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traditional peacetime role of aeromedical evacuation clinical 
advisor, as well as aircrew manager during contingency operations. 
The section provided 24-hour mission coverage in the AECC, soliciting 
additional information for each urgent and priority patient and 
communicating this to the AECC flight surgeon for validation. In 
addition, the Section coordinated with the EUCOM AECC on aeromedical 
aircrew and patient-related issues.

(4) Logistics Section. Two medical logistics technicians deployed in 
August as a part of the AECC. Although they did an excellent job in 
setting up a basic system, which included implementing a 
computer-based inventory system, they alone were not capable of 
managing the rapidly growing medical supply and equipment 
requirements. Several significant issues confronted them: (a) the 
only medical supplies and equipment initially available were the 
limited quantities brought by the MASFs and aircrews, (b) storage 
space for supplies was limited, (c) additional supplies were 
initially very difficult to obtain, and (d) the theater procurement 
system was exceedingly slow. As a result, a flight nurse who had 
volunteered to work logistics issues was placed in charge of the 
fledgling logistics system to add structure and control. With the 
arrival of two more medical logistics technicians and the assignment 
of several additional flight nurses, the medical logistics function 
was better able to keep up with the demands of the rapidly growing AE 
system. The section built and shipped an average of eight pallets of 
medical supplies each week to AE elements located throughout the AOR, 
and they completed the outfitting of ten MASFs prior to their 
deployment. However, increasing demand for medical equipment, 
supplies, temper tents, and generators soon exceeded available supply 
within the AOR, resulting in a month backlog of ~ requirements to be 
filled prior to D-Day. Shipping of medical equipment and supplies was 
difficult until air and ground supply lines were developed by the 
medical logistics staff. Moreover, the tripling in medical logistics 
requirements dictated that the operation relocate to larger hardened 
facilities. A medical supply yard was procured and expanded to 
support three GP medium hardened facilities and storage space for 100 
pallets. After receiving the increase in casualty estimates, the AECC 
directed that 30-day resupply packages be prepared for the AECEs, 
beddown sites and MASFs. Within eight weeks, the Logistics Section 
built approximately fifty pallets and shipped forty two of them to 
their required destinations. The extended air campaign allowed more 
time to acquire critically needed supplies, as well as to complete 
and transport the pallets, prior to the beginning of the ground 
campaign. All the MASFs received three resupply pallets prior to the 
ground offensive; six were prepositioned at forward AECEs. Just prior 
to the beginning of the air campaign, the AECC Director created a 
Chief of Logistics position to work directly for him. An MSC with 
logistics expertise arrived in February and was instrumental in 
resolving many supply and equipment issues. In addition, he developed 
and implemented redeploymept plans for all AE supplies and equipment.

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