CHAPTER Ill, SECTION 6 WING in early 1955, the tempo of activities increased rapidly and reached peak activity in the latter months of 1955 and early months of 1956. On-the-job training of new personnel was necessary since those persons experienced in buying, expediting, and shipping, particularly under governmental procedures, were not readily available. As plans and drawings for REDWING test facilities became available late in 1955, it was apparent that a large volume of equipment and material would have to be procured and shipped in a limited time in order to meet established construction schedules. The normal lead time on materials, particularly for specially-designed or fabricated items, was three to four months. However, it was quite evident that this much time could not be allowed, and in a market in which the demands from industry were the greatest in the history of the nation. this some- times became a serious problem. In addition, devestating floods in the Northeastern United States and in Northern Califomia and Oregon, plus prolonged strikes in some key manufactur- ing plants, aggravated the situation. Within the specially-fabricated category were such items as the rollers for the vacuum pipe support system, blast doors, dehumidify- ing units, many small generating units, control panels, and other control appurtenances. Electrical items presented a proportionally larger problem than did those of other items because of the market condition in the electrical field and because many of these items required special factory orders to meet design specifications. In view of these conditions, 1t was necessary to plan for and take unusual action in many phases of the procurement process. Vendors had to be canvassed in advance of requisitioning to determine where materials were available and which vendors could be depended upon to keep delivery promises. To break into their backlog of orders and to obtain precedence in delivery, firms had to be convinced of the importance of the order. Many fabricators willingly set aside their normal production schedules and made men and materials available when informed that the work was of high priority for the Atomic Energy Commission. In some cases it was necessary to ask priority assistance from the Supply Office of the Albuquerque Operations Office through Defense Order Priorities. to ensure acceptable deliveries, but in all such cases prior approval of design or operating personnel was obtained. Overtime for certain fabricators and on-continent premium trans- portation (air freight, air or railway express) were authorized. All such expediting action was taken only after the need for the item became so critical that any delay in deliveries would jeopardize completion dates of vital facilities. The procurement of pipe and other components for the vacuum pipe arrays was one of the most complex of the problems encountered; it is cited here as an example. After the purchase order for the pipe had been awarded, it was found that the vendor could not keep his promised delivery date. Various steel mills were then canvassed and pipes were located that could be delivered on acceptable dates; however, a decision had to be made to accept certain sizes that were not in accordance with the rigid specifications but that were considered useable. The rollers for the support system also gave indication of late delivery. With the cooperation of the vendor and through direct contact with the factory in Atlanta, Georgia, the quoted delivery dates were improved and certain items were rescheduled to effect delivery of the sizes most urgently required. The cross-country shipments of these rollers were closely followed and as a result, were moved to the export packers in much less time than would normally be required. One overseas air shipment of the rollers was jettisoned from a plane in distress, and hurried replacements had to be ordered from the factory. A separate purchase order contract was let to process the pipes before shipment to the Jobsite to ensure their arrival with the high degree of cleanliness and rust freeness required. Inside surfaces were grit-blasted, cleaned with acetone, and then blown with hot air, This work had to be accomplished during a period of record rainfall. After they were thoroughly cleaned, the pipes were fitted internally with a square cardboarc paper tube impregnated with a rust inhibite and then capped for shipment. When the pipes were opened at Jobsite, it was found that some rust had set in and it was necessary to reproces them in the field. Grit for blasting had to b rushed by airlift in order to have the pipes ready in time so that construction schedules could be essentially met. Pertinent statistics covering procurement activities were as shown in Table No. 3-4. As time hecame the all-important factor, Where export packing was not provid by the vendor, it was accomplished either unaer contract with Richmond Export Services (FY sary to check delays. Assistance was given to or by the Holmes & Narver warehouse in J] 5 Angeles, California. The methods and proceduies used in handling, packing, and exporting con- almost daily .oniact was maintained with the various vendors iabricating critical items; onthe-spot inspection provided the means neces- some vendors in obtaining parts from other suppliers or factories. Substitutions were made Page 3-26 1954) and Pacific Ports Industries (FY 195. °,