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		(a) Regional System. As the theater of operations expanded, 
the need became apparent to decentralize the medical logistics 
system. Concurrent with the development of the AECE hub concept, in 
December the logistics function was moved from under the control of 
the Chief of Operations and placed under the Chief of AECEs, still 
within the AECC. The logistics function was managed on a geographic 
basis by the AECEs at each of the five strategic hubs. That move 
created some initial confusion as the logistics technicians 
transitioned their reporting from the AECC at Riyadh to their 
respective AECEs. Yet, each logistics hub was soon able to supply the 
air-crews, AELTs, and MASFs in their area. At the onset of 
hostilities, the medical logistics function had five operational 
locations, with central management control in the AECC. Each AECE had 
the necessary equipment and supplies in stock, contract purchasing 
authority, and a skeleton staff to provide medical logistics support 
to the TAES. In all, 80 temper tents, eight 60 KW generators, 60 
environmental control units (ECUs), 21 computers, and $1.6 million 
dollars of medical supplies were acquired and used in support of 
aeromedical operations.

		(b) Aeromedical Equipment. The only aeromedical equipment 
available for the first four months of Operation DESERT SHIELD/STORM 
was that brought by the 2 AES, 69 AES, and 72 AES aircrews. Aircrew 
equipment was managed from Riyadh AB, where a launch line of 
strategic and AE contingency kits was established. In October, with 
the erection of a GP medium hardened shelter, the launch line was 
expanded to a minimum of twenty-five sets of contingency kits. Due to 
the lack of AE equipment in theater, the AECC requested that all 
inbound AECMs be directed to deploy with equipment from their units. 
That partially alleviated the tactical AE equipment shortfall. Just 
after the beginning of the air war, HQ MAC shipped over one million 
dollars' worth of AE equipment into the AOR. However, some of the 
equipment was unfamiliar to aircrews, and a training program had to 
be rapidly established and implemented.

	(5) Orderly Room. For the first five months of the Operation, 
orderly room functions were performed by the AECC and AECEs. With the 
300 percent increase in AE personnel just prior to the onset of 
hostilities, those functions became overwhelming. The AECC Di-rector 
requested a contingent of personnel to establish a dedicated orderly 
room for the 1611 AES(P). The SGQ function consisted of a Medical 
Service Corps officer to serve as the Squadron Section Commander, a 
First Sergeant, and three medical administrative specialists. 
Additionally, eight to ten transitional personnel were assigned to 
SGQ to support orderly room operations. The orderly room effectively 
addressed and monitored the many tasks and issues involved in 
managing the largest squadron in CENTAF.

		(a) Personnel Actions. In the limited time that the orderly 
room was operational, SGQ personnel processed seventeen Red Cross 
emergency notifications and a variety of disciplinary actions. They 
also provided guidance to deployed sites to assist

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