sustain operations during the interval between suc-
cessive requisitions (normally for 3 months). It
is usually the difference in the quantity between
the requisitioning objective (high limit) and the
reorder point (low limit).
STOCKAGE OBJECTIVEThe maximum
quantity of materiel to be maintained on hand to
sustain current operations normally for 6 months.
It includes the sum of stocks represented by the
operating level and the safety level.
ORDER AND SHIPPING TIMEThe time
elapsing between submitting a requisition and
receiving the materiel requisitioned (equivalent to
procurement lead time).
AVERAGE ENDURANCE LEVELThe
quantity of materiel normally required to be on
hand to sustain operations for a stated period
without augmentation; it is the median between
the safety level and stockage objective.
HIGH LIMIT (REQUISITIONING OBJEC-
TIVE)The maximum quantity of materiel
to be maintained on hand and on order to
sustain current operations normally for 9 months;
it includes the sum of stocks represented by the
operating level, the safety level, and the order and
LOW LIMIT (REORDER POINT)This
stock position signals the need to start replenish-
ment action; it includes the sum of stocks
represented by the safety level and the order and
NOT CARRIED (NC) ITEMSItems not
stocked in storerooms or for which stock records
are not maintained.
NOT IN STOCK (NIS)Items carried in
stock but not on board when demand occurs.
DEMANDThe request for an NC item that
will be procured, or an issue of a stock
FREQUENCY OF DEMANDThe number
of requests for an item within a given time
frame, regardless of the quantity requested or
STOCK FUND OPERATIONSThe deci-
sion to stock an item at a supply center
is made by a computer whose logic runs We will
start to stock a new item only when it has been
asked for three times in 6 months. We will only
continue to replenish an item if it is being asked
for three or more times in 6 months. If the
medical supply person decides to order a 6 month
supply of materiel at once instead of ordering each
time an item is NIS, the supply center computer
may interpret the data as meaning no demand.
The center may stop carrying the item even though
the ship has a regular need for the item. As a
result, it will take longer to receive materiel the
next time it is ordered because none is available
at the local supply center. It is better to get
a realistic low limit and reorder smaller quantities
S E L E C T E D I T E M M A N A G E M E NT
(SIM)An inventory control principle that, in
nonautomated ships, focuses management atten-
tion on the few items that are used most
SUPPLY OVERHAUL ASSISTANCE PRO-
GRAM (SOAP)An overhaul procedure divided
into several phases, designed to weed out obsolete
and unused items.
. Medical supply personnel prepare new
inventory cards, which comprise updated AMAL
and ships formulary that are sent to the
shipyard SOAP team.
. The ship offloads all storeroom items
to warehouse space and starts rehabilitation of
. The ships medical SOAP team, composed
of HMs with SK assistance, identifies and
inventories all items. Record the inventory on in-
ventory cards. Note the items to be added to the
ships formulary; mark and set aside those
items to be disregarded and surveyed.
l As AMAL and formulary changes are
made during the overhaul, make corrections and
new cards to keep the ships AMAL up to date.
. Review the ships current file of medical
stock cards, and record all usages (issues) on the
appropriate inventory cards.
l Process the inventory cards, and use their
data to prepare new stock record cards, locator
cards, invoices covering excess medical materiel
to be turned in to the supply system, requisitions
for deficiencies, and a frequency and demand
listing. The frequency and demand listing gives
usage information based on entries you made on
the inventory cards. It lists the stock numbers
and shows the number of times and quantity
issued during the past 24 months. This listing is
most useful in setting your high and low