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Figure 1. The classical closed-loop management system |
Air University Review, July-August 1969
Major General Frederick E. Morris, Jr.
The Air Force’s ability to respond as quickly and effectively as it has over the past decade to the crises that have caused threats to world peace is due in large part to the Air Force Logistics Command’s development of efficient, fast-reacting, computerized management information systems. These systems have provided the data for managers to make the decisions necessary to keep supply pipelines full to Southeast Asia, Western Europe, Africa, the Middle East, or anywhere else in the world where air units have been called upon to deploy.
To further this record of success, AFLC’s commander and senior staff officers have discerned a number of overriding reasons to embark on an intensive program to develop what has been termed “a 21st century logistics system for implementation in the early 1970s.”1 This program is dictating significant changes in AFLC computer hardware, communications techniques, and information systems design. To implement these changes, Hq United States Air Force approved a new AFLC organizational entity, the Advanced Logistics Systems Center (ALSC).
The center is designated as the AFLC central agency responsible for planning, designing, developing, machine-programming, and testing future wholesale logistics systems, management information systems, and related data systems and for maintaining both current and future systems. Goals for future systems include (1) faster responsiveness to changes in strategic and tactical operations plans (flexibility); (2) optimum support from available resources (efficiency and cost effectiveness); (3) more accurate, up-to-date data outputs and decision formulas to aid in management decisions (reliability); (4) improved weapon systems support with a minimum inventory (economy); and (5) minimum manual effort at both management and user levels in operating the systems (effective use of human resources).
technology the basis of decision
Planning for these changes began in 1966 following a technological explosion in the performance of computer hardware. These new computers, termed “third generation” in the trade, offered for the first time a selection of fast, reliable, random-access storage devices. They also provided remote inquiry stations through which management people could effectively interrogate data files in a central computer complex from their own work stations and receive near instantaneous replies to their questions in “real time.”2
Activation of the Advanced Logistics Systems Center began the process of bringing together under centralized control the brainpower qualified to make optimum use of the new hardware and communications capabilities. The center’s staffing includes not only data systems analysts and computer programmers but also logisticians, communications experts, software specialists, industrial engineers, and experts in the fields of planning, research, and systems simulation.
AFLC is confident that these personnel resources will provide the expertise, initiative, and imagination required to handle the task. Indeed, many of our people have background and training acquired through a decade or more of leadership and participation in development of management systems within the command or with other government activities or private organizations that have pioneered in systems design.
swift developments in computer hardware
We can look back from our jet aircraft environment of today and see the limitations of the piston engine we were so proud of in World War II. In the same way we can look backward and see the limitations of the computer-based management systems we so proudly built in the late fifties and the early and middle sixties. It is a measure of the swift developments in computer hardware and systems technology that obsolescence has come about in a matter of half a decade. Comparatively speaking, we have progressed about as far in the computer and systems industry in 15 years as we did in the aircraft industry in 50 years. That the computers have made our modern aircraft and space and missile systems possible is an indication of their importance.
It is because of the rapidity of advances in technology that we can be critical of what we have in computer systems and at the same time be proud of what we did in computer systems design a relatively short time ago. Our efforts on second-generation systems helped to build knowledge and improve mission capabilities. Utilization of these computer systems did help AFLC to control inventories. They helped make possible a higher degree of responsiveness to mission requirements as reflected in better aircraft-operationally-ready rates. These systems helped reduce the relative dollar value of Air Force spares when compared to the dollar value of the weapon systems supported, while types, complexity, and cost of aircraft and missiles increased.
But now these systems are becoming increasingly hard to update in AFLC’s more sophisticated weapon systems environment. The required repetitive machine runs have saturated the second-generation equipment capabilities, even though practically all AFLC computers are being operated 24 hours a day 7 days a week.
third-generation planning started
AFLC management reached the conclusion in early 1966 that it was time to start detailed planning for a move from second-generation computers to the third generation.
Work was begun that fall by our Data Management Division on a long-range hardware-oriented systems update plan, which highlighted the idea of centralizing the data files used in several functional areas. On 23 March 1967 the AFLC Commander, General Kenneth B. Hobson, directed the establishment of an ad hoc group to develop an overall conceptual plan for the command’s future logistics systems.
Results of the Data Management Division study were published in April 1967. RAND Corporation furnished views on “desirable system design objectives” on 2 June 1967. At the end of that same month, the ad hoc group forwarded its proposals for “AFLC System Design Concepts” and indicated the direction it believed the new design efforts should take.
All the evidence pointed toward an integrated closed-loop, real-time approach. The recommendations of the ad hoc group called for significant changes, not only in the design of the information systems but also in the physical logistics processes.
In order to exploit the advantages now offered by new computer hardware with its real-time random-access capabilities, AFLC would have to chart a radically new course. No longer could we make major improvements in the logistics posture by improving current management information systems without policy changes in logistics management, major redesign of the logistics systems themselves, and new techniques in management.
Radical approaches to logistics problems in the past had proved out well. For example, the Air Force Recoverable Assembly Management System (AFRAMS) proved that worldwide asset visibility of high-value Air Force recoverable items is attainable and would help to make possible optimum use of available resources. Analysis of a pilot project for supply of Southeast Asia, called Loggy Sort, highlighted the need for a closed-loop approach, which requires return to managers of information on results of actions from preselected points within the logistics systems.
Other basic design concepts for which enthusiastic support was found included differential management for different classes of items, a unified data base, interlacing of multifunctional responsibilities, and standardized methods of measuring performance. They also included establishment of a cost-effectiveness base, simplification of support requirements at user level, and the adoption of the “crew chief’ or “system controller” concept for system management.
Systems Center activated
The planners had suggested the kind of organization that they felt would have to be created in order to accomplish the objectives. However, they left open its relationship to the AFLC commander, that is, whether it should be under one of the staff offices or should be directly under the AFLC commander. All these plans and recommendations and subsequent AFLC Council and Air Force studies culminated with the announcement on 28 September 1967 that effective the following Sunday, 1 October, the AFLC Advanced Logistics Systems Center would be activated and that I was to command it and would report directly to the AFLC commander.
At this point the center was assigned control over the 376 individual automated management information systems used in the management of the approximately 1.7 million different line items cataloged in the Air Force inventory. Our job would be to develop, in a very compressed time frame, a logistics management system embodying the recommended concepts. First, it would provide a decision-making process that would be more responsive to changes in tactical and strategic situations; would provide a means for faster replenishment, distribution, and repair of resources; and would operate with a minimum overall inventory. Second, it would do all these things more economically. AFLC is confident that, with the new management concepts and the new hardware, these seemingly contradictory objectives will be realized.
Our first tasks were to firm up an optimum organizational structure and develop a master plan for achievement of our logistics objectives. We decided to do both tasks simultaneously. We selected a group of nearly 90 experts in various functional areas and put them to work in a centralized location, with a target date of 1 March 1968 for development of a master plan for the command’s program through calendar year 1972. We immediately began identifying the best qualified people available in AFLC and started small task groups exploring the specific methods for attaining the overall objectives. By 1 January 1968 we had over 1000 of our people on board.
task-oriented organization structure
The center was structured into three staff offices and four directorates, the directorates composed of three to five divisions.
First of the staff offices to become functional was Plans, charged with developing the Advanced Logistics System Master Plan, five years into the future, and providing continuous update to it. The planners are responsible for ensuring that the plan is at all times kept compatible with overall Air Force and AFLC objectives and priorities.
Second was Management Control, given responsibility for controlling such items as manpower, funds, physical space, organizational restructuring, management standards and evaluation, and internal administrative policies and controls. It also has responsibility for publications, project milestone accomplishment, computer programmer training, and the myriad of other general management functions essential for such an organization.
The third staff office established was Industrial Engineering, with the mission of applying industrial engineering expertise and techniques to the design and development of the logistics and management information systems and to programs for quality control, reliability insurance, cost effectiveness, and human factors engineering.
While the staff offices were being manned to monitor and assist in controlling the ALSC mission, the four directorates were activated and assigned specific parts of the mission.
The Directorate of Systems Design was assigned responsibility for providing direction for all systems design and redesign projects. Directorate personnel supervise all facets of the various projects, from prescribing initial design and development requirements and selecting the development organization, to authorizing specific output products and data-gathering and -processing procedures. Personnel of this directorate are responsible for assuring that all efforts are in consonance with the Master Plans (both ALSC and AFLC) and in harmony with the needs of all interfacing systems.
The Directorate of Operating Systems was charged with maintaining in an up-to-date posture AFLC’S current second-generation management information systems, except for some relatively independent systems where development responsibilities have remained with a specific air materiel area.
The Directorate of Advanced Systems was assigned responsibility for design of the new third-generation systems. Manning of this directorate drew systems analysts and programmers from the Operating Systems Directorate. It also brought into the design picture some of the most knowledgeable logisticians from functional areas, in order to realize new dimensions in approaching the task of updating the logistics processes. This directorate also has responsibility for the initial establishment of and continued control over the data base arrangements and data-element contents of the “unified data bank” and special “central data and processing control programs” which are being developed to act as a system control (as contrasted with the AFLC “software”3 per se, which is for hardware control). This control will consist of special programs for such things as identifying incoming transactions by type, performing basic edits, preparing requests to the software to access needed data from master files, formatting output information for the particular type of remote readout device it will be displayed on or through, purging outdated information, and maintaining statistics on the volume and kind of input/output traffic.
The Directorate of Logistics Simulation and Techniques was established to bridge the gap between the theoretical and its successful implementation in the day-to-day operation. The design of the improved logistics system depends upon the technology advances which are an outgrowth of applied research. We are keenly aware that significant improvements will come as the result of an actively pursued program of research dedicated to logistics. This directorate will draw heavily on the resources of universities, professional societies, and the RAND Corporation, expanding on their work and making it into a functional tool for our purpose. The emphasis will be on management information acquisition, storage, and retrieval and on making computers efficient and responsive devices for controlling the various logistics processes. Our plans call for a laboratory facility to investigate the man/machine relationships, to aid in designing systems.
Simulation has also become an integral part of evaluating the resource requirements and effectiveness of large systems. This capability will enable us to test and modify decision rules without waiting for actual implementation of a system and a period of operational experience to tell us whether the rules will or will not work as intended. This directorate is also in charge of development of the command software for the new computers and development of an overall communications capability in conjunction with the Advanced Logistics System (ALS).
quantum hardware improvements
As this article is being written, the third-generation ALS hardware has not yet been selected. There are a number of models of computers, remote inquiry stations, and random-access storage devices that could potentially serve the Advanced Logistics System well. Our job is to prepare definitive specifications for the logistics system and equipment, to assist USAF in the evaluation of equipment from the various manufacturers.
Since the birth of the industry, AFLC has been one of the largest users of electronic data-processing equipment in the world. The command received its first stored-program computer in the summer of 1954. And at one time, in the early sixties, AFLC had 53 percent of the entire Department of Defense budget for such equipment. As of July 1968 we were using 129 computers—some that we purchased at a cost of $47.9 million, others that we lease. Our annual hardware maintenance/rental budget is $14.2 million. We employ over 1500 people just in computer operations, located at AFLC headquarters, the five AMA’S, the Ground Electronics Engineering Installation Agency (GEEIA), and the Newark Air Force Station in Ohio. Data storage requires over 258,000 tapes.
integrated communications essential
Advances in electronic communications capabilities in the past couple of years indicate a new role and a new emphasis on a communications system that will be integrated with the logistics computer system.
AFLC played a leading role in development of the DOD AUTODIN4 communications system that now electrically links major supply centers in the U.S. and bases overseas. AUTODIN provides the fastest and most economical electrical transmission of digital data presently available. It uses automatic electronic switching centers that recognize different priorities of messages, provide automatic routing of copies of multiple-address messages, and contain built-in error detection, along with other features. With AUTODIN, however, some base-level and overseas links are still served through manually operated relay stations.
In the current world of data communication, there remains much manual intervention. A substantial burden of data movement—from base to base, base to depot, depot to AFLC, and reverse-is still on military air and mail service, for transmission of magnetic tape files and decks of punched cards. Elimination of all possible manual intervention in the communications process is one of the current major goals of advanced logistics system planners.
Integrated circuits, where dozens of switching elements can be incorporated into a device about the size of a pinhead, have recently been developed. This opens up the possibility of creating, in the decade of the 1970s, reliable miniaturized electronic data communication terminals that can be deployed with tactical forces operating from sites anywhere in the world. These units could interface electronically with a far-flung network of tactical mobile computers, which in turn could communicate electronically with the central AFLC computer complex, by radio signals bounced off orbiting satellites. Geographical distance, for all practical purposes, will be eliminated as an inhibiting factor in communications, and limitations in this field can be largely eliminated as a pacing factor in responsiveness of the entire logistics system.
Planners of the advanced logistics system envision a communications network operating electronically not only at advanced bases, CONUS bases, depots, and the AFLC central complex but also between action points on the same depots and bases.
influence of capabilities on policy
It is precisely these new hardware and communications capabilities that dictate the intensive review of logistics objectives and policies and the management information that will be needed to implement them. This is the “what” of the design problem, and it is influenced or controlled by the logistic policy structure.
The second facet of the design problem of the Advanced Logistics System is concerned with the “how” of its development and implementation. This has to do with resource requirements, application of technology to system design, and time-phasing of the design of the various system segments.
The ideal approach, to ensure a totally integrated system, would be to design the entire system in depth and develop it prior to any implementation. But the entire ALS, as already conceived, is obviously too massive for this approach. In addition, this would be too time-consuming and would prevent us from realizing necessary early benefits.
For these reasons, we chose the alternative: an incremental approach, both to in-depth design/development and to implementation. This requires the development and maintenance of an overall generalized design of the total system. This is being coupled with in-depth design and development of the subsystems chosen for incremental implementation, within the overall framework.
The first increment is to be of sufficient size to realize a high degree of payoff in improvements and at the same time to verify the advanced system concepts.
In defining each increment, we tested the various processes and subprocesses to determine if they met the criteria for early implementation. These criteria include responsive customer support, improved requirements computation, improved product reliability, and increased logistics support from available resources. Other criteria include support of new management concepts for weapon and product management, achievement of an improved data base by providing current and correct data needed to support a Department of Defense-directed requirement, and improvement of overall AFLC effectiveness.
Based on these criteria, subsystems were selected and grouped in five segments to be implemented six months apart, starting in December 1970 and ending in December 1972.
It took ten years to develop the 376 individual data systems now used to support today’s logistics efforts. We are investing some 800 people in direct design/analysis/ programming tasks (an aggregate of about 3500 man-years) in order to get the entire Advanced Logistics System on the air in slightly under five years, from initial plan to full implementation.
ALS structure and procedures
Here is an overall outline of the broad structure: The advanced logistics system will be designed around a very large block of random-access computer storage—our preliminary estimate is 2,000,000,000 character positions. This will provide the physical facility for the “unified data bank,” which will contain complete and current data on each item in the AFLC-managed inventory. This bank of data will range from information elements relating to procurement, supply, maintenance, transportation, and financial matters to special codes used by the Air Force’s unique “materiel management” organizations to integrate the relationships of individual items to the various management entities of which they are a part.
Our concept will embrace the technique of recording the various elements of data only once, in the mass on-line storage devices, which will be available to all functional users. This is the concept of the unified data base. It will enable elimination of the estimated 75 percent of redundant information in today’s functionally oriented, sequentially processed data systems.
Managers at AFLC, the air materiel areas, and other selected bases will be able to access, and in some cases update, the unified data bank through responsive communication lines. For high-priority items and classes of items, real-time processing of various kinds of actions will be employed to improve the man/system relationship by bringing to managers the capability to obtain current knowledge of worldwide stock levels and asset deployment. For the first time, managers will be able on a real-time basis to optimize support to operational units by equalizing and optimizing the asset deployment. The new system will provide better responsiveness and heretofore unknown flexibility for the logistics process to react to changes in operational plans.
Centralized management control will also centralize computation of base stock levels for selected items, computation and projection of procurement and repair requirements, and distribution and redistribution of assets for the high-priority items. This means that the Advanced Logistics System will make possible reduced pipeline time, faster depot repair cycles, better distribution of our assets, and more accurate and up-to-date overall management visibility. This should enable us to dramatically improve logistics support to the Air Force in a manner that is both cost effective and highly responsive.
differential management capabilities
Another of the basic tenets of the Advanced Logistics System must be a provision to stimulate “differential management” of various items and services.
Some years ago AFLC developed special surveillance procedures for expensive weapon systems components through a program called “Hi-Valu.” Items are included in the program strictly on the basis of their high cost. It covers some five percent of the total number of recoverable line items, but these items account for 40 percent of the value of the recoverable inventory, which is placed at $5 billion. These items are bought on an ultra-conservative basis and are subject to special management controls throughout their lifetime.
Another special management tool in AFLC is the “critical item” list. Any item that gets on this list is subject to special management efforts. In the perfect management system the critical item list would, of course, fade away to nothingness for lack of items to place upon it, but this ideal can probably never be realized, in this or any other organization. AFLC management has been aware for a long time that an item or service does not have to be expensive, complex, or big to cause logistic problems. Any kind of component or service may need intensive management surveillance. The trouble is that up to now there have not been either the management techniques or information capabilities to reduce these problems to the minimum.
There can be many reasons for an item or a service to need differential management. One of the tasks of the designers of the ALS will be to systematize causes and methods for differential management techniques wherever they are needed, according to costs, item characteristics, mission, demand rates, asset availability, lead time, application to weapon systems-or any other factor that may dictate a specific management technique.
closed-loop concept
Proper operation of this kind of sophisticated management system demands a “closed loop” concept, to provide for return of information to the manager concerned on the status of any initiated action at the time it is interrogated, or automatically by the system in event a managerial decision is needed. The system will have provisions for return of status information, to indicate that an event or series of events is in or out of control or has been completed.
The classical management control system (Figure 1) illustrates the closed-loop concept. The control segment of the system will be based on standards of performance of many types in all areas of management, from determining the requirements for items to their final disposition. It will devolve upon management to establish the standards; the system will then measure actual performance of all activities against them.
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Figure 1. The classical closed-loop management system |
In addition to alerting management to problems, the advanced system will be able to trigger many routine actions where preprogrammed decisions are incorporated into it. Thus, routine or “normal” actions can be accomplished within the system, without any manual intervention, on the basis of previously developed action criteria.
To accomplish such actions, the closed-loop system must have within its design criteria the integration of subprocesses and processes to insure that events required to complete the higher-order process are executed in their proper sequence, without system interruption. At the same time, many events trigger a multiplicity of other events within other processes, and proper interconnection must be made within the system.
There must be various decision points within the system which will automatically direct actions to some other process or to a series of processes, as required. In addition, any transaction or action must be traceable through use of suspense controls and audit trails. If events do not occur according to schedule, or within allowable limits, management will be notified and provided with diagnostic capability to isolate the cause of the problem and determine what corrective action is to be taken.
worldwide assets knowledge
The ALS management methodology is being designed to provide continuously an up-to-date central knowledge of worldwide deployment, condition, and stock level of assets. The important AFLC management goals for this worldwide asset visibility are: (1) to improve compatibility between the requirements and the distribution processes; (2) to improve the validity of the computations for procurement purposes; (3) to obtain a more effective use of depot repair resources through more accurate determination of repair requirements; (4) to optimize redistribution through knowledge of current asset conditions and locations; and (5) to improve the use of long-supply items by causing replacement in lieu of repair.
AFLC systems have already been providing these levels of information for selected items. AFRAMS, as we mentioned earlier, now provides assets and levels knowledge for high-cost reparables and critical items. The AFRANS approach will be extended to more and more items if proper payoff can be obtained.
The advanced logistics system must ensure at all times the maximum effective use of available resources. Toward this end, it is necessary that some method of measuring relative urgency of need be carried through all logistics processes. Priority systems are being developed to ensure that available assets, depot and base repair capacity, and procurement funds are systematically allocated to items and users with greatest need.
management effectiveness evaluation
The urgent need to rapidly extract and condense important management information from the large masses of data flow dictates that the advanced logistics system must provide automated evaluation of support effectiveness. To the maximum extent feasible, the system will provide for automated evaluation of system performance in relation to computed indexes or standards of excellence, for accomplishing the major system activities.
The automated effectiveness evaluation must concentrate on measurements that enhance the capability for forecasting support deficiencies and difficulties in time to permit effective preventive management actions. To permit these timely actions, the system must automatically detect breaches of allowed tolerances in system activity. When such breaches are detected, the system must facilitate rapid follow-up interrogation of the overall data banks to aid in defining necessary corrective management actions.
flexibility/mobility goals
The logistics system of the future must provide the flexibility necessary for transition from peacetime to wartime/emergency conditions and back again effectively, quickly, and easily.
In my opinion, it will be necessary to develop a concept of prepackaged airtransportable supply kits, with self-contained computers for maintenance of files and for furnishing status data to supporting activities, to be employed when feasible. The concept also envisions the use of air-transportable maintenance shops, other support equipment, and related technical libraries.
remaining human factors vital
Application of the advancements in computer and communications capabilities to the future logistics system may only increase the disparity between the time frame of the automated spectrum and that of the human spectrum. To avoid this, re-engineering of the physical demands and processes must take place concurrently with the re-engineering of the automated methodology.
To the greatest extent possible, the present involved physical processes (such as decision-making for which decision rules and/or tables can be constructed, manual preparation of special reports, etc.) must and will be automated.
Meanwhile, the application of human engineering techniques to the remaining human aspects of the system’s operation is essential to its optimum performance. Man remains a vital key to the operation of any system, no matter how complex and to what extent automated. Actually, the importance of individual actions and decisions increases in proportion to their effects upon the automated processes.
This is why we must key the human processes to the abilities of individuals at the various levels of system operation. The decisions these personnel will be called upon to make and the data they must input into the automated system must be appropriate for their qualifications and environment.
support as modern as the weapons
To summarize: the current “total approach to logistics systems design” calls for attention to all capabilities (hardware, communications, and human) and for incorporation of the latest management techniques. All these are essential for development by the Advanced Logistics Systems Center of a logistical support capability as advanced, as responsive, and as reliable as the modern weapon systems they will be called upon to support.
To achieve our objectives we must have more aggressive and imaginative planning than ever before, and we must place all possible emphasis on the effective, efficient, and economic exploitation of resources, advanced technology, and management science.
The Advanced Logistics System Master Plan is the result of application of all these ideas and techniques. It outlines a fully automated closed-loop differential-management logistics/communications/management system. All processes are integrated to cause timely and concerted interactions and to provide feedback of information not only to all other parts of the system concerned but also to all levels of management having need for the data.
Careful time-phasing of all the actions in the development program, so as to avoid disruption of ongoing logistics processes, is an essential feature of the ALS Master plan.
It provides the blueprint for a logistics system so far ahead of anything now known that, compared with past levels of management improvement over the years, the proposed ALS that will be implemented in the 1970s can without exaggeration be termed a “21st century logistics system.” It is one of the most challenging assignments in modern military logistics.
Advanced Logistics Systems Center
Notes
1. From an address on 6 September 1967 by the late General Thomas P. Gerrity, then Commander, Air Force Logistics Command, before the Los Angles Chamber of Commerce annual Air Force luncheon.
2. Various authorities differ on definition of the response necessary to comprise a “real-time" system reaction. ALSC, for system design purposes, has defined a realtime response as one that will provide a computer-generated reply within 10 minutes of completion of the inquiry. A response with acceptable delay of up to 30 minutes has been defined as “near real-time.”
3. The term “software” has been used frequently in trade circles to refer to all computer programs, including those devoted to a specific application. Within AFLC, however, this term has normally been used to refer to standardized command-authorized routines in use at all computer sites that make up the input/output control system (IOCS) and the interprogram instruction linkage within a system. In the Advanced Logistics System software will include, in addition to IOCS and program linkage, a system of data retrieval routines, increased data-base protection, ability to reassign certain hardware components in event of individual failures, and a system of inquiry-processing priorities. AFLC software also includes the command programs to translate program languages and to sort, merge, copy, and print data files.
4. AUTODIN is the acronym for “AUTOmatic Digital Network,” which operates under the direction of the Department of Defense for the military services jointly. It accepts punched-card input and tape (magnetic and paper) at various terminals and transmits the card image records over leased wires terminals and transmits the card image records over leased wires between terminals, through automatic electronic switching centers employing computers that provide priorities of service, automatic routing to coded addresses, etc. Individual transmissions are limited to a maximum of 500 cards or 40,000 characters, as of May 1969.
Major General Frederick E. Morris, Jr., is Commander, Advanced Logistics Systems Center, AFLC, Wright-Patterson AFB, Ohio. After flying training in 1942, he served as a pilot and unit commander in both the European and Pacific theaters, completing 66 combat missions. His postwar assignments have been in programming and budget functions at Hq USAF, 1948-52; as air attachč, Netherlands, to 1956; as assistant for depot maintenance, later Director of Maintenance Engineering, San Antonio Air Materiel Area, Kelly AFB, Texas, to 1958; student, Air War College, 1958-59; in Hq USAF, DCS/Development, to 1961; with the Joint Chiefs of Staff, office of the special assistant for programs and budget, to 1963; and at Hq AFLC as Deputy Comptroller and Comptroller until his present assignment in October 1967.
Disclaimer
The conclusions and opinions expressed in this document are those of the author cultivated in the freedom of expression, academic environment of Air University. They do not reflect the official position of the U.S. Government, Department of Defense, the United States Air Force or the Air University.
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