SACRAMENTO AIR LOGISTICS CENTER LOGISTICS

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PERSONNEL The attitudes, morale and performance of our employees was just unbeliev-
able. Employees were volunteering to work overtime--without pay or other compensa-
tion--just to get the job done without delay. Retirees were calling the installa-
tion, wanting to come back to work and help with the war effort. People worked long
hours--week after week. The only day some had off was Christmas. Collectively they
worked days and nights including weekends and holidays. Some were called in from
home during other than normal duty hours a lot of times. Some earned compensation
time off (Compensation Leave) which they forfeited. Throughout the whole operation
the personnel always had great attitudes and terrific morale. The employee work
performance was just amazing.

COMMUNITY RELATIONS McClellan AFS and the Sacramento ALC in conjunction with the
McClellan Aviation Museum Foundation developed plans to recognize our involvement
with the Persian Gulf war for Guest Day '91, which occurred on 25 May 91. The Avia-
tion Museum Foundation sponsored a Business Fair and Air Fair while McClellan AFB
and the Sacramento ALC hosted a Yellow Ribbon Appreciation Day. The Air Fair consis-
ted of military aircraft that were involved in Desert Storm, such as F-llls and A-10
Warthogs. In addition, a Russian battle damaged tank, a Patriot Missile and a
F-117A were displayed.

TECHNOLOGY AND INDUSTRIAL SUPPORT DIRECTORATE (TI)

This directorate had a significant involvement in Desert Shield/Storm
operations. Our Transportation Control Unit processed 459 personnel and their cargo
for deployment through the Mobility Processing Center. Expeditious transportation
was arranged for deploying units to the various Aerial Ports of Embarkation (APOE) in
time to meet scheduled airlift to the Area of Responsibility (AOR). Recognizing an
untapped and willing resource at McClellan AFB, a US Coast Guard unit with C-130
aircraft, we were able to move deploying personnel and the equipment to eastern
APOE's without having to tie up scarce and overtaxed Military Airlift Command (MAC)
airlift resources or using expensive and restrictive commercial airlift. From the
the very first day, the Coast Guard proved to be a valuable asset.

Our LOGAIR terminal processed and shipped 7,158 short tons of cargo on 846 con-
tracted LOGAIR, Air National Guard, and MAC aircraft. In our surface terminal, 3,001
short tons of high priority cargo were processed and transportation arranged for
timely movement to the AOR.

The Manufacturing and Services Division was heavily tasked with compressed
repair schedules and increased workloads. The division was tasked as the source of
supply for 286 items/assemblies and as the source of repair for 7,979 items/ assem-
blies. A few exemplary examples of compressed repair schedule successes are the
F-lll wings from a normal repair flow of 45 days down to 14 days and F-lll electronic
bay doors from 28 days to 18; and A-10 leading edges from 15 days to 7 days. All
source of supply requirements were satisfied and source of repair requirements are or
have been completed ahead of schedule.

In addition, 18 employees with reserve commitments were called to active duty to
serve in the AOR. A-10 and F-lll Engineers were deployed to the AOR to perform
aircraft battle damage repair functions for deployed ABDR teams.