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File: 111396_aacvt_27.txtsome of our make and model vehicles. Parts acquisition procedures were implemented using CONUS sources, cannibalization and local purchase on the local economy. Vehicle maintenance schedules were modified to compensate for harsh environmental conditions and accelerated use. Vehicle status reporting was also modified to not only capture maintenance status, but to maintain vehicle accountability as well. Early on, CENTAF Transportation had only three people to meet the magnitude of transportation actions required. Subsequently, the staff grew to a total of 16 personnel to run a two shift operation with representatives from each transportation discipline. To support AOR transportation operations, a total of 1,815 personnel were sourced and tracked by the transportation staff. Data management products were developed and proved invaluable to account for arriving personnel. During initial deployment problems surfaced trying to account for arriving transportation personnel. More often than not, TDY orders did not specify duty locations. So, on the spot decisions were made to assign personnel to operating locations. Therefore many locations were manned by personnel from as many as ten different units. Fortunately, this concept proved successful as personnel developed unit cohesiveness with a common goal and mission. We are reviewing how personnel are deployed to support contingency operations to avoid mass confusion and establish unit integrity. The transportation community did not deploy the "first" team. Young, inexperienced officers and NCOs
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