TAB D UNITS ENCLOSURE 1 COMMANDERS REPORT

File: 970815_sep96_decls59_0014.txt
Page: 0014
Total Pages: 18

Subject = TAB D UNITS ENCLOSURE 1 COMMANDERS REPORT

Parent Organization = ARCENT

Unit = VII CORPS

Folder Title = MAJOR SUBORDINATE COMMAND HISTORICAL REPORTS-7TH CORPS SUPPORT GROUP 1

Document Number = 1

Box ID = BX000311

unusual for units to drive through the GSSB in hope of finding their lost
milvan or major assembly. The SSAs continued to submit requisitions with
little or no status on requisitions received from the 800th MMC. The flow of
repair parts began around the end of January.

Water production, storage and distribution also was a learning experience.
Units coming from Germany used erdalators. However, erdalators could not be
used in this environment because of the high salt content. The units that
produced water were then issued Reverse Osmosis Water Purification Units
(ROWPUs). The units had to go through a training process prior to operating
the system. Water distribution was also a problem until the units were issued
the 3k Semitrailer Mounted Fabric Tank (SMFT). Water distribution was also a
problem because of the limited amount of semi-trailers available to haul
SMFTS. Wells were also a problem because dependable wells were not available.
When a well was found, it would dry up within a day, or the water was so
brackish that water production could not keep up with the demand. When a
'.good" well was found, the water was distributed to GS dry water points.
Bottled water was literally a life saver because this was used for drinking
water. Bulk water production never was really used +or anything other than
showers, washing, and cooking. Soldiers never really depended on bulk water
for drinking water, because of the availability of bottled water, training,
and the stigma associated with the purity of the bulk water.
Bulk fuel distribution was also a problem simply because the transportation
companies that deployed did not have their full complement of 5 ton tractors
and 5000 gallon tankers. As a group, we eventually had a total of four POL
transportation companies. Which only equalled three and one-half POL
transportation companies due to equipment shortages. The mix of fuel tankers
was also a problem at times because units would change their fuel mix without
approval from their Group headquarters. This improper mixture resulted in the
units having to revert back to their original fuel mix. The reason for
centralizing the fuel mixes was based on support required for certain products
and the "Fair-Share" approach we took in providing support to our customers.
Another problem encountered was every time we needed a JAl sample certified
+or aircraft a lab was not available in the area. Samples had to be taken to
Dhahran to be tested. This required a six hour drive and loss of personnel
for two days. This problem was eventually resolved once more labs started to
arrive in SWA. The lab in our area was not established until mid-February.

Line haul transportation for breakbulk and containerized cargo was always
limited. There were never enough assets to keep up with demands placed by the
divisions and nondivisional units on the system. This problem was further
compounded once logistical packages (LOGPACS) had to be built for the initial
push forward.

On 22 December the 7th Support Group received a Movement Control Team (MCT)
which worked closely with the support operations section. This MCT tasked
subordinate MCTs in the LTFs for dry cargo and bulk POL linehaul. The MCT
provided a valuable service in monitoring transportation assets. It proved to
be a real asset because of the number of transportation units (12) we
eventually received and the number of commitments received from supported
units.