AFMAN23-110V2PT13CH1.pdf

CHAPTER 1

LOGISTICS READINESS SQUADRON/SUPPLY ACTIVITY CUSTOMER'S PROCEDURES

Section 1A—GENERAL AND ADMINISTRATIVE.

1.1. Chapter Summary. This chapter covers standard practices and procedures that are important to cus-tomers of the SBSS. In this chapter, several areas are discussed to include an introduction to the SBSS, relationship between the SBSS and the customer, organizational and Issue Priority System, Precious Met-als Recovery Program, the Zero Overpricing funds, Uniform Materiel Movement Program, and the Logis-tics Readiness Squadron/supply activity Training, the Air Force Supply Management Activity Group (SMAG), and the Material Support Division Policy on items removed from the AMARC.

1.2. Overview. This section outlines the procedures for customers to follow in conducting day-to-day operations with the Logistics Readiness Squadron/supply activity through the SBSS, and it defines the responsibilities and duties of the Logistics Readiness Squadron/supply activity customers and equipment custodians in relation to their interaction with the Logistics Readiness Squadron/supply activity. The basic concepts, guidelines and procedures described in this section apply to all activities that use the

SBSS.

1.3. Introduction to the SBSS. General. The SBSS is an accounting system consisting of standardized computer equipment, programs, procedures, and supply policy. This system provides base activities with their supply needs and employs an SBLC to account for supplies, equipment, petroleum, oil and lubri-cants (POL), munitions, and clothing. With the SBSS, logisticians, customers, and commanders can track every item in the supply system through standardized programs and procedures.

1.3.1. Scope. All Air Force activities use the SBSS for accounting on both a line-item and dollar basis.

1.3.2. SBSS Relationship with A&F. Materiel accounting consists of both item records and financial records. The DAO is responsible for maintaining financial records. Under this system, the Logistics Readiness Squadron/supply activity and A&F share common item and financial records stored in the SBSS database. Both the Logistics Readiness Squadron/supply activity and A&F personnel input and use the same data for management, appropriation, general ledger, inventory control, and financial accounting. This publication contains several references to A&F data, but see DFAS-DE 7077.10-M, Automated Materiel Accounting System Integrated within Standard Base Supply System: D002A/ GV Users Manual, to find detailed A&F policies and procedures.

1.3.3. Resources. Logistics Readiness Squadron/supply activity personnel use the SBLC to store and maintain inventory and financial records and generate reports. This chapter contains a listing of the most widely used supply forms needed to transact within the SBSS. Part 2, chapter 7 contains sam-ples of most of the management products (reports and listings) used in the Logistics Readiness Squadron/supply activity.

1.3.4. SBSS Objectives. The entire SBSS was designed to meet the customer's needs. Although the system may at first seem complex, SBSS programs and procedures are all extensions of the basic sup-ply requirements to order, receive, store, control, and issue property. The primary goal of the SBSS, relating directly to managers' responsibilities, is to provide the following.

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AFMAN 23-110 Volume 2 Part 13, Chapter 1

1.3.4.1. Standardized management data for all levels of management which shows the effective-ness of the supply system, gives managers control of their inventories and the power to enforce supply discipline, which minimizes fraud, waste, and abuse of resources.

1.3.4.2. Managers with accurate and current data for budget and buy programs.

1.3.5. Logistics Readiness Squadron/Supply Activity Customer Contact Points. Accordingly, cus-tomers have four primary points of contact within the Logistics Readiness Squadron/supply activity.

1.3.5.1. Customer Service. This is the primary point of contact for all supply-related questions and queries.

1.3.5.2. Retail Sales. This section consists of the Base Service Store, Tool Issue Center, and Indi-vidual Equipment. Here, one can "shop" for needed housekeeping and administrative supplies, handtools, and individual equipment such as personal and organizational clothing (i.e., flightsuits, work gloves, cold weather gear, etc.).

1.3.5.3. Demand Processing. Needed supplies other than those found in Retail Sales are ordered from this section. Most MAJCOMs and bases have decentralized demand and issue processing and parts-into-aircraft maintenance such as ACC's and PACAF's COSO, and USAFE's DASS, and AMC's AMOSE. Also, USAFE and AMC bases have decentralized supply functions and parts-into-vehicle maintenance.

1.3.5.4. Equipment Management. This is the point of contact for all matters related to equipment management. Although these are the primary points of contact, the Logistics Readiness Squad-ron/supply activity also has a Fuels Management Flight responsible for receiving, storing, han-dling, issuing, and delivering all aviation and ground fuels to customers. In addition, when it is the MAJCOM option, the Munitions Accountable Supply Officer may be assigned under the Logistics Readiness Squadron Commander/Chief of Supply and is responsible for managing munitions commodities.

1.3.6. SBSS Procedures. All Air Force personnel must put established supply procedures into effect in a way that best uses Air Force resources and at the same time supports assigned missions. The pro-cedures in this part should help them meet that objective.

1.4. Customer And Logistics Readiness Squadron/Supply Activity Relationships. Customer Train-ing. The Logistics Readiness Squadron/supply activity customer is an important basic part of the SBSS.

To a large degree, the customer's actions determine the Logistics Readiness Squadron's/supply activities ability to support mission requirements. Because of this, organization commanders need to be aware of their responsibilities for managing government property in AFI 23-111, Management of Government Property in the Possession of the Air Force. The Logistics Readiness Squadron Commander/Chief of Supply will help commanders in their efforts by providing an effective customer training program as per part 2, chapter 2 and the Air Force Education and Training Course Announcements (ETCA) database located at https://etca.randolph.af.mil/. Organization supply representatives who communicate, coordi-nate, and cooperate effectively will have a mutual understanding of assigned missions, help solve prob-lems, and provide effective supply support.

1.4.1. Customer Contact Point. Normally, the primary point of contact for the Logistics Readiness Squadron/supply activity customers is Customer Service within the Management and Systems Flight.

This office was established to provide customer assistance and has the responsibility of receiving and resolving customer problems and complaints. Customer Service may refer customers to the responsi- 1–2 ble function in the Logistics Readiness Squadron/supply activity for assistance. In all cases, requests for assistance must be documented and the customer must be notified of actions taken.

1.4.2. Signature Authority Delegation. Unless mandated by public law, the Logistics Readiness Squadron Commander/Chief of Supply may delegate signature authority to the flight or section chief responsible for a task. For example, where this part specifies review of a signature on a listing by a flight chief, the Logistics Readiness Squadron Commander/Chief of Supply may delegate this task to the section supervisor responsible for preparing and reviewing the listing. Such delegation will be published as a supplement according to part 2, chapter 2. During his/her absence, the Logistics Readiness Squadron Commander/Chief of Supply may delegate signature authority for documents (M10, reports of survey, etc.) requiring the signature of the accountable officer. However, this dele-gation of authority must be in writing (letter of authorization) and approved by the Mission Support Group Commander. Accordingly, if an organization has a similar delegation policy, it must advise the Logistics Readiness Squadron/supply activity and furnish copies of requested documentation.

1.5. Disposing Of Documents. To dispose of the Logistics Readiness Squadron/supply activity manage-ment products, see the Air Force Records Disposition Schedule (RDS).

1.6. Alphabetical Index.

1.6.1. Supply Subjects. For a complete master index of supply subjects see volume 1, part 1. In addition, Attachment 1A-2 identifies related chapters in AFMAN 23-110 which are on file in the Logistics Readiness Squadron/supply activity. Customer Service will assist in using any of these ref-erences.

1.6.2. SBSS Acronyms and Abbreviations. See Attachment 1A-3.

1.7. Logistics Readiness Squadron/Supply Activity Forms. The following forms are needed to obtain service and support from the Logistics Readiness Squadron/supply activity.

Table 1.1. Air Force Forms.

Table 1.2. AFTO Forms.

Table 1.3. DD Forms.

Number Title 126 Custodian Request Log 601 Equipment Action Request 1230 Standard Reporting Designator (SRD) Candidate Information 1445 Materials and Equipment List 1996 Adjusted Stock Level 2001 Notification of TCTO Kit Requirements 2005 Issue/Turn-in Request

Number Title 350 Repairable Item Processing Tag

Number Title 1–3

Table 1.4. Optional Forms.

1.8. Organizational Funds. Logistics Readiness Squadron/supply activity personnel do not perform funds management responsibilities for organizations; however, their management reports are helpful when budgeting and controlling the funds allotted to each organization by the Base Comptroller to pur-chase supplies and equipment.

1.8.1. Funding Requirement. Operation and maintenance funding should be a primary concern of the Logistics Readiness Squadron/supply activity customer as should the description of the Air Force SMAG. Close coordination with the budget office of the Base Comptroller and the funds manager in the Logistics Readiness Squadron/supply activity will help to accurately plan and justify funding requirements and will ensure managers use allotted funds for their intended purpose. NOTE: Main-tenance organizations must budget and pay for repair parts used to repair items belonging to the Logistics Readiness Squadron/supply activity (repair cycle assets).

1.8.2. Zero Overpricing Program (ZOP). To assist the Logistics Readiness Squadron/supply activity customer in controlling and managing allotted funds, the Air Force has a program called ZOP volume 7, part 4. Using this program, customers can and should challenge prices on items that seem to be too high. It is important to review supply documents and listings for prices being charged. If there are suspect pricing discrepancies, contact the Logistics Readiness Squadron/supply activity Customer Service to make a price challenge. AF Form 1000, Suggestion, and AF Form 1046, Overpricing Referral, are the forms to use to submit ZOP challenges. Be sure to include your telephone number on the forms.

1.8.3. Customer Fund Exceptions. As a general rule, AF SMAG obligation authority is used to ini-tially procure materiel from commercial or other government sources, and customer funds are used only to reimburse the AF SMAG, upon issue. Do not use customer funds for initial procurement of supplies and equipment, except in a few limited instances. The following exceptions are authorized.

1.8.3.1. Credit card purchase of commodities other than fuels.

1.8.3.2. Central procurement of Air Force books and periodicals.

1.8.3.3. COPARS and COCESS. Also, see AFI 65-601, volume 1, chapter 18, for a complete list of authorized exceptions.

200 Report of Survey 362 Statement of Charges/Cash Collection Voucher 1131 Cash Collection Voucher 1348-1A Issue Release/Receipt Document 1348-6 DoD Single Line Item Requisition System Document (Manual - Long Form) 1574 Serviceable Tag - Materiel 1575 Suspended Tag - Materiel 1577-2 Unserviceable (Reparable) Tag Materiel

Number Title 83 NMCS (Not Mission Capable Supply) (Label) (3 x 1 1/2") 84 NMCS (Not Mission Capable Supply) (Label) (3 x 5") 1–4

1.9. Requesting New Organization Codes. Based on AFI 25-201, Host-Tenant Support Responsibili-ties of US Air Force Organizations, support agreements (if applicable) or upon activation of general orders, the organization commander must submit a letter or form to Records Maintenance in the Logistics Readiness Squadron/supply activity to obtain an organization code to begin receipt of supply support for the organization's mission.

1.9.1. Organization Title (Example: 1607th Supply Squadron, 1001st Civil Engineer). Off-base organizations with an activity address code different from the host base must place their activity address code in the first six positions of the organization title, for example, FY7177, 6945th Scty Sq.

1.9.2. Organization Identification Code. This identifier consists of the organization number, kind, level codes, and detachment number, if applicable from AFI 33-101 Communications and Informa-tion Management Guidance and Responsibilities.

1.9.3. Force Activity Designator. See the HQ USAF Program Document.

1.9.4. Primary Delivery Point. Building number, room number, etc.

1.9.5. MAJCOM Code. See AFI 33-101, or part 2, chapter 3.

1.9.6. List of Serviceable or Unserviceable Property Pickup Points. The customer informs Pickup and Delivery personnel of these location points.

1.9.7. List of Authorized Shops and Custody Receipt Account Codes. Identify all authorized shops by type of function performed. For example, vehicle tire shop-supply will assign a two-digit alpha shop code.

1.9.8. List of all applicable AS Documents. This does not restrict the use of other ASs.

1.9.9. Specifics on Use of Consolidated or Separate Bench Stocks. The organization determines use.

1.9.10. Specifics on ICBM maintenance. The organization determines use.

1.9.11. Satellite Account Requests. Specify stock record account number and address of the DRMO servicing the satellite.

1.9.12. AWP Delivery Destination. If applicable, follow local procedures.

1.9.13. IMDS (Integrated Maintenance Data System). Show identification code, if applicable.

1.9.14. Weapon Systems and End-Items by SRD. Show those being supported by the organization.

1.9.15. Distribution of Listings. After the Records Maintenance personnel load the organization record, they forward the correspondence to Logistics Readiness Squadron/Supply Activity Distribu-tion, who, in-turn, establishes a pickup point in the Logistics Readiness Squadron/supply activity for the customers' management reports and listings. If the organization is located off base, the Logistics Readiness Squadron/supply activity can arrange to have the listings mailed to the address specified on the original request.

1.10. Authorization To Receipt For Property. Organization commanders are responsible for designat-ing and submitting to the Logistics Readiness Squadron/supply activity by letter or form, the names of their organization personnel who have the authority to receipt or sign for property. There are several areas which must be addressed.

1.10.1. BASS

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1.10.1.1. Administrative Supplies. All personnel are authorized to shop and procure supplies through the BASS. The organization commander or OIC of the function to which an account is assigned may designate internally who can purchase materials through the BASS, but BASS per-sonnel will not validate or verify such an authorization.

1.10.1.2. Handtools (Expendable and Equipment Management Code 1 Only). Follow the proce-dures specified for administrative supplies.

1.10.1.3. Warranted Tools. Logistics Readiness Squadron/supply activity Tool Issue Center per-sonnel manage warranted tools, but contractors supply them. These tools have a warranty or guarantee. Only specific activities may purchase warranted tools and participate in the Warranted Tool Program. The participating activities are: Aircraft, Missile, and Munitions Maintenance (USAF, AFRES, and ANG). Other activities can purchase quality tools, to include a warranty if desired, under the current local purchase guidelines. Bases or MAJCOMs can develop their own procedures on future local purchase tool contracts as long as they follow the basic local purchase policy. Bases or MAJCOMs can establish procedures for purchases under new contracts, but the old contracts and procedures to exchange tools must remain in place to provide guidance on tools purchased under existing contracts. Though these contracts are not in effect for new tools, the warranty is still valid. Economics is not the only factor involved when determining whether to use the Warranted Tool Program; however, bases and MAJCOMs should complete an economic analysis. The analysis should show a reasonable payback period that can be balanced with the factors involved with the use of warranted tools. For more detailed guidance, base and MAJCOM personnel can find procedures for command warranted tool management in MAJCOM directives.

1.10.2. Munitions. Organization commanders must submit a letter or form (an original and three copies) to the MASO for munitions. They must send the original and two copies to the MASO, for-ward the fourth copy to the submitting organization. Required information is the individual's name, specimen signature on all copies, organization designation or title, for example, 1700 TRNSS-TRAN SQ, and designated delivery and pickup points for both serviceable and unserviceable ammunition.

1.10.3. Equipment. Organization commanders are responsible for ensuring the following are accom-plished.

1.10.3.1. Submit all requests for appointments or changes by letter or form directly to the Logis-tics Readiness Squadron’s/supply activity Equipment Management Section(LGSME).

1.10.3.2. Ensure custodians are replaced at least 45 to 60 calendar days before PCS, separation, or retirement.

1.10.3.3. Ensure the letter or form includes the organization and shop codes, organization and function titles, for example, 1700 FMS-HYD SHOP, training dates for primary and alternate cus-todians, building number, MAJCOM code, DEROS, and custodians (custodian code P for the pri-mary and A for the alternate).

1.10.3.4. See part 2, chapter 22, for procedures for custodians and alternates and control of autho-rization letters or forms.

1.10.3.5. May sign and receipt for equipment items at any time and in the absence of custodians.

1.10.4. Classified Property.

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1.10.4.1. Organization commanders, OICs of functions being supported, or the TMO must sub-mit a letter or form to Document Control identifying the individuals authorized to receipt for clas-sified property. Required information and instructions for doing so are as follows.

1.10.4.1.1. Organization Code. Enter TRANS for TMO, SUPPL for the Logistics Readiness Squadron/supply activity, and MATCO for Materiel Control. Enter the organization code for all other personnel. Do not release classified property to any individual unless his or her name appears on the listing. Have the individual receiving the property show his or her identifica-tion card to complete the verification.

1.10.4.1.2. Shop Code. Does not apply to TRANS, SUPPL, and MATCO.

1.10.4.1.3. Individual's Name. Show last, first, and middle initial.

1.10.4.1.4. Level of Classification Authorized for Receipt. Self-explanatory.

1.10.4.1.5. Date of Submission. If changes occur, prepare new letters and forms within 3 workdays of the change (additions or deletions).

1.10.4.1.6. DEROS (overseas only). Self-explanatory.

1.10.4.1.7. Equipment Custodian Code (P) for Primary, (A) for Alternate. Applies only for classified equipment. Enter this code only if classified equipment is authorized on the equip-ment account.

1.10.4.1.8. Individual's Duty Telephone Number. Show duty phone with area code.

1.10.4.2. Semiannually (June and December), Document Control of the Logistics Readiness Squadron/supply activity must provide a listing of all individuals authorized receipt for classified property to applicable the Logistics Readiness Squadron/supply activity functions and supported organizations. Semiannually, classified receipt authorization letters and forms must be revali-dated even when no changes have occurred.

1.10.5. DRMO. Direct mission organization representatives requiring access to DRMO facilities to screen property may be admitted after presenting current employee or military identification cards issued by a DOD activity and after signing the visitors control register. They must include on the reg-ister the purpose of their visit and their Logistics Readiness Squadron/supply activity account number SRAN for which they are screening. Nondirect or nonmission organizations (for example, special services or nonappropriated fund activities) must submit written requests to the DRMO as explained in DOD Manual 4160.21-M, Defense Utilization and Disposal Manual, chapter 9, paragraph B, and this manual in volume 6, part 1, chapter 5, section B.

1.10.5.1. The Logistics Readiness Squadron/supply activity and the DRMO must establish local procedures enabling organizations to review and determine availability of property. After prop-erty has been identified, the organization representative will contact the Materiel Management Flight of the Logistics Readiness Squadron/supply activity to obtain assistance in properly accomplishing the necessary procedures for withdrawal as outlined in part 2, chapter 9. When a customer has an existing backorder through the Logistics Readiness Squadron/supply activity and DRMO has property that can satisfy the requirement, the DRMO may issue the serviceable mate-rial to the customer as "free issue".

1.10.5.2. DOD Manual 4160.21-M, chapter 9, authorizes DOD personnel to screen property by presenting a valid employee or military services identification card. To receipt for property, the individual must have a valid identification card and provide the DRMO with an authorized requi- 1–7 sition document (DD Form 1348-1A) prepared and authenticated by certifying Logistics Readi-ness Squadron/supply activity personnel (see part 2, chapter 18).

1.11. UMMIPS.

1.11.1. The Purpose of UMMIPS. The purpose of UMMIPS is to provide a standard method of rank-ing competing needs according to their importance and to ensure the most effective management of resources in reacting to each need, UMMIPS provides a method for identifying the importance of req-uisitions by using a combination of FAD (assigned by the Secretary of Defense, the Joint Chiefs of Staff, or the Air Force) and UND (assigned by the customer). This combination determines the requi-sitioning priority sent to the source of supply.

1.11.2. Responsibilities. All levels of command share the responsibility for maintaining an effective and credible priority system. Commanding officers and the heads of requisitioning activities are responsible for assigning priority designators consistent with assigned FADs and the existing urgency of need. The following guidelines are provided to assist in meeting this requirement.

1.11.2.1. Ensure each individual responsible for assigning UNDs or priorities is properly trained in UMMIPS procedures.

1.11.2.2. Ensure individuals are aware of and comply with the accurate assignment and use of priority designators consistent with the FADs assigned by higher authority and with the existing urgency of need.

1.11.2.3. Review all UND A requirements before sending a requisition to the source of supply.

1.11.2.4. Ensure supply discipline in priority requisitioning to include the use of disciplinary action in cases involving deliberate abuses.

1.11.3. UND. Commanders or heads of DOD activities must review or delegate in writing, the authority to certify that all requirements with priority designator A or B are appropriate and justified.

1.11.3.1. Use UND A only for materiel when lack of the item would interfere with the assigned mission.

1.11.3.2. Use UND B only for materiel when the lack of the requested item impairs your ability to perform the assigned mission. Perform the management review of UND B requirements after the submission to the Logistics Readiness Squadron/supply activity and requisitioning action from the source of supply.

1.11.3.3. Use UND C for requisitioning materiel for all other requirements.

1.11.4. Control of Priority Designator Utilization.

1.11.4.1. While retaining the responsibility for reviewing UND A and B requests, commanding officers of the requesting activity may designate individuals to make the actual review. It is important that these appointed individuals be in management-level positions, capable of deter-mining the mission impact, fully knowledgeable of UMMIPS policy (DOD Directive 4410.6), and able to provide confirmation to the Logistics Readiness Squadron/supply activity of the urgency of the request.

1.11.4.2. To maintain the integrity of the UMMIPS, the quantity of materiel included on priority designator 01 through 08 requisitions must be restricted to that amount necessary to satisfy the 1–8 immediate requirement. Additional quantities necessary to replenish stock must be under a UND C routine priority.

1.11.5. Surveillance and Review of UMMIPS Procedural Application.

1.11.5.1. Before The Fact Review. The importance of a before the fact review of the priority one assigns to one's requirements cannot be overemphasized. Abuse and misuse of UMMIPS have far-reaching and negative results on the logistics system, in the Logistics Readiness Squadron/ supply activity, Contracting, and the Logistics Readiness Squadron/transportation activity. As the proportion of priority requests increase compared to total requests, the relative importance of the priority decreases.

1.11.5.2. After The Fact Review. The using organization commander or designated representa-tive performs after the fact reviews. Periodically, Base Management and Systems Flight person-nel review high-priority requirements during their internal supply surveillance, and when they see adverse trends, notify the organization commander.

1.11.5.3. Suspected Abuses. If the Logistics Readiness Squadron Commander/Chief of Supply identifies suspected abuses, he or she notifies the organization commander of the requesting activ-ity. The commander determines if a problem exists and takes corrective action, as required. A continuous, aggressive program to control and manage UMMIPS results in optimum supply sup-port of valid high-priority requirements. Misuse and abuse of the system is a serious violation of public law, wastes scarce resources, and seriously degrades the ability to provide combat logistics support for combat operations.

1.11.6. Additional Information. Chapter 3 contains additional information on supply priorities.

1.12. Deficiency Report Exhibits. Report and Turn-in Deficiency/Defect. Upon receipt of a supply or equipment item from the Logistics Readiness Squadron/supply activity with a deficiency or latent defect, report the Deficiency Report asset and prepare the asset for immediate turn-in according to TO 00-35D- 54, USAF Materiel Reporting and Investigating System.

1.12.1. Control of Deficiency Report Exhibits. The originating point maintains control of the exhibit when the size and configuration of the asset allows. When the exhibit size and configuration allow, move the exhibit to a controlled area (preferably locked) to ensure the exhibit is not altered or lost.

Normally, this controlled area is in the Logistics Readiness Squadron/supply activity. When there is not enough space in the Logistics Readiness Squadron/supply activity, maintenance may store the exhibit pending final disposition. There is an exception to this policy when maintenance becomes the permanent storage location. If the need arises to establish a permanent storage area within mainte-nance, the organization must request approval authority from HQ USAF/LGMM, through its MAJ-

COM.

1.12.2. The Flight Service Center (FSC) will process Deficiency Report or latent defect turn-ins for items that are assigned ERRCD XD, XF, and XB. Equipment Management will process turn-in doc-uments for Deficiency Report or latent defects on equipment managed items. They (FSC/EME) will process the turn-in if the pre-post method is used and Receiving will perform this task if the post-post method is used.

1.13. Requesting An SRD. SRDs are three-character reporting designators used to identify items of equipment for use in various automated management information systems. The predominant uses are for the MCD system and the MICAP system.

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1.13.1. IMDS/REMIS. SRDs are available to on-line users through the IMDS or through the REMIS. Users of SRDs should make arrangements to access the systems, if they don't already have the capability.

1.13.2. SRD Directive. See AFI 23-106, Assignment and Use of SRD, which is the governing direc-tive for policies, procedures, and responsibilities for assigning and using SRDs.

1.14. Local Purchase Policy. Local purchase policy comes from the DFAR (contracting policy) and applies to all military services, the DLA, and the GSA. The local purchase procedures stated in part 2, chapter 9, this manual, implement this policy. Coordinate any waivers to the policy through contracting channels. With the recent changes to the DFAR (1 February 1988), customers now have the flexibility to local purchase items that used to require either DLA or GSA's approval. In essence, local purchase of an item can now be requested if local purchase is in the best interest of the government in terms of quality, timeliness, and cost. There are, however, some exceptions such as, 1) items that have a war reserve requirement, are necessary for the wartime mission, and are required to support a unit deployment mis-sion, 2) items directly related to the support of a weapon system or its support equipment, 3) items with special security characteristics, and 4) items of a dangerous nature such as explosives or munitions.

1.14.1. Rules Governing Local Purchase Items. There are specific rules which apply when request-ing local purchase items.

1.14.1.1. If the line-item cost is over $100, the customer must provide the contracting officer a specific statement identifying the advantages to local purchase.

1.14.1.2. If the line-item value is over $5,000, and the source of supply is GSA or DLA, then the integrated materiel manager (IMM) must approve the local purchase action.

1.14.2. Management Flexibility. The intent of the DFARS change was to give installations greater flexibility managing their resources and performing their mission. The exceptions were included in order to maintain a level of support needed in the event of war, and for safety and security consider-ations.

1.15. Precious Metals Recovery Program. Volume 6, Excess Surplus Personal Property, prescribes pol-icies and procedures for Air Force participation in the DOD PMRP. The PMRP encompasses silver, gold, and the platinum family. The platinum family includes platinum, palladium, iridium, rhodium, osmium, and ruthenium. See volume 6 for a complete list of the organizational PMRP’s responsibilities that apply to all Air Force activities managing, receiving, handling, storing, issuing, using, requisitioning, purchas-ing, shipping, or contracting when precious metals are involved. The items of supply include those items containing precious metals or precious metal bearing scrap, sludge, solutions, powders, amalgam flake, black and white photographs, or other mixtures or forms. Regardless of organizational entity, all Air Force activities on installations must cooperate to the fullest extent with the installation PMRP Monitor, the RPEC (see AFI 31-101), the PMAR, and the DRMO to ensure every installation has a viable program.

Each activity involved in the PMRP must appoint a PMRP monitor and an alternate in writing and furnish a copy of the appointment correspondence to the installation PMRP monitor (see volume 6, chapter 4, this manual for a complete list of the organizational PMRP's responsibilities).

1.16. MCD. It is imperative to procure the right spares in the right numbers to support weapon systems.

Logistics personnel at all levels use MCD to determine and forecast for spare parts necessary for support-ing peacetime and wartime combat operations. This data is collected using the MCD Collection System.

SRDs assigned to weapon systems and end-items are basic to the system. SRDs are used to record 1–10 demand (usage) data for our weapon systems; therefore, accurate use of the SRDs is vital. Numerous reports, audits, inspections, and studies indicate serious deficiencies exist in MCD collection and the use of SRDs. Although the Logistics Readiness Squadron Commander/Chief of Supply manages the MCD program at base level, SRD assignment and correct usage is a customer responsibility. Commanders must ensure their people using the supply system understand what MCD and SRDs are and the impact if mis-used. Constant awareness through publicity, training, and daily emphasis is essential in order for the Logistics Readiness Squadron/supply activity to maintain an accurate database.

1.17. Logistics Readiness Squadron/Supply Activity Training.

1.17.1. Source. Training is available from supporting the Logistics Readiness Squadron/supply activity Training.

1.17.2. Responsibilities. Organization commanders and supervisors are responsible for ensuring the following.

1.17.2.1. All individuals receive the required customer or custodian training. Personnel should review AFMAN 23-110, Volume 2, Attachment 1A-3 prior to attending training class.

1.17.2.2. AFSC 2S0XX unit, organizational, or material control personnel receive OJT and profi-ciency training. The AFSC 2S0XX specialty training standard is marked with a number sign (#) for minimum unit, organizational, or material control supply training tasks. When requested, Logistics Readiness Squadron/supply activity Training will help in validating supply personnel OJT and proficiency training programs.

1.17.3. Training Topics and Attendance at Training Sessions. Unless otherwise indicated, supply personnel listed below must attend the following types of training immediately upon assignment to the job.

1.17.3.1. Block I, General Supply Indoctrination.

1.17.3.1.1. Individuals initially assigned as organizational resource managers

1.17.3.1.2. Organizational supply representatives. In this regulation, "supply representative" is the individual assigned by the base, installation, or organizational commander to manage or monitor a customer supply account. This includes AFSC 2S personnel.

1.17.3.2. Block IIA, Bench Stock Management. The organizational bench stock monitor.

1.17.3.3. Block IIB, Repair Cycle Management. All shop DIFM monitors. Other personnel des-ignated by the organizational commander should also attend.

1.17.3.4. Block III, Equipment Management.

1.17.3.4.1. All on-base equipment custodians and alternates.

1.17.3.4.2. Offbase custodians and alternates located within a reasonable distance of the sup-port base. When distance makes classroom training impractical, the Logistics Readiness Squadron Commander/Chief of Supply must develop and provide offbase custodian training packages to supplement this manual.

1.17.3.5. Follow-on Training.

1.17.3.5.1. Follow-on training for all blocks is given on an "as required" basis.

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1.17.3.5.2. Higher headquarters, unit commanders, supervisors, local inspection, staff assis-tance visit, customer assistance visit, personnel reports, and other indicators determine the need for follow-on training.

1.17.3.5.3. Personnel who received initial training, but who have continuously performed the same duty, should be exempted from retraining. This applies only to those personnel immedi-ately reappointed to the same duty following a permanent change of station or permanent change of assignment.

1.17.3.5.4. Equipment custodians reappointed at their new assignment may require briefing on command supplements, local policy, and requirements.

1.18. Organization Refusals. There may be times when it is necessary to refuse an asset when the Logistics Readiness Squadron/supply activity personnel deliver and ask you to receipt for it. Specific procedures for organizational refusals are in part 2, chapter 14. Briefly, one can refuse an item when there is a Logistics Readiness Squadron/supply activity error not caused in any way by the customer. When this is the case, annotate all copies of the issue/due-out release document with the phrase "ORGANIZA- TIONAL REFUSAL," give a brief explanation for refusing the property, and sign the document. The Logistics Readiness Squadron/supply activity Pickup and Delivery driver returns the property with copies one, three, and four of the ISU/DOR document to the Logistics Readiness Squadron/supply activity Inspection. The customer retains copy two of the ISU/DOR document. Inspection determines who is pri-marily responsible for the error and refusal, as indicated by the reason for refusal on the ISU/DOR docu-ment and an inspection of the item. For example, the Logistics Readiness Squadron/supply activity is responsible if the property is misidentified, unserviceable, an unsuitable substitute, or the quantity issued is in excess to what the customer ordered. The customer is responsible if he or she ordered the wrong item or if the item was ordered, shipped, and received due to a failure to cancel a due-out. If the customer is responsible for the error, Logistics Readiness Squadron/supply activity personnel will process a turn-in and contact the customer to determine if he or she still has a valid requirement. If so, Inspection personnel will contact the issue processing point so they can reorder the correct item. As an alternative, the cus-tomer can reorder the property. If the Logistics Readiness Squadron/supply activity made the error, and the ERRC is XD or XF, they will reverse-post the document. If the ERRC is XB or N, the Logistics Readiness Squadron Commander/Chief of Supply has the option to process a credit turn-in or reverse-post, whichever is the most economical to the account. If a credit turn-in is processed, the Logistics Readiness Squadron/supply activity will automatically reinstate the requirement and reimburse the orga-nizations' funds account.

1.19. Air Force Supply Management Activity Group (SMAG). Supply Management Activity Group is a system for financing the purchase of inventory and holding it until required for use by various custom-ers. When a SMAG begins operation, it is provided with cash and inventories of certain commodities of items. The cash and inventories are called the capital of the fund. A feature of the SMAG is that it revolves. The SMAG sells items to its customers and in turn receives cash. The SMAG manager uses the cash to purchase additional inventory for future sale. This revolving aspect of a SMAG is designed to be self-sustaining once the cycle is set in motion.

1.19.1. The Air Force Supply Management Activity Group is divided into six divisions. The follow-ing are the divisions that may affect you the customer.

1.19.1.1. GSD. The GSD includes all base-funded expense items (budget code 9) inclusive of DLA, GSA, Army, Navy, commercial vendor items and items not managed by another division of 1–12 the Air Force SMAG. GSD items will have an ERRC of XB or NF with a unit price less than $250,000.

1.19.1.2. MSD. Items managed in the MSD are Air Force centrally procured expense and invest-ment items with a budget code 8 and ERRC of XB3, XF3, or XD2. MSD XB3/XF3 assets have four prices (standard, LAC, DACR@LAC, and BOCR@LAC), while XD2 items have twelve prices (standard, exchange, mark-up, unserviceable asset price, carcass cost, LAC, LRC, MCR, BOCR@LAC, BOCR@LRC, DACR@LAC, and DACR@LRC ) and are updated annually by HQ AFMC. Exceptions are munitions, cryptologic, classified programs, and tanks, racks, adapt-ers, and pylons (TRAP). Issues and due-outs for XB3/XF3 items are charged the standard price.

Credit for serviceable turn-ins will be based upon the stock fund credit indicator that is assigned by AFMC. Credit indicator A provides credit, while credit indicator D denies credit. XF items are credited at standard when credit indicator A is assigned and there is a Due-In From Mainte-nance (DIFM) detail, while XB3 and non-DIFM XF3 items are credited at LAC when the credit indicator is A. Due-outs and issues for XD2 items which create DIFM details are charged are charged at the exchange price, while those without DIFM details are charged at standard price.

Serviceable turn-ins of assets with DIFM details are credited at exchange price. Turn-in of ser-viceable XD2 items without a DIFM detail are credited at carcass cost when the credit indicator is A. Turn-ins of Deficiency Report or warranty items will be credited the value charged (standard or exchange). Turn-in of unserviceable XD2 items without a DIFM detail may receive credit at carcass cost if credit indicator is A.

1.20. MSD Policy On Items Removed From The AMARC.

1.20.1. The Prime Item Manager will be involved in local decisions involving assets obtained from AMARC. The final decision to use AMARC or any other alternative means to satisfy valid field requirements rest strictly with the Prime Item Manager in coordination with the System Program Director.

1.20.2. If there is an identified need to support a valid priority requirement that cannot be supported through a Prime Item Manager’s inventory to include the production line or through the buy process, then AMARC can be used to support the requirement. In this regard, all contact with AMARC on all removal or reclamation requests are to be made through the Prime Item Manager. The Prime Item Manager working with the System Program Director is in the best position to determine the world-wide inventory position, balance your requirements against others, and fund status.

1.20.3. Once a reparable asset has been identified at AMARC as a possible candidate, a condition determination is made by the maintenance facility at AMARC. It must be noted that AMARC has limited capability to check and test assets. Assets are turned into the Logistics Readiness Squadron/ supply activity as either serviceable ("A" condition) or unknown condition ("R" condition). The turn-in applies the current indicative data found on the item record to the turned-in reparable asset. It is important to understand that AMARC reparable assets are not "free issue" and they have no depreci-ated value because of their source. Once processed into the supply system at AMARC, the turned-in reparable is shipped to the base if directed by the Prime Item Manager.

1.20.4. If the reparable asset received by the base is an "A" condition asset, then it follows normal reparable processing; in other words, the user pays the exchange price. Subsequently, the user receives some credit depending on the condition of the returned asset and the timeframe when it was returned. If it is necessary to check and test the "A" condition asset prior to installation, the base fol-lows serviceable ISU/MSI issues procedures using activity code C.

1–13

1.20.5. If the reparable asset received is an "R" condition asset, the base follows serviceable ISU/ MSI issue procedures using activity code C. The base must identify to the Prime Item Manager, all AMARC reparable assets that cannot be used as received or repaired (made serviceable).

1–14

ATTACHMENT 1A-1

LOGISTICS READINESS SQUADRON/SUPPLY ACTIVITY

Figure 1A1.1. Logistics Readiness Squadron Commander/Chief of Supply Organization Chart.

Administration Element

Squadron Element (note 2)

Document Control

Inventory

Procedures & Analysis

Funds Management

Customer Service &Training

Computer Operations

Management & Systems Flt

Operations Support

Mission Support

Demand Processing

Repair Cycle Support

War Readiness

Combat Operations Support Flt

Storage & Issue

Inspection

Bench Stock

Pickup & Delivery

Receiving

Local Purchase Receiving

Materiel Storage & Distribution Flt

Mobility

Equipment Management

Stock Control

Retail Sales

Munitions Management

(note 2)

Materiel Management Flt

Quality Control & Inspection

Fuels Operations

Accounting & Administration

Fuels Support (note 2)

Cryogenics

(note 2)

Fuels Management Flt

Chief of Supply/ Deputy COS

(note 1)

Note 1: Reference this excerpt from the note in Part 2, Chapter 2, Paragraph 2.3.1: “The COS may elect to move processes outside/between flights with MAJCOM concurrence in order to enhance customer support.”

Note 2: When authorized.

CHIEF OF SUPPLY ORGANIZATION CHART

1–15

ATTACHMENT 1A-2

ALPHABETICAL INDEX

1A2.1. Purpose. To provide an alphabetical index of supply subjects and related publications to research for information that pertain to these subjects.

Adjusted Stock Levels, Volume 2, Part 2, Chapter 19

Allowance Documents, Volume 2, Part 2 Chapter 22

AWP, Volume 2, Part 2 Chapter 24

Base Service Store, Volume 2, Part 2, Chapter 23

Bench Stock, Volume 2, Part 2, Chapter 11

Budget Codes, Volume 2, Part 2, Chapter 3 and Volume 1, Part 4, Chapter 1

Bench Mockups, Volume 2, Part 2, Chapter 22

Classified Property, Volume 1, Part 1, Chapter 19 and Volume 2, Part 2, Chapter 22

Contract Maintenance, Volume 2, Part 2, Chapter 24

Contractual Repair, AFMAN 23-110, Volume 2, Part 2, Chapter 10

Custody Receipt Listing, Volume 2, Part 2, Chapter 6 and Chapter 22

Customer Service Section, Volume 2, Part 2, Chapter 2

DIFM, Volume 2, Part 2, Chapter 10

DIFM Reconciliation, Volume 2, Part 2, Chapter 10

Due-In (requisition), Volume 2, Part 2, Chapter 9

Due-Out, Volume 2, Part 2, Chapter 11

Equipment Management Code, Volume 2, Part 2, Chapter 22

Equipment Authorization Inventory Data (EAID), Volume 2, Part 2, Chapter 22

Equipment Custodians, Volume 2, Part 2, Chapter 22

Excess Property, Volume 3, Part 2, Chapter 9

File Maintenance, Volume 2, Part 2, Chapter 27

FAD, Volume 2, Part 2, Chapter 3

GSA, Volume 2, Part 2, Chapter 5

Hazardous Materiel, Volume 3, Part 2, Chapter 2

Inventory, Volume 2, Part 2, Chapter 20

Issues, Volume 2, Part 2, Chapter 11

Issue - Mark for Field, Volume 2, Part 2, Chapter 11

Initial Issues, Volume 2, Part 2, Chapter 11 1–16

Joint Use WRM, Volume 2, Part 2, chapter 22

Local Manufacture, Volume 2, Part 2, Chapter 11

Local Purchase, Volume 2, Part 2, Chapter 9

Management of Government Property in Possession of the Air Force, AFI 23-111

MASS, Volume 2, Part 2, Chapter 11

Office Furniture, Volume 2, Part 2, Chapter 22

Organization Codes, Volume 2, Part 2, Chapter 3

Organization Identification Code, Volume 2, Part 2, Chapter 3

Organization Transfer to DRMO, Volume 2, Part 2, Chapter 15

Property Accounts, AFI 23-111

Public Property, Pecuniary Liability, AFI 23-111

Receipt for Property from DRMO, Volume 2, Part 2, Chapter 18

Rental Equipment, Volume 2, Part 2, Chapter 22

Repair Cycle, Volume 2, Part 2, Chapter 10

Requisition Priority, Volume 2, Part 2, Chapter 9

Standard Base Supply System, Volume 2, Part 2, Chapter 1

SRD, AFI 23-106

Supply Priority, Volume 2, Part 2, Chapter 11

Supply Points, Volume 2, Part 2, Chapter 10

Sole Source, Volume 1, Part 1, Chapter 8

Special Purpose Recoverables Authorized Maintenance (SPRAM), Volume 2, Part 2, Chapter 22

TCTO Kits, Volume 2, Part 2, Chapter 21

Tool Issue, Volume 2, Part 2, Chapter 23

UMMIPS, Volume 1, Part 1, Chapter 24

Uniform Repair and Replacement Criteria (UR/RC), TO 00-25-240, and Volume 2, Part 2, Chapter 9

WRM, AFI 25-101

Warranty Guaranty Items, Volume 2, Part 2, Chapter 10

Warranty Tool Program, Volume 2, Part 2, Chapter 23

Zero Overpricing, Volume 7, Part 4 1–17

ATTACHMENT 1A-3

SBSS ACRONYMS AND ABBREVIATIONS

1A3.1. Purpose. To identify the meaning of common acronyms used in the SBSS.

1A3.2. List of SBSS Acronyms and Abbreviations.

A&F—Accounting and Finance

A/N—Alphabetic/Numeric

AAC—Acquisition Advice Code

AAFES—Army and Air Force Exchange System

AB—Air Base

AC&W—Aircraft Control and Warning

ACC—Air Combat Command

ACP—Ammunition Control Point

ACSDP—Assistant Chief, Storage Distribution Point

ADC—Authorized Document Code

ADMLP—ASCII COBOL Data Manipulation Language Processor

ADP—Automated Data Processing

ADPE—Automated Data Processing Equipment

ADPM—Automated Data Processing Machine

ADPR—Automated Data Processing Resource

ADPS—Automated Data Processing System

ADR—Ammunition Disposition Request

ADS—Automated Data System

ADSN—Accounting and Finance Disbursing Station Number

ADVON—Advanced Echelon

AEC—Atomic Energy Commission

AEDA—Ammunition, Explosives, and Dangerous Articles

AEDS—Atomic Energy Detection System

AETC—Air Force Education and Training Command

AFAA—Air Force Audit Agency

AFAFC—Air Force Accounting and Finance Center is now DFAS-DE

AF—Air Force

AFAS—Automated Fuels Accounting System 1–18

AFB—Air Force Base

AFBS—Air Force Broadcasting Service

AFC4A—Air Force Command, Control, Communications, and Computer Agency

AFCC—Air Force Communications Command is now AFC4A (Air Force Command, Control, Commu-nications, and Computer Agency)

AFCD—Air Force Cryptologic Depot

AFCEMS—Air Force Comprehensive Engine Management System

AFCESA—Air Force Civil Engineering Support Agency

AFCP—Air Force Central Procured

AFCSC—Air Force Cryptologic Support Center

AFCSS—Air Force Contingency Supply Squadron

AFEMS—Air Force Equipment Management System

AFFARS—Air Force Federal Acquisition Regulation Supplement

AFI—Air Force Instruction

AFIC—Air Force Intelligence Command

AFIF—Air Force Industrial Fund

AFIT—Air Force Institute of Technology

AFJMAN—Air Force Joint Manual

AFJROTC—Air Force Junior Reserve Officer Training Course

AFLMA—Air Force Logistics Management Agency

AFLOGMET—Air Force Logistics Management Engineering Team

AFM—Air Force Manual

AFMC—Air Force Materiel Command

AFMCR—Air Force Materiel Command Regulation

AFMAN—Air Force Manual

AFMEA—Air Force Management Engineering Agency

AFMWRSA—Air Force Morale, Welfare, Recreation, and Service Agency

AFO—Accounting and Finance Office(r)

AFOG—Air Force Orientation Group

AFOSH—Air Force Occupational Safety Hazard

AFOSI—Air Force Office of Special Investigation

AFP—Air Force Pamphlet

AFPAM—Air Force Pamphlet 1–19

AFPC—Air Force Personnel Center

AFR—Air Force Regulation

AFR—Air…