unit at Gaya and used the service depots of the China-Burma-India Air Service Command at Panagarh, Agra, and Bangalore. Systems for identifying units and organizations assigned to the airlift changed several times between 1942 and 1945. The final change occurred on 1 August 1944 when the Air Transport Command discontinued the use of station numbers to identify its units and designated them as numbered "USAAF Base Units" with parenthetical modifiers describing their function. USAAF base units collectively identified all permanent party organizations, including flying units, at any particular non-combat base. The flying units were commonly denoted as lettered squadrons, i.e. "Squadron B", within the Base Unit. To illustrate the various organizational changes affecting the India-China airlift, the unit at Chabua under 10AF deployed overseas as the 1st Ferrying Group. It was redesignated the 1st Transport Group on 1 December 1942 to denote that it was an ATC unit. Next it became Station No. 6 (APO 629 New York) on 1 December 1943 when for flexibility ATC no longer fielded groups or squadrons as units. Finally it became the 1333rd USAAF Base Unit (Foreign Transport Station) on 1 August 1944 in conformance with USAAF policy service-wide. Similarly, Headquarters Squadron, Eastern Sector, India-China Wing, established at Chabua on 16 September 1943 to administer the headquarters of the airlift, was redesignated the Headquarters Squadron, Assam Wing on 1 July 1944 when ATC reorganized itself into "divisions" and "wings"; and Squadron A, 1325th USAAF Base Unit (HQ Assam Wing) on 1 August 1944. Tunner, 1944–45 Hardin was brought back to the United States after spending two years overseas and command of the India-China Division went next to Tunner. Tapped in the spring of 1944 to succeed Hardin, he selected his key staff and made a theater inspection trip in June that included piloting a C-46 over the Hump. He took command on 4 September 1944 with orders not just to increase the tonnage delivered, but also to reduce the numbers of lives and aircraft lost in accidents, and to improve morale in the India-China Division. Tunner and his staff, using a "big business" approach, completely turned around the operation, improved morale, and cut the aircraft loss ratio in half while doubling the amount of cargo delivered. Tunner made extensive use of over 47,000 local laborers and utilized at least one elephant to lift 55-gallon fuel drums into the aircraft. A daily direct flight called