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 	e. In Contracting, purchase requests are tracked according to the value
       of the requirement and the method of procurement (sole source or
       competitive). Based on this criteria, each requirement is then assigned a
       standard (or cycle) Lime by which the buyers and management use to track the
       status of the requirement as it progresses through the procurement cycle.
       There are many in PM who argue that tracking Obese "cycle" standard
       contributes little to the overall understanding of bow well the customer is
       being supported. What should he tracked is the number of mission capable or
       MICAP places we are responsibly for, are they ready to fly abed needed and,
       if they are not, what parts are they missing to make then capable to fly.
       Contracting's primary efforts should be on getting the needed parts on order
       and to the user so that they can get the planes flying again,

       f.  As a whole, contractors did an excellent job; however, two problems
       were evident. If a contractor was not already in production, the start-up
       time was not flexible enough to be responsive. For contractors dependent
       upon foreign subcontractors for components, responsiveness was unacceptable.

       4. WR-ALC/LF Comments:

            a. Engineering Support for CUSS Battle Damage Repaid Teams

                (1) Background: the F-15 SPM has three assigned active duty
       officers performing engineering duties in the 28xx career field. Two of
       them have mobility assignments for engineering support to CLSS ABDR teams.
       The F-15 SPM also has four AF Reserve Individual Mobilization Augmentees
       assigned, three of which also have CLSS ABDR mobility requirements.
 
               (2) Discussion: Early in the build-up to Desert Shield/Storm, both
     active duty engineers became very active in engineering projects directly
     supporting the potential deployment of F-15 units, the most important of
      which was the Aircrew Respiratory Protection Device modification to the F-15
      cockpit. This was in addition to their regular duties providing engineering
         fixes to field units to get the maximum number of jets ready for action.
        Notwithstanding their heavy involvement in these projects, both engineers
      were mobilized and deployed to the AOR, leaving many projects unfinished and
        requiring engineers unfamiliar with their efforts to pick up and continue
         the efforts. Be three MIA engineers, with no on-going projects, were not
          mobilized and deployed, even though they were fully trained in ABIDER and
       current on all mobility requirements. Each was fully capable of performing
       engineering duties in the AOR.

      There was no plan to mobilize these MIA engineers either in support of ABDR
      teams or to backfill the departure of the active duty engineers. However,
     it was clear from the start of Desert Shield that intensive engineering
     effort is required to expedite aircraft out of depot status, design quick
      fixes/modifications peculiar to the AOR or specific mission taskings, and
     support deploying and deployed F-15 units with quick reaction. In most
     cases, the active duty engineers are the test resource for this job since
     they are already up to speed with respect to current engineering problems
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