sustain operations during the interval between successive 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 OBJECTIVE—The 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 TIME—The time elapsing between submitting a requisition and receiving the materiel requisitioned (equivalent to procurement lead time).
AVERAGE ENDURANCE LEVEL—The 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 OBJECTIVE)—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 shipping time.
LOW LIMIT (REORDER POINT)—This stock position signals the need to start replenishment action; it includes the sum of stocks represented by the safety level and the order and shipping time.
NOT CARRIED (NC) ITEMS—Items 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.
DEMAND—The request for an NC item that will be procured, or an issue of a stock item.
FREQUENCY OF DEMAND—The number of requests for an item within a given time frame, regardless of the quantity requested or issued.
STOCK FUND OPERATIONS—The decision 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 frequently.
SELECTED ITEM MANAGEMENT (SIM)—An inventory control principle that, in nonautomated ships, focuses management attention on the few items that are used most frequently.
SUPPLY OVERHAUL ASSISTANCE PROGRAM (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 ship’s formulary that are sent to the shipyard SOAP team.
The ship offloads all storeroom items to warehouse space and starts rehabilitation of storerooms.
The ship’s medical SOAP team, composed of HMs with SK assistance, identifies and inventories all items. Record the inventory on inventory cards. Note the items to be added to the ship’s formulary; mark and set aside those items to be disregarded and surveyed.
As AMAL and formulary changes are made during the overhaul, make corrections and new cards to keep the ship’s AMAL up to date.
Review the ship’s current file of medical stock cards, and record all usages (issues) on the appropriate inventory cards.
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 limits.