A second problem area was to be resolved through a logistics planning conference. The object here was to effect a smooth transfer of logistic responsibility from  the Army to the Air Force. Mobile Air Materiel Area (MOAMA) had been made responsible for the logistic support program. To effect the transition, ABMA  established the JUPITER Support Management Office (JSMO), which was staffed by contractor personnel. This group was involved in provisioning plans,  maintenance analyses, equipment deployment plans, and determining contractor support requirements. By June 1958, they had already published a considerable  amount of material on technical aspects of the missile and its GSE 58 . Perhaps one of the more difficult areas to resolve was the interservice agreement between the Army and the Air Force. The principal problem involved the  method by which the Air Force would reimburse ABMA. An agreement was reached in October 1958, after an eight-month discussion on the matter, that the Army  would provide facilities and instructor personnel to conduct training, accomplish the research and development program. As originally stated, the document was  to terminate on 30 June 1960, but agreement difficulties with host nations that eventually employed the weapon caused a stretch-out to 1 June 1961; then, 31  December; and, finally, some 2 1/2 man-years of work to close out the program, that is, the Army part, by 30 June 1962 59 .  _____________________________

58. Ibid.; Hist, ABMA, Jan-Jun 58, pp. 48-50. 59. (16->59) 16. Ibid.; DF, Cont Off, ABMA, to R&D Liaison Off, ABMA, et. al., 28 Feb 58, subj: Proposed Inter-Service Agreement-JUP Msl Prog Mgmt US Army-USAF, Hist Off files; JUP Chronology; SAC SM-78 (JUP Opnl Plan, as revised, 4 Mar  62; Case History, Hist of the JUP Tng Prog, pp. 20-21, Hist Off files.