYSTEM
20 OCTOBER 1981
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PURPOSE: This paper presents a recommended reorganziation within
the Office of Logistics (OL) to accommodate and exploit the capa-
bilities of the forthcoming Logistics Integrated Management
System (LIMS)..
SCOPE: LIMS is viewed as a predominantly materiel-oriented
system, and the study of possible reorganization was limited to OL
functional elements providing materiel support. Those elements,
which comprise the OL Acquisition System, are concerned with the
processing of customer requests for materiel and services, from
initiation of request to satisfaction of requirement. Existing
OL components devoted principally to the operation and support of
the Acquisition System are:
Procurement Management Staff
Security Staff
Procurement Division
Supply Division
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GOAL OF REORGANIZATION: Improve logistics response to customer
requirements.
OBJECTIVES: Adopt an organizational structure that:
1. Emphasizes-output, or production, from the Acquisition
System by separating acquisition transaction functions from
supportive functions.
2. Enhances managers' ability to focus on and take action on
production functions within their areas of responsibility.
3. Reflects functional changes to be brought about by LIMS
implementation.
4. Permits exploitation of LIMS ADP capabilities.
5. May be phased-in prior to LIMS implementation to minimize
disruptions at any one time.
6. Reflects the increased demand on depot services and the
.emphasis on.direct procurement rather than stock issues.
7. Distinguishes between the types of management required
for projects (contracting) and processes (small purchases and
depot operations).
8. Addresses the importance of customer relations.
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ASSUMPTIONS:
1. Functional subdivisions can be mixed if necessary to
support improved responsiveness.
2. The future environment will increase the importance of
direct acquisition and decrease needs for expanded depot stocks.
3. Demand for depot services (storage, packing,
transportation) will continue to grow.
4. Commercial procurement of small purchases (less than
$10,000) do not require the in-depth procurement training
required for development, production, and services contracts
(over $10,000).
5. Knowledge and participation in the acquisition process
by customer organization is essential and must be encouraged by a
combination of staffing, training, and ongoing liaison.
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