CHAPTER II, SECTION 7 SECTION 7 CONSTRUCTION AND PLANNING GENERAL. The Construction and Planning Department functioned under the general supervision of the Chief, Construction and Planning, who was primarily responsible for the over-all coordination between Home Office Engineering and Procurement and Jobsite Supply and Construction. In addition, this Department was responsible for the publication of various periodic and special reports; standardization of nomenclatures and the publication of material stock lists; construction equipment budgeting, planning, inspections, and recommendations for procurement; Home Office requisitioning; Stateside material and installed- equipment inspections; and maintenanceof strict contro! of all material and equipment shipments to Jobsite. MATERIAL TAKE-OFF-SECTION. To meet the construction schedule for Operation HARDTACK it was required that Advance Material Estimates (AME’s) be issued by the Material Take-off Section prior to release of engineering drawings and the covering Construction Bills of Material (CBM’s). This enabled advance procurement action to be undertaken and in manycases resulted in the receipt of material at Jobsite prior to the approval of design drawings. Information for the preparation of the AME?’s was derived from an analysis of items used during REDWING to determine the items and quantities which might be considered standard in any given Operation. These were regarded as stockpile items and were included on AME’s as soon as the scope of the Operation was known. of a combined PAC and Scientific CBM item total of 3663 line items per month, as compared with a total of 1564 line items for REDWING. MATERIAL CONTROL SECTION. Prior to the inception of procurement action for Operation HARDTACK,a decisive change was made in the method of maintaining data pertinent to construction progress and scheduling. This was accomplished by revising the Material Status Report used during Operation REDWING in such a manner as to project more realistic delivery dates of materials and equipment. The current delivery information on all major items of construction materials and equipment was furnished to Jobsite daily by the Material Status Report, which reflected all changes of deliveries and estimated Jobsite arrival dates. This was supplemented by daily teletype reports on all critical items which gave Jobsite information for scheduling for an extremely tight construction program. During the operational period, an Estimated Operations Schedule was used which included information relative to engineering, procurement, and construction progress pertinent to all known Scientific Stations and supporting facilities. This schedule was assembled and distributed to all interested parties, making it possible to coordinate and plan all phases of the build-up program. In comparision to REDWING, the allowable lead time for delivery to Jobsite for all materials and equipment was reduced by ap- proximately 40%, which required a constant control of all shipments. As the Operation pro- by Engineering to provide descriptions of equip- gressed and User occupancy dates became critical, a daily review was made of all material and equipment scheduled for water transportation and, when necessary, diversions to air freight therein were reviewed and used as a basis for lead time, intensive expediting action was required throughout, and on various occasions it was necessary to authorize premium pay- Also, Advance Information Forms, designed by the Material Take-off Section, were used ment and material for which a need was known to exist but for which the covering design drawings were not completed. Descriptions contained issuing AME’s to authorize requisition action in advance of the release of drawings and the covering CBM’s for the pertinent facility. To keep abreast of the HARDTACK scien- tific program, CBM’s were completed at the rate of 2332 line items per month, or approximately twice the rate required to complete the REDWING scientific program. Additionally, the Plant Acquisition and Construction (PAC) program overlapped the Scientific portion of HARDTACK which necessitated the issuance were authorized. As a result of the reduced ments for overtime on special fabricated items. As a consequence, delays were held to a mini- mum. MATERIALS STANDARDS SECTION. The period corresponding to Operation HARDTACK wasone of increasing development in materials standards. Previously, a comprehensive classification of all stores items and commodities in constant use had been designed and substantial progress had been made in comPage 323