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        b. During Operation Desert Shield/Storm, EN developed a process to
        transfer data from the engineering facility, direct to the user, using a
        special computer and secure phone (STU III) connection. The time to
        transmit "be-data transfers was reduced frog hours to minutes. We should
        continue with rapid reprogramming operations.

        3. WR-ALC/LY Comments:

            a. Many aspects of AF[C operations were severely tested during Desert
        Shield/Storm, aspects which were never tested during contingency exercises.
        The end-results of our efforts far surpassed the performance in any
        exercise, reflective "bat-our people respond better to actual war time
        conditions than to a known, plagued exercise. What have we learned about
        ourselves? Tremendous effort by every single individual from top management
        to the lowest level; the cohesiveness displayed between job functions,
        people, companies; single-minded objectiveness to provide what was needed
        and when; and the overwhelming morale and pride displayed by every single
        person were some of the lessons learned. These attributes are always
        expected but not at the level displayed. In addition, tangible efforts
        relating to increased production from ingenuity displayed by individuals to
        produce what was required. An example was the APS-133 weather radar
        modulator. Prior to Desert Shield/Storm, repair capability did got exist
        locally. Any modulators required were provided by a contractor. During
        Desert Shield/Storm, the contractor could not provide au amount adequate to
        meet needs. As a result, determined shop technicians developed procedures
        to test and repair modulators. In the final analysis, we learned
       (reconfirmed) that we could respond to surge or any unusual requirements far
       beyond any mathematical model of our capability. Overtime for surge and 9BU
        requests were approved "carte blanche, which enabled the people who produce
        the end items to exert maximum efforts.

        b , Concerning commodity Surge, one of the most positive outcomes for
        the shipment of produced goods by LYP was the prepositioning of
        requisitions. This allowed the direct movement of repaired serviceable end
        items directly to DS without any delays waiting for shipping documents.

       c. The logistics management systems used were useful but changes ate
       required. Ultimately, only one system is needed that is Responsive to the
       needs of all users Same changes were made during Desert Shield/Storm for
       example, the CCIS used by Materiel Management functions was made available
       and used by the product directorates. Ibis system was used to
       electronically transmit surge requirements to the Avionics Surge Center.
       The electronic data interface greatly speeded the surge notification
       process. There is the need for a data tracking system AFLC wide so SPMs can
       pass surge requirements through IMs to production areas id an electronic
       mode. This w111 eliminate paper messages, errors and delays of 2-3 days.

       d. Plan 70 should be implemented early to ensure consistent
       implementation of surge across the command.

   
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