LMM Volume I - Shipboard Logistics Management.pdf

RRF LOGISTICS SUPPORT

Ready Reserve Force Logistics Management Manual

VOLUME I

October 1, 2020

Table of Contents

RRF Logistics Management Manual

Volume I: RRF Shipboard Logistics Management

Chapter 1: Introduction to the RRF Logistics Support System.............................. 1-1

1.0 The Ready Reserve Force ................................................................................................................... 1-1

1.1 RRF Logistics Management Manual (LMM) ........................................................................................ 1-1

1.1.1 Purpose ................................................................................................................................ 1-1

1.1.2 Terms .................................................................................................................................. 1-1

1.1.3 Manual Organization ............................................................................................................ 1-1

1.1.4 Changes to the Manual ........................................................................................................ 1-1

1.2 The RRF Logistics Support System Concept ...................................................................................... 1-2

1.2.1 Logistics Overhaul Process ................................................................................................. 1-2

1.2.2 Shipboard Supply Management Process ............................................................................ 1-2

1.2.3 Configuration Management Process.................................................................................... 1-2

1.2.4 Shore-Based Spares Process. ............................................................................................. 1-2

1.2.5 Critical Spares Process

1.2.6 MARAD Logistics Support System ...................................................................................... 1-2

1.2.7 Interagency Support ............................................................................................................. 1-2

1.3 Inspections and Reviews ..................................................................................................................... 1-2

1.3.1 Area Supply Readiness Assessment ................................................................................... 1-3

1.3.2 Logistics Management Reviews .......................................................................................... 1-3

1.3.3 Other Inspections and Reviews ........................................................................................... 1-3

1.3.4 Logistics Support Assist Visits ............................................................................................. 1-3

1.4 Ship Activity Phases ............................................................................................................................. 1-3

1.5 RRF Readiness Ratings....................................................................................................................... 1-4

1.6 Federal Government Property Regulations ......................................................................................... 1-4

Chapter 2: RRF Logistics Organization and Responsibilities ................................ 2-1

2.0 Organizational Responsibilities ............................................................................................................ 2-1

2.1 MARAD RRF Headquarters ................................................................................................................. 2-1

2.1.1 Associate Administrator for Strategic Sealift (MAR-600) ..................................................... 2-1

2.1.2 Office of Ship Operations (MAR-610) .................................................................................. 2-1

2.1.3 Division of Ship Maintenance and Repair (MAR-611) ......................................................... 2-1

2.1.4 Division of Sealift Operations (MAR-612) ............................................................................ 2-2

2.1.5 Division of Logistics Support (MAR-614) ............................................................................. 2-2

2.1.6 Division of Management (MAR-392) .................................................................................... 2-3

2.1.7 Office of Accounting (MAR-252) .......................................................................................... 2-3

2.1.8 Office of Acquisition (MAR-380) ........................................................................................... 2-3

2.2 Area Division Offices ............................................................................................................................ 2-3

2.2.1 Area Division Ship Operations and Maintenance Officer (SOMO) ...................................... 2-3 william.balding Highlight

2.2.2 Logistics Management Officer (LMO) .................................................................................. 2-3

2.2.3 Marine Surveyors ................................................................................................................. 2-4

2.2.4 Logistics Management Specialist (Shore Based Spares Warehouse Manager) ................. 2-4

2.2.5 Inventory Management Specialists ...................................................................................... 2-5

2.3 Ship Managers ..................................................................................................................................... 2-5

2.4 DOD and other Activities ...................................................................................................................... 2-5

Chapter 3: RRF Management System (RMS) ........................................................... 3-1

3.0 MARAD Management Information Systems ........................................................................................ 3-1

3.1 MARAD RRF Management System (RMS) ........................................................................................ 3-1

3.2 NSE Modules ....................................................................................................................................... 3-1

3.2.1 RMS Customized Reports (RCR) ........................................................................................ 3-2

3.2.2 Activating and De-Activating RMS ....................................................................................... 3-2

3.2.3 Hardcopy Ship’s Allowance Lists ......................................................................................... 3-2

3.3 Database Reporting Requirements. ..................................................................................................... 3-2

3.3.1 Vessels with an Active NSE ................................................................................................. 3-2

3.3.2 Vessels with an Inactive NSE .............................................................................................. 3-3

3.4 Reference

Guides………………………………………………………………………………………………..3-3

3.5 Hidden Records in the NSE

Database…………………………………………………………………………..3-3

Chapter 4: Shipboard Logistics Management ......................................................... 4-1

4.0 Sustainability and Accountability .......................................................................................................... 4-1

4.1 Use of Shipboard Spare Parts ............................................................................................................. 4-1

4.1.1 Overhauls and Availabilities ................................................................................................. 4-1

4.1.2 Scheduled Repairs Accomplished by Outside Subcontractors ........................................... 4-1

4.2 Control and Accountability of Shipboard Spare Parts .......................................................................... 4-1

4.2.1 The NSE Module is an Accountable Record. ...................................................................... 4-1

4.2.2 Care and Safekeeping of Government Property .................................................................. 4-2

4.2.3 Seals .................................................................................................................................... 4-2

4.2.4 Maintaining the Accountability of Sealed Spare Parts Locations ........................................ 4-2

4.2.5 Opening Sealed Boxes and Drawers ................................................................................... 4-2

4.2.6 Changes to Seal Logs .......................................................................................................... 4-2

4.2.7 Assist Visit Government Sampling and Re-sealing of Spare Parts Boxes .......................... 4-2

4.2.8 Contractor Application of Permanent Seals ......................................................................... 4-2

4.2.9 Padlocks ............................................................................................................................... 4-4

4.2.10 Storeroom Security and Cleanliness ................................................................................. 4-4

4.3 Material Issue ....................................................................................................................................... 4-4

4.4 Stock Replenishment & Pricing. ........................................................................................................... 4-4

4.5 Spare Parts Replenishment from Shore-Based Spares (SBS) and Defense Logistics Agency (DLA) 4-5

4.5.1 SBS Warehouse ................................................................................................................... 4-5

4.5.2 Mandatory Source of RRF Spare Parts ............................................................................... 4-5

4.5.3 Requesting an Item from SBS ............................................................................................. 4-5

4.5.4. Support of NDRF Maritime Academy School Ships ........................................................... 4-5

4.5.5 Obtaining items from the General Services Administration (GSA) or (DLA) ....................... 4-5

4.6 Material Receipt ................................................................................................................................... 4-6

4.6.1 Spare Parts Purchased by the Ship Manager ..................................................................... 4-6

4.6.2 Stowing Spare Parts ............................................................................................................ 4-6

4.6.3 Labels ................................................................................................................................... 4-6

4.6.4 “Push" Material ..................................................................................................................... 4-7

4.7 Transferring Items ................................................................................................................................ 4-7

4.7.1 Transferring Items to Other RRF Vessels. ........................................................................... 4-7

4.8 Required Files ...................................................................................................................................... 4-9

4.8.1 Surveys and Transfer Orders ............................................................................................... 4-9

4.8.2 Receipt and Shipping Documents ........................................................................................ 4-9

4.9 Weapons and Ammunition ................................................................................................................... 4-9

4.9.1 Small Arms Weapons and Ammunition Usage .................................................................... 4-9

4.9.2 Small Arms Weapons and Ammunition Accounts ............................................................... 4-9

4.9.3 Small Arms Weapons and Ammunition Procedures .......................................................... 4-10

4.9.4 Ammunition Disposal ......................................................................................................... 4-10

Chapter 5: Accountable Property ............................................................................. 5-1

5.0 Outfitting Material ................................................................................................................................. 5-1

5.1 Accountable Property ........................................................................................................................... 5-1

5.1.1 Items Managed as Accountable Property ............................................................................ 5-1

5.1.2 Capitalized Assets................................................................................................................ 5-4

5.2 Custodial Responsibilities .................................................................................................................... 5-4

5.2.1 Property Custodians ............................................................................................................ 5-4

5.2.2 Ship Manager Custodial Responsibilities ............................................................................ 5-4

5.2.3 Maritime Academy Custodial Responsibilities ..................................................................... 5-5

5.2.4 Maintenance of RMS Accountable Property Database ....................................................... 5-5

5.2.5 New Accountable Property .................................................................................................. 5-5

5.2.6 Removing Accountable Property ......................................................................................... 5-5

5.2.7 Labeling of Government Property ........................................................................................ 5-5

5.3 Required Inventory of Accountable Property ....................................................................................... 5-5

5.3.1 Annual Inventory by Ship Managers .................................................................................... 5-5

5.3.2 Return from Activation ........................................................................................................ 5-6

5.3.3 Quarterly Capitalized Asset Inventory.................................................................................. 5-6

5.3.4 Annual Inventory by Maritime Academies ........................................................................... 5-6

5.3.5 Reconciliation of Accountable Property Inventories ............................................................ 5-9

5.3.6 Differentiation of Accountable Property Inventories………..………………………………….5-9

Chapter 6: Configuration Management .................................................................... 6-1

6.0 Shipboard Configuration Management ................................................................................................ 6-1

6.1 Configuration Database Update ........................................................................................................... 6-1

6.1.1 Requirement to Maintain the Vessel’s Installed Equipment Database ................................ 6-1

6.1.2 Equipment Criticality Code .................................................................................................. 6-2

6.1.3 Procurement of New Spare Parts in Conjunction with Installation of New Equipment ........ 6-2

6.2 Accounting for Technical Documentation ............................................................................................ 6-2

6.2.1 Ship Managers are Accountable for Maintaining Technical Manuals and Drawings ........... 6.2

6.2.2 Adding Technical Manuals and Drawings to the NSE Database ......................................... 6.2

6.2.3 Technical Manuals ............................................................................................................... 6.2

6.2.4 Drawings .............................................................................................................................. 6.3

Chapter 7: Reporting Shipboard Excess Material ................................................... 7-1

7.0 Management of Shipboard Excess Material ........................................................................................ 7-1

7.1 Excess Materials not Reported to GSA ............................................................................................... 7-1

7.2 Excess Material Reported to GSA ....................................................................................................... 7-1

7.2.1 Scrap Metal .......................................................................................................................... 7-2

7.2.2 Certificates of Destruction (CODs) ....................................................................................... 7-2

Chapter 8: Ship Manager Turnover and Inventory Accuracy ................................. 8-1

8.0 Inventory Standards and Methodology ................................................................................................ 8-1

8.1 Acceptance and Termination Inventories ............................................................................................. 8-1

8.1.1 Acceptance Inventory .......................................................................................................... 8-1

8.1.2 Termination Inventory .......................................................................................................... 8-1

8.1.3 Use of previous Inventory Samples ..................................................................................... 8-1

8.1.4 Waiver of Required Acceptance and Termination Inventories by the Property Administration

8-1

8.2 Management of Shipboard Inventories ................................................................................................ 8-1

8.2.1 Logistics Quality Assurance Surveillance Program (QASP) Inventory Schedule ................ 8-2

8.3 Inventory Errors. ................................................................................................................................... 8-2

8.4 Computing Inventory Accuracy ............................................................................................................ 8-2

8. 4.1 Line Items with a Balance of Zero ....................................................................................... 8-2

Chapter 9: OPDS*. ...................................................................................................... 9-1

9.0 Specialized Outfitting ........................................................................................................................... 9-1

9.1 Off-Shore Petroleum Discharge System (OPDS) ................................................................................ 9-1

9.1.1 OPDS Organizational Support Responsibilities ................................................................... 9-1

9.1.2 Chief Engineer ..................................................................................................................... 9-1

9.1.3 Chief Mate ............................................................................................................................ 9-1

9.1.4 Separate Storage ................................................................................................................. 9-1

*This section deleted by FY 2023 with downgrade of the OPDS ship.

Appendix A: Definitions ............................................................................................ A-1

Appendix B: Acronyms ............................................................................................. B-1

Appendix C: Logistics Inspection Checklist ........................................................... C-1

Appendix D: Hazardous Material. ............................................................................ D-1

Appendix E: Forms. ................................................................................................... E-1

Appendix F: Sample Sizes at 95% Confidence Level and 5% Precision ............... F-1

Appendix G: PMS 325 Letter dated 25 July 2000.....................................................G-1

Chapter 1: Introduction to the RRF Logistics Support System

1-1

1.0 The Ready Reserve Force

The Ready Reserve Force (RRF) was established by the Maritime Administration (MARAD) in coordination with the U.S. Navy in 1976 as a support element for the deployment of U.S. forces. The RRF is a component of the National Defense Reserve Fleet (NDRF) that has been tasked to provide sufficient sealift capability in support of the Department of Defense (DOD). MARAD manages RRF vessel acquisitions, upgrades, activations, maintenance, and operations. RRF vessels are managed and operated by contract ship managers, general agents, and the Federal and State Maritime Academies.

1.1 RRF Logistics Management Manual (LMM)

1.1.1 Purpose

The RRF Logistics Management Manual provides logistics support guidance and operating procedures to MARAD Headquarters and Area Division personnel. It also provides authoritative guidance and direction to Ship Managers, general agents, surveyors, support contractors (as provided for in their respective contracts) and maritime academies that have custody of an NDRF/RRF vessel. This manual shall also serve as a reference for those Government agencies whose functions and responsibilities require them to interact with MARAD and the RRF.

The RRF Logistics Management Manual addresses MARAD supply management policies, procedures and responsibilities within the context of the RRF Logistics Support System.1 It also prescribes uniform configuration management and provisioning requirements, applications, objectives, and definitions for the RRF, and assigns responsibilities related thereto.

When there is an apparent conflict between the terms of the Ship Manager’s contract or the Federal Acquisition Regulation (FAR) and this manual, the contract or the FAR will take precedence.

1.1.2 Terms

The term “Ship Manager” will be used in this manual to indicate general agents, ship managers, and Chief Engineers of RRF or NDRF vessels operated by maritime academies. The term “Government” will be used to indicate managers and employees of the Maritime Administration. The term “Area Division” will refer to managers and employees of the Divisions of Atlantic, Gulf and Pacific Operations of the Maritime Administration. A Glossary of logistics terms used in this manual is provided in Appendix A. Common Acronyms are listed in Appendix B.

1.1.3 Manual Organization

The RRF Logistics Management Manual is divided into two sections:

a. Volume I: RRF Shipboard Logistics Management

b. Volume II: RRF Shore-Based Logistics Management

1.1.4 Changes to the Manual

Recommendations for changes to this manual are encouraged and should be sent to the Division of Logistics Support (MAR-614). This manual will be reviewed annually.

1Maritime Administration Policy Directive 10-02REV 1February 22, 2012..

1-2

1.2 The RRF Logistics Support System Concept

The RRF Logistic Support System is built around five processes.: Logistics Overhaul, Shipboard Supply Management, Configuration Management, RRF Shore-Based Spares and Critical Spares.2

1.2.1 Logistics Overhaul Process

The Logistics Overhaul Process sets the baseline for RRF Logistics support management and consists of four elements – Equipment Validation, Technical Manual Inventory, Repair Parts Inventory and Drawings Inventory.

Depending on the size and complexity of the vessel, a Logistics Overhaul can take up to a year to complete. Each element is quality assurance checked to meet a 98% Accuracy standard. Logistics management of the ship is then turned back over to the Ship Manager to maintain at a minimum of 95% Accuracy.

1.2.2 Shipboard Supply Management Process

The Shipboard Supply Management Process addresses the logistics functions performed aboard ship or in direct support of shipboard operations. It encompasses allowance and inventory management policy, procedures, and information related to shipboard spare parts, outfitting material, and technical documentation.

1.2.3 Configuration Management Process

The Configuration Management Process provides a systematic means for documenting the configuration of shipboard equipment and includes provisions for configuration identification, change control, spare parts provisioning and allowance determination. An active Configuration Management Program is necessary for effective logistics support.

1.2.4 Shore-Based Spares Process

The Shore-Based Spares (SBS) Process provides guidelines for managing inventories of RRF equipment and repair parts critical to mission readiness but not readily available on the open market. The MARAD SBS warehouses also provide convenient temporary storage for spare parts, controlled material, and technical documentation removed from vessels undergoing overhaul or identified for disposal.

1.2.5 Critical Spares Process

Critical Spares are those spare parts determined to be critical for 180 Days of ship operation. At a minimum, they include American Bureau of Shipping (ABS) required spares and also include other spares needed to achieve the goal of 180 days of sustained FOS operations. MAR-614 will annually review 20% of the RRF Ships to assess the viability of their Critical Spares allowances.

1.2.6 MARAD Logistics Support System

The RRF Management System (RMS) serves as MARAD’s enterprise repository for all RRF equipment, spare part, outfitting, Accountable Property, technical manual, and vendor drawing data and information. RMS integrates maintenance, logistics and purchasing, providing life-cycle visibility of logistics material from acquisition until disposal. Within RMS, the Nautical Systems Enterprise (NSE) software and associated hardware provide readily available logistics-related data and information to Government and contractor personnel supporting RRF operations and maintenance.

1.2.7 Interagency Support

The Division of Logistics Support (MAR-614) is the central requisitioning point for spare parts available through the Federal Supply System (FSS). MAR-614 also maintains Interagency Agreements with the Naval Supply Systems Command and the Military Sealift Command Logistics Directorate (MSC N4).

2 Maritime Administration Policy Directive 10-02REV 1, February 22, 2012.

Highlight william.balding Highlight

1-3

1.3 Inspections and Reviews

MAR-614 conducts several types of formal and informal inspections as a way of monitoring the performance and effectiveness of the RRF Logistics Support Program.

1.3.1 Area Division Supply Readiness Assessment MAR-614 will conduct periodic Management Quality Reviews (MQR) of ship-controlling Areas. The factors to be assessed will be published and provided in advance to each Area. The assessment will examine the degree to which Area practices conform to the policies and procedures contained in this manual and Maritime Administration Policy Directives. The evaluations will also assess the effectiveness of these policies and procedures in supporting the operational logistics needs of the Area Divisions.

1.3.2 Logistics Management Reviews

Logistics Management Reviews (LMRs) examine and evaluate the contract performance of Ship Managers and normally focus on a specific vessel. LMRs are conducted annually using Performance Element (PE) 1-3: Logistics, contained in the Ship Manager Contract (SMC) Quality Assurance Surveillance Plan (QASP). In the case of maritime schools that operate RRF-owned vessels, LMRs will evaluate the control and management of federally owned property, while also assessing the effectiveness of the vessel’s logistics management program. This manual, the FAR, and the contract itself are used as the basis for these evaluations.

Area Divisions will perform "routine" LMRs of RRF vessels. MARAD HQ will periodically perform unannounced or “no-notice” LMRs on selected vessels to assure the logistics management program onboard the vessel complies with the Ship Manager’s contract and the operational support requirements of the RRF. HQ LMRs are also used to gauge the effectiveness of Area logistics management programs. The areas addressed during Logistics Management Reviews for ship managers are listed in PE 1-3: Logistics; MAR-614’s RRF QASP Execution Checklist and the School Ship LMR Checklist. Both Checklists are contained in Appendix C.

1.3.3 Other Inspections and Reviews

MAR-614 or an Area Division may conduct other inspections and reviews on an ad-hoc basis to address specific logistics readiness concerns. These inspections (which may focus on a ship, a ship class or a MARAD Area Division Office), may be formally scheduled or conducted on a “no-notice” basis, as required.

1.3.4 Logistics Support Assist Visits

MAR-614 or an Area Division may conduct Logistics Support Assist Visits to ensure timely activation, perform training, seal drawers or other reasons. Logistics Support Assist Visits will be coordinated in advance, with written or e-mail notification to the Chief Engineer and Ship Manager.

Minimizing the number of Temporary Seals on a vessel is in the interest of both the Maritime Administration and the Ship Manager. A large number of Temporary Seals poses a readiness risk due to uncertain inventory accuracy while deployed. However, since inventory accuracy is primarily a Ship Manager responsibility, Inventory Management Specialists will only apply permanent seals to those locations found to have 100% inventory accuracy.

During a Logistics Support Assist Visit, any location where an error is found will be re-sealed with a Temporary Seal, with the Chief Engineer and Ship Manager notified of the findings. During an RRF Logistics Support Assist Visit, the Inventory Management Specialist / Logistics Management Specialist is not authorized to adjust the inventory quantity on hand.

1-4

1.4 Ship Activity Phases

The life cycle of an RRF vessel may encompass many different events, including initial acquisition, routine maintenance periods, activation, and operation. Under the Ship Manager Contract these stages in the life cycle have been simplified into two (2) phases, which are defined below:

a. Phase M: Maintenance

b. Phase O: Operation

1.5 RRF Readiness Ratings

MAR-610 assigns overall RRF readiness ratings, which are provided below for informational purposes.

a. C-1: No mission degrading deficiencies

b. C-2: Documented and correctable mission degrading deficiencies

c. C-3: Mission degrading deficiencies exist which cannot be corrected without outside assistance or parts.

d. C-4: Major deficiencies prevent the ship from performing its primary mission, which cannot be corrected within the assigned period.

e. C-5: Scheduled major repairs in progress - unable to meet assigned readiness criteria.

1.6 Federal Government Property Regulations

All persons and activities involved in the RRF Logistics Support System may, at one time or another, find themselves accountable or responsible for Government Property. The procedures contained in this manual are designed to accomplish the supply management mission while protecting this accountability. "Government property" is defined as all property owned by or leased to the Government, or acquired by the Government under the terms of a contract. It includes both Government-furnished property, and contractor-acquired property as defined in the Federal Acquisition Regulation (FAR). It includes all facilities, material, special tooling, special test equipment, and agency-peculiar property. The following publications and instructions provide requirements and guidance for the management of such property:

a. Federal Acquisition Regulation (FAR), 48 CFR 45. This publication prescribes policies and procedures for providing Government property to contractors; contractor's use and management of Government property; and reporting, redistributing, and disposing of contractor inventories of Government property.

b. Federal Management Regulation (FMR), 41 CFR Chapters 101 and 102. This publication prescribes regulations, policies, and procedures pertaining to the management of Government property.

c. Equipment Management and Control (DOT Order 4410.4). This order contains Department of Transportation

(DOT) policy for the management, accountability, control, utilization, and disposal of Government-owned, leased, and/or borrowed equipment. It implements and supplements the FMR.

d. Accountability and Capitalization of Property (MAO 330-13). This order establishes policy for accountability and capitalization criteria for the Maritime Administration.

1-5

e. Personal Property Loss, Damage Theft, Condemnation, and Sacrifice (MAO-330-14). This order assigns responsibilities, delegate’s authority, and provides administrative information for the survey and investigation of lost, damaged, stolen condemned, and sacrificed accountable personal property under the jurisdiction of the Maritime Administration.

Chapter 2: RRF Logistics Organization and Responsibilities

2-1

2.0 Organizational Responsibilities

The following paragraphs describe in general terms the responsibilities of the organizations and staff positions supporting the RRF Logistics Support System (RRF/LSS).

2.1 MARAD RRF Headquarters

MARAD Headquarters in Washington, D.C., provides overall RRF program policy, management, direction, and support through the offices and divisions described below:

2.1.1 Associate Administrator for National Security (MAR-600) The Associate Administrator for National Security has overall responsibility for ensuring the coordination and implementation of the policies and procedures contained in this manual.

2.1.2 Office of Ship Operations (MAR-610)

The Director, Office of Ship Operations, serves as the RRF Program Manager and is responsible for the coordination and implementation of the policies contained in this manual. Responsibilities include:

a. Through management reports and general oversight, ensure that the RRF Logistic Support System effectively provides the requisite level of logistics to meet the mission and requirements of the RRF.

b. Provide adequate funding and personnel to support all aspects of the RRF Logistics Support System.

c. Approve issue of instructions, manuals, and other directives required to implement RRF/LSS policies and procedures.

d. Coordinate inter-agency support with the U.S. Transportation Command (USTRANSCOM), the Military Sealift Command (MSC), and other agencies.

2.1.3 Chief, Division of Ship Maintenance and Repair (MAR-611) The Division of Ship Maintenance and Repair, supervises RRF maintenance and repair systems, funding, and methodologies. Responsibilities include:

a. Provide technical assistance and guidance to MAR-614 in matters involving RRF logistics support.

b. Track all equipment configuration changes and requirements for related support.

c. Work annually with MAR-614 to identify new Critical Spares for procurement.

d. Advise MAR-614 of all issues that may impact RRF logistics readiness.

e. Conduct a final review of excess material staged for disposal.

2-2

2.1.4 Chief, Division of Sealift Operations (MAR-612)

The Division of Reserve Fleet, supervises Emergency Planning, Vessel Out-porting and NDRF Fleet Management.

Responsibilities include:

a. Provide technical assistance and guidance to MAR-614 in matters involving NDRF logistics support.

b. Advise MAR-614 of all issues that may impact NDRF/RRF logistics readiness such as Weapons and Ammunition, Force Protection Gear (FPG), Safety Gear, and Chemical, Biological, and Radiological Defense (CBR-D) materials.

c. Fund special programs

d. Track in NSE/RMS all maintenance recorded by the Reserve Fleet.

2.1.5 Chief, Division of Logistics Support (MAR-614)

The Division of Logistics Support serves as the RRF Logistics Support System Program Manager.1 Responsibilities include:

a. Develop and implement the policies, procedures, and systems necessary to provide effective logistics support for the RRF.

b. Monitor and evaluate Area Division logistics support programs and activities.

c. Monitor Ship Manager and maritime school compliance with logistics support policies and procedures.

d. Serve as the Property Administrator for all Accountable Property and Spare Parts onboard RRF vessels.

e. Update the RRF Logistics Management Manual (LMM) to ensure logistics procedures reflect current policies.

f. Supervise the management, development, and operation of RMS and associated systems.

g. Program for the funding of the Logistics Overhauls, Critical Spares, CBRD & FPG Material Readiness, Configuration Management projects and Shore Based Spare (SBS) Warehouse Operations.

h. Coordinate logistics support requirements for new RRF vessel acquisitions, upgrades and conversions.

i. Monitor the Inventory Accuracy and Security/Storage of RRF Spare Parts and Accountable Property.

j. Ensure MAR-614 Logistics staff participate in both Scheduled and No-Notice QASP Inspections.

k. Serve as the designated Accountable Property Officer (APO) for all Shore-Based Spares, per MAO 330-13;

ensure warehouse inspections are conducted annually.

l. Provide logistics support training to Area Division Logistics and Surveyor personnel, as required.

m. Submit quarterly Financial Statements for Shipboard and SBS Material to the MARAD Office of Accounting.

n. Annually submit a Personal Property Report to the MARAD Property Manager (MAR-392); this report will include copies of all Reports of Survey (DOT Form 4410).

2.1.6 Division of Management (MAR-392)

The Division of Management is responsible for all policy and procedures concerning matters of personal property management.

2.1.7 Office of Accounting (MAR-252)

The Director, Office of Accounting, is responsible for maintaining financial accountability records for Shipboard and Shore-Based Spares based on periodic summary transaction reports received from MAR-614.

1Maritime Administration Policy Directive 10-02,REV 1,February 22, 20120, paragraph 4.05.

Highlight

2-3

2.1.8 Office of Acquisition (MAR-380)

The Office of Acquisition provides contracting support for the solicitation and administration of the RRF Logistics Support Contract, as well as providing general purchasing support and guidance.

2.2 Area Division Offices

The Atlantic, Gulf, and Pacific Area Divisions (DAO/DGO/DPO) have significant management responsibilities under the RRF Logistics Support Program. Each Area Division is organized in a similar, but not identical manner.

2.2.1 Area Division Ship Operations and Maintenance Officer (SOMO) The SOMO is the senior MARAD official in each Area. The SOMO is responsible for scheduling activations, yard periods, and other RRF vessel evolutions, and as such, must be aware of the logistics readiness status of the RRF vessels assigned to the Area. Responsibilities include:

a. Appoint the Supervisory Logistics Management Specialist as the Accountable Property Officer (APO) for shipboard spare parts and Accountable Property.

b. Adjudicate Reports of Survey (DOT Form 4410) within Sixty (60) Calendar Days of initiation; this responsibility may be delegated to the applicable Supervisory Marine Surveyor.

c. Approve changes in the shipboard configuration.

d. Ensure the logistics policies and procedures outlined in this manual are carried out.

e. Ensure Ship Manager Contract Turnover inventories are conducted properly.

f. Budget sufficient annual Logistics Travel Funding to support Two (2) Visits per year to layberthed ships for both the Inventory Management Specialists and the Logistics Management Specialists.

2.2.2 Supervisory Logistics Management Specialists (SLMS )

The Area Division SLMS reports to the Area Division SOMO and liaises with MARAD Headquarters (MAR-614) on all logistics support-related matters. Responsibilities include:

a. Serve as the APO for all Accountable Property and spare parts on RRF vessels in the Area.

b. Coordinate overall RRF logistics support functions within the Area.

c. Keep the SOMO, Ship Surveyors and MAR-614 informed on all Area Division logistics-related matters.

d. Ensure a Logistics QASP Inspection is scheduled annually for each RRF and school ship.

e. Review and document the performance of the Ship Managers and school ships with respect to Spare Parts

Inventory Management, Configuration Management and control of Accountable Property.

f. Review and document the Ship Manager’s and academy’s maintenance of RMS databases.

g. Ensure Area Division Inventory Management Specialists (IMSs) / Logistics Management Specialists (LMSs) and Ship Manager personnel are competent in the execution of logistics management responsibilities, including the use of RMS.

h. Authorize and coordinate the removal of excess spare parts and Accountable Property from RRF vessels.

i. Track each Report of Survey (DOT Form 4410) to ensure completion within Sixty (60) Calendar Days.

j. Provide a monthly Survey Status Report to MAR-614.

k. Schedule shipboard Assist Visits as required.

l. Conduct a joint inventory of Accountable Property and Spare Parts upon award of a new Ship Manager contract, termination of a ship manager contract, transfer of a vessel from one Area to another, or when there is

2-4 reason to believe that significant deficiencies exist in Accountable Property or Spare Parts accountability.

m. Monitor the Area Division’s SBS warehouse inventory and participate in annual MAR-614 inspection.

n. Ensure the safe operation and proper maintenance of the MARAD SBS warehouse facility and Material

Handling Equipment (MHE).

o. For DAO and DPO, the LMO will assign in writing a Government Warehouse Manager who will serve as a

Contract Monitor for the Logistics Support contractor operating SRF Cheatham Annex and SRF Alameda.

p. When requested by the MAR-614 COR, assign IMSs or LMSs to review and evaluate the work of the MARAD logistics support contractor on RRF and other ships as directed.

q. Conduct actions associated with the management and accountability of ammunition, weapons, chemical, biological, and Radiological Defense (CBR-D) and Force Protection Gear (FPG) materials.

r. Perform disposal actions related to NDRF/RRF materials/equipment via the MARAD Excess Processing

Program (EPP) in the sale, scrap or destruction of government property.

s. On an annual basis NLT 15 October, provide a report to MAR-614 of all prior fiscal year’s Accountable

Property inventories conducted and copies of all Reports of Survey.2

2.2.3 Marine Surveyors

Marine surveyors are engineering and management representatives assigned to each RRF vessel by the SOMO.

They normally serve as the MARAD Contracting Officer's Representative (COR) or Alternate COR (ACOR) for assigned vessel(s). Responsibilities include:

a. Assist the IMS / LMS in scheduling Logistics QASP Inspections.

b. Participate, if onboard, in Logistics QASP Inspection debriefs.

c. Ensure that all new equipment procurements include provisions for Technical Manuals and planned maintenance Spare Parts.

d. Ensure that new equipment’s are added to NSE and the NSE records for replaced equipment are to be reviewed and hidden.

e. Also, ensure that all new equipment procurements or installation work packages require the subcontractor to provide for the disposal of the old equipment and spare parts unique to that equipment.

f. Ensure that the Ship Manager’s annual Ship Support funding request includes for spare parts replenishment.

g. Process Accountable Property Reports of Survey promptly; ensure that the Supervisory Marine Surveyor completes their review NLT 45 Days after the Report of Survey was initiated.

h. Ensure receipts of new CBRD and FPG equipment are noted promptly in Activation Reports.

2.2.4 Logistics Management Specialist (SBS Warehouse Manager) The Area Division SLMS will appoint a Logistics Management Specialist (Warehouse Manager) for each MARAD SBS warehouse and Shipping and Receiving Facility in the Area. The Logistics Management Specialist will report to the SLMS on all logistics and warehouse management related issues. For the DGO Government Operated warehouse, responsibilities of the Area Division SBS Warehouse Manager are:

a. Ensure the proper maintenance, cleanliness, security, and safety of warehouse facilities, Material Handling

Equipment (MHE), Shore-Based Spares and Accountable Property.

b. Ensure the security and safety of the SBS Warehouse.

c. Ensure 100% Accountability for Accountable Property and 98% Inventory Accuracy for Spare Parts.

d. Process NSE Requisitions and other requests for Accountable Property and SBS; issue NSE Transfer Orders to document issues.

e. Ensure NSE Accountable Property and SBS records are updated for the receipt of procurements and transfers.

f. Perform disposal actions related to NDRF/RRF materials/equipment via the MARAD Excess Processing

Program (EPP) in the sale, scrap or destruction of government property

2Maritime Administration Policy Directive 10-02REV 1, February 22, 2012, paragraph 4.0.6(4)

2-5

For the DAO and DPO Contractor Operated warehouses, the Warehouse Manager will perform the duties of a Contract Monitor in accordance with the Logistics support contract as well as entering excess material into EPP.

2.2.5 Inventory Management Specialists

Under the direction of the LMO, Inventory Management Specialists (IMS) conduct Area Division directed LMRs to evaluate the performance of Ship Managers and assess the overall logistics readiness of assigned RRF vessels.

Duties may also include:

a. Keep the LMO and Ship Surveyors informed on all Area Division logistics-related matters.

b. Ensure a Logistics QASP Inspection is scheduled annually for each assigned RRF and school ship.

c. Review and document the performance of the Ship Managers and school ships, if applicable, with respect to Spare Parts Inventory Management, Configuration Management and control of Accountable Property.

d. Review and document the Ship Manager’s and academy’s maintenance of RMS databases.

e. Provide RMS Logistics Training to the Chief Engineer, Chief Mate and Port Engineer to ensure Ship

Manager personnel are competent in the execution of logistics management responsibilities.

f. Authorize and coordinate the removal of excess spare parts and Accountable Property from assigned ships.

g. Assist the SM personnel with Reports of Survey (DOT Form 4410) for missing or damaged items of

Accountable Property; ensure prompt completion of the Ship Manger portions.

h. Inform COR and LMO of new Reports of Survey initiated within Five (5) Calendar Days.

i. Schedule shipboard Assist Visits as required.

j. Perform a joint Turnover Inventories of Accountable Property, Spare Parts, Tech Manuals and Drawings upon award of a new Ship Manager contract, termination of a ship manager contract, transfer of a vessel from one Area to another, or when there is reason to believe that significant deficiencies exist in material or technical documentation accountability.

k. As necessary, conduct Quality Assurance inspections of Logistics contractor performance.

2.3 Ship Managers

All Ship Managers, federal or state maritime academy representatives with current management responsibility of MARAD NDRF/RRF property are considered “Property Custodians.” As such, they are responsible for the custody and security of shipboard spare parts and Accountable Property in accordance with this manual, the FAR, the current Ship Manager’s contract, or applicable Maritime Academy custody agreement.

Responsibilities include:

a. Supervise the receipt, protection, control, accountability, use and distribution of Spare Parts and Accountable

Property in accordance with this manual.

b. Ensure the RMS records for equipment configuration, Spare Parts and Accountable Property are updated properly and in a timely manner in accordance with this manual.

c. Promptly submit complete and descriptive Reports of Survey (DOT Form 4410.1) to the COR or IMS; Area

Divisions now have a new requirement to process each Report of Survey within two months from initiation.

d. Ensure Port Engineer attendance at Headquarters and Area Division QASP debriefs.

2.4 DOD and other Activities

MARAD’s logistics partners include the Military Sealift Command (MSC) and the General Services Administration (GSA). MARAD and GSA work in partnership in the disposal, sale and scrap of government property. MSC N4 collaborates with MARAD for the management and accountability of Navy-owned Weapons and Ammunition deployed to RRF vessels.

Chapter 3: RRF Management System (RMS)

3-1

3.0 MARAD Management Information Systems

The following chapter briefly describes the current information systems used by the RRF to manage vessel configuration, technical documentation, and spare part inventories.

3.1 MARAD RRF Management System (RMS)

The MARAD RRF Management System consists of several information systems and protocols used by MARAD to support agency business processes. The principal system used by MARAD to manage RRF logistics data is based on the American Bureau of Shipping (ABS) Nautical Systems Enterprise software suite, otherwise known as “NSE”.

This software application, installed on all RRF, School Ship, and Special Projects vessels includes the following data:

a. Installed Equipment Configuration;

b. Shipboard Accountable Property and Spare Parts, plus Technical Manual and Drawing Indices;

c. Installed Equipment and Property Information for select NDRF Vessels designated for Retention that had had

NSE or NS5, the prior version, installed;

d. Spare Parts and Whole Equipment stored in the three Shore-Based Spares (SBS) warehouses.

NSE gives authorized MARAD users visibility of all RRF and NDRF spare parts and equipment data. It also provides the user with the capability to sort and view data in a variety of ways.

3.2 NSE Modules

Within the NSE software application suite, the software is allocated across a number of different modules to support specific functional areas. For MARAD, the following Two (2) Modules are primarily used to support Ship Maintenance, Configuration Management, Inventory Management and Purchasing processes:

a. NSE Maintenance & Purchasing Module: Ship…