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DEPARTMENT OF THE ARMYOFFICE OF THE ADJUTANT GENERAL

WASHINGTON. D.C. 20310

IN REPLY REFER TO

AGDA (M) (5 Mar 70) FOR OT UT 694245 11 March 1970

- SUBJECT. Operational Report - Lessons Learned, Headquarters, 9th LogisticalCommand, Period Ending 31 October 1969

SEE DISTRIBUTION

1. Subject report is forwarded for review and evaluation in a::ordance

with paragraph 4b, AR 525-15. Evaluations and corrective actions should

be reported to ACSFOR OT UT, Operational Reports Branch, within 90 daysof receipt of covering letter.

2, Information contained in this report is provided to insure appropriatebenefits in the future from lessons learned during current operations andmay be adapted for use in developing training material.

BY ORDER OF THE SECRETARY OF THE ARMY:

1 Incl ROBERT E. L H

asCoo1 Ca s Colonel

Acting The Adjutant GeneralDI STRIBUTION:Commanding Generals

US Continental Army CommandUS Army Combat Developments CommandUS Army Materiel Command n.fl,,pF

CommandantsUS Army War College - -

US Army Command and General Staff College f __-

US Army Adjutant General School L ;-if

US Army Military Police SchoolUS Army Ordnance SchoolUS Army Quartermaster SchoolUS Army Signal SchoolUS Army Southeastern Signal SchoolUS Army Transportation School

4 UNCLASSIFIED REPORT

Copies furnished: DISTRIUTION NO FOREIGN WITHOUT APPROVAL OF

Office, Chief of Staff, US Army ASSISTANT HIEF Or STAFF FOR FORCE DEVELOPMENT

(ARMY) ATTN FOR OT UT. WASHINGTON, D.C. 20310

Reproduced by theCLEARINGHOUSE

for Federal Scientific & TechnicalInformation Springfield Va. 22151

DEPARTMENT OF THE ARMYHEADQUARTERS 9TH LOGISTICAL COMMAND

APO San Francisco 96232

THLC-PO 14 November 1969

SUBJECT: Operational Report of Headquarters, 9th LogisticalCommand for Period Ending 31 October 1969, RCSCSFOR-65 (RI) UIC: WBGYFF

SECTION I

1. GENERAL:

a. The 9th Logistical Command operates the U.S. ArmyDepot, Thailand, with storage locations in Korat and Sattahip,ammunition and general cargo water terminal in Sattahip,provides transportation movement control and line haul trans-portation throughout Thailand, provides direct and limitedgeneral support maintenance. An organizational chart of the9th Logistical Command is shown at Inclosure 1. A key per-sonne!. roster is shown at Tab A to Inclosure 1. (Tab A wd HQ, DA)

b. The 9th Logistical Command continued to provide on-the-job-training (OJT) to selected soldiers of the Royal ThaiArmy. Training is conducted at both Sattahip and Koratinstallations.

2. DIRECTORATE FOR ADMINISTRATION:

a. Past experience reflects that completely centralizedpublication of orders authorizing ordinary out-of-countryleave, TDY, Emergency Leave, Cost of Living Allowance, BasicAllowance for Subsistence, and Rations not available hascaused undue delays resulting in either financial or depar-ture difficulties depending on the type of order. This prob-lem has been relieved with the delegation of authority forthis command to publish the above types of orders, thuseliminating the needless delay in receipt of orders.

b. Personnel information rosters continue to be a commandproblem. Only limited success has been attained in improvingthe status of this most valuable tool in personnel management.

3. INTELLIGENCE AND SECURITY:

a. Physical Security: The Physical Security Program hasimproved during the past quarter.

b. Effective 15 October 1969, a requirement for a nightlysecurity inspection has been placed on the 9th Logistical

Inc losure

i _ . . . .. . . . .. . . . . .. .. . . . . .. . . . . . . . . - . . . f . .. . .. . . . . . . . -- . . .

THLC-PO 14 November 1969SUBJECT: Operational Report of Headquarters, 9th Logistical

Comimand for Period Ending 31 October 1969, RCSCSFOR-65 (RI) UIC: WBGYFF

Command Staff Duty Officer. This was done to add to the se-curity in the SattahiD area. The Staff Duty Officer willmake a nightly inspection between 2200 hours and 01100 hours.This has aided in keeping the Military Police, Unit Police,and Thai Security Guards more alert and attentive to theirduties, and in turn has resulted in a better security effort.

c. Security at Deep Water Port has continued to be aproblem. It was deemed necessary to establish a "Port SecurityDetachment". The composition of which is sixteen (16) MilitaryPolice, ninety-five (95) Thai Securit;y Guards, and sixteen (16)Unit Police. The detachment was plazed under the operationalcontrol of the Terminal Command Commander. Training of thesepersonnel to familiarize them with the port operations hasbegun. Terminal Command has established a new checkpointwithin the port and has also established a boat Datrol utiliz-ing their own equipment and Unit Police accompanied by ThaiNavy personnel.

d. The security of the Deoot complex at Camo Samae Sanhas improved with the establishment of roving patrols insidethe Depot. The Thai Security Guards that xere positioned in-side the complex have been moved outside the Derimeter fence.This allow7s the guards better visibility of the outer fencearea, and better fields of firye, should this become necessary.

e. Personnel Security: The number of requests for Per-sonnel Security Clearances from subordinate units has remainedapproximately the same during this period. Coordination be-tween higher and lower headquarters has been outstanding.

4. OPERATIONS:

a. 7th Maintenance Battalion.

(1) During the period of this report, NCR 500 systemmaintenance has become a problem. There are three NCR 500systems in the 7th Maintenance Battalion, each located atone of three direct support units. The problem is twofoldand is causing excessive NCR 500 down time. One part of theproblem is an insufficient number of maintenance personnelMOS 34D series. During the quarter several of the maintenancepersonnel assigned rotated to CONUS. This left a gap in whatwas already a critical maintenance personnel situation. The

2

THLC-PO 14 November 1969Su1BJECT: Operational Report of Headquarters, 9th Logistical

Command for Period Ending 31 October 1969, RCSCSFOR-65 (RI) UIC: WBGYFF

end result is that there are only two repairen left toservice three NCR 500 systems. The other part of the problemis an insufficient quantity of the right kind of parts onstock to repair the *NCR 500 on a real-time basis. Correctiveaction on the twofold problem is currently in progress. Com-puter Systems Command, USARPAC, has sent a repairman to give7th Maintenance Battalion technical assistance on maintenanceof the NCR 500. This individual is in-country, and is perform-ing this function now. A contract has been established withthe NCR company for service of a technical representative.The technical representative has arrived at 7th MLaintenanceBattalion and after Drocessing will be available to beginwork. As a concurrent action coordination has been effectedwith Directorate for Administration for the assignment of re-Dairmen (34D series). One E'3 will be assigned on 13 Novemberand one o/a 15 Novembbr 1969. In the area of repair oar'ts,the current stockage list has been revamoed. The list nowcarries aoroximately 1,617 lines. Fill is slowly beingreceived. On those parts deadlining a NCR 500 system notimmediately available through US Army channels, the contractwith the NCR company will be utilized,

(2) In a continuing effort to improve the 7th Manin-tenance Battalicn automatic data processing capability, tech-nical assistance was requested and received from HQ, USARPAC.A technical assistance team from Computer Sciences Corporationworked with 7th Maintenance Battalion AD? personnel for approxi-mately 60 days. The team analyzed the programs and the docu-mentation flow of the various programs supoorted by the ADPCenter. Equipment Statuks Report, PLL updating, TAERS datareduction, and End Item Master identification File Systemswere revised. The team reviewed aiA rewrote various programsto streamline processing and to eliminate unnecessary operations.

(3) The automated prescribed load list (PLL) for allUSARSUPTHAI units has been comoleted for the first time toaccurately reflect the required stockage of repair parts tosupport the various unit missions. Basis for updating PLL isdemand data, change inFederal Stock Numbers, and changes inon-hand/authorized equipment. Prepunched requisitions areprovided for all additions to PLL lisuing and changes inFederal Stock Numbers. The prepunched request and PLL list--ing is distributed to the units through their supported DSUsTech Supply. In addition, two prepunched requests are fur-nished to the supporting units which submit a request for a

3



PLL item. PLL updating procedures have been expanded. A newseries of programs ibr PLL operations was designed by thesystems analyst from Computer Science Corporation. The newsystem provides the capability of posting FSN changes to thefile and processing part numbers, and eliminated many punchcard machine operations. Programming of the new system isbeing integrated into current operations and will be completedduring the forthcoming quarter.

(4) During the quarter a major problem has developedwith the 10-ton tractor, M123AIC, primarily those operatedby the 809th Engr Bn. The problem noted is that the trunnionbracket for the rear axle and the crossmember supporting thefifth wheel are developing cracks. Nineteen trucks in countryare known to have these defects. DSU inspectors, assistedby TACOM survey team, inspected the vehicles and determinedthe repairs required. The crack in the trunnion bracket isbeing machined by grinding and the area reinforced and re-welded. The crossmember is being reinforced. To date twelve(12) units have been repaired and returned to service.

(5) During te reporting period transmission supportbrackets for the 290M Heavy Industrial lheeled Tractor inSakon Nakhon area were discovered breaking. A contact teamfrom Director of Maintenance and General Support Contractorwas sent to Sakon Nakon to evaluate the situation and to de-termine the necessary repairs. After an analysis of the prob-lem the contractor and the 57th Light Maintenance Company be-gan an active program of manufacturing and installing rein-forced brackets for the transmission. Each 290M tractor requiresthe installation of fcur such brackets. This entails a minimumof eight hours work. There are 109 290M tractors in country,60 of which are supported by the 57th Light Maintenance Company.To date, reinforced brackets have been installed on 25 of thesetractors.

(6) On 15 September 1969, Trans World Airlines (TWA)assumed operational responsibility of the power generatoroverhaul facilities (PGOF) at Camp Friendship. The PGOF waspreviously operated by'AMPAC as part of their contract. AFifteen day phase-in of TWA supervisory and maintenance per-sonnel was made during 1-15 September, with AMPAC supervisorypersonnel being gradually withdrawn during this period of time.Production output was sustained during the changeover period.

tHLC-PO 14 November 1969SUBJECT: Operational Report of Headquarters, 9th Logistical


(7) On ).6 August a message was received from USARPACstating that this command woold conduct an inventory of allunserviceable reoairable tires in country. The repairabletires were to be prepared for retrograde. Further shippinginstructions were to be received from USARPAC. Since the date

of receipt of the message, nearly 1,500 tires have been accum-ulated and stored in the DSUs. Due to the limited warehousespace, tires are stored in an open storage area. Climaticconditions are such that if these tires are not retrogradedor recapped shortly, their deterioration wi!l make them worth-less. To date, accompanying shipping instructions have not

been received. Monthly inventory, reports have been sent toG-4, USARSUTHAI.

(8) An intensive orogram has been underway during thisouarter to recondition and repair refrigerated vans belongingto the 519th TIrans Bn. The refrigerated vans are used totransport. oerishable ite:..s over exseoded d.i.stzes sometimesup to 700 miles and are constantly in use The reconditii -

program is being conducted by the 7th aintenance battalion andthe general suport contractor, Trans :.orld Airlines ('WA).

From 1 August to 31 October work was comleted on 29 refri-geration units and 25 vans. Work on the vans consists oftotal reconditioning of the body to facilitate ax-rui insula-toa andnU - -="

tion and to maintain lo; temoerature, and the stressplaced on the ref'rgeration unit whilevehices are in transit.Refrigeration units are-being rebu-'l a ... . units

are being converteed to military sranlard en-ines. :.The avail-ability of recair parts has been a major problem in the re-pair program. TWA has -ace use of their direct orocurementcapability to order repair arts direct fron .anu.acturersin CONUS. Refrigeration vans ad, ree r -e units weremade available to the unit from the maintenance float. inaddition, recuisitions have been submitted -or the Drocure-adent1 --I-i!n ! = t -ment of add.ional refrierated vas an,; units as reolacementequipment for those units decared uneconomicallv reoairaoledue to repair cost or age. The lack of organizational main-tenance of refrigeration units and vans and the extensive mis-sion requirements have conributed to the current Status ofthe equipment. Classes are being conducted by MECOM0 in aneffort to improve organizational maintenance.

b. The missions of te 519th Transportation Battalionhave remained unchanged for the reporting period. The Battalionretains the responsibility for military truck transportation

5


Command for Period Ending 3. October 1969, RCSCSFOR-65 (Ri) UIC: WBGYFF

in Thailand. The initial tons, ton miles, and miles drivenindicated below represent an increase over the last reportingperiod. However, these tonnages are below the tonnages movedduring the harvest season last fiscal year. The slight in-crease can be attributed to the clearing of the U.S. Army Depot,Thailand of Post Exchange items which were delivered to Bangkok.The workload of the 519th can be forecasted to continue to in-crease during the next quarter due to the harvest season andETO concentrating on the more profitable agricultural cargos.

5. TRAINING:

a. To overcome the shortages of E6's and above, NCO's andspecialist personnel qualified in depot supply management andcomputer operations, a total of 11,000 man-hours of trainingwere conducted during the reoorting period. An aggregate of40,000 man-hours of training is projected for FY 70. Trainingsubject areas included TIT.PRIP, 3S Procedures, Programmingand Comouter Techniques, ?anagement, Supervision and varioustechnical areas of depot operations. The training programcontinues to receive command emphasis. Monthly orientationof newly arrived personnel and weekly mandatory classes haveproven to be of value in filling the experience and traininggap in depot operations cC newly assigned officers and NCO's.

b. As stated in the previous ORLL, this Headquarters isrelying more and more on the Local National personnel asdrivers. During this reporting period, this philosophy hasbeen continued and improved upon. An additional four hoursof training on defensive driving is now being given by theCivilian Personnel Office to all 519th Transoortation Battaliondrivers. This training is being conducted on an area basisto allow Local National drivers to attend with a minimum lossof duty time. During the reporting period the Local NationalDriver Training Program has also been augumented in the Sattahioarea by periodic lectures by Mr. Aroon S. Watana. Mr. Watanahas lectured to the 519th Transportation Battalion units inthe Sattahip area on Defensive Driving Techniques on twooccasions during the reporting period. Mr. Wataana is thePresident of the Thailand Traffic Association, and the ThaiNational Safety Director. These lectures have not only servedto educate the Local National on proper driving techniques,but also served to make the Local National take more pride in

6



his work and his driving abilities. One of the classes waspublicized in a Thailand national magazine complete with pic-tures. These types of classes and publicity have many in-tangible benefits which the 519th Transportation Battalionand this Headquarters consider to have contributed substantiallyto its much improved safety record during the reporting period.

c. In the 7th Maintenance Battalion training is beingconducted in maintenance and repair parts management at bothorganizational and direct support levels. Training for bothU.S. Army and Thai personnel includes instruction on preventa-tive maintenance procedures, trouble shooting, fuel and airsystens, repair of multifuel engines, Army equipment recordssystem and PLL management. Intensified management trainingof officers and senior NCO's throughout the lcgistical systemcontinues to increase the organic capabilities of the 7thMaintenance Battalion and the 9th Logistical Command.

(1) In the OJT program of the 7th Maintenance Battalion,the following number of students graduated from the listedcourses:

WHEEL VEHICLE MECHANIC, MOS 63B 2CANVAS & LEATHER REPAIR, MOS 43G 1METAL BODY REPAIR, MOS 44B 2WELDER, n ;os 44C 1ARTILLERY MECHANIC, MOS 45F 1FIELD RADIO REPAIR, MOS 31E 1

(2) The following number of students are presently

enrolled in courses listed:

FIELD RADIO REPAIR, MOS 31E 1ARTILLERY MECHANIC, MOS 54F 1METAL BODY REPAIR, MOS 44B 4WHEEL VEHICLE MECHANIC, MOS 63B 2CANVAS & LEATHER REPAIR, MOS 43G I

(3) The 7th Maintenance Battalion's Operations Officeis in direct coordination with the 2nd Thai Army through the2nd Thai Army's RTA OJT Coordinator. At present, the 7thMaintenance Battalion is experiencing no problems administer-ing the RTA OJT program.

7

..THLC-PO il November 1969SUBJECT: Operational Report of Headquarters, 9th Logistical

Coi..mmand for Period Ending 31 October 1969, RCSCSFOR-65 (RI) UIC: WBGYFF

6. DIRECTORATE FOR TRANSPORTATION:

a. Major.Activities.

(1) A revised cargo security plan was developed andimplemented. Meetings held with agencies responsible forcargo security (Terminal Command, Thai Security Guard, ThaiNavy Military Police, U\S. Military Police and Thai Civilian.Police) resulted in a delineation of responsibilities andprocedures. The Commanding Officer, Terminal Command has beencharged with the responsibility of coordinating all port se-curity activities. To complement these physical securitymeasures, a stpdy is being conducted of the documentation flowand operating procedures to isolate any further deficienciesin the security program.

(2) The Headuarters Detachment, 519th TransportationBattalion, and the 260th Transportation Company (7.1ed Trk) movedfrom Phanom Sarakham to Sattahio in late August. This relo-cation resulted in better management of the military truck as95 per cent of the ttal tonnage moved by the battalion originatesin the Sattahip Port Complex.

(3) The M.lovements Control Agency has initiated anaggressive program to recoup back claims from the line haul

contractor. Over $3,600.00 has been received from back claimsduring this quarter..

(4) The two Japanese Comercial Tugboats were releasedfrom Thai Customs and are now providing harbor services inthe Sattahip Area.

b. Port Operations.

(1) During the past quarter, 204,893 STON'sof cargowere discharged at Army water terminals. During the same oeriod,20,967 STON'swere backloaded.

(2) The 45-ton capacity gantry crane arrived 18 August1969 and became operational on 22 August 1969.

(3) The 100-ton Barge Derrick (BD 6654), which receivedmajor overhaul in Singapore, was returned on 29 September 1969.

E8

THLC-PO 14 November 1969.SUBJECT: Operational Report of Headquarters, 9th Logistical


(4) The United Stevedoring Company was awarded the newstevedore contract on 31 October 1969. The new contract in-cludes rates for many terminal services which had not beencovered in the old contract.

(5) A more efficient technique for discharging 750-lbbombs was initiated. Use of a spreader-bar permits the simul-taneous lift of two ammunition pallets. The results are morerapid discharge and oukcker vessel turn around.

(6) Utility harborcraft requirements have been re-evaluated. Reductions in requirements have been identifiedresulting in equipment and operating cost savings. One Q-boat, recently retrograded to Okinawa has been declared excess.

(7) The TWA contract for maintenance of floatingcraft and electri forklifts has alleviated most of the man-tenance difficulties for those items. Two Army tugboats re-quired major repairs during the period. The repairs wereaccomplished .n Bangkok under the TWA contract. All four Armytugs and two civilian tugs are now operational.

(8) Barge traffic between Sattahip and Bangkok in-creased to 5,hI5 STO 's, up 1'428 STON's from last quarter.

c. Highway Operations.

(1) Military(a) During the reporting period, the military

highway assets ccntinued to- suoolement the commercial highwaycapability. This mission of the 519th Transoortation Battalionhas remained unchanged for the reporting perfod. The Ba;talionretains the responsibility for all military truck transoorta-tion in Thailand. The performance figures shown below showan increase over the last reporting period. The increase isattributed to the clearing of the U.S. Army Depot, Thailandof Post Exchange items which were delivered to Bangkok. Theworkload of the 519th is expected to increase during the nextquarter due to the harvest season and ETO concentrating onthe more profitable agricultural cargos. The 444th TacticalFighter Wing way moved from Korat AFB to Takli AFB. Over onemillion-ton miles were recorded during this move. During thereporting period the Battalion did not move any Project 972cargo.

9

.THLC-PO- 111 November 1969SUBJECT: QOerational Report of Headquarters, 9th Logistical

Command for Period Ending. 31 October' 1969, RCSCSFOR-65 (RI) UIC: WBGYF

(b) SattahiD originated convoys are being marshalledat the Deep Water Port to consolidate security efforts andeliminate pilferage opportunities at the Vayaria TTP.

(c) Military highway performance:

Initial Tons - 81,107 STON'sion 111i -es - 7,971,473IMi)es Driven - 2,26'4,976

(d) One addit ional imedu~i truck company has beenassig-ned the r-.ission of port clearance. Formerly, port,clearance wans the sole resoonsi bilty of-: the 53rd Trans-oorta-tion Company. At present , twro transportation miedium truckcompanies are.engag-ed in oort clearance.

(2) Commercial: Contra ct truc's continued to move t%-hemajority of tConna:-e. The commercial contractor, ECO, trans-ported 1911,5224 STON, s of cargo during- the cuarter. This re-presentUs an -increase Of 1,507 STO!1s over last ouartCer.

d. Rail Ooerations. Rail service continues to provideflexibility to the tran~sportation syste::. in Thailand. Durin.gthe quarter, 491 Sr2O1?'s of reefer carg-o and 81 ST'IM's Ofgeneral cargo w.-ere shipped by this mode.

e. M~ovemaents Control A2:encv. Blue Starr Coerations(Sensitive~~7 Amuiin::vmet)wr rvously accomplished;

by three off-:ices: the 260th rTransoortation Det ach~--t, Udorn;0M HI, Korat; and H12, *-:ovemen s Co-ntro gecv ST~

To improve the managem-::ent of-: this function, the entire ozoera-tion has bee n centralized at -M IT .oa.U1 ~U:-AGeneral Order. 409, Para. 014, authorized "he movement of per-sonnel and equipment of-: the 260th Detachmnent, to Korat for thispurpose.

7. DIRECTOATE-" 'FOR SUPPLY:

a. An overstocka.7-' of Class I (subsistence) suo-lies wasa signifPicant croolem curing the reporting poeriod;. Carncella-tion of dues-in, forced issues, broadcasting of excessesthroug-hout- USARAC, correc-ting- faulty order-shi-i-, are-

vise MaserIenu and other vigorous actions have resulted in asubstantial red-uction of the subsistence excesses. Similar

aggrssie acionin-his area wilcontinue to insure t-hatexcesses reMain at a minimum.

10

THLC-PO 14 November 1969SUBJECT: Operational Report of Headquarters,j9th Logistical


b. In the Systems/Data Processing Division significantactivities included:

(1) The receipt of MILSTRIP/A*ILSTAMP Interface computerprograms. Problems encountered with these programs are addressedin the lessons learned portion of this report.

(2) A program to automate the DPD tape library listings

was developed by the Systems Office, DPD. The program providesan u-to-d=t- listinc of tapes on file in the library and re-duces the probability of using incorrect tapes.

(3) A multi-ror.m..in concept was imolemented re-sulting in more efficient use of the time on the comuter's

central processing- unit. This item is covered further underSection Ii - Lessons Learned.

(4) Prograr::s were developed to provide the FinanceSection with a weekly commitment su.:.ary report and a monthlycustomer issue report. Both reoorts were necessitated by theFinance Section's assumption of the billing mission for out-of-country requisitions.

(5) During the reporting: period, significant delayswere experienced due t comouter operationa!. errors whichresulted in fewer supply cycles being run than had been planned.Details of this oroblem along wih recommendations are in thelessons learned portion of this reoort.

c. Publication of a monthly Depot Suiooly ':_..na.e-. tAnalysis booklet containing statistical and narrative informa-tion on trends, goals and accomplishments was initiated. Threeeditions were published and distributed throughout the co-mandfor use as an aid to manager-ent and decision making. This sub-ject is also treated in the lessons learned portion of thisreport.

d. Financial Inventory Reporting was introduced duringthe reporting period. The Quarterly St.atification Reoort ofUSARPAC Depot Assets, ?SU-74 and the Quarterly StratificationReport of Secondary items, RCS CSGLD 1438 were completed allow-ing for further advances in deoot management. The initialMonthly'Changes to Secondary items Inventory Report was alsoproduced. The quarterly reports show the relationship of

ii



available assets to authorized accuisition and retention levels,excess on-hand and dues-in value and demand data. The monthlyreport shows the changes in inventory value by receipts,issues, transfers and adjustments processed each month. Assis-tance from USARPAC was received in Financial Inventory Reporting.The lesson learned from preparation and submission of theinitial FIR's is contained in Section II of this report.

e. Additional controls were established at the directoratelevel on out-of-country requisitions where the total replenish-ment buys exceed one million dollars and where a single line

itern exceeds a value of fifty thousand dollars. The controlsestablished require approval of requisitions by the Directoratefor Supply for the one million dollar category and approval bythe Chief of Inventory Control for the fifty thousand dollaritems.

f. The previously established program to eliminate exces-sive on-hand quantities and dues-in was completed as scheduledon 5 September 1969, with a total of approximately $31,000,000worth of items being cancelled or retrograded in July and August.

Extensive care and oreservaton activities were carriedout between August and October 1969 on Project Stocks. Re-palletization of culverts, fence posts, tents and barbed wirewas completed. Another major project which was undertaken andcompleted during the reporting period was the cleaning, ore-serving and repacking of all railroad components stored asProject Stocks.

h. A 100 per cent location survey was completed on ]3 August1969 in Sattahip and on 29 August 1969 in Korat. The resultsof this survey are evident by the drop of 14 per cent in ware-house denials since July. An accelerated inventory began on27 October 1969. Results of this inventory will be reportedin the next ORLL.

i. Benefits from the depot's recently established QualityControl Program were realized during the past three months inthe form of technical assistance provided to supported units,publication of SOP's for turn-in of items to the depot, estab-lishment of a complaint register and an intensive insoectionprogram as well as establishment of a badly needed technicalreference library. Lessons learned during the first threemonths' operations of the Quality Control Program are coveredin Section II.

12



J. Arrival of assigned DAC personnel during the reportingperiod brought the total number of DAC's on duty to twelve.Of the ten TDY DAC's on the AMC Quick Reaction Assistance Teamthat arrived in July 1969, four have been released and returnedto AMC. The six remaining members of the team are scheduledto return to CONUS as follows: One in November, three inDecember, and two in January 1970.

8. DIRECTORATE FOR SERVICES:

a. To reduce the maintenance problems in the HHC, 9thLogistical Command motor pool wheeled vehicles were reduced.The twenty-two 5-ton tractors and eleven S&P trailers on handwere transferred to the 519th Transportation Battalion. Therequirement for prime movers for POL tankers will be providedby the 519th Transportation Battalion.

b. Two on-site sales of salvage property were conductedat the 562nd Light Maintenance Company cannibalization pointat Camp Vayama by PDO. The sales not only returned $91,000to the-US Government, but additionally reduced greatly thetransportation costs involved in moving salvage property, tothe U-Tapao RTAFB Redistributing and Marketing Site.

9. DIRECTORATE FOR MAINTENANCE:

Intensive repair parts management coupled with increasedmaintenance training for both enlisted and officer personnelis yielding excellent return on equipment availability. Re-pair parts supply appears to be the most pressing problem.Efforts in this area are continuing with greatest emphasisbeing placed on reducing the number of PLL/ASL lines at zerobalance.

10. COMPTROLLER:

Beginning in FY 70, this Headquarters commenced publica-tion of a monthly Statistical Summary. In order to providethe Commander, Directors and Staff elements with a more de-tailed operational anaIysis capability, a Quarterly Review andAnalysis has been incorporated into this publication. A copyof the first booklet is at Inclosure 2.

13

SECTION II

LESSONS LEARNED

COMMANDER'S OBSERVATIONS, EVALUATIONS AND RECOMMENDATIONS

1. Administration:

a. Personnel

(1) -Observation: The requirements to send enlistedpersonnel TDY to the USARSUPTHAI Reenlistment Office to re-enlist has proved to be expensive and time consuming.

(2) Evaluation: This requirement is unnecessary asthis comnand is staffed to handle the requirement thus elim-inating the need for TDY.

(3) Conclusion: Coordination has been completed withthe CO, 256th PSC and the USARSUPTHAI Reenlistment Officeto establish procedures and policies for locally reenlist-ing enlisted personnel. The program is presently operatingquite efficiently.

b. Operations: NONE

c. Training: NONE

d. Intelligence: NONE

e. Logistics: NONE

f. Organizational: NONE

2. Transportation:

a. Personnel:

(1) Observation: Direct hire local national cargochecker duty performance is superior to non-MOS trainedmilitary checker.

(2) Evaluation: The present TDA provides for militarycargo checkers. These personnel were not available on term-ination of the CONAM contract for tally and documentationservice. Ninety-six (96) tempcrary hire LN personnel werehired pending arrival of military personnel. Recent inputof military personnel indicates a lack of MOS training. Thetime required to train non-qualified personnel is not justi-fiable in a short tour area.

14



(3) Recommendation: That the LN Cargo checkers be re-tained and the military cargo checkers spaces be reduced asproposed in MTDA.

a. Operations: NONE

b. Training: NONE

c. Intelligence: NONE

d. Logistics: NONE

e. Oranization: NONE

f. Other: NONE

3. Supply:

a. Personnel:

(1) Recruitment of Qualified Local Nationals: Recruit-ment of qualified local nationals has been a problem sinceterm "Qualified" includes not only the technical competenceof the individual but a language competence as well, to under-stand the job requirements and communicate in a working envior-ment in which English is used. Compounding the problem isthe location of the worksite in relationship to the potentialemployee market. Because the HQ is located in a rural area,105 miles from Bangkok, the chief source of administrativeand technical help, the problem becomes acute. Therefore,recruitment of qualified local nationals called for anaggressive promotion program designed to reach and interestthe potential market. Such a program was implemented aimedat college graduates of the Universities in Bangkok.

b. Evaluation:

(1) The initial effort was advertised primarily by word ofmouth resulting in five college graduates responding.

(2) The graduates were assembled by the Civilian PersonnelOffice, escorted to the job site, given a briefing by theDirector and introduced to the Chiefs of each activity, thentaken on a tour of the various depot activities during whichone of the key Thai employees, presently employed in thatactivity, described the operations.

(3) Upon completion of the tour, the group was assembled,questions answered or clarified and the manner of applyingfor a position was explained.

THLC-PO 14 November !969SUBJECT: Operational Report of Headquarters, 9th Logistical


(4) Since the initial group visited on 22 October 1969,

the results have not been determined; however, interest washigh and comments favorable.

(5) Because of the favorable reaction to this firsteffort, the program is being expanded to include news-paper advertisements.

c. Recommendation: That consideration be given to for-malizing and broadening the college recruitment program oflocal nationals to meet *similar conditions of job siteisolation and unique requirements encountered by other Armyactivities.

b. Operation:

1. Data Processing

(a) Observation: The implementation of multi-programming in the Data Processing Division has significantlyimproved computer operation.

(b) Evaluation: Multi-programming is a computersoftware feature which will allow for the processing of twoor more computer runs concurrently. Use of this featureprovides for a more efficient utilization of the centralprocessing unit. Since the cost of central processingfunctions exceed the cost of all other computer functions,optimum use of this CPU's capability results in reduced cost.Current applications are anticipated to save $13, 500 peryear.

(c) Recormendation: That multi-program-ming beimplemented at other installations utilizing computers.

2. Computer Operations

(a) Observation: On 15 May 1969, the USARPAC 3SSystem was implemented utilizing the new 360/50 Computer.Preparation for implementation was performed under contractualarrangement, by personnel of the Computer Sciences Corpora-tion. Actual computer operations, after implementation, wereassumed by military personnel with contractor personnel avail-able for consultation and guidance. Because the USARPAC 3SSystem is a sophisticated supply system, its programs close-ly interrelated, and the computer utilized an expensive andhighly complicated third generation configuration, the ex-pertise of the operating personnel becomes critical.

16


Command for period Ending 31. October 1969, RCSCSFOR-65 (RI) UIC: WBGYFF"

(b) Evaluation: During the month of September 1969,,operational problems occured involving the mounting of in-correct tapes and erasing data on tapes causing a consid-erable effort and loss of computer time to correct and re-construct the files, and re-run program. To capitalize onthe lessons learned fro~m this experience, action was takento increase controls, critique the problem areas and pro-vide additional training. While these measures have solvedthe current situation, Most of the operational problemsen-

countered were traceable to the lenlth (one year) of tour ofduty operating personnel, the non-availability of localnationals or DAC's for com-puter operations, and the lack ofexperience and training of military.personnel.

(c) Recommena.tion: That consideration be givento the assignment of a nu7.ber of qualified long tenure DAC'sto comouter ooertions to provide the exoertise necessaryfor a success.u •l Lt . -"

ful computer operation on a continuing basis,and provide a permanent on-the-job training for militarypersonnel.

3. MILSTRIP/:'!ILSTA?,P Interface Syste:n Procedures

(a) Observation: In July 1969, a M 7lS.I7-TP/".ILSr '.:DInterface System was received from USAR AC for imlementat ion.The system was desin. e for the co,,ute. to orovide pipe-line visibility to supply m anagers on movement status ofsupoles being ocean snppe , initiate tracer aCtion if

it advance movement and stora- -e plannin andnecessary, .em V ......... and

to evaluate order and ship time delays. During the ceriodof 15 July throu h 31 August, the system. ;:as initially test-ed and an evaluation of its effectiveness follows.

(b) Evaluation: A revie.. of the test suooly manifestoutput revealed that the system did not effectively meetthe purposes for which it was intended for the following rea-sons:

(1) The output was much too voluminous to be aworkable tool for supply managers because it contained datapertaining to non-Depot supported consignees, was not sepa-

rated by 'Materiel Category, and contained both "matches" and"no matches".

17

THLC-PO 14 Noverber .1969SUBJECT: Operational Report of Headquarters, 9th Logistical

Command for Period Ending 31 October 1969, RCSCSFOR-65 (RI) UICt WBGYFF

(2) A predominance of "no matches" of the Trans-portation Control Number on the MILSTAMP manifest cardsagainst the MILSTRIP shipping status cards occurred becausesuppliers were omitting the TCN from the status cards orshipping status cards were not received.

(c) Recommendation: That the present system be modifiedto:

(1) Provide only Activity Address Code documentnumbers of interest to the depots concerned.

(2) Separate listings be provided by LaterialCategory with one listing for "matches", another for "nomatches".

(3) That command emphasis be applied to suppliersto furnish TCN information on shipping status cards andtransmit them promptly.

(4) That consideration also be given to matchingthe TCN on the "ISTA',P manifest card against the M.*ILSTRIPdocument number on the due-in of the depot rather than re-lying solely on the %ILSTRIP shipping s atus card for "matches".

4. Faulty Order Ship Time

(a) Observation: Faulty order ship time tables gener-ated subsistance excesses and overburdened the Class istorage facilities.

(b) Evaluation: A study to determine actual order andship times upon which to base requisitioning schedules fordifferent catagories of subsistence was concducted by theSubsistence Division. The revised recuisition schedule wassubmitted through aporooriate command channels to USARACfor finel approval. The new schedule was implemented on4 October 1969 and will significantly reduce the possibilityof future excesses being generated within this co=mand.

(c) Recommendation: Order shio time tables be carefullyevaluated and prompt corrective action taken where faultyorder ship time exists.

18

THLC-PO III November 1969SUBJECT: Operational Report of Headquarters, 9th Logistical

'Command for Period Ending 31 October-1969, RCSCSFOR-65 (RI) UIC: WBGYFF

5. Quality Control

(a) Observation: Prior to July 1969, there was nofunctioning Quality Control Program within the depot oper-ations. -This left a void for determining if prescribe pro-cedures were followed, if people at the working level wereacquainted with their responsibilities and for providing anindependent "on the scene" evaluation of the actual work asit was done. $

(b) Evaluation: During the initial phases of thequality control surveillance checks, a high error ratewas found. As awareness developed on the par. of operat-ing personnel of the program's active involvement in day-to-day routine activities, the error rate declined, witheach succeeding month showing a further decrease. Re-ports are now provided through Quality Control Activitiesto the Commander and are used to supolement the normalperformance statistics to determine the quality of theproduct as well as the quantity. A communication linkis also provided through the Quality Control Inspectorsto the worker and supervisor informing them of the properway to do the job and the standard to be applied. Morereliance is placed on cormpliance with curren proceduresrather than revisions or issuance of new ones. Thisreliance serves to promote familiarity with the requiredprocedures and is invaluable where local nationals arethe predcminant work force and repetitiveness improvesboth performance and'quality.

(c) Reconmendation:

(1) That the advantages afforded by an effectiveand aggressive Quality Control Program be exploited.

(2) That actions involving changes to currentregulations or procedures be evaluated on a "Quality Compli-ance" basis rather than a "Procedural" basis to be surethat a change in procedure is actually required and not alack of emphasis on quality control of current procedures.

6. Financial Inventory Management

(a) Observation: The first exposure of supply manage-ment personnel to financial inventory output from the com-ruter occurred during late July and again in September. Inorder to provide Financial Inventory Accounting Reports

19

THLC-PO .II November 1969

SUBJECT: Operational Report of Headquarters, 9th LogisticalCommand for Period Ending 31 October 1969, RCSCSFOR-65 (RI) UIC: WBGYFF

required by higher headquarters, a process of extractingand comoiling data from the computer output listings ontostandard forms is required. In addition, a detailedNarrative Analysis is required to accompany the report.Both processes demand an ability by supply managementpersonnel to understand the computer output.

(b) Evaluation: Experience with the first threeFinancial Inventory Reports has revealed that supply

managers have little knowledge of the computer's role indeveloping and listing the statistics that go into thereport. A two-man assistance team provided by USARPAC forone week was of considerable help in assisting and instruct-ing key personnel responsible for the interpretation of thedata and preparation of the final reports. 'Powever, be-cause the USARPAC assistance was limited in scope and time,a requirement exists for continued assistance in theFinancial Inventory Reporting processes, particularly atthe -me Quarterly Financial Inventory Reports are due.

(c) RecomLmendation: That assistance from USARPAC con-

tinue in this area until local capability is developed.

7. Depot Supply Management Analysis

(a) Observation: Statistical data and narrativeanalysis are submitted in a variety of manually and computerprepared reports. The majority of these reports are sub-mitted at varying intervals, in unrelated formats, andnormally oriented to specific functions or activities. Asa result, management must rely on either a recollection ofdata previously reported, refer to the separate report sub-mitted, maintain additional memorandum records or formalcharts in order to gauge overall performance. In addition,since the reporting process provides for only upwardchanneling, major organizations contributing to and affect-ing performance are unaware of the impact they have on theworkload and performance of the depot supporting them. Toovercome the above conditions, a need existed for a singlesource desktop document to provide both management andmajor customers with a uniform graphic presentation andanalysis in summary form.

20



(b) Evaluation: The need for a summary report andanalysis was recognized in April 1969. With the ins~alla-tion of a 360/50 Computer and implementation of 3S in May,it seemed an appropriate time to utilize the additionalcapability of both to provide management and major customerswith meaningful and consistent data. During June and July,the content and format of a single source document wasdrafted, staffed and revised. The initiaY edition waspublished and distributed on a limited basis on 15 August1969. Subsequently, improved and expanded editions werepublished and distributed on 15 September and 15 October1969, resulting in unsolicited favorable comments.

c. Training: NONE

d. Intelligence: NONE

e. Logistics: NONE

f. Organization: NONE

g. Other: NONE

4. MAINTENANCE

a. Personnel

(1) Observation: Personnel strength in accordancewith the latest MTO&E is adequate. Critical shortagesexist in the following MOS's:

26D20 Radar Repairman31J20 TT Equipment Repairman34D20 Computer Repairman51L20 Refrigeration Specialist68G20 Air Frame Repairman

(2) Evaluation: Currently, the number of personnelassigned exceeds present authorization. The excess per-sonnel situation is due to the bulk diversions of per-sonne' previously designated for Vietnam. In addition,many .-eplacements are arriving 60 and 90 days in advance.

(3) Recommendations: NONE

21



b. Operations

(1) Observation: Maintaining adequate physicalsecurity has been an ever-increasing problem for unitsof the 7th Maintenance Battalion. The quantities ofsupplies, repair parts, vehicles, and maintenance toolsmake inviting targets of theft. Security inspections ofshops and work areas have been made by the Military Police.Steps have been taken to increase security by the additionof security guards, signing in and out of vehicles enter-ing shop area after normal duty hours, perimeter fences en-closing work and storage areas, and fences enclosing sen-sitive areas within the shop.

(2) Evaluation: Current security procedures mustbe continually evaluated and corrected in those areas inwhich they are deficient. Increased security after norma].duty hours at the main gate and periodic inspections ofthe area at night will limit the possibility of thefts.

(3) Recommendation: Security inspections byMilitary Police should continue. Observation and controlshould be maintained by the units on supplies and equip-ment so that theft can be prevented or quickly detectedto insure adequate investigation.

c. Training

(1) Observation: Military and Thai personnel arebeing trained by USAMECON in conjunction with the 7thMaintenance Battalion on The Army Equipment Records System(TAERS). Classes are conducted on a periodic basis through-out the comlmand. Classroom attendance has been low despitethe fact that units within the SUPTHAI command are notifieda minimum of twice for each class.

(2) Evaluation: This program is providing trainedpersonnel for unit level TAERS management. Few personnel,school trained as TAERS clerks, are available within thecommand.

(3) Recommendation: Attendance at TAERS classes*be given command emphasis and all personnel who work withTAERS and related fields be allowed to attend these classes.

22



d. 'Intelligence: NONE

e. Logistics:

(1) Observation: A due-out reconciliation withthe supported units by the DSU's has been completed.Supported units have submitted lists of requisitions onthe reconciliations which are no longer required or onwhich cancellations have previously been submitted.

(2) Evaluation: The reconciliation has resultedin the cancellation of many items by the supporting units.Cancellations were forwarded to depot to eliminate receiptof excess parts. The reconciliation gives the customers anaccurate and up-to-date listing of their due-outs.

(3) Recommendations: A quarterly reconciliationshould continue to keep customers informed of their re-quisition status; and so DSU's can purify due-out files andeliminate the shipping of repair parts to units not re-quiring those parts.

f. Organization:

(1) Observation: MTO&E's have been submitted toUSARSUPTHAI on a proposed reorganization of the 7th MaintenanceBattalion. The changes in the M1TO&E would incorporatefour detachments with the major unit to which they areattached.

(2) Evaluation: Consolidation of units with thedetachment would result in reduction and elimination ofduplicate equipment and personnel required for mission Der-formance. In addition, consolidation would eliminate thenecessity of maintaining separate clerical files, recordsand morning reports. This consolidation would facilitatecentralized command control.

(3) Recommendation: NONE

g. Other (TDY Funding):

(1) Observation: The control and expenditure ofTDY funding has been a major problem for the last quarter.In order to reduce this problem a series of steps havebeen taken:

23

THLC-PO 14 November 1969SUBJECT: Operational Report of Headquarters; 9th Logistical


(a) Available TDY funds have been distributedto company level based upon number of personnel and mission.Each unit authorized TDY funds maintains a ledger ofestimated expenditures. TDY orders are sent to the battalionheadquarters for actual fund citation.

(b) All personnel receiving TDY funds reportthe actual amount paid by Finance.

(c) Thirty-one personnel on extended TDY atlocations separated from the parent unit have been attachedfor rations and quarters to the units which they support.

(2) Evaluation: Greater control and a reductionof cost have resulted from this organization of TDY fund-ing.

(a) Units have a fixed TDY funding which allowsplanning of operations within current fund allocations.

(b) With each individual reporting the exactamount of TIY funds received, an accurate determinationof funds expended and remaining can be made without wait-ing for the quarterly audit.

(c) Attaching personnel who are on a permanentTDY status to supported units has resulted in a savings ofmore than $4,000 per month.

(3) Recommendation: NONE.

(Electronic Support GS Level)

(1) Observation: A recurring problem within 7thMaintenance Battalion is the evacuation of electronic equip-ment. Items are evacuated to Okinawa for GS level maintenance.When maintenance requirements are beyond Okinawa's capa-bility, equipment is further evacuated to CONUS. Someequipment has been lost in shipment to Okinawa. Portionsof the equipment evacuated to Okinawa are either coded "H",sent to PDO and the job orders closed, or repaired but notreturned to owner. The equipment evacuated to CONUS isnot accounted for and the job orders are left open. Theowning unit has not received the closed job orders or

24

THLC-PO 14 November 1969SUBJECT: Operational Report of' Headquarters, 9th Logistical


turn-in documents when equipment is turned in to PDO and arestill held accountable for the evacuated equipment. Replace-ment equipment cannot be requisitioned until evacuated equip-ment has been deleted from the property book. Fifteenswitchboards have been evacuated, but only one'replacementitem has been received.

(2) Evaluation: The evacuation program has not re-sulted in the satisfactory return of job ordered equipmentor replacement equipment. When equipment or replacementis not returned, a closed job order should be returned toprovide relief from accountability. The evacuation programis not affecting return of replacement of evacuated equipment.

(3) Recommendation: Adequate float stock shouldbe authorized to eliminate user owned equipment from beingevacuated. The evacuation program for GS support shouldbe reviewed and organized such that equipment or replace-ment equipment is returned to the evacuating unit whenequipment is repaired.

(M113 Armored Personnel Training Conductedfor the USAF)

(I) Observation: The 7th Maintenance Battalion wastasked by USARSUPTHAI to provide three instructors to giveinstructions to US Air Force security personnel on opera-tions and operator maintenance for M113 Armored PersonnelCarrier (APC). The instructor team gave a 40-hour block ofinstruction at six different air bases. The instructionconsisted of 16 hours of operator's maintenance and in-struction on operations, consisting of operation of vehicle,and use of periscope in driving, fording operations, andnight driving, At almost every base the M113 APC's were inpoor or nonoperational condition. This required that theinstructors perform minor repairs on vehicles prior to be-ginning instruction. Personnel had been operating the APCfor more than three months prior to receiving any type ofinstruction on the equipment.

(2) Evaluation: The training on the M113 APC's wasneeded but should have been given when equipment wasintroduced in country and not three months later. Theequipment was in an unsafe condition and was being operatedby personnel who were untrained and unaware of the operationaldangers. No classrooms or equipment were provided for

25



the instructors. This prohibited the use of many of thetraining aids. The training was readily accepted andeffective as demonstrated by the operational performanceduring course tests.

(3) Recommendation: When new equipment is introducedinto country, the equipment should be accompanied by qualifiedinstructors to insure proper operation and maintenance ofthe equipment, in addi.tion to providing the necessarysafety Instruction to prevent accidents and injury.

(Transceiving of Requisitions)

(1) Observation: Due to the-extensive distances be-tween the DSU tech supplies and the depot, requisitionsmust be transceived. If any errors are noted in the packet,all requisitions are returned to sending unit. In addition,some requisitions which were transceived were not receivedby depot and the unit was not immediately aware of nonreceiptof requisitions. Valuable order-shio time was lost beforethe situation could be rectified. The Eain Support Company

now has all the requisitions run off on a print-out to checkfor cprrectness of requisitions and has reduced the per-centage of error to nearly zero.

(2) Evaluation: When requisitions are to be trans-ceived and the error noted, all requisitions are returnedand several days are lost in forw.arding valid, high priorityrequisitions. No a6equate control is maintained to deter-mine if all the requisitions or only part are received andforwarded to the depot for processing.

(3) Recommendation: When reouisitions are trans-ceived the receiving station should send back the number ofrequisitions received, thus determining if all requisitionstransceived have been received. When card packets have veryfew errors, those cards containing the error should beremoved and returned to the sending unit. Remaining cardsshould be transceived to the designated location.

3 Incl CHRISTIAN .. BIERSACK1. Org Chart Colonel CE2. Rv & An.al BeokJ ^t Commanding3. Loe, Impv PrcGIncls 2 and 3 wd-HQ, DA

26

THOP-O&T (14 Nov 69) 1st IndSUBJECT: Operational Report of Headquarters, 9th Logistical Command

for Period Ending 31 October 1969, RCS CSFOR-65 (RI) WBGYFF

DA, Headquarters, United States Army Support, Thailand, APO 96233 190EC"

THRU: Commander in Chief, United States Army Pacific, ATTN: GPOP-DTAPO 96558

TO: Assistant Chief of Staff for Force Development, Department ofthe Army, Washington, D.C. 20310

The Operational Report of Headquarters, 9th Logistical Command hasbeen reviewed and is forwarded with the following comments:

a. Reference para 2a, Section II. This headquarters hassupported the 9th Logistical Command in the matter of substitutingLN cargo checkers for military on the TDA prepared for the command'sreorganization.

b. Reference para 3a, Section II. This headquarters hasconducted and will continue to conduct college recruitment for LN'sfor specific categories of occupations. There is no requirementto formalize the program, and the program cannot be expanded due toanticipated reductions in the LN work force.

c. Concur with para 3bl, Section II (Pg 16). Multi-programmingshould be implemented where applicable. However, this would beafter a determination that cost and/or operating problems weresignificant enough to warrant a Systems Analysis Study, and theresults of the study indicated multi-programming would improveoperations and reduce overall costs.

d. Reference para 3b2, Section II (Pg 16). This headquartershas recruited two DAC's for the 9th Logistical Command ADP operation.Efforts have been made to obtain additional authorizations. Dueto the current policy of reducing oversea commitments, the receiptof additional DAC authorizations is unlikely.

e. Concur with para 3b3, Section II (Pg 17). Recommendationsas listed will be incorporated in the periodic MILSTRIP/MILSTAMP re-port submitted to USARPAC.

f. Concur with 3b6, Section II (Pg 19). This headquarterswill favorably consider future requests from 9th Logistical Commandfor USARPAC FIA assistance until local capability is developed.

F

4-7

THOP-O&T (14 Nov 69) Ist IndSUBJECT: Operational Report of Headquarters, 9th Logistical Command

for Period Ending 31 October 1969, RCS CSFOR-65 (RI) WBGYFF

g. Reference para 4a, Section II (Pg 21). Records reflect the

following status of the MOS codes indicated in para 4a:

ASG and PROJECTED

MOSC AUTH 31 Oct 69 30 Nov 69 31 Dec 69 31 Jan 70 28 Feb 70 31 Mar 70

26D20 3 1 1 1 1 1 231J20 9 8 8 10 9 11 1234D20 5 4 5 55 5 551L20 25 22 20 26 24 28 3168G20 8 1 1 2 3 7 8

These MOS codes, with the exception of 26D and 68G, cannot beconsidered in the critical shortage category.

h. Concur with para 4b, Section II (Pg 22). PhysicalSecurity Surveys and Inspections will continue to be conductedby military police.

i. Reference para 4f, Section II (Pg 23). Since submissionof subject ORLL, mission requirements in connection with BannerStar deletions have dictated retention of two of the four detach-ments referred to in this paragraph.

j. Concur with all other recommendations. Appropriate actionwill be taken to initiate recommendations.

OR THE COMANDER:

P.A. LIGH F, Jr.CPT' AGec

A~.Adjutant General

2 9

GPOP-DT (14 Nov 69) 2d IndSUBJECT: Operational Report of HQ, 9th Logistical Command for Period

Ending 31 October 1969, RCS CSFOR-65 (RI)

HQ, US Army, Pacific, APO San Francisco 96558 3 FEB 70

TO: Assistant Chief of Staff for Force Development, Department of theArmy, Washington, D. C. 20310

1. Reference Sec I, para 4a(l), page 2. Action taken by HQ USARPAC toprovide technical assistance from Computer Systems Command to 7th Main-tenance Bn is considered adequate. Establishment of contract with NCRCompany for service and technical assistance requirements should providerequired support for NCR 1005 systems.

2. Reference Sec I, para 4a(7), page 5. USARPAC has informed USARSUPTHAIthat shipping instructions for repairable tires will be forwarded as soonas contractors complete submission of offers for establishment of in-theater facility. Procurement Directorate, Japan, is now in process ofevaluating bids in order that successful bidder may be designated. Whenlocation of tire retreading facilities are established, dispositioninstructions for all repairable tires will be furnished.

3. Reference Sec I, para 7a, page 10 and Sece II, para 4, page 18. Principlecause for generation of Class I excesses was an overly high stockageobjective This stockage objective was reduced to the authorized level inDecember 1969.

FOR THE COMMANDER IN CHIEF:

CPT, AGCAsst AG

CF: CG, USARSUPTHAI

29

-Io

00(G) r%

0

00 r-

00> V 0

0 C

0 0

G)f

zz

Inc 0

UNCLASS I F El)Security c:aSsilfivtnin

DOCUMENT CONTROL DATA - R & D(Securi:y classification of tid. bvdy of abstract and indexing annotlfion must he entered when the overall report 's ctosifled)

ORIGINATING ACTIVI rY (Corporate author) 25a. REPORT SECURI rY Ct.A-SIFIC^ TIOi

UNCLASSIFIED

HQ, OACSFOR, DA, Washington, D.C. 20310 2b. GROUP

3 REPORT TITLE

Operational Report - Lessons Learned, HQ, 9th Logistical Command

4. DESCRIPTIVE NOTES (TYpV of repot and Inclusive dates)

Experiences of unit engaged in counterinsurgency operations, 1 Aug 69 to 31 Oct 69.-5 AUTHOR(SI (First nm. middle Initial, teat ndne)

CO, 9th Logistical Command

3. REPORT DATE 7a. TOTAL NO O" PACES 7. NO. OF REPS

14 November 1969 33S. CONTRACT OR GRANT NO 9a. ORIGINATORS REPOrt NUMBERIS)

b. PROJECT NO 694245N/A -

C. Ob. OTHER REPORT NOIS) (Any other numbers that "ay be assignedthis report)

d.

tO DISTRIBUTION STATEMENT

11- SUPPLEMENTARY NOTES I2. SPONSORING MILITARY ACTIVI rY

N/A OACSFOR, DA, Washington, D.C. 20310

13 ABSTRACT

31

DD F Ov.473 UNCLASSIFIEDSecurity Classification

U. S. GOVERNMENT PRINTING OFFICE - 1970 '-

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