STRATEGIC PLANNING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP87-01146R000200070019-5
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: December 16, 2016
• Document Release Date: July 5, 2005
• Sequence Number: 19
• Publication Date: April 1, 1986
• Content Type: MF

Approved-For Release 2005/07/14: CIA-RDP87-01146R000200070019-5
MEMORANDUM FOR: Chief, Plans and Programs Staff, OL
Chief, Supply Division, OL
SUBJECT: Strategic Planning
1. Per the request of the Director of Logistics, Supply
Division has identified its goals and objectives for fiscal
years 1981 through 1985. They are presented in the attachment,
but not necessarily in order of priority or importance.
2. The attached goals and objectives are primarily based
on our own internal assessment of where we, as a Division,
would like to be circa 1986. I think we must recognize, however,
that these goals have been adopted while operating in something
of a vacuum. What are the other components doing? We know
that the DDA has effectively lost control of the Office of
Personnel...no great impact upon OL. We now see in DoD and
elsewhere in Government, the trend to combine automated systems
with communications. Because the technologies of automation
and communications have merged, and because information systems
include both the processing and transmitting of information, the
Army, in 1978, combined two components to form the Office of the
Assistant Chief of Staff for Automation and Communications. At
a recent staff meeting, we were advised that there was to be
appointed a "Czar" for automation and communications for the
U.S. Government. While organizational changes can occur slowly
with the Agency, it is not outside the realm of possibility that
within the five-year scope of this planning cycle, ODP and OC
will merge. Because of the large numbers of people and dollars
involved, it is just as likely that such a merger will result in
the formation of a new directorate separate from DDA. Up to this
point one could still visualize little impact upon OL...we would
support the "new" directorate just as we now do. (However, the
driving force may well be OC. With a new charter, an existing
worldwide logistics base in being at its regional sites and the
bulk of our line items in stock being under OC cognizance, why
would this new component need Supply Division? Historically, OC
has co-opted OL personnel (primarily engineering techs), but it
takes little imagination to visualize first the assignment of a
contracting team to the new directorate and eventually that
directorate's desire to centralize, under its control, as much
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SUBJECT: Strategic Planning
of its support base as possible. To my mind, this type of
scenario is one which should be given some forethought as we
enter into this planning period and is but one of several
which could be hypothocated.
3. Please address any questions you may have to the focal
point officer,
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1. Goal: Enhance the OL managerial decision-making process.
Objectives: a. Develop a resource of information that would
be fully automated and centralized via the LMMS.
b. Develop human resources trained in the field
of data processing and the LMMS.
2. Goal: Eliminate an estimated man-month presently required to
rekeyboard data from listings in the Forms Data Base.
Objectives: Automate the publication of the Agency Form
Catalogs.
3. Goal: Expedite processing time, reduce the possibility of
lost data messages, and eliminate the external support
requirement and related liaison.
Objective: Accomplish provisioning and other preprocurement
screening of the Federal Catalog Data Base via
AUTODIN utilizing the FARS system rather than the
present courier system.
4. Goal: Maintain consistent operating procedures and data
interfaces for file data compatibility between the
Federal Catalog Data Base and the ICS/LMMS.
Objective: Monitor changes in the Federal Catalog System
resulting from the implementation of the National
Supply System and closely review Federal catalog-
ing procedural and documentation changes.
5. Goal: Ensure that young Logistics careerists are well trained
in the disciplines necessary to meet future require-
ments at Headquarters and overseas.
Objective: Establish career development plans whereby these
individuals receive adequate training in all
facets of Logistics.
6. Goal: Accomplish our objectives while "doing more with less."
Objective: Institute new technologies that will result in a
savings of time, money, and manpower, i.e., auto-
mated requisitioning, electronic mail, word
processing equipment, LMMS.
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7. Goal: Improve the present capability of supporting Agency covert
military programs on a worldwide basis.
Objective: Conduct operational readiness exercises
0
Ion an annual basis and search for
methods to improve upon the present quick-reaction
capability.
8. Goal: Ensure a smooth transition from a very mature and
experienced work force to a
comparatively immature and inexperienced work force.
Objective: Initiate a career development and personnel plan
apprentice program for the young and the hiring
of young journeymen capable of assuming specialist
positions.
9. Goal: Provide better service to customers.
Objective: a. Establish a predictable and reliable flow-
through time of ten to fifteen days for processing
mater is 1
b. Develop an improved system to track material
through the various Depot functions.
c. Institute new and innovative packaging
techniques.
d. Increase the use of automated materiel
handling equipment.
e. Computerize transportation information.
f. Automate Receiving Section paper flow to in-
clude certification of invoices for faster vendor
payment.
h. Use word processing machines and automated
systems to create picking, packing, and shipping
documents.
g. Decrease flow-through time by one-third.
Improve the working environment
Objectives: a. Build a structure for Preservation and Packag-
ing Section.
b. Solve the heat problem during the summer.
c. Build an environmentally controlled area for
the storage of paper products and tapes.
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d. Rehabilitate the employees' day room and
renovate the building in terms of painting and
floor sealing.
e. Provide better secure storage by refurbishing
or replacing the outlying Butler buildings.
f. Enclose and automate the loading dock.
g. Double the storage capacity with drive-in
or drive-through storage rack systems.
11. Goal: Achieve a better trained work force
Objectives: a. Cross-train personnel to the greatest extent
possible.
b. Make first-line supervisors responsible for
ensuring that their personnel are available for
and receive proper training.
c. Attend State of the Art conventions to be-
come acquainted with the latest techniques in
warehousing material handling, packaging and
preservation, and transportation.
12. Goal: Conserve more energy
Objectives: a. Consolidate Depot fleet trips.
b. Install an automatic light switch system.
c. Replace present heating plant with a new
system and reduce fuel consumption by half.
d. Institute a gasahol program and experiment
with synthetic oils and lubricants.
e. Establish a Depot personnel shuttle to
interface with the Agency shuttle system.
13. Goal: Eliminate paper records and files.
Objectives: a. Position data access terminals in domestic
and field stations for direct interface with
Headquarters.
b. Replace hard copies of customer requisitions
forwarded to procurement offices with computer
printouts.
C. Eliminate internal office hard copy and files
through use of microfiche and more reliance on ICS.
STAT
STAT
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d. Produce computer-generated stock replenish-
ment requisitions as now accomplished with back-
order release actions.
e. Eliminate manual postings of source docu-
ments.
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