ED 106 511 CE 003 678 Storekeeper 1 and C: Rate Training ... · DOCUMENT RESUME. CE 003 678. Storekeeper 1 and C: Rate Training Manual. Revised. Naval Education and Training Command,

ED 106 511

TITLE

INSTITUTION

REPORT NO.PUB DATE.NOTEAVAILABLE FROM

DOCUMENT RESUME

CE 003 678

Storekeeper 1 and C: Rate Training Manual.Revised.Naval Education and Training Command, Pensacola,Fla.NAVEDTRA-10270-F74250p.Superintendent of Documents, U. S. GovernmentPrinting Office, Washington, D. C. 20402 (StockNumber 0502-LP-051-3510)

EDRS PRICE MF-80.76 HC-812.05 PLUS POSTAGEDESCRIPTORS Course Content; Employment Qualifications; Facility

Inventory; *Instructional Materials; Job Skills;*Manuals; Military Personnel; Military Service;*Military Training; Occupational Information;Promotion (Occupational); *Property Accounting; SkillDevelopment; Storage; *Supplies

IDENTIFIERS Chief Storekeeper; Navy; Storekeeper First Class

ABSTRACTThe training manual is designed to help the trainees=

meet the occupational qualifications for performance of duties andfor advancement to Storekeeper First Class (SKI) and ChiefStorekeeper (SEC). Chapter one provides introductory information(requirements for advancement, sources of information, billets,customer relations, and rewards and responsibilities) that will helpthe trainee in working for advancement. Chapters 2 through 11 dealwith: administrative duties; Navy supply system; inventorymanagement; procurement, receipts and expenditures; shippiEg; afloatfunding and accounting; afloat reports; stowage afloat and ashore;automated supply procedures; and supply problems which are notroutine in nature. A six-page subject index is appended.(Author/BP)

'yr

U S. DE PARTMENTOF HEALTH.EDUCATIDNA WELFARENATIONAL INSTITUTE OF

EDUCATIONTHIS DOCUMENT HAS SEEN REPRODUCED EXACTLY AS RECEIVED FROMTHE PERSON OR ORGANIZATIONORIGINATING IT POINTS OF VIEW OR OPINIONSSTATED DO NOT NECESSARILY REPRESENT OFFICIAL NATIONAL INSTITUTE OFEDUCATION POSITION OR POLICY.

STOREKEEPER 1 & C

NAVAL EDUCATION AND TRAINING COMMAND

NAVEDTRA 10270 FRATE TRAINING MANUO_

PREFACE

This rate training manual was prepared by the Naval Education andTraining Program Development Center, Pensacola, Florida, for the Chief ofNaval Education and Training. Technical assistance was furnished by theService School Command, Naval Training Center, San Diego, California andvarious offices of the Naval Supply Systems Command.

Stock Ordering No.0502-0-051-3510

Rev ,ed 1974

Published by

NAVAL EDUCATION AND TRAINING COMMAND

UNITED STATESGOVERNMENT PRINTING OFFICE

WASHINGTON, D.C.: 1974

an

THE UNITED STATES NAVY

GUARDIAN OF OUR COUNTRYThe United States Navy is responsible for maintaining control of the seaand is a ready force on watch at home and overseas, capable of strongaction to preserve the peace or of instant offensive action to win in war.

It is upon the maintenance of this control that our country's gloriousfuture depends; the United States Navy exists to make it so.

WE SERVE WITH HONOR

Tradition, valor, and victory are the Navy's heritage from the past. Tothese may be added dedication, discipline, and vigilance as the watchwordsof the present and the future.

At home or on distant stations we serve with pride,confident in the respectof our country, our shipmates, and our families.

Our responsibilities sober us: our adversities strengthen us.

Service to God and Country is our special privilege. We serve with honor.

THE FUTURE OF THE NAVY

The Navy will always employ new weapons, new techniques, andgreater power to protect and defend the United States on the sea, underthe sea, and in the air.

Now and in the future, control of the sea gives the United States her'greatest advantage for the maintenance of peace and for victory in war.

Mobility, surprise, dispersal, and offensive power are the keynotes ofthe new Navy. The roots of the Navy lie in a strong belief in thefuture, in continued dedication to our tasks, and in reflection on ourheritage from the past.

Never have our opportunities and our responsibilities been greater.

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CONTENTS

CHAPTER Page

1. Storekeeper Advancements1

2. Administrative Duties 7

3. Navy Supply Sy..iem 19

4. Inventory Management 38

5. Procurement, Receipts, and Expenditures 57

6. Shipping 106

7. Afloat Funding and Accounting 125

8. Afloat Reports 141

9. Stowage Afloat and Ashore 168

10. Automated Supply Procedures 194

11. It Could Happen To You 232

INDEX 239

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5

Since completion of this revision, Federal Stock Numbers have beenconverted to National Stock Numbeis. The only difference between theFSN and NSN is the addition of two numerical digits between the FSCand the National Item Identification Number(NIIN)to indicate the countryof origin. The NSN is written as shown in the following example:

1H4980-0(-281-2915

VALIDATION OF EQUIPMENT

The Ship Equipment Configuration Accounting System (SECAS) replacesthe Ship Electronic Installation Record (NAVSHIPS 4110) and the Prelimi-nary Equipment Component Index (PECI). SECAS is a program whichidentifies shipboard equipment/components, precisely locates the identi-fied items, records all associated data, verifies accomplishment ofspecific engineering changeS, and provides this data to engineering,supply support, and operational managers. Presently, SECAS validatesonly electronic equipment- SECAS validation of HULL, Mechanical, andElectrical (HM&E) will commence in FY 1975.

iv

CHAPTER 1

STOREKEEPER ADVANCEMENTS

This training manual is designed to help youmeet the occupational qualifications for per-formance of your duties and for advancement toStorekeeper First Class and Chief Storekeeper.Chapters 2 through 11 deal with the subjectmatter of the Storekeeper rating. The presentchapter provides introductory information thatwill help you in working for advancement. It isstrongly recommended that you study thischapter carefully before beginning intensivestudy of the remainder of the manual.

SCOPE OF THIS MANUAL

Before studying any book, it is a good idea toknow the purpose and scope of the book. Hereare some things you should know about thistraining manual:

Its purpose is to provide you with informa-tion on the occupational qualifications for ad-vancement to Storekeeper First Class and ChiefStorekeeper.

The Nonresident Career Course (or locallyprepared examination) based on this manualmust be satisfactorily completed before you canbe advanced to SK 1, whether you are in theRegular Navy or the Naval Reserve.

This manual is designed to give you onlyinformation on the Storekeeper requirementsfor advancement to SK 1 and SKC. MilitaryRequirements for Petty Officer 1 & C, NAV-EDTRA 10057-C contains information pertainingto the military requirements for advancement.

This training manual includes informationthat is related to both the knowledge factors andthe practical factors of the qualifications foradvancement to SK 1 and SKC. However, notraining manual can take the place of actualon-the-job experience for developing skill in thepractical factors. The training manual can helpyou understand some of the why and where-fores, but you must combine knowledge with

1

practical experience before you can develop therequired skills. The Record of Practical Factors,NAVEDTRA 1414/1, should be utilized in conjunc-tion with this training manual whenever possible.

Information can be organized and pre-sented in many different ways. You may find ithelpful to get an overall view of the organizationof this training manual before you start to studyit.

This manual is designed for the specificpurpose of helping you prepare for advance-ment. It IS NOT a regulatory publication andshould not be used as a reference in your day today work assignments.

REQUIREMENTS FOR ADVANCEMENT

At this point in your career you should befamiliar with the requirements an individualmust meet in order to compete in the navy-wideexamination (time in grade, recommendation byyour commanding officer, etc.). You also shouldknow that advancement is not an automaticoccurrence.

FINAL MULTIPLE

As indicated above, meeting requirements foradvancement simply makes yo.0 eligible to parti-cipate- in the navy-wide examination for yourrating and rate level. You must pass thatexamination to become eligible for advance-ment.

The number of men in each rating and rate iscontrolled; that is there are only a certainnumber of SK 1 or SKC billets available; there-fore, advancements are limited by the number ofvacancies that exist. When the number of menpassing the examination exceeds the number ofvacancies, some system must be used to deter-mine which men are advanced and which arenot. The system used is the "final multiple" andis a combination of three types of advancementsystems:

STOREKEEPER 1 & C

Merit Rating SystemPersonnel Testing SystemLongevity, or Seniority System.

The Navy's system provides credit for perform-ance, knowledge, and seniority, and while itcannot guarantee that any one person will beadvanced, it does guarantee that all men within aparticular rating wiil have equal advancementopportunity.

A change in promotion policy, starting withthe August 1974 examinations, changed thePassed-But-Not-Advanced (PNA) Factor to theHigh Quality Bonus Point (HQP) factor. Underthis policy, a man that passed the examination,but was not advanced can gain points towardpromotion in his next attempt. Up to threemultiple points can be gained in a single pro-motion period. The points can then be accumu-lated over six promotion periods up to a maxi-mum of 15. The addition of the HQP factor,with its 15-point maximum, raises the numberof points possible on an examination multiplefrom 185 to 200. This gives the examineeadded incentive to keep trying for promotion inspite of repeated failure to gain a stripe be-cause of quota limitations.

The following factors are considered in com-puting the final multiple.

FACTOR

EXAMINATIONPERFORMANCELeadershipAll Other

EXPERIENCEAwards & MedalsTotal' Active Service(I per yr)

Time in PresentGrade (2 per yr)

HQP (maximum 3 perexam cycle)

All of the above information (except theexamination score and the HQP factor) is sub-mitted with your examination answer sheet.After grading, the examination scores, forthose passing, and Cie HQP points (additionalpoints awarded to those who previously passedthe examination but were not advanced) areadded to the other factors to arrive at the finalmultiple. A precedence list, which is passed on

2

final multiples, is then prepared for each paygrade within each rating. Advancement authori-zations are then issued, beginning at the top ofthe list, for the number of men needed to fillthe existing vacancies.

KEEPING CURRENT ONADVANCEMENT

Remember that the requirements for advance-ment are subject to change from time to time.Check with your division officer or with yourtraining officer to be sure you have the mostrecent requirements when you are preparing foradvancement and when you are helping lowerrated men to prepare for advancement.

SOURCES OF INFORMATION

In order to adequately prepare for advance-ment you need a thorough knowledge of thereferences to consult for detailed, authoritative,up-to-date information on all subjects related tothe military and occupational qualifications forthe Storekeeper rating.

Most publications you will use while prepar-ing for advancement, as well as those you use inthe normal course of your duties are subject toperiodic change or revision. Some changes aremade at regulai intervals; for example, changesto NAVSUP P-485 are made almost monthly.Other changes are made as the need arises. Whenusing any publication that is kept current bymeans of changes, be sure you have a copy inwhich all changes have been entered.

MANUAL OF QUALIFICATIONSFOR ADVANCEMENT

The Manual of Qualifications for Advance-ment, NAVPERS 18068C (QUALS manual)gives the MINIMUM military and occupationalrequirements that must be met for advancementto each rate within each rating. Changes aremade to the QUALS manual as often as neces-sary to meet current requirements within arating.

Referring to figure 1-1 you will notice thatthe qualifications are broken down by both jobdescripti:m (a section on Appropriations,Allotments, and Functional Accounts, a sectionon Material Identification and Procurement,etc.). and then by practical factors (a task that

Chapter 1STOREKEEPER ADVANCEMENTS

QUALIFICATIONS FOR ADVANCEMENT

B. APPROPRIATIONS, ALLOTMENTS, AND FUNCTIONAL ACCOUNTS -Continued

2. 00 Knowledge Factors

. 01 Title and symbols of frequently used appropriations

Required forAdvancement to

Si(

and funds E-4.02 Types of appropriations and funds and differences

between uses and purposes of each E-4.03 Symbol numbers of frequently used stores accounts

and end-use functional accounts E-4.04 Sources of Navy appropriations and their relationship

to supply accounting and reporting E-4.40 Regulations pertaining to obligations, restrictions,

and responsibilities E-5.41 Minimum records required for operating-target

amounts and departmental budgets, afloat E-5.59 Method of constructing and interpreting fenctional

accounts:a. Afloat E-5b. Ashore E-6

.80 Regulations pertaining to appropriations, allotments,and departmental budgets E-7

C. MATERIAL IDENTIFICATION AND PROCUREMENT

*1. 00 Practical Factors

. 01 Maintain requisition logs and files E-4

.02 Prepare appropriate documents to procure generalstores, equipage, repair parts, and subsistence items. . . E-4

.03 Identify symbols and markings used on bar metal,gas cylinders, fuel drums, and acid carboys E-4

. 04 Identify and classify general stores, equipage, andrepair parts E-4

. 06 Determine and apply appropriate material require-ments priority numbers E-4

. 06 Translate information punched into IBM cards E-4.40 Determine routine requirements for general stores,

equipage, repair parts, and subsistence items E-5.41 Use allowance lists in determination of requirements

and in procurement . . . . . E-5.42 Procure, from approved sources using approved

methods, required general stores and technical stores . . E-5.60 Check and approve routine stock requirements submitted

prior to final preparation of requisitions; and checkand approve prepared stock requisitions prior totheir formal submission E-6

Denotes change

Figure 1-1.Sample page from Manual of Qualifications for Advancement.

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5-71June 1971

91.576(SIO

STOREKEEPER 1 & C'

must actually be performed) and knowledgefactors (background information, such as knowl-edge of procedures, regulations, or technicalmatters, required to perform a task or group oftasks) for qualifications within that job. Thesepractical and knowledge factors, in their entire-ty, are identical to the Record of PracticalFactors, NAVEDTRA 1414/1 (formerly NAVPERS1414/1) that must be satisfactorily completedfor each rate level before you can participate inthe Navywide examination for advancement.

You will also notice in figure 1-1, that eachQUAL is assigned a rate level. When preparingfor advancement you should remember that youare responsible not only for those QUALSassigned to the rate level you are preparing for,but also for all QUALS assigned to lower ratelevels.

BIBIJOGRAPHY FORADVANCEMENT STUDY

The Bibliography for Advancement Study,NAVEDTRA 10052, lists by rate all the publica-tions that are available for your use whenstudying for advancement. Some of the publica-tions shown in the bibliography are mandatoryand either the publication or the NonresidentCareer course for the publication must besatisfactorily .completed before you can beadvanced. For example, this training manual islisted in the bibliography as mandatory andmust be completed prior to being advanced toSK 1.

Like the QUALS manual described earlier, thebibliography gives the rate level for each publica-tion or section of publication listed. You can betested on the information provided in anypublication for the rate level you are preparingfor and all lower rate levels.

Both the Bibliography for AdvancementStudy and the Manual of Qualifications forAdvancement are normally available for youruse in the personnel office or training office ofyour command.

RATE TRAININGMANUALS

Rate training manuals are written to helptrainees prepare for the performance of theirduties and for advancement.

Some are general in nature and are intendedfor use by more than one rating; others (such asthis one) are specific to the particular rating.

Rate training manuals are revised from timeto time to bring them up-to-date. The revision ofa manual is identified by a letter following theNAVEDTRA number. You can tell whether amanual is the latest edition by checking theNAVEDTRA number and the letter following thenumber in the most recent edition of the List ofTraining Manuals and Correspondence Courses,NAVEDTRA 10061 (series).

Non-Resident Career Courses are available forrate training manuals and should be utilizedwhenever possible to help you get a thoroughunderstanding of the material presented in therate training manual.

When preparing for advancement to SK 1 orSKC, you should at least review the materialpresented in the Storekeeper 3&2 rate trainingmanual. Much of the information presented inthis manual is based on the assumption that youare familiar with the material in the Storekeeper3 &2 manual.

BILLETS

Upon advancement to Storekeeper First Classor Chief Storekeeper, you should expect assign-ments of greater.responsibility. On large ships orat shore stations, you will probably be in chargeof one large area of the supply department, suchas the storerooms or the stores office. Onsmaller ships such as DD or DE types you maybe assigned as the leading Storekeeper in chargeof the entire storekeeping function on your ship.On still smaller ships and stations you may beassigned to a unit that doesn't have a SupplyCorps officer attached. In this case you wouldbe responsible to a line officer for all supplyfunctions.

The important thing to remember is that nomatter what the billet, or where the billet islocated you will be the person expected toprovide the answers to most questions andproblems that arise in the day to day operationof the stores function of your supply depart-ment.

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Chapter 1STOREKEEPER ADVANCEMENTS

CUSTOMER RELATIONS

Everyone realizes the need for improvedcustomer relations. YOU EXPECT to be treatedwith courtesy when you ask a question at thedisbursing office, and be given good servicewhen you go to the ship's store. The same thingholds true for the man who comes to the storesoffice or your storeroom to draw a part or getsome information on a parts problem.

Improved customer relations can only berealized through a conscientious effort on yourpart to understand the problems others mayhave when they come to you for help. Remem-ber, what is a simple, routine matter to you maynot be nearly that simple for your customer.

The following practices should be of help inimproving the customer relations in your divi-sion:

Give each and every customer your com-plete and courteous attention.

Be alert! Try to remember the names ofyour customers and greet them by name. If youdon't recall or don't know a man's name, askhim. No ore likes to be referred to as "Thatguy" or "What's-his-name"

Establish eye contact when greeting eachcustomer, acknowledging that you are ready toreceive his transaction.

Speak on the customer's level; avoid tech-nical supply terms that he may not understand.

NEVER argue with the customerrefer hiscomplaint to your leading petty officer ordivision officer if you can't resolve the problem.

Excuse yourself for all interruptions divert-ng your attention from the customer.

Treat each customer's request as an oppor-tunity to provide service and not as an imposi-tion.

Additional information on customer relations iscontained in The Navy Customer Service Man-ual, NAVEDTRA 10119 and should be utilizes. aspart of your division training program.

5

REWARDS AND RESPONSIBILITIES

Advancement brings both increased rewardsand increased responsibilities.

You are probably well aware of many of theadvantages of advancementhigher pay, greaterprestige,.more interesting and challenging work,and the satisfaction of getting ahead in yourchosen career. You have probably also discov-ered the personal satisfaction found in develop-ing your skills and increasing your knowledge.

Highly trained personnel are essential to thefunction;,.g of the Navy. In large measure, theextent of your contribution to the Navy de-pends upon your willingness and ability toaccept increasing responsibilities as you advancein rate. When you assumed the duties of an SK3,you began to accept a certain amount ofresponsibility for the work of others. With eachadvancement, you accept an increasing responsi-bility in military matters and in matters relatedto the occupational requirements of the Store-keeper rating.

You will find that your responsibilities formilitary leadership are about the same as thoseof petty officers in other ratings, since everypetty officer is a military person as well as aspecialist. Your responsibilities for technicalleadership are special to your rating and aredirectly related to the nature of your work.Managing and staffing of the supply office is ofvital importance, and it's a teamwork job itrequires a special kind of leadership ability thatcan only be developed by personnel who have ahigh degree of technical competence and a deepsense of personal responsibility.

Responsibilities for administration, super-vision, and training are discussed in chapter 2 ofthis training manual. Let's now consider some ofthe broader aspects of your increasing responsi-bilities for military and technical leadership.

Your responsibilities will extend bothupward and downward. Both officers and en-listed personnel will expect you to translategeneral orders into detailed, practical on-the-joblanguage that can be understood and followedeven by relatively inexperienced personnel. Indealing with your juniors, it is up to you to seethat they perform their work properly. At thesame time, you must be able to explain to

STOREKEEPER I & C

officers any important needs or problems ofyour men.

You will have regular and continuingresponsibilities for training. Even if you arclucky enough to have a highly skilled and welltrained force, you will still find that training isnecessary. You will always be res:onsible fortraining lower rated men for advancement. Also,some of your best workers may be transferred,and inexperienced or poorly trained personnelmay be assigned to you. Or a particular job maycall for skills that none of your personnel have.These and similar problems require you to be atraining specialist who can conduct formal andinformal training programs to qualify personnelfor advancement and who can train individualsand groups in the effective execution of assignedtasks.

You will have increasing responsibilities forworking with others. Your plans and decisionswill affect a large number of people, many ofwhom are not in the same office and not even inthe same department. Therefore, you mustunderstand the duties and responsibilities ofpersonnel in other ratings. Every petty officer inthe Navy is a technical specialist in his own field.Learn as much as you can about the work ofother ratings, and plan your own work so that itwill fit in with the overall mission of theorganization.

As_your responsibilities increase, yourability to communicate clearly and effectivelymust also increase. Use correct language inspeaking and in writing. Remember that thebasic purpose of all communication is under-standing To lead, supervise, and train others,you must be able to speak and write in such a

6

12

way that others can understand exactly whatyou mean. When a situation calls for the use ofstandard Navy terminology, use it.

Still another requirement of effective com-munication is precision in the use of technicalterms. A command of the technical language ofthe Storekeeper rating will enable you to receiveand convey information accurately and to ex-change ideas with others. A person who does notunderstand the precise meaning of terms used inconnection with the work of his own rati,,47, is ata disadvantage when he tries to read officialpublications relating to his work. He is also at agreat disadvantage when he tries to take thewritten examinations for advancement. Al-though it is always important for you to usetechnical terms correctly, it is particularly im-portant when you arc dealing with lower ratedmen; sloppiness in the use of technical terms islikely to be very confusing to an inexperiencedman.

You will have increased responsibilities forkeeping up with new developments. Practicallyeverything in the Navypolicies, procedures,equipment, publications, systemsis subject tochange and development. As an SK 1, and evenmore as an SKC, you must keep yourselfinformed about all changes and new develop-ments that might affect your rating or yourwork.

Some changes will be called directly to yourattention, but others you will have to look for.Try to develop a special kind of alertness fornew information. Keep K to date on allavailable sources of technical information. And,above all, keep an open mind on the subject ofsupply.

CHAPTER 2

ADMINISTRATIVE DUTIES

As you advance in rate you will be expectedto assume more of the administrative duties inyour supply department. These may be confinedto the stores division while you are a Store-keeper Second or Storekeeper First but couldexpand to include the entire supply departmentwhen you reach Chief Storekeeper.

The job of the senior petty officer is not bestexpressed as "taking over." Rather, it requiresfurther education and effort on your part toacquire a more complete understanding of thefunctions of the supply department. Moreknowledge about the Storekeeper rating, and theability to organize and plan work flow andpersonnel assignments is required so that thesupp.y department is able to fulfill its mission ofservice to the ship.

This chapter discusses administrative dutiesthat are normally assigned to an SKI or SKC. Itcannot, nor does it try to, present a "pat"answer to every problem that may arise. Instead,by emphasizing principles rather than proce-dures, you will be able to analyze the jobs youmust accomplish and make an equitable distribu-tion of work. As a competent supervisor, yourjob will also include efficient use of spaceavailable, effective personnel management in theassignment of jobs and conducting training.

This chapter will help you find the answers tosuch questions as:

1. What will my administrative duties be?2. How do I effectively assign jobs to men

working for me?3. What methods of training are available for

use in my supply department?4. What can I expect during an Annual Supply

Inspection?

PUBLICATIONS

There are basically two types of publica-tionsregulatory and procedural. Regulatory

137

publications, such as U.S. Navy Regulations andNavy Department General Orders, are applicableto all persons in the Navy and lay down broad,general rules that specify what must be done andwhat can or cannot be done. Procedural publica-tions contain information pertaining to specificsituations and the method of handling them,guidelines to be followed, and information thatis necessary to perform your duties properly.

The number of publications required in youroffice is determined by several factors. First,certain publications designated by NAVSUP aredistributed automatically with the quantity andrange of publications determined by whether ornot the ship has a Supply Corps officerassigned. The second factor is the size of theship. A small ship may conduct all supplyfunctions in one office, under the direct super-vision of the supply officer and will need onlyone set of publications. Larger ships may haveseparate offices, each under the supervision ofan assistant supply officer which are responsiblefor certain functions within the supply depart-ment. In this case, additional copies of certainpublications would be required.

NAVSUP requires that an accurate, up-to-datelist be maintained of all official publications onboard. This list must include the name of eachpublication, the number of copies on board, andthe location of each copy. This list may be usedto advantage by providing space to recordchanges as they are received and to ensure thatall publication holders receive copies of appli-cable changes.

You may be responsible for custody andmaintenance of the publications used in youroffice, and, while you will probably assign thejob of making changes to a subordinate, you dohave certain responsibilities that should not bedelegated. Therefore, you should:

* Briefly review the change and inform thesupply officcr of any significant changes in

STOREKEEPER 1 & C

procedures. (The change cover sheet normallyidentifies significant procedural changes.)

Ensure prompt distribution of changes toappropriate publication holders.

Take necessary steps to procure changeswhen automatic distribution or sufficient copiesare not received.

Be sure that the subordinate who is makingchanges to a publication is aware of the im-portance of making them promptly and cor-rectly. Because of your rate and experience, youhave the added responsibility for instructing andsupervising subordinates in the use and mainte-nance of publications. This may be accom-plished by a combination of methods.

Include various publications in the formaltraining program.

Provide opportunities for practical use ofthe publications rather than supplying all of theanswers yourself.

Give individual on-the-job instruction tosubordinates in using and maintaining publica-tions.

DEPARTMENT OF THENAVY PUBLICATIONS

NAVSUP Manual, volume 1 contains a list ofpublications pertaining to supply operations andprovides instructions for procUTtng them. Thesepublications are generally procedural in nature,and, with few exceptions, are automaticallydistributed to ships and stations requiring them.

TYCOM PUBLICATIONS

Some procedures, such as OPTAR accounting,are promulgated Navywide in the form of broadguidelines and authorize the type commandersto establish specific procedures for the ships andactivities under their command. This is necessarybecause the types and missions of ships and

activities differ greatly among the variousTYCOM-IS. These publications must conform tobasic guidelines established by the Departmentof the Navy.

LOCAL PUBLICATIONS

Every ship or station has its own organizationmanual, and every shipboard department has itsown manual, which is normally a segment of theship's organizational and regulations manual.

Ship's Organization andRegulations Manual

The ship's organization and regulations man-ual is promulgated by the commanding officerto outline the duties and responsibilities ofheads of departments and division officers; andthe various emergency bills applicable to theship. It provides the framework within whichthe functions and responsibilities of the depart-ments must be organized so that all hands areworking together in support of the ship's mis-sion.

Supply DepartmentOrganization Manual

The supply department organization manualis promulgated by the supply officer and ap-proved by the commanding officer.

A supply department organization manualmay vary in length from a few pages to a thickvolume. It provides a comprehensive outline ofthe duties of each job in the department. Thetopics covered include but are not limited to:

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The general organization structure using asa guide the typical organizations given inNavSup Manual.

The normal personnel allowance of thedepartment and its divisions.

The functions of the department and itsdivisions.

The responsibilities of key personnel.

Chapter 2ADMINISTRATIVE DUTIES

The functions of the duty supply officer,duty Storekeeper, division duty petty of-ficers, and galley watch captains.

The flow of authority within the depart-ment.

The distribution of the organizationmanual.

The organization manual is revised as often asnecessary to keep it current, and the supplyofficer probably will expect you to assist byreporting out-of-date material and rely on yourknowledge and experience when preparingchanges.

OPERATING INSTRUCTIONS

By now you are familiar with the directivessystem and the use of instructions and notices tosupplement or change publications. However,the supply officer must promulgate certaininstructions and it may be your job to assist intheir preparation. These instructions containspecific actions or precautions which must betaken and implement the generalizations in thesupply ti.partment organization manual.

Supply department instructions are preparedin accordance with the Navy Directives IssuanceSystem, SECNAVINST 5215.1. NAVSUP Man-ual, volume I lists the following mandatorysubject areas to be covered by supply depart-ment instructions and are referred to as manda-tory instructions.

Safety precautions and operating instruc-tions for equipment operated by supply depart-ment personnel.

Safety precautions for food preparation,including prohibiting the use of steel wool forcleaning food-handling equipment.

Sanitary regulations for the general messand related spaces and ship's store serviceactivities.

Hours of operation for ship's stores andrelated service activities

Regulations for the procurement, stowage,custody, inventory, and sale of tax-free tobaccoproducts.

Safety precautions and stowage proceduresfor semisafe and dangerous materials.

Maintenance of a refrigerator log for enter-ing temperature readings twice daily and atother times when considered necessary.

Training program.

In addition to those listed above, instructionsmust be promulgated to cover topics required bythe type commander or other competentauthority. Instructions are submitted to thecommanding officer for approval and then maybe included as a part of the supply departmentorganization manual or as a supplement to it.

Copies of instructions prescribing sanitaryregulations, safety precautions, and equipmentoperating instructions should be posted in con-spicuous places where they can be seen readilyby the operators. When plastic laminated plac-ards incorporating the requirements of cognizantcommands or bureaus are posted, it is notnecessary to prepare a supply instruction whichduplicates the information.

The best organization manual and the bestinstructions are worthless unless fully promul-gated. In Navy usage, promulgation comprisesthree operations of equal importanceissuance,ensuring that it is read (or heard), and ensuringthat it is understood. The last two operations arefrequently the responsibility of the SKI or SKC.

The popular method of requiring the men tosign a statement to the effect that they haveread and understood the organization manual orinstructions fails to assure that the men actuallydo understand the contents sufficiently well tobe able to comply with them.

The most important thing is to write theinstruction in language that your most juniorseaman will understand and then include theseinstructions in your training sessions.

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1.5

STOREKEEPER I & C

CORRESPONDENCE

By this time you have probably typed moreletters for the supply officer or your divisionofficer than you like to remember, so we willnot go into letter format. If you feei you needrefresher work in letter format consult theDepartment of the Navy Correspondence Man-ual.

Lets talk about drafting correspondence.When you get a letter requesting information,

or when you need information from anothercommand it will probably be you who drafts thereply or request for the supply officers signa-ture.

There are three main steps in writing anyletter. You must plan, organize and evaluate.

PLANNING THE LETTER

Before you tackle any task you must do somesort of planning in order to make your job easierand the results clear to all concerned. The sameholds true for letter writing. In order for you todraft a meaningful letter you must have a clearknowledge of its purpose. Most Navy letterseither request permission, action, or informa-tion, or reply to requests for information, actionor permission. Not every letter will fall intothese categories, but they serve as examples ofhow to plan a letter. For example, if the purposeis to request something, you must be certain therequest is clearly and definitely stated. Usuallythere should also be a statement as to why therequest is being made. When a letter is written inreply to one received, the receipt is generallyacknowledged, not only by citing the letter as areference but in the body of the reply. If arequest has been made, the most importantthing in the reply is a clear statement as towhether the request is granted or denied. Longletters frequently need a summarizing statementas the final paragraph.

ORGANIZING THE LETTER

Organizing the letter is simply the placing ofall parts of the letter in their proper order. Theorder should be planned with the reader in

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mind. A letter of request, for instance, maybegin with the request, followed by an explana-tion of why the request is made. The importantthing is to see the body of. _the letter as asuccession of complete units arranged in themost satisfactory order possible to maintaincontinuity from one unit to another.

EVALUATING THE LETTER

After you have planned, organized, and writ-ten your letter, review it carefully for accuracyand effectiveness. Check it against the questionslisted below:

Is the letter COMPLETE?

Is the letter CONCISE?

Is the letter CLEAR?

Is the letter CORRECT?

Is the letter COURTEOUS?

FILES

You probably have performed most of thefiling operations required in the supply depart-ment and have coded correspondence accordingto the Department of the Navy Standard SubjectIdentification Codes, SECNAVINST 5210.11.Previously, however, you classified, coded, andfiled material under direction. Now you will beanswering questions you were asking not so longago.

ORGANIZATION, OF FILES

Any filing system is set up as a tool to makeoffice procedures more efficient. Regardless ofwhether you are setting up a new filing systemor working with an established system, the sizeand scope of the files should be determined byanalyzing the filing requirements of your office.On smaller ships or stations where most of thesupply department clerical work is performed inone office, it may be more convenient to

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maintain one set of files for all supply functions.However, where each division performs its ownclerical work apart from the supply office, amore workable arrangement would result if eachdivision maintained the tiles that pertain to itsfunctions.

Other factors that must be considered are:

Amount of material to be filed.

Frequency at which material must beretrieved from the files.

Number of men using the office.

Work flow within the office.

And last but not least, the amount of spaceavailable for files.

You may choose to set up the entire filingsystem according to the Navy Standard SubjectIdentification Codes, or you may use this systemfor the general office files and use separatesections for copies of retained reports or returns.Here again, you must be guided by the factorsstated above.

After the filing system has been set up, itshould be evaluated. The question, "Is yourfiling system adequate?", is not answered byproducing a cabinet full of neat, orderly, butempty file folders. Rather, the test of effective-ness is answered by:

Accessibility.

Ease and accuracy of filing.

Ability to retrieve desired material withoutundue delay.

To ensure that material is accurately andpromptly filed, definite responsibilities shouldbe assigned. One man may be assigned the job offiling all papers, or each man in the office maybe responsible for filing the correspondenceand/or documents relating to his job.

Even though an adequate filing system hasbeen developed and personnel properly indoctri-nated in its use and maintenance, you must stillexercise supervision over the files and take

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necessary action to prevent the files fromgrowing beyond the point where they aremanageable and practical. Two methods are usedto prevent the files from becoming overstuffedwith a worthless accumulation of paper. Theyare: (1) records disposal and (2) breaking thefiles.

RECORDS DISPOSAL

Instructions for disposal of official records arecontained in Disposal of Navy-Marine CorpsRecords, SECNAVINST 5212.5 which is pub-lished in three parts:

Part I Department of the Navy's Records Dis-posal Program

Part II Retention Standards for Naval Recordsother than those of Individual USNand USNS Vessels

Part III Retention Standards for Records ofVessels of the United States Navy(USN) and United States Naval Shipsin Service (USNS)

The retention standards provide broad guidelinesfor the length of time that various records mustbe retained on board and the disposal action tobe taken following the retention period. As ageneral rule, most of the files generated byroutine supply operations have a relatively shortretention period and then may be destroyed.Records which have permanent value are trans-ferred to a Federal records center at the end ofthe retention period. Since the records disposalinstructions contain only broad guidelines, it isnecessary to develop a disposal schedule whichmeets the needs of your office and the require-ments of SECNAVINST 5212.5. Once estab-lished, the schedule for records disposal shouldbe followed and not be put off until some futuredate when you will "have more time." Jobsaccomplished during a flurry of "catch up"work usually are not performed as well as theywould be if handled at the regular time. Whendisposing of overage files does not providesufficient space for current files, the secondmethod should then be employed.

STOREKEEPER 1 & C

BREAKING THE FILES

Breaking the files is accomplished by closingout a series of files on a specified date, transfer-

-ring- the--closed-outfiles -to -a- -local storagelocation, and opening a new file series. When itis necessary to break files, it should be done onan annual basis: at the end of the fiscal year forfiscal and accounting records and at The end ofthe calendar year for correspondence and gen-eral files.

SPACE UTILIZATION

In discussing space utilization it is importantto remember that afloat units are handicappedto some extent by having fixed furniture andequipment. That is, desks, file cabinets, andother furnishings are normally welded in placeor otherwise permanently secured to preventinjury while underway. Also, the physical layoutof the office or storeroom is, by design, a ratherpermanent condition. Ships' fittings and designfeatures cannot normally be altered withoutNAVSHIPSYSCOMD approval, since any changecould affect the ship's structural stability. Thisdoes not mean that improvements in spaceutilization cannot be made.

There are certain factors that can be con-sidered in obtaining the most efficient use of thespace you have available, before, the move ismade. It may be a good idea to draft a floor ?lanwith furniture and equipment drawn to scale.You will save yourself and others a lot of hardwork if you know what you are going to dobefore you start rearranging. You may makesuch a floor plan even more meaningful. bydrawing lines to show the flow of work in youroffice.

Location of furniture and equipment shc.)uldfacilitate the work. That is, if the job of acertain Storekeeper requires frequent access tocertain files, make sure that he can get to themwithout spending half the day walking back andforth. if equipment is readily movable, move itto the work instead of carrying the work to themachine.

Units and individuals having the most fre-quent contacts should be located in close prox-imity.

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Personnel having heavy in-and-out trafficshould be located near the entrance.

Arrangement of equipment and facilitiesshould allow for effective supervision.

Files, supply cabinets, and records should beconveniently accessible to those who use them.

Personnel using the same equipment shouldbe located together; noisy machines should begrouped to minimize interference with otherwork.

Whenever possible, it is well_ to have awindow, suitably placed, through which businesscan be transacted. By this means, a lot ofunnecessary traffic through the office can beavoided and better security achieved. In a largerspace, an expanded metal partition with awindow opening or properly placed desks willgive you the desired security and traffic pattern.

When planning storeroom utilization, the typeand usage of stores must be considered. Thisshould include the bulk, weight, and volume ofitems to be stored; access to the storeroom forreceipt and stowage; access to the storeroom forbreakouts and issues; security of stores; and thefrequency of demand for the items.

PERSONNEL MANAGEMENT

One of the concerns of personnel .manage-ment is the assignment of personnel on the basisof capacity and interest to perform specificfunctions, duties, and tasks. It involves recog-nizing that every individual uses a basic knowl-edge, skill, or ability in performing a task andthat each person's capacities should be fullyutilized. In dealing with these dynamic aspectsof an organization, you are not expected to be amanagement engineer. However, as a seniorpetty officer, you should be able to exerciseyour leadership responsibilities in dealing capa-bly with human relations. In this sense, leader-ship can be defined as the capacity to direct orinfluence the behavior of others toward specificgoals. In carrying out this mission, your respon-sibilities do not stop with the assignment ofduties and the delegation of authority; you alsomust control the functions.


PERSONNEL ASSIGNMENT

One of the most difficult tasks facing asupervisor is making an equitable and efficient

distnbution of the individual- jobs among -as--signed personnel. If this could be accomplishedby a simple mathematical formula, (jobs ÷available personnel = distribution) it wouldpresent no problem. However, it is not thatsimple. Your men will have varying degrees ofknowledge and experience. Also, the jobs differin complexity, required time to perform, andfrequency of performance. While the ultimateresponsibility for the assignment of personnelrests with the supply officer, he will rely heavilyon your recommendations.

What Are the Jobs?

The first step in planning personnel assign-ments is to prepare a list of all jobs that arerequired in performing thr, supply functions forwhich you are responsible. Tlw size of the listwill depend upon the number of supply func-tions under your supervision and the degree towhich you break down these functions into jobs.It is not necessary to list every mot; n requiredto perform a job, but each separate, dstinct jobshould be shown.

The list should not be limited only to routinework, but it should include reports as well as thejobs that are performed less frequently.

What is Required?

The next step is to analyze the job require-ments. The major purpose of job analysis is tohelp you to make the most effective use ofmanpower. Therefore, you decide how muchinformation is needed about each job. You canmake the analysis as simple or as elaborate asyou deem necessary. The items listed belowcould be used in making a job analysis; either bylisting on a separate sheet of paper for each jobor in the form of a chart using separate columnsfor each job.

Operation performedWhere performedKnowledge requiredSkill and experience required

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Equipment and material requiredInformation required to perform

How obtainedWhere obtained

Time required -to- performFrequency of operationDisposition of completed workRelated jobs

Another feature of job analyses, in additionto determining skills required to perform thevarious jobs efficiently, is the information per-taining to related jobs. You may use thisinformation to group similar jobs so that theymay be assigned to the same man.

Who Can Do the Job?

Now that you have inventoried and analyzedthe jobs to be performed, all you have to do ismatch your men with the skill requirements inthe job analysis. Simple? Hardly. You willseldom be in the position of having a group ofmen possess all of the skills required.

At this point you are primarily concernedwith assigning a man to each job. Therefore, thejob responsibility should be assigned to the manmost nearly meeting the skill requirements. Ratealone is not always the best way to make thisdetermination. An SKSN may have had moreexperience in a particular job than an SK3, or anSK3 may be more qualified in an area than anSK2. Another factor to be considered is thenumber of jobs and the number of men youhave to fill them. The number of jobs to beassigned to a man depends upon his experience.The more experienced man may be able tohandle several jobs with ease; whereas the manwith limited experience may be able to do onlyone job successfully.

However, with all the inventorying and anal-yzing, don't forget that you are dealing withmen and not stores. Try to find out somethingabout the man you are assigning. He may havespecial aptitudes, interests, physical character-istics, or personality traits which make himparticularly well suited or very unsuitable tocertain tasks. These traits should be consideredwhen making assignments. This is not to say thatyour men should be coddled, but a man doing a

STOREKEEPER 1 & C

job that he likes and is well suited for will do abetter job with less supervision.

Your goal should be the timely, accuratecompletion of all jobs with the work equitablydistributed among all personnel.

Job Rotation

Once you have assigned jobs to each of yourmen don't be misled into assuming that youhave everything covered. Every man will not beon the job every day, you will have men goingon TAD or leave or being transferred. Someprovision must be made to cover the job thesemen were doing.

One way to do this is by job rotation. As menbecome proficient in their jobs, they should be,:onsidered for reassignment to different jobs.They probably will learn faster if the new job isrelated to the old one, and, if possible, personalpreference should be one of the factors indeciding new assignments.

Job rotation should not become a periodicgame of "musical chairs." Each reassignmentshould be a progression from an easier job to aharder one, and the man must stay in each joblong enough to develop a sense of responsibilityfor doing it right. Otherwise, you are apt to endup with a group of men that know a little bitabout a lot of jobs but are generally confusedabout the purpose and procedures for any oneof them.

Everyone benefits when more than one man isqualified to handle each of the jobs in thedepartment.

The ship benefits since, in an emergency,there will be someone to take over a job.

You benefit because your job of planningwork and leave schedules is easier since the mostefficient use can be made of personnel.

The man benefits because of his feeling ofaccomplishment and pride in his work and hischance of advancement is greatly increased.

TRAINING

Training in the Navy serves a "double-barreled" purpose. It serves the Navy's need by

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providing men who have the knowledge and skillnecessary to perform their jobs. It serves theman's need by enabling him to gain the prestigeand higher pay that goes with advancement inrate.

When you receive a new man in your depart-ment or division, whether from "A" school oranother ship, station or department on yourship, his training and YOUR learning shouldstart.

If the man comes from "A" school, you havesome idea of his knowledge and some idea as tohow you can best utilize his talents. If the mancomes from another ship or station his servicerecord may provide some idea as to his experi-ence and capabilities. A man from anotherdepartment on your ship is generally withoutsupply experience and you must spend someadditional time with his individual training.

One highly effective method used to deter-mine the man's capabilities is conversation. Anhour spent in a face to face talk over coffee anddoughnuts not only makes the man feel asthough he is a welcome addition to yourdepartment or division but provides you theopportunity to learn about the man. In this wayyou both benefit.

What if you're the new man? Well, a few daysspent listening and observing your new divisionat work could and often does help you whenyou set up your training schedule or in makingmajor job reassignments.

Once you have determined the training re-quirements for your department you must im-plement a meaningful training program to ensureeach man in the department .receives the bestavailable training. Several methods of trainingare discussed below.

Navy Schools

The Storekeeper courses offered by FleetTraining Commands should not be overlooked inyour training program. These courses vary inlength from the complete Storekeeper "A"course down to 1 and 2 week package courseson individual areas of the Storekeeper rating. Allthese courses offer an excellent means of afford-ing your men the advantage of Navy schoolingwithout, in most cases, the disadvantage oflosing them for a long period of time or


permanently. These schools are organized by theNavy Training Commands of each coast, whoprovide instructors and training material. Fleetinput to the schools is controlled by theFLTTRACOM, and announcements as to subjectmatter, convening dates, and quotas are usuallycontained in FLTTRACOM or TYCOM instruc-tions. These courses are currently offered atvarious locations in order to provide maximumavailability to shipboard personnel.

Shipboard Training

Shipboard training consists of a regular formaltraining program and on-the-job-training. Bothmethods are effective when properly plannedand carried out. Military Requirements for PettyOfficer 1 &C, NAVEDTRA 10057-C, Chapter 6,contains detailed information on developmentof good individual training methods and shouldbe referred to when establishing a trainingprogram.

FORMAL TRAININGWhen developingyour formal training program plan you shouldinclude the subject matter to be covered, fre-quency of training periods, length of trainingperiods, and the instructor responsible for eachlesson. The schedule must be flexible to permitchanges when required by heavy or unforeseenworkload or when more than one period isrequired to adequately explain a particularlesson. While specific lessons are usually assignedto the instructor considered most qualified, keepin mind that instructing is also a "qual" foradvancement. Lesser qualified men should notbe overlooked as instructors. Their participationin the training program gives them a chance toincrease their knowledge and skill through on-the-job training, and it provides a "change ofpace" for the trainees. Subject matter shouldinclude military as well as professional topics.

INFORMAL TRAININGInformal training,or on-the-job training as it is popularly called, isbest used to teach a specific job or part of a jobto one or two people. It may be the intensivetraining and supervision of an individual toensure he is learning his job correctly, andunderstands the reasons for the job, or the

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simple act of answering a question penaining toa job.

No matter how on-the-job training is appliedin your department, remember, it is not asubstitute for the formal training program.

The training you offer, both by formal andon-the-job training, should, accomplish threepurposes:

1. It should give your men a picture of thetotal operation of the sapply department andhow each man's job fits into the total operation.

2. It should instruct the men in the knowl-edge they should have to do their own jobs.

3. it should, in conjunction with corre-spondence courses and independent reading,help prepare the men to quaff!, for advance-ment.

SUPERVISION

It is difficult to describe a good supervisorand even more difficult to become one. Themethods of supervision depend on the individualpersonality and traits of the men being super-vised and the supervisor.

The most effective supervision is maintainedwren there is mutual respect between thesupervisor and the subordinates. A form ofsupervision exists when all work is performed inresponse to specific orders and exactly as or-dered. However, this form of supervision isunfair to both the supervisor and the subordi-nate since it requires the supervisor to use anexcessive amount of time on details, and it robsthe subordinate of responsibility and the initia-tive he must have in order to become a betterSK.

Nearly everyone has a built-in competitivespirit that can be used to advantage. Competi-tion may exist between men of different store-rooms between storeroom and office personnel,between supply divisions, or between depart-ments. However, there is considerable differencebetween goodnatured bantering and petty bick-ering, and, if you sense that worthwhile compe-tition is being replaced by petty faultfinding, itis time to rechannel the misdirected energy.

STOREKEEPER 1 & C

Span of Control

The number of individuals you can superviseadequately will depend on the work you have todo and the amount of your time-required-for itsaccomplishment. The number of personnel di-rectly supervised by one person should generallynot be less than three nor more than seven. Ifthe functions of your office are fairly routine,the span of control may be larger. However,when you find yourself bogged down, spendingyour time on routine details to such an extentthat you can not find time for supervision or foryour special duties, then it is time to reduce yourspan of (direct) control. Always retain youroverall authority and supervision, but whennecessary break down the span into groups, byrelated jobs, of 4 or 5 men.

Each group should be headed by a pettyofficer responsible to you for the professional(and sometimes military) performance of themen in his group. This leaves you free tosupervise broadly, to concentrate on problemsneeding special attention, to handle special workassigned by YOUR supervisor and to attend tothose duties which can be performed only bythe leading Storekeeper.

Unity of Command

Unity of command simply means that aperson should report directly to and receiveorders from one superior. When you assignresponsiblity to a petty officer for a group ofmen he should have control and he alone shouldissue orders to and receive reports from thatgroup. Unity of command also requires that thepetty officer knows whom he directs and towhom he reports; and that the men of the groupunderstand to whom they report.

Authority EqualsResponsibility

Good organization always matches responsi-bility with authority. This means that when youassign responsibility for doing a job to one ofyour subordinates you also delegate to him thenecessary authority for its accomplishment. Heshould have the authority to require from those

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under his supervision the actio,. necessary to getthe job done.

How Much Sup:rvision?

It's a curious thing that, while most of us liketo feel that our seniors know what is going on,we strongly resent the sense that someone iswatching our every move. We especially resentbeing watched if we think the watcher isconstantly looking for something to complainabout.

With men whose abilities and methods ofworking you know well, you actually candismiss thought of a piece of work once it isassigned, but this is not always true. A goodsupervisor knows which men can be relied uponto proceed on their own, and which, ones needcloser supervision and direction. Just the factthat you are paying attention to what they dohas a salutary effect on the atmosphere of theoffice.

One mistake commonly made by less experi-enced supervisors is to do a great deal ofobserving but apply very little thought to whatis observed. A successful supervisor often getsmore out of a brief, casual visit than anotherwould get from standing around for an hourwatching the man at work. This is because hemakes a practice of knowing as much as possibleabout each man, and when he is near him liereally concentrates on what the man is doingand how he is doing it. He usually adopts acasual manner to spare the man embarrassment,but there is nothing casual or careless about thesupervision he is exercising.

Avoid, if possible, the type of criticism whichmerely condemns. Most workers mean to dotheir jobs well most of the time. If you startwith this asst:inption, you will find that youhave ranged yourself on the side of the workerrather than against him. If you take it forgranted that he means to do well and you canoffer him help in doing better, there is no needfor him to fear you or feel antagonism towardyou. However, don't make the mistake of tryingto explain this to the man. Just adopt a spirit ofhelpfulness as your fundamental attitude andmake it a basis of your comments and actions.When you see one of your men doing somethingentirely wrong, your purpose is not merely to


stop him, but also to start him doing the jobright. So, instead of just saying, "Don't do itthat way!" tell or show him 'low to do itcorrectly. Most men will sense your attitude and'respond to it.

When you have given criticism, you shouldcarry through to see that your directions arebeing followed. Again, don't be too fussy orobvious about it, but be sure that you do thenecessary checking. The kindness and friendli-ness you show in all dealings with subordinates,including criticism, should not be taken as anindication of weakness, but should be underlaidby a firm purpose to get the work done.

The technique of good supervision has beendescribed as iron haftd in a velvet glove. Thisinfers complete control of the work and workerswhile maintaining a spirit of cooperation andencouraging initiative.

Do not be an abseree supervisor. This is aparticular problem when your area of super-vision includes more than one space, such as agroup of storerooms. If one of the spaces is inthe charge of a capable petty officer, thetendency is to concentrate attention on theother spaces to the exclusion of the one space.To ensure that good working habits are main-tained, you must spend some time in EACHspace and maintain direct communications withALL of your supervisory personnel.

ANNUAL SUPPLY INSPECTION

Probably the most misunderstood event youwill encounter in supply operations is theAnnual Supply Inspection (ASI). Many store-keepers feel this is just a system designed toshow how ineffective their supply department is.If YOU feel your department doesn't measureup under pressure, chances are it does not.

The Annual Supply Inspection is conductedby a Supply Corps officer, normally on the staffof the type commander, on an unscheduledbasis. It is designed to provide guidance andassistance when needed and it rates the overalleffectiveness of the supply department in rela-tion to supply departments on other ships ofsimular type and mission. In general, the proce-dures and methods in effect are examined todetermine whether they are in accord with

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prescribed or approved standards, and recordsand reports are examined to determine whetherthey meet the requirements of law and regula-tion NA VSUP P-485 specifically directs theinspecting officer to:

Evaluate the effectiveness of the inspectedcommand or activity in the performance ofassigned mission, functions, and tasks.

Determine the adequacy of resources avail-able to the inspected command or activity as toquantity, quality, and management in the per-formance of assigned mission, function, andtasks.

Evaluate the effect of any deficiencies ineither administration or resources on the abilityof the inspected command or activity to per-form its assigned mission, function, and task.

Recommend, via the chain of command,appropriate action to correct deficiencies. Theinspection report is to include both unsatisfac-tory and meritorious conditions noted duringthe course of the inspect: n.

Preparation for ASI

Probably the best place to start preparing foryour ASI is the report of the last inspection,since this will no doubt be one of the itemschecked by the inspecting officer. Were alldiscrepancies corrected? Are current supply pro-cedures in effect to prevent recurrence? This isthe logical place to start, not only because it willbe checked by the inspecting officer, but alsobecause it points out former weaknesses in thedepartment.

Another source of information is the inspec-tion checkoff list which is frequently distributedprior to the inspection. By using this and thereport of the last inspection, you can conductyour own inspection far enough in advance sothat deficient areas can be corrected. Preparihgfor the inspection will produce the best resultswhen you use it as an opportunity to step backand take a good, hard, objective look at theoperations of your department. In this way youwill be able to see it much as the inspectingofficer will and make improvements where they

STOREKEFDER l & C

are needed. You may prefer to ask an officer rsenior petty officer from another supply depa.t-ment to conduct your "pre-inspection" sincesomeone else may be more objective in hisapproach.

When all supply functions are adequately

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staffed and supervised, the ASI should not causea "panic button" situation since the best way toprepare for inspection is to stay ready. Thisrequires that you give proper attention to alljobs for which you are responsible, and it mustbe constant attention rather than once a year.

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CHAPTER 3

NAVY SUPPLY SYSTEM

Much of this chapter will deal with familiarcommands in the Navy and Defense SupplySystems. By now you have heard of andprobably dealt with such places as DCSC, GSA,SPCC, etc., during some point in your career.When you encounter receipts from these places,or order supplies from them, have you everasked yourself "Why?" Why is there such anelaborate supply system? How do the variousrevels of the system work together to provideeffective supply support, not only to the navy,but, to all branches of the armed forces? And,just as important, how do t, as a Storekeeper, fitinto this mammoth but highly effective system?

This chapter discusses the meaning and appli-cation of logisticsthrough the Defense SupplyAgency and the Navy Supply Systemso thatyou will be able to identify the supply depart-ment afloat and ashore as being an integral partof the Navy Supply System and to relate themission and functions of the Navy SupplySystem to the overall mission of Defense logis-tics.

LOGISTICS

The obvious first purpose of military organi-zations is combat. But the fighting forces needto be administered and supported. By officialdefinition, logistics encompasses all that part ofMilitary activity not included in strategy ortactics. Strategy is concerned with the generalplan for the employment of the fighting forceswhile tactics rers to specific maneuvers, com-bat moves, and special techniques of fighting.An excellent definition of logistics is that givenby the former Secretary of the Navy JamesForrestal:

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"Logistics is the process of providing whatis needed when it is needed where it isneeded. It embraces the supply and distri-bution of men and materials. It involvesforecasting requirements. It is the schedul-ing production, assembly, storage. distribu-tion, maintenance, repair, and replenish-ment of equipment. It is the procurement,training, billeting, feeding, distribution,staging, hospitalization, replenishment, andrehabilitation of personnel."

As thus described, logistics includes the tasks ofrecruiting, training, and administering personnel,as well as providing and maintaining equipment,and supplying material to the combat forces.But in the usual language of military men, theformer task is referred to as personnel manage-ment or personnel administration, and the termlogistics normally is considered to relate tomaterial matters or the area understood to beincluded in material logistics. Thus all that hasto do with bringing the material resources of thenational economy to the support of our combatforces is encompassed in the term logistics.

The elements of logistics have been with us along time, and military planners have realizedthat the three principal requirements of strat-egythe range at which the fleet is required tooperate effectively, the mobility with which itcan shift its striking power over a large area, andthe size of the force usedrelies heavily onlogistics.

It is obvious that the Navy Supply System isintimately concerned with the problems oflogistics, and that logistic demands determinethe activities of the Navy Supply System.Therefore, to know the principles of the NavySupply System, it is necessary to know theprinciples of Logistics.

STOREKEEPER 1 & C

PRINCIPLES OF LOGISTICS

The basic principles of logistics remain thesamewar or peace, and it has been found thatfive major elements plus a variety of minorconsiderations comprise the basic principles ofany logistic operation.

First of all, any wartime logistic operationmust be in support of combat or tactics, and notfor the purpose of combat itself. This consists ofthe actions necessary to supply technical orspecial supplies and equipment (including designand construction of ships), general supplies andequipment, subsistence, and fuel. Usually it willinclude procurement, distribution, organization,installation, and control for each item involved.

11w second essential characteristic of logisticoperations consists of the maintenance andrepair of material after it is in its proper positionto be used. This requires that the necessaryfacilities be provided in addition to personnelwho are qualified to perform the needed mainte-nance and repair.

The third characteristic consists of transporta-tion of equipment and personnel to supportcombat operations. To be in support of combatoperations, it is not necessary that the equip-ment or personnel be strictly combatant incharacter. It could be material and personnelnecessary to establish and maintain an activitywhich will provide combat support, such as anaircraft repair shop. The movement of person-nel, equipment, and supplies, whether by land,sea, or air, is logistic in character since itsupports combat operations.

The fourth element of logistic operations isthe subsequent removal of men and material.This includes: ( I ) the medical and casualtyevacuation with the attendant hospital ships,hospitals, air evacuation, and so on; (2) thesalvage of material, both that of the UnitedStates and of the enemy; and (3) the handlingand administration of the enemy's population.This last activity includes reports, interrogation,custody, and civil administration of enemycivilians.

The fifth element pertains to the constructionof facilities. This includes construction not onlyof base facilities but of such active or passivefortifications as air-raid shelters, enplacementsfor heavy guns, warehouses, piers, and roads.

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In addition to these basic elements, there area number of miscellaneous activities which areprimarily operational but which might also beclassed as logistic since, in the final analysis,they are not combatant in themselves butmerely tend to support the combat operations.These include aerology, communications, targetservice, general health measures, general intelli-gence, public relations, psychological warfare, aswell as many similar activities.

The above description refers principally tomilitary logistics. However, modern warfare alsorequires participation of the civil population andLlobilization of the industrial ecoaomy. This hasresulted in the establishment of "civil logistics."

The term "civil logistics" refers to the mobili-zation of production facilities, raw material,capital, or labor, required to support the ArmedForces in their actual contact with the enemy. Itincludes the organization and control of allnatural resources which are at the disposal of theGovernment for the waging of war. It is obviousthat in modern "total" warfare, the manufactureof steel is as important to the war effort as theruing of the weapon made of that steel, eventhough the manufacturing process may be lessspectacular.

Productive facilities are, with some excep-tions, civilian organizations, and it is generallyconsidered appropriate that the managementand control of such activitia should also becivilian affairs. Military dominance of industrialmobilization is limited largely to the determina-tion of military requirements, their relativeurgency, and the actual employment of theproducts of the civilian economy.

LOGISTIC PLANNING

The success of any military campaign, exer-cise, maneuver, or role of the United States inany operation, depends in large measure onplanning. Planning is inescapable.

Planning starts long before hostilities begin.Preliminary plans usually are roughed out on anational scale by a staff of experts. These'inners have access to the highest levels of

iot,)rmation Lad are equipped with voluminous

Chapter 3NAVY SUPPLY SYSTEM

tables of basic allowances and consumption.They work out programs, together with approx-imate estimates as to how many ships, men,planes, and how much fuel, food, and othersupplies will be required. Next, they survey theproduction schedules and war potentials of ourown and allied countries to be sure that suffi-cient materials will be on hand for the Navy,Army, and Air Force, based on their missions.

When the master plan has been decided,subsequent departmental planning is donedown through the various chains of command.In the Navy, each material command, bureau,fleet commander, type commander, and theirsubordinates, work out estimates of what mate-rial, manpower, and how much time will berequired to perform its mission. Within theNavy, programs are built around the basicelements of the Navyships, aircraft, bases,ordnance, and personnel. Subsequent decisionsand supporting plans which evolve at the lowerlevels are forwarded to top Navy planners forapproval and subsequent integration into theoverall plan.

After strategic plans have been approved,logistic planning must anticipate the demand formaterial, personnel, and services to meet theoperational requirements. This planning mustpredict what will be required, how much will berequired, when it will be required, where it willbe required, and how it will be transported.

Each of the military services has its ownsupply system which is concerned not only withplanning, but also with "delivering the goods."In addition to preparing plans for possible futureactions, these supply systems must be able toprovide the day-to-day operating requirements oftheir services during peace time or limitedhostilities.

In the same manner that operation plans arecoordinated within the Department of Defense,many of the supply functions of the militaryservices are coordinated within the DefenseSupply Agency.

Since you are not likely to be involved withlogistic planning, the balance of this chapter willconcern itself with the support functions of theNavy Supply System in meeting routine require-ments, its relation to DSA, and how it affectsyour ship.

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DEFENSE SUPPLY AGENCY

The Defense Supply Agency (DSA) was estab-lished as an agency of the Department ofDefense to provide centralized management ofcommon supplies and services for all militarydepartments and other agencies of DOD. At thepresent time, close to 60% of the line items inthe integrated Navy Supply System are managedby DSA. These items are all identified by thenumeral 9 proceding the alphabetic cognizancesymbol. The one exception is cognizance symbol9Q which is managed by the General ServicesAdministration (GSA).

DEFENSE SUPPLY CENTERS

The field organizations of DSA are the De-fense Supply Centers (DSC). These six centers,each responsible for a certain type of material,are responsible for providing the most effectiveand economic support of items common tovarious military departments and other DODcomponents.

Responsibilities

In addition to the major responsibility notedabove, DSC's are also responsible for:

A wholesale distribution system for as-signed supplies.

Performing or arranging for material in-spection of assigned supplies.

The administration and supervision of thefederal catalog program and such otherprograms as may be directed by SECDEF.

Replenishment Requirements

It is the responsibility of each service todetermine the kinds of supplies and equipmentneeded, and the quantity needed per operatingunit; the defense supply .centers compute thereplenishment requirements on all the itemsunder DSA management. These computationstake into account the demand history recorded

;.,

STOREKEEPER I & C

by the DSC's on each item of supply andprogram requirements furnished by each service.

Distribution Activities

Material distribution functions within theDefense Supply System are performed by, de-fense depots and specialized support depots.

DEFENSE DEPOTA defense depot . is astorage point for DSA material. Issue of materialfrom a defense depot is centrally controlled bythe cognizant DSC. Defense depots cannotaccept requisitions directly and issues are madeonly when directed by the DSC.

SPECIALIZED SUPPORT DEPOTSpecial-ized support depots (SSDs) have been estab-lished by the DSA to provide direct support toNavy customers. SSDs are located at NSC,Norfolk and NSC, Oakland. Unlike defensedepots, the SSDs have the authority to receiverequisitions direct from the host NSC and makeissues locally. Although SSDs are located withinthe NSCs, their stocks are owned and manageddirectly by the cognizant DSC.

Defense Supply System Operation

Figure 3 -I illustrates the typical operation ofthe DSA supply system in filling a requisitionsubmitted by an afloat customer, Remember,even though NSC Oakland is a SSD, the requisi-tion from the ship was submitted to the Navyactivity (NSC Oakland), not directly to the SSD.

GENERAL SERVICES ADMINISTRATION

The General Services Administration (GSA),while not a field activity of DSA, providescommon use items such as paint, paper, handtools, and cleaning gear to the various militaryservices and other DOD components. Itemsmanaged by GSA are identified by cognizancesymbol 9Q in the NMDL. Items appearing in thevarious GSA handbooks that do not appear inthe NMDL are considered nonstandard and aresubject to the rules for procurement of non-standard material.

22

ISSUETRANSACTION

REPORT

MATERIAL

REQUISITION

10.95Figure 3-1.The Defense Supply System.

NAVAL MATERIAL COMMAND

When one mentions the Navy Supply System,the Naval Supply Systems Command (NAVSUP)is usually the first organization to come to mind.While NAVSUP is an important part of the NavySupply System it is only one of many SystemCommands involved in the logistic Qperations ofthe Navy Department.

Starting with WWII equipments and systemswere being developed and installed at such arapid pace that the then "material bureaus"were no longer able to effectively manage thelogistic problems of the advances. In order to bemore responsive to the logistic requirements ofthe operating forces, the Navy was reorganized.This reorganization resulted in the establishmentof the Navy Material Command. The NavyMaterial Command is directly responsible to theCNO and has six subordinate systems com-mands:

Naval Air Systems CommandNaval Electronics System CommandNaval Facilities Engineering CommandNaval Ordnance Systems CommandNaval Ship Systems CommandNaval Supply Systems Command


The primary mission of the Navy MaterialCommand is logistics, and the coordinated ef-forts of the six systems commands are insupport of .that mission. This mission, brieflystated, is to plan for and develop the resourcecapabilities and readiness to meet material sup-port needs of the Operating Forces of the Navyand the Marine Corps.

NAVAL SUPPLY SYSTEMS COMMAND

As mentioned above, NAVSUP is just onecommand in the Naval Material Command.However, to you, as a Storekeeper, it is possiblythe most important in your immediate supplyoperations.

NAVSUP is responsible for the developmentand supervision of the Navy Supply System. Itmust combine in one system all supply anddistribution functions so that it can meet itsobjective of responsive and efficient materialsupport to the Operating Forces. The NavySupply System operates at and must be respon-sive to ail levels of command. It is not enough todevelop only those capabilities which will enablethe system to meet the needs of one task force,or one fleet. The Navy Supply System must beable to respond to any and all needs of theOperating Forces and their related supportactivities. The responsibilities assigned to NAV-SUP also include:

The administration of the Navy SupplySystem, the Navy Stock Fund and other admin-istrative duties.

Providing technical guidance for Navy ma-terial to activities of the Navy and Marine Corps,on provisioning, cataloging, inventory manage-ment, transportation, receipt, storage and otherfunctions.

The maintenacice of official stores accountsfor Navy material in store entrusted to thecustody of an accountable officer.

Research and development effortsassociated with the functions, methods, equip-ments, and material assigned.

The data processing applications for supplymanagement within the Navy Material Com-mand.

A more complete list of NAVSUP's responsi-bilities is contained in both NAVSUP Manualvolume I and NAVSUP P-485.

In order to effectively support its missionNAVSUP must rely heavily on the other systemscommands for technical advice pertaining toequipment and material requirements they man-age. In return NAVSUP furnishes supply man-agement methods and guidance to other com-mands and offices.

As you study the following, you will see howthe many functions are interrelated so that theNavy Supply System can support your ship orother element of the Operating Forces. You willalso see how the supply department, afloat orashore, functions in much the same way inmeeting the needs of the ship or station.

The basic elements of supply support,whether it be for one ship or Navywide, aredetermination of requirements, procurement,and distribution.

DETERMINATION OF REQUIREMENTS

Determining requirements for material is notnew to you since you probably have had someexperience in this aboard your ship. In perform-ing this job, you had two excellent tools to workwiththe COSAL and usage data from the stock,record cards. The Navy Supply System usesthese same tools when determining requirementsfor replenishment material. However, not allmaterial comes under the heading of replenish-ment. When new material, such as the repairparts requirement for a newly developed item ofequipment, is introduced, long range plans mustbe developed to ensure adequate support.

There is another area which calls for determi-nation of requirements. When the plans for anoperation have been approved, logistic planningmust provide the material needed to support it.Such elements as size and duration of theoperation, its distance from established supportactivities, and climate to be encountered mustbe considered in order to predict, with anyaccuracy, answers to the questions: What? Howmuch? When? Where?

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STOREKEEPER I & C

PROCUREMENT

As soon as requirements have been estab-lished, the next step is procurement. Mostprocurement aboard ship is by requisition. How-ever, before the supply activity can issue thematerial on your requisition, it first must beprocured and delivered to that supply activity.Although some items are manufactured in Navyfacilities (such as shipyards) the vast majority ofmaterial is purchased from commercial suppliers.The impact of procurement on the civilianeconomy ranges from insignificant for replace-ment stock of shoelaces to staggering whenprocurement includes the material necessary tosupport an "all-out" wartime operation.

Procurement comprises such functions as:establishing specifications for the goods re-quired; standardizing material; cataloging andidentifying material; inspection; investigation ofcosts; and assignment of priorities. Procurementmay also involve allocating critical raw materialto the supplying manufacturer.

DISTRIBUTION

The first phase of distribution, which is theaccumulation of material at CONUS bases, maybe accomplished during procurement by specify-ing the location to which the material is to bedelivered. The other phases of distribution arestorage, issue, transportation, and control.

The distribution system must be capable ofreacting rapidly to unexpected changes in plansand operations, and it must be able to adaptitself to changes brought about by new develop-ments in technical fields.

The system should be as economical aspossible without sacrificing its effectiveness, andconsiderable economy may be realized by goodcontrol of stock. Material requirements at onelocation may be met by redistribution of excessmaterial from another location rather than bynew procurement. When equipments or systemsare scheduled to be phased-out, the reduceddemand for material support can be anticipatedand overall stock levels reduced accordingly. Itmust work equally well in anticipating new orincreased requirements as new equipments areintroduced to the fleet and ensure that materialsupport is available when and where it is needed.

INVENTORY CONTROL POINTS

It isn't easy to handle the management of thehundreds of thousands of different items ofmaterial in use throughout the Navy. To help inthe task NAVSUP established Inventory ControlPoints (ICP's).

-There are two designated ICPs:

Navy Aviation Supply Office, Phila. (ASO)

Navy Ships Parts Control Center, Mechan-icsburg (SPCC)

There are also three activities who, while notICP's, have been assigned specific inventorymanagement responsibilities in addition to theirprimary mission, they are:

Naval Publications and Forms Center,Phila.Navy Fuel Supply Office, Alexandria, Va.Fleet Material Support Office, Mechanics-burg

Various system commands have also retained theinventory management responsibility for certainmaterial for which they are primarily responsi-ble.

The inventory manager f',:r any stock item isindicated by cognizance symbol and can befound by refering to either NAVSUP P-485 orNAVSUP Manual, volume II.

Since the ICP's administer material assignedto them by the system command having primeresponsibility for the material, the ICP is underthe joint control of both NAVSUP and theresponsible systems command. While the func-tion of the ICP is to assure a proper balancebetween the supply of and the demand forindividual items of material required by theNavy they do not stock material. Some of themission responsibilities of ICP's are to:

Assure that activities of the Navy willreceive material when required, and in theproper quantities.

Assure the nonoccurrence of oversupply orundersupply by providing a scheduled flow of

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material into the Navy Supply System in theproper quantities.

Direct redistribution or disposal of excessstock at supply activities for material under itscognizance.

Determineor assist in determining items tobe stocked.

Carry out intensive technical researchprograms in order that all material under itscontrol is identified, stock numbered, and cata-loged and that interchangeability between itemsmay be determined.

Establish standard unit prices.

Participate in material standardizationprograms.

Everytime a supply activity provides youwith a requested part the transaction is reportedto the 1CP having control of the materialconcerned.

Using this information the 1CP knows theNavy wide balance on hand of the item, where itis located, the quantity on hand and the usage ofthe item for any given period. This informationis used to forecast future requirements, deter-mine procurement lead time, and identify criti-cal material. 1CP's must keep aware of antici-pated equipment changes that would eitherincrease or reduce usage on any given item. Toanticipate future material needs the 1CP mayinitiate procurement action or redistribute ma-terial from one supply activity to another.

ECHELONS OF SUPPLY

To ensure availability of material, levels ofsupply must be established for each category ofmaterial. This is a joint responsibility of NavSupand the systems command, bureau, or officehaving primary responsibility for the equipmentor system supported by the material. After thelevel of supply has been established, it is thenthe responsibility of the ICP (or other inventorymanager) to maintain that level. For material

25

that is relatively easy to procure and which isnot critical to the operation of essential equip-ments, the stock level may be the currentoperating level (anticipated usage for a specifiedperiod plus procurement and delivery lead time).Not all material falls into this category, and it isnecessary to maintain reserve stocks of itemsthat are difficult to procure, critical US theoperation of essential equipments, or whichmight become extremely scarce during a war-time emergency. These reserve stocks are overand above the operating level.

To provide better inventory management,certain designations have been applied to allashore supply activities which are used todetermine the range and quantity of material tobe stocked. These designations are listed anddefined below:

Reserve Stock Point

Reserve stock points carry reserve and backup stock for the supply system and maintainstorage facilities for the bulk storage of material.The range and stock of material at theseactivities are determined by the ICP.

Distribution Points

Distribution points carry stock for the supplysupport of designated primary stock points andmay be assigned supply support responsibilityfor one or more of the foliowing activities:

Secondary stock points in the immediatearea

Overseas secondary stock points

Fleet units

Yard and district craft

The replenishment of distribution points isdirected by the ICPs by procurement and directdelivery from Government or commercial manu-facturing sources or from other Governmentdepartments,

STOREKEEPER 1 & C

Primary Stock Points

Primary stock points carry stock fo. r theirown consumption, for designated secondarystock points, and may support either or both ofthe following:

Fleet units

YP I and district craft

Replenishment of primary stock points is di-rected by the 1CP and is normally accomplishedby deliveries from reserve stock points or distri-bution points, procurement and direct deliveryfrom Government or commercial manufacturingsources, or from other Government depart-ments.

Secondary Stock Points

Secondary stock points carry stock for theirown consumption and for the support of as-signed yard and district craft and aircraft. Allshore activities which are not classed as a reservestock point, distribution point, or primary stockpoint are considered to be secondary stockpoints. Secondary stock points determine theirown routine replenishment requirements andsubmit shipment requests or requisitions to adesignated source of supply, which normally willbe a primary stock point or distribution point.However, items which are consumed in largequantities may bc procured direct from commer-cial sources.

The above designations are assigned by theICPs and only apply to the material under theircognizance. Thus, an activity could be a reservestock point for one category of material, aprimary stock point for another category, and asecondary stock point for still a third category.The designation pertains to the particular cate-gory of material and not to the activity.

Navy Supply System Operation

Figure 3-2 illustrates the typical operation ofthe Navy supply system in handling a transac-tion from a supported unit. In this example therequisition submitted would be for an item thatis not managed by the DSA.

MATERIAL

X YZ CORPORATIONCONTRACT

RECEIPTTRANSACTION

REPORT

0STOCK POINT

NSC, OAKLAND

4

MATERIAL

0

REQUISITIONREFERRAL

0

ISSUETRANSACTION

REPORT

ICP, SPCC

MECHANICSBURG

REQUISITIONREFERRAL

0STOCK POINT

MSC, SAN DIEGO

REQUISITION

10.96Figure 3.2. The Navy Supply System.

SUPPLY SUPPORT ACTIVITIESASHORE

So far we have talked at,out the "big picture"Now lets move still closer to your own opera-tion. The function of all the organizations wehave discussed so far are designed to support theOperating Forces. The most familiar and fre-quent major activity you deal with for supportof your ship or unit are Naval Supply Centers orDepots.

NAVAL SUPPLY CENTERSAND DEPOTS

There are eight Navy supply centers, locatedin CONUS, and four Navy supply depots,located at overseas bases, to provide fleet units,shore activities, and overseas bases with the mostbalanced supply support possible.

There is little difference between NSC's andNSD's. Both are command organizations estab-

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fished to provide centralized administration ofvarious types of technical supply activities. Therange and depth of items carried by NSD's isnormally considerably smaller than that ofNSC's. The main difference in the two is thatNSC's provide support to NSD's, while NSD'susually support only end users.

Figure 3-3 shows the functional organizationof a naval supply center or depot. The depart-ments you would most frequently come incontact with are briefly discussed below.

Inventory Control Department

The inventory control department plans anddirects operations as necessary to determinematerial requirements, manage inventories ofassigned material, controls material receipts, andwhen a purchase department is not warranted orapproved by Nav Sup, conducts procurementoperations. Within the inventory control depart-ment are several divisions that perform thefollowing functions:

ADMINISTRATIVE

10

Requirement Division. Maintains levels ofactivity stocks and stock records, provides statusinformation, screens and analyzes supply docu-ments, and performs other related functions.

Receipt Control Division. Primarily con-cerned with the documentation and proceduresnecessary to assure prompt receipt of material.

Technical Division..Maintains the libraryrequired to correctly identify material.

Purchase Division. Determines methods ofpurchasing material and conducts negotiationsfor the purchase of supplies and equipment.

Customer Services Division. The liaisonpoint for fleet and shore customers on materialand service requirements. The customer servicesdivision may be established when the volume offleet or shore customer liaison makes its separa-tion from the requirements division appropriate.Otherwise the functions are performed withinthe requirements division.

PLANNING

COUNCIL

COMMANDING OFFICER

03EXECUTIVE OFFICER

0

I______L___INDUSTRIAL

RELATIONS

20

MED CAL

30

SPECIAL ASSISTANTS

Team eat Informavon 01

Cnictzen 02,Legs 03

51411 Bigness Speciailst 04

DENTALPLANNING AND

COMPTROLLER

50

INVENTORY

CONTROL

100

PURCHASE

200

MATERIAL

300

Annexes and Coe onenl Activittes

FREIGH

TERMINAL

400

DATAPROCESSING

60

Figure 3-3.Standard Organization for Supply Centers and Depots.

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PNBLIC MORNS

10

95.40(10E)

STOREKEEPER I.& C

Material Department

The material department plans and directs thestorage, maintenance -in- storage, issue, and dis-posal operations; and when a freight terminaldepartment is not warranted, plans and directsthe receiving, shipping, and shipment controloperations. Within the material department areseveral divisions that performs the followingfunctions:

Storage Division. Determines andmaintains proper stowage conditions and loca-tions for material.

Disposal Division. The disposal divisionoperates disposal, scrap, and salvage yards.

Packing and Preservation Division. Thepacking and preservation division performs thepacking and marking of material for domestic oroverseas shipment.

Cold Storage Division. When established,the cold storage division performs for perishablesubsistence material, identical functions assignedto the requirements and storage division.

Retail Stores Division. The retail storesdivision operates shop, ready supply, and self-service stores.

Freight Terminal Division. The freightterminal division receives, ships, delivers, andcontrols the movement of all material.

Labor and Equipment Division. The laborand equipment division maintains a residuallabor and equipment pool.

Thus far, we have been discussing the broad,general mission of those Navy Supply Systemechelons that function at the higher level. Theorganizations which are discussed below arethose which function at the "operating level" in,meeting the overall support mission of the NavySupply System.

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SERVMART

SERVMARTs normally operate as units ofthe retail stores division of the material depart-ment. They maintain stocks of high usageconsumable, repair part, and equipage itemsunder a system which enables fleet and shoreunits to draw these items without the delayencountered when requesting parts through rou-tine requisitioning methods.

SUPPLY DEPARTMENTS ASHORE

Now let's talk about the spot you willprobably be working in when you get your shoreduty. The supply department ashore. There aretwo main types of ashore supply department.The first is the type with the supply functionand the fiscal (or comptroller) function per-formed by two separate departments. Thesecond has both functions performed by onedepartment. The size and scope of these depart-ments vary from large shipyard supply uepart-ments working with large numbers of fleetelements, to much smaller departments responsi-ble for support of one unit or station.

Military command and coordination of thesesupply departments is exercised by the com-manding officer of the parent command.

Figures 3-4 and 3-5 illustrate the commandorganization of both types of ashore supplydepartments. You will find that most functionsperformed by the divisions may be parallelednot only with each other, but with the functionsof supply centers and depots, and your divisionsaboard ship. The divisional responsibilities ofashore supply departments and the duties youcan expect to encounter in each division arediscussed below.

Control Division

The control division is responsible for process-ing procurement, receipt, and issue documents;maintaining stock records; and serving as aliaison between the supply department andsupported activities and ships in the area.

1 MID IIIIIIMINT1141101

100111 11R1111111

et I.. tletSTOW

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10.8

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ISSUE CONTROL BRANCH-1f you are as-signed to the issue control branch you canexpect to be reviewing request documents foraccuracy and completeness of required data,determining the internal handling priorities andmonitoring the flow of issue documents. Youmay also be responsible for furnishing informa-tion to supported activities and ships on follow-up requests.

STOCK CONTROL BRANCHWorking inthe stock control branch you can expect to beprocessing issue and receipt documents whicheffect the stock record cards and submitting thereports pertaining to stock records and control.

RECEIPT CONTROL BRANCHIf assignedto the receipt control section you will beresponsible for supervising the processing ofreceipt documents and preparing reports andexception notices on material received. You willbe forwarding completed invoices for paymentand taking follow-up action as required to assureprompt receipt of material.

PURCHASE BRANCHThe purchase branchis responsible, as the name implies, for thepurchase of material and services in accordancewith current directives. You would not normallybe assigned to a purchase branch since most ofthese positions are held by civilian employees.

Material Division

Briefly stated, the material division of anysupply department receives, stores, and issuesmaterial. As with the control division, there areseveral main branches of the material division.

TRAFFIC BRANCHIf you are assigned tothe traffic branch you can expect to be supervis-ing the receipt of material including the inspec-tion of the material. You will be responsible forpreserving and packaging material for shipmentor storage and arranging for the shipment ordelivery of the material.

STORAGE BRANCHWorking in the storagebranch you can expect to be responsible formaintaining proper storage and care of material.

31

You would supervise the inspection of material,looking for such things as condition of preserva-tive, packaging and fitness for use of thematerial. You would also inspect the storeroomor warehouse for lack of proper safety precau-tions or conditions.

LABOR AND EQUIPMENT BRANCHSinceit is unlikely that you will ever be assigned tothe labor and equipment branch we will notdiscuss the duties performed by them except tosay that they have the responsibility for main-taining the residual labor and equipment pool.Normally your only contact with them will beto check out material handling equipment foryour daily use.

Fiscal Division

The fiscal division is responsible for all of theofficial accounting and disbursing functions ofthe activity not assigned to other departments.

ACCOUNTING BRANCHSome of the re-sponsibilities of the accounting branch are:

Maintaining time records.

Maintaining civilian payroll, earning anddeduction records.

Maintaining accounts for cost of labor,material ancroverhead expenses.

Maintaining official plant property accountrecords.

Preparing stores returns and other reportsrequired by local management or higherauthority.

STORES RETURNS SECTIONNormally, ifyou are assigned to the fiscal division of yoursupply department you can expect to be work-ing in the stores returns section. This sectionprepares, audits, and submits all the reports andreturns concerned with stores accounting.

DISBURSING BRANCHSome of the re-sponsibilities of the disbursing branch are to:

STOREKEEPER 1 & C

Disburse civilian payrolls.

Prepare and disburse military accounts.

Prepare and pay public vouchers.

Planning Division

The planning division is established to assistthe supply officer in the achievement andmaintenance of effectiveness and economy inthe operation of the supply department. Thedivision helps to develop methods and proce-dures for the preparation and administration ofthe budget for the supply department. Also inthe scope of its duties is the review and analysesof expenditures to insure maximum economy ofsuch expenditures.

Administrative Division

As implied by the name, the administrativedivision performs the personnel and office serv-ices for the supply department. Some of theresponsibilities include providing for mail, cen-tral files, duplicating services and maintenanceof some civilian employee records.

Technical Division

The technical division provides and maintainsa complete current technical library on Navymaterial as required by the mission of thedepartment. The division assists in identifyingmaterial unidentifiable by supported activitiesand ships and determines interchangeable orsubstitute items when required.

Inventory Division

The inventory division is responsible for theestablishment of orderly inventory schedules,the physical count of stock on hand and theauditing required to review and reconcile alldiscrepancies between the actual count and thestock record balance. The inventory division alsoprepares the necessary adjustment documentsand the report of inventory to the supplyofficer.

ge. e

COMMISSARY STORE

The commissary store is one of two activitiesthat exist separate from the supply departmentorganization. The Navy exchange, the secondactivity, is discussed later.

The primary mission of the commissary storeis to provide a convenient source from whichauthorized patrons may obtain foodstuffs andother authorized items at the lowest practicablecost:

Commissary store stock is purchased by theNavy Stock Fund and carried in the Navy StockAccount (51000). Separate returns are renderedfor each main commissary store.

When the operation of a naval activity re-quires facilities for the sale of subsistence items,the commanding officer of the activity mayrequest authority to operate a commissary store.Requests for the establishment of a commissarystore are submitted to the Secretary of the Navyand forwarded via the appropriate chain ofcommand, the Navy Resale System Office, andthe Naval Supply Systems Command.

Figure 3-6 shows an organization chart of acommissary store. You will notice that inaddition to the administrative division there arefour operating divisions with their respectivebranches.

The administrative division performs person-nel functions not otherwise provided for; main-tains the required military and civilian personnelrecords; and performs mail, central files, corre-spondence, messenger, and other office services.

The sales division prepares and maintainsconvenient, attractive, and clearly markeddisplays of all items of merchandise; verifies salespermits and assists store patrons; maintainsready issue rooms; maintains assigned spaces;conducts physical inventory counts for retailstocks; and records sales.

The accounting division performs accountingand other required fiscal functions for thecommissary store.

The control division maintains stock records;determines items and quantities of stock andsupplies to be procured; determines sources andmethods of procurement; and performs otherprocurement and stock control functions asrequired.


10.11Figure 3.0.Commisary Store Organization.

The material division receives, inspects,marks, stores, and transfers all stock, supplies,and equipment; conducts inventory of ware-house stocks; operates assigned vehicles andmaterials handling equipment; and performsnecessary janitorial services not assigned to othercomponents of the commissary store.

The officer in charge of a commissary store isan officer of the Supply Corps detailed to thisduty by the Chief of Naval Personnel. His dutiesinclude preparing and issuing orders and instruc-tions, assigning and supervising personnel, main-taining proper stock levels, establishing sellingprices, and making reports and returns.

In addition to the officer in charge, a commis-sary store is operated by enlisted personnel andcivilian employees. All salaries (military andcivilian) are paid nut of appropriated funds andNOT from profits accruing from sales. Militarypersonnel may be assigned to commissary storesonly as authorized by the Chief of NavalPersonnel and only for executive control andessential supervision; in locations where quali-fied civilians are not available; or as required forthe purposes of rotation and training not avail-able at other activities, with such determinationsmade only by the Chief of Naval Personnel.

Where circumstances do not warrant theestablishment of a main commissary store, theestablishment of a branch store may be re-quested. A branch store is a store operated at anactivity under a command other than that of themain store. Request for the establishment of a

33

branch store is forwarded via the commandingofficer of the activity at which the main store islocated. When the branch store is authorized,the resident assistant officer in charge, or otherindividual designated to be in charge of thebranch store is delegated responsibility for allfunctions performed by personnel assigned tothe branch store.

All control, material, and accounting func-tions are performed by the main store. No stockrecords are maintained by location or branchstores. These stores do, however, maintain cashregister records and deposit cash collectionseither with the disbursing officer of the activityat which the branch store is located or with themain store.

NAVY EXCHANGE

Navy exchanges are the department stores ofthe Navy and are located both inside the UnitedStates and at overseas bases. The mission of anexchange is to provide a convenient and reliablesource from which authorized patrons mayobtain, at the lowest practicable costs, articlesand services required for their well-being andcontentment; to provide through profit a sourceof funds to be used for the welfare andrecreation of naval personnel; and to promotethe morale of the command in which it isestablished through the operation of a wellmanaged; attractive and serviceable exchange.Exchanges are operated .,-'der the managementcontrol of the Navy Resale 1,; stem Office butdiffer from the Navy's other retail activities inthat they do not receive Government funds orappropriations. They may use Government-owned buildings and equipment but all merchan-dise is bought with nonappropriated funds, andthey are self-sustaining with respect to thepayment of salaries of civilian employees, thepayment for utilities, the maintenance of equip-ment, and the purchase of new equipment andoperating supplies.

There are three types of exchanges; mainexchange, branch exchange, and location ex-change. The mission and the service provided areidentical for all exchanges, and all arc operatedas separate departments within the command inwhich they are located. The three types ofexchanges are explained below.

STOREKEEPER I & C

The main exchange normally performs allfunctions of procurement, warehousing, mer-chandising, sales, and accounting within its ownorganization.

The branch exchange is 1perated at navalactivities as a branch of a main exchange inanother command. All merchandise, supplies,and operating instructions arc provided by themain exchange.

The location exchange is operated as a part ofa main exchange at a different location withinthe same command or as a subdivision of abranch exchange at a different location butwithin the same command as the branch. Themain exchange provides all merchandise, sup-plies, and operating instructions. The omaniza-tiOns of both a main exchange and a branch'exchange are shown in figure 3-7.

Exchanges vary in size and in the number ofretail and service departments they operate.However, the individual service departmentswhich they are authorized to operate are:

BarbershopCobblershopGarage and service stationTailor and dry cleaning shopPhotography shopWatch repair shopFood ServicesEnlisted men's clubLaundryPersonnel servicesVending and amusement machines

A main exchange is operated as a separatedepartment within a command, with an ex-change officer as head of the department. He isresponsible to the Navy Resale System Officethrough the commanding officer for operationmatters pertaining to management control.

Enlisted personnel are not assigned to ex-change operations except in remote locationswhere qualified civilians are not available or arenot permitted; or where enlisted personnel arerequired for purposes of rotation and trainingand when approval has been obtained from theSecretary of the Navy. When assi:_aed, enlistedpersonnel may serve in any capacity in anydepartment of the exchange. Enlisted personnelmay also be hired to work on a part-time basis in

A

the fountain, snack bar, or enlisted men's club,provided the work is done outside their regularworking hours and in addition to their regularlyassigned duties. They arc paid for this part-timework at an hourly rate, in the same manner ascivilian employees.

FLEET SUPPLY

The Operating Forces of the Navy a::: chargedwith supporting United States national policyunder a wide range of conditions from peace-time operations through armed conflict. For this'reason the Navy Supply System must be ail,- tofunction in support of operations under existingconditions at any given time. This is a tall order.Replenishment of supply stock ashore is pri-marily a problem of procurement. At sea,distribution becomes the problem. A combing;tion of advanced base and mobile supporttechniques are used to supply the OperatingForces as circumstances require. In peace-time,the permanent shore activities (both CON USand overseas) furnish the bulk of fleet support,supplemented by mobile support units wheneconomical or desirable for reasons of militaryreadiness.

Two prime advantages of naval forces arcflexibility and mobility with respect to employ-ment of weapons. The effectiveness of both ofthese advantages is largely determined by theeffectiveness of logistic support. A mobile logis-tic support force is provided to release theOperating Forces in a large measure from directdependency on shore bases which may be farfrom the operating area.

FLEET COMMANDERS

Fleet commanders have the following logisticresponsibilities:

Promulgation of general logistic policies,plans, and orders for support of the fleet andshore activities of the area.

.1 Establishment of standards of logistics andlogistic readiness.


COMMANDING OFFICER

NAVY EXCHANGE OFFICER

ASST. EXCHANGE OFFICER

MERCHANDISING

p.1 RETAIL STORE

PROCUREMENT

STOCK CONTROL

DISPLAY

IFOOD SERVICES

AND CLUBS

WAREHOUSE

RECEIVING

MARKING

STORAGE

SHIPPING

ACCOUNTING

{RECORDS& REPORTS

BOOKKEEPING

CASH CONTROL

PERSONNEL

ADMINISTRATIVE SERV.

I

BRANCH & LOCATION

EXCHANGES

IIDENTIFY INDIVIDUAL

BRANCH ANDLOCATION EXCHANGES

IGARAGES AND

SERVICE STATIONS

I

CLOTHING SERVICES

,MAIN NAVY EXCHANGE,

COMMANDING OFFICER

INDIVIDUAL SERVICES

DEPARTMENTS

NAVY EXCHANGE OFFICER

RESIDENT ASSISTANT MEG

OR BRANCH MANAGER

I

RETAIL STORE LOCATION EXCHANGES SERVICES DEPTS.

JIDENTIFY INDIVIDUAL

LOCATIONS

INDICATE INDIVIDUALSERVICES DEPARTMENTS

IN OPERATION

BRANCH NAVY EXCHANGE v:

Figure 3-7.Basic Organization ChartsMain Navy Exchange and Branch Navy Exchange.

35

41

10.12

STOREKEEPER 1 & C

Dissemination of information to sub-ordinate commanders relative to operationallogistic plans or projects.

Coordination of logistic activities ofsubordinate commanders.

Conducting the supply operations assist-ance program (SOAP).

Each fleet commander is assisted in hislogistic responsibilities by the fleet supply offi-cer.

The fleet supply officer of the Atlantic fleetheads a division on the staff of CINCLANTFLT,while the fleet supply officer of the Pacific fleetis an additional duty of the supply officerassigned to the staff of COMSERVPAC.

TYPE COMMANDERS

As you know, ships of a fleet are grouped byship types and are assigned to type commanders(TYCOMS) for purposes of administration. Cer-tain TYCOMS have primary logistics responsi-bilities which extend beyond their own typeorganization. These responsibilities are explainedin detail in NA VSUP P485.

The Supply Corps officers assigned to thestaff of each TYCOM are normally responsiblefor such functions as:

Keeping the type commander adVised ofsupply requirements.

Ensuring compliance with Navy Depart-ment and fleet supply directives.

Making recommendations to the typecommander on matters regarding supply poli-cies, procedures, and conditions of readinessaffecting ships of the type command.

Conducting inspections of supply functionsas required.

Supervising the replenishment of suppliesfrom mobile supply units under the operationalcontrol of his type commander.

Reviewing and/or taking action on requisi-tions requiring approval of higher authority.

AFLOAT SUPPLY DEPARTMENT

By the time you have turned to this manualfor study purposes you normally have advancedto Storekeeper Second Class. You have probablyserved on at least one ship and are familiar withthe operation of an afloat supply department.With this in mind we will try to keep thispresentation on a general over-view level.

Afloat supply departments normally provideessentially the same services on each ship. Thescale of the operation varies with the size of theship. For example, the ship service facilities on aDE may include the ships store, laundry, andbarber shop. On a CVA these facilities may beexpanded to include a tailor shop, record shop,ice cream parlor, etc.

In your main area of concern, the storesdivision, the same principle follows. The DE hasrelatively few items of stock (12-18 thousand)compared to the CVA (100 thousand plus). Themethods of accounting for these items arebasically the same no matter where you go, withthe exception of class 207 or 224 material.

Figure 3-8 shows the organization of a largefleet unit. The major difference between thisorganization and the smaller unit is the elimina-tion of the S-6 and S-7 divisions. On some smallunits the personnel in S-1 division may beassigned the responsibility for maintaining foodservice records and returns.

INTEGRATED SUPPLY SYSTEM

In the introduction to this chapter we indi-cated that the Navy Supply System and theDefense Supply Agency were working together.The linking organization in this effort is theNavy Retail Office.

The Navy Retail Office is responsible for theretail management of Navy owned DSA mate-rial. This management is by financial meansonly, the NRO allots Navy Stock Fund moneyto Navy retail stock points for use in purchasingDSA material. At the present time the principalNRO is the Fleet Material Support Office(FMSO), Mechanicsburg, Pa.

36

42


Ilm.1

ISUPPLY OFFICER I

r- I DEPARTMENT TRAININS 11 I;COORDINATOR II RECORDStS-1

STOWS

S-2FOOD SERVICE

S-3SHIPS STORE SRETAIL Moo

S-4

DISSUP,SING

S-5WARDROOM

NESS

S-6AVIATION

STORES

S-74DATA

PROCESSING

OFFICEADMINISTRATION

imbrue mows IRETURNS

(STOCK CUSTODYRECORDS

,4 ALLOWANCELISTS

PROCUREMENT

..1STORMS

i.R_ECORRETURNS

HSTORAGE

I PREPARATION

JRECORDSRETURNS

..-1 STORAGE

H SALES

1 MASTERH SEICE

RMSAT I

ACTIVITIES

FOODSERVICEMEN

PAY RECORDS

PUILICVOUCHERS

FINANCIALRETURNS

.1 FOODPREPARATION

WARDROOMSPACES

F000SERVICE

STOCKRECORDS

ALLOWANCELISTS

PROCUREMENT

TAPELIBRARIAN

EQUIPMENTOPERATORS

EQUIPMENTMAINTENANCE

HSTORASE 1

*NOTE: DATA PROCESSINS FUNCTIONS MAY StINCLUDED UNDER S1(Stwee1 DIVISIONAT THE DISCRETION OF THEUPPLY OFFICER.

Figure 3.8.Supply Department Organization of a Typical Large Fleet Unit.

Operation of theIntegrated Supply System

Figure 3-9 shows how the defense supplysystem and the Navy supply system are broughttogether. In this example, DESC, a Defensesupply center is the inventory manager for therequested item and performs the same functionas the ICP in the Navy system.

37

Ng irt:7 ABC CORPORATION

MATERIAL

10.97

CONTRACT

RECEIPTTRANSACTION

REPORT REQUISITIONREFERRAL

DESC, DAYTON

REQUISITIONREFERRAL

ISSUETRANSACTION

REPORT

NSC, SAN DIEGO

MAT RIM.

fREQUISITION

10.98Figure 3-9.The Integrated Navy Supply System.

43

CHAPTER 4

INVENTORY 'MANAGEMENT

As you study this chapter you will learn thatthe term "inventory management" means morethan just physical inventory. Inventory manage-ment requires control of and agreement betweenstock and stock records, accurate allowance lists,evaluating usage, and anticipating requirements.

GENERAL INVENTORY PROCEDURES

A good inventory involves much more thanjust determining the quantities of material in astoreroom or in all storerooms. It can be atedious, boring job, but it is a very importantpart of good inventory management. Since it isnot possible to determine replenishment require-ments by checking all items in stock beforesubmitting requisitions, it is mandatory thatsock records be accurate. This is one of thepurposes of inventory. You have been involvedin several or all phases of inventory, but chancesare yo : were working under the supervision of asenior Storekeeper. You are now preparingyourself to become a senior Storekeeper, and itis necessary that you understand the principlesand procedures of inventory so that you will beable to organize and supervise the completeinventory job.

PREPARING FOR INVENTORY

Advance preparation is a contributing factorto the completion of a good inventory. Thepreparations required will depend upon theextent of the inventory being taken.

It is not feasible to close storerooms forinventory, but you can reduce transactions ingeneral stores storerooms during this period. Bynotifying other departments of the dates whencertain storerooms or types of material will beinventoried, they can anticipate most of theirrequirements and draw them before the inv. n-

38

44

tory starts. Of course this does not hold true forrepair parts storerooms, and emergency require-ments must be handled as they occur. However,it is most important that the men taking theinventory and the man posting the inventory befully instructed on proper handling of emer-gency issue documents. They may be marked"before inventory" and "after inventory" orother appropriate wording. The important thingis that they be marked in such a way that thestock record Storekeeper knows whether theinventory figure includes the quantity issued orthat the issue was made before the item wasinventoried.

Types of Inventory

The type and frequency of inventory is notalways a matter of preference. Minimum inven-tory requirements are established by NAVSUPand vary according to the type of ship. However,the type commander, commanding officer, orsupply officer may direct inventories whichexceed these minimums.

Some of the more common types of inven-tory are described in the following paragraphs.NAVSUP P-485, chapter 6 should be consultedfor more detailed descriptions of these and othertypes of inventory.

BULKHEAD TO BULKHEAD INVEN-TORYA bulkhead to bulkhead inventory is byfar the most comprehensive, it requires aninventory of every item in the storeroom or inall storerooms, and this type of inventory hasseveral advantages over any other. They include:

Finding items that have been erroneouslystowed and therefore "lost"

Consolidating multiple locations insofar aspossible.

Chapter 4INVENTORY MANAGEMENT

Ensuring correct locations in the locatorfile.

The primary disadvantage of such an inventoryis the greater time and effort required tocomplete it.

SPECIAL MATERIAL INVENTORYSpecialmaterial inventories require the physical countof all items which for various reasons arespecifically designated for separate identificationand inventory. Some material which requiresspecial material inventories are HIVAC items,narcotics, highly pilferable or deteriorative itemsand hazardous items. NAVSUP P-485, Para6062-5 describes cad' category of special mate-rial requiring periodic inventory and the re-quired schedule each category is inventoried on.

In order to properly conduct an inventory ofspecial material prior knowledge of specificstock numbers (or other material identification)and item locations are required.

VELOCITY INVENTORYThe basic premisefor velocity inventories is that inaccuracies instock records will occur more frequently whenthe frequency of issue is greater. Therefore mostof the physical inventory effort should beconcentrated on "fast movers" and only "asrequired" physical counts on items with infre-quent demands.

An example of velocity inventory is thesemi-annual SIM inventory held by non-auto-mated ships. As with special material inven-tories, knowledge of specific federal stock num-bers and locations is required to conduct theinventory.

SPOT INVENTORYSpot or specific iteminventories should be taken whenever you havereason to believe the quantity shown on thestock record for an item to be different from thequantity actually available for issue in thestoreroom. Discrepancies usually appear at somepoint during the stock issue of an item. Thestock record for a requested item may show azero balance, the storeroom location should beinventoried to be sure there are actually none ofthe items on board. Some other times a spotinventory is conducted are

39

When an item reported NIS in the -store-room shows an on hand balance on the stockrecord.

When a partial NIS issue is made by thestoreroom and the stock record shows a quan-tity on hand larger than that issued.

When a posted stock issue results in anegative balance to the stock record card.

Additionally, your commanding officer mayrequest spot inventories on items he considers tobe highly essential to prospective operations, thefleet or type commander may require spotinventories to get total asset visibility on partic-ular critical items, or the inventory manager mayrequire spot inventories on items found to bedefective after they have been distributed withinthe supply system.

When holding spot inventories, as well as mostother types of inventory, it is good practice tocheck the storeroom locations immediately sur-rounding the location given for the item tocheck for possible mislocating of the item whenit was originally stored.

IMPORTANCE OF GOOD STOWAGE

One of your inventory responsibilities will beto ensure that all receipts are stowed and thereceipt papers forwarded to the office forposting to the stock records before starting theinventory. You should also inspect the store-room in advance to determine if the stores areproperly identified and stowed to facilitate theinventory. Sea stowage may need to be modifiedto permit access to all items, but safety ofpersonnel and stores must not be sacrificed. Likeitems may be consolidated into one location,and containers should be faced so that printedidentification is visible. You should impress onthe storeroom Storekeeper that the time spentbefore inventory to arrange and identify storeswill be that much less time required for theactual inventory. Speed does not necessarilycontribute to accuracy, but you are more likelyto have a good inventory when it progressesrapidly and smoothly.

STOREKEEPER 1 & C

INVENTORY TEAMS

An inventory will be only as good as theinventory team makes it. You may choose tohave each storeroom inventoried by the mennormally working in that space, or you may picka permanent team whose job it will be toinventory all storerooms. The availability ofpersonnel and the extent of the inventoryshould be considered when making this choice.The men normally working in a storeroom willnaturally be more familiar with the stock.However, utilizing an inventory team permitsyou to assign the best qualified men to the taskregardless of their normal working area.

In either case, inventory procedures should bethoroughly discussed with the leading Store-keeper and the supply officer, and these proce-dures fully explained to all men involved withthe inventory to avoid mistakes and misunder-standings.

Bear in mind that inventory errors such ascount, identification, and location may not bedetected until a requirement for the materialarises. Your responsibility does not end withpreparation of the inventory schedule, assign-ment of the inventory team or teams, andinstruction. You must supervise the inventoryprogress. The amount of supervision dependsupon the men, but, even though they aredependable workers, if they feel that you don'tconsider the inventory important enough tobother clu,..:king their work, they may decidethat it is so unimportant that accuracy is notnecessary. You may check for accuracy duringany part of the inventory process, but the menshould know that you are checking and why. Asstated earlier in this book, all criticisms shouldbe helpful rather than antagonistic.

MATERIAL IDENTIFICATIONAND INSPECTION

Another important feature of inventory is theopportunity it affords to purify storeroomstock, both repair parts and general stores. Analert inventory team can eliminate errors such asthe following that were made during or since theprevious inventory.

Unlike items bearing the same FSN.

Identical items having different FSNs.

FSN changes not made on all items in alocation.

Items should also be inspected for physicalcondition as they are inventoried. Those itemsthat are deteriorated, broken, or otherwisedamaged so that they cannot be used for theirintended purpose should not be included in theinventory count. However, you must prepare aNAVSUP Form 1250 for each item that is eitherlost by inventory or otherwise unable to be usedfor the intended purpose. The NAVSUP 1250for these items must show the notation "LOSSBY INVENTORY" or "LOSS BY INVEN-TORY(UFI)" as appropriate in block "T". Ineither case the NAVSUP 1250 must be signed bythe supply officer.

It should be noted that if items which appearas lost by inventory can be identified withidentical gains by inventory recorded in thecourse of a previous inventory no NAVSUPForm 1250 need be prepared.

Resealable plastic envelopes in various sizesare available through standard stock and may beused to advantage when stowing small parts.They have two distinct advantages over paperenvelopes in that they may be resealed withouttearing, and the items inside may be inventoriedwithout opening the envelope. The federal stocknumber and unit of issue can be written on asmall card and placed inside the envelope toprevent the identifying data from becomingsmudged and illegible.

RECONCILING DIFFERENCES

The stock records Storekeeper also has animportant role in cn&Lifirg a good inventory, andthe functions he performs must be consideredwhen you formulate the inventory plans. Hisnormal workload will be greatly increased be-cause of posting the inventory and verifying thelocations. It is probably better to have theinventory data forwarded to the office at regularintervals to permit posting as the inventoryprogresses rather than to wait until a storeroom


is completed. In this way, differences in countor location can be investigated and verified orcorrected before normal operations are resumedin the storeroom.

Guidelines covering inventory gains and lossesand consolidating or changing locations shouldbe included in the instructions given prior to theinventory. By so doing, the men will know whenthey should make decisions and when theyshould seek your advice. This not only givesthem experience in making decisions, but it alsorelieves you of routine details that can just aswell be performed by subordinates.

OVERHAUL PROCEDURESAND THE COSAL

On most ships, the range of items carried inthe storerooms is primarily determined by theCOSAL. Therefore, maintenance of an accurate,up-to-date COSAL must be recognized as beingextremely important. The actions necessary toensure a good COSAL can be divided into threeareas: validation, supply overhaul, and mainte-nance. They are equally important, and, sincethey require separate actions, they are individ-ually discussed below.

VALIDATION

Validation could well be defined as thebeginning of the COSAL life cycle since it is thebasis for preparing the new COSAL for the ship.It is unlikely that you will actually accomplishthe validation, but you should understand howand why it is performed.

When the ship has been scheduled for ashipyard overhaul, the Inventory Control Points(ICP's) will prepare validation aids based on thecurrent COSAL and forward them to the shipwell ahead of the overhaul period (usually about6 months).

The Spare Parts Control Center valida-tion aids consist of the Preliminary Equipment/Component Index (PECI) (NAVSUP Form1215) listings, and the Equipment/ComponentValidation Aid cards (NAVSUP Form 1311).The PECI lists each electronic equipment andequipment component in the same sequence asthe COSAL index. Each entry on the PECI ischecked against the actual installed equipment

644.01r..41-

. 47

and any corrections indicated in accordancewith the procedures set forth in the FleetElectronic Equipment PECI Validation Bro-chure. These corrections include installed equip-ment not shown on the PECI, equipment re-moved from the ship but still shown on thePECI, and erroneous nameplate data. The actualvalidation of electronic equipment is usuallymade by SECAS teams or the electronics mate-rial officer. Once the validation is completed thevalidation documents are forwarded to SPCCwith appropriate copies to the overhaul activity,in accordance with the Fleet Electronics Equip-ment PECI Validation Brochure.

The validation aids for the HME&O COSALare prepared by SPCC and consist of a Com-ponent Characteristics Card (4ND-SPCC-4410-15) and a printout of Index "B" of theCOSAL. The Component Characteristics Cardcontains all nameplate data necessary to identifythe equipment, and is identical to the nameplatedata given on the APL. The engineerofficer, weapons officer and first lieutenantvalidate the installed equipment in their respec-tive spaces. The same type of errors occur in theHME&O validation as those mentioned for theelectronic validation. Corrections are entered on thecards and new cards prepared for equipment andcomponents for which no card was received.Only those cards which contain changes tonameplate data, service application, quantityinstalled, et cetera, are returned to SPCC. Uponreceipt of the corrected validation aids, SPCCprepares new COSALS based on the validation.

Explain this to your men and they will readilysee the importance of a good validation since theeffectiveness of the COSAL will be in directrelation to the accuracy of the validation. If anequipment which is not actually installed isreported as being on board, vital money andstoreroom space are then wasted by carryingrepair parts which are not needed. Conversely, ifan installed equipment is not included in theCOSAL, support for that equipment will not beavailable in the storeroom when needed,

SUPPLY OVERHAUL

The job of a Supply Operations AssistanceProgram (SOAP) basically a task of ensuring that

STOREKEEPER 1 & C

the repair parts carried aboard ship correspondto the repair parts which the ship is allowed tocarry, according to the allowance given in theSNSL or 1SL of the respective COSAL segments.This involves a complete inventory of the manyrepair parts, checking the inventory figuresagainst the allowance figures, requisitionirgshortages, and transferring excesses. Since thismust be accomplished in a relatively shortperiod, the earlier methods of accomplishing itimposed too great a task on the supply depart-ment in addition to their daily routine work.Therefore, the Supply Operations AssistanceProgram (SOAP) was established to provideworking space and technical assistance to theship's personnel so that the job can be per-formed away from the interruptions and confu-sion resulting from the shipyard overhaul. Re-presentatives from the designated fleet SOAPteam normally visit the ship several weeks inadvance of the overlii.ul starting date to assistthe supply officer in planning and preparing forthe supply overhaul and to obtain informationas to the size and number of storerooms and theapproximate number of stock locations so thatadequate space may be provided for conductingthe supply overhaul. If the storeroom locationsneed to be renumbered, this is the best possibletime to do it. Care must be taken, however, notto remove or obliterate the old location numbersuntil after the inventory is complete and thenew locations recorded on the inventory cards.Otherwise, the material will be "lost" and notavailable for emergency issue during the inven-tory process.

The first phase of the supply overhaul is

offloading all repair parts. The SOAP teamnormally provides specially constructed toteboxes to accommodate drawers. Material stowedin bins should be transferred to boxes and thelocation number (including storeroom number)clearly shown on the box. The offloading mustbe well planned in advance so that it willprogress smoothly .with a minimum of delay andconfusion. If the offloading is orderly, the job oftransferring the material to shelves and bins inthe SOAP warehouse will take less time andeffort.

The SOAP team will have already received thenew COSALs and the inventory cards. The ICPsprovide a Supply Availability Card (SAC), NAV-

42

48

SUP 1109, for each allowed item on theirrespective SNSL. Considerable information ispreprinted and prepunched in the card, includ-ing the FSN, U/I, U/P, nomenclature, applica-tion, allowed quantity, and cognizance symbol.All that remains is for you to enter theinventory, location, and usage data.

Since the ship's SOAP team usually consistsof technical ratings in addition to Storekeepers,an effective purification of stock can be accom-plished by inspecting and disposing of any itemsin a "not ready for issue" condition. The SOAPteam provides technical assistance in materialidentification, represervation and repackagingservice, and supervises the inventory progress sothat schedules are adhered to.

The inventory quantity and location arerecorded on the inventory cards, and new cardsare prepared for items for which no card wasprovided. When the inventory is complete, usagedata are transcribed from the stock record cardsand the historical demand file. For those itemshaving no SAC cards, new ones are prepared andthe demand recorded. After recording the inven-tory and usage, the inventory cards are sent toNSC, Oakland, which is the data processingactivity for all SOAP teams. From the informa-tion shown on the SACs, NSC Oakland preparesnew stock record cards, locator cards, deficiencylist with partially prepunched and interpretedDD 1348s for all deficient items, excess listingwith prepunched and interpreted picking ticketsand invoice cards, and other listings with whichyou are already familiar. However, the Inte-grated Stock List (ISL) is worthy of additionalcomment, since it provides a single listing of allallowed items taken from both the ESO andSPCC SNSLs. It includes the inventory quantityand location and corrected or updated FSNsaccomplished during the inventory. It should bekept current by adding or deleting FSNs andchanging allowances when required by equip-ment acquisitions or dispositions. It could alsoprove valuable in the event of misfiling or loss ofstock record cards or locator cards.

The first action usually taken after receipt ofthe above items from NSC Oakland is to orderdeficiencies. All APA and COSAL allotmentfunded deficiencies will be ordered, howeverfund limitations may prevent ordering every-thing on the deficiency list for which the type


commander is responsible. The type commanderauthorizes the amount that can be obligated,and the SOAP team and the ship's supply officerdecide what repair parts are to be ordered. Theprepared DD 1348s for those items are com-pleted and submitted to the designated supplyac tivity ,

Excess items must then be removed fromstock, the picking tickets attached, and thematerial boxed for turn in or transfer to anothership. For the remainder of the supply overhaul,most of the work is concerned with receivingdeficiencies, stowing them, and recording thereceipt on the stock record cards.

One of the most important elements of theSOAP is the "backload", when your material ismoved back aboard ship. Time is usually yourbiggest detriment when backloading and careshould be taken to maintain the integrity ofyour stock locations. Carelessness in handling orstowing frequently results material beingrestowed in the wrong location, and, when thishappens, the item is usually "lost" until nextinventory.

The supply overhaul has resulted in thefollowing positive actions which have improvedthe ship's material readiness.

An accurate inventory has been conductedand the stock record cards are in agreement,both in quantity and location, with the actualstoreroom stock.

The COSAL has been amended to thegreatest extent possible to reflect equipmentadditions and deletions which occurred duringthe overhaul.

The ship has an updated allowance list (theISL) which supersedes the SNSL received priorto the commencement of SOAP, and whichshould reflect repair parts support for all install-ed equipments aboard ship.

Storerooms have been purged of excessmaterial.

All deficiencies have been identified.

Within fund limitations, deficiencies havebeen ordered.

43

The ship is aware of deficiencies not funded sothat they can be ordered as future funds becomeavailable.

The ship's responsibility after SOAP falls intotwo basic actions. The first is to keep therecords on deficiency requisitions which havenot yet been received and take action to ensurethat they are received, stowed, and recorded.

The second area of responsibility consists ofone final check to ensure that the COSALaccurately reflects the equipments installedaboard ship.

Within 30 days after leaving the shipyard, allhull, mechanical, electrical, and ordnance equip-ments which were reported as added or removedduring overhaul must be verified against theactual onboard equipments. The ship will receivea Summary List of Component Changes fromthe shipyard. This list will show all equipmentadditions and deletions performed during over-haul, according to the shipyard's records. Theshipyard sends a copy of the list to SPCC for usein updating the Ship-to-Component Records.SPCC accepts this list as fact unless informed ofany discrepancies by the ship. For this reason,the ship must compare the Summary List ofComponent Changes against the actual onboardequipments. This is done in much the samemanner as the preoverhaul equipment validation.If discrepancies are discovered, the supply offi-cer informs SPCC and takes action to obtainrepair parts support for any unsupported equip-ments.

A similar requirement exists for electronicequipments with an exception: instead of simplyverifying equipments reported as added or re-moved, a complete line-up verification of allinstalled electronic equipments is performed.The Electronic Material Officer reports anydiscrepancies to ESO and takes action to getrepair parts support for any unsupported equip-ments.

COSAL MAINTENANCEBETWEEN OVERHAULS

Once the final verification of equipment hasbeen performed and all discrepancies have beencorrected, the COSAL, together with the ISL,will be the allowance documents used by the

STOREKEEPER 1 & C

ship until the next overhaul, a period of 2 or 3years. To ensure that the ship at all times hasrepair support in the storeroom for all installedequipment, the COSAL and ISL must be up todate. When the ship's equipment configuration

changes in the overhaul-to-overhaul period, theCOSAL and ISL must be altered to reflect thosechanges. This responsibility does not rest on thesupply officer alone. However, except for elec-tronics which will be reported to a SECASvalidation field office, he usually initiates re-ports to the ICPs. It is the responsibility of theheads of departments to notify the supplyofficer when any equipment changes occur. It isthen the responsibility of the supply officer to:

Report installation of new equipment tothe appropriate ICP.

Obtain any allowance parts lists (APL) fornew equipment when the AF".. is not automati-cally distributed due to reporting procedures.

Check the repair parts allowance on thenew APL against the ISL to determine whichparts, if any, are already carried aboard ship, andtake action to order any shortages and integratethem in the ship's storeroom stock upon receipt.

Annotate the Equipment Index of theCOSAL to include the new equipment; includethe APL, in sequence, with the rest of the APLs;and correct the 1SL to reflect the new allowancequantities.

REPORTING CHANGES TO ESO. Changesto the ESO COSAL may be reported by meansof preprinted postcards included in the introduc-tion. Information needed to complete the cardcan be obtained from the electronics materialofficer. The COSAL Index, Summary, SNSL,and ISL are corrected or updated at the sametime as the change is reported to ESO.

REPORTING CHANGES TO SPCC.Changesare reported to SPCC using the NAVSUP Form1220. The COSAL Introduction sets forth thetype of information that should be included inthe letter for various types or change. One wayof determining what nameplate data SPCC needsto correctly identify an equipment/component

44

SO

to an APL number is to refer to an APL coveringa similar equipment/component and use thecharacteristics section as a guide.

ACTION BY THE ICP.When an ICP receivesa report of change, the master index is revised,and, when, new equipment has been reported,two copies of the appropriate APL covering theequipment are sent to the ship.

INVENTORY MANAGEMENT

The inventory procedures previously dis-cussed are only one phase of inventory manage-ment. In addition, inventory management meansproviding for the availability of material, where,when, and in the kind and quantities required. Itmeans balancing requests against available fundsand purging storerooms of stock no longerapplicable to installed equipment or in unserv-iceable condition. It means knowing the bestlevels of supply to be maintained and developinga sound review procedure to ensure that supplyadjustments are timely and accurate.

LEVELS OF SUPPLY

Levels of supply may be expressed in either oftwo ways:

Numericallyso many units of an item.

Enduranceperiod of time for whichsupply support is required.

Both of these terms are used. However, endur-ance is a general term and must be converted tonumerical quantities before meaningful levelsof supply can be determined.

Figure 4-1 illustrates the various terms used incomputing stock levels. The operating level (orendurance) is the first factor since it representsthat quantity which is required to sustainoperations for a required period of time. Endur-ance requirements are promulgated by the Chiefof Naval Operations and are shown in figure 4-2.

The safety level is an additional quantityadded to the operating level to ensure continuedsupport even though normal replenishment is


Quantity of matorialrequired to sustainoperations in theinterval betweenrequisitions or thearrival of successiveshipments.

Quantity required topermit continued oper- SAFETYations during interrup- LEVEL OFtions of replenishment or SUPPLYunpredictable demands

0..4ERATINGLEVEL OFSUPPLY

Quantity of materialconsumed during normalorder and shipping time

STOCKAGEOBJECTIVE

/

Figure 41.Levels of supply.

delayed or the ship experiences a greater-than-normal demand. These two levels, combined,constitute the stockage objective, or the maxi-mum quantity of stock that should be on hand.

The third factor that must be considered isthe order and shipping time for replenishmentstock. The anticipated quantity of stores thatwill be consumed during the time required forthe replenishment requisition to reach the sup-ply activity and the replenishment stock toreach your ship is added to the stockageobjective quantity. The resulting requisitioningobjective is the maximum quantity of stock tobe "on hand" and "on order" at any given time.

DETERMINING STOCK LEVELS

The determination of stock levels for indi-vidual items depends on whether the item is SIMor non-SIM.

The stock level for non-SIM items is generallyestablished by the cognizant ICP during E,DAP,based on the projected failure rate of the item.The allowance for items required to supportequipments installed on board between SOAP isdetermined by checking the APL for thatequipment against the stock battery. If a part isalready carried on board to support anotherpiece of equipment no increase in allowance is

45

REQUISITIONING' OBJECTIVE

10.82

normally taken. However, when there is noallowance for the part, the allowed quantity asshown in the APL is used as the ship's allowancefor the item.

Selected Item Management (SIM) items re-quire a different approach. An item qualifies forSIM when it experiences a frequency of demandof two or more in the past six months or has apredictable demand frequency of two or morebased on deployed or seasonal usage. Quarterly,all SIM stock records are reviewed and the highlimit, low limit, and safety level of the items areadjusted to reflect usage during the past 6, 9, or12 month demand period.

The method used to determine high and lowlimits as well as safety levels is to take the totalquantity of your issues (demands) for the itemto the appropriate basic endurance table foryour ship, for the demand period used. Thebasic endurande table will show the high limit,low limit and safety level quantities to be usedfor the item, based on the order and shipmenttime for the item. Figure 4-3 is an example ofthe basic endurance tables found in NA VS UPP-485, chapter 6. Factors used to establish orderand shipment times are also found in chapter 6of NA VSUP P-485.

Some items which have qualified for SIMduring the quarter (for example, a new item

51 .

STOREKEEPER 1 & C

Hull types1

CVA/ C VAN/CVSCruiser s/DLG/DLGNDestroyers, except DLGs and

DLGNs, and smaller ships(small combatant ships(excluding submarines) ofat least 1,000 ton dis-placement)

Submarines

Amphibious unitsShips complementsEmbarked troops

Nonself-sustaining ships(landing craft and otherships of less than 1, 000ton displacement)

Repair parts andequipment relateconsumables(days endurance)

Nonequipmentrelated con-sumables(days endurance) 2

90 90 (75)90 90 (60)

90 45 (45)90 90 (90)

90 90 (75)Not applicable (+)60 (+)(60)

As required to accomplish. assignedmission (promulgated by type com-mander)

1 Ship types assigned missions involving extended deployment (in excessof 60 days) and which are not normally supported by mobile logistic sup-port forces will provide endurance commensurate with the length ofdeployment required by their missions (e. g. , AGTR, AGS, ARS, etc.),provided stowage space is available.

2 Figures in parentheses indicate days endurance prescribed byOPNAVINST 4442.1 for new construction and major conversion shipswhich entered the preliminary design phase subsequent to 1 June1966.

Figure 4.2. Endurance requirements.

which was not stocked on board as non-SIM)may require additional research to accuratelyestablish high and low limits which will result inthe proper stock level to meet future require-ments. For example, assume that you havereceived two demands for a particular type tubetotaling 12 tubes during the last two months.Referring to the basic endurance table youwould find that based on a 6 month demandperiod the high limit would be 9, the low limit 7

46

52

10.99

and the safety level 5, for 90 days' endurancewith a 30 day order shipment time. However, inchecking with the using department, you findthat they anticipate a continuing failure rate of6 tubes per month. You can see that in this caseyour high/low limit and safety level would notbe sufficient to support the using departments'requirements. Alternative methods would thenhave to be used to support the requirement.Perhaps basing your computations of the pro-


jected failure rate of 6 per month would providethe required support in this instance. In anycase, deviation from the established procedurefor computing high and low limits for SIM itemsshould not be undertaken without first consult-ing with your leading chief and stores officer.

When determining total demand quantity youshould include inven ory losses for materialmissing when inventoried. Inventory losses ofmaterial unfit for issue, and in.:Witt! transfers

are not to be 'ncluded in the total demandquantity.

MAINTAINING STOCK LEVELS

Maintaining stock levels refers to all actionsnecessary to keep the onhand quantity of stockequal to the allowed or stockage objectivequantity. It requires constant review of stock

6 monthdemandquantity1

O&ST -'0 days

O&ST -30 days

O&ST -60 days

O&ST -90 days 2 Safety

levelHighlimit

Lowlimit

Highlimit

Lowlimit

Highlimit

Lowlimit

Highlimit

Lowlimit

1 1 0 1 0 1 0 2 1 02 2 1 2 1 2 1 3 2 13 2 1 3 2 3 2 4 3 1

4 3 2 3 2 4 3 5 4 25 3 2 4 3 5 4 6 5 26 4 3 5 4 6 5 7 6 37 5 3 6 5 7 6 8 7 38 5 4 6 5 8 6 9 8 49 6 4 7 6 9 7 10 9 4

10 6 5 8 6 10 3 11 10 511 7 5 9 7 11 9 12 11 512 7 5 9 7 11 9 13 11 513 8 6 10 8 12 10 15 12 614 9 6 11 9 13 11 16 13 615 9 7 12 9 14 12 17 14 716 10 7 12 10 15 12 18 15 717 10 8 13 10 16 13 19 16 818 11 8 14 11 17 14 20 17 819 12 8 15 12 18 15 21 18 820 12 9 15 12 19 15 22 19 930 18 13 23 18 28 23 33 28 1340 24 17 30 24 37 30 44 37 1750 30 21 38 30 46 38 55 46 2160 35 25 45 35 55 45 .65 55 2570 41 30 53 41 65 53 76 65 3080 47 34 60 47 74 60 87 74 3490 53 38 68 53 83 68 98 83 38

100 59 42 75 59 92 75 109 92 42

10.100Figure 43.Example of Basic Endurance Table.

47

STOREKEEPER 1 & C

records and maximum use of replenishmentopportunities. Stock levels are generally main-tained as fellows:

Non-SIM material on nonautomated ships

SIM material on nonautomated ships and allmaterial on automated ships

Replenished on a one-for-one basis as issued(within fund limitations).

Replenishment initiated when stock level pluson order quantity reach the low limit or below.Order to high limit.

Stock record review should be continuous,and the stock records Storekeeper must be fullyaware of what to look for as he posts transac-tions.

Are stock levels realistic when compared tousage?

Does tors frequent replenishment indicatethe neer. to raise stock levels?

Is replenishment stock received withinnormal time frames?

Are any outstanding requisitions overdue,and is followup required?

Does demand justify stocking a previouslyNC item?

If it were necessary to consider only theabove, it would not be too difficult to keepadequate Stock on hand. However, two addi-tional factors must be taken into account. Theyare:

Storage space limitations

Fund limitations

While space limitation does not affect manyitems it can limit the quantity of bulky, fast-moving items that you may stock. It is thennecemry to replenish these items more fr.,-quently in order to maintain an adequate stock.

As a last resort you may consider making, theitem DTO-SIM if it qualifies.

A more evident and recurring problem is thatof fund limitations. For non-SIM stock, Navy-wide funding limitations nos, prevent stockfrom being reordered to full allowance. Thisproblem will be discussed in more detail a bitlater. For all items of stock your own shipboardfunding limitations may prevent items beingordered to full allowance or high limit, or mayforce you to make a choice between items to beordered. When a choice between two differentitems must be made, it is a good idea to requestadvice from the using department or depart-ments since they will be directly affected by thedecision.

DEFICIENCY INALLOWANCE LIST

As we mentioned earlier, Navywide fundinglimitations sometimes prevent the reordering ofall non-SIM repair part deficiencies. These un-funded deficiencies are recorded by the NavalSupply Center, Oakland on the master Defi-ciency in Allowance List (DIAL) record. To beincluded on the master DIAL record, an itemmust be a non-SIM repair part, have a unit costof S2 or more and have a FSN. Specificallyexcluded from DIAL are:

Deficiencies of controlled equipage

Consumable items

Repair parts funded under the APA

Repair parts funded by NAVSHIP COSALallotment

Your ship's initial input into the DIALprogram takes place (hiring SOAP. During theSOAP for your ship all unfunded non-SIM repairpart deficiences of S2 or more are entered on themaster DIAL record maintained by NSC Oak-land. When requested by your type commander,NSC Oakland providt,s your ship with a deck ofDIAL cards applicable to your ship's repair part

48

54


shortages as recorded in the master DIALrecord.

Proper input to, and maintenance of yourship's DIAL records, and themaster DIALrecord provides your type commander with abasis to evaluate your ship's supply readiness.Additionally, the master DIAL record permitsexcess material generated by SOAP to be redis-tributed, as non-chargeable material, to shipsthat require it to fill allowance deficiencies.

Maintenance ofthe DIAL Deck

The deck of DIAL cards for your ship wouldbe useless unless you properly maintained them.

If you issue a non-SIM item without re-plenishment which has a card in the DIAL deckyou must increase the quantity shown as defi-cient on the card to reflect the new deficientquantity. For example, you make an issue of aresistor winch you are unable to replenish, andwhich leaves your allowance deficient by 2. Youcheck the FSN for the resistor against the DIALdeck and find that a DIAL card is there for theresistor showing a quantity deficient of 1. Theproper procedure would be to draw a linethrough the quantity shown on the card and putthe quantity now deficient in its place.

If there had been no card (item not previouslydeficient) you would have had to make up aDIAL card showing the FSN, unit of issue, unitprice and deficient quantity of the item. Thenew card would then be inserted in the deck inthe proper sequence.

Assume now that funds become available toreduce some of your ship's deficiencies. If theresistor mentioned above is reordered to fullallowance you would change the quantity shownas deficient on the DIAL card to 0 and refile itin back of the DIAL cards which still reflectdeficiencies. When five or more DIAL cards areaccumulated for which the entire deficientquantity has been ordered, these cards areremoved and mailed under a letter of transmittalto NSC Oakland for update of the master DIALrecord.

If the full deficient quantity was not ordered,the quantity shown as deficient on the DIAL

49

card is changed to reflect the actual quantitydeficient.

Update of theMaster DIAL Record

The master DIAL record at NSC Oaklandmust be kept up to date to accurately reflectrepair part deficiencies of individual ships.

When a non-SIM item is issued withoutreplenishment and the quantity on hand plus thequantity on order is below allowance, thedeficient quantity is reported to NSC Oakland.The method used is to enter the notation"DIAL" followed by the current quantity defi-cient in block T of the NAVSUP Form 1250used to issue the item (see figure 44). Thisaction is taken as often as necessary to reportthe quantity deficient for the item. The quantityreported deficient is the total quantity deficientfor the item at the time the item is issued. Forexample, if you make an issue of lEA of an itemand the issue brings the deficient quantity to2EA, the quantity is shown as "DIAL (2)" inblock T of the 1250, even if the item had beenreported as DIAL deficient for lEA at the timeit was first issued.

Upon receipt and review of the green copiesof the NAVSUP Form 1250 submitted periodi-cally under ACCESS, the type commander willextract and report the repair part deficiencydata to NSC Oakland, for update of the masterDIAL record.

When a significant number of replenishmentrequisitions are submitted solely to correctexisting DIAL deficiencies (e.g. prior to anextended deployment) the following steps aretaken to update the master DIAL record. TheDIAL cards for those items ordered to allowance(0 deficient) are removed from the DIAL deckand the deficient quantity recorded as zero. Ifthe requisitioned quantity only partially reducesthe deficient quantity, the cards for those itemsare annotated to show the correct deficiencyand a list is prepared for these items showing thequantity still deficient. These cards are thenrefiled in your DIAL deck. The list of partiallyfilled deficiencies and the DIAL cards for thoseitems reordered to allowance are then forwardedto NSC Oakland under a letter of transmittal.

ups

STOREKEEPER 1 & C

SA ATL MOWS, OAT

ais q1 1

;MT NOC mu No

IDO iwi,

0C LOCATION

414231 MON OTT II ACOLNSITION NO

.....,SSUC WC : NO0 J UNGVNI N i L 1111

111 INVENTOR I10.1 0 SNIP NULL NO

bb-c3R ISOOLC1

2

COGSTOCK NUMBCR

REFERENCE SYMBOL JR NOUN U/I OJANTI TY UNIT PRICEPSC /1111 ALIOVL

4-r-

91_1(,1160I I I I I 1 I I- 1

at10104/ 0'I I I

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.

1 1 1 1 :

JOB CONTROL NO ISEIC 14

APL /DEL !BF o LOT 'NICE

.62b J

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k4AllaoalI I I

11,9,31 Oil 01

1 I I 1 I I

1 044/ 9Imili 1.EQUIPMENT COSAL SUPPORTED usligi NO

. TURN.. IN S OSTED T

...OK .40SIR 10101

N /QUIPS./ N / OATDUN atom 00..,, to.... oft toot

IIN ANC mi.

U N Nov 0 T V N IV

Figure 4-4.NAVSUP Form 1250 for dial deficient item.

Verification of theMaster DIAL Record

The master DIAL record is verified by yourship on the first and second anniversaries ofyour most recent SOAP completion date. NSCOakland sends the ship all required verificationaids along with complete procedural instructionsfor the verification.

SUPPLY VS DEMAND

In one respect, supply department storeroomsare very similar to commercial stores since theymust be responsive to customer needs. True, it isnot necessary to cater to customer whims, butstoreroom stock (repair parts and consumables)must contain the 'material needed to supportinstalled equipment and general shipboard work.

The majority of line items in the storeroomsare repair parts which are stocked according tothe COSAL and not because of previous de-mand. However, this fact does not relieve you ofall inventory management responsibility. Eachrequest for a not-carried part should be analyzed

17.84

to determine if the equipment is supported bythe COSAL. This provides an excellent oppor-tunity for a continuous validation of the CO-SAL. Changes to installed equipment also re-quire changes in storeroom allowances. Theequipment change must be reported to the ICP,appropriate APIs obtained, 'and allowed repairparts necessary to support the equipment or-dered.

Demand is a most important factor whendetermining storeroom quantities for consum-able items and repair parts with frequent usage.For these items it is necessary to establishstockage objectives which meet the endurancecriteria promulgated by OPNAV. In addition, itis advisable to identify those items that experi-ence peak demands during deployments orparticular operations. Here again, advice fromttle using departments can be very helpful.

Accurately maintained stock record cards willbe your primary source of information whentrying to anticipate future requirements forregular replenishment requisitions or when re-plenishing in preparation for an extended de-ployment. However, the expected duration ofthe deployment and availability or non-avail-ability of supply support requires very careful

50

56


planning. An oversupply of one item can seldombe substituted for a shortage of another item.

General comments or "gripes" are not alwaysa valid means of evaluating performance sincethey are often generalities and do not_pertain tospecific transactions. However, one method thatcan be used to measure the effectiveness ofsupply storerooms to support the operatingrequirements of the ship is called the supplyeffectiveness analysis, as shown in figure 4-5.The illustration pertains only to repair parts, butit is equally applicable when analyzing consum-able material support. Very little time is re-quired to prepare the analysis from the weeklyaccumulation of consumption documents. Sincedemands fluctuate, a single weekly analysis isnot an accurate measurement. However, if theanalysis is prepared each week and comparedwith those of previous weeks, a very definitepicture of supply effectiveness is shown.

The two areas that lower the effectivenessrating are NIS and NC transactions, and thesedocuments should be carefully examined todetermine the cause. NIS transactions in partic-ular may indicate faulty stock control tech-niques; although unusual or unpredictable de-mand may have been the cause. NC transactionsshould be carefully examined to ensure that theequipment is correctly supported by the CO-SAL.

These statistics WILL NOT correct deficien-cies. They will help you identify causes ofdeficiencies so that you can take correctiveact ion.

CONTROLLED EQUIPAGE

Storekeeper 3 & 2, NAVEDTRA 10269-G,discusses the Controlled-Equipage CustodyRecord (NAVSUP Form 306) and the proce-dures for inventory and documentation of itemsof controlled equipage.

As a senior Storekeeper you will be moredirectly involved in the preparation and mainte-nance of the Equipage Control/RedistributionSource Document, and the Type CommandersDeficiency/Excess Report.

Deficiencies and Excesses

To obtain more effective management ofcontrolled equipage assets, some TYCOMs main-tain a computerized program which is designedto:

Afford ready visibility to existing con-trolled equipage deficiencies and excesses

Match reported deficiencies of one shipwith excesses of another

Facilitate the redistribution of reportedexcesses

Point out deficiencies of urgently requiredmaterial for which no excesses are available.

Individual ship input into this program, ifmaintained, is provided by required deficiency/excess reports.

SUPPLY EFFECTIVENESS ANALYSIS

11EPAIR PARTS For Period:

A.

B.

C.

D.

E.

F.

G.

Line-item issues of repair partsLine-item NIS transactions for repair partsTotal line-item demands for allowed'repair partsLine-item demands for NC repair parts

Total line-item demands for repair partsNet effectiveness (A C)

Gross effectiveness (A E)

Figure 4.5. Supply effectiveness analysis.

51

57

176

4

180

18

19897. 78%

88. 89%

10.84

STOREKEEPER 1 & C

Deficiency/Excess Report

When a ship is commissioned or reactivated, acomplete invmtory of controlled equipage istaken. Upon completion of the inventory, aninitial "Equipage Control/Redistribution SourceDocument" (Figure 4-6) is prepared, reflectingall existing controlled equipage deficiencies andexcesses. The source document is submitted toyour type commander as an addendum to themonthly Budget/OPTAR Report (NAVCOMPT2157).

After initial submission of the "EquipageCon t r ol/ Redistribution Source Document"changes to the report are made by submitting an"Equipage Control/Redistribution Source Docu-ment" showing only the items on the initialreport which require a change (Figure 4-7). The

change to the initial report is submitted to thetype commander in the same way as the initialreport, for the month in which the changesoccurred.

Detailed instructions for completing the_datablocks for the "Equipage Control/RedistributionSource Document" (Figures 4-6 and 4-7) arefound in NA VSUP P-485, Chapter 6.

Type Commanders "UICDeficiency/Excess Report"

Each January the type commander will dis-tribute to each of his ships a "UIC

Deficiency/Excess Report". This reportreflects the TYCOM's record of all existingcontrolled equipage deficiencies and excesses forthe receiving ship.

INITIALtfonclot gla11101/111641t11111111011 IOVIICI ',CUMIN,

NIS ONO PAUL JW (DDO.32) ,g 2t19121Wallow

*I I 11 I 1 I 1111 1.1 1 1 1 1 I 1 I 1 1 I I:

t181(11 1t 1011) 11111

ara,.1 I I1 I I I 1 I I II

Ult11 /alb

z-op qaigo3ii

2-MA9514w212120(414007

2-140211301 2

4 124, 000 4 0 Q

2174'00314 02 el

2-124 0.05 30011

2- 24005411

2 -132 op!241071

249:5 00,0 o o 21

0430 6;480002

2-19hop.6 00.011

11111111111

111!!111111

11 111 11 11 1 1

menourosuunuouNntn Nil WI

.1 1 1 I

Ilh

F1 f-71.1N .1 I N

Dia avow.

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1 1 1

III

1111

1 112

t 1

1

III

1 1 A

I11

II,i11

I I I

I11

1 1

111

I I I

1 11

11I

IltIII1 11

10.101Figure 4-6.Initial equipage control/redistribution source document.

52

I

I

I

I

I

I

I


1uP11 CON1111/1111MilititiON 1000 ootuid OA #1

USS-JOHN PAOL-10111ISIODO-32) sab/219121 'Mt "LI1001 uof

tllttill III

MIMIC tea 113 AI

at As

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it Mot nkidil AND

Nola InitiutlArin

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111111111 1

1 111 11111 11 1

1 I 1 111111 11 1

W11111_1111

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i 1 1 II 1111 111

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dm.

1111aat/riestunromi1 11231II In 1111

t. 1 1 I I I iJ iJ I

L11

Figure 4-7.Example of change to initial equipage control /redistribution source iiecument.

Each item listed on the TYCOM's report iscarefully reviewed in conjunction with the an-nual controlled equipage inventory taken inMarch. An "Equipage/Control RedistributionSource Document" is prepared and submitted asan addendum to the Budget/Optar Report forMarch, showing all corrections required to theTYCOM's record.

When a "UICDeficiency/Excess report is received from theTYCOM more frequently than annually, thereport is reviewed and updated even if noshipwide inventory of controlled equipage isconducted.

Figure 4-8 shows a Type Commanders "UICDeficiency/Excess Report."

53

59

10.102

MANDATORY TURN-INREPAIRAB LES (MTR)

What is a mandatory turn-in item? Basically,it is an item that costs a lot of money and can berepaifed for less money than it would take toreplace it.

Mandatory turn-in items are broken downinto two groups, HIVAC (high value assetcontrol) items and non-HIVAC MTR items.Procedures for managing MTR items are basic-ally the same for both HIVAC and non-HIVACitems.

HIVAC MTR Items

Although the majority of HIVAC items arerepairable there are some consumable items

STOREKEEPER I & C

15 .71.11 1972

ARA PAUL :0XIS

cal TED STOCK No.

21 42202=538211 4220251800211 20906700178211 42402689732

2H 66051679960is 665025489592R 664529009252A 664524071941 RDCIAhm262R 422063989992A 10057265672

ai 66501 H41 581

PARTIsm AMNCLATJAK

LIFE pRSVR,VLIFE FLOAT,25/RAMAN=MASX,CBRSEXTANT,111iBIA3CHLAR,ENDCHROMIMETERWATCH,PKT,CCH

L TYPEwRIT41-,FLGAGGE,DEEIHNSHCCGuA,12GATELESCoPE,AZI

001CRODESPAC PAGE AO. 001EQUIPAGE CoN110L/BEDIsTRIBUTION PROGRAM

to 52192 DEFICIEMT/D:CESS REPORT

17P TRAM

021 WantRE4

ligTOT RE3

EUInaTPRICE

TOTAL

1304 2-330014031 Al 0012 14.00 168.001 21 2 2-820054001 A3 0002 277.00 554.001212 2-270044007 Al 0002 117.00 234.001212 2-900213012 Al 0006 12.50 75.001 212 4-240004005 B2 0002 0001 500.00 1000.00

1304 2-240034028 113 0004 214.00 856.001212 2-24C033001 B1 0001 413.00 413.001304 2-240054117 153 0041 110.00 110.001212 2-320024107 C2 0002 0001 350.00 700.001 21 2 2-950013002 D5 0001 343.00 343.001 21 2 0-006480002 E6 0002 0001 60.30 120.601304 2-240024005 B1 0001 216.00 216.03

Figure 4-8.Type Commander's "UIC_ Deficiency/Excess Report.

designated HIVAC because of their high unitcost. HIVAC items are identified by the materialcontrol code assigned. HIVAC items are requiredto be inventoried quarterly by ships designatedas HIVAC reporting activities or cyclic assetreporting activities (as identified in NAVSUPP-485 appendix 7) and annually by all otherships, except submarines.

Master RepairableItem List (MRIL)

There are currently three major repairablelistings to help you in identifying those itemsconsidered repairable:

The Master Repairable Item List (MRIL)

The Aviation Supply Office Master RepairList of Navy Aviation Materials (ASOMRL)

The Fleet Bldlistic Missile Weapons SystemMaster Repairables Listing (FBM MRL)

The MRIL is the repairable list you probablywill be using most often in your job aboard ship.The information contained in the MRIL willenable you to make repair/turn-in determinationfor all repairable items. Figure 4-9 is a sample

;54

10.103

page from the MRIL. Detailed explanation ofthe columns is given in the introduction to theMRIL.

Asset Records

You are required to maintain a stock recordcard for each purpose code under which aHIVAC item or a non-HIVAC MTR item isstocked. Each of these stock record cards mustcontain the Material Control Code (found in theMRIL and NMDL) for the item. Additionally,when locator cards are used for obtaining itemlocations, each locator card must show the sameMCC as that indicated on the related stockrecord card.

Purpose codes (found in appendix 10 of.NAVSUP P.485) normally applicable to HIVACitems and non-HIVAC MTR items "in stock" areas follows:

Purpose code "A"General issue stockPurpose code "W"Special pool-type stock

Material control codes for HIVAC repairablesand non-HIVAC MTR items are as follows:

Code DRepairable items which generally canbe repaired locally (i.e. at the organi-zational or intermediate maintenancelevel)

60


NAVY NARVER RERAIRAW 12C4

A C N KEMAL SNIC N $ $446 41.0 NOTESC n C STOCK I. C COD[T 0 C NOM C CI

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0 U 4001600 U 400151

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C 464 5620.042.5661C 404 5620.042.5663

U $00169 06 61.1)28141PCU 400244 06 6LueS14111

400436 C NON 5620.042.5202 U C30023 03 RE06T414EC 224 5120.012.0214 0 U 400169 13 C 666 5320.042.5110 U 400164 03 4t0614111400436 C ANN 1215.042.6426 U xx 13C 864 5620.017 -943x U 400244 06 91.145241/2 C ANN 1265.042.6451 u xx 13100631 C ANN 1265.042.6432 u xx 13C 224 5620.017.0511 0 U 400144 13 C ANN 1215.042.6436 U xx 13400636 C 444 1215.0426441 u xx 13C 224 56258017.05E5 0 U 400169 11 C ANN 1269.042.6442 U xx 13400436 C ANN 1285.042.6443 U xx 13C 664 5625.017.9526 U 400161 03 REOSYRIRE C ANN 1215.0426465 u xx 13400226 C ANN 1215.042.644? u xx 13C 224 562:1-012.1512 0 U 400160 13 C ANN 1265.042.643: u xx 11NO0631 C NON 5620.0414.3224 U 400164 06 IN.U(316111C 224 55254117.957a 0 U 400116 13 C 466 6625.044.3226 TE u N0022$ 03 420516111NO0630 400244C 2245625.017.95Y, 0 U 400169 13400630

C ANN 6940.044.126U :::/:: 13C 224 5625.017.0560 0 U 400169 13 C NON 5625.045.4173 u 61 13

400636 C NO 5640.049.6161 U N00151 11C 224 5625.012.0561 0 U 400160 13 400226400636 C 46 5640.049.6172 U N00101 13C 22N 5625.017.9562 0 U 400149 13 400128 .400636 C AS 5040.069.6123 U 400151 13C 224 5625.017.9563 0 U 400160 13 400226400636 C 46 5110.049.6174 U N00151 13C 126 5640.016.0496 0 U 400164 13 100226400636 C AS 6130.0410.6105 U xx 13C 244 1242.0164292 0 U 400019 06 6luE5101111 C 44 514080491109 U N00151 13C 244 062.016.3601 0 U 400169 06 6Lu[S14111 N00220C 044 6130.09.6717 0 U 400169 03 420514111 C NON 6625.049.1272 Te U 400226 03 NEOS1NIPC400226 400244

C 224 52120.019.3420 0 U $00109 13 C 464 5620050.6560 u 400169 06 6L12314111400636 C aim 1420.050.6970 u 400169 03 4gOSTRIPC

C 214 5625.010.3440 0 U 400169 13 C 'CO 5620.050.6572 u xx 13400636 C 464 5620.050.6973 u 400164 03 ReOKYRIPCC ACN 7440.014.6616 0 U 400160 06 IluES14111 C ANN 4031905086211 0 U NOOttt 03 11'0014ipc

C 224 5605.019.6123 0 U 900109 13 400244400636 C 464 6625.051.3406 T[ 0U 400220 06 61.0:214111

C ANN 6030.019.0410 0 U 400169 03 REOSTRIPC 400244C ANN 1265.020.0015 0 U xx 13 C ANN 1265.051.6501 0U 400161 03 11[0514111C 244 5062.020-0065 O U U X 13 400226C 224 7905.020.2734 0 U $00119 13 C 646 6210.051.653, 0 U C10014 06 SLUES/41PC

400636 C ANN 6730.0514540 U 400164 03 4c051/1111C ANN 1205.020.2802 0 U 400246 03 REOSTRIRC C ANN 5665.051.6304 0 U xx 13C ANN 1215.020.2114 0 U 400246 06 6LU[5241/2 C 244 5665.051.6110 0 U 400161 06 6LueST4111C ANN 1245.020.2691 0 U xx 13 400224C 224 4020.021.2106 0 U 400114 13 C 244 5665051.6311 0 U xx 1

NO0430 C ANN 5665.051.6313 0 U 400161 03 420514111C 464 5620.021.3093 U xx 06 SLU[5211/2 400224C ANN 6610.021.3205 U C50015 13 C 244 5665.041.6320 0 U xx 13C 224 5620.021.3716 0 U 100111 13 C 24N 5665.051.11327 0 U 400111 03 REOS111111

N00631 N00224A 1ND 6930.021.5622 U AW 13 C 24N 5665.011.6322 0 U x0 13C 014. 5065021.5762 U $00109 06 OluESYRIPC C 244 5665.051.6323 0 U xx 13C 464 5625.022.2661 U 400244 06 OLUESTRIPC C 244 5665.051.6324 0 U 44 13C 464 5625.022.2664 U xx 13 C ANN 6110.052.2160 0 U 4001611 03 RED$10141C 224 5065.022.2606 0 U 400169 13 A AS 3160.032.2166 u xx 13

400636 A Al 5140.052.2196 U xx 13C 224 5615.022.9140 0 U 400160 13 C 410 1220.052.5490 0 U xx 13

400431 C 460 6625.043.3112 IC U 40022R 03 REOSTRIPCC 24. 5140.021.1,46 0 U 100161 03 REOSIRIPC 400246C 246 5660.021.1055 0 U 400151 03 RCOSTR1PC C ANN 1220.053.4316 0 U Norm 06 sLuMottrc

400636 C 44N 1220.053.4375 0U xx 13

Figure 4.9. Sample page irom Master Repairable Item List IMRILL

55

61

10.104

STOREKEEPER 1 & C

Code GHIVAC MTR items with a unit pricegenerally of $1,000 or more

Code HMTR items not assigned MCC G, K,or Q (i.e. MTR items not designatedas "HIVAC" or high value)

Code KMilitary essential and/or critical HI-VAC MTR items with a unit pricegenerally of $1,000 or more

Code QHigh value MTR items with a unitprice generally less than $1,000

In addition to those codes shown above, thereare two material control codes (J and N) whichapply to HIVAC consumables.

MTR SuspenseFile

Each ship's supply department is required toestablish an MTR suspense file in the supplysupport center (SSC) or supply office (if no SSCis established). The MTR suspense file mustcontain a skeletonized DD Form 1348-1 forprospective transfers of unserviceable MTRitems expected to be turned in to the supplydepartment in exchange for an issued replace-ment.

The 1348-1's should be filed in such a way asto provide a tickler file system that readilyidentifies those departments holding repairablesthat require turn-in.

MTR Issues

Documentation of issues of MTR items isbasically the same as that of other material.Your only problem may be in readily identifyingthose items that are MTR repairable. Yourdetermination as to whether or not an item isrepairable or not is made from one or more ofthe following sources:

The stock record card for the item whichshould have the material control code of theitem on the card, or a notation "HIVACREPAIRABLE" or "MANDATORY TURN-INREPAIRABLE" shown.

The NMDL which gives the material con-trol code of an item in the "repair" column.

The MRIL, ASO MRL, FBM MRL

When an issue of an MTR item is to be made,or before an MTR item that is NIS/NC isordered the issue document for the item shouldbe annoted "MTR ITEM" in the remarks block.

As far as is practicable, the turn-in of theunserviceable repairable to the supply depart-ment should be made at the time of issue. Whenthe turn-in is received by the issuing Store-keeper, he should make the notation "TURN-INRECEIVED" in the remarks block. If the issue ismade without immediately receiving the unserv-iceable item (some turn-ins cannot be made untilthe new item is actually installed in the equip-ment), the notation "TURN-IN NOT RE-CEIVED" should be made in the remarks block.

Immediately after the issue of the MTR itemhas been made (regardless of whether the unserv-iceable unit is immediately turned-in to thesupply department), the issue room Storekeepersends the issue document to the SSC or supplyoffice for preparation of the DD 1348-1 fortransfer of the unserviceable repairable to thedesignated overhaul point at the earliest possibletime.

If an MTR item is NIS or NC when requested,the same basic principles apply that were usedfor issues. If the replacement item is turned in tothe supply department at the time of the issuerequest, you annotate the tzmarks block of the1250 in the same way as for an issue. The issuerequest is then forwarded to the requisitioningStorekeeper so that the replacement item can beordered. The defective item is still transfered tothe designated overhaul point at the earliestpossible time without waiting for the replace-ment item to be received on board. For adefective item that cannot be turned in to thesupply department before a replacement isinstalled, you transfer the defective unit as soonas possible after receipt of the replacement item.

Amplified instructions for the processing ofMTR item issues are found in NAVSUP P485,chapter 6. Transfer of MTR items to thedesignated overhaul point is discussed in Chapter6 of this manual.

56 62

CHAPTER 5

PROCUREMENT, RECEIPTS, AND EXPENDITURES

We have examined the Navy's material distli-bution system, and have followed the flow ofmaterial from the manufacturer through theechelons of supply to the distribution points andprimary and secondary stock points. In thischapter we will discuss the methods of procure-ment available to you, the procedures for receipt.:4 these stores, and the expenditure of storeseither no longer required by your ship, or moreurgently required by other ships.

PROCUREMENT

One definition of procurement is "to get holdofobtain". That is essentially what you mustdo to provide effective supply management foryour ship. When parts or other supplies areneeded, you must "get hold or' new stocks.

DISTRIBUTIONCHANNELS AFLOAT

Basically, all stock points have as theii ulti-mate mission the support of the fleet. Taking upthe problems of distribution where shore supplypoints leave off are the FLEET SERVICEFORCES. The service forces have the responsi-bility for establishing such supply activitieswithin the fleet as are necessary to makeefficient distribution of materials. They areresponsible for the implementation and enforce-ment of policies established by the systemscommands and bureaus on the distribution ofmaterials and also for the promulgation ofadditional distribution controls within the fleet.

Also affecting the distributive system afloatare two additional controlling authoritiestypecommanders, and local commanders. TYPECOMMANDERS may prescribe controls over theprocurement and stocking of material in ships

under their command and may provide facilitiesfor the supply of material to these ships. Localcommanders, (area commanders, and senior offi-cers present afloat) set up distribution controlsover stock available in their area as conditionsrequire. Each of these authorities is responsiblefor enforcing the distribution controls of higherauthority.

The controls of bureaus, service forces, typecommanders, and local commanders are estab-lished in fleet operations orders and instructions.Supplementary directives on special material, onspecial circumstances, and for localized areasappear in bureau and fleet instructions, and inlocal directives. Supply officers afloat mustmaintain comprehensive and current files ofthese instructions for information and com-pliance.

SOURCES OF SUPPLY

Ships normally submit requisitions to thesupply activities specified in current operationalorders and instructions issued under the direc-tion of fleet commanders. One of the morecommonly used instructions describing requisi-tioning channels is the Consolidated AfloatRequisitioning Guide Overseas, NAVSUPP4998-A for the Atlantic or NAVSUP P4998-Pfor the Pacific. When there are no instructionswhich specify the source of supply, requisitionsare submitted to the nearest shore supplyactivity (NSC or NSD).

Ships deployed overseas and non-rotatingships get their supplies from units of the MobileLogistics Support Forces (MLSF), outlyingbases, CONUS distribution points, or advancedbases. These sources are normally detailed in theappropriate requisitioning guides mentionedabove.

57

63

STOREKEEPER 1 & C

RESPONSIBILITIES FORPROCUREMENT AFLOAT

The supply officer is responsible for theprocurement of all equipment and suppliesneeded by the ship, with the exception ofammunition, Marine Corps stores, navigationalmaps and charts, war reserve stockpile nuclearweapons and major assemblies, medical stores,and those materials which are automaticallyfurnished without action by the ship. (On shipsoperating under Navy Stock Account specialaccounting classes 207 and 224, the supplyofficer is responsible for the procurement ofload list medical stores.) The supply officer isresponsible to the commanding officer for themaintenance of stocks of general stores, subsis-tence items, and ship's store stock and clothingitems, if authorized, at levels sufficient to meetprobable demands. He is responsible jointly withthe cognizant head of a department for themaintenance of a full allowance of equipageitems.

A leading Storekeeper's responsibility is toimplement whatever system of procurement thesupply officer directs. Working with the supplyofficer, you will determine procurement require-ments, using as the basic guide, the ship'sallowance lists and usage experience as reflectedin the stock records.

In determining stock requirements, you musttake into consideration geographic and climaticconditions; the expected length of cruises; thetype of operations, such as combat, training, or

.other mission; and the availability of supplyactivities. You also must consider the expectedneeds of operating departments for maintenancematerials and consult with department personnelin that regard. Of course, your determination ofrequirements must be made in accordance withthe ship's endurance schedule, the stock limitsand allowances established by the cognizantcommands, NAVSHIPS weight restrictions, andlogistic commandets' endurance limitations.

NAVY MANAGEMENTDATA LIST

The high cost of printed matter together withcritical space requii,ments have resulted in the

58

Navy Management Data List being produced inmicrofiche form. In addition to cost and spacesavings the present method of producing theNMDL results in faster_and_more__ economicalreceipt by mail. Quarterly, a completely updatedNMDL is issued to all activities. This eliminatesthe requirement for change bulletins to theNMDL as well as the Deleted Superseded FUNList.

NORS REQUISITIONS

A hot operationally ready supply (NORS)requisition is defined as any requisition submit-ted to meet:

A casualty report (CASREPT) requirementas cited in Navy Warfare Information Plan10-1(c).

A Ship's Essential Equipment RequisitionExpediting Program (SEEREP) requirement asdesignated in NAVSUPINST 4408.1.

A not operationally ready supply air(NORSAIR) requirement as designated inFASOINST 5442.1.

An anticipated not operationally readysupply (ANORS) requirement as designated inOPNAVINST 4614.1.

The preparation of a NORS requisition isbasically the same as for other requisitions. Thesame data blocks are completed. However, theinformation in some data blocks is specific toNORS requisitions:

Block 3, the media and status code isusually changed to provide 100 percent supplyand shipment status by the fastest means possi-ble. Normally, the M&S code is in the, "S-X"series as_described in appendix 16 of NAVSUPP-485.

The first digit of the requisition serialnumber, data block 12, is "W" to identify aCASREPT/NORS requisition.

The first digit of the distribution code, datablock 18, is used to identify the activity that is

Chapter 5PROCUREMENT, RECEIPTS, AND EXPENDITURES

to receive 100 percent supply and shipmentstatus on the requisition, in addition to therequisitioner. Appendix 3 of NAVSUP P485lists the appropriate codes for this purpose.

The appropriate project code for NORSrequisitions from appendix 6 of NA VSUP P485is entered in data block 19 of the requisitionwhen directed by the fleet or type commander.

NORS requisitions are transmitted by navalmessage unless transmission by another means(telephone, transceiver or courier) is consideredmore expedient. Figure 5-1 shows a NORSrequisition ready for submission.

Expedited Handling

The RDD block of the NORS/ANORS requisi-tion (block 21) will contain "999" (most expe-ditious handling when the following conditionsapply:

The requisitioner must be a Navy unitoverseas, or a unit alerted for deployment within30 days of the date of the requisition.

The unit is assigned to FAD I, II, or III.

The item or equipment required is causingprimary weapons or equipment to. be CASREPTwith the casualty report submitted. Or the itemor equipment has been identified during mainte-nance or testing as required to prevent primaryweapons or equipment from becoming CAS-REPT (an ANORS requisition) and the timeframe is within 15 days of actual combatrequirements or within 5 days for all otherworldwide requirements.

Only priority designators 01, 4)2, and 4)3 requisi-tions meeting these requirements are eligible for"999" assignments.

Any requisition or requisition modifier show-ing "999" in the RDD block must be approvedby the commanding officer of the requisitioningactivity prior to submission into the supplysystem.

Requisitions for items that meet NORS orANORS conditions but do not qualify for"999" handling must show a "N" for NORS asthe first position of the RDD data block forNORS requirements or "E" for ANORS require-ments. The second and third positions of the

N00228 NSC, OAKLANDDOC IDtolt. MAIM?,

.41.1.;., Z.1 IterX.MMOLM ..M1 MrialliN=1LI

5960 806 0292I I I I

PC,I*01KIS

I$4d.,..ouam at,1:c770kg_272-UNI , .2122i52536:1301$

,1111=Mill.

olO

$

'V

00001

r333.11 arwas4caol4a4:4;;:etilrusi7iiiii.:';r1,75,,tiffli411111011111Nronnws3inxIs

Figure 5-1.NOriS requisition ready for submission.

65

59

43.24

STOREKEEPER 1 & C

RDD block indicate a short required delivery CARD EXPLANA-

date expressed in the number of days from the COLUMN T1ON ENTRY

date of the requisition that the material is 1.3 Document AN1When the re-required. identifier cipient of the MOV

request is the requi-sitioner.

MATERIAL OBLIGATIONVALIDATION AN2For the sup-

plementary addres-

A material obligation is the unfilled quantity see

of a requisition not immediately available forissue to the requisitioner, but held as a commit-ment against incoming stocks. Quarterly, on 31January, 30 April, 31 July, and 31 October, theinventory manager or local stock point reviewsits outstanding obligations.

Material obligations held, which are outstand-ing for 75 days or more are considered to beoverage. At the completion of the review, butnot later than 5 days from the cutoff datesabove, the inventory manager or stock pointssends out material obligation validation requestsprepared on a DD Form 1348m in the formatshown in figure 5-2.

The DD Form 1348m is in the same format asyour requisition except for these key data The MOV request cards, a machine list of theelements: documents plus pertinent instructions are air

AN3For cardcolumn 54

65-66 Status Gives the current sta-Code tus of the outstanding

quantity for theobligation

71-73 Cutoff The cutoff date of theDate MOV cycle. For example

120 for 30 April MOVcycle

75-77 Reply The day your responseDue Date card is due back at

the requesting activity

AN 3S . Il 04g. I=LLME 1.11r..1.1=M1 LATE

Lia. 002 2192 035 11UP -2, 711771111

sia,e05 wit.; 120

I 1

-

MirOEM

NOW71111.

oo 1 I I IN 410011.0411117O 11111 MO 91**11 IMIOXOT

maw mom 1 titorme NOLAN I**OrrOC ot NuMeem mote Min

!!it;itaeor

2

2

3

4

I

!i:PT= CLMLTS-

OMMICTS/Ln7-L.1111MINI-4-L..,

00C.00Itt

I I 1 t I

t70 t1111O117 004tet P7117 Of Nt Nit

.111111111111/1110111131

111111111111111011

1.t t I I , ' ,

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1,7t MOO

itrl

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4

*Mr** I 1 2 I tall V 0 1 4 U VON. )4""4"

IE

1

;

43.24Figure 5-2.Material obligation validation request.

60

66


mailed under a letter of transmittal (figure 5-3)to the ship or unit designated by the M&S codein the original requisition to receive supplystatus.

MOV RequestAcknowledgement

The ship or unit receiving a MOV requestshould immediately acknowledge receipt of therequest in the prescribed space of the letter oftransmittal and return it to the requestingactivity.

If documents shown on the machine list arenot received, the receiving activity should pre-pare its own DD Form 1348m request cardsfrom the information provided on the machinelist, in the same format as the other requestcards.

The document numbers of the cards not re-ceived are listed on the letter of transmittal as"Not received prepared by requisitioner" andreturned to the requesting activity. Should nomachine list be received and the number of cardsreceived is less than those indicated on the letterof transmittal, the document numbers of thecards received should be listed on the transmittalletter when receipt is acknowledged. It is thenup to the requesting activity to determine themissing documents and transmit them to therequisitioner. If request documents are receivedwhich belong to another activity they should beair mailed to that activity.

When acknowledgement of MOV requests arenot received by the issuing inventory manager orstock point within 30 days a follow-up letter,with duplicate card and matching list, is for-warded to the appropriate activity. A copy ofthe second request letter is also sent to therespective type commander for determination ofthe circumstances causing the delay in acknowl-edgement of the original request.

Validation

Viten you receive the validation request youmust compare the FSN, quantity and the requi-sition document number of the request docu-ment against the outstanding requisition andupdate the incorrect information.

61

The outstanding requisition for each valida-tion request is thoroughly reviewed to determineif there is still a requirement for all or part ofthe outstanding quantity. Additionally, for DTOmaintenance related items, the NAVSUP Form1250 or DD Form 1348m for the outstandingrequisition is matched against the OPNAV4790/2K held in the Maintenance Data Collec-tion Systems (MDCS) coordinators deferredaction file. If there is no form held (the job iscompleted) the originator of the 1250 or I348mis requested to authorize cancellation of therequisition or justify continuance of the require-ment.

After validation the machine listing may bediscarded. The outstanding requisition is anno-tated as follows:

"Validated with N35 MOV request of 120 ."Requesting validationActivity cutoff

cycle

Validation Response

A response for each validation request mustbe made to the requesting activity by the replydue date (card columns 75-77) on the requestcard.

Ships without punch card capabilities makethe response by returning the validation requestcards to the requesting activity annotated asfollows:

CardColumn

2-29TitkQTY

Dueldent.

71-73 None

67

Explanation

The quantity of theoutstanding requisi-tion that is still re-quired. If total cancel-lation of the requisi-tion is desired zerosaxe placed in thesecolumns.

Appropriate documentidentifier code for theMOV response; APIfromrequisitioner AP2fromsupplementary addresseeAP3from card column54

Enter the last threedigits of the juliandate of the responsepreparation.

STOREKEEPER I & C

DEPARTMENT OF THE NAVYNAVAL PUBLICATIONS AND FORMS CENTER

5001 TA et:17: AVENUEPHILADELPHIA, PA 19120

, A 00, ikA g 41101400

,0001 114) 101,101.01

11r.ifo. 2693IN

1051:WK:man30 November 1973

From: Commanding Officer, Naval Publications and Forms Center5801 Tabor Avenue, Philadelphia, Pa 19120

To: Officer in Charge, Navy Trainiug Publications DetachmentBuilding 220, Washington Navy Yard, Washington, D.C. 20374

Suhl: Request for Validation of Material Obligations

1. Forwarded are ( ) Material Obligation Validation Request Cards.

2. It is requested that receipt of these requests be acknowledgedand that response cards be submitted for each request. Failure to

do sn will result in automatic cancellation of your requisitions.

ENCLOSURESCopy Furnished:

W. Kiely

DO NOT DETACHRETURN ENTIRE SIGNED LETTER TO "FROM" ADDRESS ABOVE

ACKNOWLEDGEMENT

Above validation requests were received . These

item requirements and IPD will be validated by the user.

AUTHORIZED OFFICIAL

10.105Figure 5-3.Material obligation validation request to- =ROI letter.

62

G$


Figure 5-4 illustrates a MOV response by anon-automated ship.

Ships with punch card capability make theMOV response by preparing DD 1348m responsecards. These response cards are prepared identi-cally to the MOV request cards with thefollowing exceptions:

CardColumn Title Entry

1-3 Doc.!dent.

The appropriate MOVresponse documentidentifier code (sameas for non-auto-mated ships)

25-29 QTY The outstanding quan-tity still valid.

71-73 Trans-actiondate

The last three digitsof the Julian dateof response prepa-rat ion.

Figure 5-5 shows a response card for an auto-mated ship.

During the validation process you may findthat you have received all or part of the quantity

shown as outstanding on the MOV request.When this happens the requisitioner (whennon-automated) must prepare a second MOVresponse card on the original of a two-part DDFOrm 1348. The second response card duplicatesthe original requisition with the following ex-ceptions:

DataBlock Tit le Explanation

8

23

(cc71-73)

Doc.Ident.

Rout.!dent,

Enter the appropriateAP code

Enter the routingidentifier code forthe activity to whichthe response is sub-mitted.

Quantity Enter the totalquantity received.

AdviceCode

None

Enter advice code 2U

Enter the last threedigits of the Juliandate on which pre-pared.

AN1N3 53310104961.. . 000 2192 035111 L I.. 13 41 '_206.01118 120, 160..=...v...3 ILM11.-7 e i ge .7..... mma . ..... ...

I

mowWIN,

sum I :ilKIVIII

, SC I, 01 LOOlt 4.4.sr6. counter KM roe somas 11004CT PI* "Z... ."...1 .....7.7 1 "."'".. 001.1.401

STOCK 4.46.6 tr. NMI =4: MOM ..010?. I

. 1s .3 it.

4 IS t

F.I .1

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iXC.. °°C..X.T. . 1.111.1 1111.111. --L ,.... . Muffin

111M I i I 1 1 t i 1 t J t 1 i t t i t5 .....-- Eiv_.'iiiiii5EVAIIIIE1 i

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Is4, 66 13 74 TS AI TT re 11 le u II Z..", I we mat ..1II o .-

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STOREKEEPER 1 & C

S

1_2

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aws

1:4

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:.+0, VII '..VlIZIME3=31F2P1Iiii.., ....altL.....liwiN

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111111111111111161

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7

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IN

QUANTITY

0

IY

XXXXX 7) aeOuqUeess4A1IUSE3331.

Iv

2

3

4

MOOS PI.1none» IS TT IS XI

Figure 5-5.Material obligation validation response documentautomated.

Figure 5-6 shows a response card when an itemhas been partially received.

A ship with punch card capabilities takes thesame action except the second response card isprepared on a DD Form I348m.

vsvs

43.24

When a second MOV response card is receivedby the material obligation holder the activitytakes action to cancel any quantity in excess ofthe quantity received. For example: Your shipreceives a validation request from SPCC for an

le

ii.II

.4....-11 'No == ' Milr"..411"el 1 I'M' 1., 1 1:L.LLI.':'''r- .17,_= "1=1 L : .A.waciesi:-... -.J..iIiima±2f111[1= latIls.alll tti =Iinsow TO: PIOQuirriON 1 /NOM:

I II.L\41.7II /SI , JIB

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52192 3035 0017

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=1=3=1CMEEM c1.2,,. -1`_'-_`'.1,-.7-_;1....,. 1

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PPIRNI11111 T?II T UNIT PRICE Y TOTAL. PISMO ,ISIMITITT ..,i- -..J.1, 07 -:/ 2= --. -....

* it *** ass st siii **** a nnnnn anumemes...... .

7011 XXXXXXXXXXXXXX

Figure 5-6.Material obligation validation response documentitem partially received.

64

70

43.24


item. On validating one of the requests you findthat SPCC holds an obligation for 15 items onthe request card. Your records indicate that 6 ofthe 15 items have been received by your ship.Further investigation shows that you still require6 of the remaining outstanding quantity. Onyour original MOV response you show a quan-tity of 6 as still required in block 25-29. Onyour second MOV response card, as describedabove, you show a quantity of 6 as received.Upon receipt of these two MOV response cardsSPCC will take action to cancel 3 of the 15items.

lessIS Quantity originally

6 requisitionedQuantity received by ship

9 but still outstandingper MOV request

Less 6

3

Cancellation ofRequisitions

Reported on first MOVresponse as still re-quired.Quantity that is can-celled by SPCC

When the activity holding a material obliga-tion for your ship received an MOV responseindicating a request for full or partial cancella-tion of the item, the activity will confirm thecancellation with a cancellation card (documentidentifier AC and a status code of "BR"(cancelled in response to a MOV request). Fundsshould not be deobligated until this confirma-tion is received. Additionally, MOV requests forwhich the holding activity receives no responseare automatically cancelled (under status code"BS"no response to validation request) provid-ing the holding activity has received acknowl-edgement of receipt of the MOV request.

MOV Response Delay

Should operating commitments of your ship,or late receipt of the MOV request make theresponse to the request by the required dateimpossible, notify the material obligation hold-

65

71

ing activity by message. The message mustcontain the estimated date the MOV responsewill be submitted and must request suspensionof cancellation action by the holding activity onthe requisitions involved. A copy of the messagewill be sent to the appropriate type commander.

PURCHASING AFLOAT

Ordinarily, supplies and services required forforces afloat are procured by requisition fromthe nearest shore activity, and deviation fromthis rule is made only in the following cases:

EMERGENCY PURCHASES

Supply officers of ships, subject to suchlimitations as may be prescribed by the seniorofficer present afloat, are authorized to obtainrequired supplies Jr services by purchase in theopen market when all of the following condi-tions exist:

I. There is an immediate and urgent require-ment for authorized supplies and services.

2. The supplies or services are not available atthe local supply support activity and will not beavailable within the required time frames.

3, Time is limited, and scheduled operationswill not permit procurement through Navyshore-based purchasing activities.

ROUTINE PURCHASESLESS THAN S250

When authorized by the type commander,and when the required supplies or services have avalue of less than $250, they may be purchasedin the local market area when all of thefollowing conditions exist:

1. The supplies or services are not availablefrom stock at the local supporting supplyactivity and will not be available within therequired time frames.

2. Supply department manpower is sufficientto handle the additional workload involved.

STOREKEEPER 1 & C

3. The supply officer is thoroughly familiarwith the local market area in the vicinity of theship.

4. All transactions are made by an approvedsmall purchase method providing for immediatedelivery of material purchased.

PURCHASE WITH BUREAU,SYSTEMS COMMAND,OR OFFICE APPROVAL

Certain supplies may not be purchased byactivities afloat, either in the United States or inforeign ports, without the specific authority ofthe bureau, systems command, or office respon-sible for the supplies concerned. These suppliesare listed below.

1. Material in excess of the ship's allowancelist, except when emergency approval of an inexcess requisition has been obtained from thesenior officer present afloat directing purchaseto be made.

2. Boats3. Books for the general library.4. Forms, printing, binding, blank book

work, and contract (commercial) printing.5. Technical ordnance articles.6. Printing equipment and machinery.7. Automotive equipment (trucks, tractors,

cranes, scooters, passenger-carrying Vehicles, andthe like).

8. Transportation facilities, equipment, mate-rial, parts, and supplies required for domestictransportation.

PURCHASING ASHORE

Purchasing is becoming increasingly importantto ashore supply systems. Detailed instructionsare contained in NAVSUP Manual, volume II,and Field Purchdsing, NAVSUP

We will discuss the subject only briefly here,and will summarize two aspects of purchasingwhich are administered ashore, but not afloatthe Blanket Purchase Agreement (BPA), andpurchase by formal advertising. While the admin-istration of BPA's is normally done by an ashoreactivity, it has become customary for these

66

activities to issue BPA's at the request of shipsand allow placing orders against them.

Before the ashore purchasing activity maypurchase on the open market it :nust determinethat the supplies or services required are notavailable through normal supply channels andneed not be purchased by orders under Navy orother DOD Indefinite Delivery Type contracts,or Federal Supply Schedules or orders on theirsources of supply (Federal Prison Industries, orBlind-made Products).

ANKET PURCHASEAGREEMENT

The blanket purchase agreement is a methodfor making small purchases in the open market.It is a simplified procedure of establishing"charge accounts" with qualified sources ofsupply to cover anticipated small purchases ofreadily available items of the same generalcategory. This system eliminates the necessity ofcontinually issuing individual purchase ordersfor small requirements by providing that pur-chases be made orally (generally by telephone),or by informal memorandum, against the blan-ket purchase agreement. This type of purchasingis common for: electrical supplies, plumbingsupplies, repair parts or services, or miscella-neous items of hardware.

Blanket purchase agreements may be placedby major field purchasing activities and otherslisted in NAVSUP 467, when conditions war-rant. The agreement is prepared and issued onOrder for Supplies and Services (DD Form1155). (See fig. 5-7.) The agreement gives theterms and conditions of purchase, and author-izes the supplier to furnish the supplies orservices described. It states the obligation of theGovernment, the total amount authorized, thenames of persons authorized to place calls,identified by organizational component, and thedollar limitations per call for each person, sodesignated. (See fig. 5-7).

PURCHASE BY FORMALADVERTISING

Purchase by formal advertising involves sev-eral steps:

72


CMC011NOI

MUNNg3 *eau roe norms os $

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ellapie. NW NOCOOMACV/ PO1100 Ca.. Oe

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acorns123 Independence Avenue N.W.Washington, D. C. 20001

Receiving OfficerBldg 114Washington Navy YardWashington, D. C. 20374

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NAM AllPACIAMS ANO

PANINSDIRECT DELIVERY TOSHOP OR UNIT PLACINGCALL MAY 8E AUTHORIZED

CONTRACT OAOMNI NUMMI

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Description of Agreement [OF FUNDS IS REQUIRED -This is a blanket purchase agreement for plumbing supplies 4BI h snail be furnishedby the supplier, if and when requested by the con .racting offi er or his designatedrepresentative, during the period 1 July 1973 - 30 June 19'4.

4.11001,

Extent of ObligationThe Government is obligated under this blanket purchase useof authorized calls actually placed against this agreement

ANY PERIOD UP TO12 MONTHS

nt only t

[SIGNATURE AND TYPEWRITTENNAME OF CONTRACTING OFFICER

the extent

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1

1

10.24Figure 5-7.--Blanket purchase agreement.

67

73

STOREKEEPER 1 & C

STANDARD IONA 36 MY 1906 /

1,1**1.4 SIINiS cmoASNANON CONTINUATION SHEETno noc NO VI1 CH111.10iM 1

IRP NO OPOOC 01.4CONIO

N00001-74A-0024

+.G 1d

2 2....., CI C...%. CV C.V.VD0CICA.

Barnes Plumbing Supp ly Comp any11th Ho SUPPUIN/MRVICeS QUANTITY INMT UNIT MCI I ANOINT

Pricing

ade undermo avored

s agreementcustcheer.

shall bein

The prices to th, Government for all purchasesas low as, or lower,than. those charged the suplier'saddition to any discounts for POLICY MUSTprompt payment.

Negotiation Authority

PRICINGBY INCLUDED

The issuance of individual requests against thisbe made under the authority of 10 U.S.C. 230441the case of subsistence 10 U. S. C. 2304(0(3).1102304(a)(9).

Call Limitation

blanket ur(3). 10 .

U.S.C.'30

ase agreement will. C. 2304(4(6). or in(a)(6). or U.S.C.

No call placed under this agreement shall

Individuals Authorized to Place Calls and Dolla

$2.500.INDIVIDUAL CALLS WILL

NOT EXCEED $2500

Limitati ns;,

ntifiedindividual

ormutton:

deliveryor his

uponallcoveredits of

A list of individuals authorized to place calls!underby organizational component. and the dollar limitationwill be furnished separately to the supplier by

Delivery Tickets

thi agreement.per cell

the cont ct4ng

mpanied th

he foll nglminimum

item. lees applicable

1

one cops, ofthew' tolthe

to support

.

I

I

id

for eachofficer.

delivery tickets.inf

the relatedsupplief

the invoice.

All shipments under this agreement shall be accsales slips. in triplicate which shall contain

a. Name of supplier.b. Blanket purchase agreement number.c. Date of tall.d. Call number.e. Itemized list of supplies furnished.f. Quantity. unit price and extension of eat!rg. Date of delivery or shipment.

Upon delivery. the receiving activity will retainticket and will sign the other two copies and returnagent. One of these copies may subsequently beIrequired

Invoices1

A summary invoice in quadruplicate shall be suaittedexpiration of the blanket purchase agreement. whicheverdeliveries made during a billing period. identifyingtherein. stating their total dollar value. andthe delivery tickets.

at

first

the (deliverysupported

I

least

by receipted

!

monthly ooccurs. for

ticketco

I

i

36-109

Figurle 5.7A.Blanket purchase agreementcontinuation sheet (STD Form 36).

68

74

10.24


I. First, the contracting officers at the fieldpurchasing activity must fix the terms andconditions to be included in the schedule ofeach invitation for bids. This schedule includessuch information as item description, quantityof supplies or services to be furnished undereach item, specification requirements, place ofinspection, time of delivery, place of delivery,and so on.

It is the general policy of the Governmentthat contractors furnish all materials requiredfor Government contracts. It is, however, occa-sionally to the interest of the Governmentforreasons of economy, standardization, or expedit-ing productionto furnish material or specialtooling in connection with advertised procure-ment. Under these circumstances, the scheduleof the invitation for bids includes a clausesetting forth the agreement for delivery ofGovernment furnished property, and a clausefrom the Armed Services Procurement Regula-tions giving the terms under which this propertyis furnished. The schedule also informs prospec-tive bidders of the location of this property, andthe arrangements which may be made for themto inspect it.

2. The invitation for bids, which states allterms and. conditions of the procurement con-tract is sent out to qualified and eligible sup-pliers. The invitation requests that these sup-pliers submit sealed bids by a certain fixed datewhen the bids will be publicly opened.

3. Bids are carefully secured until the publicopening. After the opening, they are analyzedand evaluated. Unless the schedule of the invita-tion for bids -xpressly provides otherwise, bidsare evaluates: the basis of price and factorsdirectly affecting price, such as cost of transpor-tation, discounts, and taxes.

4. The contract is awarded to the lowestresponsible bidder whose bid conforms to theessential provisions of the invitation. When timedoes not permit the preparation of the award(Standard Form 26) prior to the expiration oftime for acceptance of the successful bid, apreliminary notice in letter form, prepared asshown in figure is sent. This letter is signed bythe NAVSUP contracting officer, and is mailedor handed to the-successful bidder.

69

75

NAVY DEPARTMENT PROCUREMENTRESPONSIBILITIES

Specific supplies and services can be procuredonly by certain bureaus, systems commands, andoffices of the Department of the Navy. They arealso responsible for determining the extent towhich the services of NAVSUP will be utilizedfor the purchasing of such supplies and services.These bureaus, systems command, and offices,with their procurement responsibilities are listedbelow.

BUREAU OF NAVALPERSONNEL

The Bureau of Naval Personnel is responsiblefor the procurement of goods and servicesincident to the recruiting, training, and welfareof personnel of the Navy, including the NavalReserve, except such types of procurement asare assigned to another bureau, systems com-mand, or office.

NAVAL ORDNANCESYSTEMS COMMAND

The Naval Ordnance Systems Command isresponsible for:

Procurement of fire control directors andcomputers, control systems, sighting and rangingdevices, torpedo launchers, rocket launchers,depth charge projectors, missiles, torpedoes,conventional ammunition, and mines.

Procurement of material and servicesrelated to maintenance, alteration, and repair ofmajor ordnance equipment/systems.

Procurement of material and servicesrelated to research in any of the foregoingmaterial.

Procurement of all storage and terminalfacilities for ammunition and ammunition de-tails.

STOREKEEPER 1 & C

NAVAL AIR SYSTEMSCOMMAND

The Naval Air Systems Command is respon-sible for:

Procurement of all Navy and Marine Corpsheavier-than-air, lighter-than-air, and pilotlessaircraft, including cognizance symbol 2V com-ponents and equipments.

Procurement of material and services re-lated to maintenance, alteration, and repair ofaircraft.

Procurement of all photographic andmeteorological equipment.

Procurement of material and services re-lated to research in any of the foregoingmaterial.

Procurement, including' maintenance,repair, and alteration, of Naval air ordnance andof components and equipment related thereto.

Research in the air ordnance field.

NAVAL SEA SYSTEMSCOMMAND

The Naval Sea Systems Command is respon-sible for the procurement of:

Ships, amphibious craft and vehicles, boats,surface targets, barges, and service craft of theNavy; all material and services relating to con-struction and repair of the foregoing equipmentor research concerning such equipment.

Material and appliances for defense againstchemical, biological, and radiological warfare inships and other waterborne craft.

Respiratory protective devices, divingequipment, mine countermeasures, submarinerescue methods and equipment, and submarineescape training facilities.

Jigs, patterns, molds, special gauges, andspecial test equipment held in store for use by

Navy activities and for loan to contractors forwork on ships and manufacture or test ofcognizance symbol S machinery, equipment, andcomponents.

Major electronic equipment, cognizancesymbol 2F.

Services from salvage agencies outside theNavy.

NAVAL ELECTRONICSYSTEMS COMMAND

The Naval Electronic Systems Command isresponsible i r the procurement of:

Special devices of the Naval Communica-tion Service and radio, radar, radiac, and sonarequipments and accessories for use afloat andashore.

Shore and shipboard electronic equipment,cognizance symbol 2Z.

Electronic assemblies and repairs to sup-port Naval Electronics System Command elec-... ............._frdiiie 'eiiiiiiinient-s, cognizance symbol 4G.

NAVAL FACILITIESENGINEERING COMMAND

The Naval Facilities Engineering Command isresponsible for the procurement (including con-struction, alteration, and repair) at all shoreactivities of public works and public utilities;construction, and of transportation, and weighthandling equipment; except equipment assignedto the Marine Corps and such other equipmentas is assigned to another systems command,bureau, or office.

OFFICE OF NAVAL RESEARCH

The Office of Naval Research is responsiblefor supervision and coordination of all navalresearch, and for the procurement and conductof research in augmentation of the research and

70

r 76


development conducted by the respective bu-reaus, systems commands, offices, and otheragencies of the Department of the Navy.

MARINE CORPS

The Marine Corps is responsible for 'procure-ment of its own supplies and services exceptsuch supplies and material as are specificallyassigned to another bureau, systems command,or office by the Secretary of the Navy.

MILITARY SEATRANSPORTATION SERVICE

The Military Sea Transportation Service(MSTS) is responsible for procurement of com-mercial ocean transportation; operational serv-ices relating to MSTS ships; repair, overhaul, oralteration of MSTS ships or of ships charteredby MSTS; and supplies or services aboard, or intime of emergency.

NAVAL SUPPLYSYSTEMS COMMAND

The Naval Supply Systems Command is re-sponsible for procurement of:

Supplies and materials in support of theNavy Supply System.

Research and development in support oftechnical and scientific endeavors.

Materials in support of government pro-duction facilities.

Engineering and technical services in sup-port of weapons systems and equipments.

Resale and housekeeping items in supportof daily operations of the Department of theNavy.

Maintenance and repair in support of fieldactivities and afloat units.

Cargo terminal services, stevedoring serv-ices, and certain admiralty type services.

Supplies and services for which othercommands and bureaus request procurementaction by the Naval Supply Systems Command.

RECEIPTS

Receipts are classified as to types: directdelivery, freight, and mail and parer! post. Forthis discussion, however, we want to think ofreceipts in a larger meaningone which includesthe initial handling of stores, the verification ofpackages and papers, the processing of receiptpapers, and the inspection and disposition ofincoming stores.

By regulation, the supply officer is responsi-ble for all of the functions listed above, but theactual handling of the functions is carried out bythe leading Storekeeper in charge of the store-rooms. This Storekeeper is responsible for super-vising the handling of all incoming stores exceptstores for which other Storekeepers may bepersonally accountable, such as subsistenceitems. The Storekeeper also sees that storeF arebrought aboard, properly identified, checked,sorted, and distributed to the supply departmmtstorerooms or ship's departments, and thatrcceipt documents are properly processed andturned in to the supply office. In performingthese duties, the leading Storekeeper exercisesdirection over other Storekeepers and overWorking parties handling the incoming stores.

GENERAL PROCEDURES

Let us review briefly the general procedurefor the receipt of material.

When expecting supplies, you should carefullyreview the file of outstanding shipping papers,and the file of incoming material papers toidentify the incoming stores. Generally, thesefiles contain advance papers on high priorityDTO material, advance shipment notices onclassified material, or advance copies of procure-ment or shipment directives which the bureaus,systems commands, or Fleet commands have -'originated for the ship (automatic shipments).

71

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STOREKEEPER I & C

The files are usually very small when ships arein their home port or yard. However, these filesbecome bigger and more important when theship is deployed. The way you process theadvance notification on high priority DTO mate-rial may determine whether your ship picks up aneeded p8rt upon arrival at a designated port orpulls into a port unaware that the parts arethere. It's too late when you discover a few daysInd many miles away that the parts for theship's primary weapons system were in the portjust visited.

Upon receipt of advance papers, you shouldpass the word to applicable personnel. Passingthe word serves a dual purpose: not only does itpermit the maintenance personnel and yoursubordinate Storekeepers to plan their workschedule: it makes it easy for the command towork out liberty and or boat schedules prior tothe ship arriving in port. In the interim youshould ascertain from fleet port guides suchinformation as: what assistance is available fromU.S. and allied personnel in the port; customsregulations; distance to and from the terminals;and material lift capabilities available in theport.

After obtaining this information, plan theworking party. Be sure that each subordinateStcrekeeper is properly instructed as to wherematerial is to be stowed, to secure and obtainsignatures for classified material, how to checkinvoices, and how to receipt for material.

Deliveries in large quantities are usuallystacked in a staging area (deck or pier), and areheld there until preliminary identification andpackage counts are completed. The stores arethen sorted for distribution according to depart-ments or storerooms. When practicable, a centrallocation is designated for the more detailedprocessing of incoming stores. This location isusually as near to the storerooms as possible, isaccessible to the hatches, and yet is out of theway of foot traffic.

As materials are brought aboard they arechecked against the file copies of the incomingpapers, and against the invoices which usuallyaccompany the shipment. If all the materialwhich is expected arrives, the files are cleared. Ifthe entire shipment does not arrive, the itemsreceived are circled. The advance papers are thenreturned to the incoming shipment file to await

72

the rest of the material. Papers covering thematerial actually received are forwarded to thestoreroom with the material for stock items andto the supply office for DTO material wherethey are posted to applicable requisition andfinancial control records.

All incoming stores are examined, comparedwith the bills of lading, airway bills, TCMD,invoices, or other accompanying papers, and theidentification marks carefully verified. If anypackage shows evidence of having been tam-pered with, it may be weighed and such weightcompared with that stenciled on the package orit may be opened and the content verified bycount. A distinction is made, however, betweenstores received from other supply officers andstores received from other sources.

Articles received from other supply officers inbales, packages, or casks need not be opened toverify their contents; they are accepted asinvoiced after a package count is made. Articlesreceived from sources other than supply officersare opened and the contents verified before areceipt is signed.

Routine Stock at Home Ports

Advance shipping papers on routine stock andDTO material other than classified or automaticshipments are not normally provided to a shipwhen it is in its home port or yard. Receiptprocedures for these categories of material varyaccording to the supplying activity servicing theship. Two of the most common methods ofreceiving routine stock and DTO materials arethe ship's representative "check-out" and "sche-duled delivery procedure".

SHIP'S REPRESENTATIVE CHECK-OUTMETHOD. Using the ship's representativecheck-out method, a representative from theship goes to the supplying activity and checks'out the stores for the ship. Check-out in thisinstance means that the ship's representativemakes a package count of the material. Withassistance from the supplying activity, he sortsand marks the material as necessary according tothe ship's storage plan, performs quality inspec-tions to the extent possible, signs any necessaryinvoices, and arranges for delivery. This method

78


is particularly suitable for handling large vol-umes of material and is used extensively by largeships. It eliminates the problems of trying tosort wet invoices and organize large volumes ofunmarked and unsorted material on a cold andwet pier.

When this method is used, the leading Stc re-keeper is usually designated as the ship's repre-sentative to check out all categories of storesexcept alcohol, whiskey, and other types ofmaterials which some specific individual is re-sponsible for receiving.

SCHEDULED DELIVERY METHOD.Usingthe scheduled delivery method, the supply offi-cer or leading Storekeeper arranges in advancewith the supplying activity for delivery ofsupplies to the ship on designated days. Thismethod is used by most supply activities whenthe volume is small and the deliveries frequent.

NSA Material, SpecialAccounting Class 224

Receipt of NSA load material, special ac-counting class 224, of fleet issue ships differssomewhat from the procedures discussed in thepreceding paragraphs. Actual physical receipt ofthe load is rather easy since the detailed sortingprocess usually is performed by the supportingnaval supply centers and internal distribution(such as DTO) is eliminated.

However, the supporting naval supply centers(Norfolk and Oakland) maintain financial andinventory control ledgers (NAVCOMPT Form2153) on the load carried by these ships.Therefore, care must be exercised to ensure thatreceipts and expenditures are reported promptlyand in the prescribed manner. Signed receiptsand expenditure documents are grouped bycognizance symbols and are forwarded weeklyto the supporting naval supply center on anoriginal and one copy of a letter of transmittal.

NSA Material, SpecialAccounting Class 207

Receipt of NSA material, special accountingclass 207, involves no specific problems other

than determining the volume of material and theinternal distribution that is required.

The ship's representative check-out methodusually is used as the initial step in receiving.Internal distribution usually is rather extensivedue to the large volume ,of industrial typematerial carried (lead, pipes, steel plates, cables,compressed gas, etc).

Direct Turnover Material

Material ordered specifically for ship's depart-ments or technical stores under the materialauthority of an operating department is in-spected by the head of that department or oneof his representatives. When such material isreceived from commercial suppliers, a full andthorough quality inspection must be conducted.After turning over such material to the depart-ment, and obtaining a memorandum receipt, thesupply officer presents a copy of the Order andInspection Report (NAVSUP Form 48) or thedealer's invoice stamped "Received, Inspected,and Accepted", for execution by the head of thedepartment. This report should be returned tothe supply officer the same day, if practicable,and not later than the following day.

SPECIAL PROCEDURES

Various types of material are received afloat,which, because of their source, or for someother reason require special procedures. Athleticequipment and recreation material, librarybooks, fresh water, controlled types of mate-rials, are some of the items included under theheading of special receipts.

Athletic EquipmentAnd Recreation Material

Athletic equipment and recreation materialsusually are received on a purchase order issuedby the ship's special services officer or on acommercial bill of lading. Since some otherindividual or department is responsible for theinternal distribution and storage of this material,

73

79

STOREKEEPER 1 & C

the rece'-ing Storekeeper's responsibility is lim-ited to safeguarding the material until the properpersonnel are notified.

Library Books

Library books usually are received periodi-cally as an automatic shipment. Afte! ascertain-ing (from the shipping label) that the cartoncontains library books, receiving personnel mustcontact the designated personnel to effect turn-over. These cartons should not be opened, sinceto do so would allow personnel to "shoparound" prior to putting the books on generaldisplay in the library.

Fresh Water

The Order and Inspection Report (NAVSUPForm 48) usually is used as the procurement andreceipt document for fresh water. Receivingsupply personnel responsibility is limited toensuring that the medical officer signs the "48"as to the quality of the water, and the requestingdepartment head satisfies himself as to thequantity received.

Controlled Materials

Controlled drugs (narcotics), brandy, blankpay records, blank 1.D. cards, small firearms, andclassified material/equipments are all included inthe term "controlled materials." Detailed pro-cedures are promulgated in writing by each typecommander. However, regardless of the proce-dures used, the receiving personnel must ensurethat security is maintained at all times.

FUEL

Fuel is the life blood of the fleet. Afloat, fuelmay be received from the following sources:

Fleet oilers.

Station or yard oilers.

Navy fuel annexes or depots.

Commercial installations storing Navy pe-troleum products.

Commercial companies within o- outsidethe continental United States.

Contractor's barges.

Merchant vessels.

Other naval units.

Responsibility forFuel Receipts

The general responsibility for fuel receipt isshared by three officers.

On ships other than tankers, the supplyofficer's responsibility rests solely with theaccounting records and reports pertaining to thefuel. However, on tankers he has the additionalresponsibility to take all steps necessary toassure himself of the quality of the fuel receivedand to witness all tank and compartment gages,gaging for water, taking of temperature, andexamination of shore pipelines.

The engineering officer's responsibilities applyonly to ships other than tankers. He is responsi-ble for the quality and quantity inspection offuel received. He makes all arrangements for thereceipt of the fuel and witnesses all tank andcompartment gaging, gaging for water, takingtemperatures, and examination of shore pipes.

The first lieutenant, as directed by the com-manding officer, is responsible for rigging thenecessary gear to receive and transfer fuel.Additionally, on ships carrying gasolines, jetfuels for aircraft, or other petroleum products,the first lieutenant, or other officer designatedby the commanding officer, is responsible forreporting the quantity of these types of fuelsreceived to the supply officer.

Quantity Determination

The unit of measurement for determiningquantity deliveries of fuel oils and diesel fueloils, both within and outside continental UnitedStates, is the barrel of 42 U.S. gallons at a

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80


temperature of 60 F. The unit of measurementfor gasoline and other light fuel products is theU.S. gallon of 231 cubic inches.

Unless there is good reason to do otherwise,quantities arc determined on the basis of shoretank gages or the gages of the issuing ship whenfuel oil or gasoline is received from a navalactivity.

Receipts of Fuel

Receipts of fuels from naval sources areaccepted as conforming to Navy specificationsaccording to the invoice. An analysis is furnishedto the receiving ship in the case of all bulk fuels.

Receipts, of bunker and cargo fuels fromcommercial shore installations arc checked byrepresentatives of both the transferring and thereceiving activity, and the tanks from which thetransfer is made are gaged both before and afterdelivery. When a full cargo of fuel oil is receivedfrom a chartered oiler. its compartments arecarefully checked with the loading certificatebefore any oil is discharged, to determinewhether any oil has been removed. If not, thebill of lading is receipted for the full amount ofthe cargo as shown by the loading certificate.

RECEIPT DOCUMENTATION

The type of receipt documentation thatcomes with an item will depend on severalfactors: how the material was requested, whothe material is received from, and the mode oftransportation, to name a few, There are threecertifications common to all types of receiptdocuments, and each of these is made by thereceiving activity. Each receipt document must:

Have the date of receipt shown on thedocument.

Have the actual quantity received circled.

Be signed by the receiving activity repre-sentative (either the receiving Storekeeperor, for DTO material, the appropriatedepartmental representative).

The most common receipt document formilitary units is the DD Form 1348-1 SingleLine Item Release/Receipt Document. This re-ceipt document was discussed in Storekeeper3&2, NAVEDTRA 10269 -G and will not bediscussed further in this presentation.

DD Form 1149Receipt Document

The DD Form 1149, Requisition InvoiceShipping Document, (figure 5-8) is used as areceipt document only for certain commoditiesof material described in IVA VSUP P-485, Chap-ter 3. Basically, the DD 1149 is used as a receiptdocument when the DD 1348-1 cannot be usedto adequately describe, transfer, or receipt forthe material concerned.

When a receipt is made on a DD 1149 youshould check the quantity actually receivedagainst the quantity shown on the document,and circle the quantity received in block "E"(supply action). If the quantity on the DD 1 149is different from chat received, the quantityshown on the DD 1 149 is lined through and thecorrect quantity circled above it.

Material Inspection andReceiving Report (DD 250)

The DD Form 250, Material Inspection andReceiving Report, is used for the delivery ofmaterial that was purchased under governmentcontract. The DD Form 250 (figure 5-9) pro-vides space for assurance of the inspection andacceptance of the material to substantiate thepayment of the contract.

Inspection of material is made at the sourceof the shipment, the destination of the shipmentor any other place designated in block "8" ofthe form.

When the full quantity is received, inspected,and accepted at the destination, a ( ) isentered next to the quantity in block "17". Ifthe shipment is short or unaccepted, the actualquantity received and accepted is circled belowthe shipped quantity.

PROCUREMENT QUALITY ASSUR-ANCE.Block 21 of the DD Form 250 is used

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RECEIVING REPORT

PIPOC loSTIPAINT 600AEOATIPACT

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FORWARDING OF RECEIPTED

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TRANSPORTATION OFFICERNAVAL SUPPLY CENTEROAKLAND, CALIFORNIA 94625

ApitINT TALS NE MAN ST

CHICAGODCRI-MCO'HARE INTEL AIRPORT DISCREPANCY REPORTEDF. 0. BOX 66475 BY STANDAP.DFORM 364 TCHICAGO, ILLINOIS 6 CONTRACTING ACTIVITY

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$428.70

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COMPLETED BY AUTHORIZED GOVERNMENT RECEIVER'S SIGNATURE AND DATEREPRESENTATIVE - USUALLY A OUALIFIE".: OF ACTUAL RECEIPT ON BOARDPLKSON IN USING DEPARTMENT

00.'0"cl:4250s 0101 40. 1401

v.0011 1011.00) 4.1. 00104. 1i.

10.106Figure 5-9.DD Form 250 receipt document.

77

83

STOREKEEPER 1 & C

to attest to the quality of the item beingreceived and to accept the material. There aretwo sections to block 21: block 21A is used ifthe quality inspection and matenal acceptance isperformed at the place of origin' block 21B,when inspection and acceptance take place atthe destination. When the inspection takes placeat the origin and the acceptance at the destina-tion, the POA. section of block 21A is completedat the origin and the acceptance section of block21B is completed at the destination.

When both PQA and acceptance are made atthe destination a completed copy of the DDForm 250 is forwarded to the appropriate officefor payment.

Order for Suppliesor Services (DD 1155)

The Order for Supplies or Services, DD Form1155, 's used by shore activities to ordermaterial requested by ships. The shore activityforwards copies of the DD 1155 to the ship touse as receipt and acceptance documents for thematerial.

When receipt is made, the quantity acceptedis circled in block 20.

Blocks 13 and 14 of the DD 1155 designatewho is to receive the invoices for payment andwho is to receive the material from the contrac-tor. If the shore activity is indicated in block13-14 the ship need not take any action.However, if the ship is designated in theseblocks, the information in block 26 (receipt,inspection, and acceptance certifiCation) mustbe completed by the ship and copies of the DD1155 are forwarded to the paying office indi-cated in block 15 for payment of the invoice.

Fig,re 5-10 shows a DD 1155 for directshipment of material to the consignee.

Order and InspectionReport (NAVSUP 48)

The Order and Inspection Report, NAVSUP48, (figure 5-11), is used both as a purchaseorder and a receipt document. Purchases utiliz-ing the NAVSUP 48 were discussed in Store-keeper 3 &2 and will not be discussed further.

Material receipt using the NAVSUP 48 isaccomplished by indicating the quantity re-ceived and accepted in the "accepted" columnof the form. If an item is rejected the reason forthe rejection must be explained on the reverseside of the form.

The individual receiving the material signs theNAVSUP 48 in the "certificate of inspection"section of the form.

Both the accepted quantities and the receiptcertification must be shown on all copies of theNAVSUP 48 when the invoices are forwardedfor payment.

Dealers' Invoices

When purchases are made from commercialsources the purchase document tells the dealerwho is to get the invoice for the material, eitherthe shoe activity who prepares the purchasedocument, or the ship that receives the material.

When the purchase document design..tes theshore activity to receive the invoice your shiptakes no action except to forward any dealers'invoices erroneously sent to your ship to theproper activity for payment. Information thatidentifies the purchase (contract number, etc.)and receipt certification should accompany thedealer's invoice. To avoid duplicate paymentsthe ship should never make payment on adealer's invoice unless it is designated to do soon the purchase document.

DISCOUNTS.From time to time either thedealer's invoice or the purchase document (orboth) will allow for a discount in cost if theinvoice is paid within a given time period.

Dealers' invoices offering a discount are iden-tified by attaching a Discount Expires label(NAVCOMPT Form 442) to the invoice. Thediscount label (figur.. 5-12) shows the date theinvoice was received and the date the discountexpires. The discount label is attached to theinvoice even if the discount date has expired.Should the invoice discount date expire beforepayment through fault c : the dealer, an explana-tion must be made with a copy of the invoice orthe material inspection report, whichever is usedto certify receipt of the material, attached.

78

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10.24Figure 5-10.DD Form 1155 receipt document for direct &Hirt..., to consignee.

79

85

STOREKEEPER 1 & C

ORDER AND INSPECTION REPORT(4270)

USS JOHN PAUL JONES DDG-32

"- OlifrerUSS JOHN PAUL JONES DDC-32Pier Cl", Maritime 'Aar( C7San Francisco, Calif.

i,c(1.0..t..10. god *ff.".

r Marine Supplies,Inc711 Sutter AvenueSan Francisco, Calif

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------.Intra;f /7"1"(4. aC

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1R52192-3116-1069 126 APR 73-

i Supply Officer, USS JOHN PAUL JONES D-1)--C--32"""77'

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:FPO, San Francisco 96601 1

-.Nf.' Eclat-(/ NRFC, Treasure Island : 27. 15 daySan Francisco, Calif 94171

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ALL ,1731804.7020 000 57017 0 1 060957 2D R52192 0031161069KB $173.001 .

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43.23Figure 5-11.NAVSUP Form 48 receipt document.

!ft

80

86


The dealer's invoice with discount label at-tached is forwarded to the appropriate NavyRegional Finance Center for payment. If thedealer is located in an area not served by anNRFC the payment is made by the disbursingofficer of the receiving ship or, on ships withouta disbursing officer, by the nearest:

Military disbursing officer

United States disbursing officer (usuallyassigned to a U. S. Embassy)

The nearest NRFC

One copy of the dealer's invoice is attached toa copy of the purchase document and anno-tated:

Date Material Received

Date Dealer's Bill Received

Number of Dealer's Bill

Date Forwarded for Payment

Paying Activity

The purchase document and dealer's invoice arethen filed in the material completion file.

RECEIPT DISCREPANCIES

When you order supplies for your ship youexpect to receive the exact quantity that youordered. For the most part this is what happens.In the section we will discuss the procedures tobe followed when you receive too many or toofew of the item ordered.

Material Overage

When material is delivered to a ship andexamination of the outstanding material obliga-tion shows that the quantity being delivered isgreater than what was ordered you accept onlythe quantity that was originally ordered. Theexcess quantity is rejected by lining through the

incorrect quantity on the receipt document andwriting in and circling the correct quantity. Thisrejection must be shown on both the carrier'sdelivery copy and the receiver's copy of thereceipt document.

1004 FORM 40 (AEC 3-0)Als

amnia embus a.m.& 1.14 1110

MILSVC/IMVOICIL

MC000 4/26/73

DISCOUNT

WWI 5/0/73

43.375-12.Discount expires label (NAVCOMPT

Form 442).

When an overage of end-use items is notrecognized at the time of delivery, and thequantity delivered is accepted, the total quantityaccepted is taken up on the appropriate stockrecords and the additional financial obligation isrecognized.

The material overage may be returned to thesupplying activity for cancellation of charges orcredit when the following conditions are met:

The receiving activity has been billed forthe overage.

The material is returned to the activity thatinitially made the issue.

The material is returned within GO daysafter receipt.

81

&71

STOREKEEPER 1 & C

The material is in ready for issue (RFI)condition (unless the material was not RF1 whendelivered).

The material is accompanied by a copy ofthe original requisition.

If the receiving activity was not billed for theoverage, the unaccepted quantity is turned in tothe issuing activity.

Should a material overage not be discoveredat delivery when received direct from a commer-cial supplier and the ship is billed for theoverage, the financial obligation must be recog-nized if the material is accepted. If the materialis not accepted it is returned to the supplier forcredit.

'It the material overage is not billed to the shipthe excess material is returned to the supplier. Itis the responsibility of the supply officer toinitiate all arrangements for the turn in ofunordered material that has been received andaccepted.

Material Shortages

When the quantity of material received is lessthan the quantity shown on the receipt docu-ment you should line through the quantityshown on the receipt document and circle thequantity actually received. Your document isthen dated and signed before you 'accept theactual quantity of material received.

Should the shortage of material go unnoticeduntil after acceptance, the quantity of thematerial that was not received should be sur-veyed. One exception is if you can positivelydetermine that the shortage occurred at the timethe material was issued by the supplying activ-ity. In this case a request for credit may be madeby the receiving supply officer,

These same procedures apply if the materialwas not received or if it war received in damagedcondition.

UNREP Discrepancies

When there are discrepancies in quantity, unitprice, extended price or document number onreceipts from ships of the Mobile Logistics

Support Force (MLSF) during underway replen-ishment (either at sea or in port) it is up to thereceiving ship to reconcile these differences withthe issuing ship. The Navy Regional FinanceCenter is not to be used as a clearing house fordiscrepancies between the receiving and issuingships.

Discrepancies should be brought to the atten-tion of the issuing ship at the earliest possibletime but not later than 30 days after thereplenishment. Delays of longer than 30 daysmay result in the issuing ship not granting creditwhich otherwise may be due your ship.

Material shortages of less than S100 totalextended price per replenishment are to beabsorbed by the receiving ship on a NAVSUPForm 1250 as consumption under ACCESS.

When the extended money value of materialshortages exceeds S100, the receiving ship initi-ates a survey for the quantity of the shortage.

The survey document shows the documentnumbers pertaining to the short items and iscompleted and approved by the receiving shipexcept for the accounting data section and theexpenditure number.. The original and one copyof the survey document is forwarded to theissuing ship for. investigation. Unless verificationof delivery can be furnished, the issuing ship willgrant a credit to the receiving ship.

The issuing ship uses the survey document asan expenditure document and processes a creditexpenditure to the appropriate NRFC for theamount of the shortage.

Credit granted to the receiving ship is takenup on the ship's OPTAR on the Summary FilledOrder / Expenditure /Difference Listing.

No matter what action is taken by the issuingship (credit granted or refused) the receivingship is notified by letter of the action taken.

MATERIAL RECEIVEDIN UNSATISFACTORYCONDITION

If you receive material that is in unsatis-factory condition because of material defects oris damaged because of improper preservation,packaging, packing, marking, om handling, youShould prepare a Report of Package and Handl-ing Deficiencies DD Form 6. The DD Form 6

82

SS


(fig. 5-13) is prepared when one or more of thefollowing conditions apply:

Any deficiency when the cost of correctionis S25 or more..

Any deficiency in packaging which resultsin mission degradation.

Any deficiency in packaging of ammuni-tion, explosives, and other dangerous materialregardless of whether damage or unsatisfactoryconditions have resulted.

Improper identification markings of items,packages, containers, or unitized loads of ammu-nition, explosives, and/or other dangerous mate-rials (i.e. markings that are not in accordancewith military, federal or other regulations).

Any marking deficiency which indicatesincorrect destination, which requires openingcontainers for item identification, or whichresults in improper handling or stowage.

Excess preservation, packaging, or packing.

If a packaging deficiency exists that results indamaged material which may endanger life,impair combat or deployment operations orimpair the condition of other material, it isreported immediately to the shipping activity orcontracting officer by the most expeditiouscommunication method, to enable the shipperto take immediate corrective action.

The DD Form 6 is prepared in accordancewith NAVSUP P-485, chapter 4. The completed

'form must be submitted via air mail within 24hours of receipt of the material.

The completed DD Form 6 is not to besubmitted to contractors or commercial carriers.The original and 2 copies of the DD Form 6 areforwarded to NAVSUP, Attn: WarehousingSystems Division, Washington, D.C., with infor-mation copies to your type and service forcecommander. One copy is retained by your ship.Additionally, for ammunition or explosives anin formation copy is sent to NAVORD-SYSCOMD, (Supply Management Division),Washington, and if deficiencies of ammunition

83

exist which violate Department of Transporta-tion regulations, a copy is forwarded to theOffice of Hazardous Materials, Office of theSecretary of Transportat.m, Washington, D.C.

Defective Material

Defective material is defined as material notsuitable for its intended use due to a deficiencyin its specification, or material which may beserviceable but is not as described in the catalogor other reference book.

Upon receipt or discovery of defective mate-rial aboard ship it should be identified asdefective and if necessary suspended from use orissue. A sample of the material should be savedand a defective material report submitted toFMSO.

The defective material report is submitted bymessage or speedletter depending on the dangercategory and the essentiality of the materialsapplication. Figure 5-14 shows the Danger/Application of Classification Chart.

NAVSUP P-485, chapter 4, explains the de-fective material report contents in detail.

ERRONEOUS RECEIPTS

When you receive material intended for an-other ship, it should be retuir0,1 to the shippingactivity before acceptance of the material when-ever possible. The shipper's issue docnmentshould be changed to show the correct receivingactivity if it can be determined.

When material that was intended for anotheractivity is accepted by your ship, the supplyofficer is responsible for forwarding the materialto the correct activity when it can be deter-mined. If you cannot determine the c :rectactivity (or it is not practicable to forward thematerial), the material is returned to the issuingactivity.

COMPLETION OFSHIPMENT

When have you P^tually received materialfrom a shipper? The uetermination of comple-

7!=11111

STOREKEEPER 1 & C

Front

IMPORT OP PACKAGINGHANDLING DIPIEDDICI

AlpSt

comma)

O. SATO PEIOoT RePORT CONTROL MOOS.15 January 1970 I. NAVSUP 4600-6PUSS. (SooTTo 4.08.((n ( R.P. nr C-64.)

MS JOIN PAUL:JONES DDG.32FPO SAN FRANCISCO 96601

8 TO, Oro Ado /UPON*

CORIANDER, NAVAL SUPPLY SYSTEMATTN:, SUP CODE 0522

4. /7"ei;MTlooliWIR0 SIP Cod1)

000342 HAMPACTORIM CO.,INC.1969 APILARIUX PLUMAIMORA., ONTO

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Four of the ten fiberboard cartons receivod in this shipment arrived in a

damaged condition to both the containers and the electron tubes. There obvi-

ously was not *sough cushioning material in tho shipping containers or the

interior cartons to prevent crushing or movement, and the straps that held

the eentainers to the pallet werebraben. Height of gash container and (=tante

75 lbs, total 730 lb. in shipment. Fiberboard container markod 200 lb. test.

It Is recommeadmi that emobioming and strapping be improved on future shipments.

Enclosure (1) Photos of pactsging defloiescy.

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15 JAN 1970

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10.107Figure 6-13.Report of packaging and handling deficiencies (DD Form 6).

84

90


DANGER

Essentiality of application

Active item-essential tocombat ca-pability

Active item-applicationnot critical

Insuranceitem

A B C

I Critical defect- Use would endangerpersonnel

IApriority msg

IBpriority msg

ICpriority msg

II Potentiallycritical defect- Use withoutspecial precautionswould endangerpersonnel.,

IIAroutine msg

113routine msg

IICroutine msg

III No dangerto personnel

ILIAroutine msg

IIIBspeedletter

IIICspeedletter

10.108Figure 5-14.Danger classification chart.

tion of the receipt of a shipment varies depend-ing on who the shipment is from.

Deliveries from ashore supply officers areconsidered complete when the stores are turnedover to your ship's representative. This may beeither at the warehouse or after delivery to theship.

Material shipped from contractors is con-sidered received when the stores have beendeliverer to the point specified on the purchasedocument and the receipt signature is obtained.

Purchased material which calls for deliveryfree alongside barge or ship is considered re-ceived when the stores have been inspected,accepted, and delivered alongside the barge orship within convenient reach of the ship's tackleor loading equipment.

Deliveries made by ships of the MLSF in portare considered complete when the stores areplaced in the boat or barge (or other convey-ance) alongside the ship and a recqipt signatureis obtained.

During underway replenishment deliveries arecomplete when the stores clear the ski': of theissuing ship.

POSTING PROCEDURES

Every afloat receipt of equipment, supplies,and/or services n 1st be posted to a controlrecord. The types of control records on whichreceipts are posted vary according to the cate-gory of material received. Generally, DTO matt-rials are posted to the departmental oudgetrecord, the outstanning requisition file and thefinancial control record.

Materials ordered for supply departmentstock (the majority of materials ordered andreceived) are posted to the stock battery, (cardsor magnetic tape), outstanding requisition fileand if maintained, the inventory control ledger(NAVSUP Form 218).

85

91

STOREKEEPER I & C

Storekeeper 3 & 2 covered in detail theposting of stock records. Therefore, the follow-ing paragraphs cover only those postings whichinvolve the adjustment of erroneous receipts,uncommon entries, and the pricing of stockrecords.

Adjusting Erroneous Receipts

Afloat, when you discover errors in quanti-ties, unit prices, extension, or totals on invoicescharged to use functional accounts, youmust immediately notify the issuing activity ofsuch errors. Material issued to you in errorshoulu be turned in to stores ashore, as ex-plained later in this chapter. The issuing activitythen prepares debit or credit invoices as neces-sary.

If necessary you shouli, maintain properfollowup procedures to ensere receipt of theadjustment invoices.

NSA CLASS 224 ADJUSTMENTS.Fleet is-sue ships receiving NSA material in specialaccount class 224 adjust differences detectedupon receipt in the following manner:

Major Material Differences. --If a differenceof S 100 or more between the quantity receivedand the quantity specified on any one invoice isdiscovered by the fleet issue ship, the differenceis adjusted as a gain or loss by inventory. Astatement of all pertinent facts involved in thetransaction is placed on the adjustment invoice.Each invoice is annotated "loss by inventory" or"ga;n by inventory" as appropriate. One copymust be forwarded to the issuing activity.

Minor Material Differences,If the materialdifferences are less than S 100 per invoice, suchdifferences may be accumulated and adjustedmonthly on one, invoice for each cognizancesymbol,

Errors.An error in unit or a mathematicalerror discovered in the extensions of totals onany one invoice which represents no gain or lossof material is adjusted as a gain or loss byaccounting. If the difference is S100 or more,

one copy of the adjustment invoice must beforwarded to the issuing activity.

NSA CLASS 207 ADJUSTMENTS.Tendersand repair ships receiving NSA material inspecial accounting class 207 must take up theactual quantity of material received on the stockrecord cards. The face value of the invoice isposted to the inventory control ledger (NAV-SUP Form 218) regardless of the quantityvariances from the invoiced amount or of theerrors in extensions noted upon receipt.

Return Material

Items of stock drawn from central storeroomsfor use by any other department and laterreturned to the supply officer in fit conditionfor reissue are taken up on a Single Line ItemConsumption/Management Document (NAV-SUP Form 1250) marked "Return Material."Such receipts are posted as a negative expendi-ture to the stock record cards, inventory controlledgers, if maintained, and the departmentalbudget, as appropriate. These receipts are filedby departments with, and in the same manneras, issue requests.

EXPENDITURES AFLOAT

There are three basic ways to expend mate-rials from your storerooms. You can issue thematerial to a using department aboard ship,transfer the material to another supply officer(or other agencies, as will be shown in chapter11), or you can survey the material.

In Viis chapter we will discuss some types ofexpenditures which will require special super-vision on your part.

TRANSFERS TOOTHER SHIPS

NA VSUP P485 provides that any ship maybe used as a source of supply provided there areno shore establishments, supply ships or tendersavailable, and approval is given by the command-ing officer of the transferring ship.

860Z


Requests for transfer are usually sent to theship on a DD Form 1348. However, circum-crances may dictate that the request be made byother means (flashing light, telephone, navalmessage, etc.). When a request for transfer isreceived by any means other than a DD Form1348, the transferring ship prepares the DD1348 request document.

No item can be transferred off the shipwithout the commanding officer's permission.Normally, the commant:ing officer delegatesauthority to transfer to the supply officer inletter format.

The decision regarding transfer of an item isbased on the following considerations:

The end use of the item.

Can the supplies/equipments be sparedwithout jeopardizing the mission of theship?

The amount of material on hand versus thenext replenishment date.

As a leading Storekeeper, you will probablybe involved in collecting the required informa-tion before a decision to transfer is made. It isessential that your information be accuratebefore it is presented to the supply officer forconsideration. Consultation with the techniciannormally using the material is recommended asan additional source of information.

Depending on witP!...t.r your ship uses auto-mated or non-automated procedures, transfer ofthe material is accomplished on a DD 1348 6part, a DD 1348m or a DD 1348 -I.

t,NSA Material

NSA matei:1 on board ships (except materialcarried in special accounting classes 207 and 224and material identified by cognizance symbols9M, IQ, 9U and I W (bulk petroleum fuels only)will have been charged to a type commander'sOperating Budget (OB) at the time of issue.Transfer of this material to other ships of thesame type command is not charged to the typecommander's OB; however, such olue is in-t..luded in the transferring ship's "3" summary.

When this type of material is transferred tc adifferent type commander, it is covered by apriced invoice. The invoice shows a charge to therecipient type commander's OB and a credit tothe transferring type commander's OB, whichare included in the transferring ship "A" sum-mary.

Fuel

Transfer of fuel by ships other than tankers iscovered only by memorandum invoices whichare not summarized because the necessary costinformation is obtained from steaming reports.However, aviation fuels and lubricants trans-ferred to ships supporting aircraft are covered bypriced invoices to effect adjustment of the fleetaviation inventory control account by the appro-priate fleet aviation accounting office. Theseinvoices show both a charge and a credit to theappropriation, Operation and Maintenance,Navy, subhead 602E or 702E (as applicable) andfunctional account in the 33000 series. Transfersof aviation fuels to ships not supporting aircraft,issues for chipboard use other than ship propul-sion or power generation, and issues for use inship's vehicles ashore, are handled in the samemanner, except that the charge is made to theappropriation, Operation and Maintenance,Navy, applicable OB for the ship concerned, andend use functional account.

The procedures for transferring oil by Navytankers are also different. Each transfer toanother ship or shore station is covered by aRequisition and Invoice/Shipping Document(DD Form 1149). These invoices are made out"from" the Navy Regional Finance Center,(NRFC), Washington, D.C. "for" the transfer-ring tanker "to" the recipient, and show creditto the Navy Stock Fund, and functional account51000,

Aviation Material

Material identified by cognizance symbols 2R,2V, 2J, and 2Z transferred to ships supportingaircraft is covered by a memorandum invoiceonly. Such invoices are not summarized. How-ever, if this material is issued or transferred for

87

93

STOREKEEPER 1 & C

ship's use for a nonaeronautical purpose, it mustbe covered by a priced invoice showing a chargeto the applicable OB, end use functional ac-count, and credit to the appropriation Procure-ment of Aircraft and Missiles, Navy (PAMN),subhead .1439 and functional account 39998.

TURN IN TO STORE ASHORE

Material which the supply officer considers nolonger required for ship's use, or which is nolonger included in the ship's allowance may beturned in to store ashore. Assist the supplyofficer in identifying this type of material byclose study of the stock records. If it is in allrespects fit for reissue, it may be turned in tostore ashore on an invoice approved in each caseby the commanding officer or the supply officerunder the blanket authority granted to him.

When turning the above material in ashore,some regulations govern whether or not the typecommander's OB is to be credited. Generally,the material turned in must be properly identi-fied, tagged, and marked as follows:

All containers must be marked plainly withthe stock number and nomenclature shown onthe invoice, with a copy of the invoice coveringthe material in each stock class attached tocontainer No. 1.

When material of more than one stocknumber is placed in a single container, one unitof each of the stock numbers must be markedwith its identifying stock number and invoicenumber.

Heavy items must be segregated fromdelicate or small items.

After you accomplish all of the above condi-tions, remember that the final determination ofacceptability for credit.to the OB is made by theshore station receiving the material.

Items and conditions for which credit mayNOT be given (exLept material issued as a resultof an error) are listed below:

Material nt fit for reissue.

k

88

94

Material nonstandard.

Material unidentifiable or improperlymarked and taggeu.

Material not creditable under inventorymanager criteria (cognizant inventory managersdetermine those items which will not be pro-cured or accepted for system stock retentionand furnish this data to receiving shore activitiesfor use in processing material returned to store,and in making final determination as to theacceptability of material for credit).

Material issued as a result of an issue error isacceptable for credit provided all of the follow-ing conditions are met:

The material is returned within 60 daysafter receipt.

The material iF in a ready-for:issue con-dition.

The material is accompanied with a copy ofthe original requisition or invoice.

NAVSUP P485, chapter 5 further expandsthe requirements hich must be met beforematerial is turned in to store ashore and shouldbe reviewed prior to any turn in of material.

Bulk Turn-In

As the result of allowance list or load listrevisions, ships may be required to turn in alarge amount of material. The allowance listmaintenance activity usually provides the shipswith supply aids. These aids consist of partiallypretyped DD Form 1348-1's for each item to beturned in and partially prepunched DD Form1348M's. The DD Form 1348M serves nopurpose to the ship turning in the excessmateria' but accompanies the corresponding1348-1 as an aid for the receiving shore activity.

Automated ships prepare the DD Form1348-1 turn-in document from the punchedsupply aid card provided by the allowance orload list maintenance activity. Automated shipsmay work out arrangements for offloading of


bulk excess material with a receiving shoreactivity which will advantageously use the dataprocessing capability of both commands. Forexample, EAM 402 ships may arrange forpreparation of the DD Form 1348-1 turn-indocument by the receiving supply activity froma punched DD Form 1348M produced by theship.

SPECIAL COMMODITIES

Some material requires special attentioneither before or during its turn-in.

Expendable Ordnance

When your ship offloads ammunition, a sepa-rate DD 1348-1 is prepared for each type ofammunition being turned in.

The DD 1348-1 turn-in document for ammu-nition is shown in figure 5-15. The blocks leftblank in the-illustration are left blank wheneverammunition is turned in. Amplifying informa-tion on the preparation of the DD 1348-1 forammunition turn-in is found in NA VSUP P-485,chapter 5.

..

Small Arms

A DD 1348-1 is prepared for each turn-in ofsmall arms. In addition to the informationnormally required on a turn-in document theitem nomenclature (including manufacturer),model, caliber, and serial numbers are shown indata blocks X and Y.

Each weapon is inspected, to ensure that liveammunition has been removed. The clips andbolts of the weapons are removed and securelytaped to the weapon.

The DD 1348-1 must contain a certificationin blocks BB-DD that the requirements forturn-in, specified in NAVSUP P485, para 5075have been met.

Shipping containers used for the turn-in ofsmall arms must not be marked in such a way asto indicate the nature of their contents.

Receipt signature should be obtained forsmall arm's transfers whenever possible.

89

Fuel

Bulk bunker fuel and aviation fuels andlubricants are turned in to store ashore on a DD1149. Other cognizance symbol 1W material isturned in to store ashore on a DD 1348-1.

When only one ship is offloading into theshore tanks or a receiving fuel barge, thequantity determination of the bulk fuel turnedin is ,made from the shore tank gages orcalibration tables of the receiving barge. Anydifferences between the quantity indicated re-ceived by the slime activity and the quantityindicated transferred by the transferring ship'scalibration tables is investigated immediately.Any unresolved differences must be covered bya survey prepared by the issuing ship.

When two or more ships are offloading intothe same shore tank at the same time, the shoretank gages are the basis for quantity determina-tion. The quantity acknowledged received bythe shore activity is prorated between thetransferring ships on the basis of their individualcalibration tables. Differences are investigatedimmediately and unresolved differences are sur-veyed by the transferring ships.

Whenever fuel is transferred to a shore activ-ity, samples are taken of the fuel prior to thetransfer operations. An analysis of the fuel ismade to determine quality and possible contami-nation.

Classified Material

The turn-in of classified material is handled inaccordance with the Department of the NavySecurity Manual for Classified Information,OPNAVINST 5510.1.

Personnel handling the turn-in of classifiedmaterial must have a security clearance up to thelevel of the material being turned in. Secret andtop secret material must be turned in under acontinuous chain of receipts. Receipt for c mfi-dential material may be requested at the discre-tion of the transmitter.

Hand carried material is receipted for on theoriginal copy of the DD 1348-1 turn-in docu-ment and is returned to the ship and filed in theexpenditure invoice file.

Classified material that is mailed or shipped ispackaged, marked, shipped and receipted for in

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Chapter 5 PROCUREMENT. RECEIPTS, AND EXPENDITURES

accordance with OPNAVINST 5510.1. chapter7. One copy of the DD 1348-1 (either the 5th or6th) is annotated by the transmitting activity"Consignee sign and return this copy" Thereturned receipt is filed in the expenditureinvoice file.

Safes

When safes or safe lockers with combinationlocks are turned in to store or transferred toanother ship, the combination for each itembeing released is reset to 50-25-50. A tagcontaining the combination is affixed to the safeor the combination is marked on the exterior ofthe safe.

TURN-IN OF MANDATORYREPAIRABLE ITEMS

The mandatory turn-in repairable (MTR) itemprogram is managed by the inventory managersunder the assumption that unserviceable MTRitems will be expeditiously transferred to thenearest designated overhaul point (DOP) whennot repairable locally. It should be noted thatMTR items are always transferred to the DOP(as specified in the appropriate repairable itemslist) and never to the inventory manager.

MTR items are turned in on a DD Form1348-1 prepared for the earliest possible transferof the unserviceable item. It is essential that theturn-in document be accurately completed.

Figure 5-16 shows a completed DD 1348-1for the turn-in of an MTR item. Some datablocks containing essential information not on anormal turn-in document are:

Block 71The material condition code forthe item being transferred (nor-mally "F" unserviceable repair-able) from NAVSUP P485, appen-dix 9B.

Block 73The material control code from theappropriate repairable list (MRIL,ASO MRL, FBM MRL).

Block VThe job control number (JCN)indicated on the related mainte-nance data form (OPNAV Form4790-2K) or maintenance action

91

form (multi) (OPNAV Form4790/41).

Block X-YThe item nomenclature. Serialnumbers should be includedwhen available.

Block DDThe notation "HIVAC REPAIR-ABLE" if the item is materialcontrol code "G" or "K" or thenotation "REPAIRABLE" formaterial control codes "D, H, orQ". Additionally, the term "REDSTRIPE" if the movement pri-ority designator (MPD) is "03" or"BLUE STRIPE" if the MPD"06" applies.

Block EE"Packaging Required" should beentered if a transshipping activitywill be required to repack orprovide additional packaging toprevent damage to the item duringhandling and shipment.

Block 11The service designator, UIC, andname of the transshipping activityif one is used.

PACKAGING AND MARKINGOF MTR ITEMS

Improper packaging can cause more damageto an MTR item than the original damage whichcaused the item to be turned in.

The Supply Afloat-Pakaging Procedures,NAVSUP P484, provides basic shipboard pro-cedures for the methods, materials, and contain-ers used to best protect items being shipped.

The packaging of MTR items for turn-inshould be made in the container used to packagethe replacement item when possible. If thiscontainer has been lost or damaged so that itcannot be used, the item should be packaged(using on-board material) to provide the samelever of protection as the origlifareontainer.

Items that cannot be properly protectedshould be packaged in whatever material isavailable to provide the most protection duringtransit to a shore supply activity. The shoresupply activity will repackage the item fortransshipment to the DOP. When proper protec-tion cannot be provided at the shipboard level

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the notation "Packaging required" must beshown in block "EE" of the DD 1348-1.Additionally, a CAUTION label (figure 5-17)must be attached to each item and each con-tainer for items requiring further packagingbefore transshipment to the DOP.

CAUTIONREPAIRABLE ITEMS

HANDLE WITH CARE WHILE UNPROTECTED

ADDITIONAL PACKAGING AND CUSHIONINGREQUIRED BEFORE ONWARD SHIPMENT

CAUTIONtoo Poo No 0105011144C0 11 )11

40.67(10F)Figure 5-17.-Caution label.

MTR ITEMIDENTIFICATION

Each MTR item, regardless of who does thepackaging, must have an identification labelattached before shipment. The tag (figure 5-18)must show the cog symbol and FSN of the item,and the document number of the 1348-1 turn-indocument, and the notation "RED STRIPE" or"BLUE STRIPE" as applicable.

MARKING CONTAINERS

Each shipping container for material beingturned in is marked as indicated in MilitaryStandard Marking for Shipment and Storage(MIL-STD 129), and Supply Afloat PackagingProcedures (NAVSUP P484).

To further identify MTR items and expeditetheir handling, the shipping container for unserv-iceable items with MPD "03" are encircled withred tape. Those MTR items with MPD "06" areencircled with blue tape.

UNSERVICEABLE(REPARABLE)

2N 5480-798-4946 .....-..---....LASELMATIRIEL................,

:.

- I I0. AC TSVITV Ce0.110.41 i cool' 41.::::.::..iii. ';E f.

11tc,:11.7 eta 114011111.

COND171Q1*

"RED STRIPE" MATERIAL

101$0:1C10/111 N AMC OR ttt he OA VCC0.1,4C1 O. VACHAIII.CtotOest 1 'V tt

[WHITE BACKGROUND I GREEN MARGIN ANDGREEN LETTERS

Figure 5.18.- Identification label (DD Form 1577-3).

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STOREKEEPER I & C

MIR TURN-IN/SHIPMENT

MTR items should be processed and turned-inby your ship within 72 hours when possible.

MTR items are turned in when the DOP ortransshipment point is in the immediate vicinityof the ship. Direct turn-in to the DOP ortransshipment point does not relieve you ofpackaging and marking responsibility for theRein.

When MTR items are mailed to the DOP, theyshould be sent either air parcel post or militaryofficial mail (MOM) when MPD 03 or 06 isauthorized. Since "Special Handling MOM" par-cels are less expensive and receive air transportto CONUS, it is recommended that this proce-dure be used when mailing MTR items fromoverseas locations. Mailable MTR items that donot qualify for MPD 03 or 06 are sent surfaceparcel post.

,MTR items which are not mailable should beheld for turn-in to the nearest shore supplyactivity for transshipment.

There are two other methods for shipment ofMTR items. The carrier-onboard-delivery (COD)aircraft may be used when in range of an ashoresupply activity. Navy ships returning to CONUSor an overseas port where an appropriate DOP ortransshipment point is located can also be used.

When operating conditions make the transferof unmailable MTR items impracticable withinthe 72 hour time frame, the procedures belowshould be followed:

When space permits, collect all turn-ins in asegregated storage area.

Segregate items by MPD.

Segregate items requiring transshipmentfrom those that do not.

Segregate items properly packaged andmarked from those that need additional pack-aging.

When possible, make sure the entire quan-tity of a single line item being turned in is in thesame container.

Make sure heavy durable items are notpacked in the same package as delicate items.

MTR items held as described above should beturned in to the DO;' or transshipment point atthe first opportunity to do so.

SURVEYS

This section briefly reviews the types ofsurveys and then discusses the reviewing actionthat is taken by various bureaus, system com-mands, or inventory control points, fin thevarious types of material.

TYPES OF SURVEYS

There are two types of survey; formal andinformal.

Formal surveys are made by a commissionedofficer or by a survey board consisting of threeofficers (one of whom must be commissioned).The commanding officer designates the survey-ing officer or officer.; from those in his com-mand. Officer., not eligible to serve on a formalsurvey board or as the surveying officer for aformal survey are:

The commanding officer.

The officer on whose records the materialbeing surveyed is carried.

The officer charged with custody of thematerial being surveyed.

If there are not enough qualified officersaboard your ship, the commanding officer mustforward the survey to his immediate senior inthe administrative chain of command for action.

Informal surveys are made by the departmenthead having custody of the material.

The commanding officer must decide if thematerial survey should be formal or informal.The survey must be a formal survey whensomeone is found to be culpably responsible forthe loss or damage to the material being sur-veyed or when the commanding officer or higherauthority directs a formal survey to be con-ducted;

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SURVEY REVIEW BYBUREAUS, SYSTEMCOMMANDS AND ICP's

Certain materials require that the bureau,system command, or inventory control pointcontrolling the material be sent the originaland/or copies of the survey for approval orreview. 1VA VSUP P-485, chapter 5 details thesespecial types and/or classes of materials and thecommand that should be notified of the survey.

Lost or StolenSmall Arms

When small arms are lost or stolen, the formalsurvey must include the following data inaddition to that normally provided:

A statement that the Naval InvestigativeService Headquarters has been notified in writ-ing, unless the survey indicates that the circiimstances of the loss preclude possibility of recov-ery and use by an individual.

The name of the person upon whomresponsibility has been fixed (if appropriate).

The manufacturer, model number, serialnumber, and type of weapon.

A statement that disciplinary action hasbeen or will be taken (when appropriate),whether culpable responsibility if: involved, orthat determination of disciplinary action to betaken is being withheld pending a report offindings from the Naval Investigative ServiceHeadquarters.

At least one copy of the completed surveymust be forwarded to SPCC and the NavalAmmunition Depot, Crane, Ind.

The loss or theft of small arms must bereported, in writing, to the Naval InvestigativeService Headquarters, Alexandria, Va., unlessthe loss is under circumstances which willprevent the recovery and use of the small armsby an individual. The letter report must contains:

The type of small arms, serial number, dateand place lost or stolen.

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A brief description of the circumstancessurrounding the loss or theft.

Copies of the letter are provided local lawenforcement authorities, both military and civil-ian, when considered appropriate by the com-manding officer.

RECEIPTS ASHORE

The control and material divisions handlereceipts ashore.

Almost anyone can, in the physical sense,accept delivery of material. However, the seniorStorekeeper needs to underStand the entireprocess and the function of the documentscovering material received if he is to supervisethe receiving operation with adequate profes-sional skill.

TYPES OF RECEIPTDOCUMENTS

There are two basic types of documentsassociated with the receipt of materialcopies ofyour own request documents for material out-side the activity, and documents covering theshipment, inspection, invoicing, and billing ofthe material.

Request Documents

The first type of document established anexpected receipt and is represented by thefollowing:

Copies of the MILSTRIP requisition (DDForm 1348) coded to show that receipts are dueas a result of action by an inventory manager oras a result of local procurement.

Copies of purchase documents preparedlocally or by bureaus, systems commands, orinventory managers for the procurement ofmaterial from private or government sources.

Copies of Release/Receipt Documents (DDForm 1348-1) covering turn-in of material by

STOREKEEPER 1 & C

station departments or other units not requiringmaterial on hand.

Copies of Request for Naval Manufacture(NavCompt Form 219) showing material duefrom naval manufacture.

Shipping Documents

The second type of document normally isreceived or prepared simultaneously with thephysical receipt of material and is representedby the following:

Copies of the Release/Receipt Document(DD Form 1348-1) which is the basic documentfor material breakout, packing, and materialtakeup used by MSC's, etc.

Government Bills of Lading (StandardForm 1103), Transportation Control and Move-ment Document (TCMD) (DD Form 1384), andcommercial bills of lading, covering the transpor-tation of material to the receiving activity.

Inspection documents (DD Form 250/DDForm 1155) covering inspection of the quantityand quality of material received from commer-cial sources.

Dealers' bills submitted to the stockpointfrom private vendors for purchases made.

Voucher for Transfer Between Appropria-tions/Funds (Standard Form 1080) submitted tothe stock point by the Defense Supply Agencyor other agencies for purchases made.

OPEN ORDER FILE

You will maintain an open order file ashore tocontrol action on requests for material fromoutside sources, and to use in receiving, check-ing, inspection, followup, and investigation ofproblems incident to the receipt of material.This file is a numerical file arranged as follows:

Expected receipts from other naval ac-tivities are filed by requisition document num-ber.

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Expected receipts from purchase are filedby contract or purchase order number.

Expected receipts from other Governmentsources are filed by originator's requisitiondocument number.

Expected receipts from miscellaneoussources are filed by the authority number orreceipt document number assigned.

Request and order documents (requisitions,purchase orders, etc.) are used to set up the file.Copies of priced released/receipt documents,dealers' bills, commercial bills of lading, inspec-tion reports, and documents giving status infor-mation are filed as received, after screening andposting of changes and status information.

Upon arrival of the material, copies of docu-ments are processed for receiving, checking, andinspecting the material as required, and forrouting the material to its local destination and,then are returned to the open order file. Whendocuments are returned indicating discrepancies,the file on the material is referred to forinvestigation and/or followup. If the file indi-cates material not received when due, theinformation contained therein is used as a basisfor followup.

If a determination is made that the requiredaction on the request document is complete (allthe expected material has been received, theorder has been canceled, et cetera, and allinternal processing has been accomplished), thedocuments are placed in a closed file.

MATERIAL FROM OTHERSUPPLY OFFICERS

Receipts from other supply officers normallyare covered by two documents. One of thedocuments is the Release/Receipt Document DDForm 1348-1 (the DD Form 1348-1 is referredto hereafter as 1348-1), which is the instrumentby which responsibility for the material and themoney value are transferred.

The other document is concerned with thephysical movement of the material, and is aTCMD or some form of bill of lading.

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Identification of Material

Upon receipt of material, the receiving sectionuses the documents received with the material(or from receipt control, if the documents werereceived in advance) to identify and makedisposition of the material and then the docu-ments. The steps taken are as follows:

The shipment is counted to determine ifthe number of containers actually received is thenumber specified on the transportation docu-ment (bill of lading or TCMD).

The three copies of the 1348-1 used foroutside packing copies are removed, except fromitems for transshipment.

If a shortage in the shipment was foundduring the first step, each 1348-1 must bechecked against tne applicable containers.

The checker initials and enters the datematerial was phy:ically checked in block 7 ofthe 1348-1. Any exceptions are entered inblocks BB or CC.

Disposition

The receiving section must determine fromentries on the 1348-1 whether the item is forstock, for direct delivery to a supported com-ponent, or for transshipment.

The handling of the material and the 1348-1are different for each of these groups.

STOCK.Material received for stock may beidentified by the fund code entered in the topline print, positions 52 and 53 of the 1348-1.One copy of the document is stamped "Store-man's Action Copy" (SAC), and one copystamped "preposting." The SAC (storage) copyis then attached to the material, and both areforwarded to the storage area. The prepostingcopy, the extra copy removed from the con-tainer, the advance copy received with thetransportation document, and the transportationdocument are forwarded to receipt control forfurther processing.

1©1

DIRECT DELIVERY.Direct delivery mate-rial may be divided into two categories: (1) shopor department material and (2) dependent activi-ties material.

All four copies of the 1348-1 covering mate-rial received for direct delivery to a shop ordepartment are stamped "direct delivery." Onecopy is placed with the material for identifica-tion purposes. The remaining three copies andthe transportation document are then forwardedto receipt control, with a request for movementpapers (usually the requestor's original requisi-tion) containing a specific job order, deliveryinstructions, and other pertinent information.The material is held until the movement docu-ments are received, and then forwarded to theshop or department concerned.

If the in-the-clear address of the dependentactivity has not been entered in block B of the1348-1, it should be written in from informationon the transportation document.

All four copies of the 1348-1 are stamped"direct delivery." Two copies are forwardedwith the material to the delivery` or shipmentsection. The transportation document is anno-tated to indicate disposition of the material, andis then forwarded with the remaining two copiesof the 1348-1 to receipt control.

TRANSSHIPMENT.The copies of the1348-1 which are attached to the containers ofmaterial received for transshipment are notremoved by transshipping activities.

If an in-the-clear address of the consignee isnot already printed in block 13, this block iscompleted from information appearing on thetransportation document. The one copy of the1348-1 received with the transportation docu-ment is stamped "transshipment," and is for-warded with the material to the delivery orshipment section. The transportation documentis annotated to indicate disposition of thematerial, and is then forwarded to receiptcontrol.

Internal Control Procedures

Discrepancies between the quantity shown onthe 1348-1 and the quantity actually receivedmay be found either during the checking-in

STOREKEEPER 1 & C

operation or when the storeman is placing thematerial in stock. The normal internal controlprocedures employed to ensure that receipts ormaterials arc properly processed and recordedprovide for the recognition of discrepancieswhen they occur.

It may be well to summarize typical internalcontrol procedures at this point.

When material is expected, an open order fileis established and serves as a depository for allpertinent information subsequently initiated orreceived relative to the expected receipt.

When the applicable material is received,advance shipping documents are extracted fromthe open order file and released to the receivingsection. The open order file is then held insuspense pending final processing of the receipt.Thus, the initial control is established showingthat the material is on board.

The receiving section checks in the material,forwards one copy of the 1348 -I stamped SACwith the material to the storage branch andanother copy of the 1348 -I (stamped prepost-ing) to the receipt control branch. The receiptcontrol branch annotates the open order file andforwards the preposting copy of the 1348 -I tothe stock control branch. Thus, another controlstep has been performed showing that thereceiving process is completed and the 1348 -Ihas been forwarded for stock recording pur-poses.

The stock control branch performs the properstock recording functions and forwards thepreposting copy to the financial inventory con-trol branch.

The storage branch checks the actual materialreceived against the SAC copy of the 1348-1,indicates the location if applicable, and forwardsthis copy to the financial inventory controlbranch.

If a discrepancy is discovered between thequantity listed on the 1348-1 and the actualmaterial received, the 1348 -I is annotated withthe correct quantity and is stamped "discrep-ancy" prior to forwarding it to the financialinventory control branch.

The financial inventory control branch mat-ches the SAC copy of the 1348-1 with thepreposting copy and then forwards this copy tothe receipt control branch. The preposting copyis used to adjust the financial inventory control

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:edgers and is forwarded to the fiscal branch forstores accounting purposes. If the SAC copyindicates a discrepancy, the financial inventorybranch forwards this copy to the stock controlbranch for stock records adjustment prior totaking final action. Thus, another check isaccomplished which ensures that all the facts ofthe receipts have been recognized and properlyrecorded on the records.

When the receipt control branch receives theSAC copy of the 1348-1 from the financialinventory control branch, the required internalprocessing normally is completed and the openorder file may be closed,

If only part of the order is received, the openorder file is not closed but is removed tromsuspense. Also if a discrepancy was noted,further action such as followup may be requiredby the receipt control branch.

As each function is performed, the 1348 -Icopies are dated and initialed, indicating that thefunction has been completed. Each functionshould be completed within certain time framesin accordance with local determination. Whenthese time frames are exceeded, the internalcontrol procedures provide a means by whichthe excess of time may be detected: Forexample, if the financial inventory controlbranch is in possession of preposting copies ofthe 1348 -I which are unmatched in excess ofthe allotted time, followup with the storagebranch is in order to determine the delay. Thereceipt control branch, utilizing the open orderfile held in suspense, is in possession of therequired information to monitor the total pro-cessing cycle.

Action by Stock Control Branch

The stock control branch receives a variety ofdocuments indicating the expected receipt ofmaterial and documents indicating its actualreceipt. The information furnished by thesedocuments is used to update and adjust thestock control branch records.

AUTOMATED ACTIVITIES.At automatedactivities, the stock reviewer maintains a Due-in-Detail .Card "e, consisting of Due-in-DetailCards (DD Form 1486), in stock number se-quence, which reflect material due from other

Chapter 5PROCUREMENT, RECEIPTS, AND EXPENDITU RES

activities or from local purchase. The stockreviewer keeps this ,file up to date on a day-to-day basis, and periodically reconciles it with thedue information on the stock balance battery,and with the receipt detail cards maintained bythe receipt control branch.

Material receipt processing normally is accom-plished by the preposting method in which thepreposting copy of the 1348 -I is used to updatestock records, and the SAC copy of the 1348 -Iis used to physically move the material to itsassigned storage area. The mechanics involved inthe recording of the receipt depends uponseveral factors such as if the receipt completesthe order, a substitute item is received, or adiscrepancy is involved. In order to properlysupervise the stock control function, the seniorSK must become thoroughly familiar with thedetails applicable to each situation. He mustconsult the appropriate sections of NA VSUPManual, Volume II, and NAVSUP 437.

Regardless of the detailed recording proce-dures, the stock status battery must be adjustedto reflect the receipt, and the amount on thedue-in-detail card is reduced by the amount ofmaterial no longer due. If a substitute item isreceived, have the appropriate technician checkit to ascertain the validity of the substitutionbefore the processing is completed. The prepost-ing copy of the 1348 -I must be forwarded tothe financial control branch for financial inven-tory adjusting.

NONAUTOMATED ACTIVITIES.At non-automated activities, the Stock Status and Re-plenishment Card (NAVSUP Form 7671 is usedto record the expected receipts. When thematerial is actually received, the stock reviewerposts the receipt information from the prepost-ing copy of the 1348 -I to the Stock RecordCard (NAVSUP Form 766), increasing the onhand quantity accordingly. He also posts thisinformation to the stock status and replenish-ment card, reducing 'he quantity of materialdue, and forwards the 1348 -I to the financialinventory control branch for posting and adjust-ing the Financial Inventory Control Ledger(NAVCOMPT Form 2153).

If there are discrepancies in stock number orquantity between the preposting copy of the1348 -I and the signed SAC copy (received via

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the financial inventory branch), the stock re-viewer adjusts the records and initiates thenecessary adjustment invoices and stock numbertransfers.

The expected receipts posted to the stockstatus and replenLhment card are reconciledperiodically (at least annually) with the openorder files of the receipt control branch.

Receipt of material (for stock) by a supplyactivity from . outside sources may lead to avariety of subsequent actions.

If the material received was from an order tofill a specific requisition, receipt of the materialpermits the release of the backorder. The back-order is canceled out and the material is issued.If there are several outstanding backorders, adecision must be made as to which should befilled.

If substitute material is received rather thanthe material ordered, substitution of backordersmay be effected. If only part of the requisi-tioned material is received with the balancebeing canceled, initiation of additional procure-ment action might be in, order.

PURCHASES

Material being received into the supply systemfor the first time is handled somewhat differ-ently from material which is received from othersupply officers.

The purchase may have been made by theinventory manager or by the local purchasingofficer. Inspection may be done at the source bya representative of the Navy Material InspectionService or at the destination by a local inspector.When materials are inspected at the source bymembers of the Navy Material inspection Serv-ice, they certify that the material has beeninspected by affixing two types of inspectionstamps. The stamps and their meaning are:

Square stamp (eagle in square), evidence ofcomplete inspection and acceptance.

Circle stamp (eagle in circle), indicateslimited inspection as per contract specifications.

An item is considered accepted when it hasbeen inspected by an authorized agent of the

STOREKEEPER 1 & C

Government and acknowledged to be in con-formance with the contract specifications. It isthereafter government property, and is handledand accounted for as is any other governmentproperty. Material which is found not in con-formance with the specifications of the contractmay be rejected by tne inspector. Any disputearising with the contractor over conformity ofthe material furnished should be referred to thecontracting officer as a matter not under thecognizance of the receiving section. The con-tracting officer is also responsible for resolvingproblems arising from quantitative variations,whether or not the contractor furnishes more orless of an item called for in the contract.

Purchase Documents Missing

When material is received without purchasedocuments or when receipt papers are notavailable and an open order file has not beenestablished, the material must be identified asproperly belonging to the activity. Such iden-tification may be made by examination of theshipping papers or markings on the containers. Ifthere is sufficient evidence to justify receivingthe material, it may be unloaded in the uniden-tified receipt bay. The receiver in this case signsfor the material and forwards a copy of theshipping paper to the receipt control branch(purchase material section). An open order filemust be prepared for such material receipts. Thecontract number on the container or shippingpapers is entered on the file title insert. Theshipping papers and a set of unpriced MaterialInspection and Receiving Report, DD Form 250(less one copy which is forwarded to thematerial inspection) are filed in the open orderfile. Immediate action should be taken to obtaina copy of the contract.

REJECTIONS

Material may be rejected ashore for failure toconformAo any of the specifications included inthe contract.

If the reason for rejection is not serious or thedefect will not prevent the use of the material asintended, the receiving activity may request thecontracting officer to authorize the acceptance

of nonconforming material at an equitable re-duction in the contract price.

Such defects might include improper markingof containers which can be corrected locally,color deviations if not critical, or other minordiscrepancies. The material may not be accepteduntil such .authorization has been received.

Rejection is accomplished by furnishing thecontractor with the Report of Item Discrepancy(DD Form 1599). Copies should be provided thecontracting officer and the cognizant inventorycontrol point. The rejected supplies may not beused, but must be held pending receipt ofdisposition instructions from the contractor.They may not be returned to the contractor atgovernment expense. If the contractor has notremoved the rejected supplies within 15 days,(10 days afloat), the material should be returnedto him on a commercial bill of lading, with alltransportation charges collect. Whether rejectedsupplies are picked up by the contractor or areshipped back on a commercial bill of lading, thereceiving section must obtain a detailed receiptfrom the person removing the material from thereceiving section.

If the contractor fails to replace or correctrejected material within a reasonable time, thecontracting officer should be notified. Provisionfor delivery within certain time limitations isincluded in contracts; this specification, as wellas those dealing with the physical aspects of thematerial must be met.

PROCESSINGDEALERS' BILLS

Another function that the receipt of materialashore involves is the processing of dealers' billsfor payment. Dealers' bills which offer discountsupon payment within the discount periodshould be processed immediately and forwardedto the disbursing officer designated to makepayment as shown on the purchase document.When, at the discretion of the supply officerprocessing the bill, the amount of the discountinvolved does not justify expeditious handling,NA VSUP Manual, Volume II, provides 7. itprocessing must be accomplished within 10 daysof the receipt of the material regardless of thediscount period.

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To permit ready identification of a dealer'sbill offering discount, a Discount Expires Label(NAVCOMPT Form 442) should be stapled tothe .upper left corner of each bill upon which adiscount is offered. The expiration date isentered on this form by the activity whichperforms the inspection and forwards the deal-er's bill to the disbursing officer. Dealers' billsnot subject to discount should be forwarded forpayment within 10 days from date of receipt ofthe material or the dealer's bill, whichever islater.

Dealers' bills should be checked against in-spection reports on file to verify the applicablepurchase document and receipt of the services orsupplies in the quantities listed. Dealers' billscovering advance subscription charges for publi-cations for official use, not requiring an inspec-tion report or certification of receipt and accept-ance, also should be verified with the applicablepurchase document. The purchase documentnumber is entered on the dealer's bill if omittedby the dealer.

The original and three copies of the dealer'sb.11 with a signed copy of the inspection reportare forwarded to the appropriate disbursingofficer designated in the contract or order.

If purchase was made by informal purchasedocument, by an order against a Navy indefinitedelivery type contract, or by a Federal SupplyService contract, a copy of the applicable pur-chase document also must be forwarded to thedisbursing officer each time a dealer's bill isforwarded for payment against such order (ex-cept when purchase document was issued by aninventory control point).

When portion of material shipped by acontractor is received and accepted, and theremaining portion is short, damaged, or rejected,the receiving activity must ensure that a com-pleted Material Inspection and Receiving Re-port, DD Form 250, indicating quantities ac-cepted with contractor's bill, is forwardedpromptly to the paying office. If the partialquantity received is a regularly scheduled deliv-ery on a continuing contract, or services receivedduring a stated segment of the contract period,the paying office is able to match the dealer'sbill with the contract. In this instance, a copy ofthe purchase document must be forwarded tothe paying activity only at the beginning of the

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contract period so that it will be available asrequired.

EXPENDITURES ASHORE

The expenditure of material ashore entails theactions taken from the time a requisition isreceived from the customer until, in the case ofan off-station requisitioner, the material is re-leased to a carrier; or in the case of an on-stationrequestor, the material is delivered to the custo-mer. If the ::Aerial is not available, timelyreferral or procurement action must be taken tosatisfy the demand.

NA VSUP 437 and Volume II, Chapter 5 ofNAVSUP Manual contain detailed proceduresfor processing requisitions ashore. No attempt ismade in this chapter, to cover all expenditurefunctions. Rather, only the basic functionsrepresentative of normal expenditure actions arediscussed.

POTENTIAL CUSTOMERS

Regular customers of supply departmentsashore vary according to the activity's size,location, and assigned responsibilities in thesupply distribution system.

Station departments account for a large per-centage of material requisitions submitted tosupply departments ashore. At naval air stations,the aircraft maintenance department and theoperations department are prime requestors ofaeronautical materials.

Primary and reporting secondary stock pointsare assigned supply support responsiblities fordesignated secondary and dependent activities.

Requisitions may be received from shipshomeported in the area or from those tempo-rarily deployed in the area.

Requisitions may also be received from :feetavaiation units when they are temporarily basedashore. When aboard ship or otherwise de-ployed, they obtain their supply support fromthe activity at which they are based.

While a small activity does not have assignedsupply support responsibilities as great as amajor activity, the potential customers are sub-stantially the same variety. Most departmentsexperience occasional demands from customersthey do not normally support. These demands

STOREKEEPER 1 &C

may be in the form of referral orders from othersupply activities or inventory control points.Demands may be received from sups tempo-rarily deployed in the area, or from visitingaircraft on extended flights. While the hulk ofmaterial issues arc made to satisfy regularlyassigned customers, supply departments ashoremust be capable of effectively supporting thematerial needs of any legitimate customer.

DOCUMENTATION

Normally., issues to off-station customers aremade by utilizing the 1348 -I and issues toon-station customers are made by utilizingcopies of the requestor's 1348 (6 part). There-fat:. this section discusses only the functionsinvolved when processing these forms. ConsultNA VSUP Manual for the procedures used whenother issue documents are involved.

Document processing for material issues atsupply departments ashore generally follows thepreposting method. Postposting methods may beinstituted for the issuing of material in directsupport of a weapons system. This is necessaryto meet the reduced time frames within whichthese material requirements must be processed.

The chronological order through which requi-sitions are processed ashore may vary amongsupply activities. For example, ,automated proc-essing involves different organizational com-ponents than does nonautomated processing.The processing of on-station issues by usingcopies of the requestor's requisition necessarilydiffers from the processing of off-station requisi-tions where the preparation of the DD Form1348-1 is required.

At some activities, the 1348-1 is prepared bythe issue' control branch while at others it isprepared by the stock control branch. Whetherthe 1348 -I is prepared by the issue controlbranch or the stock control branch is of littleconsequence. The. significant point is that a1348-1 must be prepared.

ORGANIZATIONALFUNCTIONS

Several organizational components of thesupply department ashore are concerned with

the expenditure and material movement func-tions.

The functions performed by the issue controlbranch, stock control branch, and the trafficbranch are particularly significant. The SK whounderstands the ba;ric functions of thesebranches should have little difficulty in inter-preting and applying locally established proce-d tires.

Many of the material requirements of en-sta-tion customers are satisfied by retail issuee-ganizations (Shop Stores. Self Service Stores(SERVMART), Supply Support Center. andReady Supply Stores). However, since the retailissue organizations and related procedures mayvary from activity to activity, discussion islimited to those .demands presented to the mainsupply department rather than those presentedto the retail issue organization.

The MILSTRIP system provides that certainmaterial requirements in direct support of aweapons system must be submitted via a rapidcommunication system. Most frequently, this isaccomplished by telephone. The requirement issubmitted to the supply department by tele-phone and is transcribed to a DD Form 1348 bysupply personnel. The 1348 then is introducedinto the issue process and supply departmentpersonnel deliver the material to the customer,

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Issue Control Branch

Reqnisitions are normally introduced into theissue control branch. This branch reviews therequisitions for proper MILSTRiP format, deter-mines the internal handling precedence, andprovides special expediting services when neces-sary. The issue control branch also monitors theflow of issue documents, establishes and main-tains the requisition history and status file, andfurnishes status information to the requisitioneras required. In addition, the branch serves asliaison between the supply department andsupported activities and ships in the vicinity.

At automated activities, requisitions receivedvia rapid data transmission facilities (AUTODIN)may be forwarded direct to the stock controlbranch.from the machine records/data process-ing component rather than through the issuecontrol branch. However, requisitions bearing


priority designators I through 3 are forwardedto the issue control branch for special expeditingand monitoring. Requisitions received by theissue control branch are _initially screened toascertain that they contain sufficient informa-tion for processing, including the following:

FormatThe proper form is submitted andis correctly prepared.

CompletenessAll the data required for theparticular type of requisition is furnished.

Number of copiesIf an on-station requisi-tion, sufficient legible copies are submitted.(Remember that off-station requisitions consistof either one punched DD Form 1348M or theoriginal of the DD Form 1348 manual).

Proper authorityIf an on-station requisi-tioner. the form is signed by an authorizedofficial.

Special informationWhen applicable,special handling instructions are included.

Deficient requisitions may be returned to therequisitioner for correction and resubmission orthey may be corrected by the receiving supplydepartment. In some cases, the requisitionermay be contacted for the corrective informa-tion. The correct action to take depends uponcircumstances and local policy. If the requisitioncan be corrected with reasonable assurance ofaccuracy,, this is the logical course to follow.Conversely, if certain information is lackingwhich cannot be determined locally with reason-able assurance of its accuracy, the requisitionshould be returned for correction. An officialletter usually is forwarded to a requisitioner whofrequently submits erroneous or incompleterequisitions. This, of course, depends on localpolicy and is a decision of the issue controlbranch officer.

After screening the requisitions, the issuecontrol branch takes the following steps:

Forwards any off-station requisitionsreceived in other than punched form to the

Achine records/data processing component for

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109

conversion to punched form (automated activi-ties).

Classifies requisitions into four issue groupsfor internal handling. Each of these groups, asdiscussed in chapter 5, has specified time limitswithin-which action must be taken. If a requisi-tioa contains a required date which necessitatessupply action earlier than normal for its issuedgroup, it is moved to a higher group.

For issue group I requisitions, prepares aDD Form 1348-1, establishes a requisition con-trol file for monitoring purposes, and expeditesthe action by hand-carrying the documents tothe appropriate stock poster/reviewer for issueaction (subsequent stock control, storage, pack-ing, and shipping actions are also on a "walkthrough" basis for documents in this issuegroup). A 1348-1 is prepared for any requisi-tions containing special remarks (third digit ofdocument identifier code E or 5) and is assignedan appropriate issue group, which determinesthe relative priority of subsequent actions.

Forwards all requisitions to the stock con-trol branch,

After an off-station requisition is posted tothe stock records at nonautomated activities, itis returned to the issue control branch for thepreparation of the 1348-1. At automated activi-ties, the requisition is returned to the issuecontrol branch by the machine records/dataprocessing component subsequent to offset ac-tion (action updating of stock status balancecard) at which time the 1348 -I is prepared. The1348-1 for issue group 1 and requisitions re-quiring special handling are forwarded to thestock control branch.

Furnishes supply status as required by themedia and status code. The supply status card isprepared at the time the 1348 is returned fromthe stock control branch or the machine se-cords/data processing component At automatedactivities, status may be furnished by the ma-chine records/data processing component as abyproduct of the offset action.

STOREKEEPER 1 & C

Stock Control Branch

Review and processing of requisitions in thestock control branch is performed by the stockposter/reviewer. The stock poster/reviewer per-forms this function by "editing" the requisi-tions, and reviewing stock availability.

EDITING THE REQUISITION.The editingof requisitions consists of a review of therequisitions in relation to specially applicableregulations and other requirements. This func-tion is distinct from the screening of dataperformed by the issued control branch. Editingby the stock poster/reviewer is concerned withthe following:

The nature and accuracy of the stocknumber and its consistency with the nomencla-ture, if given. Off-station requisitions do :totcontain the nomenclature. Local instructionsmay require that on-station customers list briefnomenclature on the 1348 (6 part). Incon-sistencies are researched through appropriatepublications. Unless a. discrepancy is apparent,the FSN is not researched at this point toascertain its validity. The subsequent availabilitycheck provides this assurance if a stock recordcard/stock status balance card is maintained.However, if a stock record card/stock statusbalance card is not maintained, and FSN discrep-ancies are researched to ascertain validity. Prob-lems in identification of the item may bereferred to the technical division of the supplydepartment.

Authority and justification for issue. Therequisition is edited to determine whether issueof the item is authorized by bureau, systemscommand, or inventory manager instructions,and, when justification is required, whether itmeets the criteria in the instruction. Issuerestrictions commonly apply to critical items,fleet controlled material, and aircraft mainte-nance support equipment. Stock records cover:.ing items for which issue restrictions exist areappropriately coded or flagged. Therefore, thisaspect of editing may be performed simul-taneously with the availability check.

104

Whether an excessive quantity has beenrequested.

REVIEW FOR AVAILABILITY.After theediting process is completed, the stock poster/reviewer checks the stock records to determineif stock is available for issue. When a stockrecord card/stock status balance card exists, thestock position is computed in the regular man-ner. When sufficient stock is on hand, the stockposter/reviewer authorizes issue of the materialby appropriately marking the requisition. Therequisition is then forwarded to the issue control(via the machine records/data processing com-ponent at automated activities) for the prepara-tion of a 1348-1 (off-station requisitions). Afterthe 1348-1 is prepared, the issue control branchforwards one copy to the financial inventory controlbranch for adjusting the financial inventory controlledgers. Appropriate copies of the 1348(6 part) involving on-station issues may beforwarded direct to the storage branch by thestock poster/reviewer. The stock control branchforwards the original requisition to the financialcontrol branch. The 1348-1's involving issuegroup 1 requisitions previously prepared by theissue control branch may be forwarded directlyto the warehouse by the stock poster/reviewer.One copy is extracted (by stock control person-nel) and forwarded to the financial inventorycontrol branch.

At nonautomated activities, the quantity tobe issued is posted to the stack record card andthe balance on hand reduced. At automatedactivities, the issue quantity and the appropriatetransaction code are appropriately marked onthe 1348M which is offset behind the stockstatus balance card pending the updating actionby the machine records/data processing compon-ent.

The stock poster/reviewer checks the mediaand status code on requisitions from otheractivities to determine whether notification ofaction being taken to satisfy the requisition isrequired. If so, he notes this action (in code) onthe requisition so that the issue control branchmay prepare and forward the supply statusdocument.

Since the MILSTRIP system operates on theexception principle, such notification normallyis not required when the requisition is being

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fully satisfied. Also, status is not usually furn-ished to an on-station requestor when therequisition is fully satisfied.

When deferred action is required, the greencopy of the 1348 (6 part), reflecting the actiontaken, is returned to the on-station requestor.

When there is insufficient stock on hand orwhen the item is not carried by the activity, thestock poster/reviewer must take some other typeof action. The decision he makes to take suchaction is referred to as nonpositive action.Notification of such action is automaticallyfurnished to requisitioners or other organiza-tions designated to receive it by the media andstatus code on the requisition. Among theprincipal types of nonpositive actions are thefollowing:

Backordering the material.

Local purchase of the material for directdelivery.

Making a partial issue.

Substituting another item.

Passing or referring the request to anotheractivity.

Initiating naval manufacture.

Cancelling the request or returning it forspecific cause.

Briefly, the stock poster/reviewer indicates hisnonpositive supply decision by marking therequisition appropriately and forwarding therequisition to other branches of the supply

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department for preparation of the necessarydocuments.

Storage Branch

After the requisition is processed through thecontrol division, the issue document is for-warded to the storage branch for the issue of thematerial. For off-station issues, the issue docu-ment consists of seven copies of the 1348-1. Foron-station issues, the issue document consists ofat least two copies of the 1348 (6 part). Thestorage location may or may not be entered onthe issue document depending upon local proce-dures. If the stock record cards contain thisinformation, the storage location is entered inblock F of the 1348-1, or in the remarks portionof the 1348 (6 part). When the storage locationis not annotated on the issue document, appro-priate storage locator files are checked and thedetailed location data is entered on the issuedocument.

Traffic Branch

The traffic branch effects the shipment ordelivery of the material to the customer. Func-tions assigned to the various sections of thisbranch include the preparation of any additionaldocumentation required for the material move-ment and packing and marking as required.

Local delivery of material is performed bypersonnel of the delivery section of the supplysupport center. The packing section packages,packs, and marks material as required for domes-tic and overseas shipment. The shipping sectionmakes arrangements for shipment and deliveryof material to carriers including the preparationof bills of lading or transportation control andmovement documents (TCMD's) as applicable.

CHAPTER 6

SHIPPING

Since you are usually on the receiving end ofmaterial movements in the supply system, thejob of shipping may not seem to apply to yourjob as a Storekeeper. However, when stationedat shore' activities you may find yourself becom-ing more concerned with the problems involvedin the shipment of material.

In addition, on sea duty you will encounterinstances where YOUR shipment of material willhave an impact on the material availability forother fleet and shore units.

This chapter intends to provide guidance oranswers to such questions as:

What requirements must be met for ship-ment by U.S. mail?

What is MILSTAMP and how does it.work?

What organizations are available to helpaccomplish material movements?

References for information contained in thischapter are NA VSU P P -485, chapter 5, NA V-SUP Manual Volume II, chapter 1, MilitaryStandard Transportation and Movement Proce-dures, DOD Regulation 4500.32-R and NAV-SUP P-444, Military Traffic Management Regula-tions.

AFLOAT SHIPMENT PROCEDURES

Afloat shipments vary from small parcelsmailed between ships and stations to largeshipments of freight carried from base to baseby ship, truck, or airplane. The procedures forthese shipments depend on the characteristics ofthe material being shipped, its size and weight,and the distance it is to be shipped.

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11

SHIPMENT BY MAIL

The most convenient method of shippingparcels is through the mails. Parcels sent by mailmust weigh a minimum of 16 ounces to qualifyfor surface parcel post. Those parcels weighingless than 16 ounces should be sent via air parcelpost or as military official mail (discussed later).

Maximum weight and size limitations forsurface or air parcel post are 70 pounds and 100inches length and girth combined. Figure 6-1

MEASURE"LENGTH

MEASUREGIRTH

-GIRTHLENGTH

F- LENGTH-

GIRTH

Itot

I GIRTHI AI I

%

%

t. LEM. H

2

60.109Figure 6-1.Method for measuring length and girth

of parcels.

Chapter 6SHIPPING

shows the method used to determine the size ofvarious types of parcels.

There arc exceptions to the weight and sizelimitations which are discussed in NA "SUPP-485, chapter 5. However, it is unlikely thatyou will encounter situations where these excep-tions apply.

Classes of Mail

U.S. mail is divided into four classifications:first, second, third, and fourth. Material mailableby each class includes but is not limited to:

First Class- -Letters, post cards, and othertypes of direct correspondence betweenpeople and/or organizations.

Second Class -Newspapers and periodicalsThird ClassParcels containing merchandise

(not including first class material) whichweigh up to but not including 16 ounces.

Fourth ClassMailable parcels of merchandisewhich are not included in first, second, orthird class matter, subject to size andweight limitations discussed above.

Mailable/Unmailable Material

Mailable material which qualifies for shipmentthrough postal channels under the "Postage andFees Paid" postmark consists of:

Official Correspondence.

Material forwarded to an activity whichdoes not require processing through the adminis-trative chain of command.

Parcels which are mailed under the "Postageand Fees Paid" postmark does not requireadditional postage nor is any authorized.

The list of unmailable material is lengthy andis affected, in part, by treaty, statute, or otherregulations.

Some of the more common unmailable itemsyou will encounter are:

Poisons, acids, and alkalies.

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Oxidizing materials, or flammable liquidsand solids.

Ammunition, explosives, and containerspreviously used to transport high explosives suchas dynamite. .

Narcotics and certain drugs.

Intoxicating liquors.

Material subject to damage from freezing.

Permanently magnetic materials with un-confirmed fields, unless sent by surface trans-portation.

If you are uncertain whether an item is safe tomail, contact your local postal authorities.

Classified Matter

Matter classified as secret or confidential mustbe transmitted by one of the followiug means:

United States registered mail, provided thatsuch matter does not at any time pass out ofU. S. Government control and does not enter aforeign postal service except under such condi-tions as may be prescribed by the C'NO.

Any of the means approved for the trans-mission of top secret matter as prescribed inchapter. 7 of the Department of the NavySecurity Manual for Classified Information, OP-NAVINST 5510.1.

Special Mail Services

The U. S. Postal Service has established sev-eral special mail services to provide additionalprotection and/or services for your mail. Theseinclude the protection of parcels by having themshipped insured, registered, certified, or byspecial delivery. A detailed explanation of theseservices is not required since it is unlikely youwill use them in normal shipping transactions.

However, two mail services important to youare special handling, and military official mail.

STOREKEEPER 1 & C

SPECIAL HANDLING.Since many navalactivities do not have special delivery service, itis more practical to expedite the shipment offourth class matter by special handling. Mattermoving under special handling receives first classhandling between post offices and is delivered tothe addressee by the receiving post office on thefirst regular delivery after receipt. Only fourthclass matter qualifies for special handling.

MILITARY OFFICIAL MAILMilitaryOfficial Mail (MOM) is an additional serviceestablished by the Post Office Department toprovide fast transportation to and from militaryactivities in Alaska, Hawaii, and overseas areas atreduced cost. When third and fourth-class mailmarked "MOM" moves from military shippers,the parcels are transported by surface parcelpost within the United States except Alaska andHawaii. When the letters "MOM" are placedimmediately below a SPECIAL HANDLINGstamp, the parcel will receive first class handlingwithin the United States except Alaska andHawaii. Packages stamped "MOM" or "SPE-CIAL HANDLINGMOM" will receive air trans-portation on a first in/first out basis with otherair freight to and from Alaska, Hawaii andoverseas destinations. Overseas transit times arecomparable to air mail but charges are less.

NAVY FREIGHT

When material requiring shipment does notqualify for shipment through the mails, it shouldbe forwarded to the supply, officer of the nearestshore-based activity for forwarding to its desti-nation. This material must be accompanied bycopies of the shipping invoice, DD Form 1149or DD.form 1348 -I.

If a Navy shore-based activity (or UnitedStates naval at ache) is not in the area, you mustmake the shipment in accordance with instruc-tions received from the nearest military servicecommand or United States consular officialinstructions, respectively.

If, in an emergency, the above procedurecannot be followed, shipment may be made by acommercial source on a commercial bill oflading. The commercial bill of lading is preparedand furnished by the carrier. Transportation

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charges are paid by the disbursing officer charg-ing the Navy Management Fund under the openallotment prescribed in NA VCOMPT Manual,Volume II.

FREIGHT CARRIED BY FLEET VESSELS

Generally, cargo transported in Navy fleetvessels is limited to material moving in directsupport of fleet operations. However, consistentwith the assigned Mission of the vessel, availablespace is used to transport other supply materials.Cargo is moved in Navy fleet vessels underestablished procedures of the appropriate fleetor type commander or his authorized representa-tive. Cargo moving in fleet vessels is transportedunder shipping documents prepared under cur-rent MILSTAMP procedures as described later inthis chapter.

DEFENSE TRANSPORTATION SYSTEM

The heart of the Defense' TransportationSystem (DTS), is the Military Traffic Manage-ment and Terminal Service (MTMTS) and itssubordinates offices.

MILITARY TRAFFIC MANAGEMENT ANDTERMINAL SERVICE

The Military Traffic Management and Termi-nal Service (MTMTS) is a field command of theDepartment of the Army, the single manager fordefense transportation. The Commander,MTMTS (located in Washington, D.C.) is respon-sible for the traffic management functions with-in CONUS, including the direction, control, andsupervision of all functions incident to theeffective and economical procurement and useof freight and passenger transportation servicesfrom COMMERCIAL TRANSPORTATIONCOMPANIES, including rail, highway, air, inlandwaterway, coastwise, and intercoastal carriers(excluding responsibilities for ocean transporta-tion assigned to Commander, MSC) and respon-sibilities for airlift services assigned to Com-mander, MAC. NAVSUP Publication 444, theNavy edition of the joint publication MilitaryTraffic Management Regulation (MTMR), con-

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Chapter 6SHIPPING

tains the basic policies and procedures governingthe implementation of the MTMTS mission.

MTMTS carries out its operational functionsthrough two regional commands: Eastern Area,MTMTS, located at Brooklyn, N.Y., and theWestern Area, MTMTS, located at Oakland,California. The geographical areas of jurisdictionfor these regional commands are defined in Part1 of MTMR.

MTMTS is the link between the commercialtransportation industry and the military services.Each service's requirements are channeledthrough designated offices to the appropriateregional command of MTMTS. These designatedoffices are Airlift Clearance Authorities (ACAs),Water Terminal Clearance Authorities (WTCAs),and Military Air Transportation CoordinatingOffices (MATCOs).

Airlift and Water Terminal Offices

ACAs and WTCAs are the controlling agenciesand act as clearing offices for DOD cargo movinginto the commercial transportation system.They control and clear military cargo for inputinto the commercial transportation system byrequiring military shippers to submit advanceTransportation Control and Movement Docu-ment (TCMD) on all military cargo for move-ment via the commercial transportation system.

This is accomplished in the following manner:

Upon receipt of advance TCMD infor-mation, the ACA or WTCA matches the TCMDinformation against existing regulations. If thecargo is acceptable under these regulations, it isbooked for shipment via commercial means. Ifthe cargo is not acceptable, it is challenged bythe ACA or WTCA. Sea cargo is handled thesame way except that it is booked with MSC,

e single manager for the ocean movement ofDOD cargo.

The ACA or WTCA notifies the shipperwhether the release unit cargo offered forshipment. is challenged or is booked for ship-ment. This information advises the shipper ofthe mode, carrier, routing information and, inthe case of challenged shipments, the reasonwhy the shipment was challenged. This routinginformation, as well as the advance TCMD

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information submitted by the shipper, is pre-pared in a uniform manner for all of the servicesand is controlled by uniform time standards.

Military Air Traffic CoordinatingOffices

Military Air Traffic Coordinating Offices(MATCOs), are located at certain key MilitaryAirlift Command (MAC) service terminals toprovide liaison and to control the flow of cargo,passengers, and mail traffic. The Navy repre-sentative is responsible, among other duties, forthe following functions:

Controlling, through liaison with the NAV-TRANSCOs and NOACTs, the orderly flow ofshipments into the MAC service system.

Providing liaison and coordinating actionwith MAC regarding the expeditious movementof Navy material which is in the MAC system,directing when required the movement of cer-tain Navy cargo ahead of other cargo, Navycargo bearing a higher priority classification.

Noting irregularities in packing, markings,billings, and other irregularities attending Navyfreight movement and initiating remedial action.

Interchanging airfreight information andadvice in conjunction with MAC traffic, person-nel and the air traffic coordinating offices ofthe other departments.

Advising NAVSUP (Deputy, Trans-portation), NOACTs, and higher authority ofairfreight terminal traffic conditions, the avail-ability of opportune lift possibilities, and theextent to which the channel allocations underNAVTRANSCO's cognizance are being utilized.

Military Airlift ClearanceAuthority Agency

The Military Airlift Clearance AuthorityAgency (MACA) is located at Oakland ArmyBase, Calif., and is responsible for all CONUS airexport shipments.

In the preceding discussion of MTMTS severalpoints must be emphasized.

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STOREKEEPER I & C

MTMTS arca of responsibility extends tothe continental U.S. and applies to the move-ment of military cargo via COMMERCIALMEANS. The term "continental U.S." meansU.S. territory, including adjacent territorialwaters, located within the American continentbetween Canada and Mexico.

Individual services manage ACA's, WTCA's,and have their own transportation systems, and,within certain limits, they may use the commer-cial transportation system to move their cargo.In the case of the Navy, NAVTRANSCOs,NOACTs. NOARAs, and NAVSEACARCORSperform the duties of ACAs and WTCAs. TheNavy contract airlift service (QU1CKTRANS):Navy trucks and ships serve as the transportationvt5hieles. Ilowevcr, certain rules and regulationsgovern what, how, the amount, and to whatdegree the services may utilize their trans-portation systems.

The services submit advance TCMD infor-mation to the MTMTS through their clearingauthorities. In the case of Navy, an activityhaving cargo for movement must submit TCMDinformation to the designated clearing authority:i.e. NAVMTO, Western Department, Oaklandthe clearing authority then either routes thecargo through its own transportation system oroffers it to MTMTS. If the cargo is offered toMTMTS by the clearing authority, then theMTMTS advises the clearing authority of shipperservice routing information. The service clearingauthority then advises the original shipper ofapplicable routing information just as if theshipment had been routed without reference toMTMTS.

The duties and areas of responsibility ofthe individual offices as discussed here are bynecessity brief. The input into MTMTS and theguide for selection of mode of transportation iscovered in regulations that are too detailed to beincluded in this manual.

l /SUI' Manual, volume V, DOD Regulation4500.32-R (MILSTAMP), the Navy supplementto MILSTAMP (NAVSUP Instruction 4610.32),and MTMR (NAVSUP Publication 444), shouldbe consulted for detailed information.

NAVY FREIGHTTRANSPORTATION ORGANIZATION

Navy Regulations, along with supplementaryregulatory publications, assigns, to NAVSUP,the responsibility for authorizing and adminis-tering (consistent with the responsibilities as-signed to the single manager for transportation)the transportation of Navy property and house-hold goods which are the property of militaryand civilian personnel of the Navy. These regula-tions charge NAVSUP with the responsibility forloading and unloading cargo ships and tankers,administering cargo terminal facilities, ,and theadministration of the functions relating to thedisposition of personal effects (except the trans-portation of human remains, which is theresponsibility of BUMED).

NAVY MATERIAL TRANSPORTATIONOFFICE

The mission of the Navy Material Transporta-tion Office (NAVMTO) is to perform transporta-tion management functions of an operationaland administrative nature as assigned and toadminister the Navy Contract Cargo AirliftSystem (QUICKTRANS). Among the manyfunctions performed by NMTO are:

Providing technical diNction, guidance, andassistance in material transportation matters toNavy commands, bureaus, office's, project mana-gers, and shipping activities worldwide.

Implementing policies and operating proce-dures for the QUICKTRANS program and serv-ing as the QUICKTRANS system manager/con-tract administrator.

Providing or arranging for terminal supportfor QUICKTRANS aircraft and for other aircrafttransporting Navy cargo that are not otherwiseprovided for.

Authorizing the movement of Navy mate-rial by air, including arrangement for specialassigned airlift missions.

Challenging the validity of shipperrequested airlift requirements, in accordance

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Chapter 6SHIPPING

with current directives and arranging for thecollection and delivery of material to and fromaerial ports of embarkation and debarkation.

Diverting material between transportation_modes are necessary to best meet the needs ofthe Navy at the lowest overall cost.

Providing or arranging for fecoopering,repacking, redocumentation, and relabeling orremarking as necessary to protect and expeditethe movement of Navy material in transit.

Serving as Navy shipper service representa-tive and liaison point for the major fieldcommands of MTMTS, MSC, and MAC, andproviding direction to the NAVSUP assignedliaison officers or representatives serving at thoseactivities.

Providing interface with other Navymaterial expediting offices and representatives.

NAVY OVERSEAS AIR CARGOTERMINALS

Navy Overseas Air Cargo Terminals(NOACTs) conduct terminal operations, exercisetraffic management and administer airliftspace available for the movement of Navy aircargo from and within assigned geographicalareas of responsibility. The functions performedby NOACTs include:

Coordinating all air cargo movementmatters within assigned geographical areas, andexpediting the movement of air cargo to destina-tion.

Monitoring cargo between Military Airliftcommand aerial ports ,,nd receivin6 or shippingNavy units.

Providing movement information andexpediting services when required.

Authorizing the movement of Navy cargoby air transportation.

Furnishing over the road trucking opera-tions, as available, incident to delivery andpickup of air cargo.

1 1 1

Maintaining route and schedule informa-tion concerning airlift service to, from, andwithin their assigned areas.

Resolving_ _movement _problems- -between---airfields and vessels at assigned ports.

Maintaining fleet locator information toassure accurate and timely delivery of cargo tonaval vessels.

Preparing shipping documents such as theTransportation Control and Movement Docu-ment (DD Form 1384), government bills oflading, etc., when appropriate.

NAVY OVERSEAS AIR ROUTINGACTIVITIES .

Navy overseas air routing activities(NOARAs), are authorized to issue route orderson shipments originating in their respectiveareas. Generally, all NOACTs, Naval Stations,NSCs, and other Naval installations locatedoverseas are designated as NOARAs.

NAVY SEA CARGO COORDINATORS

The mission cf the Navy sea cargo coordina-tor is to obtain ocean transport c:ipability for allNavy cargo, except bulk petroleum, designatedfor shipment via ports within his area; to arrangefor further shipments of cargo discharged atports within the geographical area assigned; toarrange for necessary documentation of Navycargo moving via non-Navy terminals; and toreport monthly the volume of cargo tonnagemoved over non-military terminals located atports not covered in the report submitted by aNavy command.

Within the geographical area assigned, theNavy sea cargo coordinator performs the follow-ing functions:

Acts as principal representative of the Navyas a shipper service to ensure proper processingof all Navy import and export ocean shipments.

Obtains information on all Navy cargo tobe offered for ocean shipment for his area andoffers such cargo to the appropriate fleet com-mand or MSC.

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STOREKEEPER I & C

Consistent with military requirements, isresponsible for selection of the must advan-tageous port and military or commercialterminals in his area for transshipment of cargo

-- ----which- -will provide_the required_delivery to theultimate consignee at the lowest overall cost tothe Government.

As the shipper service representative,accepts or rejects shipping space allocated byfleet commands or MSC in response to cargoofferings.

in the case of cargo originating at otherthan a Navy tidewater terminal, or in the case ofcargo to be moved from a Navy tidewaterterminal to a non-Navy terminal, provides theshipper with consignment instructions forproper delivery of the cargo to the carrier.

Ensures that proper arrangements are madefor the receipt, loading, and documentation ofthe shipment.

For shipment inbound to his area, con-signed to other than Navy terminals, arranges forunloading services as required and ensures thatthe shipments are promptly forwarded to theultimate consignees.

Under certain conditions, either because ofspecialized categories of material or where thegeographical remoteness of a command makes itmore feasible, delegates any of the above respon-sibilities to other Navy commands in the area.

MILITARY STANDARD TRANSPORTATIONAND MOVEMENT PROCEDURES

The Military Standard Transportation andMovement Procedures (MILSTAMP) are a set ofstandard procedures, forms, and language to beused by the military services and all otheragencies that use the DOD transportation sys-tem. The military transportation system of theDepartment of Defense consists of a variety ofcomponents including railways, trucks, ships,barges, and planes, and their terminals, andother transshipment points. These operate undervarious jurisdictionsMAC, MSC, MTMTS, mili-tary services, overseas commands, and local

112

authorities. These components (in most casesconcerned with overseas shipments but, in someinstances, with domestic shipments) combine toform the complete transportation systemrequired to bring material from source to user.

MILSTAMP PURPOSES

In general MILSTAMP was designed to:

Standardize movement and documentationrequirements within the DTS through the use ofuniform codes and non-coded data, formats, andprocedures.

Uniformly express the policies and move-ment criteria of the Uniform Material Movementand Issue Priority System (UMMIPS), to facili-tate the administration of the DTS.

Form a common botit=ciary with the Mili-tary Standard Requisitioning and Issue Pro-cedures (MILSTRIP), and other military standardlogistics systems to provide a responsive totallogistics concept that will meet any demandsplaced on the DTS during normal and emer-gency periods.

Provide automated and nonautomatedtechniques and the use of high speed communi-cation media in the control, release, tracing, andreporting of shipments into and within the DTS.

Provide MILSTAMP shipment unit inputdata for performance reporting under the Mili-tary Supply and Transportation Evaluation Pro-cedures (MI LSTEP).

MILSTAMP OP'ECTIVES

MILSTAMP objectives are:

Automated processing of transportationdocumentation.

Application of management by exceptionprinciple to traffic clearance.

Standard system of documentation andcodes to permit complete and accurate datainterchange.

1 :8-

Chapter 6SHIPPING

Intransit data reporting compatible withautomated processing and analysis under MIL-STEP.

Complete preplanning of logistics actionsincluding shipment planning and movement con-trol, utilizing automated data processing wherepracticable.

Uniform address marking that is com-patible with the data specified in MILSTAMPdocuments.

MILSTAMP APPLICATION

MILSTAMP is mandatory for all militaryservices and other agencies using the DODtransportation system, and applies to authorizedshipments moving wholly or in part within thissystem. MILSTAMP does not apply to thefollowing situations:

Internal shipments within military instal-lations or local area shipments in support ofsatellite activities.

MAP movements arranged by recipientcountries, provided they do not involve theDOD transportation system.

Shipments completely within the mailsystems.

Shipments moving on commercial bill oflading from, to, or between contractors' plants.

Shipments of bulk petroleum products.

Movements of passengers.

MILSTAMP ROUTING

As pointed out in our discussion of the DTS,MTMTS is responsible for selecting the mode oftransportation for shipment by the militaryservices via commercial transportation mediabetween points within CONUS. The MTMTSalso is responsible for the selection of thecommercial carrier to be utilized in transportingshipments between points within CONUS. Cer-tain of these responsibilities have been delegated

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119

to transportation officers and to other appropri-ate Navy routing authorities. Such respon-sibilities are defined in part I of MTMR, (NAV-SUP_ Publication_ 444)., With_certainthe transportation officer generally is authorizedto select the mode of transportation and routeswithin the mode on the following:

Freight (surface) shipments of less than10,000 pounds.

Railway express (surface) shipments lessthan 1,000 pounds.

Commercial air shipments of less than1,000 pounds.

The regional commanders, MTMTS are au-thorized to select the mode of transportationand route within the mode for shipments inexcess of quantities which may be routed bylocal transportation officers, and for certainother shipments in any quantity that are notspecifically exempted from local routing.

MILSTAMP DOCUMENTATION

In any material transportation system, there isa requirement for certain basic information anddata. This data is needed to:

Identify the shipment and its movement.

Control its movement, with respect to bothits speed and its mode.

Provide advance notice.

Trace it in the transportation system.

Provide accounting and billing information.

Establish a means for collection and anal-ysis of statistical data which characterize thesystem.

MILSTAMP provides an integrated .materialdocumentation system to achieve these objec-tives.

Under MILSTAMP there are several formsthat help document a shipment. Preparation of

STOREKEEPER 1 & C

these forms is the responsibility of the loading.activity. Additional documents may be requir( dby one department or another. In such cases, theshipperservices must provide, for the_preparation_of additional documents according to their owndirectives and regulations. A copy of these cargodocuments must be made available to thevarious port or air authorities.

The forms that you use to document ashipment depend upon the mode of shipment.Most Navy cargo is moved via air or ocean, forwhich reason these modes are discussed atlength.

TRANSPORTATION CONTROL ANDMOVEMENT DOCUMENT (TCMD)

The Transportation Control and MovementDocument (TCMD) DD Form 1384, is a multi-purpose form used in both air and oceanshipments.

It contains coded and uncoded data whichprovide transshipment points with advance in-formation on each shipment moving in thetransportation system. The data elements areused for:

Accomplishing functions of air-bills, high-way bills, dock receipts, and other documents.

Controlling cargo flow into and through airand water terminals.

Providing input for mechanically preparedair or ocean manifests.

In addition, the TCMD may also be used as amovement document for material shipped viafleet ships and aircraft not under the control ofMTMTS, MAC, or MSC and for shipmentsmoving within the shipper's own organization;e.g., Navy material transported by trucks. Inthese instances, coded data is not required onthe TCMD.

The TCMD is only used when the shipment isto move withitt the DTS or the Navy FreightTransportation Organization. Government billsof lading are used when the Government mustreimburse a private business for the movementof government property. The form used is acarbon interleaved set containing Standard

Forms 1102 through 1106. The forms must behandled with care to prevent unauthorized use,and are kept in locked storage.

It should _be_notei that _shipments_made via__commercial carrier to a military transshipmentpoint, may be documented on both a Govern-ment Bill of Lading (GBL) and a TCMD. TheGBL is for the carrier's use as a movement andrevenue document to the transshipment point,where the TCMD becomes the basic movementcontrol document. Detailed instructions on thepreparation of the GBL are found in NA VS UPManual, volume V.

TCMD Data

Figure 6-2 is an example of an air TCMD. Theshipping activity is responsible for entering thebasic information required, generally blocks 1through 27A. The information required comesfrom three main sources:

I. The 1348-1 or other shipping authorizationfor the material.

2. The clearance authority.3. Data developed by the shipping activity.

While the 1348 -I is used as the prime inputfor preparing the TCMD, some of the informa-tion contained on the 1348 -I will have to beshown on the TCMD "in the clear". Forexample, the stock number for a aircraft partwould not, in itself, tell the shipping activity orclearance authority the type of material beingshipped or if it requires special handling.

The clearing and routing information is ob-tained from the clearance authority or generatedby the shipping activity.

The remaining information for the TCMD isdeveloped by the shipping activity. In thiscategory are the following items:

Document identifier code (block 1). Thedocument identifier specifies the format and useof each of the MILSTAMP documents (i.e.,TCMD, Manifest, Tracer, etc.). The DIC ismandatory on all MILSTAMP documentation.

The mode of transportation (block 8) andtransportation priority (block 12). These itemsare discussed later in this chapter.

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The ETA (block 16). The ETA is a one-digit alpha or numeric code used to identify thenumber of days in transit from the consignor to

--tne-air or surface POE, and establish the ETA ofthe material at the POE, based on the date ofshipment.

The transportation account code. (block17). The transportation account code ( ['AC) is afour-character code designed to identify theaccount chargeable for transportation costs. Thecode is generally determined from informationon the DD Form 1348-1. Appendix B-12 toDOD Regulation 4500.32R (MILSTAMP) andNit VSUP Manual, volume V contains instruc-tions for r3signment and construction of TACs.

Specific codes to be used in preparing all partsof the TCMD may be obtained in DOD Regula-tion 4500.32R (MI LSTAMP).

TCN Constoction

The construction of the transportation con-trol number (TCN) (block 10 of the TCMD)depends on whether the shipment is a MIL-STRIP or non-MILSTRIP shipment. TCN con-struction for both types of shipments is dis-cussed below.

M I LSTR!? SHIPMENTS.On MILSTRIPshipments, the 14-digit requisition number isused in its entirety with 3 digits added. The firstof these is the suffix code from the DD Form1348-1. if this is blank on the 1348-1 an X isused as the 15th digit of the TCN. The last twodigits of the TCN depend on whether the

shipment is complete, partial, or a split ship-ment. If the shipment is complete the last twodigits are XX. Procedures for partial or splitshipments arc discussed later in this- section.When more than one line item is being shippedon the TCMD the document number of the itemwith the earliest RDD (when available) is used asthe basis for the TCN. If no RDD is specified,the item with the earliest document date will bethe basis of the TCN.

NON-MILSTRIP SHIPMENTS.The TCN forno..-MILSTRIP shipments must be constructedby the shipping activity. The TCN is constructedas follows:

DIGIT EXPLANATION

1st Service Designation2nd-6th Address code of ac-

tivity preparing theTCMDLast digit of calen-dar year

8th-10th Julian date of ship-mentType of shipmentNumerical sequencefor titat day, begin-ning with 001.

7th

116

1.22-

1 1 th

12th-14th

15th16th

17th

4 4 X11

Partial shipment in-dicatorSplit Shipment indi-cator

For example, on Friday, 8 July 1972, theNaval Supply Center, Norfolk, received a requestfor shipment of household effects from a navalofficer. It was the 19th transaction for that day.The billing clerk constructed the following TCNfor controlling the movement of this shipment.

Chapter 6SHIPPING

N 00 89 2 210 H 0 9 X XX ShipmentL. Complete

X

19th TCNassignedthat day

House-holdeffects

Juliandate for8 July

Year1972

Norfolk'saddresscode

Navy(servicedesigna-tion)

PARTIAL/SPLIT SHIPMENTS.In many in-stances, it may become necessary for theshipping activity to forward the shipment inmore than one increment. There are manyreasons why this is necessary, but one of themost common is that the shipment unit exceedsthe capacity of the conveyance. The 16th digitof the TCN is used to indicate that the shipmentwas made in two or more partial lots. When apartial shipment has occurred, the 16th digit willshow an alphabetic code from A-Z (excluding Xwhich indicated a complete shipment) indicatingthe increment of the shipment; i.e., A=1 stpartial, B=2nd partial, C=3rd partial. The lastincrement of a partial shipment is ALWAYSindicated by the letter "Z".

Shipping activities must always use the code"X" in the 17th position of the TCN. The 17thposition is used by transshipment activities toindicate that the shipment unit (whether com-plete or partial) was further divided (split) intotwo or more increments for onward movement

117

123

in separate conveyances. The code classificationsare the same as those used for partial shipments.

Examples of partial/split shipment codes areshown below:

16th/17thpositions

XXAXZXBABZ

Meaning

Complete shipment1st partial by shipperLast partial by shipper1st split of 2nd partialLast split of 2nd partial

Transportation Priorities

MILSTAMP transportation priorities are adirect extension of the priorities establishedunder the Uniform Material Movement and IssuePriority System (UMMIPS). This extension re-lates the issue priority of the goods requested tothe method of transportation to be used inmeeting delivery requirements. The basic objec-tive is to satisfy the customer's material de-mands on time, while maintaining a balancebetween the customer's needs and transporta-tion costs.

The MILSTAMP transportation priority sys-tem is broken down into priorities 1 through 3.When a Material Release Document (DD Form1348-1) initiates a shipment, the form contains aMILSTRIP issue priority assigned to it forsupply processing purposes. Normally, MIL-STAMP uses this same priority to determine thetransportation priority. Table 6-1 shows therelation of MILSTRIP priorities to MILSTAMPtransportation priorities.

Transportation priorities for non-MILSTRIPshipments require a different approach. Withoutan issue priority, the shipment activity mustdevelop a transportation priority to reflect theknown needs of the consignee by the requireddelivery date. Guidance for establishing trans-portation priorities for non-MILSTRIP ship-ments is found in DOD Regulation 4500.32-R.

EXPEDITED HANDLING.When it is neces-sary to expedite a shipment due to unusualconditions or urgent demands, the appropriateclearance authority must be provided with com-plete information on the shipment and the need

STOREKEEPER 1 & C

Table 6-1.Relation of MILSTRIP prioritiesto MILSTAMP priorities

UMMIPS IssuePriority

Designator

1-34-89-15

TransportationPriority (TP)

1 *J2 *K3 *L

*These letters are the alphabetic equivalent ofthe appropriate priority and indicate duringthe clearance cycle that the urgency ofsuspect shipments has been confirmed bythe requisitioning activity.

for expediting the shipment. Upgrading of ship-ments to "Expedited Handling" category can beapproved only by the designated service author-ity. Since shipments requiring "Expedited Han-dling" are generally emergency requirements,they are shipped TP with the numeric code"999" in the RDD field of the TCMD andshipment label.

Mode Selection

Selection of a transportation mode is gov-erned by the following:

MILSTAMP transportation priority

Required delivery date

Weight and size of shipment

Nature of material

Cost of transportation

Distance to be shipped

Modes of transportation serving the con-signor and the consignee

Required delivery date and transportationpriority are generally considered before theother criteria listed above. The effect of trans-

portation priorities on the mode selection proc-ess is indicated in the following paragraphs.

Transportation Priority 1 and 2 (J andK)The preferred mode of transportation forthis material is airlift. Transportation by otherhigh speed modes should be .used when airlift islimited or considered inappropriate or unneces-sary because of size, classification, RDD. orother traffic management consideration.

Transportation Priority 3 (L)The pre-ferred mode of transportation for TP-3 materialis via ordinary surface modes of transportation.Movement by airlift is used when the only accessto the consignee is by air transportation, whenthe item is designated as "economic air eligible",or when other traffic management considera-tions make airlift an appropriate method oftransportation.

Processing Times

Besides influencing mode selection, trans-portation priorities imply an order of prefer-ence in processing shipments and moving themthrough a shipment activity. The transportationpriorities do, moreover, impose specific limits onthe time allowed to clearance authorities forresponding to cargo offerings from shipmentactivities within CONUS. The time allowed toclearance authorities for responding to cargoofferings is indicated in table 6-2.

If the shipment activity does not receiveinstructions from the clearance authority withinthe response time indicated in table 6-2, he mayrequest status. Export shipments which do notrequire clearance are shipped to the designatedtranshipment point.

In overseas areas, where communication facil-ities hamper these deadlines, all movementclearances should be obtained within 48 hours.

AIR CARGO AND MAILMANIFEST

The Air Cargo and Mail Manifest provides acomplete record of the actual movement of allcargo and mail aboard an aircraft operating as-part of the DTS. The manifest is the sourcedocument for checking cargo and mail during

118

124

Chapter 6SHIPPING

Table 6-2.Clearance authority's response time tocargo offerings from shipment activities within Conus

SURFACE SHIPMENTS AIR SHIPMENTS

Transpor-tation

Priority

1 and 2

ResponseTime

48 Hours

3 3 Working

Transpor-tation Response

Priority Time

1 (999) 2 Hours.

1 (Other 4 Hoursthan 999)

2 and 3 12 Hours

10.66

loading and unloading and is the source of datafor onward movement and billing.

The following forms are used for an Air CargoManifest:

A punch card manifest format for mech-anized cargo manifesting.

A DD Form 1385, Cargo Manifest, formanual or mechanical preparation as appro-priate.

A DD Form 1384, TCMD, may be usedunder a manual system.

Figure 6-3 is an example of an Air CargoManifest. Preparation of the Air Cargo Manifestis described in DOD Regulation 4500.32R,N11 LSTAMP, Chapter 4.

OCEAN SHIPMENTS

Because of the amount of cargo involved andthe time between the loading of cargo and itsdischarge, additional documents for ocean ship-ments are required. These documents are re-

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(PIECES, WEIGHT AND CUBEFOR INDIVIDUAL SHIPMENTUNITS ARE SHOWN INAPPROPRIATE COLUMNS)--

10.110Figure 6-3.Sample Air Cargo Manifest (DD Form 1385).

119

1 ;45

STOREKEEPER 1 & C

quired further to notify the receiving point thatcargo is being shipped so as to facilitate theunloading process. They are also used by thereceiving point to advise the shipping point ofthe receipt of cargo and its condition uponreceipt.

Ocean Cargo Manifest

An Ocean Cargo Manifest is required fromeach leading terminal for each port of discharge,except when vessels are scheduled to load atmore than one CONUS terminal prior to arrivalat the first overseas POD. In such cases, theWTCA responsible for the CONUS POEs accu-mulates complete manifest data from each load-ing activity and forwards a consolidated mani-fest to each POD concerned upon completion ofthe loading at the last CONUS POE. When cargois loaded at CONUS POEs which are under thecontrol of more than one WTCA, each CONUSWTCA assembles and forwards a consolidatedmanifest appropriate to its area of responsibilityto the overseas POD(s) concerned. The manifest

must contain a detailed listing of all shipmentunits loaded by each POE, including appropriatetrailor/supplemental data, and the actual stow-age location aboard the vessel.

The same forms are used for an Ocean CargoManifest as for an Air Cargo Manifest. Figure 64is an example of an Ocean Cargo Manifest.Detailed instructions for completing the OceanCargo Manifest are contained in chapter 5 ofDOD Regulation 4500.32R MILSTAMP.

Ocean Cargo ManifestRecapitulation or Summary

The Ocean Cargo Manifest Recapitulation orSummary (DD Form 1386) is a dual purposesummary form designed to be used by eachmanifesting activity. The 1386, identified by an"X" in the appropriate block on the form, isused as explained below.

MANIFEST RECAPITULATION. The oceancargo manifest recapitulation is a summarylisting of the cargo manifested by each loading

CA2GO MANIP.IST

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OR REMARKS

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../.........w.#°.°

10.110Figure 6-4.Sampk: Ocean Cargo Manifest (DD Form 1385).

120

G

Chapter 6SHIPPING

port to cover all cargo loaded into any one ship.In general this summary covers the physicalaspects of the cargo, summarizes heavy lifts andtheir location, and indicates whether the vessel isself-sustaining (heavy lifts can be discharged bythe vessel lifting gear) or non self-sustaining(heavy lifts can not be discharged by the vessellifting gear). See figure 6-5.

MANIFEST SUMMARY.The ocean cargomanifest summary is the official source dOcu-inent used by MSC to render billings for oceantransportation. A separate summary is preparedby the manifesting activity for each dischargeport. To summarize cargo use the followingprocedures:

Cargo must be summarized by measure-ment ton (M/T) for each different transporta-tion account code (TAC) within each majorcommodity category for each DOD agencyresponsible for payment of transportationcharges.

Summarized measurement tons (M/T) mustbe rounded to the nearest whole M/T; i.e.,fractional M/T's of .4 or less are dropped andthose of .5 or more are rounded to the nextwhole.

Cargo stowed on deck is listed separately,and identified by an "X" in the "on deck"column of the 1386. See figure 6-6.

SHIPMENT VIAGOVERNMENT VEHICLE

If possible, commercial carrier service shouldbe utilized for the transportation of material..However, as directed by local naval authorityhaving cognizance over the motor vehicles,government owned and operated equipmentmay be used to transport freight for anydistance up to 100 miles. For activities locatedin or near a city, the metropolitan area is usuallythe freight hauling limit for government ownedmotor vehicles. Two exceptions to the 100-mile

123 itgcAp.TuLATio. 0 ......(LM 101/0 /) (44. plIesbno)

OCEAN CARGO MANIFESTRECAPITULATION OR SUMMARY al ORIGINAL OREVISt0

vaia. 0 11..I' 0. v0v OOC

"o'4. °ATM LOAOIng .040 ..lav FITS °ulnae °mention 011 so. no.or Wild

MARINE FIDDLER USNS P1572 9204 3DK MOTBA OAKLAND 1 8 1 1DESCRIPTION AND LOCATION OF HEAVY LIFTS AND OTHER SPECIAL DATA TOTAL CARGO LOADED

4 DES=ION DESCRIPTION LENGTHINOTHHEIGHT ILLsr IT VES COOLOCATION L/T PEST:NATION

ORT SVC L/T NIT

V. amen.. /MO.04i C04.6001tv ct Loony 004 51,11 WIC ' '1 r=TX'KC, COOL

o 0 L Cr 70 rIP:a.On 0 T wen

..

RG1 SAIGON CRANE 420L 120W X X 30DP 16 RG1 SAIGON N 810 1650120H UD6 PUSAN A 165 612

UB1 NAHA M 110 310

LASHING MATERIAL- GOVT PROPER'!" - RETAIV TOTAL 1085 2572

1050 IMF 1 X 8 PINE LUMBERS PCS (150 FT) WIRE ROPi 3/4"12 EA TURNBUCKLES 18"60 EA WIRE CLIPS 3/4"

41116/001.111/411.1410......... ....................L....,.ir,",...A......III.... .......e+fllht....4ih..............n,=111p.gbt.e.s.,,

10.68Figure 6-5.Ocean Cargo Manifest Recapitulation (DD Form 1386).

121

1.47

STOREKEEPER 1 & C

ORECAPITULATION 00 SUMMARY11. 1,..11 (Lk. I. 4mo 11<61.)

OCEAN CARGO MANIFESTRECAPITULATION OR SUMMARY DORIGINAL 0 REVISED

14S NO.. L. Outs. Ondt4H04 41 40, 40 0 ..

SS NEVEP.SAIL 6 'A6509 9210 1GC MOTS 1DESCRIPTION AND LOCATION OF HEAVY LIFTS. AND OTHER SPECial OAT A TOTAL CARGO LOADED

DESTINTIONPORT

DESCRITION LINGTHInDTHHtsGHT SELF NON CGO Loc".°Zo. L/T DESTINSTONPORT

SVC L/1 T

IHISH41.04 TRA41001.rric. WICKNO. OF 448 TSCovVma,Pelt .......o,coor CreGew OP.AITS uSC .

KC, COOeft

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JF1 REEFER, FREEZE F9A0 42

SPECIAL, NOS N727 10

SPECIAL, NOS N727x

41

POV A145 454

HOUSEHOLD GOODS A146 65

Figure 6.6.Ocean Cargo Manifest Summary (DD Form 1386).

limitation are recognized and discussed in thefollowing paragraph.

When the commandant of a naval districtdetermines that an emergency exists, that theuse of government owned and operated motorvehicles is justified for security reasons, or thatthe use of such vehicles would be in the bestinterest of the government, government ownedand operated vehicles may be used to transportfreight regardless of the distance involved, pro-vided that state permits are not required becauseof excessive dimensions or wt fight, Care shouldbe exercised to ensure that government vehiclescomply with all safety regulations and thatmaterial is properly loaded within the state axleweight limitations. However, when it is deter-mined that repeated use of government owneuand operated motor vehicles for scheduled tripsexceeding 100 miles is required, the followinginformation must be forwarded to NavSup(Deputy Commander, Transportation) at thetime such determination is made:

1. The points between which the scheduledtrips are to be made.

2. The approximate amount of tonnage in-volved.

122

10.68

3. The nature of . the material to be trans-ported.

4. The frequency of movement.5. A detailed' statement of attempts to obtain

or utilize the services of commercial carriers.

When government ownecl and operated motorvehicles are transferred from or returned to theactivity to which assigned, such vehicles may beloaded with Navy material to be transported,regardless of the distance involved.

DOCUMENTATION OF SHIPMENTS.TheTCMD is used for the shipment of material bygovernment owned vehicles. When it is necessaryto make a shipment of material utilizing bothgovernment conveyance and commercial carrierservice requiring a government bill of lading, aDD Form 1384 is used for the governmentconveyance portion of the movement, and aGBL is used for the commercial portion.

SHIPMENT MARKING

Each unit package, intermediate package,shipping container, and all items shipped un-

1:":48

Chapter 6SHIPPING

packed must be clearly and adequately markedin accordance with the requirements of MilitaryStandard Markings for Shipment and Storage(M1L-STD 129, as amended), except that mark-ing requirements for supplies purchased for localconsumption may be specified by the requisi-tioning activity.

All shipments moving within the DTS requirea standard method of marking and labeling to

123

1Z9

ensure the timely movement of materials andtheir delivery to the consignee. The shipmentactivity must assure that the appropriate mark-ing or labelling is applied. DD Forms 1387,1387-1, and 1387-2, (fig. 6-7) are examples ofthe shipment labels and tag required underMILSTAMP. Other special markings and theiruse are described in NA VSUP Instruction4610.32.

STOREKEEPER 1 & C

TRANIPORTATION CONTROL MUMMA

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124

1-:30

CHAPTER 7

AFLOAT FUNDING AND ACCOUNTING

Your sh*p (the supply officer) is responsiblefor spending the money made available to it inthe most effective way. This money is in theform of an operating target assigned by yourtype commander. This is not actual cash, but anauthorization to cite the appropriate Fleet orType Commander's operating budget which isissued in the form of an operating . target(OPTAR). You must account for these funds,and the regulations for doing so are contained inFinancial Management of Resources (OperatingForces), NAVSO P-3013.

This chapter is intended to answer suchquestions as:

What costs are not chargeable to yourship's OPTAR?

How do I use the information contained inNRFC financial listings?

What is the purpose of the departmentalbudget?

FUNDING

Each year the President asks the Congress toappropriate money for the operation of theDepartment of Defense.

The amount asked for, determined by theanalysis and projection of defense requirementsover the next five years, is referred to as the FiveYear Defense Program (FYDP). The FYDP isclassified into ten major programs which displaythe defense prosture in broad functional classifi-cations of military missions.

Most of the operating forces of the Navy fallinto one of the following FYDP programs:

Program 1 - Strategic Forces2 - General Purpose Forces

125

3 - Intelligence and Communications5 - Guard and Reserve Forces

Once funds have been appropriated, the Chiefof Naval Operations allocates the funds tosubordinate commands.

Figure 7-1 illustrates the flow of budget fundsfor the appropriation, Operation and Mainte-nance, Navy.

DEFINITIONS

In discussing the flow of funds from the timewhen they are appropriated by the Congressuntil obligated by your ship or station, variousterms are used to identify the phases of bud-geting. The terms which you must be familiarwith are:

APPROPRIATIONAn authorization estab-lished by an Act of Congress to spend fundsof the U.S. Treasury, or incur indebtedness,for specified purposes.

EXPENSE ALLOCATIONThe financial alloca-tion issued to a major claimant (fleet com-mander) by the Chief of Naval Operations.

EXPENSE LIMITATIONThe financial au-thority issued by a major claimant to anintermediate level or command (type com-mander).

OPERATING BUDGETThe annual budget andfinancial authority of an activity or commandcontaining the resources to perform its mis-sion.

OPERATING TARGETT1 , annual fundsissued by a type commander fi om one of thetype commanders held operating budgets.

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11

Chapter 7AFLOAT FUNDING AND ACCOUNTING

EXPENSE ELEMENTA classification ofexpenses for cost accounting and reporting.The Navy-wide assigned fund codes identifyspecific expense elements.

FLEET COMMANDER

The major claimants of budget funds from theCNO are the fleet commanders. These funds arereceived as expense allocations.

For purposes of accounting, the FLTCOMsdivide their expense allocations into subheads.Those expense elements which can best beadministered at the FLTCOM level are main-tained by the FLTCOM. The others are dis-tributed to the type commanders under thecontrol of the FLTCOM in the form of expenselimitations.

TYPE COMMANDER

Type commander expense limitations are han-dled in much the same way as the FLTCOMallocations. The TYCOM maintains administra-tive control of those expense elements which arebest maintained at the "TYCOM level. Theremaining funds are distributed to the fleetunits, aircraft squadrons or other units under theTYCOM, in the form of operating targets (OP-TAR).

OPTAR ACCOUNTING

Procedures for the accounting of ships OP-TARS are discussed in Storekeeper 3 &2, NAV-PERS 10269-G and are explained in detail in theFinancial Management of Resources, (OperatingForces), NAVSO P-3013. Both of these publica-tions are important background references forFirst Class or Chief Storekeepers. Senior Store-keepers must have further accounting knowledgeof Navy funds.

CENTRALLY CONTROLLEDEXPENSE ELEMENTS

There are currently six expense elementsmaintained and controlled at the fleet com-mander level and three at the type commanderlevel. The centrally controlled expense elements

127

133

you will most frequently encounter as a Store-keeper are:

1. Fuel for ships.2. Medical and dental material.3. Ship utilities.

Charges for centrally controlled expense ele-ments are NEVER obligated against the ship'sOPTAR. Except for medical and dental material,these expenses are automatically reported to theFLTCOM or TYCOM when the obligation docu-ment, citing the proper accounting data, isprocessed by the authorized accounting activity.

MEDICAL AND DENTALOPTAR REPORTS

The operating budget for medical and dentalsupplies is granted each ship or unit's medical/dental department by the fleet commander. Thefunds assigned to a ship are managed by themedical or dental department to which they areassigned. The supply officer is responsible forsubmitting the monthly Medical and Dentalbudget/ OPTAR report (NAVCOMPT Form2157). The original NAVCOMPT 2157 for Medi-cal and Dental expenses is submitted to theappropriate NRFC and a copy forwarded to theapplicable fleet commander.

Figure 7-2 illustrates the report as submittedby an Atlantic Fleet unit. It should be notedthat medical and dental funds are assignedseparate fund codes for Atlantic fleet units andthe same fund code for Pacific fleet units.

NRFC TRANSACTION LISTINGS

To help in the proper accounting of fleetfunds held by the individual OPTAR holders,NRFCs, Norfolk and San Diego (hereafter re-ferred to as fleet accounting activities) period-ically submit several transaction listings to thefleet units for review, validation or correction.These listings are:

Aged Unfilled Order' Listing (Quarterly)

Summary Filled Order/Expenditure/ Dif-ference Listing (Monthly)

STOREKEEPER 1 & C

SUDGET/OPTAR REPORT% NOTE: Information requested on this reportNAYCOMPT FORM 2157 (Rev. 1.72)

applies to BOTH SHIP FORCES and toSIN 0104.705.0003AVIATION FORCES. EXCEPT where indicated.

NAVCOMPT 7302.-,15

1. MONTH ENDING

JULY 1972O REPORTING ACTIVITY

USS JOSEPH K. TAUSSIG DE-10303 UNIT IDENTIFICATION CODE 4. OR NUMBER S. SUBHEAD

V54030 . 106060H 662AONLY AVIATION FORCES FILL IN BLOCKS 6 6 7 R. FISCAL YEAR

6. PERMANENT UNIT CODE 7 TYPE OPTAR

9 TO:NAVY REGIONAL FINANCE CENTERNORFOLK, VA 23615

1973

10. REIMBURSABLECONTROL CODE(I( applicable)

II.I hereby certify that documentary evidence

is available as of the date of this reportcovering obligations legally incurred underthe funds identified. in the amount shown asthe 'TOTAL' of "CUMULATIVE GROSS ADJ. OW-

' in p rt of 1 k n m 14

2. COMMANDING OFF CER (Si (Dole)

(C.SUTHENLAND.CDR,VSN

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Figure 7.2. Medical/Dental Budget/OPTAR Report.

128

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Transaction listings must be reviewed, vali-dated, annotated and returned to the fleetaccounting office within specific time frames.For the Aged Unfilled Order Listing the periodis twenty (20) days from day of receipt. TheSummary Filled Order/Expenditure/DifferenceListing must be returned ten (10) days fromdate of receipt.

NAVSO.P-3013, chapter four should be stud-ied to gain a more thorough understanding ofthe information contained in this section.

THRESHOLD CONCEPT

To reduce the time spent by the fleet ac-counting activity and OPTAR holders in re-searching, verifying or correcting the transac-tions shown on the listings, the threshold proce-dures have been established. The dollar valuethreshold level is a management prerogative ofthe fleet commander and is currently set atSS0.00 for both fleets. Thy threshold conceptprovides that if an expenditure document doesnot match with an unfilled order document, andthe dollar value of the expenditure documentfalls below the threshold level set by theFLTCOM, the OPTAR holder must accept thecharge against his OPTAR. These "thresholdcharged" expenditures are reported to the OP-

TAR holder as differences on the SummaryFilled Order/Expenditure/Difference Listing.The threshold concept applies to open operatingbudgets in addition to OPTAR.

AGED UNFILLEDORDER LISTING

Aged Unfilled Order Listings are forwarded toindividual commands, for each OPTAR held, ona quarterly basis starting with the second quarterof the current fiscal year of the OPTAR andcontinuing for the first two quarters of the nextfiscal year. Refer to the graph, figure 7-3, whichshows the distribution cycle for all transactionlistings discussed in this section.

Atlantic Fleet ships are provided the originalof the listing and a detail card for each line item.All Pacific Fleet units plus Atlantic Fleet avia-tion units are provided the original and one copyof the listing. Figure 74 illustrates a typicalAged Unfilled Order Listing.

The Aged Unfilled Order Listing lists allunfilled orders held by the fleet accountingoffice 120 days or more which have notmatched with a related expenditure documentor have not been cancelled,

END OF END OF END of END OF END OF

"...MM.

'ND Of1ST QTR 2 ND QTR 3RD QTR 4TH QTR 1ST QTR 2ND QTRFY 73 FY 73 FY 73 FY 73 FY 74 fy 74

30 SEP, 72 31 DEC, 72 31 MAR,73 30 JUNE, 73 30 SEP, 73 31 DEC, 73

t t t t t

NOTE: AGED UNFILLED ORDER LISTING AND UNMATCHED EXPENDITURE LISTING ARE NOT RECEIVED AT THE END OF THE FIRSTQUARTER OF THE CURRENT FISCAL YEAR, OUT ARE RECEIVED QUARTERLY THRU THE SECCND QUARTER OF THENEXT FISCAL YEAR. THE SUMMARY FILLED ORDER /EXPENDITURE /DIFFERENCE LISTING IS RECEIVED MONTHLY, COMMEN-CING WITH THE FIRST MONTH OF THE CURRENT FISCAL YEAR AND CONTINUING THRU THE SECOND QUARTER OF THENEXT FISCAL YEAR.

10.112Figure 7-3.Fleet aa:ounting activity submission cycle for Aged Unfilled Order Listing

and unmatched expenditure listing for fiscal year 1973.

129

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STOREKEEPER 1 & C

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$05504 02110041 KC 20E DO3 POE 10/0 0591 61.41

3110 Of OITAR LISTING

Figure 7-4.Aged Unfilled Order Listing.

Each item on the listing must be thoroughlyinvestigated to determine that it is still a validoutstanding requisition.

Often unfilled orders appearing on the listingare found to be caused simply by a transposedfigure in the document number. Correction cfthis error removes the item from the AgedUnfilled Order Listing.

Items listed on the Aged Unfilled OrderListing which are found to be valid outstandingrequirements should, be reviewed and follow upaction taken if appropriate.

Material Received LessThan 60 Days

If the material or services for items on thelisting have been received less than 60 days prior

130

10.113

to the processed date on the listing you needtake no further action. These items will auto-matically be removed from the Aged UnfilledOrder Listing when it is processed the nextquarter.

Material Received More Than60 Days (Below Threshold)

Below threshold items appearing on the listingwhich have been received more than sixty daysprior to the pr. lssed date of the listing must bereviewed in the same way as those mentionedabove. Extra care should be taken to ensure theitem is not a partial receipt with a valid requiredquantity outstanding.

If the material or services are found to bereceived more than 60 days prior to the proc-


essed date of the listing, the unfilled order isadministratively cancelled. When an item on thelisting is administratively cancelled it is assumedthat:

An expenditure document has already beenthreshold charged against the OPTAR becausethe expenditure was received at the fleet ac-counting office before the unfilled order.

That a number transposition occurred andthe unmatched expenditure was thresholdcharged.

No expenditure document has been or willbe generated by the issuing activity.

Atlantic Fleet ships take administrative can-cellation action on the detail cards providedwith the listing. Pacific Fleet units and AtlanticFleet aviation units show the administrativecancellation action be annotating the original ofthe listing with the term "AD CANC" next tothe line item concerned. The detail cards or thelisting will be forwarded to the fleet accountingoffice with the next document transmittal re-port. No entry should be made in the appro-priate estimated cost chargeable column of theRequisition/OPTAR log for money value of the"AD CANC." These cancellations will be re-flected on the next Summary Filled Order/Ex-penditure/Difference Listing as differences. Theappropriate credit is applied to the Requisition/OPTAR log at this time.

It is important to note that "AD CANC" aretransmitted only between the reporting ship orunit and the fleet accounting activity andNEVER to the supply activity concerned.

Items Received More Than60 Days (Above Threshold)(Material Only)

An item of material shown on the listingwhich is known to have been received and isabove the threshold limit is administ. Livelycancelled. Procedures for the "AD CANC" forthese items differ from below threshold items inthat the cancellation has an immediate impacton the reporting activity's OPTAR. A credit

131

unfilled order (shown in figure 7-5) is preparedfor the item, in the amount of and identical tothe item on the listing. This credit unfilled orderis placed in holding file 2 for submission to thefleet accounting activity on the next documenttransmittal report. After preparing the creditunfilled order, you make the following entries inthe Requisition/OPTAR log:

1. In the Remarks column of the originalunfilled order entry, enter "AD CANC" and themonth ant year of the listing.

2. In the description column of the Requisi-tion/OPTAR log, on the next available line,enter "AD CANC" and the month and year ofthe listing.

3. Enter the dollar amount of the unfilledorder as a credit entry in the appropriateEstimated Cost Chargeable column of the log.

4. Enter "AD CANC" and the completedocument number of the original unfilled orderin the remarks column.

Neither the detail cards nor the listing isannotated for items above threshold.

As with the items below threshold, adminis-trative cancellations are transmitted between thereporting activity and the fleet accounting of-fice. Do not report the "AD CANC" to thesupplying activity.

Figure 7-5 shows the entries required toproperly process typical transactions on theAged Unfilled Order Listing.

One further comment before moving on.Items above threshold, other than material(services), are never administratively canceled.You should investigate these items thoroughlyand follow up with the billing activity ifappropriate.,

SUMMARY FILLEDORDER/EXPENDITURE/DIFFERENCE LISTING

The Summary Filled Order/Expenditure/Difference Listing, figure 7-6, is submittedmonthly to OPTAR holders for each OPTARheld. The listing is a report of all filled orderswith a difference of $50.01 or more.

Total differences, by fund code, must beaccepted by the OPTAR holder upon receipt of

STOREKEEPER 1 & C

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10.114Figure 7-6.Processing of administrative cancellation. In the example above the two "below threshold" unfilled orders,

02040053 and 02050055, require annotations on, the listing or cards that are returned to the fleetaccounting activity. The "above threshold" unfilled order, 02050054, requires a cancellation entry in theOPTAR log and the submission of a credit unfilled order to the fleet accounting activity. In addition (notillustrated above), the "Remarks" blocks of all three unfilled orders' original OPTAR log entries piquirethe annotation, "AD CANC", with the month and year of the aged unfilled order listing.

132

Chapter 7-AFLOAT FUNDING AND ACCOUNTING

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Figure 7.6.-Summary Filled Order/Expenditure/Difference Listing before processing by OPTAR holder. Note"threshold charges addendum" (page 3 in illustration) is for information only and will not be returned to

the fleet accounting activity.

133

STOREKEEPER 1 & C

the listing. If a difference is considered to beinvalid, you should annotate the transaction, onthe listing, with a rejection code taken fromNAVSO P-3013, para 4108-6d. Rejections foundto be valid by the fleet accounting activity arereversed and a correction will appear on the nextsummary list. Differences of S500.00 or moreare manually researched by the fleet accountingactivity before being reported to the OPTARholder, and these differences should be acceptedunless your investigation positively shows thedifference is invalid.

Figure 7-7 shows entries being made from thelisting to the Requisition/OPTAR log beforereturn to the fleet accounting activity.

The Summary Filled Order/Expenditure/Difference Listing is returned to the fleet ac-counting office with the first document trans-mittal after you have completed your review andvalidation but not later than the time limitsspecified earlier.

DETAILED FILLEDORDER/EXPENDITURE/DIFFERENCE LISTING

In addition to the listings discussed above, thefleet accounting activity also prepares a DetailedFilled Order/Expenditure/Difference Listingmonthly. This listing itemizes all matched un-filled orders and expenditures (regardless ofdifference), threshold and direct charged expen-ditures, corrections and administrative cancella-tions of below threshold unfilled orders. Itrepresents the complete reconcilation of unfilledorders and expenditures for the accountingperiod. Figure 7-8 illustrates a Detailed FilledOrder/Expenditure/Difference Listing for a fleetunit. This monthly listing is retaineu by the fleetaccounting activity on microfilm or other media.It may be obtained by individual OPTARholders through a letter request to the fleetaccounting activity on a one time requirement,since it is not provided on a continuing basis.

SUMMARIES

The preparation of summaries is the methodused to effect necessary adjustments between

134

140

appropriations, subheads, operating budgets andcost accounting adjustments. There are fourtypes of summaries currently in general use byoperating units; ("A", "B", "C", and "D"). Thisdiscussion will center around the "A" and "B"summaries since "C" and "D" summaries applyto aviation units.

All summaries are prepared on the NAV-COMPT Form 176, or mechanized format. Theymust be received at the fleet accounting activityon or before the 5th of the month, following themonth in which the issues or transfers weremade.

"A" SUMMARY

The "A" summary is used to adjust fundsbetween appropriations,.subhead and operationbudgets. The submission of an "A" summaryresults in the fleet accounting office making acredit adjustment to the operating budget of theTYCOM of the unit making the issue andcharging the TYCOM operating budgets of theships receiving the material. While there aremany transaction types which would result inthe preparation of an "A" summary, the onesyou will most likely encounter are the issue ofchargeable type ship's material to a ship or unitof another fleet or TYCOM or to embarkedaviation units.

Figure 7-9 illustrates an ,"A" summary pre-pared by the USS INDEPENDENCE chargingthe OPTAR of the USS FORREST SHERMAN,USS BRUMBY and USS CHARLESTON forissues made to them during the precedingmonth. While the credit entry indicates that USSINDEPENDENCE made the material issue, itwill be the TYCOMs' operating budget thatactually receives the credit.

"B" SUMMARY

The "B" summary, figure 7-10, is prepared inthe same way as the "A" summary. It serves as ameans to provide STATISTICAL accountingadjustments (nonchargeable) between appropria-tion accounting classifications.

Your most frequent use for the "B" summarywill be to report the issue of chargeable typeships material to ships of the same TYCOM.Figure 7-10 reports the transfer of two items


1666 1066T 1111. OE MOUSSES IN ACCINNONCE MTN PM. 4106-6 OF WO P-3012.

MT sty S21114.01.066 straw FILLED ORDER/ExENDITuRE DIFFERENCE LISTING rot DECENSER 1170

iv 71 EL 702C 06 S7017 ON 505504 pOOCESSED (DATE)

SO.

SO.

itit

itRO!

ititNO1

ROI

RO!

OAP Mb, On COO ft etWew .111 wow of.. nn alglmo?

AGE 1

RT Sy?, 5264.02.08t SUNRAY FILLED ORDER/EXENDITURE DIFFERENCE LIST FOR (WISER 1170

FY 71 EL 7020 00 S7017 ON 1103504 ROCESSE0 (DATE)

00CuNENT NO FC DOC TL NO RI SILL/ SUP AD Ul COG STOCK NuNBER A POE/S1.01 OTT ANOINTWC JD SN ID ISS ACT 1 0 00 NO FSC FINN C DATE

ROSSO4 03100120 KR ZDA 013Rosso* 03100120 KR Fll WS 1270 24096

R16504 03120120 KC 20A 014

aossot 03120120 KC 2J1 00244 0339ROSSO4 03120126 KC 2J1 00636 0345

....It14E 1

REMARKS

90 7110 2030621 2 24.0073.00

1 0.00 AD CANC31.00 DIFFERENCE

90 $010 21169063 6 $3.0090 $010 2169043 6 SS.00

97 6010 2669043 6 SS.0035.00 DIFFERENCE

UNFILLED ORDERS FILLED ORDERS PART oRD ESTAS DIFFERENCE MATCHED EXPEND UNMATCHED EXPEND

69.66CR406.14274.12

591.40 2.216.97 2.419.67

26 6

FC RE OIFRC RN 0IFOTHER DIF

ON S VALUE 1.166.11 2.625.57 154.00ON RECORDS IS 27 1

OAVOINPM ASMONSM04101

.111,/ 111 REQUISITION/MAN LOG

r=t."rOat pi. %visit CES:NVILViW,.

POT ACCIUSClICIPT

iSTIOTECCOSIC AlC(Allf OUFINfliCiAAAAA LE 11150NtsCm pal, 01

:k:IRA(r CM'S( " er " rr .072F,. . " At *nays '

N7t1Slim

oLIST

1 1COD 406 s7 alq It assi

10.116Figure 7-7.Posting the Summary Filled Order/Expenditure/Difference Listing

totals to the OPTAR log.

135

141

STOREKEEPER 1 & C

APT SIN 37$9.03.04 04141t F111.20 040tiutsIN0I1u03 EIS1IN4 FOR OCCENAER

VT 71 EL 2020 04 3701? oN 405904

P0E/SON00CLACNI 40 IC 00C It 43 PRI LILL/ St, AO 1,11 COG SIOCE horItt 4111 FA S S C *iv MICVIC JO $44 10 155 AC1 I 0 40 AC 15C 411s NT IF F C C LOT OAT(

805304 01040411 44 27)4 002 20 IN MO 3434401 07/0PAW 01947021 rl UI 17:433 01I5 IN MO 08/0103304 01640021 RE 204 CO2 20 IN MO 3439681 07/0

1970

PROCESSED (GATE)

011 9493047

48114101

1 100.00CA CORRECTIONI 2073.00C1 cottccita1 100.00

103.00CA WHAMS606104 01994024 AC Fl) SOS 0870 99702 20 MO 1 20.14 NO LAP OMER

20.64 DIFFERENCE

IOSSO4 01990030 IA 204 I 002 20 IN 2090 $436406 07/0 4 130.00aO5SO1 01010030 4A ZJI 00640 0320 IN 3090 a 11/0 4 1.234.00

506.00 01,11424C2

001604 52010032 AC tOA 0 002 18 St SSIS 8422347 SON 11/0 08/0 30 11.70 AO CANC11.7001101FIEKNCI

106404 02030054 AI 204 COI If 90 840S 2237623 08/0 24 264.00805504 020$00S4 42 ZJI 00638 031S 10 040S A 12/0 10 110.0014 154.00 PART 040 ISM

405304 01060056 NC ZOE 003 08/0 2 64.00105504 02090056 IC III 805 1210 034971 81 12/0 I 63.64FOE 17/0 1 0.00 PART 040 [SIAS

9.64 00111414Ct

006504 02070033 IC 20A 003 10 712S 6247960 20/0 2 112.7040.404 02070018 IC ZJI 00438 1270 90 7125 12/0 167.70FOC 11/0

1

1 0.08 PAM 040 ESIAS55.00 011FERCNCE

403504 02160172 IC 20A 004 18 92 5706 5269335 08/0 100 10.00NOMA 02160072 gc gAl S9I 270 03277 IA 5306 2249993 0000010 A 11/0 100 10.00

R0SSO4 03150140 gc 204 014 14003344 03150140 lc 211 04637 0330

806504 03150141 AC ZJI 04937 0330

FC It DIFIC 44 OIF0114E4 DIF

441.02

04 RECORDS

IMF14420040243 FILLED 040483

1.168.91 2.625.5716 27

92 953S

92 9535

At

11/0 1 23.2012/0 12 49.60

23.60CItourma

12/0 1 10.80 NO OW 04031110.00 011FERCNCE

PART ORO [STAB OIFFIRENCI 144104(0 EXPEND 1NNATCNE0 607180

84.6634409.64274.12

154.00 .07SSI.40 3.216 2.419.873 26 6

3

10.117Figure 7.8.- Detailed Filled Order/Expenditure/Difference Listing.

from the USS JOSEPH K. TAUSSIG to the USSHARTLEY, both assigned to COMCRU-DESLANT. The transfer of chargeable itemsbetween ships of the same TYCOM has no actualeffect on the TYCOM's operating budget sincethe credit was made against funds in the sameoperating budget as the charge.

DEPARTMENTAL /SHIP'S BUDGET

The establishment of departmental and/orship's budget provides a method for the most

equitable distribution, to ship's departments, ofOPTAR funds granted a ship. Although thesereports are not required, they are established atthe discretion of the type commander or com-manding officer. Because there is no require-ment for the departmental budget, the internaldistribution of funds may var.. from ship toship.

A ship operating under the departmentalbudget concept usually allots each department apercentage of the funds authorized for eachmaterial category (consumables, repair parts,and controlled equipage), to cover the costs of

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142


AM,

SUMMARY OF MATERIAL RECEIPTS/EXPENDITURESHAVCOMI 701/0 17014. S-S71

TO: NAVY REGIONAL FINANCE CENTER, NORFOLK, VA

EROS 7323-II

BS INDEPENDENCE (CVA-62)

-...-=..

MARCH 1973

0 .mm. ....s "A" SUMMARY

ST:4.717"A 2 ics""

21121StatArilteritht

0w occowt)

atumws

(SWes ormong

mils 'WAKE UM CAIDONItiove.......0

. v.v. RECORD SAIANCt

(A) (11 ICI an (E) AMOUNT

1731804.602C 57018 V52191 AC 107.10

1731804.602C 57018 V54040 AC 15.45

1731804.602D 57015 V05844 AR 338.00

460 55

CREDIT

1731804.602E 57012B V03362 AC 122.55

1731804.602E 57012B V03362 AR 338.00

460.55

41:!i7S111171:47S'

APPROVED:

31 MARCH 1973

GRAND TOTAL

123.37

Figure 7.9. Summary of material receipts/expenditures for "A" summary.

137

143

STOREKEEPER 1 & C

SUMMARY Of MATERIAL RKEIPTS/EXPENDITURESNAVCOMPf 10ILA1 176 66. S-671

TO: NAVY REGIONAL FINANCE CENTER NORFOLK VA

otos 7323-s

NaM

USS JOSEPH K. TAUSSIG (DE-1030)

NONTIVOUAINI CHOW

MARCH 1973

sM INIUSNIP 11,4)114.-,,

0 =els,TKOUrt*

1-3 c.:AftiTO AillOTTZTIL_

HRH... UWIAMIT

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...STOICS SA4ANCt SHUT CAPTION,

(S4.**Art...a)0SHUT

((CORD lama

10.1 1II1 (C) ID) (C)

CHARGE

1731804.602C 57018 V54029 AC 10.71

1731804.602C 57018 V54029 AC 6.37

17.08

CREDIT

1731804.602C 57018 V54030 AC 17.08

17.08....

4APPROVED: T. C. SUTHE LAND

TJU, SC, USNK31 MARCH 1973

GRANO TOTAL

123.37Figure 7-10.Summary of material receipts/expenditures for "B" summary.

138

"144


items required but not on board (DTO) and onsome ships, stock issues. Separate funds forstock replenishment are maintained by thesupply officer for all material categories.

The ship's budget method simply shows thestatus and distribution of OPTAR funds assignedthe ship by material category and the balance offunds available in each category.

DEPARTMENTAL/SHIPSBUDGET REPORTS

Perhaps the most productive method of re-porting the utilization of ships funds is acombination of the two types of reports. Figure7-11 is a sample Departmental!Ship's BudgetReport. The departmental section advises indi-vidual departments on the status of their as-signed consumable funds while the ship's bud-get section shows the commanding officer howeffectively or ineffectively his funds arebeing used

Because the reports are not required by allcommands the actual format will vary fromcommand to command. At the minimum, eachreport should include:

The monetary balance available at thebeginning of the reporting period.

Any funding increases or decreases au-thorized by the commanding officer during thereporting period.

The amount of funds used during theaccounting period.

The remaining monetary balance at the endof the accounting period.

The establishment of the departmental/ship'sbudget often helps make department headsaware of funding problems, by making themresponsible for effective management of theirbudgets. In addition, they will assist the com-manding officer in making future departmentalbudget allocations based on prior departmentalexpenditure figures.

139

145

STOREKEEPER 1 & C

7303

10 October 1972

MEMORANDUM

From: Supply OfficerTo: Commanding Officer

Subj: Internal Budget Report for the period 1 Oct to 10 Oct 1972

Section 1, Departmental Budget (Consumables)

Stock DTO Used this BAL

Issues Reqns. Period C.F.

$150.00 $61.26 $211.26 $1,088.74

175.00 21.21 196.21 703.79

120.00 73.10 193.10 506.90

72.00 10.00 82.00 268.00

$517.00 $165.57* $682.57 $2,567.43**

Section 2, Ship's Budget

Budget Bal. BF Incr/Decr OPTAR Amt. Reqn. Obl.Item Prev. Report this Period Available this Period Bal CF

Repair Parts $ 750.00 $11,000.00 $11,750.00 $1,349.57 $10,400.43

Consumables 535.00** 2,815.00 3,350.00 613.47* 2,736.53**

Dept.Bel BYPrey Report

Incr/Decrthis Period

Budg. Amt.

Available

WEPS $300.00 $1,000,00 $1,300.00

ENG 100.00 800.00 900.00

OPS 25.00 675.00 700.00

SUP 10.00 340.00 350.00

TOTAL $435.00** $2,815.00 $3,250.00

ControlledEquipdge

Contingency

TOTAL

125.00 375.00 500.00 112.00 388.00

1,500.00 1,500.00 --- - - - - -- 1,500.00

$1,410.00 $15,690.00 $17,100.00 $2,075.04 $15,024.96

*Total DTO requisition obligations of $165.57 is included in total of $613.47 in ship'sbudget for both DTO and stock replenishment requisitions for consumables (i.e. DTO$165.57, stock replenishment $447.90).

**Not normally the same, as stock issues and DTO requisitions are included in Section 1,whereas Section 2 includes both DTO and stock replenishment requisitions and excludes

issues from stock.

Copy to:WEPSOPSSUP

X0FILE

10.118Figure 7-11.-Depertmentel/Ship's Budget Report.

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146

CHAPTER 8

AFLOAT REPORTS

In the preceding chapter we discussed the waythe fleet receives its funds, and what the fleetaccounting activities provide you to help main-tain your records.

In this chapter we will discuss the reports yousubmit to the fleet accounting activity to reportthe obligation of those funds made available toyour ship or unit.

Most of the procedures for preparing thesereports are discussed in Storekeeper 3&2, NAV-EDTRA 10269-G. With that in mind, this sectionwill deal with your responsibility as a supervisoror prospective supervisor in the review andauditing of these reports prior to submission.

Financial Management of Resources (Oper-ating Forces), NAVSO P-3013 and NAVSUPP-485 are the major references used in thischapter. The Afloat OPTAR Records KeepersGuide, NAVSO P-3073, and for NSF class 207ships, the Financial Handbook for MechanizedTenders. Repair Ships, and Combat Stores Ships,NAVSO P-3526, are also valuable sources ofinformation in the preparation or reports andreturns.

AUDITING REPORTS

A definition of auditing is an examination ofreports and the supporting evidence. In auditingshipboard reports, this is exactly what you mustdo. Each report submitted is backed up bysupporting documents or other reports. It isyour job to ensure that both the reports andtheir supporting documents are correct.

REQUISITION/OPTAR LOG

The Requisition/OPTAR Log (NAVCOMPT2155) is the most important source document

maintained by you, as a Storekeeper, for yourship or unit. The Requisition/OPTAR Log re-flects all transactions affecting your ship's OP-TAR funds and is the primary accounting recordfor all financial reports.

The columns on the log as well as proceduresfor making the transaction entries are explainedin Storekeeper 3&2, NAVEDTRA 10269-G.

The auditing of the Requisition/OPTAR Logis principally a matter of totaling the columns ofthe log. The log is totaled and balanced on the10th, 20th and last day of each month inconjunction with the submission of the Docu-ment Transmittal Report.

When computing the balance of the log thefollowing formula should apply:

"The. cumulative total of the OPTAR In-crease/Decrease column, less the net cumula-tive total of the Estimated Cost Chargeablecolumns, plus or minus the net cumulativetotal of the Difference columns should equalthe balance column total".

Figure 8-1 illustrates a typical Requisition/OPTAR Log. Following the formula above youshould find the balance of .the example to becorrect.

$25,000.00 OPTAR Grant (Increase/Decreasecolumn)

-8,661.43 Cumulative total of Estimated CostChargeable columns

- 135.70 Cumulative total of Differencecolumns

$16,202.87 Balance of log

As the Document Transmittal Report and theBudget/OPTAR Report are discussed later, the

141

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STOREKEEPER 1 & C

mo,:coort room 2155 (Itte. 2-71) (7000)VN ompa.704.6002

REQUIS

m

DATE uM, STOCK WOOER DESCRiPlION

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142

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Chapter 8AFLOAT REPORTS

ITION/OTAR tOG FISCAL Yf Aft

7.3

r;=:.wiry

704f. X' 7,9ps.r_z-ESTIMATED COST CmARGEABLE OITTEAENCE

BALANCE

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/9A-. ./M7 il; 0 711E /9E /9/egor,s/e

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Figure 8-1.Requisition/OPTAR Log.

143

149

e

123.65

STOREKEEPER 1 & C

Requisition/OPTAR Log (figure 8 -I) will beused to verify the amounts being reported andthe steps you should take in auditing thereports.

DOCUMENT TRANSMITTALREPORT

The Document Transmittal Report (NAV-COMPT 2156) is submitted to NRFC Norfolk orSan Diego on the 10th, 20th, and last day ofeach month except for NSF class 207 shipswhich submit the report on the last day of eachmonth only.

The information required for the submissionof the report is obtained from holding file 1

(obligations), holding file 2 (cancellations) andholding file 3 (annotated financial listings forreturn to NRFC. It is not necessary to submit aDocument Transmittal Report for a period whenno transactions have occurred. However, anannotated listing in holding file 3 is considered atransaction and must be returned even thoughno obligations or cancellations occurred duringthe period.

While auditing, check the following:

The same calendar day is not shown on twoconsecutive reports.

Count the number of documents to be surethat the transmittal accurately reflects Nu. actualnumber sent.

Be sure an adding machine tape for eachcaption is attached to the transmittal and verifythe tape.

Audit the remarks block to be certain thatlistings being returned to NRFC are listed on thereport.

The amount entered on the "total net moneyvalue" line of the Document Transmittal Reportmust equal the difference between the currentand last reporting periods totals of the "Esti-mated Cost Chargeable" columns of the Requisi-tion/OPTAR Log.

For example:

S8,661.43 Cumulative total, Estimated CostChargeable columns as of trans-mittal 009/3

-8,100.70 Cumulative total, Estimated CostChargeable columns as of trans-mittal 008/3

S 560.72 Difference in log/total net valueof transmittal

When there is a difference between the "totalnet money value" figure and the total obtainedin balancing the log, recheck the entries made inthe log against the documents in holding files 1and 2, ensuring that:

All adding machine tapes are correct

APA obligation documents are properlylogged (no money value in the estimated costchargeable columns)

Summary difference list figures are notconsidered as obligations reported to NRFC

APA obligation documents are not in-cluded in holding files I or 2

APA to NSA and NSA to AP/k. migrationshave been correctly logged and documented

Fipre 8-2 illustrates a Document TransmittalReport ready for submission.

ACCESS

The Afloat Consumption, Cost and Eff.,'..c-tiveness Surveillance System (ACCESS) is asystems chat uses automatic data processingequipment to collect and summarize basic con-sumption data generated in the normal course ofsupply operations afloat. The data is collectedfrom copies or summaries of issue documentsused in shipboard supply systems. ACCESS alsocollects obligation and deficiency data fromfiscal operations and from outputs of oilierexisting Navy programs. ACCESS provides fleetcommanders, type commanders, and ships, withinformation about supply readiness shipboardinventories, material consumption, material de-

144

50


tOPTAR DOCUMENT TRANSMITTAL REPORT

NAVCOMPT 7303-I*NAVCOMPT FOAM 2156 (3-65)0104.704.9000 vhst 10(Nlit,cArICN CODE

V54030FROM:

COMMANDING OFFICERU.S.S. J. K. TAUSSIG DE-1030FPO, NEW YORK, NEW YORK 09501

TO:COMMANDING OFFICERNAVY REGIONAL FII:1NCE CENTER

129 P.O.W.. COG( 40F10(A) 0 SAN OaGO.0O2(

A TRANSMITTAL WABER

009/3B. JULIAN DATE (F,00

2264(To)

I 2276

CAPTION NUMBER OF DOCUMENTS MONEY VALUE

I. CBLIOATICN ICHARGEABLE1 00CLACNTS (FILE 1)19 $580.31

2. CONC,RmE0 CANCELLATIONS (FILE 212 19.58

TOTAL NET VALUE OF (I MINUS 2)560.73

3. RETURNED INRFC ACTION ONLYI DOCUMENTS (FILE 3)1

REMARKS: RETURNED DOCUMENTS:1. Summary Filled Order/Expenditure/Difference List (8/72)

otrarinc ( )

LT. M. f. L , , C, USN

°.f[

30 Sept 73

123.63Figure 8-2.Document Transmittal Report.

ficiencies, comparative supply performance, andthe obligation and use of funds. Reports aretailored to the needs of management at eachlevel of command, focusing attention on ele-ments of greatest importance and helping toidentify problem areas.

Shipboard ConsumptionDocumentation

The key to ACCESS is the NAVSUP Form1250 consumption document. Obviously, it isimportant that the data elements be ACCU-RATE and LEGIBLE. Figure 8-3 shows aNAVSUP Form 1250 with the mandatory dataelements indicated. A description of each of therequired entries is provided in NAVSUP P-485,chapter 6 and was discussed in Storekeeper 3&2,NAVEDTRA 10269-G. When checking your docu-ments for transmittal, don't forget:

145

151

The material issue date (block H)

Has the SIM/non-SIM block (block L) beenannotated

Complete Job Control Numbers are re-quired for all repair parts (blocks 10, 11,12)

Your fund code must agree with the cogsymbol (APA/NSA)

SOURCE CODES.The assignment of thesource code (block 1 of the 1250) requires someamplification.

Code AThis source code is used any time anissue of material is made which is on theship's allowance (ISL or SNSL) and thematerial is issued from storeroom stock.

STOREKEEPER I & C

i

.1.

3

ii'; a.i ii 1I itit

r. .1.; ?... :.

a.1.1f; i

RL REEMST WE 0 0(E NOG ISSUE TON. MCI Mt.0 0 0 0 TILL e

0 illt C LOCATION I' ICON OTT G ACQUISITION NO

4, 9, "CA;* . * * tv.v.. 4 . 4 I

too

.J IJRGY N "

0L TA INVINTORT PROD 0 SNIP KILL NO

STOCK NUMBERSOCEEEII 'COG

7 e

REFERENCE SYMBOL OR NOUN UN QUANTITY UNIT PRICE

on

Isc a flIN NEMvikwevrimmummIlmmtimmiloMiN

).%4690 t SV 7.. iVeV.V. V VS 4,0.40444'%. 1

olukA4Mit7t, I kil C.10,&94.[

JOB CONTROL. NO S I ExE PRICEEIC APL/AEL FUND

'min.47417772111M=e+Ar IP4littive.. I4=r7s # * MI111111111111

ee. er k Li... ./.4TUNA IN VOSTCO 7 ACTINAS

EOuiPmENT COSAL. SUPPORTED TES IIIs iss.a.

CCUIWPDIO DATA',..C.* 01$....to...4w.

A APPROV(0 NT Y ACCCIVLO OT

1111111rVf fA46,44.t.

MDCS DATA ELEMENT

ACCESS DATA ELEMENT

MDCS AND ACCESS DATA ELEMENT

Figure 8-3.NAVSUP Form 1250 Consu nption Document.

Code CThis code is used any time an issueof SIM material is made when the materialis not reflected in the allowance list or loadlist.

Code DThis code is used when materialwhich is on the ship's allowance list isrequested and the material is not in stock.

Code EThis code is applicable to loadcarrying ships only and is used whenmaterial normally carried because it islisted in the load list is not in stock whenrequested.

Code FThis code is used when SIM materialnot listed on the ship's allowance list isrequested and the material is not in stock.

Code G --This code is used when not carriedmaterial (not on ship's allowance list or

146

17.84

load list and not a 51M item) is requestedand the material has to be requisitioned orpurchased.

Code HThis code is used when stock repairparts are in the custody of a SOAP teamduring a supply overhaul, and stock recordsare not readily available to determinewhether repair parts required are carried,NIS or SIM. This code is used only whenrepair parts are not obtained from ownship's stock or when you consume materialrequisitioned with Ships Force Material(SFM) fends.

Code JThis code is used to consume NCrepair parts that are listed in APLs but arenot included as allowed items in the In-terim Stock List or Stock Number Se-quence List. This code does not apply toSIM-DTO material.


Code XThis code is used to report con-sumption of price differences reported onthe NAV_COMPT 2157, Budget/OPTARReport, for equipage, repair parts andother. This source code is used by shipsONLY when specifically directed to do soby the type commander.

The source codes defined above are used whensome direct action was taken on the part of thesupply department. That is, a part was issued toor ordered for another department by thesupply department. When a work center con-sumes (uses) material that is obtained fromother than normal supply sources it must pre-pare a NAVSUP 1250 for the material to reportis use (consumption). Source codes for materialused but not obtained from normal supplysources are listed below:

Code 1This code is used when a part ormaterial was cannibalized from anotherequipment.

Code 2This code is used when the part ormaterial was drawn from salvage or bystripping a ship.

Code 3This code is used when the parts ormaterial were manufactured by a tender oranother activity.

Code 5This code applies to parts or materialthat was furnished by a ship being tenderedor another activity.

Code 9This code is used each time excessmaterial is returned to supply by the workcenter.

DOCUMENT SUBMISSION.The green cop-ies of the NAVSUP 1250 are forwarded to yourtype commander on a letter of transmittal.Figure 84 illustrates a sample letter of trans-mittal.

Operations/Status Codes.Referring to figure84, you will find that space is provided forreporting the daily operational status for yourship during the period being reported. Thesecodes are:

#1Regular Overhaul/Conversion#2Tender Period, Restricted or Technical

Availability#3-1nport, Upkeep#4Underway#5Special Operations (used only when di-

rected by your TYCOM)

Auditing Consumption

The consumption 1250s forwarded to AC-CESS should agree with retained shipboardrecords. The following procedures are recom-mended to ensure this happens:

Complete separate money value tapes ofthe green and the white copies of the 1250s foreach transmittal period,

Compare the totals to ensure they are inbalance prior to submitting green copies.

To keep from losing your consumption dol-lars the following audit practices are suggested:

When issuing material from stock, checkthe current price to ensure agreement with thestock record card.

Prepare a 1250 for each loss by inventory.

Prepare a 1250 for each item obtainedfrom salvage, surplus, and deactivated ships_Estimate prices if they are not in the NMDL.

Promptly return all 1250's that have beensent back for correction.

Control 1250s between the supply officeand the MDCS officer to prevent the 1250 fromgoing astray. These 1250s should be returned tothe supply office within 24 hours.

ACCESS Report #9

ACCESS Report #9 will show you:

How funds are being used

Your inventory control effectiveness

147

153

STOREKEEPER 1 & C

USS JOSEPH K. TAUSSIG DE1030FLEET POST OFFICE

NEW YORK, NEW YORK 095011 OCtober 1973

From: Commanding Officer, USS JOSEPH K. TAUSSIG DE1030, Fleet PostOffice, New York, New York 09501

To: Commander, Cruiser-Destroyer Force, U.S. Atlantic Fleet,Naval Base, Neyport, R.I. 02840

Subj: NAVSUP Forms 1250; forwarding of

Ref: (a) OPNAVINST 43P2, Maintenance and Material Management (3M)Manual

(b) OPNAVINST 41P2, Afloat Consumption, Cost and EffectivenessSurveillance System (ACCESS) Manual

Encl: (1) 286 NAVSUP Forms 1250 for the period 009/3

1. In accordance with references (a) and (b), enclosure (1) isforwarded.

2. The following data pertains:

a. Ship's Hull Type and Hull Number is: DE 1030

b. Operations Status Codes for each day of Period are:

DAY LI 1EN Ill 1E11 6 Ell EN WI 10 ILF1

Wail III II gi MUM MIc. Inclusive dates,of period #009/3 are: 21 Sepi chru 30 Sept.

d. Ship's Unit Identification Code is: V54030

3. Returned 3 corrected documents for period #006/3.

14,010.4owM. P. LaNONBy direction

Figure 8-4.Sample letter for Transmittal of Consumption Documents.

148

154

10.119


The dollar value and material status of SIMitems

The dollar value of shortages in repair parts

ACCESS Report #9, figure 8-5 consists of fivesections:

Consumption Report #1

Effectiveness Report #2

BOR Analysis #3

Quarterly SIM Supply Status #5

Quarterly Inventory/Deficiency Report #6

The numbering of the sections of ACCESS 9is derived from the number of the basic ACCESSreport, prepared for the fleet or type com-mander from which the data for your ship/unithas been extracted. For example, the sectionlabeled "Consumption Report #1" has beenlifted from the overall ACCESS Report #1which contains force-wide consumption data.

CONSUMPTION REPORT #1.ConsumptionReport #1 records the total dollar value of NSAmaterial consumed during the fiscal year to date.This information is taken from the green copiesof your 1250s. Referring to figure 8-6 you willfind that the report above shows the dollarvalue, by fund code, of the 1250 green copiessubmitted to ACCESS, and the type of materialconsumed (SIM, non -SIM, NC). The column"Ratio 1250/BOR" shows the comparison ofdata reported to ACCESS on the green copies ofthe 1250 and that reported in Part I of the BORfrom retained white copies of the 1250. Theratio 1250/BOR should not vary by more than10% from 100% in either dirertion. If it does, youshould thoroughly review your consumption proce-dures. fhe section "group average" allows youto compare your consumption to that of theaverage ship/unit in your group.

EFFECTIVENESS REPORT #2.Figure 8-7shows a section of the effectiveness report ofprimary concern to the afloat manager. This

149

report shows that portion of all demands forstocked items which the ship was able to satisfyat the time of the demand. The data shown onthe effectiveness report is taken from the greencopies of the 1250 and reflects effectiveness forthe period of the current month plus the threeprevious months.

BOR ANALYSIS #3.The chief input to theBOR Analysis #3 is the monthly Budget/OP-TAR report. This section is important for tworeasons:

It compares rates of obligation and con-sumption.

It checks the accuracy of consumptionreported via the green copy of the 1250, withthat reported via the white copy.

The important elements are shown in figure8-8. The "Obligations FY to Date" are recordedfrom4the BOR. The "Obligation Rate" is thepercentage of total obligations FYTD whencompared to the total OPTAR granted. "Con-sumption FY to Date" is also recorded from theBOR. The three captions of the "ObligationConsumption" section show the algebraic resultwhen BOR consumption is subtracted fromBOR.. obligation. A minus figure means thatconsumption is exceeding obligations for thatcategory. A plus figure indicates the reverse.

QSSS. (REPORT #5).Since input is made toACCESS from the Quarterly Supply StatusReport (QSSR), the information shown willchange four times a year. Normally, the revisedinformation appears on the ACCESS #9 reportproduced for the month in which the ForceQSSR is submitted (Force QSSR submitted on31 Dec appears in December ACCESS Report#9).

Figure 8-9 shows the most important sectionsof the Quarterly SIM Supply Status Summary.The sections of this summary are, for the mostpart, self explanatory. The sections on deficien-cies may require some clarification. An item isconsidered "deficient" when the on hand stockquantities reach a level below the safety levelbut greater than the average monthly usage. Anitem is "critically deficient" when the on hand

155

%

REPORT 9

GROUP 261

USS PENSACOLA

LSO-38

20013

JAN 1973

PART I (CONSUMPTION REPORT)

CURRENT FISCAL YEAR

TO DATE

SAME PERIOD

LINE ITEMS

CHARGEABLE (NSA)

APA

PRIOR FT

CURRENT

PRIOR

RATIO

SHIP/GRP

SIM

NON-SIM

N/C

SC H

USAGE ONLY

ADJ

TOTAL

TOTAL

NSA

APA

FYTO

FYTO

PDS

1350/BOR

L50-38

E3671

03671

3549

1101

2510

24

15

101 %

R*1175

20386

8949

00

033510

54887

29109

50309

1496

1112

99 S

C5977

3542

29673

00

039192

39950

1936

2192

99 5

T10152

23928

42293

00

076373

58456

70160

52819

3456

3319

21

99 5

GROUP

E4944

0044

2284

24

22

107 %

AVERAGE

R2520

12984

13207

3884

00

32595

38444

1091

1153

99 5

C8467

3430

31924

00

043821

2427

2371

102 5

T10987

164114

50075

3884

00

81360

40728

3542

3916

21

101 5

PART II (EFFECTIVENESS REPORT)

CURRENT MONTH

PRIOR 4 MOS AVERAGE

TOTAL

STOCK

PCT

PCT

GRIT

NCRIT

TOTAL

STOCK

PCT

PCT

GRIT

NORIT

EFFECTIVENESS

SHIP/MATL CAT

ISSUES

ISSUES

SIM

NIS

N/C

N/C

ISSUES

ISSUES

SIM

NIS

N/C

N/C

GROSS

NET

LSO-38

R NON-SIM

84

67

7 5

199

135

9 5

91 5

R SIM

I%

14

0 %

30

30

2 5

98 5

R TOTAL

98

81

17 5

6 5

12 %

5 5

229

165

18 5

7 5

17 5

11 5

6? 5

93 5

C NON-SIM

66

36

8 5

161

61

6 S

94 S

C SIM

70

65

9 5

93

88

1 %

99 5

C TOTAL

136

101

64 5

5 %

18 5

4 5

254

149

59 %

3 %

38 %

1 5

57 5

97 5

PART III (BUDGET OPTAR ANALYSIS)

NIS/NC FILE

PROJ

CRTO

OBLIGATIONS FYTO

CONSUMPTION FYTO

OBL/CONS

END OF

CURRENT

ADJ

SHIP

OPTAR

OPTAR

ER

CTOTAL

OBL RATE

ER

CTOTAL

DIFF

PRIOR FY

MONTH

MONTH

RATIO

LSO-38

112571

112571

586

42129

42724

86439

77 5

3600

33661

39407

76668

9771

685

455

JAN

86 5

OW

PART IV (QUARTERLY SIM SUPPLY STATUS SUMMARY)

AUTH

SHIP/GRP

QTR

L/I

0/H

LSO-38

R2

76

91 5

C82

96 5

GROUP

R56

88 5

AVERAGE C

136

98 5

'NCR1T

DEF

OMIT

ZERO

DEF

8AL

S I M

4 0/H

AUTH

$'0/N

$ AVC

QTR Goss

S 0/0

OPT

$ 0/0

MOS

ENS.

AUTH

IL/1

SIM DTO

$ ISSUES

$ 0/0

*1 5

0 5

9 5

3714

2531

1932

891

1048

5

12 %

5 5

4 %

6271

4003

2965

1166

1321

61

519

131

II 5

3 S

12 5

1918

2078

1094

947

534

5

13 5

6 5

7 5

4973

4941

3869

1539

1252

31

242

22

PART V (QUARTERLY INVENTORY/DEFICIENCY REPORT OF REPAIR PARTS)

AUTH ALLOWANCES

INVENTORY

OEFICIENCIES

CHARGEABLE

NON-CHARGEABLE

RANGE AND DEPTH

RANGE ONLY

L/I

L/I

'

L/I

$ VALUE

L/I

$ VALUE

L/I

L/I

SHIP/CRP

PRICED

NON-PR

$ VALUE

L/I

$ VALUE

NON-SIM

NON-SIM

SIM

SIM

PRICED

$ VALUE

PRICED

$ VALUE

180 -38

16077

GRP AV6

14303

22

328205

'206

109616

16001

323600

69

3714

00

00

104

229088

142

68471

14253

2240811

49

1918

2139

00

10.1

20F

igur

e 8-

5.A

CC

ES

S R

epor

t #9.


* * * * * * * * * * * * * * *

*

*

* * * * * * * * * * * * *CONSUMPTION REPORT (#1)

* * CURRENT FISCAL TEAR

* * CHARGEABLE

* * * * * * * * * * * * *

* * * *

* * *

(NSA) * * * a * RATIOTIP/HULL SIN NONSIN 1/8 TOTAL PDS 1250/BOR

DE1030 Ea 6257 1 521 5

85720453

857 100%41925 104%

11672 5020 27279 43971 82%T 17929 20235 48589 86753 18 91%

GROUP

MUM6664 6664 103%

10748 11384 164.48 38580 102%C 14706 1001 24667 40374 89%T 25454 12385 47779 85618 18 95%

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

16.121Figure 8-6.Sample Consumption Report #1 from ACCESS Report #9.

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** * * * *

EFFECTIVENESS REPORT (#2)

TOTAL STOCK PCT PCT CRI NCR EFFECTIVENESSISSUES ISSUES SIM NIS NC NC GROSS NIT

a NON-SDI 228 83 17% 34% 8% 51% 83%R SIN 125 124 60% 9% 91%C NON-8D4 167 55 1% 31% 2% 65% 99%C SIN 195 191 78% 6% 94%

*******************************************

Figure 8-7.Sample Effectiveness Report #2 from ACCESS Report #9.

stock quantity is equal to or less than theaverage monthly usage, but greater than zero.

REPORT 6.The intent of the QuarterlyInventory Deficiency Report #6 is to provide aprofile of the allowed repair part inventory.

10.122

However, practical daily use by managementafloat is minimal. The report is provided forinformation purposes only. The primary inputsare the SOAP letter and the Quarterly DIALdeficiency information. Selected portions of thisreport are shown on figure 8-10.

151

157

STOREKEEPER 1 & C

* * * * *** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

BUDGET OPTAR ANALYSIS

OBLIGATIONS FY TO DATE OBL CONSUMPTION TY TO DATE OBLIG - 03NSUMIt R C TOTAL RATE I R C TOTAL R C TOTAL

2709 49747 44298 96754 50% 857 40417 53625 94899 +9330 -9327 +1855

* * ** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

10.123.Figure 8-8.Sample Budget OPTAR Analysis #3 from ACCESS Report #9.

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

QUARTERLY SIM SIMPLY STATUS SUMMARY

* * * * * * * *snit IN STOCK * * * * * * * *

AUTH CRTYP/HULL III 0/H DV DEP

DE 1030 R 252 91% 9% 2%C 286 96% 11% 2%

GROUP

AVERAGE R 313 96% 5% 3%C 313 98% 6% 3%

ZERO $ ON $ AUTH $ ONI3AL HAND 0/a ORDER

9% 13368 12237 52264% 12594 13172 1984

4% 7824 8643 10412% 11384 10235 756

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *,-

Figure 8.9. Sample Quarterly SIM Supply Status Summary #5 from ACCESS Report #9.

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *, * * * * *

10.124

QUARTERLY INVENTORY/DEFICIENCY REPORT

* * DEFICIENCY

ALLOWANCE VALUES * INVENTORY * RANGE & DEPTH RANGE ONLY

TYP/ L/I DOLLAR * L/I $ VALUE L/I $ VALUE * L/I DOLLAR L/I VALUE

HULL PRICED VALUE * NON-SIM NON-SIM SIM SIM * PRICED VALUE RANGE RANGE

DE 1030 14644 213327 14392 184693 229 13368 142 10040 131 8446

AVG 15991 240186 15662 230139 300 7824 16 1182 10 809

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *10.125

Figure 8.10. Sample Quarterly Inventory/Deficiency Report #6 from ACCESS Report #9.

152

13


BUDGET/OPTAR REPORT

The Budget/OPTAR Report, NAVCOMPT2157, (figure 8-11), serves a dual purpose. Part Ireports ACCESS data to the type commander.Parts II and III report OPTAR data to the fleetaccounting office and to the type commander.

The principal sources of data required in thepreparation of the Budget/OPTAR Report are:

The balanced Requisition/OPTAR Log

Retained chargeable consumption data(white copies of the 1250)

Retained copies of the Document Trans-mittal Report

The Controlled Equipage Deficiency/Excess Report

Part I, Deficiencyand Consumption Data

The information required for Part I of theBudget/OPTAR Report covers two areas.

The first, Chargeable Material Deficient, isused to report the dollar value of controlledequipage deficiencies taken from your Con-trolled Equipage Deficiency/Excess Report (seechapter IV).

The second part, Cumulative Chargeable Ma-terial Consumed, reports the total CUMULA-TIVE consumption, by expense element, for thecurrent fiscal year to date. The dollar value ofmaterial reported consumed is taken from theretained white copies of the NAVSUP Form1250 consumption document. Recall from the"ACCESS" presentation in this chapter thatthere should be no difference between consump-tion reported on your ACCESS transmittalletter, and the value reported on the Budget/OP-TAR Report.

Part IIOPTAR Data

The data for Part 11 of the Budget/OPTARReport is taken from the Requisition/ OPTARLog. Assuming that your log is properly main-

153

tained, the preparation of this section of thereport is simply a matter of transferring thebalance figures in your log to the Budget/OP-TAR Report.

Care should be taken to avoid transposingfigures in the balances when preparing ',.his partof the Budget/OPTAR Report.

Part III, TransmittalLetter Recap

Part III of the report is used by the fleetaccounting office to substantiate the DocumentTransmittal Reports it has received from yourship.

For example, the fleet accounting office findsa large discrepancy in the chargeable obligationsreported in Part II of this report and thosereported on Document Transmittal Reports re-ceivt:d. By referring to Part III of the Budget/OPTAR Report, they may find that a documenttransmittal sent by the ship has not beenreceived.

Using figure 8-11, you will see that theJOSEPH K. TAUSSIG reports that TLs 007,008, and 009 were submitted to the fleetaccounting office during September for fiscalyear 1973. In matching this against the actualTLs receiyed, the fleet accounting office findsthat TL f 008/3 has not arrived. Using theinformation in Part III, the fleet accountingoffice has the net value of the missing TLavailable for accounting purposes. The shipwould then be requested to resubmit a duplicateof the missing report.

To determine whether your total obligationsreported on the TLs for the month agree withyour Requisition/OPTAR Log, subtract the totalof column 22 of the previous Budget/OPTARReport from the total of column 22 of thecurrent month's report. The difference shouldequal the total of column 30 of the currentreport.

Items 31 through 33 of Part HI are selfexplanatory. By referring to these items, thefleet accounting office can determine whetheryour OPTAR grant has been increased sinceyour last report, and whether differences re-ported in Part II reflect the last difference listingsent to your ship for processing.

159

STOREKEEPER 1 & C

REDGET/OPTAR REPORTFOOm 2157

5./ .7 olua.Toh.Ohal

NOTE: Information requested on this reportapplies to BOTH SNIP FORCES and toAVIATION FORCES. EXCEPT where indicated.

NAVCOSIPT 7303-13

U SS JOSEPH K. TAUSSIc DE-1030FLEET POST OFFICENEW YORK, NEV YORK 09501

711.7NAVY RECLXNAL FINANCE CENTERCODE 40E10(2)NORFOLK, VA 23015

1 Oe reby Ctrtofy that 40445452424 evIdt5Ce,1 454TIAble AS of t2t Oat. Of this 2440440542154 oalopatiohs 44114 ntarrea uhaerthe loos .4ehtTote. h the ahoot shoat'. as 40.4.the 1010L of 'Cumtilly( 40033 ADJ. Ohl-OATIONS' .h part I,. TOTAL of Oats huaber 2N

PART I DEFICIENCY ARO CONSIRIRTION OM (CURRENT YEAR ONLY) ONLY SHIP FORCES PILL IN ROCKS 13 TNR1J

I I V5,4 6(3101. I IC.. opt

- r%: vi wt., rtr-raWATharZr.,(1-ct.t I'M *rt.

11. co ....wor57018

1 MOhlw thDINGSEPT 1972

Vwo..tao602C

IM

55.TTAtfs, 011515 (416

LCDR. C. F. KEANE, U°N

4 2 2SCAl Vt.

1973

10 11(1511 *5505(025.21504 COO((If pplite61.)

/Dates

1 OCT 72

AP I 1,N

!ICI.A- t ATLI, T2A,T v l At

OS t,

T.T. A' .f TAL IA'.t5TTA"T A; ch. `.4

40,41441,14P1.(APA(4AE

268.81

to

Of PAIR-PAkIS

AR

Iu,(DNvuvAPLCS. AND

s0010(8

_OTHER

TOTAL

6.823.10 2.643.92 9.7.35.83

PART OMR EWA

oto, T.It I I

vAt,a,A21o%

I is 4 I I'

AE

AR

OTHER

519.15

5,339.43

2,802.85

:

!

0.00

151.18

-15.48

0440 2AT,R10,0

('CLI (AY

v.tv Wt. 1 1_115 O. 19 iS 1sA 24

1Sc) .0%,

I.tO2 A gAICRAI V 5310

.5151 46154

mot As'124 25

519.15

5.490.61

2.787.37

Wit8,661.43 I 135.70 8,797.13

PART I11. laimSmo.TAL LEITER (Ill RECAP - 40112EN KINN ONLY)

007/3,,.

i 008/3 , 009/3TOTit.

.:-.

648.78 1,284.15 I 560.73 2,493.66

'A. A t vi A. 41.'1 I $25.000.00

.5; T A 2 T,11.4`. f If fp.1 26 SEPT 72

*1 s A 121,5414, T 4,4' 2.44,I 26 SEPT 72

Figure 8-11.Budget/OPTAR Report.

154

169

123.70


Balancing theBudget/OPTAR.Report

The Budget/OPTAR Report is balanced bysubtracting the "TOTAL" amount of block 24from the "OPTAR Grant FYTD" amount inblock 31 of the report. The result obtainedshould equal the Balance column total of theRequisition/OPTAR Log.

Prior Fiscal YearBudget/OPTAR.Reports

Except for special circumstances ,:ited inFinancial Management of Resources (OperatingForces), NAVSO P-3013, the Budget/OPTARReport is submitted each month' for the 12month period of the current fiscal year and forsix months thereafter. For example, for fiscal1973 OPTARS, the report is submitted monthlyfrom July 1972 through December 1973. TheDecember report is marked "FINAL". Following submission of the December 1973 report,the only time a report is required is to reportsubmission of confirmed supply system cancella-tions.

The preparation of the Budget/OPTAR reportfor prior fiscal years is the same as for thecurrent fiscal year, except for Part I (Deficiencyand Consumption Data) which is reported forthe current fiscal year only.

Message Reports

When it is anticipated that air mail will notdeliver the Budget/OPTAR Report to the fleetaccounting office by the close of business of thefifth day of the month, a message report issubmitted. The message report includes currentand prio. year OPTAR reports, medical anddental open operating budget data, and anyother data required by higher authority. Eat.11OPTAR, open operating budget, and otherspecific categories of information are reported inseparate paragraphs of the message.

The tnessar report is prepared on the firstworking day tollowLig the end of the month.The type commander and fleet commander (ifmedical/dental data is reported) are INFO ad-dees on the message report. Figure 8-12 is asample message Budget/OPTAR Report. It

155

should be noted that submission of a messagereport does not relieve your command of theresponsibility of submitting a formal Budget /OP-TAR report.

NSA RETURNS AFLOAT

Navy Stock Account (NSA) returns afloat arerendered by ships carrying NSA load list ma-terial. Load list material as used in this presenta-tion means, "material carried primarily for issueto other ships or to support the ship's onboardindustrial repair facility."

Certain ships are authorized to carry NSAload list material. These ships are designated asfleet issue ships, tenders, or repair ships. Thetype of ship involved determines the class thematerial is carried in and the type of returns orreports required.

NAVY STOCK ACCOUNTCLASS 224

AF's, AO's, AOR's, AE's and AOE's aredesignated as fleet issue ships authorized tocarry NSA load list material, special accountingclass 224. Figure 8-13 shows the type ofmaterial normally carried by these ships. Itshould be noted that fleet and force comman-ders may augment or modify the loads carriedby fleet issue ships to provide for local opera-tional requirements.

Navy Stock AccountClass 224, Accounting

The supporting Naval Supply Center, Norfolkor Oakland, maintains separate Financial Inven-tory Ledgers (NavCompt Form 2153) on NSAspecial accounting class 224 material by cog-nizance symbol for each fleet issue ship sup-ported. Fleet issue ships are not required torender financial returns. However, these shipsstill must render a receipt and expenditurereport to the supporting NSC and a supplyeffectiveness report to various offices and com-mands.

RECEIPT AND EXPENDITURE REPORT.After posting to the ship's stock records, in-

161

STOREKEEPER 1 & C

UNCLASSIFIED

R R

USS JOS K. TAUSSIG

NAVREGFINCIE NORFOLK

INFO: CINCLANTFLTCOMCRUDESIANT

MOLLS arro/Arr330

BUDGET OPTAR REPORT

le SEPTMER/154030/6020.570111/FX 73/BLOCK 22ECHO: FIVE ONE NINE PT ONE FIVEROMEO: FIVE THOU THREE THREE NINE PT FOUR THREEOTHERS TWO THOU EIGHT ZERO TWO PT EIGHT FIVEBLOCK 22 TOTAL: EIGHT THOU SIX SIX ONE PT FOUR THREE

2. SEPTElea/V541$30/6020-5701E/FT-72/BLOCK 22ECHO. TWO THOU ZERO ZERO ONE PT FOUR THREEROMEOs FOUR NINE THOU NINE EIGHT NINE PT ONE NINEOTHERS TWO SIX THOU Six TWO Uns FT SEVan TWOIMOCE 22 TOTALS SEVEN EIGHT THOU SIX ONE TWO PT THREE POUR

3. ICAL-DENTAL/754030/602A400611Wn 73:OPT= TOTAL: SIX EIGHT FIVE PT FOUR NINE

4. TIMM INTOsEQUIPAGE DRIs TWO THOU FIVE EIGHT FIVE PT ZENO ZEROCONSUMPTIONs ECHO: TWO SIX EIGHT PT EIGHT ONE

HMOs SIX THOU EIGHT TWO THREE PT ONE ZEROOTHERS TWO THOU SIX PURIM= PT NINE TWO

DIFFERENCES. ECHO: ZERO PT ZERO ZEROROMEO' ONE FIVE ONE PT ONE EIGHTOTHER: MINUS ONE FIVE PT FOUR EIGHTBLOCK 23 TOTAL: ONE THREE FIVE PT SEVEN ZERO

OPTAR GRANT ITTDs TWO FIVE THOU ZERO ZERO ZERO PT ZERO ZERO

SXC SISTI.,

LCDR G. F. KEANE, COMMANDING OFFICER

UNCLASSIFIED

10.126Figure 8- 12. Message Budget/OPTAR Report.


SHIP TYPE MATERIAL NORMALLY CARRIED

AFS-- COMBAT STORES SHIPS

AF - STORES SHIP

Equipage, repair parts,consumables, clothing,ship's store material andsubsistence items.

Subsistence items and fast-moving bulk items in commonuse by fleet units.

AE - AMMUNITION SHIP Expendable ordnance material.

AOE - FAST COMBAT SUPPORTSHIP

AOR/AO - REPLENISHMENTOILER/OILER

Bulk petroleum products,expendable ordnance material

bottled gases, subsistenceitems, and fast-movingcommon use items.

Bulk petroleum products,bottled gases, and fastmoving common use items.

Figure 8-13.Fleet issue ships and material carried by them.

voices or EAM cards covering issues and expend-itures made by fleet issue ships are forwardedweekly by letter of transmittal to the supportingnaval supply center for posting to NavComptForm 2153 and for charging the appropriateallotments financing the ships to which issueswere made. Summarization of invoices, whenappropriate, is performed by the supportingcenter. Figure 8-14 illustrates a Receipt andExpenditure Report.

SUPPLY EFFECTIVENESS REPORT.TheShip's Supply effectiveness Report (Mobile Lo-gistic Support Force) (NAVSUP Form 1038) is aperformance report based on demands andsupply availability during the reporting period.

The NAVSUP Form 1038 is prepared by fleetissue ships, repair ships and tenders and sub-mitted in accordance with current type com-mander directives, normally, on a monthly basis.

The Supply Effectiveness Report is designedto provide information reflecting the ship'scurrent effectiveness in furnishing supply sup-port to afloat units within the reporting ship'sdesignated supply support responsibilities. This

157

10.127

information is helpful to higher echelons ofsupply management, as well as the ship's supplydepartment, in analyzing and improving supplysupport effectiveness.

NAVY STOCK ACCOUNTCLASS 207

Navy Stock Account Class 207 ships aretenders, repair ships, and combat stores shipswhose primary mission has to do with industrialsupport of combat and other auxiliary vessels,and supply support of fleet units.

Accounting Class 207 is the division of theNavy Stock Fund used to finance the inventoriesof Navy Stock Account material carried by class207 ships in support of their mission.

One point before moving on with this discus-sion.the illustrations used in this section onclass 207 acce'.... are the manual type ledgersin order to give you a clear example of entries.Class 207 ships all operate under automatedsupply procedures and these ledgers are actuallyin the form of computer printouts. The informa-

163

STOREKEEPER 1 & C

21 November 1972

From: Commanding Officer, USS PISCES (AKS-7)To: Commanding Officer, Naval Supply Center, Oakland, Calif.

Subj: Receipt and expenditure documents covering special accounting class 224 material;forwarding of

Ref: (a) NAVSUP P485. par 4450 and 4451

End: (1) Receipt documents on material received since last letter(2) Expenditure documents on material issued since last letter

1, In accordance with reference (a) enclosures are forwarded herewith.

2. The number of receipt and expenditure documents by cognizance symbol covered by thisreport are as follows:

COGNIZANCE NO. EXPENDITURE NO. RECEIPTOTHERSYMBOL DOCUMENTS DOCUMENTS

90 10 1

9G 150 15 2 straysIH 110 5

9L 10 1

9M 200 50 5 surveys

IN 0

9N 5

1Q 10

9U 10

1W 5 1

9W 40 10

IA 40 11

9Z 35 5

9A 6 2

9C 2 1

9Y 3 0

6 0

ihtfrut41C. W. THOMAS

By direction

10.128Figure 8.14.NSA Class 224, Receipt and Expenditure Lport.

158

164


tion on the printout used aboard ships is arrivedat in the same manner as the manual form.

The supply department on a class 207 shiphas a kind of split personality. It performs as asmall NSC on one hand and on the other like acustomer, or "end-user" ship. The supply officerhas two "pots" of money to use in meeting theship's material needs. His storeroom stock ispaid for by the Navy Stock Fund, not his typecommander's operating budget (OPTAR). Histype commander's OPTAR is used to obtainmaterial and supplies for his ship's own use fromvarious sources, including the storeroom stockpaid for by the Navy Stock Fund.

The supply officer on a 207 ship must keepfinancial records on his type commander's OP-TAR in the same manner as any other ship. Inaddition, he must also keep financial records onhis Navy Stock Fund inventory so he canaccount for it to NAVSUP and the fleet ac-counting office. Two documents are used torecord transactions pertaining to these two"pots".

Master OPTAR Ledger

The Master OPTAR Ledger is used to recordthe amount authorized, obligations, expendi-

tures, difference, and balance of supplies andequipage (S&E) funds. Figure 8-15 is an exampleof the master OPTAR ledger. Notice that the$10.00 for supplies is deducted from the OP-TAR balance just as it will be from the FinancialInventory Control Ledger balance in figure 8-16.When NSA material passes into the hands of an"end-user" his end use S&E funds (OPTAR)must pay the NSF for that material.

Financial InventoryControl Ledger

The Financial Inventory Control Ledger(FICL) is a financial record which accumulatesfinancial data on the NSA inventory. "End use"ships (DD, SS etc.) keep only stock records oninventory and would have to extend them todetermine the value of their inventory. Inautomated NSF class 207 ship's the FICL ismaintained on a magnetic computer tape calledthe Financial Master File.

A separate Financial Inventory Control Led-ger page would be kept for each cognizance

mbol and a master page would be kept toshow the total inventory value. Referring tofigure 8-16 you will see a two digit alpha-nu-meric column code near the top of each page of

AUTH.OBLIGATIONS

0

EXPENDITURES

E R 0DIFF. BALANCE

1500

1490

10.87Figure 8.15.Master OPTAR Ledger.

159

105

STOREKEEPER 1 & C

OPENINV

HI

7500

9G FINANCIAL INVENTORY CONTROL LEDGER

RECEIPTS ADJUSTMENTSAl A3 A5 F2 B2 B4

!000

"FIR CODES"

04 E4

9G

TOTALISSUES

.11

1000

TRANSFER

P2 K3

ADJUSTMENTS

K5 M4 M6 N4

CLOSEINV

RI TOTAL.

7490

Figure 8-16.Financial Inventory Control Ledger (FICL).

the FICL. These Financial Inventory Report(FIR) Codes are assigned to these columns tofacilitate recapping different categories of re-ceipts and charges.

RECEIPT DOCUMENTS.Although differentforms of receipt documents are used, they allaccomplish the same basic purpose. That is. theytell what material and what quantity was re-ceived, where the material came from, and howmuch is being charged.

When NSA material is received, the receiptdocument is used to record the money value ofthe material to the receipt side of the FICL onthe page for that cognizance symbol, and also onthe mask r page. In practice, receipts are batchposted iv the computer.

Receipts are batched into different typesbased on the receipt document. If the receiptdocument is a 1348 -I we look at the "RIFROM", for example:

160

166

RECEIPTDOCUMENT

10.86

TYPEOFRE-

RI FROM FIR CODE CEIPT

DD1155 N/A

DD1348-1 NOI

DD1348-1 GSO

DD1348-1 NDZ

Al Receiptfrompurchase

A3 DOD orDSA re-ceipt

A5 GSA re-ceipt

F2 0S0 re-ceipt

The appropriate FIR code is assigned based onRI FROM and type of receipt document. Inpractice, the FIR code is assigned by thecomputer.


POSTING RECEIPTS.Receipts are postedto the FICL under the applicable FIR code.Figure 8-17 illustrates this and shows the effectof the transaction on the FICL. The mechanicsof how the posting gets done (by hand, account-ing machine or computer) varies and is notimportant here. What is important is the effecton the FICL.

FROM PURCHASE

51000

H1155

9G

FROM DOD /DSA

S10.000

_r9G

1348-1

S500

ISSUE TRANSACTION.Issues on class 207ships are different from transfers in that an issueto an end user results in material being extractedor lost to the NSA and not just transferredaround within NSA. Material issued from theNSA.is normally consumed or put in stock in an"end-use" ship. The end user's OPTAR funds arecharged for the value of the material he receives

FROM GSA

9Q

1348.1

FROM 050$7000

1H

1348.1

9G FINANCIAL INVENTORY CONTROL LEDGER 9G

11:54!HI ' Al

i000

RECEIPTS

A317-0- F2

10.0

90

I ADJUSTMENTS

182 B4 04 E4 TOTALISSUES TRANSFER ADJUSTMENTS CLOS E

INV

JI P2 K3 KS M4 M6 N4 RITOTAL

26.000 26.000 26,000

FINANCIAL INVENTORY CONTROL LEDGER 9QOPEN IINV

HI

RECEIPTS

SOO

AI A3 AS I F2

500

ADJUSTMENTS

B2 84 I 04 E4TOTAL

ISSUES TRIERI I P2

8500

ADJUSTMENTS

1

K3 KS M4 M6

CLOSEINV

N4 RITOTAL

8500 8500

1H FINANCIAL INVENTORY CONTROL LE GER 1HOPENINV

HI

25.000

RECEIPTS I ADJUSTMENTSTOTAL

Al A3 i AS I F2 1 82 B4 04 E4

1 i7000 ; 32.000

ISSUES

I I

TRANSFER ADJUSTMENTS CLOSEINV

P2 K3 ICS I MI M6 N4 RITOTAL

32.000 32,000

MASTER FINANCIAL INVENTORY CONTROL LEDGER MASTEROPENINVHI

RECEIPTS ADJUSTMENTSAl A3 AS F2 B2 B4 DI E4

TOTALISSUES TRANSFER

P2ADJUSTMENTS

K3 KS hi4 M6 N4

CLOSEINV

RITOTAL

43!000 1000 10.000 500 7000 66,500

Figure 8-17.Posting NSA receipts.

161

167

66,500 66.500

10.86

STOREKEEPER 1 & C

from the NSA and in this way, the NSF isreimbursed. When NSA material is issued, therequisition is used to record the money value ofthe issue to the expenditure side of the FM!, onthe page for that cognizance symbol and also onthe master page. The most common type ofissue is the issue "to use". Figure 8-18 is anexample of issues being posted to the FICL.

By studying figure 8-18 you can see the effectof an issue from stock on the FICL. But whathappens when material is NIS or NC and arequisition from the end user department has togo ashore?

You might think that the requisition wouldbear the end use fund code because the materialwill not be taken physically into class 207 stock.but turned over to the end user immediatelyupon receipt. This is not the way it works. DTOrequisitions for NSA material from a class 207

r--

ship cite NSA fund codes. In spite of that, werecord an obligation against the end user'sOPTAR funds. Before you try to understandwhy, let's see how the FICL is affecteu,

When the requisition is sent ashore, theFICL is not immediately affected.

Receipt of the material starts the processthat is illustrated in figure 8-19.

In your study of figure 8-19 notice that thereceipt offsets the expenditure so that theek idg inventory is unchanged. This is common-ly called a "wash-through" entry because themater.ai was never physically received intostock.

On the other hand, notice that the "Issues"column is now $250 more than before the

S9000

MASTER FINANCIAL INVENTORY CONTROL LEDGER MASTERv. OPEN

I N V RECEIPTS ADJUSTMENTS ISSUES TRANSFER ADJUSTMENTSTOTAL TOTAL

A3 AS F2 82 84 D4 E4 P2 K3 K5 M4 M6

59,000 59.000

Individual cog pages are not illustrated

Figure 8-18.NSA Stock Issue Transaction.

162

165,

I10.86


NO2 250

1348 -I

1-Post the receipt

$250

INTERNAL OPTAROBLIGATION

4-Post the expenditure

2Locate the obligation

3Insure tne price iscorrect

ti

H1

RECEIP ADJUSTMENTS

EDGER MASTER

ADJUSTMENTS CLOSEIN V TOTAL

59,000

250 50.250

50,000 59,000

50,000 50,250


Figure 8-19.NSA NIS/NC Receipt Transaction.

transaction. The value of the DTO receipt isposted to the "Issues" column for the followingreason:

While NSA class 207 inventories are fundedby an open budget there is a very real limit tothe amount of NSF money that is available. Thismoney has to be allocated efficiently by Navymanagers to the stock points and the ships.There is never enough money, and if too much isin one place it means too little is somewhereelse.

In determining how much NSF money can beallocated to ships, the managers base theirdecision largely on the ships' issues, i.e., "sales",because issues are an indication of the degree ofbusiness or support the ships provide.

If only issues from stock were recorded asissues, the managers would not get a true pictureof how large the ship's requirements for NSF

163

169

10.86

money are, because even with the best load list,the ship will never be 100 percent effective(meet every requirement for material from stockon hand). To make up for inadequacies in loadlists and COSAL's (which cause NCs) and in thesupply system's support (which cause NISs) thevalue of receipts of NIS/NC material on DTOrequisitions is "washed through" the FICL bysimultaneous receipt and expenditure. Thus, fordetermining the amount of issues it appears asthough the material had been issued from stock.This is the reason that DTO requisitions for NSAmaterial bear NSF fund codes even thoughOPTAR funds are obligated in anticipation ofthe eventual receipt and charge to OPTARfunds.

TRANSFERS TO OTHER SUPPLY OF-FICERS.When "ready for issue" (RFI) NSAmaterial is transferred to another supply officer

STOREKEEPER 1 & C

who is accountable for an inventory in the NavyStock Account, the transaction is a "transfer toother supply officer (OSO)" instead of an issue.The value of the material in NSA is unchangedsince material is not lust tc the account but onlychanges physical location within the NSA.

OSO transfers occur when another NSF class207 or 224 ship needs the material, and morecommonly, when RFI material becomes excessthrough changes in load lists and is turned in toa nearby stock point. Turn-in of "not ready forissue" (NRFI) material is not posted to the OSOtransfer column of the F1CL since the FICLrepresents only RFI material inventories. Figure8-20 is an example of posting OSO transfers tothe FICL.

NSA ADJUSTMENTS.In order to accountfor an inventory worth SI-3 million, and to copewith the management changes that take place,several types of adjusting entries are required.

For example, when material is missing fromstorerooms or issued with loss of the issuedocument, the result is loss by inventory. Inorder to make the FICL agree with the actualstock status, adjusting entries are made. Separatecolumns are provided for different types ofadjustments. Figure 8-21 is an example of NSAadjustment codes and how they affect the FICL.

OPTAR Report

The foregoing discussion deals with require-ments for recording the effect of transactions oncertain records. One of the main purposes of thisaccounting, other than for local inventory andfiscal management, is to provide data for reportsto the type commander and the NRFC.

OPTAR funds include funds for repair ofother vessels, (ROV) on tenders and repair ships,and for own ship's use (OSU). In addition, ROV

1348-1

S290

OPENINV RECEIPTS

H1 Al A3 AS F2

FINANCIAL INVENTORY CONTROL LEDGERADJUSTMENTS ISSUES TRANSFER

TOTALB2 94 D4 E4 J1 P2 K3

ADJUSTMENTS

KS M4 M6 N4

CLOSEINV

R1TOTAL

75.000 ;5,000

Individual ccg pages are not Illustrated

200 74.800 75.000

Figure 8-20.NSA transfers to other supply officers.

164

10.86


.:::::.:1::;;N:::Kti:Ns,....N::;;*.::::::;::xsv;%,;K;:i*.::::::::::se.:;e:::::;;*:otoi::::::9::::.4A>t;:::i.tM: :::::k1:;ge::::15:.:30A4:::;x::is:::1:Zre::::::'..::::...1;

...:.

..-., MASTER FINANCIAL INVENTORY CONTROL LEDGER MASTER

....;,.

3k °,N V" EN RECEIPTS ADJUSTMENTS ISSUES TRANSFER ADJUSTMENTS C IN VLOSE

TOTAL:::::

....

....

igiall1= AS F2 III 64 D4 E4TOTAL

J1 P2 1211111211!11121121,...

7 500

7500

7400 200

7600 300 300

7600 400

8000

7500 600

8100

7400 800 (CR)

8200

7500

7400

7600

7600

8000

7500

8100

7400

8200

7300


Loss by inventoryGain by inventoryCog transferCapitalizationDecapitalizationPrice changes (gains)Price changes (decreases)MISSurvey of stock

5100 FIR code M45200 FIR code 04S300 FIR codes B2, K3(i.e., 1H to 9C cog)S400 FIR code B4 (i.e., 2A to IA cog)5500 FIR code KS (ie., IN to 2t cog)S600 FIR code E4S700 FIR code N45800 FIR code 11 (credit)S900 FIR code M6

Figure 8-21.NSA Adjustments Transactions.

is divided into ROV direct and ROV indirect oroverhead.

Monthly, cla: 07 ships submit the Budget/OPTAR Report 01AVCOMPT Form 2157) tothe NRFC and the type commander. Generally,this report is no different from the reportrendered by non-stock funded ships. However.in performing OPTAR accounting aboard class207 ships, the following points must be kept inmind:

Unfilled orders or obligations are repre-sented by DTO requisitions with special ac-counting class 207 fund codes and are posted toOPTAR records, but not the FICL, because theyhave no effect on inventory or issues until thematerial is received.

165

10.86

Unfilled orders with NSF class 207 fundcodes are NOT transmitted to NRFC.

Issues from stock and NSA DTO receiptsrepresent expenditures. Issues are posted underFIR code J1. WO receipts are posted under theappropriate receipt FIR code AND under FIRcode J1. Both result in changes to OPTARfunds.

OPTAR obligations become expendituresupon receipt of the material and should notexist simultaneously for the same requisitionunless a partial issue is involved. In other words,the obligations are discontinued when material isreceived and the transaction becomes an expend-iture.

171

STOREKEEPER I & C

Because NSA is a material account, servicessuch as rental or laundry service cannot be"washed through." These obligations and ex-penditures are included in gross adjusted obliga-tions in the NAVCOMPT Form 2157 and in theOPTAR, but, because the supporting requisitionbears an "end use" fund code, billing by theissuing activity is direct to end use (typecommander's funds) and the tender's class 207account is by-passed. Unfilled orders for thesetransactions are transmitted monthly to NRFC.

NSA Stores Returns

While the actual preparation of NSA class 207stores returns is accomplished by the computer,

and is beyond the scope of this manual, thefollowing is presented to give you an idea ofwhat is required.

Monthly, a special accounting class 207 shipsubmits a Financial Inventory Report (FIR) tothe NRFC, Norfolk or San Diego. Basically, it isa report to the NRFC of the opening inventory,receipts, expenditures, and the closing inven-tory. The figures for receipts and expendituresare substantiated by vouchers, magnetic tape,EAM cards, and machine listings.

The basic FIR document is a computer listing,which is a machine generated recap by cogni-zance symbol of the opening inventory, receipts,expenditures, and closing inventory. Figure 8-22is an example of a FIR report with supportingdocuments.

166

1.7 Aif,


SUPPORTING DOCUMENTS (mochanivrd)OCTOBER 196196 .FIR

TOTAL - ALL COGS FROM PREVIOUS CLOSING INVENTORY 1

H1 OPEN INV RECEIPTS EXPENDS CLOSE INV

H1 $1,576,359

Al 4134

A3 12687

A5 7599

F2 15884

B2 789

B4 1445

D4 343

E4 158

11 189.39

P2 700

K3 234 'K5 1039

M4 148

M6 275

N4 1387

RI $1,596,675

207A

ROV A SUMMARY

ROV B SUMMARY

{NSA EXPENDITURESLIST

OSO TRANSFER

Figure 8-22.FIR Report.

167

173

DD1149

B2, B4, D4, E4,K3, K5, M4, M6,

N4

I

I

10.88

CHAPTER 9

STOWAGE AFLOAT AND ASHORE

In order for your stores to be useful to yourship i, is essential for them to be stowed in sucha way, that both protects the stores fromdeterioration and at the same time protects theship from any dangers presented by having thestores on board. In this chapter we will discusssome of the procedures to be followed whenstoring and handling stores both aboard ship andin warehouses. Safety procedures for materialshandling were discussed in Storekeeper 3&2 andshould be reviewed in conjunction with thischapter.

DEFINITIONS

Some terms used in stowage should be de-fined before we go any further.

WAREHOUSING is the scientific and eco-nomical receipt,, storage, and issue of materialsfor safek,eping and rapid availability. This termrefers to the detailed application of the princi-ples of space layout and location of materials, orassignment of a particular item to a specificstorage area at a terminal supply point.

STORAGE, in its customary meaning, impliesthe care and protection of material lying idle ina warehouse. Navy terminology applies "stor-age" to material moving through any one of anumber of vital stages in its journey from thefactory to the shipping terminal. Generallyspeaking, storage is the assembly of materialfrom various sources to be held and protecteduntil needed.

STOWAGE, in Navy usage, refers to themethod of storing or loading the different typesof cargoes into the hold of a ship.

MEASUREMENT TONUsually 40 cubicfeet. This is also called a ship ton.

MEASUREMENT CARGOA term used todescribe cargo which measures more than 40cubic feet per ton.

DEADWEIGHT CARGOA term used todescribe cargo which measures less than 40 cubicfeet per ton.

STOWAGE FACTORA term applied to car-go indicating the number of cubic feet of spaceoccupied by one long ton of a commoditypacked for shipment. It is arrived at by dividingthe volume of cubic feet by the weight of cargo

V.in long tons (2240 lbs), i.e. SF =W

Knowing the stowage factor of a commodityand the available cubic feet of stowage, the totalweight to fill this volume can be determined. Asan example, a light tank of 12.73 tons weightthat occupies a volume of 942 cubic feet wouldhave a stowage factor of:

942SF:

12 7373.9 or 74.

.

In pract'ce, EXTENSIVE TABULATIONS areavailable indicating the stowage factor for al-most any conceivable commodity or a repre-sentative group.

STOWAGE AFLOAT

Stowage of material afloat requires a knowl-edge of the factors to be considered in deter-mining the stowage location best suited to thestores, the precautions to be taken to ensure thesafety of both the stores and the ship, andaccessibility of the stores.

SHELF LIFE

Shelf life codes are assigned to all items in thesupply system with an FSN. The purpose ofshelf life codes is to provide a system for

168

194

Chapter 9STOWAGE AFLOAT AND ASHORE

identifying those items in the supply system thatwill deteriorate if not used by a specific date.The loss of these items because of expiration ofshelf life results in large financial losses through-out the supply system. Effective control of shelflife material primarily depends on the efforts ofthe storeroom Storekeeper.

Each shelf life item is identified by FSN inList of Items Requiring Special Handling(LIRSH) NAVSUP P-4105 and a shelf life .codeand shelf life action code assigned. Additionally,shelf life codes are shown in the NMDL with theitem FSN. The shelf life code is a singlecharacter alpha or numeric code that indicatesthe item's storage time period. The shelf lifeaction code is a two digit alpha/alpha or alpha/numeric code that specifies the action to betaken when the item reaches the end of itsstorage life.

Shelf life items fall into two categories.Type I items have a nonextendable shelf life.

When the shelf 'ife is reached, these itemsusually must be destroyed. The exception is formaterial that can safely be used for a secondarypurpose that does not require the item to be in aready for issue condition,

Type II items are those with an extendableshelf life. When shelf life for these items isreached, the item is restored (when within theship's capability) in accordance with the shelflife action code and the inventory manager'sinstructions. If a type II item cannot be restoredby your ship, it is turned in to the nearest shoreactivity.

To help in controlling shelf life items, eachNAVSUP 1114 and NAVSUP 1075 (if main-tained) is annotated with the shelf life code ofthe item and the shelf life action code.Additionally, shelf life items received from ashore supply activity or direct from the contrac-tor are identified as shelf life items on thepackage as shown in figure 9-1_

Items in stock that do not have a date fromwhich shelf life can be determined (with anextended cost of S50 or more' re reported byspeedletter to the cognizant it ntory managervia your type commander, 1k a request fordisposition instructions. Exact .ormation re-

169

175

TYPE I SHELF LIFE ITEMDATE (MANUFACTURE /CURE/ASSEMBLY)EXPIRATION DATE

OR

TYPE It SHELF LIFE ITEMDATE (MANUFACTURE /CURE/ASSEMBLY)

INSPECTION/TEST DATEEXTENDED EXPIRATION TEST DATE

10.129Figure 9-1.Method used to identify shelf

life items.

quired by the inventory manager is contained inNAVSUP P-485 para 4711.3B.

Excess shelf life items and shelf life itemswhich your ship cannot use or restore prior tothe expiration of shelf life are turned in. Whenturning shelf life items in, the newest stockrather than the oldest is always turned in firstunless some extenuating circumstance, such as adeployment schedule, make it impracticable. Toillustrate, assume you have an item with an on-board quantity of 10. Of these 10 items 6 have ashelf life expiration date of 30 Sep 74, 3 have anexpiration date of 31 Oct 74 and 1 has anexpiration date of 15 Nov 74. Your ship is inoverhaul and you do not expect to use morethan 3 of these items before their respectiveexpiration dates. You would turn in all the itemswith expiration dates of 31 Oct and 15 Nov plus3 of the items with an expiration date of 30 Sep.

Type I shelf life items are not turned in tosupply activities in the United States, includingHawaii, if the extended cost is $50 or less or theremaining storage life is 3 months or less. Type Imaterial is not turned in overseas or in Alaska ifthe extended cost is $100 or less or theremaining storage life is 6 months or less.

All shelf life items should be stored in spacesthat cause the least deterioration of the material.When inspected at receipt, you should ensurethat the item is packaged and preserved ade-quately to protect it.

STOREKEEPER I & C

Shelf life items must be inspected in thestoreroom often as necessary for conditionand expiration dates.

Subsistence Items andShip's Store Stock

Subsistence items and ship's store stock havethe same shelf life problems as do general stores,only more pronounced. Overall, food items andship's store stock deteriorate faster than generalstores. Many of the same precautions that aretaken to protect general stores apply to subsist-ence and ship's store stock.

Shelf life for food items can be found inNAVSUP P-486.

The two most important factors to be con-sidered in storing food items arc temperatureand humidity. Obviously, frozen items shouldnot be left in areas that will allow thawing. Allfrozen subsistence items are to be stored attemperatures not to exceed 0°F. For chilleditems the storage temperature is generally be-tween 32°-35°F.

Semiperishable items (items that do not re-quire refrigeration) should normally be stored incool, dry spaces. High temperatures and humidi-ty encourage bacteria aid mold grou th, andinsect infestation. Unpleasant odors and swellingof cans are two signs of deterioration of stock.

Shelf life for subsistence starts with the dateof packing and not the date of receipt.

Ship's store items do not enjoy the shelf lifemanagement tool. One reason for this is thatwhile many ships will have the same type ofitem, the brand itself may be different and havedifferent properties which could have an effecton the shelf life of the item.

As with subsistence, high temperature andhumidity are factors which accelerate deteriora-tion of ship's store stock. Some items thatrequire particular attention when storing themare:

Candies and chocolate items are very per-ishable/rapid deteriorators in high temperaturesand should not .be stored in temperatures ex-ceeding 60°F with a humidity not to exceed 75degrees.

Cookies and crackers should be stored inareas of low humidity to prevent them frombecoming stale and musty,

Batteries deteriorate rapidly if stored inhigh humidity areas. Store in a cool dry spot.

170

176

Fountain supplies are generally susceptibleto the same can deterioration described forsubsistence items.

Film and photographic paper are stov..d incool, dry areas. Additionally, film items normally have a processing expiration date.

HAZARDOUS ITEMS

Certain items have inherent properties whichmake them hazardous to personnel, the ship, orboth, Most of these materials can be stowedsafely if the proper care is taken.

The Consolidated Hazardous Item List(CHIL), NAVSUP P-4500, is the principal iden-tifying source for Navy units, of items withhazardous characteristics, Excluded from theCHIL are items covered by other specific in-structions or regulations. Examples of suchitems are:

Ammunition, explosives, and warfarechemicals

Bulk fuels and oils

Drugs and chemicals used or dispensed bymedical department pharmacies

Reagents and chemicals used by clinicaland chemical laboratctries.

Briefly stated, the CHIL provides the haz-ardous description for designated items plus adefinition of the types of hazards. Additionally,the CHIL shows stowage classification codes forboth shipboard storage (a two digit code) andshore storage (a single digit code). The CHIL iscomposed of three sections:

FIIN sequence

Nomenclature sequence

In ship storage sequence by FUN number.

Hazardous items are identified by MilitaryStandard Symbols (MIL-STD). These symbolsare designed for stowage and material handlingoperations only. The three types of labels usedare Hazardous Radioactive Materials (figure 9-2),Hazardous Magnetic Material (figure 9-3), and


RADIOACTIVE MATERIAL

CONTROLLED DISPOSAL IVQUIRED

Radloisotope(s)

Quantity

(Microcurtes. Millicuries. or Curies)

Date determined

(Month. Year)

If found, return to nearest Miliving activity.

TYPE I MARKING

RADIOACTIVE MATERIAL

CONTROLLED DISPOSAL REQUIRED

CONTROLLED AY LICENSE

Radioisotope(s)

Quantity

(Microcurtes, Millicurles. or Curies)

Date determined

(Month. Year)

If found, return to nearest Military activity.

STANDARD LABELTYPE II MARKING

CAUTION: RADIOACTIVE MATERIALS

RADIOISOTOPE (S)ACTIVITY IN MICROCURIESDATE DESIGNATED OR MEASURED

ALTERNATE LABEL40.67(123G)

Figure 9-2.Hazardous radioactive material labels.

Industrial Chemicals/Materials, MIL-STD 1341(figure 9-4). The MIL-STD 1341 symbol (figure9-4) is a four part label. It tells on a scale of 0-4the type of hazard with respect to health,

flammability, and reactivity. The lower fourthpart shows the specific hazard of the item, whenthe specific hazard is not described by any or allof the other three parts.

171

177

STOREKEEPER 1 & C

MAGNETIC EQUIPMENT

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40.67(123G1Figure 0-3.Hazardous magnetic materials label.

Acid

Liquid acid is stored jn a box, chest, or lockerlined in lead or other suitable acid resistantmaterial. The storeroom must be located belowthe full load waterline with the lower bulkheadand deck having a watertight lead lining.

Personnel handling acids must wear protectiveclothing (rubber aprons, gloves etc).

Gases

Compressed gases are stowed on the weatherdeck in a vertical position. Care must be taken

to protect the cylinder valves from accumulationof ice and snow and the cylinders themselvesfrom the direct rays of the sun. The protectivecap for the cylinder valve must be in place whenthe cylinders are not in use.

Flammable Liquids

Liquids with a flashpoint of 200°F or less areconsidered flammable. These liquids currentlyinclude but are not limited to:

Gasoline and other petroleum products

Solvents

Chemicals

Stencil paints, marking and printers inks

Thinners, primers, varnishes, lacquers, liq-uid cements, alcohol, acetone, ether, andnaphtha.

Whenever possible, flammable liquids arestowed in a storeroom below the full load

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172

198

40.67(1233)Figure 9-4.Industrial chemicals/material label

MIL-STD 1341.


waterline of the ship. This storeroom should benear either end of the ship but not next to amagazine. If flammable liquids must be stowedon weather decks because of size (drums forexample) they should be stowed vertically inracks with the bung end up. As with gascylinders, flammable material should be pro-tected from the direct rays of the sun, coveredwith tarpaulins, and so forth.,

Calcium Hypochlorite

Calcium hypochlorite itself is noncumbusti-ble. Rather it is a reactory item; that is, it willcause extreme heat, ignite, or give off a toxiousgas if it comes in contact with various othermaterials such as paint, acids, fabrics, et cetera.Because of this property, calcium hypochloriteis stowed in lockers or bins labeled "HazardousMaterial, Calcium Hypochlorite". Never stowcalcium hypochlorite in bins where the tempera-ture exceeds 100°F, within 5 feet of any heatsource or surface that may exceed 140°F undernormal operating conditions, or next to amagazine. Additionally, the area must not beused for stowage of any other organic material.

Radioactive Items

Several instruments and components, plusvarious electron tubes, coittain radioactive par-ticles. Generally there is little danger frominstruments with radioactive properties unlessthe sealed source is broken. Radioactive tubesstowed in their original cartons, or relativelysmall quantities of unpackaged radioactive tubesmay also present a radiation hazard. Areas usedto stow items with radioactive properties shouldbe marked with a radiation hazard label (figure9-2), and the storeroom monitored when initialor replenishment stocks are stored.

Care must be taken when handling damagedor broken items to prevent radioactive gases orparticles from entering your body through cutson the skin or by ingestion and breathing.Wearing of rubber gloves is usually recommended when handling damaged items. Addi-tionally, your medical department should beconsulted whenever contact is made with dam-aged radioactive items.

AIR CIRCULATION

The temperature in a storeroom containingfresh or frozen provisions should be the same inall parts of the storeroom. If, for example, thetemperature in the back of V'e storeroom werehigher than in the front it would be possible forspoilage to result.

The use of a fan or duct system is helpful inmaintaining good circulation to all parts of thestoreroom. Also, whenever possible, storesshould be stowed in such a way as to allow foradequate air circulation throughout the store-room.

Generally, when the temperature in a store-room is at the recommended level throughoutthe storeroom, the air circulation may be con-sidered adequate.

Thawing and Holding Times

Frozen stores - being moved on deck' fortransfer to another ship should not be removedfrom the freezer any earlier than necessary toallow for smooth transfer. Generally, frozenstores should not be removed from the frozenfoods storeroom more than one hour beforetransfer.

INVENTORY OF TAXFREE TOBACCO PRODUCTS

Each time your ship enters or departs thethree mile limits of the United States, all taxfree tobacco products.must be inventoried.

The in ventory is normally taken by theaccountable officer or his designated officerassistant and recorded on the Tax-Free CigaretteInventory, NAVSUP Form 1234. Neither thecustodian of the space being inventoried nor theoffice records Storekeeper is to be part of their.entory team. However, the custodian of thespace is always present to verify the count of theitems.

Unreconciled differences discovered as a re-sult of the inventory are reported in writing tothe commanding officer. A copy of the letterreport and the inventory form showing thediscrepancy are then made available to anyinspecting officer and to the Internal RevenueService officers.

173

1.79

STOCK ROTATION

STOREKEEPER & C

Most stock, whether general stores, subsist-ence, or ship store stock is received with a dateon the container. This date may be the date ofmanufacture in the case of general stores or theexpiration date of the material, in the. case ofsemi-perishable or perishable items.

When stores of any type are received, theyshould be stored to allow for stock rotation andturnover on a first-in, first-oirt basis. That is, thestock with the earliest date of manufacture orexpiration should be issued first.

Stores that are received without a date ofmanufacture or expiration should be markedwith the date the material is received and issuedin normal rotation with the rest of your stores.

CARGO STOWAGE PLAN

The c; go stowage plan is a completed dia-gram of a vessel's cargo space showing thelocation (both on and below deck) of all cargoloaded. In addition, the cargo stowage planindicates such items as summary of cargo to bedischarged for each port, summary and locationof heavy lifts, capacity and location of ship'sbooms, remarks on special items of cargo such aslocation and quantity of mail, cargo of unusualvalue, et cetera. Figure 9-5, is an example of astandard cargo stowage plan.

Preparation of Plan

The preparation of cargo stowage plans is theresponsibility of Navy loading activities. How-ever, the plans must be checked and approvedby the commanding officer of the ship. Cargostowage plans are not required when cargo isloaded and discharged at commercial terminalsand transported under MSTS shipping contracts,berth term tariff, or berth term reduced rates.

When vessels are scheduled to load at morethan one military terminal prior to arrival at theport of destination for which the cargo isloaded, each loading activity must forward acopy of the cargo stowage plan to the succeed-ing activity scheduled to load cargo. The finalloading activity will then prepare the consoli-dated loading plan.

Content of Plan

174

180

The final cargo stowage plan must include thefollowing information:

Quantity by type, tonnage (LIT and M/T),location, and port of discharge of cargo both onand below deck. Unit. of cargo stowed in thelower holds are shown in profile (side view)while deck and `tween deck cargo is shown inperspective (top view). To indicate location ofcargo for each port of discharge, various colorschemes may be used in preparation of the cargostowage plan. If the use of a color scheme is notpracticable, the location of cargo for each portof discharge may be indicated through crosschecking, shading, or other suitable methods.When all cargo is for one destination, no color,checking, or shading is required.

Recapitulation of total tonnage for eachport of discharge according-to hatch stowage.

Miscellaneous entries (top part of stowageplan), such as summarization of heavy lifts,locations and capacity of booms, vesselcharacteristics,.et cetera.

WAREHOUSING

For this discussion of warehousing, we willtalk only about those things that the Stc.re-keeper normally has some control over, that isthe actual arrangement of the stores. Factors inwarehousing such as design, size, and interiorcharacteristics of the warehouse arc usuallypermanent and cannot be changed withoutextensive alteration.

PLANNING THESTORAGE LAYOUT

Storage space is the basic resource of anysupply department. It is "mportant, therefore,that the utilization of this storage space shouldbe as efficient as possible. This can be obtainedonly by planning of storage space. Some of theseplans are explained below.

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Similarity Storage

The basic principle of similarity storage isthat, as far as possible, like items should bestored together. For example, all items in groupand class 7510 would be stored in the same areaor to take it a step further, all items in group 75.This method of storage has some obvious draw-backs. It does not recognize that some itemsmove faster than others and should beconvenient to the breakout area, and it alsomakes little allowance for the size difference initems within a group. Similarity storage is moreoften used by supply centers and depots wherethe number of warehouses would allow this typeof storage to be used on a practical basis.

Storage by Size

The principle of storage by size is that thestorage or warehouse layout is determined bythe size and bulk of the material beinz Acared. Inaddition to size and bulk, some factors Lo beconsidered are the anticipated stock level for anitem, the frequency or receipt and issue, anddifficulty in moving the item. Storing items bysize does not always permit your fast movingitems to be closest to the issue point.

Popularity Storage

In popularity storage, the items with thehighest turnover rate are stored, as far aspracticable, nearest the receipt and breakotpoint. Figure 9-6 illustrates this method ofstorage. Popularity storage is generally con-sidered the best method of storage since itallows quick access to fast moving stores. Expe-rience and conditions show that a combinationof the various methods of storage will better suityour needs.

Storage Determined ByMaterial Characteristics

The material characteristics of some itemsmake it necessary to erovide special storageareas for them. Two examples of this arehazardous materials, which must be stored in anarea where the material hazard is controlled or

176

eliminated, and pilferable items, which must bestored in buildings or areas where security forthe items can be maintained.

Work Areas

The storage layout of a warehouse shouldcontain provisions for an office and work area.This space should be kept to a minimum and notexceed an area larger than that required tohandle an average work load. The office andwork area should be located as close as possibleto the main access door of the warehouse.

182

AISLES

One of the most important features of goodwarehousing is aisle arrangement. Five types ofaisles are used in Navy warehouses: main aisles,cross aisles, personnel aisles, fire aisles, andservice aisles.

Main Aisles

The main aisles serve as the life line or arteriesof a warehouse. Main aisles generally run thelength of the building and should be kept clearat all times. They are located so that they givedirect access to shipping and receiving platforms,doorways between sections, and in multistorybuildings give access to elevators and conveyors.The width of main aisles is determined by theequipment used. The number of main aisles in asection or on a floor of a multistory buildingdepends on the number of communicating doorsand elevators required to move material in andout of the area. The number of main aisles isalso determined somewhat 131 the size of the lotsand the number of different commodities. In asection where one item fills the entire area, thesection could be stacked to its capacity, leavingonly enough space to "get at" it and permitaccess for fire prevention or firefighting pur-poses.

Cross Aisles

Cress aisles are passageways at right angles tomain aisles. At least two cross aisles are neededin the standard warehouse section. Where possi-


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ble, cross aisles should be laid out so that theywill lead directly to opposing doors of thewarehouse. Most storage operations are carriedon in the cross aisles.

Personnel Aisles

Personnel aisles are those used as pedestrianroutes only. Personnel aisles should be held to aminimum. Too many deprive you of valuablestorage space and at the same time encouragepilferage since they are usually secluded.

Fire Aisles

Fire aisles are necessary in every depot orstorage activity, but should be kept to a mini-mum in number and width, since they wastevaluable storage space. It is seldom necessary tohave fire aisles wider than 24 inches. In many

177

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10.40

cases they can be eliminated by a simple changein the location of firefighting apparatus. Fireaisles must be adjacent to windows that can beused by firemen to gain entrance.

Service Aisles

Service aisles are normally used for onlyspecial commodities of material. They provideaccess to the interiors of stacks for protectiveprocessing, inventory, and inspection.

DIRECTION OF STORAGEI

Use of the fork truck and pallet system makesdirection of storage a significant factor in spaceutilization. Selection of the proper direction ofstorage can be invaluable in providing a varietyof bay sizes without increasing the number ofworking aisles. At the same time, such planning

STOREKEEPER I & C

tends to spread the volume of traffic equallyover all working aisles, relieving congestion. Thisconcept is illustrated by the diagrams in figure9-7 which develops layout in respect to directionof storage for a bay 80' square, a typical bay forlarge-lot storage in a standard warehouse. Using48" x 48" pallets, about 17 pallets can be storedin each direction.

Single Item StoredAisle to Aisle

The simplest but most inflexible dispositionof storage space is storage of a single item aisleto aisle shown by diagram A of figure 9-7. With4 pallet loads stacked in each space, there arelaces for 17 different items, with each rowcontaining 68 pallets, which is the equivalent ofabout 2 carloads of materials. This layout makesno provision for storage of small lot items,which practically every warehouse has.

Back-to-Back Storage

Diagram B of figure 9-7 shows one steptoward increasing the number of rows aad

Figure

,

PART A PART B

t

reducing the depth of each. The area has beenbisected by an imaginary line perpendicular tothe line of storage, and in each row differentitems are placed in opposite directions from thisline. This practice is known as "back-to-back"storage, and is standard for all storage using thefork truck and pallet system. This methodallows faces for 34 items instead of 17 and eachrow is only 40 feet deep, the equivalent of Icarload. Although this layout is an improvementover that shown in diagram A, it still makes noprovision for less-than-carload quantities.

Side-to-Back Storage

Another method of storage which providesfurther flexibility is obtained by placing shortrows of pallets along the sides of a large bay, asshown in diagram C. Stringers for these palletsare perpendicular to the predominant directionof storage. This is called "side-to-back" storage.An imaginary line is drawn, and small lots areplaced from this line out to the aisles. Simply byusing all aisles as faces of stacks, space has beenprovided for small' lots without increasing thenumber of aisles and without sacrificingaccessibility:

Offcenter Dividing Line

Diagram D shows how further variety in rowsizes can be provided. The back-to-back line isset offcenter, providing one very large bay andone of intermediate depth. Such a layout isdesirable only when there is assurance that dsubstantial numl.er of items will be held inquantities of two :arloads or more. The depth ofside-to-back bays varies from one to four palletsto provide a variety of short rows. Pallet racksplaced side-to-back in bays permit fuller spaceutilization.

These diagrams do not present a standardlayout for any one class of materials, but areintended to point out what can be done with afixed space and aisle arrangement to provide themaximum flexibility for storage operations.

PART C PART D - HONEYCOMBING-1:

10.44 Honeycombing refers to the practices ofFigure 9-7.Principles of working aisle arrangements. storing and withdrawing supplies in such a

178

181


manner that resulting empty space is not usablefor the storage of additional supply items.Usually it results from incorrect storage orremoval of material (see fig. 9-8). While honey-combing is not completely avoidable, it can bekept to a minimum by adhering to the followingrules.

Store in short rows. By storing in severalrows rather than one long row, whole rows arecleared and made available for storage of othermaterials as stocks are depleted.

Store from the back. Fill one row com-pletely, storing from the back of the storage areato the aisle, before proceeding to adjacent rows.This seemingly obvious advice is often disre-garded in order to "dress" aisles, leaving unusedspace hidden along the wall or between pallets.When the pallet stack does not exactly equal therow depth, unused space should be left on theaisles.

Store to maximum height. Honeycombingcan be vertical as well as lateral. To avoid loss ofcube, material is stored to a maximum practicalheight considering the floor capacity of thestorage area and the strength of the materials toresist crushing.

Organize a regular rewarehousing program.The use of the pallet system makes reware-

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of stock.

housing a rapid and simple operationwhich can reclaim a great deal of valuable spacethrough consolidation of the material in severalpartially depleted rows into one location, orremoval of such small quantities to small lotareas. In this manner unusable space and honey-combing are reduced.

Store each pallet as compactly as possible.Honeycombing includes void spaces within thearrangement of materials on pallets, which re-sults in space loss. Space loss between stacksmay be due to excessive overhang, resultingfrom poor palletization of the stock item.

Empty one row completely before proceed-ing to adjacent rows. This is the proper methodof withdrawing stock. It eliminates honey-combing. Avoid the situation shown in figure9-8.

MISCELLANEOUSCOMMODITIES

Numerous articles are shipped in bales andconsequently should be stored in the samemanner. Some are baled even and solid; othersare irregular and slack. The size of the bale varieswith the commodity. Be careful not to break thestrapping. One broken strap oh tightly com -pressed bales will put extra strain on the otherstraps and may cause the bale to break open.Firm bales can be palletized and piled as safelyas cases. Slack bales which cannot be palletizedshould be tiered and tied in with dunnage. (Theuse of dunnage was discussed in Storekeeper3(t2.)

Various commodities such as flour and sugarare shipped in burlap bags or waterproof pal 'rcontainers. Nails, bolts, or sharp edges should beeliminated in areas where bagged goods are to bestored. If these hazards cannot be removed, thebags should be protected with dunnage. If a bagis broken, it should be plugged with a piece ofpaper and sewn.

Bags containing perishables or "subject totaint" commodities should be stored on clean,dry dunnage or pallets. Use separating paperwith such commodities. Keep them away fromodorous commoditiestarred rope, for example.

179

185ok.16.,

STOREKEEPER 1 & C

Barrels and drums may contain liquids such asgasoline, oil, or sirup, or solids such as asphalt,hardware, and resin. Rough handling or drop-ping may break in heads or staves. Striking witha hard object such as the bill of a hand truck, orbumping with a fork lift truck or tractor canpuncture drums. A designated space, usually aspecial building, should be set aside for drumsthat contain flammable material.

Barrels and drums may be palletized, butweight should. be evenly distributed. A 4- by6-foot Ward takes six drums. If tiered end up(without the use of pallets), each tier should beseparated by strips of dunnage.

Corrosive, poisonous,/ and flammable liquidsare packed in glass carboys or cans. A separatebuilding or warehouse is usually set aside for thistype of cargo, because it requires special care inhandling. The possibilities of damage or disasterarise when this type of material becomes mixedwith other types.

Lumber is shipped and stored in all sizes andlengths. It is classed as dry or wet. Dry lumbermust be kept dry, but wet lumber may be storedin the open. Hand hooks should not be used onthe ends. When slinging, edges must not begouged with slings, as this may ruin the piecesfor the use for which they were intended.Manpower will be conserved if lumber stacks arefirst built to be handled by a lift or straddletruck. If this is not practical when stacking,build the stack so that it can be taken down by afork truck. Some lumber, because of its smallsize, needs considerable stripping. Laths aregood for this purpose. When the stack is built upto a fork truck load, place blocking so that itacts as stripping, and another load can be builton top.

Because piling is round, it is easily handled byrolling with a peavey or canthook. As the buttsof piles are larger in diameter than the tops, theyshould be staggered when tiered. This maintainsthe same height at each end of the tier. Secure Is/chock the bottom tier to prevent rolling; stripwith 4" by 4" lumber. Nail chocks to thisstripping, the front chock being nailed in placeafter the completion of the tier. Succeeding tiersare built in a like manner.

Some pipe is made of cast iron, which maybreak easily if struck a sharp blow. Other pipemust be protected from rust, which means that

extra care must be taken to protect it frommoisture. Some is coated with an asphalt prepa-ration which becomes soft when exposed toheat, so it must be kept clear of other commodi-ties. Most pipe is too long to store on pallets. Itcan usually be transported by fork trucks orrolling. Long pipe is tiered in the same manneras piling.

UNDERWAY REPLENISHMENT

Underway replenishment is the art andscience of supplying ships at sea with fuel andstores. This maneuver, one of the major achieve-ments of Navy supply and logistics, involvestechniques developed within comparatively re-cent times and which are still undergoing refine-ment. The merits of underway replenishment aresuch that its use has become commonplace, andit is now difficult for supply personnel toconceive of conditions in which it was necessaryfor a ship to return to port to take on neededfuel and supplies.

Th: primary value of underway replenishmentis realized during wartime, since it enables acombat ship to remain at sea for an indefiniteperiod of time. It also has peace-time advantages,as do most maneuvers developed to enhancecombat efficiency. It provides valuable trainingof personnel in the complex procedures ofsupplying several vessels simultaneously whilethey are proceeding at reasonable speed. Thus,in general, underway replenishment serves a dualpurposeprovides ships with materials needed inany event, and trains the crews of dischargingand receiving ships in the procedures essential inwartime in which fuels and stores are transferredat sea.

Senior Storekeepers play important parts inunderway replenishment. They work closelywith other senior petty officers and most of theofficers of the supply department in planningthe replenishment procedures and in supervisingthe work in progress. It is principally with regardto planning that the background and knowledgeof the SKI and SKC are essential; and in thisrespect, the function of the senior petty officerdiffers from that of the lower rated enlisted meninvolved, since the latter seldom participate inplanning and rarely have an opportunity to take

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a broad and comprehensive view of the opera-tion as a whole.

This chapter focuses your attention on theessential elements in planning and executingreplenishment on board a typical ship (anal:craft carrier) when receiving supplies at sea.No effort is made here to provide a completeoutline or to list all the numerous steps indetailed form, since the procedures of receivingstores underway are not standardized to thepoint that an acceptable blueprint can be fur-nished from outside. Rather, in the followingpages, emphasis is placed on the factors whichmust be considered in formulating local plansfor efficient functioning under local conditions.These factors include the coordination of vari-ous departments, the stations to be manned, theamount of stores anticipated, the personnel, andequipment needed, and the special proceduresand safety precautions normally employee dur-ing replenishment operations.

When all necessary factors have been consid-ered and all essential planning has been executedskillfully, the underway replenishment op-eration is a splendid and impressi' e spectaclefeaturing teamwork, speed, and precision. Onthe other hand, when the operation goes wrongbecause of inadequate planning or from othercauses, the situation can become a nightmare ofconfusion in a matter of minutes, and theresulting knots of disorder may require manyhours of hard work to untangle.

In a discussion of underway replenishment,two methods of transfer need to be consideredhighline and vertical. From the standpoint of thereceiving ship, each method presents similarreceiving procedures.

The highline method of stores transfers is theconventional method which was developed andperfected in relatively recent times. In a typicalcase, a large vessel such as a carrier is replenishedfrom one side of the discharging ship; whilefrom the other side, several smaller craft such asdestroyers are simultaneously refueled and re-stocked in one-two-three order. The most recentaddition to the conventional underway replen-ishment system is the Fast Automatic ShuttleTransfer (FAST). This system enables a ship to

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come alongside a stores ship while steaming,effect a faster hookup, and transfer suppliesfrom the delivering ship to the receiving ship at arate of only 90 seconds per load per rig.

The technique of vertical replenishment is thelatest innovation to improve material transfer atsea. During underway replenishment, the heli-copter gives a vertical replenishment capabilityto supply ships which are themselves undergoingradical changes.

The new supply ships, such as the U.S.S.Mars, and some of the older ships are beingoutfitted with helicopter platforms. Operatingfrom this platform, helicopters pick up suppliesand deliver them to nearby ships. Theinstallation a a landing platform on existingsupply ships, however, is costly and often iscomplicated by structures such as guns andother obstructions. A new development whichhas been installed on some of the older ships is"HEAP" (Helicopter Extended Area Platform).

Basically, HEAP is a 4-ton portable structureextending about 26 feet over the starboard sideof the supply ship. Riding on top of thisplatform is a 7-foot square dolly, operated by aself-contained winch, which moves supplies froman inboard position near the cargo hatch to theend of the platform. There it is picked up byhelicopter and deposited on the deck of anearby ship. When not in use, the structure isstowed upright against the kingpost, leaving thedeck clear for working.

Present conventional underway replenishmentmethods for small ships, when compared tovertical replenishment, are slow, tedious, andhazardous. For example, a destroyer in a taskforce screen must leave its station for replenish-ment and travel at reduced speed alongside thesuprily ship. This leaves a gap in the protectivesciZen, increases the chance of ship collision,and compromises the operational effectivenessof the task force. A few loads of suppliesdelivered by helicopter eliminate these hazards.

Evaluations of vertical replenishment havedefinitely established the feasibility of the ideaand the vast potential. It is anticipated thatmany developments will take place in futureyears to perfect further this method of under-way replenishment.

STOREKEEPER 1 & C

TYPES OF STORES ANTICIPATED

The number of stations which must be mannedand used depends to a considerable degreeupon the amount and kind of stores anticipated.A few days before replenishment, the transfer-ring ships notify the recipients as to the natureand amount of stores to be transferred. Thefigures given are in most cases loose approx-imations and can be used as rough estimates forplanning purposes. A safe rule of thumb is toplan for a one-third excess over the tonnageexpected, and planners should assume that atleast some of every category of material is to bereceived. A replenishment plan must be suffi-ciently flexible to insure that its usefulness issnot destroyed by sudden, unexpected changes inquantities and types of stores received. Menmust be on hand to handle all types of materialat once.

Especially important is a knowledge of thequantity and type of dangerous and semisafematerial to be received. Adequate flammablestorage space must exist to accommodate all ofsuch material to be received. Special proceduresshould be set up so that this material can betaken directly from the receiving station to thepaint and flammable liquid storeroom and notallowed to accumulate on deck. An inspectionshould be made of the paint and flammableliquid storerooms, to insure that they are inreadiness to receive the material without anygreat amount of time consumed in rearrange-ment of stock.

Each type of stores is handled in a slightlydifferent manner, and is sent to different storagelocations. Plans for the replenishment must takethe pec,Aliar characteristics of all types intoconsideration. Some of the most importantaspects of handling each category are discussedin the following paragraphs.

GENERAL STORES

General stores received during replenishmentnormally included the so-called BIG TWENTY(Atlantic Fleet) or PACFLAP (Pacific Fleet)items. There are enormous amounts of bulkymaterials such as rags, toilet paper, brooms,swabs, and paint, all of which are difficult tohandle. Many of the items are almost impossible

to handle mechanically. Sorting and checkingmust be done under your supervision with juniorSK's and strikers assisting and directing theactual movement into storerooms.

DRY PROVISIONS

Dry provisions represent a large portion ofany replenishment, since ships' personnel com-plements consume food by the ton. This groupof material is the easiest to handle and sort.Most of the items are shipped in sturdy fiber-board cartons and the material moves on con-veyors easily; it stacks neatly on pallets, and theindividual boxes are light enough to be handledby one man. Checking and sorting are done in allcases by senior '2ommissarymen, with suchassistants as are necessary. Particular care mustbe exercised in handling items in bags such asflour and sugar.

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FRESH PROVISIONS

Fresh provisions are somewhat difficult tohandle and to move to the reefers. This isparticularly true on those ships having reeferslocated in what appear to be the most inaccessi-ble spots possible. The process of striking freshprovisions below can become bogged down inthese ships and must be monitored carefully.

If potatoes are to be stowed on sponsons,they should be sent there directly. Manualhandling of potatoes is the usual rule, andshould be taken into account when the workingparty is assignedmen handling heavy bags ofpotatoes need to be relieved sooner than othersin the working party.

Medical department personnel should be onhand to inspect fresh provisions for quality andrecommend survey when appropriate. Commis-sarymen should be stationed, in such places asnecessary to detect spoiled produce before toomuch labor is wasted in moving it below.

Considerable waste may be encountered if theworking party is not adequately supervised,through the breaking open of crates to get fruitto eat on the spot. However, the damage can bereduced to acceptable limits by opening a fewcrates for consumption by the working party.Thereafter, attempts of individuals to open


other crates should be dealt with sternly. Partial-ly open crates not only waste the food which isspine'', but contribute the more serious dangerof men slipping on the juicy pulp on the deck.Sand or other material should be on hand tosprinkle over wet decks to prevent slipping.

FROZEN PROVISIONS

The most important requirement when mov-ing frozen provisions is speed. i'articularly in hotclimates where steel decks become very hot,frozen foods may be reaching the safe limits ofout-of-refrigeration time when they are receivedand should be moved into the refrigerators witha minimum of wasted motion. Monetary loss onspoiled frozen foods is high, due to the greaterprocessing cost. Checking and sorting should beaccomplished by Commissarymen.

Working party units assigned to handle frozenfoodstuff should be advised in advance to weargloves, if they are to handle the boxes manually.The gloves should of course be reasonably clean,and it should be possible to have canvas workgloves issued for this purpose from supply.

ACCOUNTABLE STORES

Receipt of fairly large amounts of ship's storestock is routine on a replenishment. Clothingitems are normally received in small lots. Thebulk of the shipment consists of sea storescigarettes. The Ship Service division should berepresented by responsible men at each loadingstation to take charge of such accountablematerial as soon as is received. Accountableitems are sometimes found mixed it withgeneral stores or commisary items, in spite ofthe care exercised by shipping and handlingactivities.

Virtually all items in this category are highlypilferable, and every man in the supply depart-ment should assist in preventing theft. Whilerelatively few men attempt to steal, there arealways a few v, lo try to steal a case of candy. Ifthe shipment is large, responsible petty officersfrom other supply divisions may be utilized asescorts for working party men carrying thematerial into storerooms, or for watching con-veyor tracks or chutes. Every foot of the entireroute followed by accountable stores must be in

full view of a responsible petty officer at alltimes.

DEPARTMENTAL RESPONSIBILITIES

Replenishment at sea comes very close toliving up to the hackneyed phrase "an all-handsevolution." With the possible exception of amajor ammunition movement, it involves moremen directly and physically than any otheroperation. Material is removed from holds in thedelivering ship, loaded into cargo nets, and satacross to the receiving ship at rates of well over ahundred tons per hour. It must be removed fromthe landing area as fast as it arrives, and struckbelow at approximately the same rate. With allof this activity concentrated into a short time,the efforts of all these men must be coordinatedcarefully to avoid chaos.

Overall control and coordination are vested inthe executive officer. He usually holds a meetingof department heads, at which time the responsi .bilities of each are outlined. The detailed plan-ning and the day-to-day coordination with otherdepartments are then normally turned over tothe supply officer. Thereafter, the executiveofficer is kept informed of progress in planningand takes an active part only if difficulties arisewhich cannot be handled at the lower level.During the replenishment the executive officerremains on the bridge, and the supply officer isin charge of the movement of stores once theyare received.

While several departments other than supplyare actually concerned with replenishment, onlyweapons and ainidepartments visibly take part.These departments are discussed separately. Op-erations is responsible for mail being transferred,and for transfer of personnel when required.Engineering personnel man elevator pumprooms,grant permission to open hatches as required,transfer movies, and insure that sound- poweredtelephones are available and working. The Air-craft Intermediate Maintenance Department isresponsible for maintaining forklifts and othermaterials handling equipment. Although theyhave additional duties when transfer of fuel orgasoline is involved, these operations are not adirect concern of the SK.

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STOREKEEPER 1 & C

WEAPONS

The weapons department normally has arepresentative attend at least one of the laterplanning conferences discussing replenishment.This department is responsible for physicallyloading the material on board the receiving ship(except during vertical replenishment), for en-forcing all safety precautions at replenishmentstations, and for insuring that all nets, slings,pallets, and other handling material belonging tothe delivering ship are returned. If weaponsdepartment elevators are used in striking storesbelow, weapons department personnel operatethem. The weapons department representative isprimarily concerned with the number of tons tobe received and the rate at which the materialcomes aboard.

AIR

The air department representative to theplanning conference is mainly interested in theamount of clear deck space required; and theelevators which must be manned or stowed.During vertical replenishment operations, airdepartment personnel also provide direction tothe helicopter in spotting each net load.

REPLENISHMENT PROCEDURES

Replenishment procedures encompass severalareas that require a senior storekeeper's knowl-edge and attention. These areas of requiredknowledge include the different stations usedduring replenishment, the personnel required,the, equipment to be used and the actualprocedures employed for the receiving, strike-down, and transfer of accountability.

REPLENISHMENT STATIONS

A replenishment station is any location wheresome significant actiori is taken on the storesbeing received. The station can be divided intothree general groups receiving, sorting, andstriking. Stations w:+hin a group cover the samefunction regardless of location.

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Figure 9-9 shows the location of replenish-ment stations on a typical large carrier. Receiv-ing stations one and two are on elevators oneand three respectively, the elevators being athanger deck level. The third receiving stationnormally used during vertical replenishmentoperations, is on or in the vicinity of the numbertwo elevator.

Sorting stations are close to the receivingstations where net loads may be towed bytractor or delivered on roller conveyors. At thispoint, stores are sorted and palletized on thebasis of strike area (station). Figure 9-9 showsmajor strike areas where mechanical equipmentis available; however, strike areas are locatedanywhere in close proximity of the ultimatestowage area of significant amounts of materials.

Receiving Stations

The first group includes all the receivingstations, the sites where the material first landswhen it is received on board. Most receivingstations are located on the hanger deck. Shipdesigns vary, even within a class, with conse-quent variations in number and locations ofreceiving stations. -

Elevators one and three remain lowered tohanger deck level; helicopter receipts are re-ceived on elevator two at flight deck level. Theuse of elevators as receiving stations is advanta-geous in that adequate space is available forhandling stores.

Material is under the control of the weaponsdepartment (air department in the case ofvertical replenishment) until the nets are de-tached from the transfer rig at the receivingstation. At that moment the stores become theproblem of the supply department. They mustbe removed from the receiving station as quicklyas possible. The time interval available is thetime requir '1 for the hook to travel to thetransferring ship, pick up a loaded net, andreturna matter of moments. Material receivedby helicopter must be moved into position onthe elevator expeditiously and the elevatorpromptly lowered to the hanger deck, cleared ofstores, and promptly raised to the flight deck forthe next load.

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Sorting Stations

The second group is composed of the sortingor segregation stations, where the material isseparated by type and storage destination. Thesestations may be located at any point, dependingupon local conditions. Sorting necessarily re-quires a fair amount of space, especially sincethere may be temporary delays while unit loadsof one item are assembled. The main considera-

. tion in assigning locations for sorting stationsmust be that no time or effort is wasted.

Some ships are designed so that commissarystorerooms are accessible from the mess deck.

A/C ENGINEHATCH

POTATOSTOWAGE

rg,ON01I

I

III

I

1---

TRAY LIFTCONVEYORS

On these ships, provisions may be shunteddirectly below to the mess deck before sorting.If the storerooms are located in other parts ofthe ship, sorting must be done on the hangerdeck. Material received by helicopter on theflight deck is usually shunted promptly to ahanger deck sorting station.

Strike Stations

The strike stations, the third group, are theaccess hatches when. the material is movedbelow decks. Included in this group are theammunition elevators, hatches where pallets are

LADDERSTORES a SOMEEI.EVATION

PASSAGE FOR MOVING STORES FORE AND AFTAREA

ELEVATOR NO.4 {ELEVATOR NO.3

NO.2RECEIVINGSTATION

( A )

...................

(B)

NO.3RECEIVINGSTATION

.... "'.... ....0 'so. ...... .................. a,.. WI. .0. .... ...."

I. NO.2ELEVATOR

\flO. 4

LEVATORNO.3ELEVATOR

NO. IELEVATOR

ELEVATOR NO.1

No. IRECEIVINGSTATION

LADDER

Figure 9.9.Carrier deck plans (A) Hanger deck; (B) flight deck.

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STOREKEEPER 1 & C

lowered by electric hoists, and hatches wherematerial is passed down by hand by sliding onboard, or (town metal chutes or belts.

This group is critically important. Accesshatches must, of course, remain open until thestores are struck below. A ship is in dangerwhenever she is unable to seal off all compart-ments within a very few minutesimpossible todo during a replenishment. Prolonging the strik-ing phase, therefore, exposes the entire ship andcrew to danger for an unnecessarily long time.This is unacceptable to any responsible com-mand.

PERSONNEL REQUIREMENTS

The number of men required for a replenish-ment depends primarily upon three variablesthe number of stations to be used, the kindand amount of stores to be received, and theequipment available which serves to reducemanual labor.

It is probable that the ship has a localinstruction which lists the number of men andthe type of equipment required at each station.The instruction should be studied carefully. If itappears to be inadequate or incorrect, theplanning group should not hesitate to recom-mend changes based on careful analysis of eachprovision in the instruction.

A replenishment plan, published prior to theoperation, should assign units to stations, with *.sdeck and frame numbers listed where the menare to assemble.

Petty Officers

Petty officers from the department furnishingmen for the working party are the backbone ofany good replenishment. Orders should be issuedthrough them or their men. Petty officers arerequired at a ratio of one for each ten men inthe working party. These ten men should beunder his control as a team at all times and heshould be responsible for seeing that theyremain on station until dismissed. Ideally, heshould be personally acquainted with each manso that he does not have to keep track of orortwo strangers in a large group.

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There is a tendency for departments tofurnish the petty officers who can best be sparedfrom their primary duties. This usually meansthat a large majority of them are new third classpetty officers. Many of these men are excellentpetty officers, but in the group there may bemany who lack supervisory experience. Thesupply officer should be tactfully remindedearly in the planning stages to bring up thesubject with the other heads of department, andto insist that only qualified petty officers befurnished. It is to the advantage of the otherdepartments to expedite the replenishment; andthe better qualified the men they send, thebetter the chances for an early completion.Some ships specify in their replenishment planthat team petty officers be second class pettyofficers or above.

Working Party

The number of men required is fairly simpleto compute. Each station which is to be usedshou:d be considered separately, taking intcaccount the amount of stores to be handled atthe station and the equipment which is to beused there. Heavy and awkward materials whichmust be handled at high speed (such n.potatoes)require that men be relieved frequently. Reliefshould also be provided 'for any team or teamswho are to be on station for an unusually longtime. Tired men are apt to have accidents andmaterially slow the operation. Relief should beby rotation of units with, in the most cases, therelieved unit standing by to take over at the endof the rest period. Considerable team competi-tion can sometimes be generated which speedsmovement e' tile material and reduces the effectof fatigue.

If material is to be removed from receivingstations-. by towing the loaded cargo nets to thesorting stations, one team should be assigned ioeach receiving station to pick up items whichspill out of the nets. This occurs frequintlyenough so that provisions should be made inadvance to take care of it. These teams may besecured as soon as the last load of material isaboard, or may be shifted to another location asa relief party. The team petty officer shouldknow in advance what is required.


Meeting of Unit Leaders

The day before the replenishment, the supplyofficer should call a meeting of all unit pettyofficers. The objective of the replenishmentshould be explained to them, with emphasis onthe part they play in achieving those ends.

Each unit leader should then receive a briefingon what his team does, the materials theyhandle, and approximately how long they are tobe on station. This briefing should stress theimportance of being safety conscious. Unitleaders should be made aware of expectedreceipts of dangerous or semisafe material. howsuch material is to be handled, and what parttheir unit might play.

If his men are expected to provide relief foranother unit, the unit leader should meet theother team leader and there should be a clearunderstanding of the length of work period.Relieving should then be left up to the unitleaders with supply personnel free to deal withother problems.

Any peculiarities of the equipment involvedshould be explained to the unit leaders who areto use it. They should know where and when topick up and return all equipment used by them.

Briefing may be done by senior petty officersin supply or by junior officers in the depart-ment. The only important factor is that eachunit leader should be thoroughly informed ofwhat is to take place.

Assignment of SupplyPersonnel

As stated before, a substantial number of theofficers and petty officers in the supply depart-ment must be used during a replenishment.Some supervise, some check and sort the variouskinds of material received, and some are avail-able to accept accountable stores.

SUPERVISORS.In planning the assignmentsof supervisors for the replenishment, particularattention should be given to the possibility ofcausing confusion through oversupervision. Ev-ery competent officer and petty officer leaveshis own personal mark upon whatever he does.This is done quite unconsciously in most cases,and consists of doing things in his particular

way. Each of these men have stronger-than-aver-age wills and sturdy qualities of leadership. Toomany strong personalities operating in a givenarea. with each trying to do things his own way,result in conflicting orders. It is far better tobreak the functions down and give each surr-visor clear responsibilities within a definite area.Holders of adjacent territory then tend to keephim within bounds.

A special chain of command should be estab-lished for replenishments. At the top is thesupply officer, who doubtless observes the oper-ation from various spots on the hanger deck. Hemay need runners to keep him informed.

The next level is the junior officers of thedepartment, each with responsibility in a par,ticular area. If there are not enough areas to usethe available junior officers. some of them maybe designated by the supply officer as observerswho are assigned to look for ways to improvefuture replenishment and be on the alert to spotany unsafe practices or potentially dangeroussituations. if any unsafe conditions are observed,they should be called to the attention of theresponsible supervisor at once, and brought uplater at the critique (discussed later in thischapter). Rotation is usually practiced so thatthey may take part in the next replenishment. Ifthere are not enough junior officers to fill therequired posts, the most senior petty officers areassigned to fill in as necessary.

The third level consists of senior petty offi-cers who are assigned to specific functionswithin the areas supervised by the junior offi-cers. The functions assigned to each should beclearly defined in advance. Each should beresponsible only to the officer in charge of thatarea.

Other levels may be established if localconditions warrant. Care should be exercisedthat each man in each level answers only to theman directly above him, and each should knowwho his immediate senior is.

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CHECKERS.Checkers are assigned to checkand sort only. These tasks occupy so much oftheir time that they are unable to supervise anyother activity effectively. They confinethemselves to directing separation of differentitems, leaving the movement and storage of theitems to the men assigned supervisory -duties.

STOREKEEPER I & C

The fact that a man assigned to check or sortis senior to the man assigned to supervise gen-eral movement of material does not s tve to ne-gate the authority of the supervisor whose posi-tion is military rather than professional.

Each station where material is checked and/orsorted should be manned by qualified men tohandle each type of material reasonably ex-pected to be encountered there. If provisions aresegregated on the mess decks, there is obviouslyno point in having AK's or SH's standing by toaccept material which is never delivered.

To cite an example, refer to figure 9-9, whichshows the location of all stations on a typicallarge carrier. During a replenishment, supplydepartment personnel may be assigned as fol-lows:

JUNIOR OFFICERS may be assigned on thebasis of one to each of the three hanger bays andone to the flight deck, if that station is to beused: Usually an officer is also assigned to eachof the forward and after mess decks if provisionsare to be strum below from these points.

PETTY OFFICER SUPERVISORS should beassigned smaller areas. For instance, one manshould have charge of movement of materialfrom receiving station one and two to thesorting area. Another similar assignment shouldbe made for the flight deck receiving station, ifused, and a third man should be assigned tomovement of material from the sorting stationto strike stations. Each strike station shouldhave a supervisor.

Checkers should be assigned to each sortingstation to direct segregation of material. Theymust be thoroughly familiar with the materialand storage locations. Movement of material outof the sorting station should be the province ofthe supervisor.

Movement of material from the flight deckshould be the responsibility of the supervisorsassigned to the flight deck. When material hasbeen loaded onto elevator two and lowered tohanger deck level, it then becomes the responsi-bility of the hanger-bay-one supervisor to insuremovement to the applicable strike stations.Assignment of Standby Units

Men moving logs down a river know thatsome small obstacle can build up an over-whelming log jam if corrective action is not

188

taken quickly. A replenishment can suddenlydevelop. much the same symptoms and canrequire corrective action just as quickly. It islikely that every unit taking part has a fulltimejob already and cannot be spared. The solutionis to have one or two units, preferably made upof men within the department, who are assignedto stand by for emergency use wherever needed.Quick use of such a squad can sometimes save areplenishment from becoming hopelessly fouled.Men in charge of the units should be able toinspire their subordinates to maximum effect ifnecessary to break the jam.

Muster the Working Party

Otherwise sensible petty officers have beenobserved trying to muster 500 men during thelast 30 minutes before stores start arriving on amajor replenishment. It cannot be done and toattempt it is folly.

Unit leaders should muster all working partypersonnel and escort them to stations assigned.The unit leaders should then report to the pettyofficer supervisor on the station that his men arepresent.

At this time the unit leader should stress theimportance of safety, inform the men of anyexpected receipt of dangerous materials, andinstruct them on how these materials should behandled.

At a predetermined time, usually 30 minutesbefore commencement of the replenishment, thesupervisors should report the master to theofficer in charge in each area. If any units havenot reported, there is still time for thc officer incharge to contact the applicable divisions andget the units on station. Muster lists stowingonly the unit lead?.rs and divisions furnishing themen should be available to petty officers super-vising stations.

EQUIPMENT

Efficient use of materials handling equipmenteases the movement of cargo in holds and ondecks during replenishment operations. On com-batants, the kinds of equipment available andthe space available at replenishment stationsvary from ship to ship. Transporters, fork lifttrucks, pallet type hand lift trucks (pallet jacks),

1 414


hand trucks, dollies, skate wheel and rollerconveyors and other devices are provided to aidthe cargo movement to minimize the time andeffort required to complete the replenishmentoperation. Ships cannot properly perform theirprimary mission while supplies clutter theirdecks, bays and passageways. The replenishmentoperation itself will be delayed unless receivingareas are kept clear. The replenishment plans foreach ship must be designed to make optimumuse of the ship's equipment. As a matter ofnecessity much of the ship's material handlingmust still be performed by manpower, but mayemploy any of the following units of equipmentto supplement this effort.

Pallets

The normal procedure is for supplies to beunitized on pallets when delivered aboard com-batant ships. Mechanized movement aboardlarger ships will generally be accomplished in fullunit loads. During strikedown empty pallets notused for storage should be neatly stacked out ofthe way of the material flow in preparation fortheir return to the auxiliary. The stacking andreturn of the pallets may be an individual stationresponsibility or the responsibility of the entirereplenishment evolution. When a station is nolonger receiving cargo it is clear to return palletsto the auxiliary. The station should be used forthis purpose at the discretion of the cargoofficer on the combatant and with consent fromthe auxiliary to return empty pallets. A reason-able amount of care should be exercised inhandling and returning the pallets to the auxili-ary since their reuse will result in a considerablesavings to the Navy.

Transporter

A transporter is a vehicle designed to receive,carry and off-load a multiple number of palletsper load. Standard transporters are availablewith capabilities of carrying 4 pallets. Trans-porters are available with various types ofconveyor decks capable of loading from a fixedconveyor or from other external sources andcapable of off loading to an external conveyoror other source. Transporters are employed for

the horizontal movement of cargo on deck andhave capabilities of negotiating ramps to accom-plish transit of cargo between decks. Trans-porters may be either gasoline or diesel poweredunits. Transporters may also be provided withthe capability of lifting loads in order toaccomplish on-loading from a variety of levels.

Fork Lift Trucks

A fork lift track is a vehicle designed to pickup, carry and stack palletized loads. Standardfork lift trucks are available with lifting capaci-ties of from 2,000 to 15,000 pounds and liftingheights from 50 to 210 inches. However, unitscarried aboard :tip are usually in the capacityrange of 2,000 to 6,000 pounds. Fork lifts areavailable in gasoline, diesel or electric poweredmodels and may be equipped with solid orpneumatic tires. Electric models with solid tiresare more commonly used aboard ships. Their useeliminates the danger from carbon monoxidecontamination in confined spaces. Fork lifts areemployed for the horizontal movement of pal-letized loads on deck and may also be used totransport loads between decks where adequateramps are provided.

Pallet Jacks

Pallet jacks are available in two designs: thehand operated, manually propelled model andthe electric powered hand operated model. Thistype truck is commonly used where a fork lifttruck may not be operated because of spacelimitations and where tiering of pallet loads isnot required. The -electric powered model iscapable of negotiating slight inclines under loadbut generally this type equipment is limited tohorizontal movement.

Tractors

A tractor may be employed for towing loadedtrucks or dollies in the horizontal movement ofcargo on deck. A tractor has only pullingcapabilities so that loading and unloading oftrucks or dollies must be accomplished by othermeans. Tractors may be either gasoline, diesel orelectric powered mid equipped with either solid

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195

STOREKEEPER 1 & C

or pneumatic tires. Tractors are rated by theirdrawbar pull capacity.

Trucks and Dollies

Four wheel trucks and pallet dollies may beavailable aboard ship for short haul horizontalmovement of cargo with manual means or withthe aid of a tractor. Two wheel hand trucks arealso available for manually handling material.

Conveyors

A conveyor is a means of transporting cargofrom area to another either horizontally orvertically with the aid of wheels, rollers, chain,belt, or other means supported or connected by"means of a metal framework. Horizontal move-ment on deck may be aided by the use of gravitytype wheel or roller conveyors which may beassembled from a number of uniform lengthstraight sections and curves to meet a number ofdifferent type situations. Standard sections ofeither wheel or roller conveyors are available in5 or 10 foot lengths and curves with 45° to 90°turns with provisions for connections at theends. Both types of conveyor are also availablewith the top of the rollers or wheels above thesupporting frame (rollers high or wheels high)and with the top of the rollers or wheels belowthe top of the supporting frame (rollers low orwheels low). Standard widths .are normallyavailable ranging from 12 inches wide to a

[ maximum of 48 inches. When only narrowwidths are available it is practical to lay twoparallel lines with sufficient spacing between toproperly accommodate the width of a palletload without danger of tipping. When used inthis fashion, the "rollers high" type conveyor isnecessary. It is more practical to make uptemporary arrangements of narrow width units

' because of the ease in handling lighter weightsections. Standard sections are available in eitheraluminum or steel. A variety of arrangements ofgravity wheel or roller conveyor may be utilizedat the receiving station to quickly move cargofrom this area to avoid congestion.

Tray Lift Conveyors

Vertical movement between decks may beaccomplished by means of a vertical tray lift

190

conveyor. This type conveyor employs an end-less chain traversing in a vertical direction oversprockets or wheels at the top and bottom withhorizontal bars or trays attached to convey thecargo. Where such conveyors are employed cargois generally deposited on a conveyor ahead ofthe infeed station which loads the conveyorautomatically at predetermined intervals andcorrespondingly unloads the cargo automaticallyat the various receiving deck levels. At theunload station there may also be means wherethe cargo is fed out on a section of conveyorfrom where it is taken for storage. Such convey-ors may be employed for movement of pal-letized or packaged cargo. Where conveyors withpallet size capabilities are available such loadsmay be handled by fork lift trucks. Wheresmaller conveyors are available by necessity thepallets must be broken down at the upper decklevel and the individual_ cartons fed over theconveyor to the storage level. Ladder chutes orfeathering tread ladders may be provided as ameans of movement from one deck level toanother. Ships that do not have such equipmentmust devise make shift arrangements such assliding boards for movement of material be-tween decks, Such arrangements generally re-quire additional manpower often with slowunsatisfactory results.

RECEIVING STORES

Careful planning on both the delivery andreceiving ships is necessary to successfully trans-fer provisions and stores. Preparations shouldbegin well in advance of rendezvous with allreplenishment stations manned prior to thecombatants approach alongside the supply ship.As the first loads of supplies are landed the menat each station must of necessity tune theiractivity to the pace of the transfer to insure thata continuous smooth flow of supplies is main-tained during the replenishment operation. Awell organized replenishment operation will re-sult in a significant reduction in alongside timeand strikedown time. It is the responsibility ofthe station Captain to see that the landing area isclear prior to the receipt of the next load.StEikedown crews must insure that the stagingarea does not become so saturated with materialthat the clearing of the landing area is hampered.


If conveyors are used enough men should workthe station to insure prompt movement ofmaterial.

Strikedown

The removal of supplies from the primaryreceiving area to the strikedown station shouldbe planned and executed in an efficient mannerto prevent interruptions in the replenishmentoperation. Where overflow in the primary re-ceiving area is imminent an overflow area mustbe designated.

All chilled and frozen commodities must beassigned top priority for strikedown to preventspoilage. Therefore plans for a by-pass routingmust be included in the replenishment operationto expedite these commodities from the re-ceiving station to final storage.

It is especially important to avoid disruptingthe flow of dangerous and semisafe material tothe proper storerooms, for as long as thesestorerooms are unsecured and flammables are ondeck and in passageways, the ship is in avulnerable condition.

Cargo nets must be returned to the trans-ferring ship on a continuing basis, usually ingroups of five or more, for reuse. As each isemptied, it is returned to the receiving station.ltis best to have a man checking the cargo netsaboard and off again at each receiving station,since any left aboard are invoiced to the shipretaining them. A simple system of tallyingshould be followed, with five back canceling fiveover. This leaves only a few marks to be countedat any one time if the tally is kept corrected upto the minute.

Via Helicopter

The receiving procedures applicable to re-ceiving material via helicopter are in mostinstances supplementary to those applicable toconventional highline replenishment, sinceunderway replenishment is often accomplishedboth by highline and helicopter simultaneously.

Air department personnel are on hand at thereceiving station to provide direction to thehelicopter in spotting each net load. Com-munications are established with the helicopter

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137

by air department personnel and safety precau-tions are observed in accordance with currentregulations. The actual hooking and unhookingof each net load on and off each helicopterdelivery is performed by air personnel.

Supply personnel are responsible for insuringthat each net load of stores is moved intoposition on the elevator expeditiously and thatthe elevator is promptly lowered to the hangerdeck. The elevator is cleared of stores on thehanger deck and the empty elevator is thenpromptly raised to the flight deck to receive thenext helicopter load.

Operation of the elevator is performed by airdepartment personnel. Fast timing in shuttlingstores to the hanger deck and returning theelevator to the flight deck is essential to keep upwith helicopter deliveries without the accumula-tion of a backlog on the flight deck. The landingarea must be kept clear at all times to be readyfor the next load.

Empty nets are picked up by the helicopter.usually in groups of five or more. They shouldbe assembled with all loose ends inside a net andready for pickup as quickly as possible. Looselines can be drawn into the after rotor, damagingthe helicopter. Supply department personnelshould send requisitions, messages, or relatedquestions to the supply ship in the first return-ing empty net.

Material which requires a receipt, such asmedical stores, mail, registered publications,movies, etc., are usually received as early aspossible during transfer to allow time for signingrecepts and returning them in subsequent nets.Appropriate personnel should be on the flightdeck to receive such material early in thereplenishment.

Transfer of Accountability

During replenishment underway, deliveries areconsidered complete when the stores havecleared the side of the issuing ship. However, if,during underway replenishments, stores are lostinto the sea orother shortages exist, the supplyofficer of the receiving ship takes the followingactions:

1. He documents the loss or shortage bypreparing a survey. No further accounting is

STOREKEEPER 1 & C

required when a charge to the type s.ommander'soperating budget is not involved or when thematerial is not reported in a stores account.

2. In all cases when a survey is prepared, heforwards immediately to the issue ship a copy ofeach approved survey. For losses not requiring asurvey, he notifies the issue ship so that correc-tive action may be taken.

3. If the material was to be taken up in NSAand reported in a stores return by or for therecipient ship, he forwards the original and copyof the approved survey immediately to the issueship for preparation of a credit transfer (notapplicable to a carrier).

4. If the value of the stores is S100 or overand a charge to the type commander's operatingbudget is involved, he forwards the original anda copy of the approved survey immediately tothe issue ship for preparation of a credit invoice.If the value of the stores charged to the typecommander's operating budget is less than S 100,the loss or shortage is absorbed by the receivingship.

SAFETY PRECAUTIONS

Throughout this chapter various safety pre-cautions that should be taken during underwayreplenishment have been emphasized. The pur-pose of this section is to reemphasize some ofthese precautions and to point out other appli-cable safety precautions, regulations, or unsafeconditions that have not been previously men-tioned.

Because a ship is extremely vulnerable duringunderway replenishment, speed in handlingstores may be over emphasized, thereby creatingan atmosphere of urgency that could cause somesafety precautions to be overlooked. It is there-fore imperative that safety be stressed even morethan usual and also doubly necessary thatdesignated supervisors be aware of all potentialhazards.

For safety precautions to be effectively taken,the supervisor must be able to recognize unsafeconditions; he must implement a sound safetyprogram creating an atmosphere of safety con-sciousness and he must have a workable systemfor inspecting all hazardous or potentially haz-ardous situations, equipment, and areas encoun-tered during underway replenishment. It is

192

recognized, that not all of the precautions orregulations discussed in the following paragraphswill apply in every case and they should be usedonly as general guidelines. Each ship publishesits own safety regulations as part of the ship'sregulations and the supervising SK should befamiliar with them.

UNSAFE CONDITIONS

No stores loading evolution is entirely safe.Even when loading stores from the pier, safetymust be stressed continually. During underwayreplenishment (especially at night with darkenedship conditions) the hazards involved in loadingstores increase greatly. It will be up to desig-nated supervisors to enforce safety regulationsand to insure that safety precautions are takenduring underway replenishment even thoughmasters-at-arms will probably be stationed atknown hazardous areas and several officers maybe assigned to insure that safety is observed. Toenforce these regulations or to insure thatnecessary precautions are taken the senior SKmust be aware of them. SK 3 & 2, NavPers10269-G, and other chapters of this trainingmanual point out safety regulations for handlingstores, stowage, and operation of material han-dling equipment. However, some regulations,precautions, or unsafe conditions apply only tounderway replenishment or are considered to beimportant enough to be mentioned again.

1. Personnel working topsidc should wear anorange life vest. This is mandatory for thosepersonnel assigned to receiving stations. Duringnight operations this life vest must be equippedwith a flashlight and plastic whistle.

2. All personnel engaged in the operationmust wear safety helmets (supply personnel andcheckers wear orange helmets; and officers,CPO's, and supervisors wear white helmets).

3. Those personnel engaged in operatingmaterial handling equipment, hoists, conveyors,or other mechanical equipment should be thor-oughly familiar with the peculiar safety precau-tions concerned, It is the supervisor's functionto quiz these personnel to check their knowl-edge of the applicable regulations.

4. The safe handling, expeditious strikingbelow, and correct stowage procedures for dan-

195


gerous and semisafe material is extremely impor-tant. The mishandling of this material or thecommingling with other stores could endangerthe whole ship.

5. Open deck hatches are always a hazard.Safety lines should be installed immediatelyupon opening. During night replenishmentguards should be posted to warn personnelnearing these hatches.

6. Spectators should be kept away from thereplenishment operation. This will usually beaccomplished jointly by the replenishment sta-tion supervisors, the master-at-arm force, and, ifnecessary, the supply officer. Also the executiveofficer will probably issue a prior warning to allhands to remain clear of replenishment stationsand stores handling areas.

THE SAFETY PROGRAM

The major causes of accidents are carelessness,inexperience, and attitude. The goal of a goodsafety program should be the elimination ofthese causes. Whereas an effective training pro-gram can overcome the inexperience factor,carelessness and attitude can only be overcomeby constant vigilance, stern enforcement ofsafety regulations, and most importantly thesupervisor's enthusiasm in selling safety to hissubordinates.

In addition, the critique is an important partof the safety program. It should be held a few

days after replenishment and should be attendedby, as many of the men in the department aspotlible and each officer and petty officertaking part or observing should stand up andgive his views. Any unsafe practices or poten-tially dangerous situations that were observedshould be brought up at this time. Recom-mendations for improvement should be dis-cussed on the spot and, if adopted, recorded forlater use. A special file should be maintained insupply office to insure that valuable lessonslearned the hard way are not lost.

Recommendations for correcting unsafe con-ditions that require action by shore activities(inventory managers, supply centers, supplydepots, etc.) should be sent to the activityconcerned and to the Naval Supply SystemsCommand via official channels. Prompt submis-sion of such reports contributes to Navywidesafety programs.

INSPECTING THE OPERATION

One means of insuring that all known hazardsor potential hazards have been checked is todevelop a checklist similar to the aviator'spreflight checklist. Items brought up at thereplenishment critique or that have beenbrought forth by subordinates or are a result ofpersonal observation can easily be added to thechecklist and included ir. the safety inspectionof the next underway replenishment.

193

.11AS ,,jr,.o

CHAPTER 10

AUTOMATED SUPPLY PROCEDURES

In your training manual for Stor:keeper 3 and2, you studied the basics of the use of autottlaticdata processing (ADP) aboard Navy ships, withemphasis on the Shipboard Uniform AutomaticData Processing System (SUADPS) installedaboard carriers, tenders, AFS's and repair ships.Since that manual was written, the installationand usage of ADP afloat has been rapidlyextended. The systems in use currently are ofsuch complexity and variety that it would beimpractical to attempt to describe them all. Thischapter will concentrate on the tenders andrepair ships. If you understand their systemsclearly you will be able to relate your knowledgeto the system installed in the ship to which youare assigned and to the supply procedures forwhich you are responsible.

AUTOMATED SUPPLY SYSTEM

Automated supply means that the posting ofstock records, obligation of funds, inventorymanagement, and other supply functions thathave been accomplished manually are now beingdone by machines. With the arrival of machines,individual SKs may feel that they are on theirlast leg or take the attitude of "let the machinedo it". Neither attitude is warranted. It is truethat machines are now doing the bulk of thetedious and time consuming tasks that have longbeen associated with supply management aboardlarger ships; however, as an SK 1 er SKC you stillmust supply the various items of informationrequired to make the machines used by anautomated supply department produce the de-sired results. Basically you must be aware of theconcepts used in automated supply, how toidentify/code input documentation, and mostimportant "HOW TO ANALYZE AND DIS-TRIBUTE OUTPUT". This may sound like amonumental task, but as you read this chapteryou will see that it is really quite easy.

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200

Before we discuss automated supply proce-dures, let us briefly review the types of equip-ment that compose the systems installed onNavy ships. Basically, the installations are of twotypes: electric accounting machines (EAM) andautomated data processing (ADP) systems.

EAM SYSTEM

An EAM system is composed of a group ofelectric accounting machines which perform agroup of functions such as sorting, collating, andkey punching with each operation controlled bya wired board. The machines read input frompunched cards, perform arithmetic computa-tions much like a desk calculator, and produceoutput in the form of listings and/or punchedcards. Some ships currently have only EAM,which produce documents that are used as inputto automated supply systems such as thoseaboard tenders and repair ships.

ADP SYSTEMSUADPS

The Shipboard Uniform Automatic DataProcessiq System performs common, routinefunctions in a uniform manner; using the UNI-VAC 1500 computer system.

Primary Components

The following are the primary components:

Computer Central Processing Unit (CPU)

Magnetic tape unit

Input/Output Teletypewriter

Card Reader-punch-interpreter (CRPI)

High speed printer

Chapter 10AUTOMATED SUPPLY PROCEDURES

Peripheral Equipment

In addition to the primary U-1500 computercomponents, other equipments are necessary forsystem operation. These card processing equip-ments are designated as peripheral. Usual com-ponents and their functions are:

Key puncher and verifier (used to punchand verify data punched in cards)

Sorter (used to sort punched cards in anydesired sequence)

Collator (used to compare two tiles ofcards simultaneously in order to match orcombine the two into one file)

Interpreter (used to read the holes punchedin a card and print the data across the card)

SUADPS FUNCTIONS

The Shipboard Uniform Automatic DataProcessing System (SUADPS) is a uniform sys-tem among the various ship types in thatcommon routine functions are p,rformed in auniform manner, and the U-1500 computersystem is used by all. However, the absence of oraddition to data in system files may vary. This isprimarily because the method of accounting forfunds is different for an end-use ship than for astock-funded ship.

SUADPS was designed to improve afloatsupply management by utilizing automatic dataprocessing equipment. Under the SUADPS con-cept, all inventory control and financial recordsare stored and managed on magnetic tape ordrum. files. To simplify shipboard data process-ing, each definable requirement (e.g. issue trans-action) is programmed in a self-containedmodule. This programming technique permitslocally generated transactions, as well as exter-nally generated status and change notice actions,to be introduced into Lie system at a singlepoint of entry. In order to guard againsterroneous postings, a separate module validatesall data at the point of entry, using extensivecomparisons and validation tables. After eachmodule completes its function, control is auto-matically returned to the executive component

195

so that a single update can accept and validateall input, post to all applicable files, and createnecessary output.

SYSTEM MAINTENANCE

The Navy Fleet Material Support Office(FMSO) is responsible for the maintenance of allafloat automated supply systems. Through itsshipboard division (Fleet Assistance Groups,Atlantic and Pacific) it promulgates applicablesupport procedures governing system operation.

DOCUMENT IDENTIFIERS

bocument identifiers (DI) are three positioncodes which identify a particular type of trans-action, (e.g., a requisition, a receipt, or an issue).The computer is programmed to recognize DI'sand to process transactions against proper stockand financial records. The DI is a mandatoryentry on all input documents in SUADPS as allprocessing is controlled by the DI, and allreports and output are obtained through the useof a DI. Maximum interface with existingMILSTRIP document identifiers is providedsince MILSTRIP DI's have the same meaning inSUADPS. For example, an AcIA documentidentifier is recognized by both systems as arequisition.

201

TYPES OF DOCUMENTIDENTIFIERS

Four types of document identifiers are usedin SUADPS.

Type 1 (DOD and SUADPS DI's)An "A"or "B" in the first position (CC-1) of each DI.They have the same meaning to SUADPS as theydo to MILSTRIP.

Type II (SUADPS Internal DI's)An "X","N", tor "U" in the first position. They areunique to SUADPS for the purpose of maintain-ing inventory and finan, ial records.

Type III (SUADPS Control DI's)Anumeric digit in the first position. They are usedto obtain reports and other output.

STOREKEEPER 1 & C

Type IV (Computer generated DI's)A"Z" in the first position. "Z" DI's are internallygenerated by the computer in order to accom-plish internal processing requirements.

Figure 10-1 is a partial listing of type I and IIdocument identifiers.

SYSTEM FILES

The three types of files maintained in theSUADPS system are tape/drum, manual, andoutput files.

TAPE/DRUM FILES

The major files in SUADPS are maintained onmagnetic tape for all ships. The major files arethe Master Record File (MRF), RequisitionRecord File (RQN), Number File (NBR), andthe Financial Master File (FMF).

Master Record File

The MRF contains a record for each line itemmanaged, both carried and not carried. A recordis maintained for not carried items to recorddemands, frequency, dues, and backorders. Datain the MRF is kept current by the application oftransactions during update processing and by theapplication of change notice transactions. Ele-ments in the MRF are identified by mnemonics(pronounced nee-mahn-icks). A mnemonic is anabbreviation or code assigned and used toidentify an element (e.g. DESC=description).

MRF SUB-RECORDS.In addition to thebasic record, each MRF record may contain upto five sub-records. These sub-records are anintegral part of the basic records and areidentified by an alpha character.

"A" SUB-RECORDS (DEMAND HIS-TORY)Contains the frequency and demandquantities for each month in which there hasbeen demand for ship's use. Demand records arekept for a maximum of 24 separate months.

"B" SUB-RECORDS (DUE)Contains thedocument number, fund code, priority, and

196

20.r'

ti

quantity due for each outstanding requisitionagainst a stock number.

"C" SUB-RECORDS (BACKORDER)Contains the document number, fund code,priority, quantity, and department code (DPC)for each backorder outstanding against the stocknumber.

"D" SUB-RECORDS (SUBSTITUTE)Contains the Federal Stock Number (FSN) ofany items which can substitute for the basicstock number, or the stock number for whichthe basic record can be substituted.

"F" SUB-RECORDS (RETAIN)Containsa document number, a receipt in processing(RIP) quantity or a retain quantity.

ESTABLISHING AN MRF RECORD.AnMRF record may be established through the useof document identifier (DI) XO9, or by theinput of a DTO NC AO-requisition. DI X09/X08may also be used to change certain data ele-ments. Records established as a result of a DTONC AO-requisition are established as A/T code 8(record established for demand recording only).

DELETING AN MRF RECORD.If thequantity on hand is zero, and there are no dueor backorder quantities outstanding, a completeMRF record may be deleted by the input of DIX90. Also, during demand history processing if arecord meets the deletion criteria, the record isautomatically dropped.

MRF INQUIRY.An inquiry (DI X90) maybe made on a single stc.ck number on the MRF.When an inquiry is included in an update, acomplete listing of the stock record is producedalong with other output. The listing includes allinformation recorded on the item, and is theonly listing which provides a complete image(including sub-records) for the item.

MASTER STOCK STATUS LOCATOR LIST-ING.In addition to the individual stock num-ber inquiry, a printout of certain essential dataelements from each stock record in the MRFmay be obtained by the input of DI fr:O. Thislisting is called the Master Stock Status Locator

DOCIAGNIT

TYPE

COMMENT

TYPE

IDENTIFIER

DI

DESCRIPTION

IDENTIFIER

DI

DESCRIPTION

041

III

Nish Value Asset Centro. (NIVAC) and Quarterly Cyclic

Asset Report

Nit

II

Change Notice-Stock Number Replacement

106

II

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042

III

Uniform Material Movement and Issue Priority Systems

(UMMIPS)

109

II

Establish MP Record and/or Establish/Chasse Specified

Fields

072

IIr

Autoeatic Yellow-up

080

III

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XJ0

II

Establish or Change Numbers (Nil) Record

Processing)

(I

Spot Inventory

061

III

Reorder Review

XII

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082

III

Cross Reference Listing

132

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Material Turn-In to Supply Department by Ship's Depart-

ments and Supported Units

OSI

III

Offload Documents

084

itI

Inventory Aids

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II

Backorder Release

09S

III

Locator List in FlItt Sequence

136

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is Not Performed

097

III

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X3S

II

Cash Sales

098

III

General Selector (Master Record Pile)

137

II

Transfer of Special Accounting Class 207 Material From

a Class 207 Ship to Another Class 207 or Class224 Ship

099

III

General Selector (Numbers Pile)

100

Daily, Weekly, Monthly and Yearly deports

XIS

II

Transfer of Class 207 Material to End-Use Ashorn

143

II

Survey

HII

Chaos* Notice-Substitute Item

150

UFund VlocaLlen/Withdraval

NCW

II

Chang* Notice-Unit of Issue

171

II

Receipt

NCY

II

Mange Notice-Source of Supply

172

II

Pre -Poet Receipt

NNO

II

Change Notice- Cognisance Symbol

173

II

Money Value Only Receipts

NN4

Change Notice-Cognisance Symbol

176

II

Adjust Frternal MAR Funds

IRA

II

Chang* Notice-Stock Number Deletion

MRS

II

Change Notice-Federal Supply Class

177

II

Mosey Value Only (KT3) Receipt Adjottment

176

Creating Addition.' Obligations for Outstanding DTO

IND

II

Chary* Notice-Federal Item IdentificationNumber

Requisitions

Ni?

II

Change Notice-New Ices/Exhaust Old Supply

,XS4

II

Scheduled Inventory Process

NIL

Chang* Notice-Stock Number Superseded

190

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Listing (MSSLL), and contains current data onall stock numbers in the MU. A supplementalMSSLL (SSSLL) is produced automatically aftereach update, and contains current data on allstock numbers affected since the last completeMSSLL was produced. The SSSLL is cumulative,and only the latest listing should be retained.Figure 10-2 is an example of a SSSLL.

Requisition Record File

The Requisition Record File (RQN) is anactive history file containing records of alloutstanding and completed requisitions origi-nated by or for the ship. Each requisition recordconsists of the basic requisition plus a series ofsub-records which are the card images of allstatus, follow-up, and receipt transactions pro-cessed under a particular document number.Change notice actions which apply to the MRFalso apply to the RQN. A requisition record isinitially established at the time a requisitiondocument identifier (DI) is processed in anupdate. In order to provide for maximumcontrol over outstanding requisitions, duplicatedocument numbers can never be recorded in theRQN.

RQN INQUIRY.An inquiry (DI X90) maybe made on a single document number. When aninquiry is included in an update, the basic recordand all of the sub-records are printed. DI X90can also be used to delete a completed requisi-tion from the RQN file. In addition to aninquiry on an individual document number,when DI 085 is input, the RQN file can beprinted out in almost any desired sequence.

Numbers File

The Numbers File (NBR) is a history filewhich contains supplementary MRF data ele-ments and also a record of stock numberchanges and cross-reference data. Records arecontained in the file cross-referencing:

Old FSN to new FSN

Part number (exceeding 15 positions) tolocal stock number

Local stock number to part number (ex-ceeding IS positions)

Old part number to new part number

New part number to old part number

FSN to description

Description to FSN

Part number to description

Description to part number

Local stock number to description

Description to local stock number

Stock number changes are automatically re-corded in the NBR file at the time the changenotice is processed. Information cross-refer-encing part number to local stock numbers, aswell as information cross-referencing frequentlyused part numbers to federal stock numbers areput into the NBR file through the use of DIX10. DI X90 may be used to inquire or deleterecords from the NBR file, and DI 2 may beused to print the NBR file in almost anysequence desired.

Financial Master File

The Financial Master File ;FMF) consists ofaseries of tables and counters which generallycorrespond to the financial reports and recordsrequired of the ship. Financial transactions areautomatically posted to the tables during up-date, and report processing.

MANUAL FILES

Manual files on an automated ship serve threeimportant functions:

1. They are used to provide control over0 New FSN to old FSN transactions which have not been completed and

198

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which require monitoring to ensure that they arecompleted properly, .

2. They provide a point of assembly fortransactions which are to he processed,

3. They provide various sections with historyor reference files on completed transactions.

The following files are generally maintained onships operating under SUADPS.

Keypunch Assembly File

The keypunch assembly file consists of sourcedocuments which are to be sent for keypunch-ing. Documents are assembled in documentidentifier batches before forwarding to key-punching.

Update File

The update file consists of all locally key-punched cards plus any system generated cardswhich are to be processed during the nextscheduled update.

Stock ControlHistory File

The stock control history file contains allsource documents which have been used as abasis for key punching cards to update files.Included in this file are all transactions originat-ing at the shipboard level such as issues. offlinerequisitions, changes to the MIW, and copies ofreceipt documents. This file is maintained bystock control in document identifier sequencewithin Julian date processed.

Data ProcessingHistory File

The data processing history file consists of allcomputer-generated or manually keypuncheddocuments which have been used to update files.This file is maintained in data processing, andcards are placed in the file according to theJulian date processed.

200

14047,41.fr-Ng!:

Backorder ReleaseControl File

The backorder release control file contains DIX33 backorder release cards .which have beenautomatically prepared by the computer. Thisfile is maintained by stock control to ensure thatthe backordered material is actually released.The control cards are matched with release cardsreturned from the storeroom after issues aremade and are then placed in the update file topost the backorder release (issue).

Request for DataProcessing Services File

For control purposes, the System coordinatormust maintain an outstanding and completedrequest for data processing services file. The fileis used to determine if all requested output isreturned from data processing, as a guide fordistributing output to the proper section, and todetermine the contents of backlog.

Suspense ControlFile

The suspense control file contains retainedcopies of DD 1348 manual requisitions whichhave been prepared off-line and sent to SERV-MART, or sent as bearer pickup (walk-through).The file, if used, is maintained in stock controlin order to monitor the return of receiptdocuments. After receipt of the material, thecontrol copies may be destroyed.

Receipt Take-UpCard File

At the time stock requisitions are prepared bythe computer during automatic reorder or whenDTO requisitions are included in an update,receipt take-up cards are generated. These cardsshould be filed in the receipt take-up file indocument number sequence or in documentnumber sequence separate for DTO and stock.

OUTPUT FILES

The purpose of output files is to provide theship with a complete history of all transactions


which affect stock or financial records. Thefollowing outputs are produced automaticallyafter each update.

Transaction Ledger

Transactions ledgers represent a history of allTRANSACTIONS PROCESSED SUCCESS-FULLY through the computer. The listingsprovide an audit trail for reconstructing actionswhich take place in the event that other files aredestroyed. During update processing each trans-action which successfully processes against anRQN or MRF record or has financial significancewill appear on the transaction ledger producedduring that update. To identify the applicablefiles against which transactions are processed,the notation, "MRF", "RQN", or "FIN" ap-pears as part of the heading on the ledger. Thetransaction ledger contains an entry for eachstock record affected by the particular update.The ledger is printed in FIIN sequence withinRecord Type Code (RTC). The top line of eachentry reflects the stock record as it was at thebeginning of the update. Immediately under theintroductory line are listed all of the transac-tions which were posted to the stock recordduring the update. Quantities are clearly shownadding or subtracting from the applicable stockrecord fields. The final line of each entry reflectsthe updated stock record after all transactionshave been posted. The top line of each transac-tion ledger entry includes a "Date Last Proc-essed" (DLP) field. The DLP is the date of themost recent previous update which affected thestock record, and is used as an audit trail. TheDLP also appears in the MSSLL/SSSLL. In orderto trace the shipboard history of an item, locatethe DLP of the item in the LATEST MSSLL.The transaction ledger printed on that date willlist the most recent transactions processedagainst the item and will give the previous datelast processed, leading to an older transactionledger, and so forth. The end of the audit trail(the earliest entry on the item) is recognized bythe absence of an introductory line in thetransaction ledger. See figure 10-3.

201

Transaction ErrorListing

The transaction error listing contains transac-tions which could not process because of ER-RORS IN THE INPUT TRANSACTION. Trans-actions appear on the listing in RTC, and FIINwithin DI sequence as exact card images of theinput documents. Each transaction on the listingis followed by a message key number (MKNR)or numbers to identify and explain the error. Asa further aid, the erroneous field is underlinedwith asterisks. Figure 10-4 is an example of atransaction error listing.

TRANSACTION ERROR SUMMARY.TheTransaction Error (MKNR) Summary Report isput out each update and shows an accumulatedtotal of errors by DI. Its purpose is to informmanagement of possible problem areas in thepreparation and processing of documents on agiven update. Figure 10-5 is an example of astandard transaction error MKNR summary re-port. In addition to the standard format, specificdocument identifiers can be obtained by theinput of a keypunched card specifying thedesired document identifiers.

Suspended TransactionListing

In cases where the transaction appears to becorrect, but complete processing is unsuccessfulbecause of some condition in the MRF record,the computer suspends the transaction ratherthan rejecting it. Until corrective action is taken,the suspended transactions recycle automaticallythrough a predetermined number of consecutiveupdates, and are listed in each update on thesuspended transaction listing. On the printout ofthe listing the right hand column is labeled"UPDATES UNTIL ERR". Under this label isprinted the two digit numeric sequence indicatorof each item listed. This will change each timethe item is printed on the listing (in regressivesequence e.g., 15, 14, 13, etc.). If no correctiveaction is taken after a specified number ofupdates, the suspended transactions are auto-

USS CASCADE AD-16

M CA

(V04636)

MRFO1

TRANSACTION LEDGER FOR PERIOD ENDING 17

NOV

LSI

HER

STK

LOAD

1972

CCM.

STOCK NUMBER

UI

LOC -P

LOC-S

UP

CCCP

DLP

ONHD

RIP

DUE

BO

COSL

HIGH

LO

LQTY

NMC

PA

PQ

DESC

.9Z 3 3110-1980002

EA

111470

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*2313

33

110

34

25

9BEARINC.BA

X31

131101980002

EA00006V0463623157413

Y20116

AH 9Z

0000062V

9Z 3 3110-1980002

EA

111470

.62 FL

*2322

27

110

34

25

9BEARING, BA

9C 6 6750-2006322

CN

040128

1.90 FL

2313

10

2AE1NNZ167501006322

CN00002

2463620591927 Y

AKE

9CCK123228Q

ZV

84

9G 6 6750-2006322

CH

040128

1.90 FL

2322

10

1H 2 4240-2029473

EA

2.20 FL

*2319

23

23

17

7FACESHIELD

X71

142402029473

EA00006V0463622710201

CZ 1H

20116AC

0000220V

IN 2 4240-2029473

EA

2.20 FL

*2322

617

23

17

7FACESHIELD

9Q 2 5110-2042685

SE

153232 150588

5.77 FLU

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19

20

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5FILE SET,H

X31

151102042685

SE00001V0463623083638

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SE

153232 150588

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18

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5FILE SET,H

9CA4 5830-27082k6

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ACETYLENE,

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ure

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10.1

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SOT 023

TRANSACTION ERROR LISTING

17 NOV 1972

A01NNZT47305425193

EA00010V0463622806490RY05837AAC

9C

12

10000474V

MKNR

34

AO1NCnT59308858958

EA00001V0463622907401RY04636AAH

9NGK505

10000150V

MKNR

151

A01N0ZT58209811598

EA00001V0463622147614R

AY6

4C4K505

10037400V

MKNR

151

34

A01NNZ353401002468

EA00006V0463623068057R

MC

9LCK505

30001400V

MKNR

125

19

**

A05

93301002363

BX00001V0463622016907RY52180AUC

9QGK5,05

30000800V

MKNR

68

58

19

****

**

X08

153302481336

EA

//

/MKNR

14

**** ***** **

REPORT

00

DATE 2322

PACE

29

00'

Explanation of message key numbers shown

14

STOCK NUMBER IS NOT IN

19

TRANS UI MUST MATCH MRF UI

34

RQN ALRDY EXIST UNDER SAME DOC NR

58

RI TO OR RI FROM IS WRONG

68

REINPUT CORRECT MEDIA + STATUS

125 DI USED ERRONEOUSLY

151 FC AND BUIC INCOMPATIBLE

Fig

ure

10-4

.Tra

nsac

tion

Err

or L

istin

g.

10.1

33

..TRANSACTION ERROR MENR SUMMARY REPORT

MICHR

XO9

X11

X13

125

226

X31

X32

X33

X35

X37

X43

X71

X73

X76

X78

A0-

C/N OTHER

002

003

1

CO4

1

005

3557

006

4

007

7

010

2

011

21

REPORT

00

DATE

2322

PACE

49

10.1

34F

igur

e 10

-5.T

rans

actio

n E

rror

(M

KN

R)

Sum

mar

y R

epor

t.

Chapter 10 AUTOMATED SUPPLY PROCEDURES

matically processed according to certain param-eters, and deleted from the suspended listing,appearing on the transaction error listing onetime only. Transactions on the listing appear inRTC and FIIN with DI sequence as exact cardimages of the input documents. Each transactionis followed by a Message Key Number (MKNR)to explain the reason for the suspended trans-action. In addition, any transaction which isunable to process after three or more updates isflagged with three asterisks. See figure 10-6.

Information TransactionListing

The information transaction listing informsstock control personnel of transactions whichshould be reviewed, because of action whichmay be required in certain situations. It is alsoused as a management aid in that transactionsworthy of the supply officer's attention areflagged (e.g., inventory adjustment exceeds$500.00; location did not process). In addition,extraordinary conditions in a stock record oc-curring during an update are listed, even thoughno transaction was processed against the particu-lar item during the update. In either event, thecomputer has COMPLETED ALL PROCESSINGTHROUGH APPLICABLE FILES. Transactionson the listing appear in RTC and FIIN within DIsequence as exact card images of the inputdocuments, and each entry is followed by anMKNR to explain the signification of the trans-action. See figure 10-7.

OTHER OUTPUT

In addition to the preceding output that isproduced automa.ically after each update, basedon input other than a report DI, other outputmay be generated.

Change NoticeListings

During any update in which change noticeactions are processed, a change notice actionlisting, and a change notice decision listing areproduced.

CHANGE NOTICE STOREROOM ACTIONLISTING.Provides storage personnel with in-formation on action required to process changenotice actions. The listing is composed of fourparts with a separate part for stock numberchanges, unit of issue changes, security codechanges, shelf life/shelf life action code changes.See figure 10-8.

CHANGE NOTICE DECISION LISTING.Contains change notice actions which, due tothe nature of the change involved, require reviewor action by stock control. Entries on the listingconsist of the document identifier (DI), stocknumber, and message key number.

Special MaterialControl Cards

To ensure the turn-in of repairable items andtransaction item reporting on serial numbercontrol items, special control cards are createdwhenever an issue or backorder release is proc-essed against an MRF record with a materialcontrol code of "G", "H", "K", "Q" or with aserial number control indicator. Mandatory re-pairable cards are identified by document identi-fier "BC1" and are used to monitor the turn-inof mandatory repairable items. Serial numbercontrol item cards are identified by documentidentifiers "D6A" or "D7A" and are used toreport the receipt and issue of items designatedby the inventory manager as requiring transac-tion item reporting (TIR).

Material ObligationValidation Response Cards

When DI "AN1" or "AN2" (Material Obliga-tion Validation Request) status cards are input,"API" or "AP2" (Material Obligation Valida-tion Response) cards are generated. After appropriate research, the cards are transmitted to the;applicable ashore supply activity.

Backorder Release Cards

The computer creates release and controlcards when the on hand balance in a stockrecord increases sufficiently to cover an unfilledbackorder. Each backorder release (DI X33)

205

211

Explanation of message key number: II

24(5) INSUFFICIENT

SOT 023

SUSPENDED TRANSACTION LISTING

17 NOV 1972

UPDATES UNTIL ERR

X31

180105774735

CN00001V0463622943007R

AC 9Q

0001514V***

HKNR

24

17

X31

180105774735

CN00001V0463623073006

AC 9Q

0001514V***

MOR

24

21

X31

153305859501

SN00005V0463623123604

AC 9Z

0000505V***

MKNR

24

21

X31

159616155550

EA00006V0463622907601

76

AC 9N

0000084V***

HKNR

24

19

X31

159616155550

EA00006V0463622907601

AC 9N

0000084V

MKNR

24

24

X31

159056178016

EA00004V0463622907602

AC 9N

0000080V

MKNR

24

24

X31

141306406836

EA00018V0463623068902

Y03636

AG 9C

0000574V

MKNR

24

23

X31

165056644814

T000004V046362301C407

29 9L

0000014V

MR

24

23

X31

179206826710

8X00024V0463622785801R

AC 9Q

0000762V***

MKNR

24

17

REPORT

00

DATE 232Z

PAC=

35

QTY AVAIL IN MRF

Fig

ure

10-6

.Ints

pend

sd T

rans

ectio

n Li

stin

g.11

.131

SOT 023

INFORMATION TRANSACTION LISTING

17 NOV 1972

AE1596100000006016'

PG00025 046362047C401 YDT0C4A29 9LCK51232219

ZV

NM

84

AE1NNZ153950102130

11000009 0463612350032 Y

AKZ 9ZGJ 1232260

ZV

MKNR

84

AE1S9M165200199208

P030002 046362055C309 YDTOC3Al2 91=5123226Q

ZV

MKNR

84

AE1NNZ153050221060

GR00001 0463612350015 Y

AKZ 9ZW61232219

V?M

R84

AE1662159200345995

EA00013 0463612350024 Y

AKZ 9NCJ 123228Q

ZV

MKNR

84

AE1S9C148200360660

EA00001 0463621046810 Y02535AAH 9CGK505322BQ

VMOIR

84

AE1NNZ148200361703

EA00001 0463612350033 Y

AKZ 9CW1123226Q

VMOM

84

AE1NNZ147300481788

EA00005 0463612350043 Y

AKZ 9=4123226Q

VMKNR

84

AE

INN

ZEA00007 0462612350053 Y

AKZ 9NGJ 123228Q

VMKNR

84

REPORT

00DATE 2322

PACE

37

ExplAnatIon of message key number:

84(I)DEAD RQN REORDER IF REQUIRED

Fig

ure

10-7

.Info

rmat

ion

Tra

nsac

tion

List

ing.

10.1

36

STOREKEEPER 1 & C

2

ypi 'a 18

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214

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STOREKEEPER t & C

consists of two cards identified in the upper lefthand corner as MATMOV (Material Movement)and B/0 REL (Backorder Release).

Pre-Post Issue StoreroomInformation Listing

On ships equipped with the FASTRAND IIdrum, issues may be preposted to the MRF.Under this procedure, issue documents are key-punched and input, and if sufficient quantitiesare available; DI "X3I", "MATMOV", and"PRE ISSUE" cards are output. In addition tothe cards, an "F" sub-record is automaticallygenerated internally. This sub-record is deletedwhen the matching Di X31 is input. However, ifthe DI X31 is not input within 4 days after theprepost issue documents are output, the "F"sub-records are deleted, and will appear on thestoreroom information listing.

Pre-Post Receipt Storeroom/StockControl Action Listing

The prepost receipt storeroom/stock controlaction listing contains prepost receipt docu-ments more than 30 days old. This listing isapplicable only to those ships that prepostreceipts (DI X72), and is used to maintaincontrol on receipts in process (RIP).

SYSTEM TABLES

SUADPS makes extensive use of tables whichare maintained on tape or drum files, and areaccessible to the computer during update proc-essing. Some of the tables are used in connectionwith validation of input, while others such as thedescriptive tables are used to add descriptioninformation to output.

Purpose of MasterValidation Tables

The Master Valid 3tion Tables (MVT) serve adual purpose in the SUADPS framework. First,they are used by the computer to validate dataelements on input documents to prevent er-roneous data from entering the system. Second-ly, they contain certain elements of information

210216

which are used in other file maintenance pro-grams, particularly the financial programs, andwhen needed are passed to the proper programas a part of the record in the transaction tape.This permits updating and report preparationwhen required without forcing the data to beinput for each update. Validation tables areeither privileged or nonprivileged, and are fur-ther divided in the MVT into three broadcategories for the purpose of control blockidentification. These categories are symbolizedas VTC, VTD, and VTE. The VTC tables areused strictly for validation purposes, the VTDand VTE are used for descriptive and computeroutput purposes.

Data Elements

The data elements in the validation tables aresymbols, abbreviations, or codes identifyingparticular items of information which appear ininput transactions. For example, a requisitiondocument contains many data elements, one ofwhich is unit of issue. The validation table forunit of issue consists of the code for all units of:issue which are valid in the naval supply system.

Privileged Validation Tables

The privileged validation tables (VTC) areused on all SUADPS ships. They are establishedand changed only by the appropriate FleetAssistance Group (FAGLANT or FAGPAC).They are composed of data elements such asunit of issue, cognizance symbols, and MIL-STRIP status codes, which are common anduniversal in the naval supply system. Figure 10-9is an example of the U/I (unit of issue), andMCC (Material Control Code).

Non-PrivilegedValidation Tables

Non-privileged tables differ on every ship.Each ship is responsible for establishing andmaintaining non-privileged tables. All threecategories are included (VTC, VTD, and VTE).However, whereas the VTC privileged tables areused to validate universal supply data, the VTCnon-privileged tables are used for local valida-tion:


Included in the non-privileged descriptionblock (VTD) is a CR! (cognizance symbol torouting identifier) table. The CRI table containsall Navy cognizance symbols along with theRouting identifier of the supplying activitywhere requisitions are to be submitted if areorder is required. During an automatic reorder,the computer places the Routing Identifierassigned to the applicable cog in the proper datablock of the DD.Form I 348M requisition.

EstablishingNon-Privileged Tables

Non-privileged validation tables are estab-lished by the input of a keypunched cardcontaining the following:

CardColumn Data Element/s Remarks

1-3 Block identification "VTC","VTD", or "VTE", as applicable

4-6 Table identifier (e.g., "UCA","FCZ", etc)

9 "E" for establish

10-12 Number of positions in the dataelement. The field must be right-justified and zero-filled. For ex-ample, an appropriation dataelement with 25 positions wouldappear as "025".

13-33 Name of the table to beestablished (e.g. appropriation,etc.)

ChangingNon-Privileged Tables

After a validation table is established, key-punched cards must be input to change dataelements. All changes are considered as either"A" (add) or "R" (remove). To change non-privileged tables, the following elements must beincluded in a keypunched card.

CardColumn Data Elements/Remarks

1-3 Block id e n tification "VTC","VTD", or "VTE", as applicable

4-6 Three position code identifyingtable to be changed. (e.g., LMC,ARR, etc.)

9 "A" for adding new data elementsor "R" for removing data fromtable.

10-74 As many elements as can be com-pletely written in the field can bemade on one card; however, acomma must separate individualdata elements, and if more spaceis required, an additional cardmust be prepared.

OBTAINING TABLE LISTING.Whenchanges to any of the tables contained in theMVT are included in an update the entire MVTis automatically printed. A listing may beobtained at other times by the input of akeypunched card with three asterisks in cardcolumn 1-3.

SYSTEM OPERATION

So far we have discussed SUADPS files,tables, and output listings. These elements arethe means by which SUADPS performs basicsupply functionsmaterial reorder, processingissues, financial accounting, and maintainingfiles.

DEMAND HISTORYPROCESSING

Demand history processing is the automatedreview of the demand, frequency, and allowanceinformation accumulated against records in theMRF. DI 073 is used to request the review.Briefly, DI 073 by considering demands, allow-ance, ordering, and shipping time computesaverage monthly demands and sets "actionpoints" (Requisitioning objective (R0)high

211

217

STOREKEEPER I & C

limit), and reorder point (RP)low limit. DI 073also changes allowance type (A/T) codes asnecessary, and deletes entire MRF records whenthey no longer meet the requirement for reten-tion. Although demand history processing ac-complishes a thorough review and update ofeach MRF record, it should be remembered thatthe primary purpose for running DI 073 is toprepare the MRF for automatic reorder.

PROCUREMENT

The source, forms used, and other proceduralaspects of procuring material are the same onADP ships as they are on non-automated ships.The actual computation of requirements andaction required to record the transaction isperformed on an automatic or offline basis.

Automatic Reorder

An automatic reorder occurs when an item ofstock meets the criteria established for reorder-ing and a requisition is prepared by the com-puter. DI 081 is used. Prior to requesting anautomatic reorder, the Cognizance Symbol(COG) to Routing Identifier (CRI), and theReorder COG to Fund Code (RFC) validationtables must be updated. An improper entry inthese tables will cause an improper entry on therequisitions. Various options are available forselecting specific types of MRF items for re-order, and for computation of the reorderquantity. The reorder can be accomplished on adummy or a real basis..In either case, a reorderreview-listing is generated. When a real reorder isrequested, the stock requisitions generated fordeficient items are in AOor AY_.seriesformat. The AO_scries requisitions are readyfor submission to the supplying activity. TheAY_series requires additional action as theyrepresent MRF items in a reorder condition butwhich contain an automatic reorder restrictioncode. These codes are normally assigned to items

ithout valid FSN's (i.e. part numbers or localstock numbers) and are not identifiable by thesupply activity. They may also be used for FSNitems requiring manual review prior to reorder.After taking necessary action on AY_requisi-tions they are input in order to obtain an A0_series requisition or referred for purchase action.

212

218

Reorder ReviewListing

All items which arc in a reorder condition andmeet the reorder criteria indicated in the inputdocument (DI 1) are itemized on a reorderreview listing. Figure 10-10 is an example of thelisting. Ample information is given for each itemin case a decision is required prior to submittingthe computer generated requisitions to thesupplying activity. An explanation of some ofthe nonstandard column headings used on thelisting 2,, well as general information on the datais as follows:

ARRCAutomatic Reorder RestrictionCode. This code is assigned by the ship toindicate the reason the item is restricted from aregular automatic reorder.

LMTLimit Flag. The presence of an "L"in this column indicates the high limit has beenmanually set for a particular reason and will notbe adjusted by demand processing.

ACAdvice Code. The advice code assignedby the computer.

Stock/Part NumberItems appearing onthe listing are printed in FIIN sequence by RTC.

ONHDOn Hand. The on hand quantityincludes both storeroom quantity, and the rotat-able pool quantity.

DUEThis quantity represents stock duesonly. Dues against DTO requisitions are notincluded.

BOBackordered. This quantity representsthe total quantity backordered.

RQMNTRequirement. This quantity rep-resents the net (recurring and nonrecurring)requirement which was computed as being re-quired for reorder. If substitutes are available,the quantity which can be satisfied by substi-tutes is printed directly below the requiredquantity with the notation "requirement satis-fied by Substitute".

REORDER REVIEW LEDGER

3047

LK

R0

MAC

TSTK

MRATAZ TC CC C

STVPT NUMBER

Ul

ONHD

DUE

BO

HIGH

LOW ROWS 0

AMD

LOCI

DESCRIPTION

LC

DLP

ENV

SER

RP 2J

19N

15905.0803218

RA

32

92

R2.83

101187

3047

.46

30470001

RP 2J

19N

15905-0803218

EA

32

930 N

2.83

101187

3047

6.90

30470002

PC SE 1N

9G

1472U-0999012L1

FT

30

22

30

RNE1006

3047

30.000.00

30470003

DC 2J

39G

16145.-9999001

FT

1000

750

1000 R

RU1001 WIRE

3039

150.00

30470004

BC 2J

31N

14710-9999003L1

PT

100

75

100

RAD0007

PIPE

3041

1.000.00

30470005

......

......

../...

......

......

TOTAL NSA REqUill/KINT

31.157.36

TOTAL APA MUIR-Da:NT

.00

10.1

39Fi

gure

10-

10.R

eord

er R

evie

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edge

r.

STOREKEEPER I & C

DMDRecurring or Non-recurring De-mand. An "R" in this column indicates therequirement is a recurring demand while an "N"indicates the requirement is a non-recurringdemand because of an increase in range ordepth.

AMDAverage Monthly Demand. The aver-age monthly demand indicates the average quan-tity that has been used monthly in accordancewith the number of months factor used inDemand History Processing (DI 073).

EMVExtended Money Value. Extendedmoney value of quantity required.

SERJulian Date and Serial. The Juliandate and serial number are specified in the DI081 and assigned by the computer. Requisitionsare not produced if a dummy reorder is request-ed. If a requisition should be generated butcannot be, because the cognizance. symbol is notincluded in the CRI or RFC validation tables,two asterisks are in this column.

Money Value Totais.Separate cumulativemoney value totals are shown at the end of thelisting for the net requirements of both NSA andAPA items regardless of whether or not requisi-tions are produced.

Offline Procurement

Offline procurement occurs when requisitionsare manually prepared for submission to asupply activity or to a commercial source.Offline prOcurement may be made for stock orDTO. After an offline procurement documenthas left the ship, a DI AO_series inputdocument must be prepared in order to updatethe shipboard records. Strict internal controlsmust be established to ensure duplicate requisi-tion numbers pre not assigned during offlineprocurement as the computer rejects any at-tempt to process a requisition when the samedocument number has previously been assignedto a requisition in the file. This rejection occursregardless of whether the requisition is com-pleted or outstanding.

214

220

RECEIPT

Upon receipt of material, the storage sectionmust physically put the material away andforward receipt documentation to stock control.Stock control then must ensure that receipttake-up cards are properly coded prior to put-ting them in an update. Receipts from theDefense Supply Agency (DSA) are identified bycode in lieu of Navy cognizance symbols. TheDSA codes are automatically converted by thecomputer to Navy cognizance symbols. Also,override codes are assigned to certain receiptdocuments, which enable the computer toprocess transactions which have errored out.

Document Identifiers Used

Document identifiers used in receipt proc-essing are DI X71, X72, and X73.

DOCUMENT IDENTIFIER X71Used on re-ceipt documents which must be posted to theMRF. This DI records the receipt of material inthe MRF record, completes the outstandingrequisition record, and performs all relatedfinancial functions.

DOCUMENT IDENTIFIER X73Used on re-ceipt documents (money' value only) which arenot posted to a MRF record. This DI completesthe outstanding requisition record and performsall related financial functions.

DOCUMENT IDENTIFIER X72Used forpreposting stock receipts. This DI does notcomplete the outstanding requisition record,performs no financial function nor does itactually post any quantity to the applicableMRF record. However, DI X72 does create an"F" sub-record to the applicable MRF record,with the "F" sub-record, showing the U/I,quantity received, and document number. The"F" sub-record will remain a part of the basicMRF record until the matching DI X71 is input.The quantity which is posted to the "F"sub-record appears in the MSSLL under thecolumn "receipt in process" (RIP).


EXPENDITURE

The expenditure of material is accomplishedon approved forms, and in accordance withprocedures in NAVSUP P-485. To update stockrecords and financial files, a DD Form 1348M isused to record the material expenditure. Thetype of exnenditures and document identifiersused for each expenditure are explained Below.

DI X31Used for issues to ships' depart-ments and supported units for which the tenderperforms financial accounting.

DI X32Used to process the turn-in ofready for issue material. All material beingturned in which is in an RFI condition willresult in a credit to the type commander'sOPTA R.

DI X34Used in the expenditure of specialaccounting class 207 material to end-use shipsfor which the 207 ship does not performaccounting.

DI X35Used to record the expenditure ofmaterial by cash sale.

DI X37Used to record the expenditure ofspecial accounting class 207 material to anotherclass 207 ship or class 224 ship, to propertydisposal or turn-in to store ashore in the 51000account.

DI X38Used to record the expenditure ofclass 207 material to end-use ashore.

DI X43Used to record the expenditure ofmaterial surveyed..

OFFLOAD PROCESSING

On SUADPS equipped ships, material may bemanually selected for offload or may be selectedthrough the use of the computer. There are twosteps in the process of manually selecting itemsfor offload. A DD Form 1348-1 must beprepared and sent to storage for pulling thematerial. After storage has completed action onthe 1348-1, stock control must have a document

215

keypunched (DI X37) in order to record theoffload.

Mecnanized Offload

Document identifier 083 is used when com-puter generated offload documents are desired.When used, DI 083 screens each MRF record forexcess quantities in accordance with the type ofinput selected and produces the necessary off-load documents. The computer automaticallyassigns document serial numbers of "0001through "0999". If the document serial numbersexceed "0999", the computer increments thejulian date by one day and restarts the docu-ment serial number series over again. Beforerequesting a second offload, all documentsprepared during the first offload must be proc-essed. The type of output indicator used deter-mines the type of documents produced in orderfor the selected items to be processed foroffloading. Type output indicators are "1", and44,71%

TYPE OUTPUT INDICATOR "1"CausesDD Form 1348-1, and DI X37s to be produced.The X3Nis used as the input DI to update theMRF and financial records, DD Form 1348-1 isused as a picking ticket, and as the turn-indocument to the receiving activity.

TYPE OUTPUT INDICATOR "2"CausesDI X37s, picking tickets, work cards, and a cardimage listing of the DI X37s to be produced.The DI X37 is used as the input DI to updatethe MRF/financial records, the picking ticket isattached to the offload material, and the workcard is used in pulling the material. This card issubsequently returned to stock control where itis used as a control and verification documentfor the material offloaded. When the X37 isinput into the computer for updating records, italso generates a DD Form 1348M (DI D6A)document which is forwarded to the activityreceiving the material.

INVENTORY

Prior to an inventory, stock and storagesupervisors must coordinate the scheduling ofinventories so that they can be conducted at a

STOREKEEPER 1 & C

time when storeroom transactions can be frozen(except for emergency issues), and so thatreceipt and issue documents in process can becompleted before the inventory is begun. This isimportant because when an inventory request DIis input, an inventory in process flag is set, andno transactions can be processed against an MRFrecord when this flag is set.

Inventory Cards

Document identifier 084 is used to requestcards to assist in carrying out a storeroominventory. The cards produced are forwarded tostorage by stock control, and include all items tobe inventoried, based on options selected at thetime the request was input. The cards are inlocation sequence, and are of two types.

INV COUNT CARDIndicates that aphysical inventory is required for the item andthe location indicated on the card. After thecount has been completed and recorded on thecards, they must be returned to stock controlfor keypunching. When the cards are processedby the computer, the count quantity is com-pared to the MRF quantity. If no differenceexists, the inventory in process flag is cleared,and the inventory is considered complete. How-ever, if a difference exists, inventory recountcards are produced.

INV RECOUNT CARDIndicates there isa difference between the MRF record quantityand the storeroom quantity, and that a recountof the item is required. After the recount hasbeen recorded on the card it must be input. Thecomputer will accept and record the quantitycount placed on the recount card as the newbalance. Adjustments (gain/loss) are made to theMRF, related financial records, and the inven-tory in process flag is cleared.

FINANCIAL AND MANAGEMENT REPORTS

Accounting for funds and associated manage-ment reports on ships carrying material inspecial accounting class 207 is done throughSUADPS. SUADPS has eliminated the require-ment for manual record keeping and has also

eliminated most of the need for manuallypreparing financial reports. No financial logs,ledgers or records need be maintained since allsuch records are maintained on magnetic tape.The complete validation of input data duringprocessing ensures that reports produced requireonly signing and after supporting cards, tapes, ordocuments are included the reports are ready forsubmission. The whole process of accounting forfunds and making various management reportson ships carrying material in special accountingclass 207 is broken down into three categories:Reports the supply officer must make to ac-count for material held in store (FINANCIALRETURNS), OPTAR reports, and various effec-tiveness reports.

TYPES OF REPORTS

Real, negative, and dummy reports can begenerated through the SUADPS systems.

REAL REPORTSA smooth report withsupporting documentation ready for submission.

NEGATIVE REPORTSGenerated inmany cases as a positive means of informingstore control personnel that the computer hasupdated all files and has attempted to produce areport but there are no applicable transactionson file. If there are no requirements that anegative report be submitted, they may bedestroyed.

DUMMY REPORTSThe system providesfor the production of certain dummy reports.These reports are in the same format as the realreports, but are for internal use only and maynot be submitted as official reports. Dummyreports can be requested as often as desired;however, they may not be requested at the sametime that any real financial report is requested.

REQUESTING REPORTS

The various financial reports are generated bythe computer through the input of documentidentifier 100. Document identifiers 061 and062 are input to obtain the two managementreports 207 ships are required to render.


DI 190 DATA ELEMENTS

When reports which are produced by DI 100are required, a keypunched card with the follow-ing elements must be input:

CardColumn Data Element Description

1-3 Always 100

9-12 Control date (cut-off). This dateis the report cut-off date. Alltransactions processed on anydate up to and including thecontrol date are included on thereports produced. This date con-sists of the calendar year (lastdigit) and Julian date for cut-offof the report; e.g., for 7/31/73enter "3212".

18 Dummy Report Indicator. Enter"D" if dummy reports are re-quired. Leave blank when realreports are required.

19 Daily (D), Weekly (W), Monthly(M) or Yearly (Y) Report indi-cator. When used, the "D" pro-duces daily reports, the "W" pro-duces weekly reports along withdaily reports, the "M" producesmonthly reports along with week-ly reports, and the "Y" producesyearly reports along with monthlyreports.

20-21 Month of report (equals 01 forJanuary through 12 for Decem-ber).

DI WO REPORT NUMBERS

The various reports generated by DI 100 areoutlined below.

217

223

ReportNumber Title Frequency

03 NSA Financial Report03 APA Financial Reportci4 NSA Receipt Report05 Transfer ReportOSO

under $100.0005 Transfer ReportOSO

over $100.0006 2074 Monthly Report

for Charges06 2074 Monthly Report

for Credits06 NSA Expenditures Report

Listing for Charges andCredits

07 ROV "A" Summary08 ROV "B" Summary10 Supply Effectiveness

Report20 S&E Obligation (End

Use Listing)21 C.O. Dept. and Div

Budget Report22 Listing of End Use

Differences BetweenObligated and ExpendedAmt.

24 Message Report of D,W,M&YCredits (AS(FBM)

41 Budget OPTAR Reports M&Y(NAVCOMPT Form 2157)Supported Units

42 Budget OPTAR Report M&Y(NAVCOMPT Form 2157)Reimbursement OPTARs

43 Budget OPTAR Report M&Y(NAVCOMPT Form 2157)Medical and DentalOwnShip, and SupportedUnits

46 Squadron Refit Rov D,W,M&Yand Refit S&E Report

47 Budget OPTAR Report M&Y(NAVCOMPT Form 2157)Own Ship

48 NSA Financial Summary M&Y57 FMSO Demand Report M&Y

M&YM&YM&YM&Y

M&Y

M&Y

M&Y

M&Y

M&Y

M&Y

M&Y

D,W,M&Y

D, W,M&Y

STOREKEEPER 1 & C

207 FINANCIAL REPORTS

Vessels carrying materials in speciai account-ing class 207 are required to render FinancialInventory reports monthly or upon the relief ofthe supply officer. These reports are required todocument transactions that have occurred dur-ing the accounting period, and to substantiatethe supply officer's accountability for materialheld in store. The reports are rendered to reachthe applicable NAVREGFINCEN by the tenthof the month following the reporting period,and are composed of listings, and card images ontape which substantiate the reports involved,

NSA FIR Report

The NSA. Financial Inventory Report (FIR)(Report 03) is the balance sheet for the financialinventory reports. It deletes the requirementsfor the manual preparation of the NAVCOMPTForm 2099 balance sheet. Transactions on theFIR are listed by FIR Code within cognizancesymbol with the applicable value. Also, a sum-mary by FIR code and Value is shown at thebottom of the listing. Figure 10-11 is anexample of the entries for cognizance symbol1A. Figure I0 -12 shows the ending totals for allNSA cognizance symbols.

APA FIR Reports

The APA FIR report is generated monthly inthe same format as the NSA Financial report;however, this report is not submitted to theapplicable NAVREGFINCEN. The report ismaintained on file as part of the ship's financialrecords in order to meet the current require-ments of annually adjusting the APA InventoryValues, and submitting an annual report

REPORT 04.The NSA monthly receipt re-port (Report 04) is a detailed listing of materialreceipts from OSO, commercial purchases, orother DOD, and non-DOD activities. Figure10-13 is an example of report 04. Each transac-tion on the listing indicates the applicable 207fund code; cognizance symbol, stock number,account from and to, document number, receiv-ing and issuing activities, management/transac-tion code, FIR code, quantity and amount. A

218

summary of all transactions by FIR code anddollar value is shown at the end of the listing. Acard image (NAVSUP Form 1162) detail card ontape is produced to substantiate each line entryon the listing. The listing and supporting tapeare submitted as part of the NSA FIR returns tosubstantiate the receipt FIR codes as shown onthe FIR report.

REPORT 06.The monthly 2074 report forcharges (Report 06) is a summary listing of all"issues" made during the reporting period bythe tender or repair ship. Summary dollar valuesare shown by chargeable appropriation, BCN,chargeable activity, and applicable fund code. Asummary card (NAVCOMPT Form 632) is pro-duced to substantiate each line entry on thelistings. A new page is started each time the BCNand/or appropriation changes. The total dollarvalue of the monthly 2074 report for chargesshould agree with the J1 (issue with reimburse-ment-to-use) FIR Code shown on the NSAFinancial Inventory Report. See figure 10-14.

2074 REPORT FOR CREDIT.Formatting,sequencing, and substantiation of the 2074credit report is the same as the Monthly Reportfor Charges. Entries on the Credit 2074 Reportsummarize TURN-INS received from "end-use"ships or own ship's departments that are to becredited to the applicable TYCOM. The value ofthe Monthly 2074 Report for Credits shouldagree with the J2 Credit FIR Code total shownon the NSA Financial Inventory Report.

NSA EXPENDITURES LISTING.Themonthly NSA expenditures report listing isprepared as a detailed listing of the transactionsappearing on the 2074 report. A card image(INIAVSUP Form 1162) detail card on tape isproduced as supporting documentation. Detailedline entries are accumulated by appropriationwithin BCN, within chargeable activity andwithin fund code. Own ship's use (OSU), andsupported unit issues are not detailed on thelisting but are accumulated within the applicablefund code chargeable. Expenditure documentnumbers are internally generated and assigned tothe line entry. The grand total printed on thelast page of the expenditure listing must agree

FINANCIAL

ADJUSTMENTS

(GAIN) STANDARD

PRICE

NSA FINANCIAL INVENTORY REPORT

COG

SYM

IA

FOR MONIII ENDING

1MAR

1973

USS SIMON LAKE,AS 33

V04697

FIR

OPENING

CLOSING

CODE

INVENTORY

RFCEIPTS

EXPENDITURES

INVENTORY

HI

705.24

LREPORT NUMBER + DATE .411 REPORT

03

IA

E2 F4

JI M4

P5

RI

TOTALS

705.24

4.20

325.00

329.20

576.51

6.00

3.00

585.51

448.93

448.93

DATE 3047

PACE

Fig

ure

10-1

1.N

SA

Fin

anci

al In

vent

ory

Rep

ort (

by c

ogni

zanc

e sy

mbo

l).

STOREKEEPER I & C

NSA FINANCIAL INVENTORY REPORT FOR MONTH ENDING 1 MAR 1973

USS SIMON LAKE, AS 33 V04697

COG FIR OPENING CLOSINGCYM CODE INVENTORY RECEIPTS EXPENDITURES INVENTORY

TOTALS BY FIR CODE

HI 92,348.90

Al 5,105.68A3 48.64CRA5 36,969.00B2 10,469.83CRB4 91.78D2 345.80D4 13,951.47

E2 188.19

F4 158,965.90

F5 7,322.50

J1

J2J3J4

K3

K5

LIMA

M4

M6

M9

N22

RIP5

P

GRAND TOTALS 32,348.30 211,831.85

210,920.12

8,649.18CR

40.62

299.50CR

10,469.83CR

409.75

809.58CR

345.80

220.84CR

3,275.53

584.20CR

3,818.11

3,276.09

667.77

201,720.66

Receipt financial adjustmentFIR codes:

732 10 ,469. 83CRB4 91.78D2 345.80D4 13,361,47E2 188.19

3,507,41Total Report 04 208 324 44Total receipts 211,891.85

1,

EQUALS FIR CODEHI-OPENING INVENTORYFOR ALL NSA COGSNEXT MONTH

A2,459.41!9

42,459.49

I CERTIFY THAT THE AMOUNTS REPORTED ONTHIS FORM ARE BASED ON PRESCRIBED ACCOUNTINGRECORDS MAINTAINED UNDER MY DIRECTION,

S.H. NORRELL, CDR, USN

BY DIRECTION

REPORT 03 DATE 3047 PAGE 28

10.141Figure 10-12.NSA Financial Inventory Report (totals for all FIR codes).

220

27,6

FC COC 9A

1N1R

9Q

9M9M

9M9C

9C

9C

9C9C 1%

IN

1N

IN

1N9C

9G9C

9C 9C

9C9G

9L

FZ

IN

FZ

IN

FZ

IN

FZ

IN

KZ

9C

REPORT 04

STOCK NUMBER

MDNTHLY RECEIPT REPORT FOR PERIOD ENDING

USS SITUN LAKE, AS 33

ISSUING

DOGE/COT NUMER

ACTIVITY

V04697

FIR

CODE

QTY

1 MAR 1975

AMOUNT

JMOORE104

V04697 2319 2168

1F

Al

15

600.00

7510-222-3352

V04697 2319 2169

NRZ

F4

16

625.00CR

5',555A8C15

V04597 2319 2170

GAO

AS

17

650.00

75101.001011

004697 2319 2173

EPA

Al

9275.00

7510-222-3353

V04697 2319 2201

NRZ

F4

20

10.00

7510-222-3354

V04697 2319 2202

NRI

A3

21

15.00CR

7510-222-3355

V04697 2319 2203

EPA

Al

22

20.00

JMDORE1

V04697 2322 2008

NRI

A3

15

30.00

JMDORE3

Vo4697 2322 2009

NRZ

F4

24

9,000.00

JMOORE5

V04697 2322 2010

EPA

Al

24

1.20

JMOORE7

V04697 2322 2011

1F

Al

14

21.00

JM30RE7

V04697 2322 2011

1F

Al

16

24.00

JMOORE2

V04697 2322 2108

04629

F4

20

700.40

JMOORE4

V04697 2322 2109

NRZ

F4

14

70,000.00

JMOORE4

V04697 2322 2109

04629

F4

12

60,000.00

JMOORE6

V04697 2322 2110

EPA

Al

32

3.20

JMDDRE8

V04697 2322 2111

1F

Al

36

648.00

260

V04697 2323 2012

NRZ

F5

1150.00

260

V04697 2323 2013

NRZ

F5

410.00

260

V04697 23:3 2013

NRZ

F5

12.50

260

V04697 23:3 2014

NRZ

F5

21,200.00

260

V04697 23:3 2113

NRZ

F5

26.00

260

V04697 23:3 2113

NRZ

F5

412.00

260

V04697 2323 2113

NRZ

F5

39.00

JMOORE19

V04697 2325 3601

NRZ

F4

41.00

JMOORE14

V05107 2322 3509

EPA

Al

24

2.40

JMDORE14

V05107 2322 3509

IF

Al

36

2.88

JMDORE14

V05108 2322 3509

NRZ

F4

4.12

JMOORE14

V05108 2322 3509

04629

F4

48

2.40

5510-099-9036

V05718 3002 0130

NRZ

F4

48

:20.00

CARD COUNT

y

149

TOTAL

:.08,324.44

FIR CODE

MOUNT

F4

158,965.90

Al

5,105.68

AS

36,969.00

A3

48.64CR

F5

7,332.50

TOTAL

208,324.44

DATE 3047

FACE

4

Fig

ure

10-1

3.N

SA

mon

thly

rec

eipt

rep

ort (

Rep

ort 0

4).

10.1

42

WHITHLY 2074 REPORT FOR CHARGES POR PERIOD ENDING

USS SIMON LAKE.AS 33

1 MAR 1973

V04697

BUREAU

CHWILE

FUND

AUTH ACCIG

ApPRoP'm

CTRL NO

ACTIVITY

CODE

ACTIVITY

ANIUmT

21804601A

00060N

V04697

28

N60951

10.77CR

SUBHEAD SUBTOTAL

10.77CR

UIC TOTAL

10.77CR

BCH TOTAL

10.77CR

218046018

57016W

V04697

YA

860951

21.20

SUBHEAD SUBTOTAL

22.20

UIC TOTAL

22.20

ECM TOTAL

22.20

218046018

57016

V04697

YC

860951

9.206.05

2.7,1146018

57016

V04697

YE

860951

.72

7..64.46018

57016

V04697

YO

860951

18.42

218046018

57016

V04697

YII

N60951

178.88

21C046018

57016

V04697

YR

860951

109.60

SUBHEAD SUBTOTAL

9.513.67

UIC TOTAL

9.513.67

218046018

57016

V05720

YC

860951

.79

218046018

57016

V05720

YR

N60951

8.45

SUBHEAD SUBTOTAL

9.24

UIC TOTAL

9.24

218046018

57016

v07149

YC

860951

3.25CR

SUB

HE

ADSUBTOTAL

3.2SCR

UIC SUBTOTAL

3.25CR

218046018

57016

V12597

YR

N60951

18.00

SUBHEAD SUBTOTAL

18.00

UIC TOTAL

18.00

218046018

57016

V12600

YR

860951

11.40CR

SUBHEAD SUBTOTAL

11.40CR

UIC TOTAL

11.40CR

BCN TOTAL

9.526.26

tA,920,12

GRAND TOTAL

REPORT 06

DATE 3047

PACE

11

10.1

43F

igur

e 10

-14.

Mon

thly

207

4 re

port

for

char

ges.


with the total of the Monthly 2074 Rerort forCharges/Credits. See figure 10-15.

ROV "A" SUMMAR1ES.ROV "A" Sum-marks are prepared to transfer the material costsof ROV to a ship which is assigned to a differentfleet (service code differs) and/or different FiveYear Defense Program (FYDP). A card image(NAVSUP Form 1162) detail card and a cardimage (NAVCOMPT Form 632) summary ontape are produced to substantiate each line entryon the listing. Validation of the totals may beaccomplished by adding the NSA total shown onNSA ROV "B" summary to the total of theNSA ROV "A" summaries which should thenequal the G and H fund code totals shownunder the tender or repair ship's UK' on the2074 report. The ROV "A" summary credit isprepared to indicate the appropriation, and BCNof the issuing activity in order that a credit maybe generated. Formatting and substantiation isthe same as the "A" summary report. Figure10-16 is an example of report 07. The chargesand credits are shown. In addition to the "A"summaries discussed, ROV "A" summaries end-use (charges/credits) are produced. They are inthe same format and serve the same purpose asthe ROV "A" summaries, the only differencebeing that the ROV "A" summary end-use listcontains only end-use cognizance symbol 99charges/credits.

ROV "B" SUMMARIES.Statistical chargesand credits by recipient activity of Repair OtherVessels (ROV) issues are reported on the ROV"13" summaries. Formatting and substantiationare the same as the "A" summaries.

OSO Transfers

Transfers to Other Supply Officers (OSO) aredocumented on report 05. Such transfers arelisted as OSO transfer under S100 and OSOtransfer over S100.

UNDER S100.00.The Monthly Transfer Re-portOSO Under S100 lists NSA (less COGSIQ, 9U and 9M) material transfers that are madeto other 207 vessels, or to activities that arerendering NSA stores returns. Formatting andsubstantiation of the listing are the same as the

223

NSA receipt report. The value of this listingwhen combined with the value of the MonthlyTransfer ReportOSO over S100.00 substanti-ate FIR codes P4 and P5 on the NSA FIRReport.

OVER S 100.00. This report includes all NSACogs (see figure 10-17). Substantiation andformatting is the same as the OSO TransferReportUnder S100.00.

BUDGET ANDOPTAR REPORTS

The reports produced on a daily, weekly ormonthly basis provide current information as tothe financial status of: SE (own ship andsupported units), ROV (Primary Program includ-ing ROVI and TAV), ROV (Secondary Pro-gram), Medical/Dental (own ship and supportedunits), and any reimbursable OPTAR funds heldby the ship. The message report of credits applyto AS(FBM) tenders only, and are automaticallyincluded in the reports when applicable.

Budget Reports

Budget reports generated are for the currentfiscal year only, and provide levels of totals forthree levels: (1) commanding officer's, (2) de-partmental, and (3) divisional. Copies of thereports are distributed to the appropriate level inaccordance with local policy.

CO's BUDGET REPORT.The commandingofficer's budget report (Report 21) is a summaryof the Departmental budget reports for theparticular type of funds. Also, it reports thefinancial condition of each department/sup-ported unit as follows:

A separate entry reporting the condition ofeach ship's department S and E, ReimbursableOPTAR. ROV, and Medical/Dental funds.

A separate entry reporting the condition ofeach supported UIC's S and E, and Medical/Dental funds.

0").Air:4;U

'-111

1111

6

MONTHLY LISTING OF NSA EXPENDITURES NOR PERIOD ENDING

I MAR 1973

USS SIMON LAIJEAS 33

V04697

BUREAU

DOC. NO./

FUND

AUM ACTG

ISSUING

APPROP'N

CTRL NO

CHG, ACT.

CODE

ACTIVITY

ACTIVITY

AMOUNT

31804601A

00050M

V04697 3060 9001

II

060951

V04697

24.60

31804601A

00060M

V04697 3060 9002

' 28

060951

V04697

16.70CR

SUBHEAD SUBTOTAL

7.90

UIC TOTAL

7.90

31804601A

00060M

V12597 3060 9003

28

060951

V04697

9.50

SUBHEAD SUBTOTAL

9.50

UIC TOTAL

9.50

BCH TOTAL

17.40

318046018

57016

V04483 2313 0246

YC

060951

V04697

19.80CR

SUBHEAD SUBTOTAL

19.80CR

UIC TOTAL

19.80CR

318047018

57020

R04697 3060 9045

AH

060957

V04697

3.40.

SUBHEAD SUBTOTAL

3.40

UIC TOTAL

3.40

ECM TOTAL

3.40

FT TOTAL

201,470.68

GRAND TOTAL

210,920.12

REPORT 06

DATE 3047

PACE

12

Fig

ure

10-1

5.M

onth

ly N

SA

exp

endi

ture

rep

ort.

10.1

44


0N

4.°

0 NI NI tql NI NIIIN N n

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m7NT12Y TRANSFER REPoRT - 000 $100.00 AND OVER - FOR mum ENDING

I KU 1913

000

rc SYK

OSS SIN)N LAXE,AS 33

sit= Mau

DoanatoToineaR

RECEIVING

ISSUING

ACTIVITY

ACTIVITY

PUTC

V04697

FIR

Can

QTY

AnouNT

26 9U

8405-270-7018

V04483 1024 3302

7100127

V04671

RPS

48

444.96

CZ 18

0077-1100-5918

v04677 2042 0001

N00127

804697

R74

10

120.00

CARD ODOR

2TOTAL

544.86

FIR 000E

AND1141

120.00

PS

444.91,

TOTAL

564.96

IM IN

5915-311-3318

804697 2007 0014

800171

804697

R74

2472.0=

IN

5915-311-3218

V04687 2154 '950

800171

804697

R74

1234.00

IN

5915-311-3718

804687 3007 0014

1100171

804697

RPA

2472.0000*

CARD OMIT

3TOTAL

708 .co

ca

P1R CODE

N9DUNT

74

708.00CR

TOTAL

708.00CA

27 9U

8405-270-9018

804642 3020 3335

500612

v04687

RPS

37

342.99

/2 IN

5915-311-3318

804697 2154 1.002

N00612

804697

R74

1236.00

EZ 90

8345- 241 -4818

804687 2009 0017

800612

804697

RPi

100

500.00

EZ 80

8405 -770-9018

V04697 3039 0018

N00612

804697

R74

100

827.00

CZ IN

5810.251 -8118

V04687 3424 0002

N00612

V04697

It

74

2104.000R

P.. 14

4810-20-9304

V04697 3034 0004

800612

V04697

R74

10

100.0008

2 tU

8405-270-9018

V04697 3039 0018

800612

904697

R74

100

927.00

CZ IN

4940-270-0718

804697 3044 0003

1(00612

804697

R74

2172.000R

.2 9N

5915 -375 -8918

VS2192 2154 1213

N00612

904697

RLI

10

810.000R

CARD COUNT

TOTAL

1,746.99

PIR CODE

ANotINT

LI

810.00CR

14

2,214.00

PS

342.99

TOTAL

1,746.99

NZ IQ

8010-919 -9021

804447 2300 0006

104629

804687

R74

17.00

CARD 0591?

1TOTAL

7.00

FIR CODE

MOUNT

74

7.00

REPORT OS

CATE 3047

PACE

1

10.1

46F

igur

e 10

.17.

Mon

thly

Tra

nsfe

r R

epor

tOS

O 6

100.

00 a

nd o

ver.


Figure 10-18 is an example of report 21. Theopening and closing financial balance is shownfor each of the captions.

DEPARTMENT REPORTS.With the excep-tion of APA transactions which are not includedin the departmental budget reports, each depart-mental report is a summary of the applicabledivision's budget reports which are under themanagement control of a particular department.Separate entries are provided for each type ofOPTAR/fund. The entry for S and E funds isshown in figure 10-19.

DIVISIONAL REPORTS.Divisional budgetreports contain an itemized listing of the docu-ments (allocations, adjustments, obligations, ex-penditures, etc.) which affect a particular typeof funds. APA and non-stores account transac-tions are listed ; however, these transactions arenot included in any totals. A separate divisionalbudget report is produced for each two-digitseries number code used by the ship exceptthose used for stock replenishment. Also, abudget report is produced for each supportedUIC, with separate reports generated for S andE, and Medical/Dental funds. Figure 10-20 is anexample of a weekly division budget report.Your attention is called to the fact that thereport shown is a weekly report, because when amonthly report is produced, a cumulative listingof all transactions which have occurred duringthe month are listed on the report under thecaption: CUMULATIVE MONTHLY TRANS-ACTIONS.

Squadron Refit ROV andRefit S&E OPTAR Report

The Squadron Refit ROV and Refit S & EOPTAR report is designed to show the tenderand squadron how ROV and S & E funds arebeing spent by refit. By definition "refit" is theperiod a vessel spends alongside or is available toa tender/repair ship so that necessary repairwork may be accomplished. The refit report,figure 10-21, shows outstanding obligations,

227

cumulative expenditures, and total obligations/expenditures by refit numbers, hull number, andUIC.

Budget/OPTAR Report

A Budget/OPTAR Report (NAVCOMPTForm 2157) is generated monthly for eachOPTAR held by the ship, and for each sup-ported unit. For the tender S & E, ROV tender,and supported units S & E, the reports aregenerated for the current and first prior fiscalyear unless the appropriation has lapsed or a"final" report has been submitted. For thetender, and supported units Medical/Dentalfunds the reports are generated for the currentfiscal year only (see figure 10-22).

End Use ObligationListing

The end use obligation listing, with support-ing cards, consists of all end use chargeableorders generated for the reporting month andany confirmed cancellation of such orders re-ceived from a supply activity. The transactionsare identified on the listing, and in the cards bya "Z" as the first position of the DI forchargeable orders, and an "X" as the firstposition of the DI for a confirmed cancellationof a chargeable order.

MISCELLANEOUSMANAGEMENT REPORTS

If you are stationed aboard an automated shipthere are other miscellaneous Management re-ports, such as the FMSO/NRSO Demand Re-port, the Supply Effectiveness Report, and theUniform Military Movement and Issue PrioritySystems (UMMIPS) performance report. The firsttwo are generated by DI 100 and the UMMIPSby DI062. If you have need to prepare thesereports, consult Shipboard Uniform AutomatedData Processing System-207 (SUADPS-207)Support Procedures, section 7300.

2;33

DEPT/UNIT

USS CASCADE AD-16

V04636

COMMANDING OFFICER'S BUDGET REPORT FOR PERIOD ENDING 19 NOV 1972

ALLOCATION

OBLIGATIONS

YEAR TO DATE EXP

GROSS ADJ ObL

AVAILABLE DAL

OP. BAL.

.00

.00

.00

.00

.00

CL. BAL.

.00

.00

.00

.00

.00

ADMIN

OP. BAL.

6,000.00

1,064.27

2,601.84

3,666.11

2,333.89

CL. BAL.

6,000.00

994.77

2,827.51

3,822.28

2,177.72

CHAPLAIN

S+E

OP. BAL.

4,220.00

756.00

1,782.30

2,538.30

1,681.70

CL. BAL.

4,220.00

654.17

1,963.30

2,617.47

1,602.63

CO FUND

S+E

OP. BAL.

2,050.00

328.00

1,085.03

1,413.03

636.97

CL. BAL.

2,050.00

354.00

1,085.03

1,439.03

610.97

DENTAL

S+E

OP. BAL.

700.00

252.74

269.20

521.94

178.06

CL. BAL.

700.00

252.74

269.20

521.94

178.06

ENGINEERS S+E

OP. BAL.

26,500.00

6,739.86

17,412.98

24,152.84

2,347.16

CL. BAL.

26,500.00

7,716.31

19,862.77

27,579.08

1,079.08CR

DECK

S+E

OP. BAL.

9,500.00

775.12

6,650.46

7,625.08

1,874.42

CL. BAL.

9,500.00

895.20

7,353.70

8,248.90

1,251.10

TENDER S+E TOTAL

OP. BAL.

89,470.00

28,834.40

53,106.74

81,941.14

7,526.86

CL. BAL.

89,470.00

24,275.75

59,099.91

83,375.06

6,094.34

TENDER ROB TOTAL (P)

OP. BAL.

281.400.00

57,563.89

61,641.88

119,205.77

162,194.23

CL. BAL.

281.400.00

85,219.84

68,287.33

153,507.17

127,892.83

TENDER TOTAL OWN PROG

OP. BAL.

370.870.00

86,398.29

114,748.62

201,146.91

169,723.09

CL. BAL.

370.870.00

109,495.59

127,387.24

236,882,83

133,987.17

REPORT 21

DATE 2324

PAGE

147

10.1

47F

igur

e 10

-18.

Com

man

ding

Offi

cer's

Bud

get R

epor

t.

FY 1973

DIV. CODE 4 NAME

DECK

USS CASCADE AD-16

V04636

DEPARTMENT BUDGET REPORT FOR PERIOD ENDING 19 NOV

1972

ALLOCATION

OBLIGATIONS

YEAR TO DATE EXP

29 GUNNRY

OP. BAL.

9,500.00

100.00

5,759.81

CL. BAL.

9,500.00

100.00

5,759.81

30 1ST LT

OP. BAL.

.00

675.12

1,090.65

CL. BAL.

.00

795.20

1,593.79

DEPARTMENT TOTAL

OP. BAL.

9,500.00

775.12

6,850.46

CL. BAL.

9,500.00

895.20

7,353.70

REPORT 21

DATE 2324

PAGE

24

TYPE OPTAR

S+E

GROSS ADJ OBL

LVAILABLE BAL

5,859.81

3,640.19

5,859.81

3,640.19

1,765.77

1,765 77c

2,389.09

2,389.09CR

7,625.38

1,874.42

8,248.90

1,251.10

Fig

ure

10-1

9.D

epar

tmen

t Bud

get R

epor

t.

10.1

48

USS CASCADE AD-16

V04636

DIVISION BUDGET REPORT FOR PERIOD ENDING 19 NOV

1972

TYPE OPTAR

S+E

DIVISION NAME

30

1ST LT

ALLOCATION

OBLIGATIONS

YEAR TO DATE EXP

GROSS ADS OBL

AVAILABLE BAL

op. BAL.

.00

675.12

1,090.65

CL. BAL.

.00

795.20

1,593.89

1,765.77

1,765.77CR

2,389.09

2,389.09CR

D/I DOMMENT NO.

X71 V0463622763002

A01 V0461622702008

X31 V0463622903007

131 V0463623113005

X31 V0463623113010

131 V0463623123002

X31 V0463623133001

STOCK/PART NO.

51202238921

42400523776

01060638631

85402627178

53302915684

80305508017

53451961698

UI FC CG PRI

EA AC 9Q

EA AC 9Q

05

PD AC 11

BX AC 9Q

EA AC 9Z

CN AC 9Q

EA AC 9Q

BUIC REF

99999999 999999

QTY UNIT PRICE

41.03

10

.42

6.50

36.80

1.12

55.00

25

.13

TOTAL PRICE

4.12

4.20

3.00

20.40

.12

25.00

3.25

ADJUSTMENT

.00

REPORT 21

DATE 2324

PAGE

23

Fig

ure

10.2

0. D

ivis

ion

Bud

get R

epor

t.

10.1

49

USS SIMON LAKE,AS 33

V04697

FOR PERIOD ENDING

28 JAN 1973

REF/HULL/UIC

SQUADRON REFIT ROV AND REFIT S+E OPTAR REPORT FOR PROGRAM 1 ARD 2 FUNDS

FY 1973

NOV

OBLIGATIONS

EXPENDITURES

TOTAL OBL/EXP

OBLIGATIONS

S+E

EXPENDITURES

TOTAL OBL/EXP

AA 591 05054

42.72

.00

42.72

.00

.00

.00

AB

25 04875

.00

750.00

750.00

.00

.00

.00

BB 643 05714

24.32

3.40

27.72

.00

.00

.00

10

33 .4697

165.10

121.20

286.30

183,478.80

.45

183,479.25

17 622 6:774

18,872.32

.00

18,872.32

46.12

183.52

229.64

31 624 05076

6,700.00

.00

6,700.00

.00

.00

.00

34 623 05075

10.00

.00

10.00

.00

245.45

245.45

36 602 05110

45,772.00

.00

45,772.00

39,330.00

.00

39,330.00

38 598 05106

1,242.00

.00

1,242.00

1,282.00

.00

1,282.00

40 760 12600

.00

3.40

3.40

48.80

.00

48.80

41 780 12597

262.80

.00

262.80

142.30

726.00

868.30

46 149 07149

.00

.00

.00

69.00

24.00

93.00

64 601 05109

.00

.00

.00

24.00

.00

24.00

66 625 05077

5,351.64

.00

5,351.64

19,172.20

.00

19,172.20

69 609 05117

.00

3,750.00

3,750.00

.00

.00

.00

70

74.00

.00

74.00

640.74

2.88

' 643.62

90 655 05718

7,237.60

.00

7,237.60

3,313.00

452.84

3,765.84

94 618 05125

.00

.00

.00

8.50

69.00

77.50

95 657 05720

.00

.00

.00

11.00

67.75

78.75

98

7 05007

.00

.00

.00

19.00

21.60

40.60

TO

TA

L85,754.50

4,628.00

90,382.50

247,585.46

1,793.49

249,378.95

REPORT 46

DATE 3039

PAGE

2

10.1

50F

igur

e 10

-21.

-Squ

adro

n R

efit

RO

V a

nd R

efit

S&

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AR

Rep

ort.

ICCHANIZED BUOCEI/OPTAR REPCRT

NONTH ENDING;

1 MAR 1973

NAVCOMPT 2157 SIMULATED

FROM:

COMMANDING OFFICER, USS SINN LAKE, AS 33

V04697 EL 6011 OB 57016

OH V05007

FY 1973

TO:

COMMANDING OFFICER, U.S. NAVY REGIONAL FINANCE CENTER, NORFOLK, VA.

PART 1

CONSUMPTION + DEFICIENCY

PART II OPTAR DATA

CHARGEABLE

CHARCEABLE

CUMULATIVE

FUND

CUMULATIVE CHARGEABLE

MATERIAL

OBLIGATIONS

CUMULATIVE

GROSS ADJUSTED

CODE

MATERIAL CONSUMED

DEFICIENT

FY TO DATE

DIFFERENCES

OBLIGATIONS

Ili

6.60

6.60

.00

6.60

YC CONSUMABLES

7.20

7.20

.00

7.20

YD

7.80

7.80

..00

7.80

YE CONTROLLED EQUIPAGE

8.40

8.40

87.70

96.10

YR REPAIR PARTS

1.00CR

19.00

.00

19.00

TOTAL

.29.00

49.00

87.70

136.70

PART III TRANSMITTAL RECAP

TL NUMBER

/3

TL

Ano

n.0

0

OTHER DATA:

OPTAR GRANT FEED:

FEED VALUE OF TL'S TRANS:

LAST DIFFERENCE LISTING RECD:

LAST DIFFERENCE LISTING PROC: 1365

17,000.00

.00

I HEREBY CERTIFY THAT DOCIBOINT/RY EVIDENCE IS AVAILABLE AS OF THE DATE

OF THIS REPORT COVERING OBLIGATIONS LEGALLY INCURRED

UNDER THE FUNDS IDENTIFIED, IN THE AMOUNT SHOW AS THE 'TOTAL' OF

'CUMULATIVE

GROSS ADJUSTED OBLIGATIONS' IN PART II OF

THIS REPORT.

S.H.NORRELL CDR, USN

BY DIRECTION

10.1

51

Fig

ure

10-2

2.B

udge

t/OP

TA

R R

epor

t.

CHAPTER 11

IT COULD HAPPEN TO YOU

Up to now we have discussed procedures for"routine" supply operations. In this chapter wewill discuss some supply problems which youshould know about but which are far fromroutine.

RECEIPTS

Receipts come from many places, direct fromthe supply center, the manufacturer, and othersupply officers. All receipts from these sourcesare familiar to you. Now let's talk about someother types of receipts.

RECEIPTS FROM OTHERGOVERNMENT DEPARTMENTS

Receipts from other government departments(Air Force, Army, etc,) are inspected for bothquantity and quality. As soon as the material isreceived at your ship or unit, the inspection forquality is performed by the receivingstorekeeper or, if the material is of a highlytechnical nature, the department head of thereceiving department will provide a technicallyqualified person to perform the quality inspec-tion.

In most cases, receipts from other governmentdepartments are made on a reimbursement basis.That is, Navy department funds are transferredto the credit of the department from which thematerial is received. Exceptions to this practiceare noted in NA VSUP P485, Chapter 4.

The document substantiating the receipt ispriced, extended, and totaled. The documentalso must show the authority for the transfer.

232

PRESENTATION SILVER

As described in NAVSUP P485, chapter 6,gifts from civilians generally consist of silverpresented to United States ships in the form oftrays, bowls, tea service, and so forth. Thesegifts have been presented by many sources suchas states, cities and organizations as well asindividuals. Since these gifts have a high value,both intrinsic worth and historic, special receiptand control procedures have been adopted.

Immediately upon receipt of a new gift ofpresentation silver your commanding officermust provide Naval Supply Systems Command(Deputy Commander, Supply Operations) with acomplete inventory report which includes thename .of the donor, the date of the presentation,a complete description of the silver includingengraving, and the quantity of each item. Addi-tionally, at least three photographs of thepresentation are taken. One is forwarded toNAVSUP with the initial inventory report. Twoor more photographs of the presentation thenare retained by the ship and become part of thecustody records for the silver.

Presentation silver received from another shipthat has been inactivated or otherwise disposedof is usually accompanied by an itemized DD1149 or 1348-1 with an itemized inventoryattached, plus a photograph of the items. Acopy of the receipt, with inventory attached, isforwarded to NAVSUP (Deputy Commander,Supply Operations). It is not necessary toforward a photograph of the slivei to NAVSUPwhen it is received from another ship.

Presentation silver is taken up on the custodyrecords of your ship in the same manner ascontrolled equipage. However, presentation sil-ver is not classified as controlled equipage and isnot reported as such on equipage reports madeto your type commander.

8

Chapter 11IT COULD HAPPEN TO YOU

Presentation silver is inventoried at leastsemi-annually in March and September andadditionally:

upon relief of the custodian

upon change of command (if desired byrelieving commanding officer)

upon inactivation of the ship

at any ,ther time the commanding officerconsiders an inventory necessary.

Reports of the semi-annual inventory aremade to NAVSUP (Deputy CommanderSupplyOperations and Fleet SuppGr ) by letter, identi-fied by NAVSUP report symbol 40001-1, inaccordance with NA VSUP P-485, Chapter 6.

EXPENDITURES

From time to time you may be required tomake expenditures of material under unusualcircumstances.

TRANSFERS TOMARINE CORPS

Transfers of material to Marine Corps or-ganizations ashore, other than those renderingstores returns, are covered by a priced 1348-1.Credit is made to the applicable appropriation,subhead, OB, and functional account whichwould be charged with the value of suchmaterial on issue. The invoice shows that anappropriation adjustment is required and givesthe applicable accounting data. This type oftransfer is included in the transf,..rring ship's "A"summary (see fig. 11:1).

TRANSFERS TO OTHERGOVERNMENT DEPARTMENTS

Transfers of material may be made to theArmy, Air Force, to ships controlled by andoperated under the Maritime Administration,and to other Government departments, whenapproved by the commanding officer. Beforeyou make such a transfer, however, be sure the

233

requesting activity has presented an officialorder or requisition signed by the proper author-ity and citing the appropriation of the depart-ment which will bear the cost, and the fiscaloffice from which reimbursement is to beobtained.

The Coast Guard may be issued the materialthey request on a reimbursable basis, except forcognizance symbols F and S material. Requisi-tions for cognizance symbols F and S materialmust be forwarded to the Naval Ship SystemsCommand.

Whenever practicable, handle the transactionas a cash sale. If this cannot be done, thetransfer invoice, with the exception of invoicescovering sales of medical and dental material, islisted separately on a letter of transmittal,showing the invoice number and the amount andis forwarded to the Navy Regional FinanceCenter, (NRFC), Washington, D.C. The originaland three copies of each transfer invoice, withthe original and one copy receipted, are for-warded the same day the transaction occurs.

Figure 11-2 gives an example of a transfer toanother Government department, when cash isnot collected locally.

TRANSFER TOMERCHANT SHIPS

Transfers to merchant ships are made onlywhen the merchant is in distress and then onlywith the approval of your commanding officer,The expenditure invoice for .the transfer mustcontain a description of the circumstances thatrequired the transfer and be signed by thecommanding officer on the face of the invoice.Additionally, the expenditure invoice must showthe name and address of the firm owning andoperating the ship and the accounting datarequired for credit purposes.

Receipt for the goods is obtained in duplicatefrom the master or purser of the ship receivingthe material. Whenever possible transfers tomerchant ships should be made for cash, and thecash handled in accordance with proceduresoutlined in NAVSUP P.485, Chapter 5. If it isnot possible to collect cash, the invoice isforwarded to NRFC, Washington, D.C. in ac-cordance with NAVSUP P485, Chapter 5.

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TRANSFERS TOFRIENDLY FORCES

NA VSUP P485, Chapter 5 specifies the typeof material and the conditions under whichUnited States naval ships and activities mayfurnish supplies and services to friendly foreignnaval vessels and military vessels.

Transfers of supplies are generally made onDD 1149. Whenever possible, cash reimburse-ment for the supplies should be effected locally.When local collection of cash is not feasible, theinvoice is forwarded to NRFC, Washington,D.C. for collection.

Accessorial Charges

Issues to foreign vessels or aircraft are subjectto accessorial charges for transportation andhandling, and administrative costs. The methodfor determining accessorial charges for differentclasses of material is found in NAVSUP P-3013,Chapter 6.

Accessorial charges are shown separately onthe invoice but are not included in the invoicetotal.

Figure 11-4 shows a transfer of material to aforeign ship.

236

242

MATERIAL REMOVEDINCIDENT TO INACTIVATION

During inactivation of ships transferred to thereserve fleets, all perishable, hazardous, excess,and surveyed material is transferred from theships to designated shore activities on a pricedDD Form 1348-1.Credits for material removedduring inactivation are, for the most part, madeto the appropriation, Operation and Mainte-nance, Navy, or the Navy Industrial Fund, asappropriate. The invoices are posted to stockrecords, and if maintained, inventory controlledgers.

Prior to such transfers, the approval of both\the ship's commanding officer and the typecommander to whom the ship is being assignedmust he obtained on the original of each invoice(the type commander may delegate in writinghis authority to grant approval to the typesupply officer). Before such transfers are ap-proved, the following facts must be verified:

The authority for transfer is correct.

Accounting data are in order.

The material is being transferred to theproper activity ashore.

The shore activity has been advised, anddelivery has been scheduled.

Copies of approved surveys are attached,when applicable.

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freight carried by fleet vessels, 108Navy freight, 108shipment by mail, 106

Afloat Supply Department, 36Aged unfilled order listing, 129-131Air cargo and mail manifest, 118Air circulation, 173Air responsibilities, 184Air Systems Commaad, Naval, 70Aisles in warehousing, 176Allowance list in deficiency, 48-50Annual supply inspection, 17Ashore and afloat stowage, 168-193Ashore, expenditures, 101-105Ashore purchasing, 66-69Ashore, receipt, 95-101Ashore supply support activities, 26-34Auditing reports, 141-155

access, 144-153budget/OPTAR report,153-155document transmittal report, 144requisition/OPTAR log, 141-144

Automated supply procedures, 194-231Automated Supply System, 194

ADP System-SUADPS, 194EAM System, 194SUADPS functions, 195system maintenance, 195

INDEX

B

Bibliography for Advancement Study, 4Billets, 4Blanket purchase agreement, 66Breaking the files, 12Budget and OPTAR reports, 223-227Budget/OPTAR report, 153-155Bureau of Naval Personnel, 69

C

Cargo stowage plan, 174Centrally contrAled expense elements, 127Commissary store, 32Controlled equipage, 51-53Correspondence, 10

evaluating letter, 10organizing letter, 10planning the letter, 10

Cosal and overhaul procedures, 41-44Cosal maintenance between overhauls, 43Customer relations, 5

D

Dealers' bills, processing, 100Defense Supply Agency, 21

defense supply centers, 21General Services Administration, 22

Defense supply centers, 21Defense Transportation System, 108-110

Military Traffic Management and TerminalService, 108-110

Demand history processing, 211Departmental responsibilities, 183

air, 184weapons, 184

Departmental/ship's budget, 136-140reports, 139

Department of Navy publications, 8Detailed filled order/evenditure/differencelisting, 134

239

245

STOREKEEPER 1 & C

DI 100 data elements, 217DI 100 report num,ers, 217Distribution, 24Distribution channels afloat, 57Documentation, MILSTAMP, 113-124Documentation of expenditures ashore, 102Document Identifiers, 195

types of, 195Document transmittal report, 144Dry provisions, 182Duties, administrative, 7-1&

E

EAM System, 194Electronic Systems Command, Naval, 70Emergency purchases, 65Equipage, controlled, 51-53Erroneous receipts, 83Evaluating a letter, 10Expenditure of system operation, 215Expenditure transfers, 233-238

material removed incident to inactivation, 236to friendly forces, 236to government departments, 233to Marine Corps, 233to merchant ship.. 233

Expenditures afloat, 86-91special commodities, 89-91transfers to other ships, 86-88turn in to store ashore, 88

Expenditures ashore, 101-105documentation, 102organizational functions, 102-105potential customers, 101

Expenditures, procurement, and receiptp, 57-105

F

Facilities Engineering Command, Naval, 70Files, 10-12

breaking the files, 12organization of files, 10records disposat. 11

Files, system, 196-211Final Multiple, 1Financial and management reports, 216-231

207 financial reports, 218-223budget and OPTAR reports, 223-227DI 100 data elements, 217DI 00 report numbers, 217miscellaneous management reports, 227-231requesting, 216types of 216

Financial reports (207), 218-223Fleet commanders; 34,127

240

Fleet supply, 34-36fleet commanders, 34type commanders, 36

Formal advertising by purchasing, 63-69Freight carried by fleet vessels, 108Freight Transportation Organization, Navy,110-112

Fresh provisions, 182Frozen provisions, 183Fuel, 74

Funding, 125-127definitions, 125-127fleet commander, 127type commander, 127

G

General inventory procedures, 38-41importance of good stowage, 39inventory teams, 40material identification and inspection, 40preparing for inventory, 38reconciling differences, 40

General Services Administration, 22General Stores, 182

H

Hazardous items in afloat stowage, 170-173Honeycombing in warehousing, 178

Identifiers, document, 195Information sources for Storekeeper

advancement, 2Inspection, annual supply, 17Instructions, operating, 9Integrated Supply System, 36Inventory control points, 24Inventory management, 38-56

controlled equipage, 51-53deficiency in allowance list, 48-50determining stock levels, 45-47levels of supply, 44maintaining stock levels, 47mandatory turn-in repairablcs (MTR), 53-56supply vs demand, 50

Inventory procedures, general, 38-41Inventory of system operation, 215Inventory of tax free tobacco products, 173inventory teams, 40It Could Happen to You, 232-238

246

INDEX

Letters, 10evaluation, 10organization, 10planning, 10

Local publications, 8Ship's Organization and RegulationsManual, 8

Supply Department Organization Manual, 8Logistics, 19-21

planning, 20principles of, 20

M

Management data list, Navy, 58Management and financial reports, 216-231Management, inventory, 38-56Mandatory repairable items, turn-in of, 91-94Manual files, 198-200Manual of Qualifications for Advancement, 2-4Marine Corps, 71Material Command, Naval, 22-26Material identification and inspection, 40Material obligation validation, 60-65Material Transportation Office, Navy, 110Medical and dental OPTAR reports, 127Military Sea Transportation Service, 71Military standard transportation and movementprocedures, 112

MILSTAMP application, 113MILSTAMP objectives, 112MILSTAMP purposes, 112MILSTAMP routing, 113

Military Traffic Management and TerminalService, 108-110

MILSTAMP, 112application, 112objectives, 112purposes, 112routing, 113

MILSTAMP documentation 113-124air cargo and mail manifest, 118ocean shipments, 119-121shipment marking, 122-124shipment via government vehicle, 121transportation control and movementdocument (TCMD), 114-118

Miscellaneous commodities in warehousing, 179Miscellaneous management reports, 227-231MTR item identification, 93MTR (mandatory turn-in repairables), 53-56MTR turn-in/shipment, 94

241

247

N

Naval Air Systems Command, 70Naval Electronic Systems Command, 70Naval Facilities Engineering Command, 70

Naval Material Command, 22-26determination of requirements, 23distribution, 24echelons of supply, 25inventory control points, 24Naval Supply Systems Command, 23procurement, 24

Naval Ordnance Systems Command, 69Naval Research Office, 70Naval Sea Systems Command, 70Naval Supply centers and depots, 26Naval Supply Systems Command, 23, 71

Navy department procurement responsibilities,69-71

Bureau of Naval Personnel, 69Marine Corps, 71Military Sea Transportation Service, 71Naval Air Systems Command, 70Naval Electronic Systems Command, 70Naval Facilities Engineering Command, 70Naval Ordnance Systems Command, 69Naval Sea Systems Command, 70Naval Supply Systems Command, 71Office of Naval Research, 70

Navy Exchange, 33Navy freight, 108

Navy Freight Transportation Organization,110-112

Navy Material Transportation Office, 110Navy overseas air cargo terminals, 111Navy overseas air muting activities, IIINavy sea cargo coordinators, III

Navy management data list, 58Navy Material Transportation Office, 110Navy overseas air cargo terminals, 111Navy overseas air routing activities, IIINavy sea cargo coordinators, 111Navy stock account class 207,157-166Navy stock account class 224,155-157Navy Supply System, 19-37NORS requisitions, 58

NRFC transaction listings, 127-134aged unfilled order listing, 129-131detailed filled order/expenditure/difference

listing, 134summary filled order/expenditure/differencelisting, 131-134

threshold concept, 129

STOREKEEPER 1 & C

NSA returns afloat, 155-166Navy stock account class 207, 157-166Navy stock account 224, 155-157

0

Ocean shipments, 119-121Office of Naval Research, 70Offload processing, 215Open order file, 96Operating instructions, 9OPTAR accounting, 127

centrally controlled expense elements, 127medical and dental OPTAR reports, 127

Ordnance Systems Command, Naval, 69Organization of files, 10Organizational functions of expenditures ashore,

102-105Organizing a letter, 10Output files, 200-211Overhaul procedures and the Cosal, 41-44

Cosal maintenance between overhauls, 43supply overhaul, 41-43validation, 41

Overseas air cargo terminals, Navy, 113.Overseas air routing activities, Navy, 111

p

Personnel assignment, 13Personnel management, 12-17

personnel assignment, 13supervision, 15-17training, 14

Personnel requirements for replenishmentprocedures, 186

Planning a letter, 10Posting procedures, 85Procurement, 24, 57-65

distribution channels afloat, 57material obligation validation, 60-65Navy management data list, 58NOES requisitions, 58-60responsibilities for procurement afloat, 58sources of supply, 57

Procurement, receipts, and expenditures, 57-105Procurement of system operation, 212-214Provisions, 182

dry, 182fresh, 182frozen, 183

Publications, 7-9Department of the Navy publications, 8local publications, 8TYCOM publications, 8

Purchases, 99Purchasing afloat, 65

emergency purchases, 65purchase with bureau, systems command, or

office approval, 66routine purchases less than $250, 65

Purchasing ashore, 66-69blanket purchase agreement, 66purchase by formal advertising, 66-69

R

Rate Training Manuals, 4Receipt documentation, 75-81

receipt discrepancies, 81Receipt of system operation, 214Receipts, 71-86, 232

completion of shipment, 83erroneous receipts, 83fuel, 74general procedures, 71-73material received in unsatisfactory condition,

82posting procedures, 85receipt discrepancies, 81receipt documentation, 75-81

.special procedures, 73Receipts ashore, 95-101

material from other supply officers, 96-99open order file, 96processing dealers' bills, 100purchases, 99rejections, 100types of receipt documents, 95

Receipts, expenditures, and procedures, 57-105Receiving stores, 190-192Records disposal, 11Rejections, 100Relations, customer, 5Replenishment procedures, 184-193

equipment, 188-190inspecting the operation, 193personnel requirements, 186-188receiving stores, 190-192replenishment stations, 184-186safety precautions, 192The Safety Program, 193unsafe conditions, 192

Replenishment stations, 184Replenishment, underway, 180-182Reports, afloat, 141-167Reports, auditing, 141-155Requisition/OPTAR log, 141-144Responsibilities, departmental, 183Responsibilities and rewards, 5Rewards and responsibilities, 5

-t-

242

24-8

INDEX

S

Safety precautions for replenishment procedures,192

Safety Program, The, 193Sea cargo coordinators, Navy, 111Sea Systems, Command, Naval, 70Sea Transportation Service, military, 71Servmart, 28Shelf life, 168Shipment marking, 122-124Shipment procedures afloat, 106Shipment via government vehicle, 121Shipping, 106-124Ship's/departmental budget, 136-140Space utilization, 12Special commodities, 89-91Standard transportation and movementprocedures, military, 112

Stock levels of inventory management, 47Stock rotation, 174Storage layout in warehousing, 174-176

Storekeeper advancements, 1-6Bibliography for Advancement Study, 4Final Multiple, 1keeping current on, 2Manual of Qualifications for Advancement, 2-4Rate Training Manuals, 4requirements for, 1sources of information, 2

Stores, 162accountable, 183general, 182

Stowage afloat, 168-174air circulation, 173cargo stowage plan, 174hazardous items, 170-173inventory of tax free tobacco products, 173shelf life, 168-170stock rotation, 174

Stowage afloat and ashore, 168-193definitions, 168

SUADPS functions, 195

Surnrnaries, 134-136"A" summary, 134"B" summary, 134

Summary filled order/expenditure/differencelisting, 131-134

Supervision, 15-17Supply Agency, Defense, 21Supply department afloat, 36Supply departments ashore, 28

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249

Supply echelons, 25Supply fleet, 34-36Supply levels of inventory management, -44Supply overhaul, 41Supply procedures, automated, 194-231Supply sources of procurement, 57

Supply support activities ashore, 26-34commissary store, 32Naval supply centers and depots, 26Navy exchange, 33Servmart, 28supply departments ashore, 28

Supply System, Automated, 194Supply System, Integrated, 36Supply System, Navy, 19-37Supply Systems Command, Naval, 71Supply vs demand, 50

Surveys, 94survey review by bureaus, systems commands,and ICP's, 95

types of, 94

System files, 196-211manual files, 198-200output files, 200-211tape/drum files, 196-198

System operation, 211-216demand history processing, 211expenditure, 215inventory, 215offload proeessing, 215procurement, 212-214receipt, 214

Tape/drum files, 196-198The Safety Program, 193Training, 14Transaction listings, NRFC, 127-134Transfers of expenditures to, 233-238

friendly forces, 236government departments, 233Marine Corps, 233merchant ships, 233

Transportation control and movement document(TCMD), 114-118

Transportation System, Defense, 108-110Turn-in of mandatory, repairable items, 91-94

marking containers, 93MTR item identification, 93MTR turn-in/shipment, 94packaging and marking of MTR items, 91

Turn-in repairables, mandatory, 53-56TYCOM publications, 8

STOREKEEPER 1 & C

Type commanders, 36, 127Types of stores anticipated, 182

accountable stores, 183dry provisions, 182fresh provisions, 182frozen provisions, 183general stores, 182

Types of surveys, 94

U

Underway replenishment, 180-182methods, 181

Utilization of space, 12

V

Validation, material obligation, 60-65

W

Warehousing, 174-180aisles, 176direction of storage, 177honeycombing, 178miscellaneous commodities, 179planning the storage layout, 174-176

Weapons responsibilities, 184

*U.S. GOVERNMENT PRINTING MICE: 1974.640-702/41

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250

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