Supply Procedures

Department of the Navy
Bureau of Medicine and Surgery

Introduction

• Working with the supply system can be a frustrating experience. This occurs especially when you submit a chit or requisition for the supplies you need to evaluate and treat patients and you don't receive all of what you requested. Typically, the material you asked for is not in stock (NIS), is back ordered, or your request was on the wrong chit. How, you ask, can I get what I need, when I need it, so I can do my job? There is no single or simple answer, but if it is any consolation, your supply officer may be as frustrated as you are over the situation.

• The Navy, DoD, and Federal supply systems are extremely complex and heavily regulated. Medical supply is more complex because of the material itself (subject to abuse, extremely technical, and usually high cost). In addition, supply must undergo frequent inspections by outside groups to ensure regulations are being followed to the letter.

• There may be nothing you can do to change the supply system, but you can work within the system and make it operate as efficiently for you as it can.

How to Get What You Need

• Know what you need. This sounds simple enough, but there are many occasions when supply receives a chit that contains confusing or inadequate information. To order the item you want, supply must know what the item is, when you want it, and how much you need. If supply has questions, your chit may be delayed while they attempt to find out what you want. Hint: include product information provided by the manufacturer or vendor if you have it.

• Know how much you want. For example, if you ask for 30 pieces of an item and it comes packaged 50 per box, the question arises, do you want thirty packages of 50 each, or one package of 50 leaving you 20 extra of the original item? If this isn't specified on your request, your chit is delayed while supply tries to find out.

• Know when you want it. Generally, allow 1 week for delivery of supplies that are stocked in the warehouse. Understand that all supplies you use, are not stocked in the warehouse. In CONUS, allow at least 30 to 45 days for delivery of supplies not stocked in the warehouse. When OCONUS, allow 45 to 60 days. Try to have something stocked in the local warehouse so you can have quicker delivery time. See your supply officer if you have any questions.

• It is absolutely essential that you get to know your supply officer and the supply department personnel. Cultivate a strong working relationship with the "Suppo" and do not abdicate this important responsibility. Typically you will have a clinic senior corpsman who will take care of the supply ordering responsiblities, but remember, you are ultimately responsible. If you are a department head, work closely with the other department heads, especially "Suppo". By having a personal face-to-face relationship, communication between supply and you will increase and your needs will be better understood and served.

• Keep your supply officer informed. If you are seeing more or fewer patients, this workload has a direct effect on the amount of supplies you will require. If you will be doing a new procedure that requires new or additional equipment or supplies, your supply officer needs to know as early as possible so he or she can plan contracting and procurement workload.

• If you have a problem with supply, let the supply officer know. He or she may not be aware that something he or she is doing adversely affects you. If you are not satisfied, tell your department head or director. The supply officer's only job is supply. If he or she is not doing his or her job, the commanding officer should know.

References

1. Blanchard, Kenneth, Zigarmi, Patricia, Leadership and the One Minute Manager, 1999, Blanchard Training and Development, Inc.

2. MILSTRIP/MILSTRAP Desk Guide.

3. NAVSUP Publication 409.