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Show HAFB Directorates Honored HILL AFB The Directorates Directo-rates of Contracting and Manufacturing, Distribution, Maintenance and Materiel Management here have been selected for the Air Force .Organizational Excellence award for their joint efforts in . two concurrent international : defense projects: Peach Phar- : aoh and Pacer Dot. I PART OF President Carrier's Car-rier's peace initiatives in the : Middle East, Peace Pharaoh called for the U.S. to sell 35 F-4E Phantom aircraft and -support equipment to the Egyptian Air Force. Pacer Dot involved the closure clo-sure of a U.S. Air Force F-4 maintenance facility in Taiwan and the simultaneous relocation reloca-tion of that facility to South Korea. HILL'S Directorate of Materiel Management devised all the logistics planning for engineering en-gineering and technical direction, direc-tion, and providing equipment in both projects. . Beginning the project in August Au-gust 1979, the Ogden Air Logistics Center Directorate of Contracting and Manufacturing Manufac-turing procured 269 line items of civil engineering materials in just 25 days, at a cost of $120,000. This procurement was complicated when no one supplier could satisfy the needed quantity within the required re-quired compressed delivery schedule, so that three or four contracts were needed when normally one would have been sufficient. THREE MORE contracts to one company were necessary to procure a flight simulator, modify it to fit the Egyptian needs, and guarantee two years of maintenance support. These contract negotiations were accomplished in a matter of months at a cost of $11.8 million when normally a two to three year production lead time at a cost in excess of $12 million is required. HitTs Directorate of Maintenance Mainte-nance prepared 13 of the 35 air craft for sale to the Egyptian Air Force, completing normal programmed depot maintenance mainte-nance on each aircraft, installing install-ing numerous modifications, painting each bird and applying ap-plying the Egyptian Air Force markings. THE MAINTENANCE organization also repaired much of the support equipment equip-ment when precision measurement measure-ment items and aerospace ground equipment arrived at Hill for shipment overseas with missing parts, broken gauges and in general unserviceable unser-viceable condition. When the Egyptians wanted , to repaint the aircraft with a different camouflage scheme, a Hill AFB foreman went to Cairo and trained them in safety safe-ty requirements, facility re-auirements. re-auirements. eauinment i j i r maintenance and operation, materials handling and the use of personal protection devices. de-vices. He also instructed them in proper aircraft preparation, and developed the basic camouflage pattern that was then adopted by the Egyptians. Egyp-tians. OPERATING UNDER the philosophy stated by Secretary Secret-ary of Defense Dr. Harold Brown that "the Egyptian program is the kind of exercise where no excuse, slippage, delay de-lay or such, whatsoever is acceptable," the Directorate of Distribution handled the shipment of 7,500 items of spare parts, support equipment equip-ment and administrative sup-plies sup-plies for project Peace Pharaoh. Packaging requirements for shipment were extremely stringent, necessitating construction con-struction of special crates to package all the support equipment. equip-ment. DURING A 90-day period, Distribution loaded 16 aircraft with 469,217 pounds of supplies sup-plies for Egypt. In addition, they compiled and moved another 520,755 pounds of material from five other bases for the Peace Pharaoh project. While these organizations were putting enormous effort toward Peace Pharaoh, they were also working the Pacer Dot project that involved the closure of Tainan Air Base, Taiwan and relocation of the F-4 programmed depot maintenance facility there to Kim Hae, Republic of Korea. PACER DOT was another compressed time schedule project. When the United States normalized diplomatic relations with the People's Republic Re-public of China in September 1978, presidential directive ordered the Taiwan facility closed. Department of Defense De-fense personnel were to be withdrawn by April 30, 1979, and all U.S. equipment and aircraft air-craft removed by Dec. 31. When these directions came, no alternate facility in the Pacific theater had been established. CONTINUING the Taiwan depot maintenance from April 30 to Dec. 31 without DOD personnel posed unique contract con-tract obstacles for the Directorate Directo-rate of Contracting and Manufacturing. Manu-facturing. But within four weeks they contracted with a civilian company com-pany that could provide flight crews to ferry the F-4 aircraft to their new locations and perform per-form functional flight checks, operate and maintain the teletype tele-type communication facility, establish and interface with a commercial supply and transportation trans-portation system that could handle accelerated programmed program-med depot maintenance and prepare to close the plant, and provide bi-lingual secretarial support. HILL'S negotiations reduced re-duced the contract price by more than $1 million, enabling the Air Force to replace an organization of 40 people for $1.6 million.- In addition to contracting for the closure of the Tainan facility. Contracting and Manufacturing simultaneously negotiated the establishment of a programmed depot maintenance facility near Pusan, South Korea, operated in conjunction with Korean Air Lines. PROCURING INITIAL spare parts and equipment for Kim Hae presented additional problems because the purchase purch-ase efforts conflicted with Peace Pharaoh buys, putting many items in critically short supply. But the Hill directorate directo-rate was able to procure all needed parts and equipment by the Dec. 31 deadline when normal procurement' would have taken 35 months or more of production lead time. Directorate of Maintenance personnel were again deeply involved in this international project. Specialists from Hill went to Korea to identify facility facil-ity requirements, assist in designing de-signing the buildings and plan the depot layout. Other specialists spe-cialists installed critical support sup-port systems such as the aircraft air-craft sound suppressor and compass rose. HILL'S maintenance workers work-ers also trained 32 Korean Air Lines technicians on all the F-4 systems as well as support shop requirements. As a result the Kim Hae facility went into operation in October 1979 on schedule and the Taiwan depot was able to phase-out completely com-pletely by Dec. 26. The flight test branch of the maintenance organization developed de-veloped a flight qualifications program for the contract civilian civi-lian aircrews who were to ferry the Tainan F-4s from Taiwan. Within three weeks, the qualifications qual-ifications program was developed de-veloped and all crew members trained, evaluated and certified certi-fied to perform full profile functional check flights. AS THE maintenance people peo-ple trained Korean technicians and civilian pilots, Director of Distribution personnel were compiling 6,000 line items for shipment to Kim Hae, in addition addi-tion to coordinating the relocation reloca-tion shipments of equipment from Taiwan to Korea. Of the four Ogden directorates. directo-rates. Materiel Management has been presented the Air Force Organizational Excellence Excell-ence award twice before, for achievements accomplished July 1, 1969 through Oct. 1, 1973 and Jan. 1, 1974 through Jan. 3, 1977. |