NONRESIDENT                                 TRAINING                                 COURSEMilitary RequirementsFor Chief ...
CHAPTER 4                   MANAGEMENT INFORMATION                                      LEARNING OBJECTIVES              U...
the divisional budget, divisional goals and                 authorize the program. The Navy’s A-6F Intruderobjectives, and...
the commanding officer in the accounting and                 year. Things like replacing bunk curtains, mattressreporting ...
Periodically, you and your division officer             if they are to be achieved. The importanceshould discuss the divis...
that are not of the recurring type would fall into               Ashore, standardizing supply procedures isthis category. ...
Most shop stores use simplified issue pro-              supply department, the issue control branchcedures that require a ...
Equipment includes any functional unit                       3. Medical stores, including drugs andof hull, mechanical, el...
officer normally tries to equalize the endurance                 ALLOWANCE LISTS, INITIAL OUTFIT-of the various types of s...
the supply officer can easily calculate the number          used in the troubleshooting of electronic equip-of fittings to...
Figure 4-2.-Single Line Item Consumption/Requisition Document (Manual), NAVSUP Form 1250-1, and DOD Single Line           ...
Figure 4-3.-Non-NSN Requisition, NAVSUP Form 1250-2.                       4-11
Table 4-1.-Table for Determining a Priority Designatordepartment. Although each ship will vary slightly           procurem...
cancelled and the money reclaimed. The supply                ranging from the combat forces under I to thedepartment allow...
Shore activities usually have a material                      After the purchased material has been turnedinspection secti...
Figure 4-5.-Afloat Locator/Inventory Record (NAVSUP Form 1075).Responsibilities of Custodians                             ...
HANDLING AND STOWAGE OF HAZARD-                             SECURITY. —Designated departmental supplyOUS MATERIALS. —A haz...
The custodian should develop an effective                   life or that are relatively valuable and easilylocator system ...
RECORDS OF EXPENDING AND                                     improve the Navy’s physical security program andRECOVERING AC...
•beMedical material has beenofdeterminedand       defective by the Bureau    Medicine                                     ...
Figure 4-6A.-Report of Survey, DD Form 200 (Front).                       4-20
Figure 4-6B.-Report of Survey, DD Form 200 (Reverse).                        4-21
Distribution of the Report of                                      After the above procedures have beenSurvey Form After F...
4. Ensure all stock is labeled or otherwise                ILO process begins months before the shipyard      clearly iden...
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
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CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144

  1. 1. NONRESIDENT TRAINING COURSEMilitary RequirementsFor Chief Petty OfficerNAVEDTRA 14144 IMPORTANTAny future change to this course can be found at, under Products. You should routinely check this web site. DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.
  2. 2. CHAPTER 4 MANAGEMENT INFORMATION LEARNING OBJECTIVES Upon completion of this chapter, you should be able to do the following:1. Explain the procedure for preparing and sub- 5. Recognize the procedures for staffing and mitting a budget request. evaluating personnel.2. Recognize the steps involved in effective goal 6. Describe how to prepare and present a brief. setting. 7. Describe how to review naval correspondence and messages.3. Identify the supervisory responsibilities for maintenance and material management. 8. Identify the steps used to review and submit corrections to the command S t a n d a r d4. Explain the procedure used in counseling Organization and Regulations Manual personnel. (SORM). This chapter begins with a description of the prepare and present a military brief. You shouldbudget process. You will then be shown how you also have a working knowledge of navalcan influence the local budget process through correspondence and messages.preparation of a divisional budget. The divisional The last topic discussed in this chapter is yourbudget will then be discussed as a control device role in reviewing and submitting changes to theto reach divisional goals and objectives. command’s Standard Organization and Regula- Supply is an important part of your job as a tions Manual (SORM).chief. You are responsible for the procurement,care, preservation, stowage, inventory, anddisposal of stores, equipment, and repair parts. PREPARING AND SUBMITTINGAlong with supply responsibilities, you are also A BUDGET REQUESTresponsible for supervising the maintenance andmaterial management (3-M) systems in your Preparing and submitting a budget request isdivision. Both of these areas are interrelated and a form of long-range planning. The Navy budgetwill be discussed. year runs from 01 October through 30 September. Counseling personnel is an important super- You should plan your divisional budget for thevisory role the chief becomes involved in. You will same period of time. This 1-year plan will allowbe expected to counsel personnel in professional, you to schedule important events your divisionpersonal, and performance matters. You will will be involved in such as overhauls, intermediateperform the staff function of management by maintenance availabilities, and special projects.interviewing, assigning, and evaluating division You can also determine your budget using the planpersonnel. of action and milestones, program evaluation and You will become more involved in the review technique (PERT), or Gantt charts ascommunication process as your responsibilities discussed in chapter 3. This section of the chapterincrease. You should be familiar with how to will examine the budget process, preparation of 4-1
  3. 3. the divisional budget, divisional goals and authorize the program. The Navy’s A-6F Intruderobjectives, and different types of budgeting. is an example of a program that was appropriated but not authorized.THE BUDGET PROCESS The next step in the budget process is called execution. Execution is when the Navy can actually The budget process starts when the President spend money. During execution, apportionmentsubmits his budget to Congress in mid-January. takes place. Apportionment is when the Office ofCongress can accept the budget as is, or make Management and Budget (OMB) places the Con-changes to the budget through a series of Con- gressionally appropriated funds into the Navy’sgressional committees. Congress develops a account. See figure 4-1 for the fund flow of thebudget resolution or an outline of the budget with operation and maintenance account.spending targets set. Next, Congress passes an The cost center or operating target (OPTAR)authorization bill which gives authorization to the holder at the bottom of figure 4-1 is your ship,various programs in the budget. Still, no money squadron, or unit. Your commanding officer ishas been allocated. Money is allocated by the responsible for ensuring the OPTAR is met. Heappropriations bill. The appropriations bill gives also must make periodic reports to the typemoney to the various programs authorized under commander showing the status of the ship or unitthe authorizations bill. Once given both authoriza- funds.tion and appropriations, the Navy can begin to The Navy recognizes that commandingspend money. Sometimes Congress will authorize officers need help in administering their budget.a program but not provide appropriations. Comptrollers or budget administrators, dependingCongress can also provide appropriations but not on the size of the command, are assigned to assist Figure 4-1.-Fund flow for operation and maintenance. 4-2
  4. 4. the commanding officer in the accounting and year. Things like replacing bunk curtains, mattressreporting of expenditures. Commanding officers covers, lagging, and tile or painting are routineusually delegate the authority to approve tasks that should be budgeted to make sureexpenditures to the department head. funding is available. Other types of periodic We have now arrived at the point in the budget repairs include time-based maintenance. Engines,process where you become involved. Department pumps, and life critical systems are examples ofheads, like commanding officers, need help in items to be replaced on a recurring basis. Certainidentifying budget priorities. Division officers and operating equipment has a life cycle. Items suchleading chief petty officers need to determine both as typewriters, computers, and printers need tothe long- and short -term needs of their division. be replaced every 3 to 5 years.Some of the factors you should consider when The last items to budget are non-essentialplanning a budget are as follows: items. These are things you would like to have if the money is available, but could live without. • losses,number schedules, and school planned The leave of personnel assigned, assign- Examples include replacing worn but serviceable furniture or purchasing servmart items in excess ments. of absolutely essential quantities. The remainder of this section will be devoted • Unit operating schedule, scheduled regular to divisional goals and types of budgeting. An overhaul, maintenance availability, and understanding of these two topics will assist you scheduled inspections. in the preparation of your budget. •toCan the work? Should you havebe trained do your division do the work or an inter- Divisional Goals mediate maintenance activity, shipyard, or Knowing the divisional goals is essential to contractor do the work? effective supervision of your division. Many of the goals will be imposed by the department head, •availability of special funding providedthe Availability of OPTAR funding, or by commanding officer, or higher authority. Again, look to the five-year plan, yearly plan, and type commander (TYCOM) or higher quarterly plan to define goals of the command. authority. Your goals should be the same as those for the command.PREPARATION OF THE Examples of concurrent goals include passingDIVISIONAL BUDGET a supply department inspection even though you are in engineering department. How? you might In preparing the divisional budget, you must ask. You could assist supply by making sure yourhave an idea of the command and departmental pre-expended bins have the required numbergoals and objectives. A good place to start is the parts, your ready service spares are accounted for,command’s five-year plan. The period 01 October and you have turned in all required repairablethrough 30 September in the coming year should items that you are accountable for. Anotherindicate upcoming events with a fair degree of example is helping the medical department passcertainty. The events indicated are the upcoming their inspection. Have all of your subordinatesgoals that the command must meet. Budget these had their shot records updated? Have all medicalitems first. Remember that the budget is a records been returned? You get the idea. Yourcontrol device used to measure performance and division plays a role in assisting other divisionsincludes manpower, material, time, and cost. and departments meet their goals. Next, budget the command objectives. Theobjectives could be receiving the Golden Anchor DEVELOPING. —Why should you developAward, the Meritorious Unit Citation, or passing divisional goals if the Navy and the commandall inspections with no major discrepancies. Talk have already established them for you? The Navywith the division officer, department head, and and command goals discussed in this chapter andcommand master chief to find out what the chapter 3 have been part of “the big picture.”objectives are and what you need to do to meet That is to say, they are broad and general inthem. nature. To help the Navy and command reach You should have a feel for what type of repairs their goals, you should focus on the specific stepswill be necessary in your division in the coming you need to take within your division. 4-3
  5. 5. Periodically, you and your division officer if they are to be achieved. The importanceshould discuss the division’s progress toward the of establishing your divisional goals has beendivision’s goals. And every year before submitting achieved. You now have set a course of actionyour budget, you should decide on where to focus and a method to measure your progress.your energies in the coming year. Do thestrengths, weaknesses, opportunities, and threats MONITORING. —The final step of theanalyses for your division. This is the first step budget process is to use the budget to monitorin preparing your budget. divisional progress throughout the year. Monitor- ing is important because it lets you know when ESTABLISHING. —You and the division to shift resources. Monitoring can be done by anyofficer have now identified the areas of your number of control types or methods, such as feed-division that require attention. Now you should forward, concurrent, feedback, inventory control,prioritize your goals. Obviously, high-priority or quality control.items will need the greatest resources andattention. This is where you and the division Types of Budgetingofficer need to make some sound decisions. If at all possible, have your subordinates Two types of budgeting are in use in the Navy.contribute to the planning during this stage. You will find it useful to use both types inPresent what you and the division officer perceive estimating your annual problems and let the subordinates presentsolutions. Subordinates are closer to the work and INCREMENTAL. —Incremental budgeting ismay identify additional problems and alternatives the primary budget used by the Navy. You havethat you and the division officer may have over- a certain amount of money as a beginning budgetlooked. This process lets the subordinates become and then increase the amount of money receivedinvolved and personalizes the goals. in later years. A good way to visualize this type You and the division officer should evaluate of budget is to think of the budget as increasingthe problems and proposed solutions. Select the by the amount of inflation each year. Thebest solution for each problem and re-prioritize incremental factor could be tied to growth,the goals if required. Place your goals in writing operating schedule, increase in personnel, or anyand post them where your subordinates can see number of factors that may increase (or decrease)them. Communication of goals and priorities is the amount of funds budgeted.extremely important to your success. In your budget, the incremental method of At this point you know what you want to do, budgeting would apply to your recurring cost. Ashow you want to do it, and the priority you have the cost of inflation drives up the cost ofset. You should now budget time, materials, consumable and repair parts, your budget wouldpeople, and costs to meet your goals. This is the increase to match inflation.second step in preparing the divisional budget. The third step in preparing your budget is to ZERO-BASED. —The Navy uses zero-basedexamine recurring cost. You should be able to budgeting when figuring the cost of majorproduce a fair estimate for the cost of necessary material purchases, such as a ship or, repair costs, and so forth, that have Congress authorizes and appropriates the moneyoccurred over the last 3 years. The supply officer in the first year, and then the Navy is able to makecan supply the information required. a draw against the account to pay for work being The fourth step in preparing your budget is done. This type of budget eliminates worry thatto combine the cost of reaching your goals with an authorized purchase will not have appropriatedyour recurring costs. You are now ready to submit money in follow-on years.your budget request to the department head. In general, zero-based budgeting is startingGoals, objectives, recurring costs, and priorities from zero every year and figuring out the cost ofshould be outlined to provide the department head doing business in the coming year. The dis-with the ammunition required to achieve the advantage of this type of budget is the great dealdesired level of funding for the coming year. of time and accuracy required to perform You and the division officer should reevaluate economic forecasting analysis so that all expensesyour goals after the command has decided on can be predicted.funding. Unfunded goals and objectives may You should use this type of budgeting for onerequire initiative and resourcefulness on your part time expenses. The divisional goals and objectives 4-4
  6. 6. that are not of the recurring type would fall into Ashore, standardizing supply procedures isthis category. difficult because of the physical layout of a station and the variety of missions assigned to a station. Therefore, a good deal of freedom is SUPERVISING RESPONSIBILITIES given each command to choose the supply FOR STORES, EQUIPMENT, procedures that best meet its needs. Aboard ship, AND REPAIR PARTS procedures are becoming more standardized because of the adoption of the Ships’ Maintenance As you already know, all petty officers need and Material Management (3-M) program; how-some knowledge of supply procedures to help ever, some variations between ships still exist.them function effectively with the supply You must become thoroughly familiar withdepartment. As a chief petty officer, you will local instructions that detail the various pro-find yourself with greater supply-related respon- cedures for supply support. An understanding ofsibilities; therefore, you will need additional these instructions will answer most questionsknowledge of the supply organization and about the relationship and responsibility betweenprocedures. the supply department and the customer. In the past, you needed to know how toidentify material and how to complete a requisi- Supply Departments Ashoretion form. You also needed a knowledge of theship’s Coordinated Shipboard Allowance List A supply department, like all other depart-(COSAL) to determine what materials were, ments ashore, is organizationally composed ofrequired to complete a job. You may have been several divisions, branches, and sections. Only theresponsible for the stowage and custody of various organizational components that are of primarymaterials in your department. In the future, you interest to you (the customer) are discussed here.will be working closer with supply department The components of the supply department youpersonnel in estimating supply needs and pro- will have the most contact with are the controlviding the input data needed for procurement. division, material division, and retail issue You have probably participated in depart- organization. The retail issue organization (usuallymental preparation for a shipyard overhaul, a component of the material division) is treatedincluding validation of installed equipment. As separately here because it is the most frequenta CPO, you could become a member of an point-of-contact between you and the supplyintegrated logistics overhaul (ILO) team during department.a period of shipyard availability. If so, you willcontribute to the process that the supply depart- RETAIL ISSUE ORGANIZATION. —Mostment uses to ensure your ship’s material readiness shore activities have supply support respon-when it goes to sea after overhaul. sibilities for multiple departments and units, This section does not attempt to make you an and frequently have off-station support respon-expert in supply—we will leave that detail to the sibilities. To meet the requirements of on-stationStorekeeper. It does, however, provide informa- customers, the Navy has established a retail-issuetion to expand your knowledge of the supply organization. This organization may be foundorganization ashore and afloat. This section also ashore in the form of a shop store, a self-serviceoutlines the procedures and steps of the various store, a rapid communication and delivery system,operations that you are expected to follow when or a combination of these services. The objectivedealing with supply department personnel. is a ready supply of materials and simplified issue procedures that will provide quick delivery ofSUPPLY DEPARTMENTS material requirements to the customer. Supply departments ashore and afloat are Shop Stores. —Shop stores are usuallyresponsible for the supply support of the activity established to support some type of specializedor ship. The supply department procures material; operation, such as public works activities andmaintains storerooms and warehouses; and issues, ground electronics shops. The shop store is aaccounts for, and collects analytical data for all storeroom located close to the user activities.the material under its cognizance. The supply Shops that are widely dispersed may have severaldepartment is responsible for establishing the local shop stores. These stores are stocked with itemsrequisitioning channels and procedures. normally used by the shops being supported. 4-5
  7. 7. Most shop stores use simplified issue pro- supply department, the issue control branchcedures that require a minimum of paperwork by maintains records of each requisition received andthe customer. Typically, the customer tells the the action taken. This allows you to trace aStorekeeper in the shop store what item is needed. requisition for material that has not beenThe Storekeeper issues the material and prepares received.the requisition. The customer receives the material The stock control branch is responsible forand returns to work. The remainder of the paper- maintaining stock records and assuring adequatework is completed by the shop store supply stock levels to support station operations. Anypersonnel. information that would alter the material require- ments for future support should be brought to the Self-Service Stores. —Self-service stores are attention of this branch.commonly referred to as servmarts. They are The receipt control branch monitors andnormally established to furnish nontechnical types expedites material from outside sources. Theof materials, such as office supplies, tools, and method used to receive or transmit informationjanitorial supplies. These stores are operated on to these various supply internal components isa self-service basis that permits the customer to usually found in a local material from shelf stock. The customerpresents a requisition in payment at a checkoutcounter for the materials selected. The customers Shipboard Supply Departmentscan shop at their own convenience, selectingsubstitute items for those items that are Supply departments afloat are generallytemporarily out of stock. organized into five divisions: S-1 through S-5, The S-1 division (stores division) is the only division Rapid Communication and Delivery Systems. — discussed here; the other divisions are concernedRapid communication and delivery systems are with food service, disbursing, ship’s store, and theestablished on several shore stations. Customers wardroom. Depending on the ship’s size, it coulduse the telephone or some other rapid communica- have additional supply divisions. For example, ontion system to request needed material. The a large ship such as an aircraft carrier, S-6material is then delivered to the work area. This provides aviation stores, and S-7 is the datatype of system is commonly established to processing the aviation maintenance program atnaval air stations. STORES DIVISION. —The stores division orders, receives, stows, and issues general stores MATERIAL DIVISION. —The material and repair parts and maint sins related records.division is concerned with the physical handling Under the Ships’ Maintenance and Materialof the supply department’s stock of materials. Management (3-M) program, a supply supportThis division maintains warehouses and center may be established within the storesstorerooms and receives, stores, and issues division as a single point of contact betweenmaterial. The labor and equipment branch of the supply and maintenance personnel. The specificmaterial division is responsible for all material- duties of a supply support center are detailed inhandling equipment, such as forklifts, trucks, and the Ships’ Maintenance and Material Managementtrailers. (3-M) Manual, OPNAVINST 4790.4B. Generally, When a retail issue organization is not the supply support center receives requests andestablished, all material is issued from warehouses provides material identification and statusor storerooms operated by the material division. information.The customers should become familiar with the In ships without a supply support center, thesetypes of materials that are stored in each duties are normally performed by storeroomwarehouse or storeroom. personnel and the supply office. The supply office further processes requisitions for “not CONTROL DIVISION. —The major compo- carried” and “not in stock” items and furnishesnent of a control division is the stock control status information to the customer.branch. If a retail issue organization cannotprovide the requested material, the stock control MATERIAL CATEGORIES. —Let us brieflybranch will forward your requisition to the main review the categories of material for which thesupply department for procurement action. In the supply department afloat is responsible. 4-6
  8. 8. Equipment includes any functional unit 3. Medical stores, including drugs andof hull, mechanical, electrical, electronic, or pharmaceutical supplies, surgical instru-ordnance types of materials that are operated ments, and other professional medicalindependently or as a component of a system or equipment are the responsibility of thesubsystem; it is identified by an Allowance Parts senior medical representative. The supplyList (APL) number. Examples of equipment are department procures medical supplies andthe ship’s sonar and radar, the anchor windlasses, equipage, but has no responsibility overand the main reduction gears. inventory control. 4. Marine Corps stores (when a Marine Corps Equipage is a general term that includes items detachment is aboard) is the responsibilityof a durable nature listed in the Equipage of the officer in charge of the detachment,Category Numbered Allowance Parts List,Allowance Equipment Lists, or other authorizedlistings issued by appropriate authority. Equipage DETERMINATION OFdoes not encompass installed electronic, electrical, REQUIREMENTSmechanical, or ordnance equipment, components,or systems, These items are considered to be The supply officer is responsible for main-equipment. Equipage consists of items such as fire taining stocks of general stores, subsistence items,hoses, nozzles, applicators, anchors, anchor ship’s store, and clothing store stocks. Thesechains, chain stoppers, and bulkhead fans. stocks should be maintained at levels sufficient to meet probable demands and within limits Some selected items are termed Controlled established by operations plans. Therefore, theEquipage and require increased management supply officer, with other supply personnel,control because they are expensive, vulnerable to should be able to accurately determine thepilferage, or essential to the ship’s mission. A list requirements for these items.of these designated items can be found in Afloat The supply officer is jointly responsible withSupply Procedures, NAVSUP P-485. each department head for maintaining a full Repair parts are any items, including modules allowance of equipage on board. Because of main-and consumable material, that have an equipment taining the equipage records, the supply officerapplication and appear in an Allowance Parts exercises control over the overall ship’s equipageList, an Allowance Appendix Page, a Stock allowance; however, the supply officer should beNumber Sequence List (SNSL), an Integrated advised by the heads of departments of knownStock List (ISL), or a manufacturer’s handbook. or anticipated requirements and replacements. Most repair parts are in the custody of the Consumables are administrative and supply officer. The supply officer is responsiblehousekeeping items, such as general-purpose for submitting replenishment requisitions tohardware, common tools, or any other items not replace material that has been issued. Departmentspecifically defined as equipment, equipage, or heads are responsible for submitting a NAVSUPrepair parts. Form 1250-1 requisition to the supply officer each Some services are also procured by the supply time a repair part is needed. Department headsdepartment for the ship. They include such expect your cooperation in maintaining recordsrequirements as commercial telephone service, and anticipating requirements.pilotage, tug hire, repairs of office equipment, andthe rental of certain types of equipment. Factors in Determining Requirements Some material is NOT controlled by the supplydepartment. Certain material categories afloat are Before the types and quantities of itemsnot under the control of the supply department. carried can be determined, a desired enduranceThey include the following items: should be established for general categories of material. Endurance is the period of time required 1. Ammunition and ammunition containers for a ship to use a definite quantity of supplies. are the responsibility of the ship’s weapons Endurance is based on the amount of available officer. storeroom space and the allocation of that space 2. Nuclear weapons obtained through opera- among the types of stores. The space is then tional channels are the responsibility of the converted to the number of days that the ship can weapons officer. be maintained by capacity loading. The supply 4-7
  9. 9. officer normally tries to equalize the endurance ALLOWANCE LISTS, INITIAL OUTFIT-of the various types of stores. TING LISTS, AND USAGE DATA TABLES. – Allowance lists, initial outfitting lists, and usage The storerooms are not necessarily loaded to data tables are prepared to help supply officersmaximum capacity, since endurance limitations of new or recommissioned ships determineare set by various commands. These limitations quantities of supplies to stock. Since these shipsare expressed as the actual number of days of have no prior usage to rely on, these lists andendurance and are applied to individual items tables help you and the supply departmentrather than to types of stores. For example, if the determine requirements for consumable supplies,supply officer wants to stock the storerooms at subsistence, and ship’s store stock. These listsa 90-day endurance level, one requisition for a provide restrictive controls on the types and90-day supply of general stores cannot be sub- quantities of equipage allowed and serve as guidesmitted. Each item must be reviewed to determine for types and quantities of supplies required.a sufficient quantity to last the ship for 90 days. Allowance lists as used here do not include the COSAL Stock Number Sequence List—Storeroom Another factor supply personnel must consider Item (SNSL—SRI) for repair the total weight limitation of stores that maybe brought aboard. Each ship is allowed a specificweight limitation so that it can maintain proper SHIP’S OPERATIONS. —Operating factorsstability and buoyancy. may require the review of stock records and the reevaluation of the requirements for some or all When the desired number of days of endurance items stocked. These factors are the expectedhas been reached for a type of store, then length of a cruise, type of operation (combat orthat endurance is converted into quantities of training), expected climate during the operation,individual items. and available supply support. If the length of a cruise is less than the normal AVAILABLE SPACE. —The amount of endurance load, no major adjustment is space available for an item is an obvious However, if the operation is expected to lastlimiting factor. You cannot stow 100 cubic feet longer, the ship’s stock of fast-moving andof material in a 50-cubic-foot space. For this essential items is reviewed to determine if anreason, some extremely bulky items may have to increase is carried in a quantity less than the desired leveland reordered frequently. On the other hand, A ship rescheduled from a hot or temperateitems of low cost and low bulk may be carried climate to an arctic climate should reviewat a high level to reduce the time spent in materials needed for cold-weather operations.ordering and stowing. An important factor to consider when the ship PERISHABILITY. —Highly perishable items is preparing for deployment is the availability ofmay also be stocked at a lower level than other- supply support during the cruise. Will your shipwise desired so that deterioration is kept to a be operating independently? Will it be in theminimum. company of similar ships? Can your ship obtain materials from mobile logistic support ships or ashore activities? All of these questions must be SHIP’S EXPERIENCE. —The most accurate answered before you can determine the divisionguide in the determination of requirements is past or department requirements. You will usually findstock records. You adjust the figures obtained this information in the operations orders.from past usage to cover a specified period in thefuture. For example, a 3-month endurance rateis computed as follows: ADVICE OF DEPARTMENTS. —Your depart- ment may require special material or an item in Fast-moving items—multiply the past month’s a greater quantity than is usually stocked in theusage by 3. storeroom. For example, electrical fittings are replaced periodically for general station or ship’s Slow-moving items—divide the past 6 months’ maintenance. Average usage of these fittings mayusage by 2. be 16 per month. By using the formula described, 4-8
  10. 10. the supply officer can easily calculate the number used in the troubleshooting of electronic equip-of fittings to maintain in stock. If, however, all ment and are not intended to be used as a repairof these fittings are being replaced by new and part.more reliable fittings, you should inform supplyof this requirement before the need arises. The READY SERVICE SPARES (RSS). —Readynew fittings can then be stocked before a work service spares are repair parts in the custody ofdelay results because of a lack of parts. the cognizant department head and will be located in the appropriate operating and maintenance To carry this one step further, assume that spaces under the subcustody of the operating orthese new fittings are significantly more reliable maintenance personnel.and that the replacement requirement is expectedto be only one per month. The supply department SHIPS WITHOUT SUPPLY CORPS OF-can then reduce the number of fittings needed for FICERS. —Most ships have one or more Supplyendurance. On receiving this information, the Corps officers assigned. Certain small ships, suchsupply department will purge its stock of the old as minesweepers, have no Supply Corps officertype of fitting and establish a realistic stock of assigned. In this case a line officer heads thethe new item. supply department. The line officer usually has other duties as well as supply duties, and general storerooms are usually small in ships of this type;Routine Requirements therefore, more material is turned over to the cognizant department upon receipt for storage Most material procurement falls under the and custody. On ships without a Supply Corpsheading “routine requirements.” The factors officer, department heads are responsible fordiscussed above apply chiefly to new ships and determining the ship’s requirements for generalto special circumstances. The requirements for stores. Each department head must submit aan item are initially established when a ship is NAVSUP Form 1250-1 or DD Form 1348 to thecommissioned or when the item is first stocked. supply officer for preparation of a DTO (directRequirements are reestablished each time your turnover) requisition. Each department head isship undergoes supply overhaul. also responsible for maintaining current allowance lists of repair parts pertaining to equipment used by the department. The department head is OPERATING SPACE ITEMS. —Generally, responsible for maintaining an adequate stock ofeach department is not required to estimate future repair parts to support the equipment of therequirements for repair parts and consumables. department, Each time a repair part is used, aNormally the supply department replenishes NAVSUP Form 1250-1, DD Form 1348, or NAV-stocks either on the basis of authorized allowances SUP Form 1250-2 should be submitted to theor on past demand history. An exception is the supply officer so that a replacement can bereplenishment of operating space items. These are requisitioned. Figure 4-2 shows both the Singleitems (for example, hand-tools and test kits) that Line Item Consumption/Requisition Documentare required to maintain installed hull, (Manual), NAVSUP Form 1250-1, and the DODmechanical, electrical, and ordnance equipment. Single Line Item Requisition System DocumentThese items support the mission of the ship. (Manual), DD Form 1348. Figure 4-3 shows theDepartment heads are responsible for requesting Non-NSN Requisition, NAVSUP Form 1250-2.these items for known requirements, but they are This form consolidates, on one form, informationnot authorized to maintain storeroom stocks that previously submitted on two forms (NAVSUPduplicate those of the supply department. Part Form 1250-1 and DD Form 1348-6) for non-NSNIIIB of the COSAL is a consolidated list of requirements. You will play an important role inoperating space items. the reordering of these materials and parts. MAINTENANCE ASSISTANCE MODULES SHIPBOARD MATERIAL REQUEST PRO-(MAMs). —Maintenance assistance modules are CEDURES. —As the division chief you will bein the custody of the cognizant department head responsible for ensuring that the equipment underand located in the appropriate operating and your cognizance is maintained and repaired in amaintenance spaces under the subcustody of the timely manner. To accomplish this goal, youoperating or maintenance personnel. MAMs are will need to obtain material from the supply 4-9
  11. 11. Figure 4-2.-Single Line Item Consumption/Requisition Document (Manual), NAVSUP Form 1250-1, and DOD Single Line Item Requisition System Document (Manual), DD Form 1348. 4-10
  12. 12. Figure 4-3.-Non-NSN Requisition, NAVSUP Form 1250-2. 4-11
  13. 13. Table 4-1.-Table for Determining a Priority Designatordepartment. Although each ship will vary slightly procurement. Pier-side procurement has beenin procedure, standard forms and data require- established at most major naval stations and isments are the same throughout the Navy. In this a quick and easy method of obtaining material.section we will address only those standard items Highly trained and responsive personnel with thethat are required by the supply system. necessary experience and resources are available When you request material from a shipboard to expedite shipboard requirements. As a worksupply department, the standard method is to use center supervisor, you will need to define youreither a NAVSUP 1250-1 (Single Line Item requirements very carefully to assist procurementConsumption/Requisition Document) or a DD personnel. Poorly written and/or vague requestsForm 1348 (Single Line Item Requisition System can slow down the process and lead to delays,Document). The specific requirements for, and cost increases, or procurement of the wrongthe use of, each document vary between ship material. The NAVSUP Form 1250-2 (Non-NSNtypes; however, each type has basic similarities Requisition) is used for obtaining materials that(fig. 4-2). do not have an NSN (fig. 4-3). When preparing When requesting standard stock material to the identification data section of this form,perform a maintenance action, you will find you cannot be too specific or provide too muchnumerous data requirements are necessary for all information. A Form 1250-2 that is properly filledship types. These requirements include a valid job out is your best tool to ensure speedy, accurate,control number, a national stock number (NSN), and cost-efficient procurement. A DD Formunit of issue, quantity, unit price, and approval 1348-6 can be used instead of a 1250-2.for procurement. Once this information has beenentered, either manually or through an automated MATERIAL OBLIGATION VALIDATIONsystem, locally defined supply channels should be (MOV). —A material obligation validation (MOV)followed. To clarify procedures, you need careful is a procedure used by the supply department onliaison with the leading Storekeeper. Many times a monthly basis to ensure that their outstandingin your dealings with supply, you have a require- requisitions are valid. As a work center supervisor,ment for nonstandard (non-NSN) material. you will have a good deal of input into thisSeveral different methods are used by the supply process. The overall purpose of this procedure isdepartment to procure your material, but the best to ensure that each outstanding requisition is stilland most cost effective is through pier-side needed so that unnecessary requisitions can be 4-12
  14. 14. cancelled and the money reclaimed. The supply ranging from the combat forces under I to thedepartment allows you to review their material miscellaneous activities under V.outstanding file to compare it with your known The letters in the first column of table 4-1valid requirements. You should advise supply represent different degrees of urgency in descendingpersonnel of those items required, those received, order of need, from an unable to perform statusand those to be cancelled. After that, supply (A) to routine stock replenishment (C). The urgencypersonnel will reconcile their records and take category is selected by the requesting activity. Itsteps as necessary to cancel, complete, or indicates relative urgency of need for a require-follow-up on your requisitions. ment by a force or an activity. Your role as a CPO is critical, for you know Categories of each alphabetical designator arethe requirements of the work center and can best defined in the following paragraphs. Only generaldetermine requisition validity. Close cooperation categories are covered. A complete listing maybewith supply department personnel is necessary to found in Uniform Material Movement and Issueensure the accuracy of the MOV procedure. Your Priority System (UMMIPS), O P N A V I N S Tleading Storekeeper is best qualified to advise you 4614.1F. In each case, the alphabetical designatorof time schedules and local procedures. preceding the category refers to the applicable UND column heading shown in table 4-1.PRIORITIES UND CATEGORIES You should already know how to identify A The activity or unit is unable to performmaterials, fill out requisition forms, and submit its mission. The equipment or part isthem to the supply department. The department needed immediately.head is responsible for the assignment of prioritydesignators to these requisitions. Priority B Repair parts or equipment is requireddesignators are assigned according to the immediately. Ship operation is impairedUniform Material Movement and Issue Priority without it.System (UMMIPS), which carefully defines thedetermining factors. The system places the Stock replenishment requirements ofresponsibility directly on the commanding officer mission-essential material in fleet ballisticof the requesting activity for the integrity of the missile (FBM) submarine tenders arepriorities assigned; however, the commanding below the safety level and are expected toofficer usually delegates this authority to the reach a zero balance before receipt of thesupply officer. This system should make the material.assignment of inflated priorities rare and ensurea feasible priority system. COSAL-allowed reactor components, Two factors determine which of the 15 equipment, tools, and other materials areavailable priorities will be assigned to each required to support reactor plant systems.requisition—the military importance of theactivity and the urgency of the requirement. Each C Stock replenishment and normal supplyship or activity is assigned a force/activity requirements are routine. Material is re-designator (F/AD), which indicates its military quired to meet scheduled deployment.importance relative to other ships and activities.This assignment is made by higher authority (type NOTE: Additional urgency of need designatorscommander, fleet commander, and so on). The (UND) may be found in Afloat Supply Pro-department head is responsible for assigning the cedures, NAVSUP P-485.correct urgency of need designator (UND) to eachmaterial request. By using the F/AD and the RECEIVING AND INSPECTINGUND, the supply department is able to assign theproper priority designator. Before accepting material purchased from Table 4-1 lists the F/ADs (shown in Roman commercial sources, naval activities inspect thenumerals) across the column heads and the material to ensure that it conforms to thealphabetical UNDS in the first column. The specifications included in the purchase documents.Roman numerals represent categories of activities The receiving supply officer inspects the materialin descending order of military importance, for quality and quantity before payment is made. 4-13
  15. 15. Shore activities usually have a material After the purchased material has been turnedinspection section within the material division, over to you, the supply department presents aestablished to perform or coordinate such copy of the purchase document or the dealer’sinspections. When technical material is received, invoice stamped “Received, inspected, andthe material inspection section will often accepted.” This certification is then signed by therequest that a qualified representative from a department head and the document returned tousing department perform the quality inspection. the supply department.You will be called on frequently to perform thisservice. STOWAGE AND CUSTODY Most material received aboard ships comesfrom naval activities ashore that have already When repair parts and consumables are stowedperformed a quality inspection. You should in spaces other than supply spaces, the headinspect the item for any obvious deterioration or of the department having actual custody isbreakage that may have occurred since the responsible for the proper stowage, inventory,previous quality inspection. and use of the material. (Figure 4-4 illustrates Technical materials or materials ordered for the functions involved and the usual flowdirect turnover are inspected by the cognizant of responsibilities.) The supply officer hasdepartment head or authorized representative. technical custody and maintains stock recordsYou, as a senior petty officer, may be assigned and requisitions replenishment stock. The supplythis duty. Except in emergencies, when the officer also provides written instructions to thecommanding officer may waive minor defects, no custodian, who is usually a senior petty officer.purchased material should be accepted unless it A custodian is appointed by the responsibleconforms to the specifications included in the department head and designated in writing to thepurchase document. supply officer. Figure 4-4.-Flow of responsibility relating to materials stored in other than supply spaces. 4-14
  16. 16. Figure 4-5.-Afloat Locator/Inventory Record (NAVSUP Form 1075).Responsibilities of Custodians 2. All materials should be properly secured to avoid equipment damage or injury to The departmental custodian maintains Afloat personnel.Locator/Inventory Records (NAVSUP Forms 3. Items that are subject to spontaneous1075) on which receipts, expenditures, and combustion should be stowed in a cool,inventories are recorded (fig. 4-5). The custodian well-ventilated space, away from heat andis responsible for stowing and issuing the materials flammable material.and for collecting issue documents. Issues are 4. Bulk acids (except medical) should bemade using the NAVSUP Form 1250-1 or DD stowed in the acid locker in the custody ofForm 1348, as appropriate. The departmental the supply department; paint should becustodian is not required to maintain records other stowed in the paint locker.than the locator records; however, the custodianis responsible for promptly submitting the STOWAGE PRECAUTIONS. —Humidity,completed transaction documents to the supply sweating bulkheads, and leaky pipes can causedepartment for the update of applicable stock severe damage to material in stowage spaces.records. Dunnage, such as lumber, may be used under material to keep it from direct contact with theStowage Principles dampness of the deck. Bulkheads and pipes in stowage spaces should be inspected frequently for Specific written instructions from the supply sweating and leaks. Moisture caused by sweatingofficer provide guidance to departmental custodians can sometimes be eliminated by adequate ventila-in performing their duties; however, every senior tion. The use of a drying agent, such as bags ofpetty officer should know certain basic stowage silica gel, may be necessary to help absorbprinciples that involve safety, security, orderly moisture in stowage spaces.arrangement, and easy access. These principles are Some items stowed for long periods maydiscussed in the following paragraphs. require special care to preserve them. For example, tools and other items made of unprotected metal SAFETY. —Basic stowage safety principles should be protected from rust. Such items maymay be summarized as follows: be protected by a coat of grease, petroleum jelly, 1. Material should never be stowed or left in or a thin-film of preservative compound. These passageways or where it may block damage items may require several coatings during their control apparatus. stowage period. 4-15
  17. 17. HANDLING AND STOWAGE OF HAZARD- SECURITY. —Designated departmental supplyOUS MATERIALS. —A hazardous material is custodians are responsible for safeguarding theany substance or mixture of substances that could material under their control; therefore, securityresult in the injury or death of a person. These is always an important consideration. Storeroomssubstances are divided into toxic, irritating, must be kept locked when not in use. The numberflammable, pressurized, or sensitizing agents. The of people having direct access to a storeroomhazardous material could also result in damage should be kept to a minimum; otherwise, materialto equipment or personnel through corrosion, could disappear and the custodian would have nooxidation, pressurization, or heat-generation. record of its issuance. Control and responsibility As you were climbing the advancement ladder, should be clear-cut; that is, clear-cut decisions onyour major concern about safety was your own the following questions should be made andwell-being. As a senior petty officer, you should enforced within the responsible department:be concerned not only about your own safety butalso the safety of others. You should make sure 1. Who is primarily responsible for keepingall personnel observe the following general the keys to each storeroom?precautions when handling and stowing hazardous 2. To whom are the keys given when thematerials: custodian goes ashore? 3. Where may personnel on watch find the • Keep stowage compartments clean and dry. keys (or duplicate keys) if a storeroom has to be entered in case of emergency? • Provide adequate ventilation in the storage area. 4. Who else, if anyone, should have direct access to the storeroom? • Provide separate storage areas for materials that would become dangerous if PHYSICAL ARRANGEMENT. —The physical arrangement of storerooms depends on the mixed or combined. construction of the portions of the ship in which • Avoid stowing materials in direct sunlight if the sun rays could cause a harmful or the storerooms are located. Each stowage area presents particular problems and should be considered separately to ensure that the available an unstable effect to the material. stowage space is used to full capacity. • DO NOT allow unauthorized personnel in the stowage area. Material should be segregated into arrange- ments best suited for purposes of issue and inventory, with special attention to placement of • Make sure the precautionary label remains intact after each use or when transferring fast-moving items for convenience of issue. When repair parts are stowed in boxes, consideration the material to another container. should be given to the department’s planned maintenance program. In most cases, material • Inventory the containers quarterly. should not be stowed in stock number sequence, since national stock numbers assigned are • Inspect the containers for tightness of cover seal, corrosion, leakage, improper not necessarily related to item characteristics. For maximum stowage life, stowage should be or inadequate labeling, and shelf life planned so that the oldest material is issued expiration date. first. • NEVER allow open flames in the stowage or handling area. Small ships do not usually have suitable stowage space. Material has to be stowed in small spaces that are irregular in shape and size. • Monitor the stowage area for oxygen depletion or toxic gas buildup (this check Orderliness may have to be sacrificed to put materials in the spaces that best fit them. For must be accomplished by a gas-free example, bulky items may have to be stowed in engineer). inconvenient, out-of-the-way spaces because the size of hatches and passageways prevents their • ALWAYS use electrical equipment that is authorized for use in an explosive stowage with related items. However, do not overload the bins at the expense of safety and atmosphere. accessibility. 4-16
  18. 18. The custodian should develop an effective life or that are relatively valuable and easilylocator system so that specific items of stock may convertible to personal located without delay. Storeroom areas, units Excluded from the CEIL are those equipageof shelving, bins, or other easily identified and items adequately managed through other ship-defined sectors should be assigned numerical or board programs. The items managed as controlledalphabetical designators indicating the fore-and- equipage are categorized and listed as “signature-aft and athwartship location of sectors within the required items” and “non-signature-requiredstoreroom. The location of each item or box of items” in appendix 11 of NAVSUP parts should be recorded on the applicable Signature-required items require the signatureAfloat Locator/Inventory Record. of the responsible department head in the original Material needed in a hurry (even if not custody records maintained by the supply depart-needed frequently) should always be immediately ment. These items also require the signature ofaccessible. In actual emergencies, accessibility of the actual custodian in the department head’svital material has enabled a ship to regain full duplicate custody records. Signature-requiredcapability almost immediately. Common items items annotated with the # symbol in appendixthat are frequently used should be kept near at 11 of NAVSUP P-485 also require that the serialhand. The once-a-month item, usually not needed number of each unit be listed in the original andin a hurry, should not clutter up bins near the door duplicate custody records.of a stowage space. Sufficient passageways should be provided in Items Designated by the Commandingstowage areas so that even the most infrequently Officer or Type Commanderused items can be removed with little or noshifting of other material. Stowage spaces should When commanding officers or type com-be kept orderly, clean, and in good condition. manders do not consider the CEIL in appendix You should consult the supply officer if special 11 to be sufficiently inclusive, they may designatestowage problems arise aboard your ship. additional items as controlled equipage (either as signature-required or non-signature-required).CONTROLLED EQUIPAGE They may also change non-signature-required items listed in appendix 11 to signature-required Controlled equipage are specific items that items when additional control is necessary.require special management control because their A list of items designated and changed by ause is essential for the protection of life; for commanding officer is prepared by the supplyexample, lifeboats, first-aid boxes, firearms, officer and approved by the commanding officer.binoculars, or items that are pilferable and The original of the list is retained by the supplyeasily converted to personal use. officer, and a copy is provided to each depart- A list of items designated as controlled ment head concerned. When items are designatedequipage is contained in various supply procedural by the type commander, the supply officer retainspublications. Items designated as controlled a copy of the type commander’s directive and pro-equipage are carried on board in allowance vides a copy to each department head concerned.quantity only. They are generally under thecustodial responsibility of the department head. Department Head Records When you are a work center supervisor,controlled equipage may be subcustodied by Your department’s basic custody record foryour department head to you. You will then be controlled equipage is the duplicate of theresponsible for maintaining that piece of NAVSUP Form 306 furnished by the supplyequipage, accounting for it, and inventorying it officer. Receipts, expenditures, and inventoriesas necessary. are posted to the duplicate records as they occur. The supply officer and the custodial departmentDesignation of Items to be head are jointly responsible for ensuring that theManaged as Controlled Equipage original and duplicate custody records are in agreement. A comparison of the original and The Controlled Equipage Item List (CEIL) is duplicate copies is required incident to inventories;an item listing that fleet commanders developed however, a comparison of the original andjointly for special inventory control; that is, a list duplicate of an individual record should be madeof items that are essential for the protection of each time a receipt or expenditure entry is posted. 4-17
  19. 19. RECORDS OF EXPENDING AND improve the Navy’s physical security program andRECOVERING ACCOUNTABLE to provide a method for entering serializedMATERIAL material into a computer. The M-L-S-R program also establishes an official interface with the FBI’s Accounting for the expending and recovering National Crime Information Center (NCIC).of supply materials is an important supply Further guidance, including a detailed list of itemsfunction. Two areas of expenditures, issue and to be reported and how to report these items, istransfer, have already been covered in this contained in Reporting of Missing, Lost, Stolen,chapter. We will now discuss the turn-in of or Recovered (M-L-S-R) Government Property,items; the precious-metal recovery program; the SECNAVINST 5500.4E.missing, lost, stolen, or recovered governmentproperty program; and material survey. SURVEY PROCEDURESTurn-In Items When circumstances warrant, such as when criminal action or gross negligence is indicated, Material in excess of allowance or department the commanding officer’s designated represent-needs should be returned promptly to the supply ative may appoint a surveying officer or a surveydepartment. You should make every attempt to board. Persons who are accountable or respon-return material in a ready-for-issue condition. If sible for the material being surveyed should notthe preservation has been destroyed or is marginal, be appointed as surveying should be accomplished before Research action is not required when, in theturn-in. Material returned to the supply depart- opinion of the commanding officer or designatedment is documented on a NAVSUP Form 1250-1 representative, negligence is not indicated in the(for manual afloat activities) or a DD Form 1348-1 loss, damage, or destruction of government(for automated afloat and ashore activities). property. It is not required if, for reasons known to the commanding officer, negligence orPrecious-Metals Recovery responsibility cannot be determined. It is also not required if research under those conditions Many times in your day-to-day work, you will would be an unnecessary administrative working with equipment that contains precious Research action is not usually required when ametals. This is especially true in the Dental person accepts responsibility for the loss, damage,Technician, Hospital Corpsman, Photographer’s or destruction of government property andMate, electronic and electrical, and some volunteers to reimburse the government. At theengineering ratings. Precious metals and metal- discretion of the commanding officer or thebearing scraps should be separated by generic designated representative, investigative reportscategory; for example, gold, silver, and platinum. required by other appropriate DOD componentThey should then be turned in to the nearest DOD regulations may be used in lieu of the researchproperty disposal facility. Further guidance on the under the following circumstances:reuse of precious metals and the recovery ofprecious metals can be found in Recovery andUtilization of Precious Metals, NAVSUPINST • No death or injury is involved.4570.23. • exists. Items are determinedthe government No possible claim against to be scrap byMissing, Lost, Stolen, or Recovered an inventory manager.Government Property Program The Department of the Navy has long •unaccountedisforcannibalized ordepartment. Material in the repair otherwiserecognized the importance of maintainingstatistics on where, when, and how governmentproperty was lost, stolen, or found missing and •repair department is cannibalizedtoinhave Residue of material considered thehow it was recovered. scrap value only. To provide a medium for recording thisinformation, the government began the Missing, • aSamples of petroleum products aretesting. laboratory for examination and sent toLost, Stolen or Recovered (M-L-S-R) Program in1973. The ultimate goal of this program is to These samples are not normally returned. 4-18
  20. 20. •beMedical material has beenofdeterminedand defective by the Bureau Medicine to whether in use or in storage. Such command responsibility requires a thorough observation Surgery. of the activities of subordinate units. It also requires the enforcement of security, safety, •that the value of thediscrepancies (provided Material quantity loss or shortage is less and accounting requirements by appropriate administrative or disciplinary measures. than $50 per line item and it does not involve sensitive items) transferred to As the supervisor, you are responsible for the disposal are discovered. loss, damage, or destruction of material by subordinates under your supervision when the • action. is lost in transit because of enemy Material action or lack of action can be directly connected to the loss, damage, or destruction of government property. The criteria for performing further researchon unresolved discrepancies are as follows: You are also responsible for supply stocks that are stored and used within your division spaces. •precious metals when any discrepancy Further research is required on drugs or Government property may not be converted to personal use without specific permission or occurs, regardless of dollar value. proper authority. •value.items are classified, regardless of dollar All Report of Survey •pilferable items is reported. concerning Discrepancy of $500 or more As a CPO, you may encounter a time when you will need to expend accountable material from your records because of loss, destruction, or •orAn indicationexistssuspicionany fraud, theft, negligence or about of discrepancy. absorption. In most cases you will be required to initiate a Report of Survey (DD Form 200) to document the expenditure. The Report of Survey • tion, including concerns arms and ammuni- A discrepancy all personal arms, whether is an official report explaining the situation. Depending upon the circumstances, it may also or not pecuniary liability is admitted. provide the results of an investigation into the matter (figs. 4-6A and 4-6B). • adjustmentlosses andor exceedsvalue of the Repetitive equals the dollar projected NAVSUP P-485 (paragraphs 5125-5128) costs of the report of investigation. provides specific guidance concerning the prepara- tion and responsibility for the submission of the •allowance. losses exceed the stated Bulk petroleum Report of Survey. Your responsibility as a CPO is to document losses or destruction in your work center as follows: •including items that have been invoiced Items are mandatory turn-in repairable, 1. Inform your chain of command immediately. and shipped but not received. 2. Begin researching the cause and circum- stances leading to the situation. • Discrepancies are over $50,000 (all items). 3. Try to reconstruct the situation to deter- mine whether further investigation is •accountableresearch is requested by the Further officer. necessary. 4. Initiate a Report of Survey (DD Form 200) to document loss or destruction of govern- ment property.Responsibility for Survey Remember, if you are the custodian of loss The commanding officer of a ship or unit has or destroyed material, you are responsible andcommand responsibility for the security of all accountable. Make sure all your research isU.S. government property within the command, thorough. 4-19
  21. 21. Figure 4-6A.-Report of Survey, DD Form 200 (Front). 4-20
  22. 22. Figure 4-6B.-Report of Survey, DD Form 200 (Reverse). 4-21
  23. 23. Distribution of the Report of After the above procedures have beenSurvey Form After Final Action accomplished, the following additional actions are required: The original report with all attachments isretained at the activity if copies are not required 1. Shortages and unserviceable items dis-by higher authority. covered incident to inventory are promptly A duplicate is returned to the appropriate officer to replace the quadruplicate copy, 2. Inventory adjustments are posted to thewhich may then be destroyed if not required by custody card.higher authority. 3. Issue requests are prepared and submitted The triplicate copy is destroyed if pecuniary to the supply officer for procurement ofliability is not assessed. If pecuniary liability is any replacement items required.assessed, send a copy to the disbursing officer. 4. A report of inventory completion is sub- mitted to the commanding officer.INVENTORIES Upon completion of a controlled equipage inventory, each department head submits a letter Inventories should be conducted at regular report to the commanding officer, with a copyintervals, following prescribed procedures. to the supply officer. When controlled equipage is inventoried incident to a change of department head, the letter report is signed by both theControlled Equipage Inventory relieved and relieving department heads. Letter reports should include a list of excess controlled All items of controlled equipage are inventoried equipage items. This list should include justifica-on an annual basis during the period 15 February tion or authority for any excess items you wantto 15 March. to retain. Letter reports should include At least 1 month before 15 February, the 1. completion of the controlled equipagesupply officer prepares an official notice advising inventory,all department heads of procedural details to be 2. submission of shortages and unserviceablefollowed when conducting their annual inventories items,of controlled equipage. The notice is signed by 3. replenishment of shortages and unservice-the commanding officer or by an officer with able items, anddelegated authority. 4. justification or authority for any excess Heads of departments are responsible for items to be retained.conducting the inventory of items for which theyhave custody. The file of duplicate NAVSUP Other InventoriesForms 306, as well as subcustody records, can beused as a basis for conducting and recording Physical inventories of stores in the technicalphysical inventories of controlled equipage. custody of the supply department but in the All items are sighted and inspected for service- physical custody of other departments are takenability by the officer conducting the inventory. at the end of each quarter or when prescribed byBinoculars, small arms, and other equipment the supply officer. The inventory is checkedidentified by serial numbers are checked by those against the stock record cards, signed by thenumbers during the inventory. As each item is custodian department head, and submitted to theinventoried, the inventorying officer enters the supply officer. The following are examples of howdate and quantity and signs the reverse side of the you should prepare the space for inventory:department copy of the custody card. As the inventory progresses or immediately 1. Ensure the stowage is orderly and followsafter completion, the inventory record is a prearranged stowage plan.transcribed to the original card held by the 2. Ensure unopened boxes and other containerssupply officer. When the inventoried quantity of are stowed with labels and other identifyingan item differs from the verified custody record information facing outward.balance, a recount or an investigative research or 3. Ensure loose items are repackaged inboth is required. standard bulk lots when practical. 4-22
  24. 24. 4. Ensure all stock is labeled or otherwise ILO process begins months before the shipyard clearly identified. period and continues at a reduced level until the next ILO. Shortages identified by the inventory are The Ship Equipment Configuration Accountingcovered by receipted issue documents. The supply System (SECAS) validation is one of the first stepsofficer charges shortages against the budget of the in an ILO. This validation is performed bydepartment concerned. TYCOM personnel. The TYCOM personnel board your ship and site-validate all electronic andSelected Item Management ordnance material and certain hull, mechanical,(SIM)/Non-SIM Procedures and electrical equipment (HM&E). Personnel assignments to the ILO generally Analysis of shipboard usage data has shown include people from several different technicalthat a small percentage of the total number of ratings, as well as Storekeepers. Each person hasrepair parts is in frequent demand. However, a specific assignment related to the configurationall items require the same degree of management analysis within his or her area of specialty. Theattention: annual inventory, stock record review, team should work together to ensure that theand updating. Under the SIM concept, only those “integrated” portion of ILO brings all partsitems designated SIM receive this attention on a together as a whole. The assignment of people toregular basis; non-SIM items are inventoried, the ILO team is a critical factor in the finalreviewed, and updated only when transactions outcome. You should assign the most conscientiousoccur. A stock item is designated SIM after it has people from the work center to the ILO team.had two demands (regardless of quantity issued) Several of the major evolutions involved in anwithin a 6-month period; it loses that designation ILO are outlined below:when no demands have been recorded for 6months consecutively. Develop a plan of action and milestones You should remember that the designation of (POA&M).a stock item as either SIM or non-SIM is notpermanent. When a non-SIM item experiences its Train all personnel involved in the ILOsecond demand within 6 months, it should be process.redesignated as SIM. An item maybe designatedas SIM if it has a predictable demand of two or Off-load all repair parts, technicalmore based on expected seasonal or deployed manuals, and PMS documentation at theusage. ILO site. SIM items are inventoried at 6-month intervals.The inventory should be completed and posted Compare the SECAS validation to thewithin 2 weeks after it is started. The inventory current COSAL and inventory and catalogshould be conducted before deployment. repair parts at the same time.INTEGRATED LOGISTICS Analyze the applicability of repair parts,OVERHAUL (ILO) technical manuals, and PMS to update the configuration. The ILO improves readiness by providing aship with logistics support that accurately reflects Coordinate the reorder of repair parts,the ship’s true equipment and operating needs. technical manuals, and PMS programs.The term logistics support refers to the repairparts, Planned Maintenance System (PMS), On-load updated products.technical manuals, and personnel trainingnecessary to operate and sustain the ship. As you Follow-up adjust. and validate the entirecan see, an ILO includes much more than just ILO process This step continues duringrepair parts and involves more than just supply the entire operating cycle.functions. An ILO is a shipboard evolution thatinvolves every department and is important for The result of an ILO will never be perfect, buta ship’s overhaul. A properly executed ILO can this process does eliminate most of the supportgreatly benefit the future operations of the ship, problems encountered during the previousbut a poorly executed ILO can be disastrous. The operating cycle. Because an ILO is a self-help 4-23