RETAIL SERVICES SPECIALIST (RS)

SHIP’S SERVICEMAN SHIP’S SERVICEMAN (SH)(SH)

TRAINING MANUALTRAINING MANUAL

NAVEDTRA 14314A S/N 0504LP1107080

February 2011

NOTICE: For content issues, contact the servicing Center of Excellence: Center for Service Support (401) 841‐1057 or DSN: 841‐1057

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DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

Although the words "he," "him," and "his" are used sparingly in this cour se to enhance communication, they are not intended to be gender driven or to affront or discriminate against anyone.

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Sailor's Creed

"I am a United States Sailor.

I will support and defend the Constitution of the United States of America and I will obey the orders of those appointed over me.

I represent the fighting spirit of the Navy and those who have gone before me to defend freedom and democracy around the world.

I proudly serve my country's Navy combat team with honor, courage and commitment.

I am committed to excellence and the fair treatment of all."

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THE UNITED STATES NAVY

GUARDIAN OF OUR COUNTRY The United States Navy is responsible for maintaining control of the sea and is a ready force on watch at home and overseas, capable of strong action to preserve the peace or of instant offensive action to win in war. It is upon the maintenance of this control that our country's glorious future depends; the United States Navy exists to make it so.

WE SERVE WITH HONOR, COURAGE, AND COMMITMENT Tradition, valor, and victory are the Navy's heritage from the past. To these may be added dedication, discipline, and vigilance as the watchwords of the present and the future. At home or on distant stations, we serve with pride, confident in the respect of our country, our shipmates, and our families. Our responsibilities sober us; our adversities strengthen us. Service to God and Country is our special privilege. We serve with honor.

THE FUTURE OF THE NAVY The Navy will always employ new weapons, new techniques, and greater power to protect and defend the United States on the sea, under the sea, and in the air. Now and in the future, control of the sea gives the United States her greatest advantage for the maintenance of peace and for victory in war. Mobility, surprise, dispersal, and offensive power are the keynotes of the new Navy. The roots of the Navy lie in a strong belief in the future, in continued dedication to our tasks, and in reflection on our heritage from the past. Never have our opportunities and our responsibilities been greater.

Rev. FEB 2011 iv Center for Service Support ACKNOWLEDGEMENTS

The Center of Service Support (CSS), Newport, RI would like to acknowledge assistance of the following personnel in writing this NRTC: SHCM (SW/AW) Samuel Cook COMNAVSURFLANT SHCM (SW)Ret. Manuel Trevino Navy Supply Corps School, Newport SHCS (SW) Paul Kapusta Navy Supply Corps School, Newport SHC (SW/AW) Sean Fontenot NEXCOM Norfolk SHC (SW) Henry Graham ATG Norfolk SHC (SW) Johnnifie Home FISC Norfolk SHC (SW/AW) Eric Maxwell FISC Norfolk SHC (SW/AW) Lori Mitchell USS Nimitz CVN-68 SH1 (SW) Derrick Deloach NTTC, Meridian SH1 (SW/AW) Cynthia Hernandez FISC Norfolk SH1 (SW/AW) Elizabeth Leon FISC Norfolk SH1 (SW) Natash Long USS LABOON DDG-58 SH1 (SW/AW) Dericik Phoenix USS BATAAN LHD-5 SH1 (SW) Cory Wallace CSS Learning Site, Norfolk SH2(SW) Gregnita Franks NTTC, Meridian SH3 (SW) Katharine Gamache-Taylor FISC Norfolk SH3 Opal Wynn USS HARRY S. TRUMAN CVN-75 SHSN Ronda Johnson USS STOUT DDG-55 Mr. Dennis Perzyk AIRLANT Norfolk Mr. Mel Tolentino CNAF-San Diego

Rev. FEB 2011 v RTM Development Group personnel who provided direct support for this RTM: Mr. Richard Price NRTC Model Manager/Conference Facilitator Ms. Jackie Cayer Editor Mr. Richard Rangel Editor SHC (SW) Lorenzo Tingson CSS Training Manager The Model Manager for this RTM is Center for Service Support Newport, RI DSN 841-1057

Rev. FEB 2011 vi PREFACE About this course: This is a self -study course. By studying this course, you can improve your professional/military knowledge, as well as prepare for the Navy -wide advancement -in-rate examination. It contains subject matter abo ut day -to-day occupational knowledge and skill requirements and includes text, tables, and illustrations to help you understand the information. An additional important feature of this course is its reference to useful information in other publications. Th e well-prepared Sailor will take the time to look up the additional information. By enrolling in this self -study course, you have demonstrated a desire to improve yourself and the Navy. Remember, however, this self -study course is only one part of the Na vy training program. Practical experience, schools, selected reading, and your desire to succeed are also necessary to successfully round out a fully meaningful training program. COURSE OVERVIEW : In completing this non -resident training course, you will d emonstrate knowledge of the subject matter by correctly answering questions on the following subjects: The military postal service, designations and terminations, mail packaging and acceptance, domestic mail, international mail, registered mail, finance, handling and transportation, claims and inquiries, directory service, equipment and supplies, official mail, audits, reports and inspections. THE COURSE : This self -study course is organized into subject matter areas, each contain ing learning objectives t o help you determine what you should learn along with text and illustrations to help you understand the information. The subject matter reflects day -to-day requirements and experiences of personnel in the rating or skill area. Also, it reflects guidance pr ovided by Enlisted Community Managers (ECMs) and other senior personnel, technical references, instruction, etc., and either the occupational or Naval standards, which are listed in Manual of Navy Enlisted Manpower and Personnel Classifications and Occupations Standards, NAVPERS 18068. THE ASSIGNMENTS : The assignments that appear in this course are designed to help you understand the material in the text. COURSE OBJECTIVE The objective of this course is to provide Ship’s Serviceman (SH) with occupational information. INSTRUCTIONS FOR TAKING THE COURSE ASSIGNMENTS The links and material that you are to study are included in each chapter. Study the material and links carefully before attempting to answer the questions. Pay close attention to tables and illu strations, and read the information in the links.

Rev. FEB 2011 vii SELECTING YOUR ANSWERS Read each question carefully, and then select the BEST answer. You may refer freely to the text. The answers must be the result of your own work and decisions. You are prohibited fr om referring to or copying the answers of others and from giving answers to anyone else taking the course. SUBMITTING YOUR ASSIGNMENTS To have your assignments graded, you must be enrolled in the course with the Non-Resident Training Course Administration Branch. Following enrollment, there are two ways of having your assignments graded: Use the Internet to submit your assignments as you complete them. Send all the assignments at one time by mail to CPPD, NRTC. Grading on the Internet: Advantages to Internet grading are as follows: You may submit your answers as soon as you complete an assignment. You get your results faster. In addition to receiving grade results for each assignment, you will receive course completion confirmation once you have completed all the assignments. To submit your assignment answers via the Internet, go to the following site: https.//www.courses.netc.navy.mil Grading by Mail: When you submit answer sheets by mail, send all of your assignments at one time. Do NOT submit individual answer sheets for grading. Mail all of your assignments in an envelope, which you either provide yourself or obtain from your nearest Educational Services Officer (ESO). Submit answer sheets to the following: Commanding Officer Center for Personal and Professional Development ATTN: VOLED Det. (NRTC) 6490 Saufley Field Road Pensacola , FL 325 09 Answer Sheets: Each cour se includes an answer sheet for your assignments. If you are going to mail in your answer sheets, please make copies of the include d answer sheet. Explanations for completing the answer sheets are on the answer sheet. Follow the instructions for marking y our answer on the answer sheet. Be sure that blocks 1, 2, and 3 are filled in correctly. This information is necessary for your course to be properly processed and for you to receive credit for your work.

Rev. FEB 2011 viii COMPLETION TIME Courses must be completed within 12 months from the date of enrollment. This includes time required to resubmit failed assignments. PASS/FAIL ASSIGNMENT PROCEDURES You will be given the opportunity to resubmit failed assignments. You may resubmit failed assignments only once. Internet stud ents will receive notifica tion when they have failed an assignment; they may then resubmit failed assignments on the Web site. Internet students may view and print results for failed assignments from the Web site. Students who submit by mail will receive a failing result letter and a new answer sheet for resubmission of each failed assignment. COMPLETION CONFIRMATION After successfully completing this course, you can download a copy of your letter of completion on the NRTC Web site: https://www.courses.netc.navy.mil

Rev. FEB 2011 ix STUDENT FEEDBACK QUESTIONS We value your suggestions, questions, and criticisms on our courses. If you would like to communicate with us regarding this course, we encourage you, if possible, t o use e-mail. If you write or fax, please use a copy of the Student Comment form that follows this page. For subject matter questions: Contact the Center for Service Support, Newport, RI Email: NWPT_CSS_RTM@navy.mil Phone: 401-841-1057 or DSN 841-1057 For enrollment, shipping, grading, or completion letter questions: Email: NRTC@navy.mil Phone: Toll Free 1-877-264-8583 Comm: 850-452-1511 DSN: 922-1511 FAX: 850-452-1370 (Do NOT fax answer sheets.) ADDRESS: Commanding Officer Center for Per sonal and Professional Development ATTN: VOLED Det. (NRTC) 6490 Saufley Field Road Pensacola, FL 32509

Privacy Act Statement : Under authority of Title 5, USC 301, information regarding your military status is requested in processing your comments and in preparing a reply. This information will not be divulged without written authorization to anyone other than those with in DOD for official use in determining performance.

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Rev. FEB 2011 xi TABLE OF CONTENTS CHAPTER PAGE 1. Organization, Administration and Security………………..……….………………. 1-1 2. Ship's Laundry…………….…………….……………………………………………. 2-1 3. Barbershop………………….….….………….………………………………………. 3-1 4. Retail Outlets………….………………………………………………………………. 4-1 5. Cash Collections-Navy Cash……...………………………………………………… 5-1 6. Appropriations and Funds……………………………………………………………. 6-1 7. Procurement……………………………………………….……….………………….. 7-1 8. Receipts and Expenditures…….…..………………………………………………… 8-1 9. Stowage………………………………………………………………………………… 9-1 10. Inventory………………………………………………………………………………. 10-1 11. Returns………………………………………………………………………………… 11-1 Appendix I SH Acronyms ……………..….………….…………….……………… Appendix I-1 Appendix II References Used to Develop the TRAMAN…..…………………… Appendix II-1 Assignment 1 – Chapter 1……..……………………………………………………… AS 1-1 Assignment 2 – Chapter 2……..……………………………………………………… AS 2-1 Assignment 3 – Chapter 3…..………………………………………………………… AS 3-1 Assignment 4 – Chapter 4……..……………………………………………………… AS 4-1 Assignment 5 – Chapter 5……..……………………………………………………… AS 5-1 Assignment 6 – Chapter 6……..……………………………………………………… AS 6-1 Assignment 7 – Chapter 7…..………………………………………………………… AS 7-1 Assignment 8 – Chapter 8……..……………………………………………………… AS 8-1 Assignment 9 – Chapter 9……..……………………………………………………… AS 9-1 Assignment 10 – Chapter 10…..………………………………………………………… AS 10-1 Assignment 11 – Chapter 11……..……………………………………………………… AS 11-1

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Rev. FEB 2011 1-1 CHAPTER 1 ORGANIZATION, ADMINISTRATION AND SECURITY Learning Objective: Upon completing this chapter, you should be able to do the following: —Explain the mission, organization and functions of NAVSUP and other commands associated with the Ship’s Serviceman rating. — Identify the missions and purpose of the combat logistics forces. — Recognize the organizational functions and responsibilities of the Navy Exchange Service Com- mand. — Recall the missions, functions and responsibilities of the supply department afloat. — Identify the mission and functions of the S-3 division. — Recall the basic administrative functions of a shipboard office. — Identify the purpose of the files that are in a ship’s store operation. —Identify the purpose of the logs that are in a ship’s store operation. —Recall the procedures used to establish and maintain security of supply spaces and ship’s store operation. INTRODUCTION Knowledge of the basic organization of the Department of the Navy (DON) is very important to new members of the Navy. Knowing the organizational structure will help you understand the re a- sons for certain policies and procedures in the Navy. The Basic Military Requirements Nonresident Training Course (NRTC) provides the organizational breakdown and applica ble explanations for the Navy. It also includes the basic organizational shipboard elements. The information that is provided in this chapter complements that in the Basic Military Requirements NRTC. You should be thoroughly familiar with these organizations before continuing with the rest of this chapter. As a Ship’s Serviceman (SH), you will be involved with the daily operation of the retail and service activities of an afloat or ashore supply department. You will perform duties as a laundryman, barber, ship’s store operator, bulk storeroom custodian, or records keeper. As you prepare for your advancement to petty officer ranks and beyond, you must be able to identify and fulfill the responsibili- ties of your role in the supply department, both afloat and ashore. You must prepare early in your ca- reer to assume the added responsibilities of a supervisor. The varied supply demands of a guided missile frigate in the North Atlantic, a ship’s store in Bahrain, or other elements of the operating forces and shore establishments of the Navy require procurement, storage and a distribution system with a scope unequaled in the commercial world. The term supply system is used to describe the integrated activity of the Naval Supply Sy s- tems Command (NAVSUPSYSCOM) and the Defense Logistics Agency (DLA) that procures holds and issues material to the operating forces and shore activities. In today’s environment, this also i n-

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-2 cludes the commercial business sector through Direct Vendor Delivery (DVD) contracts and other Contractor Logistics Support (CLS) arrangements made through both NAVSUP and DLA. The supply system also extends into the operating forces in the form of stores issue ships and tenders. INTEGRATED NAVY SUPPLY SYSTEM The supply system became integrated when the critically important supply requirements of the operating forces began to extend beyond the scope of a single organization. In fact, the supply sy s- tem has integrated in two significant ways. First, the Navy supply system itself is integrated. Before World War II, technical materials were controlled by the technical commands and were generally pr o- vided to the fleet on a direct turnover basis from priva te industry. The highly mobile N aval forces r e- quired large quantities of technical materials that soon surpa ssed the ability of the system to meet their demands. As a result, these technical items were integrated into a supply system that could be managed system wide. Second, the supply system is an integration of the DLA system and the Navy system. The integration of the two systems occurred when the DLA began placing selected items of material in various Fleet Industrial Supply Centers (FISCs), Defense Depots, naval shipyards and air stations. With DLA having taken responsibility for managing almost all -consumable material, the supply system integration is now firmly in place and seamless to the customer. The mission of the supply system is twofold. First and always foremost, the supply system must provide responsive support to the operating forces. Second, the system must achieve optimum economy. To accomplish these goals, the supply system must manage all its operations in a superior manner. In your role as an SH, you must provide the type of service that contributes directly to the success of the mission and the goals of the supply system. In this chapter, you will learn the basics of the supply system organization and of a supply department afloat. DEFENSE LOGISTICS AGENCY SUPPLY SYSTEM DLA supply system is a supply support organization that is assigned management responsibili- ty and control of items in common use by all military services. DLA head quarters is located at Fort Belvoir, Virginia. Once each service determines its own needs, DLA totals the requirements and pr o- cures the items on a wholesale basis from commercial sources. More than 60 percent of the line items in the integrated Navy supply system are managed by DLA. These items are identified by a number 9 preceding the alphabetic cognizance symbol, except for cog nizance symbol 9Q material that is managed by the General Services Administration (GSA). Finally, DLA sells the items to each military service. DLA SUPPLY CENTERS There are five Defense Supply Centers (DSCs). The basic function of each DSC is inventory control, item management and supply chain integration. Each DSC is responsible for a certain type of material and its distribution: Defense Supply Center-Philadelphia (DSC-P), Philadelphia, PA—food items, medical sup- plies and clothing Defense Energy Support Center (DESC), Ft. Belvoir, VA—bulk petroleum and bulk petro- leum-based chemicals Defense Supply Center-Columbus (DSC-C), Columbus, OH—electronic and electrical equipment, repair parts, structural material and equipment, automobile and vehicle compo- nents

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-3 Defense Industrial Supply Center (DISC), Philadelphia, PA—industrial-type items (for exam- ple, bearings, wire rope and sheet metal) Defense Supply Center-Richmond (DSC-R), Richmond, VA—aviation consumable material, aircraft launch and recovery equipment, aircraft landing gear, furniture, food-preparation equipment, recreation equipment, packaged petroleum products, office supplies and cleaning supplies Operation of the DLA Supply System The DSCs are responsible for supply management functions (depending on specific assig n- ment), such as cataloging, standardization, determination of requirements, procurement, in spection and utility control, storage, distribution, redistribution, disposal, transportation scheduling, mainte n- ance and manufacturing guidance and mobilization planning. Each military service is responsible for determining the kinds of supplies and quantities of equipment needed per unit. The DSCs compute the replenishment requirements on all the items u n- der DLA management. These computations take into account the experience of the center on each item and the program information furnished by each service. The Defense Distribution Center (DDC) controls the wholesale distribution for each of the four military services. Generally, DDC makes use of local military facilities that ar e best suited to meet the requirements of all the military branches located in the area the center serves. These facilities are o p- erated as Defense Depots with administrative support furnished by DDC. DDC conducts their oper a- tions in the Continental United States (CONUS) as well as Outside Continental United States (OCONUS). DDC is responsible for coordinating with their subordinate Defense Depot commands for the shipment of their items from CONUS stock points to overseas points as designated by the using services. Maximum use of the Defense Transportation System (DTS) ensures material is moved eff i- ciently and can be tracked by the customer through the Joint Total Asset Visibility (JTAV) program managed by the United States Air Force. All stocks, both opera tional and reserve, under the control of DDC, are owned by the center and financed by the Defense Working Capital Fund (DWCF). When necessary, stocks are rotated to maintain their quality through arrangements agreed upon between the DLA and the military se rvice concerned. As long as the item remains under direct control and ownership of DDC, the stock is co n- sidered wholesale stock. Once the stock is distributed, however, the military service that receives the stock assumes ownership and the stock becomes retail stock. Distribution Depots A Distribution Depot (DD) is a storage point for DLA material. Issue of material from these d e- pots is centrally controlled by the cognizant DSC and is based on requisitions received and processed centrally by the DSC. Consequently, a DD generally cannot accept requisitions directly or issue stock without prior authorization from the DSC. NAVY SUPPLY SYSTEM Today’s Navy requires significant logistics support to maintain its operational readiness. The supply system supports these material needs. As the Navy supply system has evolved, the organiz a- tion for supply management has similarly kept pace with the changing face of naval logistics as well as new working requirements. The management part of the Navy supply system organi zation begins with the Assistant Secretary of the Navy (Research, Development and Acquisition). This office is r e-

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-4 sponsible for supervising the Navy wide policy in production, procurement, supply and disposal of ma- terial. The Chief of Naval Operations (CNO) is responsible for planning and determining the material support needs of the operating forces. This includes equipment, weapons, weapons systems, mater i- al, supplies, facilities, maintenance and support services. The Com mander, Naval Supply Systems Command (COMNAVSUPSYSCOM) is responsible for providing material support to the Navy and Marine Corps. Figure 1-1 illustrates the DON organization.

Figure 1-1, Department of the Navy organization.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-5 Naval Supply Systems Command The Naval Supply Systems Comman d (NAVSUPSYSCOM) provides management policies and technical guidance for naval material to activities of the Navy and Marine Corps. Also known as NAVSUP , it is the top level of the Navy supply system. They set the policy and provide the manag e- ment systems, the rules and tools needed by their claima ncy activities and the fleet for provisioning, cataloging, inventory management, distribution, material handling, traffic management, transportation, packaging, preservation, receipt, storage, issue and disposal of naval material. NAVSUP administers the NWCF and the Navy Exchange Program and exercises management control of field purchasing offices, Inventory Control Points (ICPs), Fleet and Industrial Supply Centers (FISCs) and other offices concerned with supply support. DETERMINATION OF REQUIREMENTS — Determining requirements for material should not be a new concept as you have probably already had some experience aboard ship. In performing this job, two excellent sources to use are the Coordinated Shipboard Allo wance List (COSAL) and usage data taken from stock record files. The Navy supply system uses the COSAL and stock record files for determining the requirements for replenishment materials. However, not all material comes under the heading of replenishment and therefore not all material is stocked based on shipboard demand. Items, such as repair parts for new equipment, require long -range plans to develop requirements to support such equipment adequately. There are other factors to consider when determining material requirements. After the plans for an operation have been approved, logistics planning must then provide the material needed to support the operation. The size and duration of the operation, its distance from established support activities and the climate where the operation is to take place are all factors to consider. These factors must be considered to predict, with any accuracy, the answers to the questions "What?" "When?" "Where?" and "How much?" PROCUREMENT OF STOCK — As soon as the requirements have been established, the next step is the procurement of materials. Most procurement action aboard ship is done by requisition. However, before a supply activity can issue the material to fill your requisition, the material must first be procured and then delivered to the ordering supply activity. Although some items are manufactured in Navy facilities (such as shipyards), the vast majority of procured material is purchased from co m- mercial suppliers. The impact by the Navy on the civilian economy rang es from insignificant for the replacement of shoelaces, to staggering when a procurement activity includes the material necessary to support an all-out wartime operation. The procurement process includes such functions as establishing material specificati ons, standardizing, cataloging, identifying and inspecting material, investigating cost and assigning prior i- ties. Procurement may also involve the allocation of critical raw material to a supplying manufacturer. DISTRIBUTION OF STOCK — Two types of activities make up the Navy’s distribution system: (1) Activities in which the primary mission is supply (2) Activities that are components of systems commands other than NAVSUP or naval opera- tional activities. The major activity, whose primary mission is di rect, waterfront supply, is the FISC. These r e- gional activities are responsible for working with their local D LA Distribution Depot for warehousing, distributing and controlling Navy supply materials. In addition, the Combat Logistics Force (CLF) ships act as afloat extensions of the distribution system. Other activities that provide localized support ,

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-6 through their supply departments, include the naval shipyards, Regional Maintenance Activity (RMA), Naval Air S tations (NAS) and Naval Stations. The mission of these activities is primarily to provide support to the command at which they are located. Inventory Managers Navy inventory managers are organizational elements that have the primary responsibility for the management of assigned groups or classes of supply items. The primary duty of a Navy inventory manager is to make sure there is a balance between requirements and assets. This ensures effective and efficient support to both the fleet and ashore activities of the Navy. Navy inventory managers i n- clude systems commands, project managers, bureaus, offices and ICPs. Inventory Control Responsibility The Naval Inventory Control Point (NAVICP), located in both Philadelphia and Mechanicsburg, PA, is responsible for primary inventory control of Navy -owned material and is the primary claimancy activity under the NAVSUPSYSCOM. The Navy Fleet Material Support Office (FMSO), as NAVSUPSY-COMs primary Computer Design Agency (CDA), is responsible for administering the computer systems used in inventory management. Responsibilities of inventory control managers i n- clude the supervision of the action needed to compute requirements and their costs, initiation of pr o- curement and disposal actions, the positioning and repositioning of material and the development of a worldwide inventory database. Inventory managers participate directly in the various Department of Defense (DOD) and DLA inter-servicing and cataloging programs. Although not NAVICPs, two activities that are assigned specific inventory management r e- sponsibilities are the following: The Naval Publications and Forms Directorate, Philadelphia, PA The Navy Exchange Service Command (NEXCOM), Virginia Beach, VA. Each of these activities manages a material commodity or group of commodities You can identify the inv entory manager for any stock item by the cognizance symbol for that manager. For example, ship’s store stock is 1Q Cognizance Symbol (COG) material that is under the inventory management of NEXCOM. You can find a current list of cognizance symbols and thei r as- sociated responsible inventory managers in the Naval Supply Systems Command Manual, Volume 2 and Afloat Supply Procedures, NAVSUP P-485. The material that is managed by the NAVICPs is held in a distribution system. To make the material available in th e right quantity at the right place, the NAVICPs must maintain close control over the distribution system. To do this, the distribution system of the NAVICPs is tied together by a highly sophisticated communication network through which the NAVICPs report daily on the status of the stock in their location. This information enables each NAVICP to position material as required and to compute future procurement requirements for the material. Material Excluded All materials used by the Navy are considered to be items of supply. They are managed by a NAVICP . Exceptions are those items assigned for management to a single agency or military service inventory manager for supporting retail stock or end -use requirements of all the military service and items managed by other Navy inventory managers.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-7 Other Inventory Managers Navy inventory managers other than the NAVICPs include systems commands, project ma n- ager, or officer’s assigned responsibility for a basic Navy program that generally requires the deve l- opment, use and management of material. Their interest in material is oriented to their programs and, therefore, as broad as the program itself. Fleet and Industrial Supply Centers FISCs are command organizations that have been established for the centralized admi nistra- tion of various types of supply activities. These supply centers furnish balanced support to fleet units, shore activities, transient ships and overseas bases. FISCs are located in each major fleet concentration area as well as overseas. Military co m- mand and coordination control are exercised by the Commanding Officer (CO) at the centers, but primary support responsibility of the centers is exercised by NAVSUP . Within the department of any FISC, an SH would most frequently come into contact with the inventory control department and m a- terial department. INVENTORY CONTROL DEPARTMENT — The inventory control department determines m a- terial requirements, manages inventories of assigned material, controls material receipts and, when a purchase department is warranted or approved by NAVSUP , conducts procurement operations. Within the inventory control department are several divisions: Requirements division — Maintains levels of activity stocks and stock records, provides st a- tus information, screens and analyzes supply documents and performs other related functions. Receipt control division — Monitors all documentation and procedures necessary for the prompt receipt of material. Technical division — Maintains the library used to identify material. Purchase division — Determines the methods for purchasing material and purchase of su p- plies and equipment from civilian sources. Customer services division — Provides liaison for fleet and shore customers on material and service requirements. The customer services division is usually established when the volume of fleet or shore customer services is too great for the requirements division to handle alone. Otherwise, customer service functions are performed within the requirements division. MATERIAL DEPARTMENT — The material department plans and directs the storage, mai n- tenance, issue and disposal of materials. When a freight terminal department is not warranted, it plans and directs the receiving, shipping and shipment control operations. The material department has several divisions that perform the following functions: Storage division — Determines and maintains proper storage conditions and locations for material. Disposal division — Operates disposal, scrap and salvage yards. Packing and preservation division — Packs and marks material for domestic or overseas shipment.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-8 Cold storage division — When established, determines and maintains proper storage cond i- tions and locations for material. Retail stores division — Operates shop, ready supply and self-service stores. Freight terminal division — Receives, ships, delivers and controls the movement of material. COMBAT LOGISTICS FORCES The purpose of the Combat Logistics Forces (CLFs) is to keep the fleet supplied with fuel, food, general stores, repair parts and ammunition. These materials are resupplied through Underway Replenishment (UNREP). UNREP refers to all methods of transferring fuel, munitions, supplies and personnel from one vessel to another while ships are underway. Replenishments are performed by ei- ther a connected or vertical method, or a combination of both. The Connected Replenishment (CONREP) method uses lines rigged between ships to tran s- fer personnel or supplies. The vertical replenishment (VERTREP) method uses helicopters to transfer personnel and cargo (except fuel). The transfer of cargo underway is called replenishment at sea (RAS). The ship’s store aboard your ship will be resupplied using these methods of replenishment while underway. The types of ships that make up the CLF are as follows: Combat store ships (T -AFS)—Carry general stores, ship’s repair parts, electronic and avi a- tion repair parts, food items and ship’s store stock. Oilers (AO /T-AO)—Carry Navy fuel oil and other petroleum products. Designed to operate with replenishment groups and deliver their cargo to ships at sea. Ammunition ships (T-AE)—Operate with replenishment groups and deliver ammunition and missiles to the fleet at sea. Fast combat support ships (AOE) —Are the largest and most powerful auxiliary ships in the Navy. The AOE carry multiple products and can transfer missiles, ammunition, fuel and general and refrigerated cargo to other ships at sea. AOEs combine into one ship the functions of the oiler, ammu- nition and combat stores ships. NAVY EXCHANGE SERVICE COMMAND The central management office for the Navy Exchange System is the Navy Exchange Service Command (NEXCOM). NEXCOM headquarters is located in Virginia Beach, Virginia. It provides tech- nical guidance, policies and procedures, management and acquisition support and overall assistance to the retail system. Its functions are similar to those of corporate headquarters. Among the many d i- visions that NEXCOM manages, the Ship’s Store Program (Code A) is the one that an SH will have the most contact with and it will be in many different forms. NEXCOM’s mission is to provide the fo l- lowing: Support for resale services and clothing, afloat and ashore Conduct clothing and textile research and development Other services directed by the COMNAVSUPSYSCOM

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-9 Included in NEXCOM’s responsibilities is the support of Navy ship’s stores and ship’s store ac- tivities afloat. A Navy ship’s store is an activity ashore, usually in a remote location that operates u n- der afloat ship’s store guidelines. NEXCOM provides technical and man agement guidance to the n a- val uniform program. It also commands the Navy Clothing and Textile Research Facility (NCTRF) that conducts clothing and textile research and development. In managing the programs under its control, NEXCOM is subject to the guida nce provided in the Armed Services Exchange Regulations, the Naval Supply Systems Command Manual and other official publications. NEXCOM’S SHIP’S STORE PROGRAM The primary purpose of NEXCOM’s ship’s store program division is to furnish technical dire c- tion and guidance for the design of the Navy’s ship’s store facilities and to assist type commanders in managing ship’s store operations. Functions of the Ship’s Store Program The following are functions of the ship’s store program division: Provide technical assistance guidance to NAVSUP and fleet units for the design of ship’s ser- vices spaces, equipment and facilities aboard Navy ships scheduled for new construction, conversion, major modernization and for those vessels scheduled for ship alterations (SHI- PALTs) Develop ship’s store contracts, merchandise offerings and procurement resources Develop and provide technical guidance and assistance for laundry, dry-cleaning, vending and related services aboard ships Administer Ship’s Store Profits, Navy, General Fund and the ship’s store participation in the Defense Working Capital Fund Develop program data to ensure adequate logistics support to the fleet Maintain up-to-date fleet load lists for ship’s stores in the Consolidated Afloat Requisitioning Guide Overseas (CARGO). Defense Finance and Accounting Service The Defense Finance and Accounting Service (DFAS) performs functions associated with ship’s store operations. This includes auditing returns, maintaining and reconciling documents for r e- ceipt from purchase and receipts from other supply officers, reconciling cash reported in returns and paying dealer’s bills. To provide further assistance in maintaining ship’s store accountability, you can contact DFAS by message or telephone and on occasion, an assist visit is arranged. SUPPLY DEPARTMENT AFLOAT The supply department afloat has many responsibilities that are broken down into two main functions—material support and service. The material support functions relate to operational and maintenance requirements, while service functions relate to the operation of service activities.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-10 The overall mission of the supply department afloat is to support the material and service needs of the ship. To do this, supply procures, receives, inspects, stores, issues and accounts for general stores, repair parts, equipage, equipment, ship’s store stock and subsistence items. SUPPLY DEPARTMENT ORGANIZATION Listed in the following paragraphs are the job titles, duties and responsibilities of both the supply divisions and their personnel. Job titles and job assignments for divisions like S -1, S-8 and so on, may vary from ship to ship. You should familiarize yourself with the organizational structure in your command; it will make your job easier. Figure 1-2 is an example of a ty pical supply department orga- nizational chart for a smaller ship. Supply Officer and Assistant The Supply Officer (SUPPO) is the senior Supply Corps officer on board the ship and is the head of the supply department. The SUPPO is responsible to the CO for the performance and admin- istration of all supply functions. Supply Corps Officers may be ordered in as assistants to the SUPPO or senior enlisted may be assigned to that job with approval of the type commander (TYCOM) and NEXCOM (Ship’s Store Program). The SUPPO prepares an organizational chart that identifies the es- sential functions within the supply department and defines channels of responsibility and authority. The organizational chart is normally located in the supply office and is updated as personne l are ro- tated. The accountability for the ship’s store and other areas may be assigned to a subordinate Supply Corps officer. The SUPPO assigns responsibilities to other SUPPOs by written request routed to the CO for approval. TYPICAL ORGANIZATION OF A SUPPLY DEPARTMENT ON A SMALL FLEET UNIT

Figure 1-2, Organization of supply department afloat. Organization of a Small Fleet Ship Subordinate Supply Corps officers are responsible to the SUPPO for the efficient operation of the assigned areas of responsib ility as required by the governing NAVSUP publication. These a s-

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-11 signments are terminated upon detachment of the supply officer or departure of the individual to whom the responsibilities were assigned. S-1 Division Known as the General Stores Division, pe rsonnel from the Logistic Specialist (LS) rating man this division. Their duties vary according to the size of the ship and unit requirements. Regardless of their size, this division procures and receives stores, expends and accounts for consumables, equi page, repair parts and other material as assigned. They also maintain records, prepare correspondence, reports and returns, and perform required obligation recordings. In stock control, LSs determine stock requirements; prepare requisitions; process recei pt and expenditure documents and maintain related files and records; perform financial accounting for m a- terial; and maintain material catalogs, allowance lists and technical publications. In addition, S -1 acts as the Hazardous Material Control Division on smaller ships. (See S -13 Division for a detailed description of their function and responsibility). LS p ersonnel man this division, t heir responsibilities include determining transportation r e- quirements for receipt and dispatch of personal official mail. They perform customer service financial transactions (i.e., special services for personal mail); maintain accountability of fixed stamp credit a s- signed to the command, and safeguard official and personal mail. Other responsibilities include main- taining postal supplies, records and inventories, ensuring the cleanliness, upkeep and security of as- signed spaces. S-2 Division Personnel from the Culinary Specialist (CS) rating man the Food Service Division. They ope r- ate all phases of the general mess and make authorized issues, sales and transfers of food items. They determine requirements; prepare requisitions; and receive, store, expend and maintain related files and records for food items. They also prepare and serve food to the crew, including the operating of foodservice equipment and are responsible for the cleanliness and upkeep of assigned spaces. Foodservice attendants (FSA) from other divisions aboard ship usually augment this div i- sion’s manpower. S-3/S-4 Division Personnel from the SH rating man this division known as the Sales and Service Division. They operate and maintain all resale and service activities, such as the ship’s store, vending machines, laundry, barbershop and bulk storeroom. SH’s also determine requirements for ship’s store stock and operating supplies; prepare requi- sitions and purchase orders; receive, store and issue stock; conduct inventory; operate the ROM II system; and maintain related records and files. They also operate related service activity equipment, office equipment and are responsible for the cleanliness and upkeep of assigned spaces. Personnel from the Personnel Specialist (PS) rating man the Disbursing Division. Their duties include collecting and disbursing all public funds aboard ship and performing all pay and al lowance functions.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-12 Organization of a Large Fleet Ship (Aircraft Carrier) As mentioned previously, the supply organization may vary from ship to ship. The following pa- ragraphs give you an idea of the different functions of the various supply divisions on an aircraft carri- er as per the NAVSUP P -485, Afloat Supply Procedures. Figure 1-3 shows the organizational stru c- ture. TYPICAL ORGANIZATION OF A SUPPLY DEPARTMENT ON AN AIRCRAFT CARRIER

Figure 1-3, Typical organization of a supply department on an aircraft carrier. S-9 Division

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-13 S-5 Division Known as the Wardroom Mess, personnel from the CS rating man S -5 division. Their duties are similar to those performed in the S -2 division, except that their duties are performed in officer country. These duties may include receiving, storing, issuing and accounting for foodservice and other stores. They also prepare and serve all meals in the wardroom and perform other jobs, such as clean- ing, delivery and pickup of officer’s laundry. S-6 Division Known as Aviation Store Division, personnel from the LS rating man S -6 division. They pe r- form functions that are related to procurement, receipt, storage, issue and accounting for aviation ma- terial. They are responsible for the division, receipt, stowage, issue, offload and inventory of material. They prepare and maintain the records, S -8 Division reports and correspondence associated with these functions. In addition, they ensure the cleanliness, upkeep and security of the storerooms and cargo rating. S-7 Division Known as Morale, Welfare and Recreation (MWR) administers a varied program of recreation, social and community support activities on U.S. Navy facilities worldwide. Our program provides Navy personnel and their families with sports and physical fitness activitie s, child development and youth programs and a variety of food and beverage services. Our mission is to provide quality support and recreational services that contribute to the retention, readiness, mental, physical and emotional well- being of our Sailors S-8 Division Manned by personnel from the LS rating, this division is known as the General Stores/Material Division. They are responsible for the receipt, stowage, issue, offload and inventory of material. They prepare and maintain the records, reports and correspondence associated with these functions. In addition, they ensure the cleanliness, upkeep and security of the storerooms and cargo holds. S-9 Division Known as the Customer Service Division, they process material requests and direct turnover (DTO) receipts; conduct purchases; maintain material catalogs and technical publications; provide technical assistance to customers; perform material obligation validations and COSAL maintenance; and maintain files/records on all these functions. In addition, th ey are responsible for preparing the required correspondence, reports and returns for the above functions. S-10 Division The Supply Quality Assurance Division functions include monitoring performance; review not in stock (NIS) documents/warehouse refusal s; maintain files/records and prepare reports, correspon- dence and returns for these functions. S-11 Division The Chief Petty Officer (CPO) mess, S-11 division, has similar duties to those performed in the S-2 and S -5 divisions. These duties may include r eceiving, storing, issuing and accounting for food-

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-14 service and other stores. They also prepare and serve all meals in the CPO mess and perform other jobs, such as cleaning, delivery and pickup of the CPO’s laundry. S-13 Division Temporary Duty (TDY) personnel from other shipboard departments man the Hazardous M a- terial Division. They receive, stow and issue hazardous material. They are also responsible to inve n- tory and account for all hazardous material and excess hazardous material onboard. NOTE: Supply divisions will vary from ship to ship (e.g. Postal Division may fall under S-1, S-7, or S- 12 and disbursing division S-4 will fall under S-3 depending on class of ship). MATERIAL SUPPORT Afloat supply fun ctions are categorized into material support and services. Material support functions relate to the operational and maintenance requirements. Aboard an aircraft carrier, the Pri n- cipal Assistant of Logistics (PAL) acts as the assistant to the supply officer in the proper operation of the division that perfo rms material support. These divisions include Stock Control, Aviation Stores, General Stores/Material, Customer Service, Postal and Hazardous Material. These divisions report di- rectly to the PAL. SERVICE FUNCTIONS The second category entails operating a service function. On an aircraft carrier, the Principle Assistant of Services (PAS) acts as the assistant to the SUPPO in the proper operation of the div i- sions that perform services. These divisions include Food Service, Sales and Services, Disbursing, Wardroom and the CPO Mess. These divisions report directly to the PAS. S-3 DIVISION ORGANIZATION Usually a Supply Corps officer will be assigned by the SUPPO as the Sales Officer. On rare occasions, a senior enlisted may be assigned to that job with approva l of the type commander and NEXCOM. That officer may relieve the SUPPO from financial accountability and responsibility for the procurement, receipt, storage, custody, issue, transfer, maintenance of proper records and accounting for and submission of returns for ship’s store material. The Sales officer will be assisted by personnel provided by the CO. The number of personnel will depend on the size of the operation and perso nnel available. Although each supply department organization will vary depending on the individual ship, the Sales and Service Division will procure, receive, store, issue and sell ship’s store merchandise, operate sales outlets and service activities, maintain related records and prepare required reports, r e- turns and correspondence. The Sales and Service Division’s mission centers around customer se r- vice and its purpose is to provide services to the crew. As a SH you will provide a convenient and reli- able source for personnel to obtain articles considered necessary for their health, comf ort, or conven- ience at a savings. You will provide services necessary in day -to-day living. Through the profits from sales, you will provide a source of funds to be used for the recreation of personnel assigned to the command. Most importantly, your division’s mission is to promote good morale. To accomplish the mission, you will perform many different functions. These functions include the following:

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-15 Records and returns functions include replenishment of the ship’s store stock operating sup- plies, operation of the Resale Operations Management II (ROM II), maintenance of office records and preparation of related correspondence, reports and returns Storage functions include the receipt, storage, security and issue of ship’s store stock and operating supplies, as well as maintenance of related records and assigned spaces Sales outlets functions include the operation of retail stores, vending machines, cash regis- ters, electronic cash recording devices and the maintenance or prescribed records and as- signed spaces Service activity functions include barbershops, laundry, as well as the maintenance of neces- sary records and assigned spaces. ADMINISTRATION Most administrative work will be conducted in the sales office. ROM II ship’s store files/records and other correspondences are maintained in the sales office. It is the central location in the ma n- agement of S -3 division. The sales office may be used for a variety of functions, such as placing an order with a sales vendor, performing customer services and assembling returns. To prevent the loss of paperwork, keep the sales office neat and orderly. OFFICE EQUIPMENT In performing your job, you may be required to operate computers and other types of office equipment. You should know how to care properly for the equipment you use. In some instances, you will be required to make minor adjustments to office equipment, such as your computer and ass o- ciated peripherals. Some equipment normally found in a sales office includes, computers, printers, copiers, coin counters and bill counters. If you are unfamiliar with any of the office equipment, read the manufacturer’s directions and seek instructions from your supervisor. General office maintenance includes the following: Using covers to prevent dust from accumulating on machines Refraining from drinking, eating, or smoking near electrical or electronic equipment Turning equipment off when not actually in use Securing equipment to decks or bulkheads to prevent shifting during periods at sea Keeping safety in mind when performing minor repairs. This section will cover the various pieces of office equipment. Generally, the procedures needed to operate the equipment can be mastered by following the basic operating and maintenance instructions that accompany the equipment. Calculator One of the most useful and versatile pieces of equipment in the sales office is the calculator. Capable of adding, subtracting, multiplying and dividing, its use is necessary in performing many ca l- culations in the sales office. We use it continu ously to extend documents, verify figures, balance cashbooks and perform many other tasks. Learn the details about the calculator assigned to you from an experienced operator or by studying the manufacturer’s instruction booklet.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-16 Copying Machines Another important piece of equipment is the copying machine. Although not vital, these m a- chines can definitely make your job easier. Again, refer to the manufacturer’s manual for proper ope r- ation. Remember that only qualified technicians should make repairs on these machines. Computers The computer is one of the most important pieces of equipment in a sales office. With few e x- ceptions, ship’s store records are created and maintained in the computer. Whether it is to check stock levels or conduct a complete inventory, being computer literate is vital to an SH. Computers follow a set of internally stored program instructions. We provide the information and the computer processes the data. In return, the computer will provide us with something me a- ningful we can use ; for example, breakouts, purchase orders and requisitions, to name a few. Good input data produces good output data. Figure 1-4 illustrates the ROM II POS construction. The training to operate one can be gained by applying yourself and learning all that y ou can about the ROM II program used by ship’s store operations or attending the ROM II supervisor’s course at Norfolk, Virginia, or San Diego, California. The greater your knowledge about the computer and its equipment, the greater your contribution to the office operation and its success

Figure 1-4, Point of Sale computer system. ADMINISTRATIVE FILES Maintaining proper and accurate administrative files is important to every ship’s store oper a- tion. As a Ship’s Serviceman, you will be required to main tain these administrative files. To maintain

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-17 these files properly, you will need to know what is contained in each file and how to use them and keep them up to date. In this section, we will discuss the administrative files. SALES OFFICER’S ACCOUNTABILITY FILES The sales officer will maintain these files. The files will contain the ROM backup tapes, the NAVCOMPT Form 153 Accountable Officer’s (AO) files, the ROM Security Access Rights List and Se- curity Provisions for entry into the operating system database. SHIP’S STORE WORKING FILES WF-1 through WF-4 will be established and maintained by the records keeper in the sales o f- fice. The records keeper will provide the file to the person assigned to the specific job when required. WF-1 Receipt Inspector File The WF-1 Receipt Inspector File contains one copy of each outstanding purchase order and requisition to be used by the receipt inspector in the receipt of the material. WF-2 Bulk Custodian File The WF-2 Bulk Custodian File contains one copy of each out standing purchase order and r e- quisition to be used by the bulk storeroom custodian in the receipt of the material. WF-3 Correspondence File The WF-3 Correspondence File contains letters of assignments from the sales officer to the cash collection agent a nd copies of correspondence from military and commercial activities. Letters will be removed when action noted in the letter is completed. WF-4 Credit Memo and Cash Refund File The WF-4 Credit Memo and Cash Refund File contains a copy of each DD Form 114 9 and re- lated credit memorandum and correspondence, which has not been liquidated. SHIP’S STORE AFLOAT FILES To assist in the assembling of the original financial returns and the retained returns, the files relate directly to the NAVCOMPT Form 153 captio n lines. Each line item will have two files to doc u- ment the NAVCOMPT Form 153 caption lines. The Sales O fficer will hold the Accountable Officer (AO) file that will be used to send documents to DFAS, such as monthly transmittal and for assem- bling the original returns at the end of the accounting period. The records keeper will maintain the RK file (Records keeper's file) that will be used both to document the figures on the NAVCOMPT Form 153 and to assemble the retained returns. The following sections give you a brief description of each file, but you should refer to table 1 -1 or the NAVSUP P-487 for exact contents and distribution for the AO and RK files. B01 file —Receipts from Purchase Contains the documents that substantiate receipt from a commercial source and credit memo- randum that has been liquidated. The AO file will be used to assemble the monthly transmittal to send

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-18 to DFAS. The RK file will be used as an archive. There should be 10 purchase orders per folder. These folders will be maintained on board for 2 years.

B05 file —Receipts from OSO Contains the documents that substantiate receipts from other supply officers. Again, the AO file will be used to assemble the monthly transmittal to send to DFAS. The RK will be used as an ar c- hive. As with the purchase orders, 10 requisitions per folder, 9900-9909 and so on. Table 1-1, Table of SSA Files and Contents File Name & Number AO Contents RK Contents B01 Receipts from Purchases (a) One copy of the receiving report. (b) One copy of each credit memo- randum document (DD Form 1149) and dealer's credit invoice. (c) Original of each accounting adjust- ment DD Form 1149. (a) Both custodian and receipt inspector copy of DD Form 1155 with receiving report showing quantity and date of ma- terial receipt and vendor invoice at- tached or 857 (EDI). (b) Copy of each credit memorandum (DD Form 1149) with copy of dealers created invoice attached. (c) Copy of each accounting adjustment DD Form 1149. Ten purchase orders will be placed in nu- merical sequence in separate folders. (For example, purchase orders 9700 through 9709 will be placed in one fold- er, purchase orders 9710-9719 in another folder). B05 Receipts from 0S0 (a) Receipt Inspectors copy of DD Form 1348-1A or DD Form 1149 with receiving report showing quantity and date of material re- ceipt. (b) Original of each accounting ad- justment DD Form 1149. (a) Both custodian copy of DD Form 1348- 1A or DD Form 1149 with receiving re- port showing quantity and date of ma- terial receipt. (b) Copy of each accounting adjustment DD Form 1149. Ten requisitions will be placed in numer- ical sequence as described above.

B10 Issues to Other Appropriation (a) Signed DD Form 1149 Original (b) One copy of 1149 (c) Two copies of 504/28/28A expendi- ture documents (a) One copy of each ROM expenditure document (1149, 28, 28A, 504).

B12 Issues with Reimbursement (Bulk Sales) Copy of liquidated ROM 1149 priced and extended (a) copy of each ROM liquidated 1149. B14 Loss or Gain by Inventory No file required. Nothing is sent to DFAS

B14 report showing all gains and losses to the operation.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-19

B15 Surveys to NWCF Signed Original of DD Form 200 B15 Report and a copy of each DD Form 200

B19 Transfers to OSO (a) Transfer to OSO report (b) Form 176 (c) Original document from requesting ship attached to two copies of the ROM Form 1149 or the Navy 1348- 1 transfer document. (a) Copy of Form 176 and copy of each re- questing document attached to the ROM 1149 transfer document. B21 Cost of Sales — Retail No file required. Nothing is sent to DFAS B21 report B22 Cost of Operations No file required. Nothing is sent to DFAS B22 report showing all changes to cost of operations. B23 Survey to Ship Store Profits Signed Original of DD Form 200 Copy of DD Form 200 B25 Cost of Sales — Drink Vending No file required. Nothing is sent to DFAS. B25 (Canned Vending Profitability Report) B26 Cost of Operations Vending No file required. Nothing is sent to DFAS B26 report B27 Survey to Profits — Drink Vending Signed Original Form 200 B27 report and copy of Form 200 B28 Closing inventory No file required. Nothing is sent to DFAS (a) Signed copy of inventory count report (b) Signed copy of inventory discrepancy list (c) Profitability reports for all outlets (d) Item scanned not found report C02 C03 C04 Two copies of Memorandum Sales Invoice (a) Original copy of Cash Sales Memorandum Invoice (1149) (b) 469 / 470 Books (c) Navy Cash Daily/Monthly Merchant Sum- mary Report C05 Loans No file required. Nothing is sent to DFAS Letter from NEXCOM authorizing loan C06 Grants No file required. Nothing is sent to DFAS Letter from NEXCOM authorizing grants C13 Laundry Claims and other service (a) C13 report (b) Laundry Claims: Copy of Standard Form 1034 (c) Service changes: Abstract Data Re- port (a) C13 Report (b) Laundry: Copy of Form 1034 with claim (c) Service: Copy of 1155, dealers bill and copy of abstract data report C18 Equipment Pur- chases Original copy of Abstract Data Report (a) C18 Report (b) If cost over $2,500 a copy of 1155, dealers bill and copy of Abstract Data Report (c) It cost under $2,500 a copy of the Abstract Data Report

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-20

B10 file —Issue to Other AppAppropriation Contains the documents that substantiate issues for health and comfort, general mess, ship’s use operated target (OPTAR), Marine Corp personnel, survivors of marine Contains the document that substantiates the and aircraft disasters, merchant ships in distress and liquidation of bulk sales. B12 file —Issues with Reimbursement (Bulk Sales) Contains the document that substantiates the liquidation of bulk sales. B14 file —Loss or Gain by Inventory Contains the Loss/Gain by Inventory report. B15 file —Surveys to the NWCF Contains the documents that substantiate the surveys charged against the Navy Working Cap- ital Fund. B19 file —Transfers to OSO Contains the documents that substantiate the transfer of merchandise to other supply officers. B21 file —Cost of Sales Retail Contains the ROM II generated B21 report. B22 file —Cost of Operations Contains the ROM II generated B22 report that shows all cost of operations. B23 file —Survey to SSPN Contains the documents that substantiate the surveys charged against ship’s store profits ex- cept surveys of drink vending machine items. B25 file —Cost of Sales-Drink Vending Contains the ROM II generated B25 report. B26 file —Cost of Operation-Vending Contains the ROM II generated B26 report. B27 file —Survey to Profits-Drink Vending C22 Funds Transferred to Recreation Fund Copy of Standard Form 1034. C22 Report with copies of Standard Form 1034.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-21 Contains the documents that substantiate the surveys of canned drink vending machine items charged against ship’s store profits. B28 file —Closing Inventory Contains the inventory count report, discrepancy list, profitability reports and items scanned not found report. C02/C03/C04 file —Cash Collected This file contains the documents that substantiate the cash collected from all retail activities. C05 file —Loans Contains the letter authorizing a NEXCOM loan. C06 file —Grants Contains the letter authorizing a NEXCOM grant. C13 file —Laundry Claims and Other Services Holds the documents that substantiate laundry claims, service charges for repairs to equi p- ment (such as vending machines) and/or laundry service charges. C18 file —Equipment Purchases Holds the documents that substantiate equipment and/or modernization purchases as a direct charge to the ship’s store profits. C22 file —Funds Transferred to the Recreation Fund Holds the SF 1034 that substantiates the funds transferred to the recreation fund. RETAINED RETURNS These files are maintained by the records keeper and are kept in addition to the SSA files noted above. RR-1 Breakout Document File The RR-1 Breakout Document File contains the signed original of the NAVSUP Form 973 and the confirmed NAVSUP Form 973. RR-2 Ship’s Store Management Report File The RR-2 Ship’s Store Management Report File contains a copy of the CO’s Monthly Man- agement Report for each month of the accounting period. In addition, it contains copies of daily back- ups (DAYBACK) and ROM system backups (SYSBACK) prior to closeout and after closeout. ADMINISTRATIVE LOGS

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-22 As a Ship’s Serviceman, there are several administrative logs you are required to keep on file in accordance with type commander (TYCOM) This section will identify these administrative logs. PURCHASE ORDER LOG The purchase order log (fig. 1 -5) is used to record purchases of ship’s store stock from co m- mercial vendors. You should guarantee that all purchases are logged into this log. If a purchase order number is given to a vendor without logging it in, you will find yourself with a duplicate purchase order number. At the time of the purchase, you should write the date of the order, purchase order number (Julian date and the serial number) and the source. Remaining columns will be completed upon r e- ceipt of material for the Value, Receipt number and Paying Activity. ROM II automatically assigns the purchase order number. We use serial numbers 9700 -9899. Always start the fiscal year with serial number 9700. REQUISITION LOG The requisition log provides a record of all requisitions and is shown in Figure 1-5. This log is very similar to the purchase order log, except serial numbers are assigned in the 9900 through 9999 series.

Figure 1-5, Requisition and purchase order logs.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-23 Again, ROM automatically assigns these numbers. The purchase order and requisition log will assist you in tracking outstanding and completed orders. EXPENDITURE LOG ROM automatically maintains the expenditure invoice log. A series of numbers assigned by the SUPPO will be entered into ROM to be used as expenditure serial numbers. CAR SEAL NUMBER LOG The car seal log is required. It provides a record of the car seal number when a car seal is used. The sales officer or a designat ed assistant should keep the car seal log. When a car seal is used on a space, the sales officer or the designated assistant should record the number in this log and the responsible custodian should verify it. OTHER LOGS You should maintain several other logs. These logs will be discussed in later chap ters. These logs are as follows: Heat Stress Log Chapter 2 Laundry Bulk Work Log Chapter 2 Laundry Equip. Maintenance Log Chapter 2 Laundry Press Deck Log Chapter 2 Dry-Cleaning Work Log Chapter 3 Money Bag Log Chapter 5 Night Depository Safe Log Chapter 5 Vending Machine Money Box Log Chapter 5 SECURITY Security is the most important aspect in both the supply department and particularly of the ship’s store division. The SUPPO is responsible for the security of the entire supply department. As a member of the supply department, you will be performing duties that will require a detailed knowledge of the department’s security requirements, as well as ship’s store operations. Keeping the supply department spaces and offices secure will be one of your responsibilities as a Ship’s Serviceman. Following some basic guidelines and rules will help assure that each area is kept secure and free from pilfering. SUPPLY DEPARTMENT SPACES A few general rules you will need to remember to keep supply department spaces secure are as follows: All stock should be kept under lock and key

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-24 Supply spaces should be locked when unattended Individual responsibility for security rests with the person in charge of each space The supply officer or a designated assistant is the only person authorized to grant permission for unauthorized personnel to enter a supply department space Spaces will be secured in a way that allows access for damage control equipment during an emergency Keys to supply spaces will remain aboard ship in a key locker A key log will be maintained to identify the holder of each key Combinations to keyless locks will be recorded as prescribed in the NAVSUP P-487 All keyless and key-type padlocks should meet the standards prescribed by the NAVSUP P- 487 or other authorized guidance. SUPPLY DEPARTMENT OFFICE The security of the supply office is important because that is where the keys to supply depar t- ment spaces are located. Many important records, documents and files are also located there. The of- fice should be secured after work hours to prevent unauthorized entry into other supply department spaces and to prevent the disappearance of important items. The keys to the supply office are issued only to the individual specified by the SUPPO. After work hours, the duty SUPPO is responsible for making sure the office is secured. The duty SUPPO is normally an officer or senior petty officer representing the supply department after normal working hours. This person is directly responsible to the supply officer. SECURITY SPACE GROUPINGS Supply department spaces are organized into groups as prescribed by the NAVSUP P -485 to meet the many different security requirements. These groups are shown in Figure 1-6. Group I Group I is made up of general store spaces, including storerooms, special lockers and related spaces. Each Group I space must be secured by its own lock whose original and duplicate keys will not open any other Group I lock. The person in cha rge of that particular space will draw the original key from the general key locker in the morning. It will be returned at the end of the workday to the general key locker in the supply office. The SUPPO will keep the duplicate key in a duplicate key locker or safe. Master keys to Group I spaces will be in the custody of the SUPPO. The SUPPO may appoint, in writing, an officer or petty officer to hold a duplicate of the master key. Group II This group includes all foodservice spaces. This includes the gal ley, bakeshop, bread room, vegetable preparation area, issue room, meat preparation area, refrigerated spaces and foodservice storerooms. Keys to Group II spaces will be handled in the same manner as Group I , except original keys to the galley, bakeshop, bread room, meat preparation area and vegetable preparation area will be passed between galley supervisors as they relieve each other. The master and duplicate master keys will be handled the same as Group I.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-25 TYPICAL KEY CUSTODY CHART Note: Grand Master K ey Supply Officer Master Keys for Groups I, I I And IV Will Not pass locks in Group III.

Figure 1-6, Supply department security groupings. Group III spaces sell or stow resale merchandise, such as the ship’s store, vending machines and bulk storerooms. You may be the operator of one of these spaces, so you must know the security requirements for Group III spaces. This knowledge will improve your on-the-job performance and help you recognize potential problems so that you can help prevent the potential prob lems from becoming problems. Working Keys and Dead Bolt Locks All doors leading to Group III spaces should have dead bolt locks installed. Sometimes this may be impractical, so a high -security, key-type padlock with a shrouded shackle and a high -security hasp may be used as an alternative. The responsible custodian keeps the working keys to these locks. They should be secured at the end of the workday in a separate key locker for the night. Figure 1-7 illustrates the key locker that should be located in the sales office. This is not the same key locker used for supply spaces.

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Figure 1-7, Group III key lock box. Duplicate Keys Duplicate keys are kept for emergency purposes or when required by higher authority. These keys should be handled in a manner t o prevent unauthorized entry. They will be placed in a sealed envelope, signed and dated across the flaps by the ship’s store officer and responsible custodian. The flaps of the envelope will then be sealed with cellophane tape placed over the signature and any other openings and placed in the ship’s store officers safe. This envelope will be changed when the respon- sible custodian or ship’s store officer is relieved. Padlocks and Combinations Two locks are required on Group III spaces. Use a k eyless combination padlock (NSN 5340-00-285-6523) or a commercial high security key -type padlock and a dead bolt door lock on all doors leading into Group III spaces. Where dead bolt door locks are impractical, a high security hasp and key type padlock wit h shrouded shackle will be installed in addition to the keyless combination padlock to secure all Group III spaces. Recording the Combination to Keyless Locks The responsible custodian will set a combination in the keyless combination lock. Each lock comes with a setting-in key and instructions for setting the combination. Perform the procedures in the order listed below: 1. Set a combination in the lock. 2. Record the combination on a piece of paper.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-27 3. Place the paper and the “setting-in key” in an opaque letter-size envelope. If an opaque envelope is not available, you can use a regular envelope, but wrap the combination in carbon paper to pre- vent its readability through the envelope. 4. Seal the envelope and sign your name over the flap of the envelope with transparent tape in the presence of the ship’s store officer. 5. Give the envelope to the ship’s store officer. The ship’s store officer should then do the following: - Sign name and date over the other flap in the presence of the custodian. - Place the sealed envelope in a safe. CAUTION Do not tell anyone the combination. Do not record the combination anywhere else, EXCEPT for the piece of paper in the envelope. Make sure no one sees the combination you dial when you open your space. Changing the Frequency of the Combination The combination of the keyless padlock should be changed upon the relief of the ship’s store officer, responsible custodian, or every 6 months. Hinges and Hasps Hinges and hasps used on Group III spaces should be of hard ste el that cannot be cut with a bolt cutter or hacksaw. When the hasp is installed, tamper -proof bolts should be used since an ind i- vidual using a wrench or screwdriver cannot remove them. Pop rivets are inadequate and should not be used in place of these bolt s. Hinges should be installed so that the hinge pin is not exposed. E x- posed hinged pins should be tack -welded to prevent removal. Figure 1-8 is a picture of a ship’s store storeroom properly secured. Notice the deadbolt key -type lock installed in the door and the hardened steel hasp with the keyless type padlock with a car seal added for additional security.

Figure 1-8, Properly secured ship’s store storeroom.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-28 Sales Windows and Visible Storerooms Retail stores with removable sales windows should be checked daily. Make sure the perimeter of the frame is secured with a lock on the inside. The retail store operator should keep the keys to the inside locks. The duplicate key will be secured in a sealed envelope and retained in the ship’s store officer’s safe. Do not use bars that can be popped out. Storerooms that are visible from the outside should have well-lit adjacent passageways. High -cost, small-cube items, such as watches and jew e- lry, should be consolidated out of sight in the retail store and not st owed in out-of-the-way bulk store- rooms. Make sure the ship’s security watches are checking your storeroom. The bulk storeroom, retail store and other Group III spaces should be checked at varying intervals. Any security discrep ancy, however slight, should be immediately reported to higher authority. Security after Working Hours The purpose of securing ship’s store spaces after working hours is to prevent unauthorized en- try. Before you secure for the day, inspect your display cases, display windows, doo rs, stock rooms and merchandise. High cost items (any item over $50) should be removed from the display cases a f- ter working hours. You should be familiar with the way you left the store so you can easily recognize discrepancies when you inspect in the m orning. If you need to enter your ship’s store space after working hours, you should first obtain permission from the ship’s store officer. Additional Security The ship’s store officer may take other security measures. The use of car seals is reco m- mended but not mandatory. Use of car seals may alert the ship’s store officer of unauthorized entry. They are available from SERVMART and can be placed on external locks after working hours. The ship’s store officer or a designated assistant may issue them. The numbers are recorded in the Car Seal Log when applied and voided in the log after the car seal is removed from the lock. The ship’s store officer may also have roll -up grills or scissor -type gates installed outside a retail store area. An intrusion alarm s ystem may be installed to protect retail stores or storerooms. The alarm should be connected so it sounds in an area that is manned 24 hours. In addition, merchandise security systems can be installed. This system is located at the exit door of a walk -in store, as shown in figure 1 -9. It will sound if ship’s store merchandise is removed from the ship’s store illegally. On larger ships, you will commonly see a security camera (Figure 1-10) that is monitored at location that is manned 24 - hours a day.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-29

Figure 1-9, Merchandise security system.

Figure 1-10, Security camera. Vending Machines The vending aboard ship also are considered Group III spaces. They are secured a little diff e- rently. This is because these machines do not always have a custodian watc hing over the funds at all times. Certain security regulations that are to be followed are discussed in the following paragraphs.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-30 VENDING MACHINES .—Vending machines need to be secured outside and on the inside (Figure 1-11). The lock inside secures the mo neybox and may be either a keyless or key -type pad- lock. The custodian of the machine does not have access to the money in the moneybox. Either the ship’s store officer or cash collection agent keeps the key or combination to the inside lock. The ou t- sides of most ma chines are secured with an installed lock. These locks are inadequate for security purposes. Install a hasp and hinge of hardened steel, using tamper -proof bolts and secure with a combination lock. Combinations to these locks are handled in the same manner as all other ship’s store m oneyboxes. Self-locking moneyboxes is an available option for cash collections. Refer to NAVSUP P-487 for detailed procedures on utilization. Ship’s on Navy Cash do not handle Cash, therefore the requirements for c ollection of cash and locked money boxes is not a requirement. Da i- ly/Monthly Navy Cash Merchant Summary Reports is printed, reviewed and signed by the Sales O f- ficer to acknowledge the accounting of cash collections. Refer to NAVSUP P -487/Pub 727 (Navy Cash Procedures for detailed information.

Figure 1-11, Properly secured vending machines. Dollar Bill Acceptor — When a dollar bill acceptor is installed in vending machines, secure the acceptor with a hasp and a padlock. The person designated to make the collections will keep the key to this lock. Emergency Entry Procedures Since the custodian may not always be aboard, procedures for emergency entry should be in place for Group III spaces. In an emergency, the ship’s store officer will enter the space in the ab- sence of the custodian. Two people should witness the entry. At least one should be a commissioned officer. Once the space is opened, the two witnesses should remain in the space until it is secured. The space will be secured by replacing the lock a nd sealing the space with a numbered car seal. The ship’s store officer will log the number into the car seal log and the two witnesses will initial the log. Include emergency entry procedures in the supply department instructions. Post a copy of these i n- structions outside each Group III space.

SH: “Organization, Administration and Security”, Chapter 1. Rev. FEB 2011 1-31 In the absence of both the responsible custodian and the ship’s store officer and when urge n- cy dictates, emergency entry can be obtained by the Command Duty Officer (CDO). He or she will fol- low the same procedures as the ship’s store officer. Group IV Spaces Group IV spaces include all service activities, such as the barbershop and laundry. Generally, there are no cash transactions in these spaces. If cash transactions are made or ship’s store stock is stowed in these spaces, then they will be designated Group III for security purposes. The person in charge of the space will sign for the original keys in a key log and remove them from the supply office’s general key locker. During working hours, the person in charg e of the space will keep the keys. After work hours, the original keys will be turned over to the duty supply officer. They will be secured in the general key locker. Duplicate keys to Group IV space will be kept in the supply officer’s safe. If the lock t o the space is part of a lockset, the ship’s store officer will keep the original master. The duplicate master to all Group IV spaces will be kept by the SUPPO in a special duplicate key locker or in the supply officer’s safe. The ROM System Security The ROM system is an unclassified system that does not store classified data. It should be l o- cated in an area accessible only to those authorized to use the system. For security and accountabil i- ty purposes, the ship’s store officer is the system administrator . The ship’s store officer must make sure that the information in the ROM system is protected from unauthorized access. This is acco m- plished with the use of IDs, passwords and access codes. Before a person can access the ROM sy s- tem, the ship’s store officer must provide a user ID and password. Password security instructions are contained in the ROM Users Guide that is distributed to the ship’s store officer when ROM is installed on the ship. Everyone with access to the ROM system should be listed on the ROM security access rights list. Place the ROM security access rights list in an opaque envelope, sealed and tape affixed over the flaps in the same manner discussed earlier in the section “Recording the combination to Key- less Locks.” The ship’s store officer will retain the envelope in the accountability file. The ship’s store officer is required to review the ROM security access rights list monthly. SUMMARY Throughout this chapter you learned to understand the functions of NAVSUP an d other com- mands associated within the ship’s servicemen rating. The purpose was to identify the combat logi s- tic forces and recognize the responsibilities of NEXCOM. You will now be able to recall basic admi n- istrative functions of the supply office and understand the various files and logs in a ships store opera- tion. Without proper procedures on maintaining security of your spaces and operations, you will run into multiple problems such as theft and fraud. Being familiar with the organization, administration and security in this section, will help you in the near future when cultivating your Navy career.

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Rev. FEB 2011 2-1 CHAPTER 2 SHIP'S LAUNDRY Learning Objective: Upon completing this chapter, you should be able to do the following: — Recognize the safety requirements associated with ship’s laundry operations and the use of ha- zardous material. — Recall the security classification and requirements for the ship’s laundry. — Select job assignments for laundry personnel. — Determine a training program for the ship’s laundry personnel. — Determine the use and maintenance of laundry logs. — Determine the safety precautions that apply in the stowage and handling of laundry supplies. — Recall the proper procedures to follow in the operation of the laundry receiving area. — Recognize the importance of washing clothes properly. — Recognize the different types of soil and know how they affect the various fabrics when laundered. — Recall the proper procedures used to operate the washer extractor. — Identify the different formulas used during the wash phase of the laundry operation. — Recall the parts and the proper operation of a tumbler dryer. — Recognize the various types of laundry presses, along with the various parts and the proper opera- tion of the presses. — Recognize the components and recall the steps to operate the flatwork ironer properly. — Determine the proper operation of the laundry issue room. — Identify the elements needed to improve customer satisfaction. — Determine the importance of the 3-M system and how the system relates to the ship’s laundry. INTRODUCTION One of the Supply Officer's responsibilities is to provide laundry service to the ship's crew. This service takes place in the ship's laundry, which is operated by the Ship's Serviceman (SH). The lau n- dry service provided is directly in line with the overall mission of the Navy. This service provides s hip- board personnel with clean clothing, which promotes morale and enhances general health and co m- fort conditions. The ship's laundry works on the assembly line principle. Dirty laundry is routed from one workstation to another until it is clean, dry and ready for pickup. The assembly line principle is used

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-2 mainly because it results in efficient production. As an SH working in the laundry, you must be familiar with the different tasks performed at each workstation. This chapter provides ship's laundry personnel with information about how a shipboard lau n- dry operates. It explains the tasks performed in the laundry process. The process begins with the r e- ceipt of personal or bulk bundles and proceeds through the assembly line. It ends with the return of f i- nished laundry to the individual or division. Safety is the most important aspect of the everyday operation of the laundry; therefore, var i- ous safety measures are discussed throughout this chapter. Before we discuss the laundry oper a- tions, we will discuss some specific areas of safety with which you will be involved. These are h a- zardous materials and environmental protection, heat stress and sanitation. OPNAVINST 5100.19 (Series) contains the safety precautions for shipboard laundries. The technical manual for each piece of equipment lists the safety precautions as well as the safety fe a- tures for that equipment. The safety precautions for each piece of equipment should be posted near the equipment for the operators to read, remember and follow. The laundry supervisor is responsible for making sure all laundry personnel are aware of and follow established safe working precautions. You are responsible for making sure you observe all safety requirements. HAZARDOUS MATERIAL AND ENVIRONMENTAL PROTECTION The Environmental and Natural Resources Program Manual , OPNAVINST 5090.1, contains Navy policy and assigns responsibility for actions necessary to ensure protection of the environment. Commanding officers should coordinate and cooperate with federal, state and local pollution control agencies and follow all standards and regulations to control environmental pollution. As a SH, you should be aware of how laundry practices and detergents may affect the env i- ronment. The water that drains from the laundry is considered wastewater and is transported to the collection, holding and transfer (CHT) tanks. CHT tanks are installed aboard ship for handling wast e- water from showers, heads, laundries, galleys, sculleries and sinks. It is transported by the ship's waste drain system. In port, the wastewater is transferred ashore for disposal. Underway, the ship should be more than 50 miles from any shoreline when discharging wastewater. Before you dispose of any laundry detergent in port or at sea, you should first determine if it is a hazardous substance. Hazard classifications and storage requirements for shipboard consumables are contained in the Hazardous Material User's Guide (HMUG), OPNAV P- 45-110-91, or in the M a- terial Safety Data Sheet (MSDS) available from your supervisor. If it is a new hazardous material, you may also request a M SDS from the manufacturer. Information on the disposal of a hazardous su b- stance can be found in this publication or from your supervisor. All of the laundry detergent, bleaches and spot removers are hazardous materials. All of these materials are toxic and are health hazards. Bleaches are oxidizers that can give off toxic gases if mixed with greases, oils, or ammonia products. M SDSs provide detailed information on the preca u- tions, hazards and emergency responses if hazardous materials are spilled. Laundry bins of hazar d- ous materials must be labeled with the name of the product, the hazard and the name/address of the manufacturer. The corresponding MSDS must be maintained within the space for which it is kept. It is the supervisor’s responsibility to train all personnel about hazardous materials. All personnel must heed all required precautions.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-3 HEAT STRESS Heat stress is a dangerous condition that may affect personnel as they work in the laundry. A combination of airflow, humidity, work activity, air temperature and heat from the equipment can cause the laundry area to reach high temperatures. Exposure to this heat can cause your body temperature to increase. Heat stress can lead to heat exhaustion or heatstroke and occurs as your body tries to regulate its temperature. Heat exhaustion can cause fatigue, severe headache, nausea and poor physical and mental performance. Heat stroke can lead to life threatening injuries. You can reduce the chances of heat injuries from high temperatures in the laundry by taking the following actions: Taking and recording temperatures in the heat stress log as required Eliminating conditions in the laundry that would increase the normal heat load (i.e., changing primary and secondary lint traps) Reporting temperatures of 85degrees or higher as required to medical Following the do's and don'ts list included in the following section PREVENTION To obtain accurate and reliable data on heat stress conditions, you must obtain temperature readings. Dry-bulb thermometers should be permanently mounted in the wash and press deck areas. They should be mounted so that the bulb of the thermometer is not affected by nearby heat sources. For specific mounting locations, laundry supervisors should check with a medical representative. You should record the temperature readings of the thermometer in the heat stress log once every 4 hours. When temperatures are 85 degrees or higher, circle the temperature, preferably with red ink, recorded in the heat stress log. Once recorded, notify the ship's store officer and medical officer. If the temperature remains high, the medical officer will provide a restricted work schedule for the laundry personnel. The amount of time you may work under a restricted schedule is referred to as your stay time. Each period of work under heat stress conditions is followed by a recovery period. During the recovery period, laundry personnel should go to a cool, dry place to allow their body temperature to return to normal. The recovery time is always twice the stay time or as recommended by the Senior Medical Officer. Personnel working in a heat-stress environment should follow these specific rules: DO: Eat three adequate meals a day Drink plenty of cool wat er Get at least 6 hours of continuous sleep during every 24-hour period Wear clean clothing composed of at least 35 percent cotton. DO NOT: Take salt tablets Wear starched clothing Drink commercially prepared liquid electrolyte supplements.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-4 CONDITIONS Inspections conducted aboard various ships over a period of years have identified many of the conditions that may cause a heat stress environment. Some of the conditions found were so severe that personnel exposure had to be limited to avoid harm. These heat stress conditions may be caused by any of the following conditions: Steam and hot water leaks Missing, deteriorated, or damaged insulation on steam piping, valves and machinery Ventilation system with missing or mutilated ductwork, misdirected terminals, clogged exhaust screens, closed or partially closed Circle William dampers, dirty ducts and inoperable fan mo- tors and controllers Ventilation design deficiencies, resulting in an inadequate air supply or a decreased exhaust capacity. Even though these conditions are identified and corrected, heat-stress conditions may still oc- cur. Some examples include times when personnel must work in hot, humid climates and when they must do hard, physical work. While working in the laundry, you should be aware of conditions that may cause heat stress conditions. Report all problems to the laundry supervisor so that the problems can be corrected. You can find the specific requirements of the Navy's Heat Stress Program in OPN A- VINST 5100.19 (Series). SANITATION The job of the ship's laundry operation is to produce clean clothing using sanitary methods. Sanitary or industrial hazards may occur at any point in the process from delivery of contaminated clothing to the finished product. The laundry supervisor must stress the importance of personal hygiene. It is mandatory that laundry personnel wear clean uniforms, frequently wash their hands, particularly after visiting the toilet or handling soiled linen. REQUIREMENTS Sanitary requirements are outlined in NAVMED P-5010. The senior medical officer or Hospital Corpsman (HM) aboard prepares the regulations for your ship. These sanitation regulations should be posted in the laundry for all personnel to read and follow. Some common sanitary requirements are as follows: The laundry must be maintained in a clean and sanitary condition, free from infestation by r o- dents and insects Floors must be cleaned at least once daily by dustless methods. Paper and trash must be placed in covered containers; lint must be removed from bulkheads, overheads and structural supports Plumbing fixtures and appliances must be installed according to established standards, mai n- tained in good repair and kept in sanitary condition. These fixture and appliances must be connected to prevent backflow or cross-connection with the potable water supply. Most ship- board washing machines have the ability to use both freshwater and seawater connections. These connections must be used according to Naval Ships' Technical Manual, chapter 655. Seawater may be used when the ship is 25 miles from shore but never when it is in polluted water

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-5 Sanitary angle jet-type fountains must be provided to supply drinking water Eating, cooking and storage of food, drinks, or smoking material are prohibited in rooms where clothing is handled, sorted, marked, or washed Laundries must have separate areas designated for receiving and issue. Unwashed clothes must never be received, marked, sorted, or handled in close proximity to washed clothes Rooms or spaces must be designed and machines and equipment arranged so that a sep a- rate flow of clean and soiled garments is maintained throughout the laundry process. This flow requires separate contact surfaces, such as tables, carts, shelves and so forth. Ventila- tion must move air from clean to soiled areas to prevent cross contamination Laundry bins used to transport and stow laundry must be kept clean and in a sanitary cond i- tion. INSPECTION The Sales Officer should inspect the laundry each workday to make sure operators are follo w- ing sanitation regulations. In addition, the ship’s Preventive Medicine Technician (PMT), an HM a s- signed to the medical department, will inspect the laundry once a quarter. The inspection should be unscheduled and the findings are reported up the chain of command to the commanding officer. LAUNDRY SECURITY Security of the laundry is the responsibility of all laundry personnel. You must do everything you can to protect the laundry from loss of personal clothing and supplies, damage to equipment and unauthorized use. SPACE DESIGNATION The ship's laundry is designated as a Group IV space. The original key will be in the posses- sion of the laundry supervisor during working hours. After working hours, the key should be turned over to the duty supply officer to be placed in a general key locker in the supply office. Duplicate keys should be kept in a special duplicate key locker in the supply office or in the supply officer's safe. If a lockset is used, the original master key (which accesses all Group IV spaces) should be retained by the sale’s officer. The duplicate master key should be kept in a special duplicate key locker in the supply office or in the supply officer's safe. The ship's laundry should not be used after working hours unless approved by the sale’s offic- er. Untrained personnel should not use laundry equipment because a variety of problems could occur, including the following: Fires Injury Damage to equipment Loss of personal clothing and laundry supplies. A laundry fire can cause thousands of dollars in damage. Damage to equipment causes loss of production and longer working hours for laundry personnel. Injury to personnel could range from a burned hand from a hot laundry press to severe heat stress injuries. Before operating laundry equip- ment, your supervisor must help you complete the current Personnel Qualification Standard (PQS).

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-6 WHEN DESIGNATED AS A GROUP III SPACE Anytime retail items intended for cash sale are stored in a service activity, it is considered a Group III space and proper security measures should apply as per NAVSUP P-487. This will normally occur when you need extra storage space for pre-deployment load outs. ASSIGNMENT OF DUTIES Personnel are assigned to the laundry from the SH complement. The allowance of rated pe r- sonnel is based on the assumption that a number of non-designated Seamen will be required to ope r- ate the laundry efficiently. LAUNDRY MANAGEMENT The leading chief or leading petty officer usually manages the ship's laundry and is responsible to the sale’s officer for its proper operation. The organization of ship's laundry varies with the size of a ship. On a large ship with more than one chief, the sale’s officer assigns a chief petty officer as the service activities manager. The chief petty officer will ensure the laundry supervisor manages the laundry operations comparable to those of a civilian manager of a shore laundry. LAUNDRY SUPERVISOR The SH in charge of the laundry is generally responsible to the leading chief or leading petty officer for the entire operation. The laundry supervisor supervises the daily operations of the entire laundry process. The SH supervising the laundry orders supplies; sees that the laundry is kept clean; sees that the equipment is maintained properly; assigns and trains laundry personnel; maintains flow of work through the laundry; investigates laundry claims; and does whatever is necessary to ensure the laundry operation is efficient. The laundry supervisor has diverse responsibilities that are comp a- rable to running a civilian laundry. The many responsibilities involved vary with the size of the laundry supervised. LAUNDRY OPERATORS Laundry personnel are responsible to the supervisor for completing their assigned tasks. They should be trained in all areas of the laundry and ready to pick up any slack that may occur from a temporary shortage in personnel. They should also follow safety procedures and use all equipment according to the manufacturer's instructions. In this chapter, the importance of proper equipment o p- eration is stressed along with the consequences of not operating equipment properly. Laundry pe r- sonnel should remember the following points about laundry operations: Laundry equipment will not perform efficiently unless operated correctly. It is easily damaged if operated incorrectly Equipment replacements are expensive and not always available An efficient laundry operation is vital to the health, welfare and morale of the ship's company The articles being laundered are valuable and will not be easily replaced if damaged or d e- stroyed Faulty or careless equipment operation can injure operating personnel. The organization of a ship's laundry varies with the size of a ship. A small ship, for example, may have an SH2 in charge of the laundry and two SH3s assigned as laundry personnel. These three persons receive, wash and issue finished laundry and do everything necessary to operate the laundry. A large ship, on the other hand, would have a much larger laundry operation.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-7 Figure 2-1 shows a basic laundry organization with sections common to all shipboard lau n- dries. This chart gives you a basic idea of how a laundry is organized. On a large ship, you will find more sections and personnel, each section with their own pe r- sonnel assignments. To accommodate the workload or to provide training and experience, rotate pe r- sonnel in the laundry from one job to another. A small laundry performs the same tasks and processes with fewer personnel and less working space. The result is likely to be a simpler organization chart with each person performing many differ- ent tasks. Regardless of where you work within the laundry, you must complete the job qualification r e- quirement (PQS) for that particular workstation.

Figure 2-1, Basic laundry organization. TEMPORARY DUTY PERSONNEL During deployments, temporary duty (TDY) personnel may be assigned. On am phibious plat- forms, these personnel may be sent from the embarked Marines. On an aircraft carrier, they may come from embarked squadrons. Regardless of where they originate, they will need proper training at different workstations. Before assigning TDY personnel to a workstation, they should complete the PQS. TRAINING LAUNDRY PERSONNEL A trainee who is only mildly interested often comes to take a real interest in learning about his or her job and doing things the right way because of the example and instruction of his or her superv i- sor. On the other hand, even the best potential laundry operator can be discouraged from using his or her ability by careless training. ON-THE-JOB TRAINING The importance of correctly operating laundry equipment is stressed throughout this chapter along with the consequences of faulty operations. In the face of these facts, training assumes a major importance among the duties of a laundry supervisor. Nothing that he or she does is more important than making sure that his or her personnel know how to operate their laundry equipment correctly and form habits of doing work to protect the machines, protect the articles laundered and protect their own safety.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-8 The more time you spend on training, the less you will have to spend on troubleshooting and the fewer mistakes for which you will have to correct. If you expect to meet your schedule and turn out quality-finished work, it is to your advantage to have your laundry personnel as well trained as poss i- ble. Training assumes an especially important place among your administrative duties when many of your laundry operators are TDY personnel, as discussed earlier in the chapter. Take the time to train your people right. ROTATION OF DUTIES To keep your laundry running at its full potential, you will need a versatile laundry crew. As per- sonnel transfer and take leave, you will need to replace them with new ones. One certain way to ac- complish this without interrupting service to the ship is to ensure personnel are cross-trained within the laundry. As personnel become proficient at certain jobs, you should use their expertise to help you train other laundry operators in that area of the laundry operation. Before long, everyone will be cap a- ble of performing every operation within the laundry with confidence and proficiency. Another advantage that will result from the rotation of duties is motivation. Some jobs are simp- ly monotonous and fatiguing. Sometimes, a change of pace will stimulate interest in your subordinates who have been assigned boring jobs. However, you should avoid the mistake of rotating your perso n- nel too frequently. Each individual should be assigned specific tasks for a period of time that is long enough for that person to become a proficient and productive worker who contributes to the overall ef- ficiency of the operation. If you move your people around too much, they could end up lacking a clear understanding of what is being done and failing to develop a sense of responsibility. LAUNDRY SCHEDULE The laundry supervisor prepares the laundry schedule for the sales officer approval. As a Ship’s Serviceman, you must be familiar with factors that affect the laundry schedule and the opera t- ing hours of the laundry. These factors include the following: Amount of laundry that must be processed weekly Capacity of laundry equipment Number and performance level of the laundry crew. To eliminate problems and establish normal working hours for personnel, operate the laundry generally in shifts. A laundry shift is usually 8 hours long. Your laundry may operate one, two, or three shifts per day. Each shift should have experienced personnel so that laundry is processed in a satisfactory man- ner. A shortage of experienced personnel requires that strikers be used to assist SH personnel. Unde- signated personnel shall be qualified on laundry equipment before they are allowed to operate it. TYPE OF LAUNDRY SCHEDULE The best type of laundry schedule is one that best fulfills the laundry requirements of your ship, inport and at-sea. Some ship's laundries have successfully used daily schedules; that is, a portion of the laundry from each division is delivered to the laundry each day for processing instead of once or twice a week. Daily scheduling of division laundry eliminates bad odors and soiled laundry in berthing compartments, which definitely improves morale. On the other hand, the laundry workload on some ships may not justify a daily schedule. The amount of water and detergents that must be used can un-

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-9 necessarily be heavy. Therefore, equipment often must run at less than full capacity. There is no one correct laundry schedule. Remember that the best schedule is the one that fulfills your ship's needs. AMOUNT of WORK PROCESSED WEEKLY Your ship's laundry facilities should be adequate to process 24 pounds of laundry per accom- modation per week. If your ship is a surface ship with more than 100 accommodations (crew plus troops), then your ship should be capable of meeting the following minimum requirements within a 96- hour laundry operation week: 1. Provide one change of working clothing, underwear, socks and one towel per day per accommo- dation 2. Provide one change of berth linen per accommodation and one change of officer and CPO dining facility linen per week 3. Finish press three uniform shirts and trousers per officer and CPO/SNCO (E7-E9) accommodation per week 4. It is HIGHLY recommended NOT to finish press Navy Working Uniforms (NWU) or coveralls be- cause the heat will diminish the fire retardant material. To calculate the amount of laundry you should process weekly, you should obtain the total number of your ship's crew and multiply that by 24 (the average number of pounds of laundry that may be expected to be processed weekly for each member of a crew). For example, if your ship has a 3,000-member officer and enlisted crew assigned for duty, your laundry workload for each week would be 72,000 pounds (3,000 X 24). In addition, you can anticipate the following breakdown of your total workload to the finished work: 80% will require tumble drying 18% will require pressing 2% will need flatwork ironing. These figures will give you a general idea of the amount of laundry you should be processing weekly. CAPACITY OF LAUNDRY EQUIPMENT The capacity of your equipment determines how much tumbled work, flatwork and press work your laundry operation can handle in 1 day. The capacity of your equipment depends not only on the rated capacity but also on the efficiency and size of the laundry crew. For example, if you have five press stations and only three personnel to operate these stations, then you will have two stations that will be idle at any given time. SIZE and COMPETENCE of the LAUNDRY PERSONNEL Laundering is one of the shipboard jobs that must be done whether you have sufficient person- nel or not. For the most part, your problem will be one of scheduling. You need to make the best use of your available personnel and you should try to spread the workload as fairly as possible. Keep in mind that TRAINED PERSONNEL WILL SUPERVISE all operations. However, your trained personnel need not perform all the tasks.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-10 LAUNDRY LOGS To keep track of laundry operations, you will maintain certain logs. As a laundry operator, you should become familiar with these logs: Heat stress log—Used to record temperature in the laundry Bulk work log—Used to log bulk laundry in and out Press deck log—Used to record officer and chief petty officer lots received in the laundry Equipment maintenance log— Used to record maintenance data on each piece of equip- ment. Maintain these logs daily and ensure that the logs are always ready for inspection by the sales officer, for review and be sure to initial these logs weekly. HEAT STRESS LOG Use the heat-stress log to record temperatures in the laundry every four (4) hours or each work shift. The number of readings taken depends on how many hours the laundry operates. However, readings should be taken anytime the laundry is manned. Table 2-1 is an example of a heat-stress log. Table 2-1, Laundry Heat Stress Log

BULK WORK AND PRESS DECK LOGS Figure 2-2, 2-3 show examples of bulk work and press deck work and press deck logs. As the receiving laundryman, you should carefully log in all laundry. As you study these figures, notice the fol- lowing columns: Berthing Div/Dept—Identifies the organization element turning in the laundry Total No. of Bags—Indicates the number of bags turned in Weight in (Whites, Colors)—Indicates the total weight of bags Signature blocks—Used to acknowledge receipt or delivery of the laundry Weight out (Whites, Colors)—Indicates the total weight of bags • Date out—The date the laundry was issued to the respective division or department repre- sentative

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Figure 2-2, Laundry bulk work and press deck logs. The press deck log records the individual officer and chief petty officer lots received in the laundry. As you study Figure 2-3, notice the following columns shown in the Officer and CPO log: Name/Rate—Used to establish laundry marks Laundry Mark—Identifies individual owners using first letter of last name and last four social security numbers No. of Shirts—Record total shirts received (khaki or white) No. of Pants—Record total trousers received (khaki or white) Other items—Use these columns to record any other items (e.g., laundry bag, sock bag, T- shirts, socks, etc). Received and Delivered By—Laundryman receiving and person who brings dirty laundry to be washed to the laundry Checked Out By—Laundryman issuing the finished product Picked Up By—This will be the person who picks up the laundry Date out—The date laundry is returned to the customer.

Figure 2-3, Laundry press deck logs. Under the column marked "Other," you normally list items other than shirts or trousers. If space does not permit listing these items, keep a separate log. Modify your logs as needed. Each week, the laundry supervisor prepares a locally prepared laundry summary sheet based on the information contained in the bulk and press logs. The supervisor routes the summary sheet to

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-12 the supply officer for review and signature and files a copy in the laundry for reference. Figure 2-4 shows an example of a weekly laundry summary report.

Figure 2-4, Weekly Laundry Summary Report. EQUIPMENT MAINTENANCE LOG You will use the equipment maintenance log to record historical repair data. You should keep a separate log on each piece of laundry equipment aboard your ship. Figure 2-5 shows an example of an equipment maintenance log. The form is self-explanatory —the headings tell what information is needed.

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Figure 2-5, Laundry Equipment Maintenance Log. LAUNDRY SUPPLIES Standard stock laundry supplies are requisitioned from supply activities ashore. Laundry pe r- sonnel should be familiar with the handling and storage requirements of laundry supplies, especially those used in the wash cycle. STORAGE REQUIREMENTS Proper storage and handling of laundry supplies are essential to prevent health and safety h a- zards. Storage space aboard ship is normally limited and some planning is required to make sure space is used efficiently. Laundry supplies such as two-shot detergent should be stored in a laundry storeroom. Heavy containers of laundry supplies should be stored close to the laundry. Rust and stain removers should be stored in a cool, dry space —preferably a small Hazardous Material (HAZMAT) storage locker l o- cated in the space. Small items should be kept in bins to prevent loss. Items, such as pins, laundry net bags, or other items subject to theft, should be stored under lock and key. Laundry supplies kept in the laundry should be stored in a metal bin lined with bin liners or plastic bags. They should be stored in the order of their use and limited to those amounts needed for a 1-week period. When dispensing or using these products, avoid prolonged skin or eye contact and avoid inhaling any dust. Each laundry must be equipped with an emergency eyewash station, which should be installed near the laundry supply handling area or the bins. SOLID CAKE LAUNDRY SUPPLIES The newest laundry chemical available for shipboard use is the solid cake. It is packaged in in- dividual containers, commonly referred to as capsules. The individual solid cake containers are i n- serted into the associated laundry dispensers when in use. Storage Requirements There are three solid cake chemicals used that are automatically dissolved and amounts pr e- cisely dispensed from dispensers. These products come in stackable plastic containers, making ha n- dling less hazardous. These containers require 40 percent less storage space than conventional d e- tergent. Because of the solid nature of the three products used in the laundry, no special protective gear is required under normal conditions to handle the products. The solid form of the three cake laundry products makes contact or exposure unlikely in normal use. If containers are ruptured or br o- ken open, then special handling procedures are in place, as stated on the MSDS.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-14 Solid cake product containers (capsules) can be stored in the received shipping box or as indi- vidual product containers. The product should be stored in a cool, dry space. In the unlikely event that a container becomes punctured, do not use unless it is inserted immediately into an associated dis- penser. As long as the capsules remain sealed, they have no special storage or handling requir e- ments. Detergent (Solid Cake Capsule) The solid cake detergent plus associated builders cause dirt and soil to be released from the fabric. When ready to use, the operator opens the capsule carefully and inverts it over the dispenser. The operator then inserts the individual container into the appropriate slot in the automatic dispenser. Detergent Safety Requirements Contact or exposure with the solid form of the detergent is unlikely with normal use. Detergent may cause chemical burns if it comes in contact with your skin. Eye contact may cause blindness. Eye contact requires that you immediately flush your eyes with water for at least 15 minutes. Then contact medical personnel for treatment. For skin contact, you should flush with water. If swallowed, it causes chemical burns to the mouth, throat and stomach. Contact medical personnel immediately. You should follow all safety precautions according to the MSDS. Oxygen Bleach (Solid Cake Capsule) Oxygen bleach de-stains and is a brightening agent. It comes in a container, making its ha n- dling less hazardous. The oxygen bleach is safe to use on white and colored linen. When ready to use, the operator opens the capsule carefully and inverts it over the dispenser. The operator then i n- serts the individual container into the appropriate slot in the automatic dispenser. Oxygen Bleach Safety Requirements The solid form of oxygen bleach makes exposure unlikely in normal use. However, contact with skin or eyes can cause irritation. If swallowed, large amounts may cause irritation, nausea, or diar r- hea. Follow all safety precautions according to MSDS. Sour (Solid Cake Capsule) Sour neutralizes the acidic wash water. The solid form comes in a container, making its han- dling less hazardous. When ready to use, the operator opens the capsule carefully and inverts it over the dispenser. The operator then inserts the individual container into the appropriate slot in the aut o- matic dispenser. Sour Safety Requirements Sour comes in a solid cake capsule, making its handling much less hazardous. As with the other solid forms, contact or exposure is unlikely with normal use. Sour may cause chemical burns if it comes in contact with your eyes or skin or if you swallow it. Sour can cause severe irritation and poss- ible chemical burns if it comes in contact with your eyes or skin. For skin contact, you should flush with water. Eye contact requires that you immediately flush your eyes with water for at least 15 minutes. Then contact medical personnel for treatment. If sour is swallowed, it can cause chemical burns in the mouth, throat and stomach. If sour is swallowed, contact medical personnel immediately. Follow all safety precautions according to the MSDS.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-15 Two-Shot Detergent The Naval Exchange Service Command (NEXCOM) authorized the use of two-shot detergent for use in shipboard laundries. It is called two-shot detergent because it includes a detergent and ox y- gen bleach. This has become a backup to the solid cake capsules. A container of two-shot detergent, which weighs 40 pounds, should be stored in a cool space. The container is made of heavy-duty plastic. The detergent is granular, non-dusting and will not dis- perse into the air. If the detergent is improperly covered, it may develop cakes or lumps, but they can be broken up by hand. When handling laundry detergents and chemicals, it is imperative that Personal Protective Equipment (PPE) is utilized. Refer to MSDS. Handling Starch Laundry starch is made from corn, wheat, or a mixture of both. It is considered the safest product used in the laundry. Starch normally comes in boxes or bags. Heavy items should not be stored on top of it. Always store it in a cool and dry space. When starch comes in contact with mois- ture or water, it cakes and cannot be used. RECEIVING AREA OPERATION The first step of the laundry operation is the receipt of laundry. To perform the duties involved in laundry receipt, the receiver should have a list of divisional laundry petty officers. The laundry s u- pervisor provides the receiver with this list in case there is a need to contact a division representative regarding delivery and pickup of laundry or to resolve problems. Articles to be laundered are delivered to the ship's laundry either in bulk lots or in individual bundles. Bulk lots include division laundry (the crew's personal clothing and linen) and flatwork (towels and linen from staterooms and tablecloths from officer wardrooms and CPO messes). Also included are service lots (clothing of cooks, food service attendants, barbers and medical personnel) and medi- cal items from sickbay. Individual lots consist of officer and chief petty officer personal laundry del i- vered to the laundry in net bags. The workflow for bulk and individual lots is shown in Figure 2-6. The solid black line running from the Bulk Lots block, top left, to the Issuing block at the bottom shows the steps in processing bulk laundry. The broken line on the right side of the chart connects all types of work accomplished on indi- vidual lots.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-16

Figure 2-6, Work flow for a laundry operation. IDENTIFYING INDIVIDUAL LOTS The main problem in the laundry is preventing the loss of clothing. Therefore, a good system of identifying laundry is needed since several different persons may handle the clothing during the laun- dry process. The Navy uses two identification systems: laundry lists and laundry marks. Steps to Identify Individual Lots Ship's laundries ask customers sending individual lots, usually officers and chiefs, to the lau n- dry to list the items on a Ship's Store Laundry List, NAVSUP Form 233 (Figure 2-7 ). At the top of the laundry list, customers fill in your name, division and last four of your social security number. On the lower part of the list, they check the types and number of articles to be laundered. Then they give the list along with the laundry to the receiving clerk. The first step in receiving a bundle should be to review the laundry list information and ensure the articles delivered contain a laundry mark. If any items in the bundle do not contain a laundry mark, you must create one. The mark consists of the first letter of the last name and the last four numbers of the social security number. For example, the laundry mark for SHCM Paul T. Boat, 123- 45-6789, would be B-6789. This is the standard method used throughout the Navy to create a laundry mark.

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Figure 2-7, Ship's Store Laundry List, NAVSUP Form 233. Location of Laundry Marks The Navy Uniform Regulations Manual contains guidance and procedures for stenciling var i- ous articles. According to the Navy Uniform Regulations Manual, stenciling is mandatory. With proper stenciling, the receiving clerk can check in items easily and quickly. The clerk can also check and as- semble finished articles without unfolding them. The enforcement of the uniform stenciling requirement should reduce the number of laundry claims paid from the ship's store profits. Some common items

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-18 you will receive in the laundry are listed in Table 2-2 along with the proper location of their stencils. For a conclusive list, refer to the Navy Uniform Regulations Manual. IDENTIFYING BULK LOTS Bulk lots are delivered to the laundry in large, marked divisional laundry bags. Make sure the division name is stenciled in large letters on divisional laundry bags. If for some reason there is no stencil on the bag, you can make your own markers or flags by cutting and hemming pieces of cloth to form 8-to 12-inch squares. Then stencil one marker for each division, service group, or activity that brings bulk work to you. Clothing in bulk lots should be stenciled before delivery to the laundry. Each enlisted person is responsible for stenciling his or her clothing. The division laundry petty officer should accept only clothing that is stenciled. As discussed under individual lots, stencils are mandatory and should be ac- cording to the Navy Uniform Regulations Manual. Usually, both black-and-white stencil pens are avail- able in the retail store. Table 2-2.—Proper Stenciling Location for Common Items

TYPES OF STENCIL EQUIPMENT Shipboard laundries use different methods of marking laundry articles: marking pens and sten- cils and cloth markers. The method used depends on whether the articles are received in bulk or ind i- vidual lots. It also depends on the type of article, the method of laundering and the availability of mark- ing equipment.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-19 Laundry-Marking Pens The laundry supervisor should obtain white-and-black laundry markers and charge them as an "issue to ships use (OPTAR)." When marking clothing with marking pens, make sure the mark does not bleed through the fabric. It is best to stencil on a semi-firm surface, such as cardboard. Do not press too hard. Be sure the ink from the stencil is completely dry before placing the clothing with the remainder of the lot. RECEIVING INDIVIDUAL LOTS After all items are properly marked, you should count every item and enter the total on the laundry list. When your count agrees with that indicated on the laundry list, you can start on the next bundle. If your count does not agree, the laundry supervisor should be notified immediately. He or she should contact that individual to inform him the count does not match the laundry list submitted. Individual bundles received during the day are considered a single lot consisting of individually marked bundles. If a lot consists of more bundles than the number of available assembly bins, then break it into two lots. Assemble the items in the first lot before the second lot comes to the assembly bins. One lot of 20 bundles is easy to handle. Never put more than 50 bundles in one lot. The number of bundles you should put in a lot depends on the classification of the items in the bundles. Classification is the process of separating laundry according to color, fabric type and degree of soil. The classifications are white cottons, other white or light-colored fabrics, light cottons with heavy stains, dark-colored cottons and so forth. Net laundry bags should be used to keep rough-dry clothing together during the laundry process. Rough-dry clothing includes items like socks, underwear and handkerchiefs. These bags are made of open mesh nylon and are very useful for separating small items, such as handkerchiefs or socks, from the larger articles. Two general types of nylon net laundry bags are available: woven and knitted. Woven net bags do not stretch and thus retain their size. Knitted net bags have a tendency to stretch and increase in size. The following shows the size and weight capacity of knitted net bags: Net Sizes Capacity 10 x 15 inches 2 to 4 pounds 24 x 36 inches 8 to 12 pounds You should never overload bags. When articles are packed tightly in bags, water and detergent cannot flow through them properly to remove the soil and the process of drying is delayed. In addition, these lots can increase the potential of fires in the laundry. RECEIVING BULK LOTS After bulk lots are properly marked, they must be checked in properly. Checking in bulk laundry is different from individual lots in that you do not count individual items; you simply weigh the bag. You should have an area designated with a hanging scale to weigh in bulk laundry bags. The weight of the bag should be logged into the Bulk Work Log along with the number of bags, color and so forth. Figure 2-8 shows a laundryman weighing and logging in a divisional laundry bag. Make sure that the delive r- ing laundry petty officer signs the log. Never accept overstuffed laundry bags, as they cause handling problems during the laundry process. Bags that exceed the capacity of the laundry bags cause delays on the wash deck because they must be split, thereby increasing the chance of loss claims. You should also ensure the bag is tied up with a rope. This will prevent clothes from accidentally falling out.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-20 Also, make sure blues and whites are not mixed in the same bag. Mixed blues and whites d e- lay the laundry process because the laundry must be separated. Do not accept bulk laundry bags that have any of the discrepancies noted above. To reduce or eliminate these problems, the laundry supervisor should hold periodic meetings with divisional laundry petty officers to discuss laundry policy and policy changes. An important note is to keep soiled bulk laundry separate from clean laundry. In smaller lau n- dries where space is limited, an effort should be made to have all clean laundry picked up after it is completed.

Figure 2-8, A laundryman weighing and logging in a divisional laundry bag. WASH DECKS The next step in the laundry process happens on the wash decks. The goal of the washing process is to remove soil from the items being washed. This process involves the use of washer e x- tractors to loosen soil from the fabric, suspend it in the water and rinse it away. There are five baths in the wash cycle—the break suds, the flush suds, two rinse baths and the sour bath. During the first bath, the detergent removes and loosens the soil so that it may be rinsed away. Laundry personnel must be familiar with the different fabric types. Most shipboard uniforms can be washed in the ship's laundry without damage provided they are resistant to the detergent used. Make sure you read and follow the clothing care labels to prevent damage to uniform items.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-21 To minimize the effects of detergent on fabrics, separate laundry articles according to color, f i- ber content and degree of soiling. Wash lightly soiled articles separately from heavily soiled items. This reduces the chance of heavy soiled items causing lightly soiled items to look gray or dull. Wash colored fabrics separately from whites to avoid color transfer. For maximum washing efficiency, do not exceed the load limits of the equipment. This provides for maximum mechanical action and cleaning efficiency and prevents fabrics from wrinkling. Synthetics or blends do not absorb water —water gathers on the surface of the fiber only. The final extract should be consistent with the Navy wash formula. TYPES OF SOIL/EQUIPMENT In general, there are four types of soils: chemical-soluble, water-soluble, insoluble and special. Some can be removed during the washing process and some cannot. You need to be able to identify them so that you can decide whether they require special treatment. CHEMICAL-SOLUBLE SOIL Chemical-soluble soils dissolve in chemical solvents. They include oils; greases; certain wa x- es; fatty acids; and vegetable, mineral and animal oils. Since these soils usually are not soluble in wa- ter, they may require special treatment. WATER-SOLUBLE SOIL Water-soluble soils dissolve in water. They include substances, such as sugar, starch, gums, salt, flavoring agents and syrups. They also include a wide variety of substances generally found in foods and beverages, such as mustard, catsup, soups and soft drinks. Perspiration stains are also i n- cluded in this category. The normal laundering process will remove these types of soils. INSOLUBLE SOIL Insoluble soils do not dissolve in water or chemical solvents. They make up the bulk of the soils removed from the laundry. They include dirt, sand, carbon, ashes, concrete dust, lint, hair, cos- metics and dandruff. These soil types are usually less visible than oils, greases, or food stains, but are damaging to the fabric because of their abrasiveness. Most insoluble soils are dispersed during the wash cycle, but their complete removal may prove more difficult. Such soils sometimes redeposit on the garments during the laundry process, which causes "graying" of the fabric. SPECIAL SOIL Special soils are insoluble in water or laundry detergents. They include ink, paint, nail polish and various types of adhesives. They may be removed partially or entirely by spotting operations. WASHER EXTRACTORS The Naval Sea Systems Command (NAVSEASYSCOM) publishes #S6152- B1-CAT-010— a catalog of information about laundry and dry-cleaning equipment. The Navy uses this catalog to iden- tify, select and procure laundry equipment. The catalog includes several different types and sizes of washer extractors. Washer extractors installed aboard ship differ mainly in load capacity. Table 2-3 lists the washer extractors the Navy uses.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-22 EDRO (DYNA WASH) MODEL DYNA WASH model is the most commonly found onboard Naval ships. The U.S. Navy uses EDRO DynaWash® 60-to 200-pound capacity three pocket washer extractors for shipboard laundries. These applications range from a single 1 00-pound capacity machine or two 60-pound capacity m a- chines on small surface combatants to one 60-pound, two 100-pound and six 200-pound capacity ma- chines on aircraft carriers. Table 2-3, List of Washer Extractors Used by the Navy The equipment installed on aircraft carriers provides laundry service for up to 6,000 personnel on a daily basis. During a standard 6-month deployment, aircraft carrier laundries will operate 16 to 20 hours per day, 6 or 7 days a week and process nearly 150,000 pounds of laundry a week. Since de p- loyment schedules may require Naval ships to remain at sea for sustained periods, it is imperative laundry operations remains at 100 percent capacity. The inability to provide efficient laundry service due to equipment downtime has a severe detrimental effect on ship's force morale. Safety Features Laundry personnel should know the safety features and procedures to follow to prevent pe r- sonal injury and damage to the equipment. The following safety features are generally true for all models; however, check the technical manual for the specific piece of equipment for any additional safety features: The washer extractor will stop if the outer shell door is opened during the wash cycle An interlock switch prevents the outer shell door of the washer extractor from opening during the extract cycle Both hands must be used to operate the jog switches on the control panel The control switch or the master switch can be used as emergency stops The vibration switch will stop incorrectly loaded machines during the extract cycle The air pressure switch will not allow the machine to operate on less than 80 pounds of air pressure The automatic brake engages during power loss or an emergency stop The positioning interlock switch eliminates the possibility of the wash motor activating while the outer shell door is open. Item No. Description Requirements Manufacturer/Model Number 1 200-pound washer/ extractor MIL-W-19044C Edro Corporation DW2000MNSWE-13A 2 200-pound washer/ extractor MIL-W-19044 Pellerin Milnor Corp 42044CP3 3 100-pound washer/ extractor MIL-W-19044 Edro Corporation DW1000CNSWE-22B 4 60-pound washer/ extractor MIL-W-19044 Edro Corporation DW600PNSWE-23B 5 60-pound washer/ extractor MIL-W-19044 Pellerin Milnor Corp 36021CPE 6 20-pound washer/ extractor MIL-W-23554 Hoyt Corporation HD 2000 7 16-pound washer/ extractor (submarines only) MIL-W-23554 Type I Wascomat Corp. WASCONAU- TIC

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-23 General Safety Requirements Before operating any laundry equipment, you should observe the following general safety r e- quirements: Familiarize yourself with the location and availability of emergency equipment, such as the eyewash station (Figure 2-9) and first-aid box Make sure that the work area around your equipment is dry and clear of obstructions Make sure all lights in the area work Follow the posted operating instructions and observe all safety precautions Only qualified personnel should operate laundry equipment Make sure all safety guards, screens and devices are in place before starting Always turn off power when loading and unloading the washer extractor. Specific Safety Requirements You should pay close attention to the following specific safety requirements: Never bypass or disconnect any safety feature When operating a machine, keep a safe distance away from moving parts Keep your hands, body and clothing away from moving machine parts Never use your hands or body to stop moving parts even if the power has been turned off Never leave machinery unattended Do not clean or service a machine while it is in operation. Maintenance The washer extractor is an important and expensive piece of equipment. If it breaks down b e- cause of a lack of maintenance or care, time and a lot of money may have to be spent to make it o p- erational. The ship's crew may also be subjected to inconveniences and unsanitary living conditions until repairs are made. Too much emphasis cannot be placed on the proper care and maintenance of the washing machine.

Rev. JAN 2010 2-25

Figure 2-9, Eyewash station. The senior laundry petty officer is responsible for the care and maintenance of the laundry washer extractors. The operators are responsible for performing operator maintenance. The inside and outside of the washer should be kept as clean as possible. The soap solutions and hot water used in washing clothes help to keep the inside clean and sanitary. However, scum and other acc u- mulations should be removed daily from the exterior. To do this, use an oxalic solution. The solution is made by dissolving 1/2 pound of oxalic acid crystals in 1 gallon of water. WARNING Wear goggles and protective gloves when mixing and using the oxalic acid solution. Dispose of the remaining solution as directed by your supervisor. Use a rag or brush to apply the solution. Apply the solution and rub vigorously; then rinse with clean water. A fine abrasive powder, such as pumice stone, sprinkled on a damp cloth helps to r e- move grease and film from the tub. Using scouring powder and a brush also works quite well. Operators should be alert for mechanical problems that may occur between scheduled mai n- tenance checks. The problems may include, but may not be limited to, the following: Loose latches on cylinder doors Leaky valves Improperly working extractor brake Improperly working thermostat Inoperable switches

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-25 Improperly operating timer Improperly engaging extract Incorrect water levels Inoperable safety features. Only qualified shipboard maintenance personnel should perform mechanical or electrical maintenance. Laundry personnel should not perform this type of maintenance or operate any equi p- ment until cleared by the maintenance personnel. Washer-Extractor Controls The control system on the Dyna-Wash machine is simple and easy to understand. To improve laundry quality, prevent mechanical failures and increase life expectancy of the washer extractor, use the Programmable Logic Controller (PLC) or microprocessor for an automatic wash in shipboard laundries. This system, in conjunction with the solid system control pad, makes washing clothes el e- mentary. The PLC and chemical control pad are shown in Figure 2- 10. With the addition of the PLC, you can no longer use the washer in manual mode. Programmable Logic Controller The following is a description of the PLC controls: 1. Power switch—This switch controls power to the machine. 2. Program select buttons—Selecting these switches will activate the appropriate Navy wash for- mula. There are three buttons that correspond to the three Navy wash formulas. 3. Temperature sensor—This thermostat controls the desired temperature of the water in the washer extractor. An LCD reading shows the temperature of the water in the machine. You can adjust the desired temperature. If the water is not hot enough, the electric coils or steam coils will be engaged to increase the water temperature. NOTE: The wash cycle will not advance before the water temperature reaches the desired temper a- ture. 4. Jog button—This button used in conjunction with the reverse or forward button allows you to move the washer cylinder. This is a safety feature. 5. Forward/Reverse button—This button moves the cylinder in the appropriate direction when pressed simultaneously with the jog button. 6. Emergency Stop button—When pressed it will shut down the washer extractor. This is a safety feature. 7. Cycle indicator lights—The indicator lights illuminates the washer extractor to inform the opera- tor what cycle the washer extractor is currently on. 8. Step number and program time window—LCD readout.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-26

Figure 2-10, PLC and chemical control pad.

Chemical Control Pad A microcomputer, this control pad acts as the brain for the solid cake dispensing system. Based on the operator’s manual input or the PLC electronic signal, the chemical control pad tells the dispensing machine when, what and how much chemical to release. The laundry operator keys are in the desired cycle on the control pad’s numeric keypad. Pressing number: “1” activates the formula for washing whites and khakis; “2” activates the formula for blues; and “3” activates the formula for wools. This operation eliminates the guesswork of measuring the proper chemicals and ensuring they get i n- to the wash at the appropriate time during the wash cycle. Washer-Extractor Operation Washer extractors consist of two parts: the outer shell and the cylinder. The shell holds the water washing supplies. The cylinder holds the clothes. The cylinder has holes in the bottom of the shell that allows water and suds to enter and clean the clothes during the wash cycle. Water is extracted from the cylinder using centrifugal force. During the extracting cycle, a separate extractor motor spins the cylinder at a high speed.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-27 The washer extractors manufactured for the Navy comes in various sizes. They were d e- signed to provide an easy and safe method for washing clothes. Since they are automatic, their ope r- ation is simple. The first step before operating the machine is loading it. Figure 2-11 shows a laundryman loading a Dyna-Wash. When loading the Dyna-Wash, you should divide the wash load into three equal piles. There should be no more than a 10 percent diffe r- ence in the weight of each pile. Overloading a washing machine is one of the causes of breakdowns because greater strain than the manufacturer intended is placed on all moving parts, particularly the motor. Overloading also results in poor washing because the water and cleaning solution do not have adequate space and sufficient agitation to remove the soil. Under loading, on the other hand, results in a waste of water and supplies. Once you understand the importance of proper loading, safety fe a- tures and controls of the washer, you are ready to operate the washer extractor using the following procedures:

Figure 2-11, Proper loading of a washer extractor. 1. Verify the power is turned on and steam, water and air valves are opened as applicable. 2. Open the shell door. On multi-pocket machines, jog the cylinder until the inner door is aligned with the outer door. Open the inner door. Load the open pocket or multi-pocket machine with the prop- er amount of laundry. Do not exceed the maximum rating of the machine or the individual pocket on multi-pocket machines. Repeat the loading process for the remaining pockets. Ensure the mul- ti-pocket machines are evenly loaded to prevent an out-of-balance condition. 3. Close and secure the inner pocket and main shell door(s). Ensure the doors are properly latched and secured. 4. Verify the proper temperature settings for the selected formula and adjust accordingly. 5. Start the machine. For electro-mechanical controlled machines, align the drum to the start of the formula and set the switches for automatic operation. Turn the timer on. For microprocessor or programmable logic controlled (PLC) machines, select the desired formula and begin automatic operation by depressing the formula and/or run button as appropriate. 6. Allow the machine to operate through the full automatic operation. Periodically monitor the m a- chine operation and inform the laundry supervisor of any abnormal operation.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-28 7. Unload the machine following the cycle completion and transfer the clothes to the dryer or press station. Be sure to use the technical manual for the washer extractor aboard your ship when training your laundry personnel. Different machines may have specific safety and operating requirements that you should follow. Wash Water Water is the most important item used in a laundry. Not only is it needed in quantity but also the quality of the water has an important effect on the washing process. At sea, quantities of suitable wash water are subject to greater limitations than ashore. You may not always have enough fresh water available. To conserve fresh water, you may be required to use seawater. Water that contains an appreciable quantity of salts is hard water. Soft water is water that has not picked up salts from the earth or has had these substances removed or neutralized. Since seawater contains a concentration of salts, it is the hardest of all wash waters. TYPES OF HARD WATER—In the laundry, hardness in water kills the power of soap. When soap is added to hard water, the calcium and magnesium salts in the water combine with the soap to form a sticky, insoluble deposit known as lime. This reaction makes soap useless for washing. The sticky deposit traps the dirt and puts it back on the fabric in the form of scum. If no dirt is present, the scum is seen as a white film on the clothes. There are two types of water hardness: 1. Temporary hardness —Water containing calcium and magnesium bicarbonate is cons i- dered temporarily hard because these elements can be removed by boiling. The scale on the inside of steam kettles is caused by the insoluble carbonates being deposited as the water evaporates. 2. Permanent hardness —Water that contains calcium and magnesium chlorides is not affected by boiling and is permanently hard. Water requires special treatment with chemicals or distillation to remove permanent hardness. WATER-SOFTENING METHODS—The base exchange and distillation methods are generally used to soften water. The base-exchange method softens the water by exchanging calcium and ma g- nesium compounds in the water for sodium compounds that do not cause hardness. The distillation method softens the water by evaporating it and then condensing the vapor back into the water to cool it. The distillation method makes seawater usable for the ship's boilers and other uses. Distilled se a- water is not pure, but it contains only about 1/20,000 of its original concentration of salts. Laundry Detergent As discussed earlier in the chapter, the Navy uses solid cake capsules throughout the fleet. These capsules eliminate the guesswork. With the use of these capsules, the proper mixtures of chemicals are dispensed into the wash cycle depending on the type of clothing you are washing. Fig- ure 2-12 is a picture of a solid cake capsule dispensing system. Although we do not use two-shot detergent as a primary chemical, it is used as a backup. Two-shot detergent is intended for shipboard washing of cotton, synthetic and blended items using

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-29 fresh water or seawater. Table 2-4 shows the wash sizes and the amounts of two-shot detergent that should be used with both fresh water and seawater.

Figure 2-12, Solid cake capsule dispensing system. Since bleach is an integral part of two-shot detergent, its use eliminates the problem of d a- maging colored fabrics with bleach. This detergent does not require special handling and is safe for washing all fabrics. Sour is used in the last rinse cycle to neutralize alkalinity and decompose any remaining tra c- es of detergent still in the fabric. WASHING FORMULAS Three wash formulas were developed by the Navy to produce whiter and brighter clothes, to conserve energy and to meet environmental regulations. They are Navy wash formulas I, II and III. These formulas have been tested in laundries aboard ship and found satisfactory. The PLC is pr o- grammed with these formulas. They should be posted on the wash deck for you to be familiar with. RINSING Rinsing removes soil and cleaning solutions from the clothes. Poor rinsing results in grayness, disagreeable odors, harsh finishes and poor-quality work. The number of rinses used should always be according to the Navy wash formula that you are using and should not be modified. Under normal conditions, following the Navy wash formula will bring desirable results. If heavily soiled clothes do not come clean in the first wash, they should be washed again.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-30 LAUNDRY SOUR Sour is added to the last rinse cycle to neutralize the remaining alkali and dissolve iron and other metallic salts. If left in fabrics, these chemicals cause odors and discoloration after drying. Another reason for using sour in the last rinse is that it removes sodium bicarbonate, which is normally in the rinse water. Even though other chemicals may have been rinsed out, sodium bicarb o- nate remains. When subjected to the heat of flatwork ironers or presses, sodium bicarbonate is co n- verted to sodium carbonate that is quite alkaline and can damage fabrics. Sour also decomposes any bleach left in a load, prevents discoloration and helps to sterilize the clothes. In addition, sour sets acid dyes often used in bright-colored fabrics and preserves the tensile strength of fibers. Sour also removes rust stains. Table 2-4.—Two-Shot Detergent Amounts

Many different laundry sours of varying strengths are available. They include acetic acid, flu o- rosilicic acid, hydrofluoric acid and several types of fluoride (ammonium, sodium acid and sodium sili- co). The Navy generally uses fluoride. As previously mentioned, most Navy ships use the solid cake dispensing system. The dispensing system automatically adds the sour in the final bath. DRY CYCLE Once clothes have completed the wash cycle, you will process them through the dry cycle. This cycle is important in achieving the desired finished work. Although the Navy uses several types of tumbler dryers, the 50-pound dryer is mainly used aboard ship (Figure 2-13). TUMBLER DRYERS Figure 2-14 illustrates a set of tumbler dryers. The Navy uses steam and electric dryers. In Figure 2-15, the door of the tumbler dryer is open and part of the perforated basket can be seen i n- side, while a laundry operator loads a Fire Fighting Ensembles (FFE). Each dryer has an exhaust fan enclosed in the bottom of the machine. This fan pulls outside air through the heat coil box where it is heated by steam or electrical coils, depending on the type of dryer. It then enters the basket through the perforations and dries the clothes. The exhaust fan removes the air from the basket and forces it out through an exhaust duct.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-31

Figure 2-13, Diagram of an electric- and steam-heated tumbler dryer.

Figure 2-14, Set of tumbler dryers.

Figure 2-15, Ship's Serviceman loading the tumbler dryer.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-32

Controls and Indicators Table 2-5 identifies the controls and functions of a typical tumbler dryer. Most of these controls and their operation are self-explanatory. However, check the technical manual for the dryer on your ship to determine the location and function of each control. Table 2-5, Tumbler Dryer Controls and Functions.

Primary Lint Trap The primary lint trap is located in the bottom of the machine. It is accessed through the lower lint trap on the bottom of the dryer. Figure 2- 16 shows the primary lint trap open with the secondary lint screen leaning against the front of the tumbler dryer. The primary lint trap should be cleaned after every 2 hours of operation. Cleaning the lint trap eliminates fire hazards and restrictions that increase the drying time. Secondary Lint Trap Air that has gone through the primary lint trap and left the dryer may still have lint in it. This lint builds up in the exhaust ducts and blocks the airflow. Ducts with long runs and elbows attract lint bui l- dup, creating fire hazards and backpressure. These vents and ducts should be inspected and cleaned monthly. Secondary lint traps help to cut down the buildup of lint in ducting. Figure 2- 17 shows a sec- ondary lint screen being removed from the exhaust system for cleaning. The secondary lint trap on your ship may be different from the one shown in the figure. Regardless of what type, they are easy to install and remove and should be cleaned once after every 4 hours of operation. Steam and Electric Coils Steam and electric coils are located on the top of the dryer. Using them as heat exchangers makes them collectors of lint and dirt. This buildup slows the transfer of heat and reduces airflow. Heating coils should be checked for the presence of lint and cleaned daily.

Item No. Control Function 1 Temperature gauge Indicates dryer temperature 2 Start button Starts dryer 3 Temperature range selector Regulates outlet temperature 4 On/Off power switch Turns power on or off 5 Cool-down cycle lamp Indicates cool-down cycle is on 6 Drying cycle lamp Indicates drying cycle is on 7 Drying cycle timer Regulates drying time 8 Lint trap access door Provides access to primary lint screen 9 Lint collector screen Collects lint

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-33

Figure 2-16, Primary lint trap open, ready to be cleaned.

Figure 2-17, Secondary lint trap installation.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-34 PRESSING AND FINISHING The press deck processes laundry received from washing or tumbling operations. By following the washing and drying procedures outlined earlier, you may successfully finish uniform items ma de of synthetics or blended fabric by tumble-drying. However, you must press cotton items. To press clothing correctly, you must be sure that laundry personnel on the press deck know how to operate a press. This requires practice in the use of standard press lays for shirts and trous- ers. It also requires knowing how the laundry press operates and following all safety precautions. LAUNDRY PRESS A laundry press is shown in Figure 2-18. It consists of a stationary, padded buck fastened to a rigid metal frame. The head of the press is made of polished metal; it is operated by compressed air and heated by live steam or an electrical heating element. The press head temperature should be set between 300 and 325 degrees. This should be a sufficient temperature to allow for proper drying with- out scorching the fabric. Speaking of scorching, high temperatures is not necessarily the cause. Be sure the clothes are being properly rinsed on the wash decks, because soap will cause discoloration. A table for holding the items being pressed is attached to the frame of the press under the buck. The buck of a press is your worktable. The buck thermostat should be set between 260 and 275 degrees for proper temperature to keep the padding dry. The size and shape of the buck vary with the function that it was designed to perform. The buck is padded in a specific way for satisfactory pressing. This padding must be in good condition at all times. It should be changed when scorched, uneven, or worn. The amount and condition of padding affects head pressure. You should have the laundry maintenance personnel readjust this pressure to get the amount required for good pressing.

Figure 2-18, Utility laundry press basic parts.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-35 Table 2-6 contains the many different presses used afloat. Even though there are several models (some steam, some electric), the operation of each is basically the same. The following types of presses are usually installed aboard ship: Tapered head—For general pressing of wearing apparel Rectangular head—For general pressing of wearing apparel and flatwork items. You should use the spray guns attached to the press units to dampen garments that are too dry to press with cold water. You also may need to use a little spray to compensate for the moisture lost while pressing other parts of the garment. Table 2-6, Laundry Presses Used Aboard Ship

Press Layouts Two or more laundry presses placed together are called a unit. This allows garments to be a l- ternately pressed on each machine by one operator. The placement of presses within a unit, or units, in the laundry is called the layout of equi p- ment. The layout of equipment on Navy ships is determined by NAVSEASYSCOM and should not be changed without prior approval. Figure 2- 19 shows a single-operator station consisting of two utility presses and one pants topper press. A large ship may have several of these stations. Description Laundry Press Manufacturer and Model Utility press, 54 inch Ajax, Model 554-C Pants topper press, 36 inch Ajax, Model 3612-C Utility press, 54 inch Forenta, Model 53 VAN Pants topper press, 36 inch Forenta, Model 3516 VSN Pants topper press, 36 inch Forenta, Model 3516 VSNE Utility press, 54 inch Hoffman/New Yorker, Model ALU-53 Pants topper press, 36 inch Hoffman/New Yorker, Model ALU-T14

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-36

Figure 2-19, Laundry press single-operator station. Safety Features The laundry press head will not close unless you use both hands to push the two close bu t- tons. This keeps your hand from being caught under the press head. You only have to lift slightly on the control bar to open the press head, which allows easy release in an emergency. If the bar hits some obstruction on the down stroke, the head will release. In addition, press heads will not close and lock if an object that is too thick is placed between the press head and pad. To test this safety feature, roll up a bed sheet, place it under the press head and then try to close the press head. If the press head is adjusted properly, it will not lock shut. Many laundry personnel have caught their hands between the press head and the pad. If you follow a few simple safety precautions, this should never happen: Never operate the press if any control buttons are sticking Never plug one of the buttons to increase speed Do not allow anyone to stand near the press while operating it Ensure that only one operator at a time is working at a press station. UTILITY PRESS Utility presses are air-operated. They are controlled by push buttons mounted on the front or underneath the press table. The air buttons are used to lower and lock the head. These two buttons must be pressed at the same time. Around the exhaust hood, there is a control bar. The head can be released by lifting slightly on this bar.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-37 Before heating and operating the press, examine the cover padding. Check the head pressure by inserting a bed sheet with a portion exposed and trying to pull it out after the press is closed. The bed sheet should resist all efforts to remove it and remain in place. If the padding is bad, do not use the press until it is re-padded. If the cover is unsatisfactory, replace it with a new one. For steam presses , when you heat the laundry press, do it gradually. Turn the steam valve partially open for 20 minutes and then open it completely. The press is then ready for use. For electric presses , allow the press 15 to 20 minutes to heat up to the proper operating temperature. The time required to press a garment depends upon the following: Type of material Moisture in the material Head pressure Steam pressure (less than 100 psi will require longer time) (steam presses only) Effectiveness of the steam trap in carrying away the condensed steam to allow unrestricted flow of live steam into the head chamber (steam presses only) An article with a roughdry appearance usually requires more than normal pressing time. Be sure that the article is damp enough when you start to press it. If the article is not damp enough, spray it with the spray gun. For normal pressing, keep the laundry press head down for about 15 seconds. Experience in pressing enables you to tell when to dampen a garment before you press it and how long it will take to press that particular type of material. PRESS MAINTENANCE Operators should perform only minor maintenance on presses. However, they should see that repairs to presses are recorded in the equipment maintenance log. Check to see that steam pressure to the presses is 100 psi. Air pressure on presses should be from 75 to 95 psi. Laundry personnel should not get into the mechanics of the laundry press; however, they should perform the following operator maintenance: Thoroughly clean presses (daily) Clean and wax press heads when needed Change pads and covers when needed Note: These three operator maintenance tasks are the same for both steam presses and the electric presses. Dust off the entire press table of the laundry press before starting pressing operations (daily) Wash off the press table with hot, soapy water and dry it (daily).

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-38 Cleaning Press Heads Press heads must be clean at all times so that clothing does not pick up stains from the press head. To clean the press head, you need press head cleaner, press head wax and press head mitts. The purpose of the press head mitt is to keep you from being burned. It has two sides: one side is smooth and the other side is steel wool. Use the smooth side to apply press head cleaner evenly to the press head. Then scrub the press head with the steel wool side of the press mitt. Wipe the press head with clean rags, wear the press head mitt to prevent burns to your hand. CAUTION: Never use rags that may have flammable substances on them. After excess press head cleaner is removed, apply wax to the press head. Sprinkle wax on one side of the wax cloth and then fold it together. Use the press head mitt to hold the wax cloth even- ly against the press head until all surfaces have been waxed. Use a clean rag to wipe off any excess wax. Use old bed linen to test the press head for excess cleaner or wax by lowering the press head on the sheet. If no stains are noticed, you are ready for regular pressing. Changing Pads Presses must be properly padded at all times. Packed down pads produce poor-quality work, break buttons and transfer burn odors to clothing that is pressed on burned-out padding. Change these pads as required. The materials you will need to change pads include the following (Figure 2- 20):

Figure 2-20, Changing laundry press padding. One steel wool pad —replace every year Two flannel pads —every 2 months with normal use One press cover —as required. The procedure for changing the padding on the buck is simple. Unclamp or unhook the cover beneath the buck and remove the old padding. The steel wool pad on the bottom is very expensive

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-39 and should only be changed when worn or rusted (about once a year). On the top of the steel wool pad, place two flannel pads with the press cover on top of them. Pull the drawstring tight and tie it off. Connect the tension springs and clamps under the buck of the press. The job is now complete. PRESS LAYS In machine pressing, each garment is finished in a series of lays. Each lay is a position of the garment on the buck. The series of lays should cover the entire garment. You can use a hand iron to smooth out-of-the-way places that cannot be pressed with the machine. A sequence of lays for shirts and trousers are described on the following pages. These are considered the minimum for each article when good-quality pressing is desired. These lays are not standard with all pressers. For example, one press may use two lays for pressing the front of a shirt— one with the pocket flap up and the other with the flap down. Other pressers may use one lay with the flap down and still produce acceptable work. When determining the sequence of lays for a garment, consider the following: The minimum number of lays required to produce satisfactory work The logical sequence of lays needed for easy and quick handling The part of the garment to be pressed last to prevent damage to the finish of the most co n- spicuous parts of the garment. The lays discussed here are used in ships’ laundries. The following lays for shirts and trousers do not include the use of a hand iron for touch-up work on places difficult to reach with the press. However, use hand irons as necessary to produce quality work. A garment that is nearly finished should not require much touch-up. Shirts Figures 2-21, Lay One through Lay Ten give the sequence of lays for a shirt using the presses available in shipboard laundries. These press lays are considered the minimum required to press a shirt properly. The first lay shows the pressing of a shirt collar on a standard press. This may be done on a collar/cuff press, if available.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-40

Lay One (Collar) Lay Two (Yoke)

Lay Three (Left front pocket) Lay Four (Left side and back)

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Lay Five (Back Full) Lay Six (Back Right)

Lay Seven (Right Front Pocket) Lay Eight (Left Sleeve)

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-42

Lay Nine (Right Sleeve) Lay Ten (Finished Product) Figure 2-21. Pressing Shirts. Use spray guns when needed to keep shirts damp during pressing. This also improves the f i- nished appearance of the shirt. Remove any wrinkles left by the conventional press with a hand iron. As you become more experienced at press operations, you should be able to press two shirts at a time. Trousers Keep trousers in a damp box with a wet net over them until you are ready to begin pressing. When you remove the trousers from the damp box, straighten out the trouser pockets. Shape the trousers with your hand and dampen, if necessary. Press the pockets on the smaller end of the buck

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-43

Lay One (Left Front Pocket) Lay Two (Back Pocket)

Lay Three (Left Leg Inseam) Lay Four (Right Leg outseam) Figure 2-22 . Pressing Pants. Start with left-front pocket and then rotate them clockwise around the buck. Next, press the left rear pocket, then the right rear and lastly the right front. Now that the tops of the pants are complete, you will switch to the larger side of the buck to press the legs, as shown in Figure 2-22, Lay One through Lay Four. If the steam pressure in the laundry is below 100 pounds of pressure, you may have to press the trousers a bit longer to make sure dampness is gone, especially for the inside pockets. Before you press the legs, you must match the inseams. When matching the inseams, be sure the outer seam matches the inner seam on both legs. If they are not matched, the creases will run uneven on the

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-44 trousers. When you complete the press lays, hang the trousers on a hanger equipped with a trouser guard. This prevents lines from setting in the legs of the trousers during storage. Other Articles To finish cap covers, use a regular iron to press the band on the small end of a press. Press garrison caps in two lays on any type of press. Use one lay for each side. Do not press caps with leather bands on a laundry press. The leather will not withstand the temperature of the hot head. When you press ties, cut a cardboard form that will fit inside to hold them straight. Then press with two lays, one for each side. Do not press wool worsted ties on a laundry press. Use a press with a covered head. Take care when pressing tablecloths or napkins. If a flatwork ironer is not available, use a con- ventional press. Precondition the tablecloths and napkins in the dryer before pressing (do not over- dry). If the tablecloths and napkins are not preconditioned before you press them, they may scorch. On the other hand, if they are too wet, they will not be finished properly. Tablecloths should be co v- ered with a wet cloth until you are ready to press them to keep them from drying out. FLATWORK Items of flatwork are made from synthetic, synthetic blend and cotton blend fabrics. These items can be successfully finished in a dryer without the need for pressing, which reduces the press deck load. However, using an ironer reduces the drying workload and produces a better finish than rough-drying. FLATWORK IRONER You will probably serve at some time on a ship that has a flatwork ironer. Flatwork ironers are normally installed on larger ships. On this ironer (sometimes called a mangle), flatwork is ironed as it comes from the washer extractor. Most of the items processed through the flatwork ironer aboard ship are bed linens and tablecloths. Handkerchiefs, hand towels, aprons, undershirts and white trousers can also be finished on the flatwork ironer. On ships without flatwork ironers, flatwork, such as table linen, may be pressed on a laundry press of the type described in the previous section. The rest of the work is roughdried. Ironer Controls The flatwork ironers used on Navy ships have either 60-inch or 85-inch steam-heated cylin d- ers. Each ironer has three padded pressure rolls that press the flatwork against the cylinder. The work is carried into the ironer on feed ribbons that lead the work over the cylinder. At the rear, an apron or ribbon presses the work against the underside of the cylinder and returns it to the front. Steam to heat the cylinder is provided by the ship's steam line. The motor is electrically driven. To give you a broad understanding of the flatwork ironer, we will briefly describe its main co m- ponents. Start button puts the rolls in operation

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-45 The return ribbons hold flatwork in contact with the heated cylinder until discharge to the del i- very table The delivery table catches all discharged material The finger guard prevents the hands of the operator from getting near the padded pressure rolls The padded rolls smooth and flatten fabric as it is fed to the heated cylinder The feed ribbons feed flatwork The feed ribbon drive roll turns the feed ribbons The speed control lever controls the speed in which flatwork is passed through the ironer The foot pedal engages the compression roll The speed control plate increases or decreases the speed of the rolls The round red emergency stop button, located either on the front or back, left or right side, immediately stops the machine in case of an emergency. Care and Maintenance Maintenance of the flatwork ironer is the responsibility of engineering personnel. Only trained maintenance personnel should maintain the ironer. Instructions for performing operator maintenance are found in the manufacturer's technical manual. This includes changing ribbons, aprons, pads and covers and friction material on drive rolls. Laundry personnel should do this maintenance only after being trained in the procedures for perfor m- ing this work. WAXING THE IRONER .—Waxing produces a smooth finish on flatwork, prolongs ribbon life and prevents linen from sticking to the heated cylinder. Laundry personnel should wax the ironer each morning or after every 6 to 8 hours of use. You should use only the wax recommended by the man u- facturer. To wax the ironer, cut a strip of cloth about three feet wide and as long as the cylinder. Sprinkle wax evenly over half of the strip and fold the other half over it. Hold the cloth tightly and feed the closed or folded end into the ironer. Run the cloth through the ironer several times. Be careful when doing this as the wax may become very hot. Also, be careful not to over wax, as this causes the return ribbon and drive material to deteriorate. This cloth may be reused as long as the wax lasts. Never sprinkle wax directly onto the ironer. REPLACING IRONER RIBBONS —Have engineering personnel replace ironer ribbons when they become worn, discolored, or torn. After they have been replaced, you should wax the ironer. REPLACING FRICTION MATERIAL ON THE RETURN RIBBON DRIVE ROLL —The return ribbon drive roll operates the ironer return ribbons. It is located at the front of the ironer under the white canvas feed ribbons. For the ironer return ribbons to be driven properly, the ribbon drive roll must be properly covered with friction material. Special 6-inch-wide friction material wound around the drive roll is used for this purpose.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-46 When the frictional material becomes smooth or worn, contact maintenance personnel to r e- place it with new material. If this material is not replaced, the ironer return ribbons will not be driven at the right speed. Return ribbons should run faster than the heated and padded compression rolls. Jamming or wrinkling of linens under the return ribbons indicates the ribbons are not running at the proper speed. This means the friction material may need replacement. CHANGING COMBINATION PADS AND COVERS—If the padding on the ironer pressure rolls loses its resiliency, becomes scorched, or burned, ask experienced maintenance personnel to install new padding. After the padding is installed, make sure all safety guards are in place and working properly. Then run a wax cloth through the ironer two or three times. The padding at one end of an ironer may become more compressed than at the other end. To fix this condition, pass some heavy bath towels or other thick work through the thicker end. This should compress the padding so that it is the same diameter across the width of the roll. A minimum amount of pressure should be applied on the padding. This allows maximum pa d- ding life. Do not try to maximize the pressure that is put on the padding. The ironer will not dry better because of increased pressure. The padding will simply wear out faster.

Safety Precautions Before discussing operation of the flatwork ironer, we need to discuss safety precautions that apply to this equipment. Do not try to remove jammed linen or material while the machine is running. Serious injury to the operator or damage to the ironer may occur if you try to reposition or un-jam linen or try to service the ironer while it is running. If something is jammed, shut off the ironer at the power source before removing. Never reach over, under, or behind the safety finger guard or into any area near the heated roll or moving parts without first shutting off the ironer at the power source. If you break this rule, you risk being caught in the rolls or ribbons and being seriously injured from the heat or pressure of the ironer. This rule should be followed whether you are working at the front, side, or rear of the ironer. Check the operation of the safety finger guard at the beginning of every shift. Touching the safety finger guard should activate a switch that will stop the ironer. If this safety feature is not wor k- ing, shut off the ironer at the power source and notify your supervisor. Do not try to operate the ironer until the safety finger guard is repaired. Always make sure other safety guards and end panels are in place before operating the ironer. Always make sure all ribbons and tapes are in place and working properly. They are designed to prevent jamming and to hold linen so that it is properly ironed. Keeping the ironer well waxed also helps to prevent jams. The ironer is designed for processing flatwork only. Do not iron anything except flatwork, because damage to the ironer or injury may result. Do not stand, sit, or kneel on any shelf at the front or rear of the ironer. These shelves are not designed to support a person's weight. Protect yourself by following these simple rules. Read and follow all safety labels. Learn which parts are hot and how the ironer works —including how to shut it off in an emergency. Do not try to make mechanical repairs on this equipment. Only qualified personnel should service this equipment. When in doubt, contact the engineering department.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-47 FLATWORK IRONER OPERATION Before you start to operate the flatwork ironer, make sure you fully understand the use of each control and the equipment safety precautions. The compression roll should be disengaged (top pos i- tion) and flatwork ready to be fed into the machine. Follow these steps: 1. Start the ironer by pressing the green button. 2. Set the ironer to the lowest speed by adjusting the speed control handle. 3. Open the steam supply valve slowly. Open the valve one-half a turn at first and gradually allow steam to enter the cylinder. Continue to open the valve slowly until it is opened all the way. The steam pressure for the ironer should be about 100 pounds per square inch (psi). It normally takes about 30 minutes to heat the cylinder fully. 4. Engage the compression roll and wax the ironer. 5. Start feeding the flatwork. You may increase the speed to meet your needs. During normal operation, you may stop the ironer by touching the red finger safety guard or pressing the red emergency stop button. 6. To stop the ironer at the end of your work, close the steam supply, raise the compression roll and allow the machine to run without steam for 20 to 30 minutes. This allows the components to cool before the power is shut off. This cool-down phase also prevents damage to the return ribbons and protects the compression roll padding from being flattened. Note: Never change the speed of the ironer when the ironer is on; doing so may damage the variable speed mechanism. The flatwork ironer is not designed to process nylon or rubberized fabrics. To do so may result in fire or damage to the ribbons or cylinder surface. Do not leave the ironer for more than 5 minutes without raising the compression roll. This keeps it from overheating and burning the roll. FLATWORK IRONER FEEDING When feeding flatwork into the ironer, the following steps will make your job easier: 1. Check on the dampness of the pieces before feeding. 2. Adjust the extracting time as needed to ensure each piece is dried properly when it comes out of the ironer. If the pieces are not dry enough, they will come out of the ironer damp. If too dry, they will come out with a roughdry appearance. 3. Do not let flatwork sit in the laundry baskets after removing the work from the extractor. 4. Iron flatwork immediately while it is at the right amount of dampness, or cover it to retain the right amount of moisture. 5. Shake out the work and lay it over the edge of the laundry basket or on a table when feeding.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-48 6. Feed flatwork into the ironer wrong side up, so that the smooth or "right" side comes in contact with the cylinder. This gives a smooth finish to the outside of the flatwork. Fold the smooth side out as the work comes from the machine. Large Items Two people should feed large items, as shown in Figure 2-23. To start the piece through the ironer, each person grasps a top corner with the hand nearest the ironer. They stretch the forward edge between them so that it enters the machine straight and smooth. After the feed roll ribbons pick up the item, they use both hands to hold it firm and straight as it passes through the ironer. As the item comes out, they fold it.

Figure 2-23. Laundry personnel using the flatwork ironer. Small Items Feed small articles into the flatwork ironer in more than one or two areas along the length of the cylinder. If you continually feed small items into the ironer at one or two spots, the padding on the pressure rolls wears more at these points and the quality of the work becomes unsatisfactory. The on- ly way to fix this problem is to repad the rolls. FINISHED WORK Individual and bulk lots of completed laundry have different assembly and handling requir e- ments. Generally, you can load bulk lots directly into the laundry bags in which they were brought to the laundry. However, items in individual bundles require (1) Careful handling, (2) thorough inspections and (3) accurate counting. Handle finished laundry with care. Collect it promptly and place it in the right bin. Do not allow unfolded clothes from the net bags to pile up around the laundry. Do not allow clothing to fall to the deck. When finished work is soiled or wrinkled by rough or careless handling, reworking is the usual result.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-49 ASSEMBLY OF INDIVIDUAL LOTS Before you receive individual lots in the assembly area, place each customer's laundry list (NAVSUP Form 233) in the assembly bins in alphabetical order. Then place the finished laundry in the correct bins. Figure 2-24 shows this procedure being performed in the assembly room. Remove the items from the net bag. Then fold and return them to the net bag, as you check off each item on the laundry list. Once this is finished, pin the net bag with a large laundry pin. Make sure the right sock bag is attached to the bag with a small laundry pin. Make sure the name or laundry mark is shown clearly on the net when you wrap and pin the bundle (It makes issuing the bundles easier). Then put the bag in the bin.

Figure 2-24. Assembly room. Check the laundry list and make sure you have all the finished presswork (shirts and trousers). Staple or tape the laundry list to the hanger. ASSEMBLY OF BULK LOTS Bulk lots are tumble-dried and placed back in the divisional laundry bags unfolded. Bulk items, such as tablecloths, should be pressed and placed in even stacks for return with the bag. Flatwork,

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-50 such as sheets and towels, should be folded and returned with the laundry bag. The following system may be used when processing bulk lots: Weigh each laundry bag and note the weight in the bulk lot laundry log Make sure you and the division petty officer sign the bulk work log. Acknowledge the delivery weight in both the "Received By" and "Delivered By" columns. Note: Refer to the log should a division bring its laundry back to the laundry issue room claiming loss of clothing. Compare both issue and receipt weights. A 1-pound loss in weight from a 50- pound bag of laundry would indicate the loss may have occurred in the living compartment, rather than the laundry. QUALITY ASSURANCE Quality assurance in the laundry starts in the receiving area and ends with the return of clean, satisfactorily washed laundry to an individual. As you know, every individual expects the return of all articles from the laundry done in a professional manner. When you receive finished work in the assembly room, check each piece for cleanliness, stains, scratches, marks, or any other type of blemish. A shirt, for example, should have a quality look, that is, it should be thoroughly clean, free of blemishes, smoothly ironed and have the proper creases. What applies to the inspection of shirts, of course, applies to every article. Remember that you have final quality control responsibility before returning a customer's laundry. Sendbacks are articles in individual bundles and bulk lots that require reprocessing. Place a r- ticles sent back for reprocessing in a net so that they can be reworked immediately. Send backs should receive special attention so that deliveries can be made on schedule. Check on them occasi o- nally to make certain the desired work is being done. Do not return articles to the owner unless they represent the best quality of work and care you can give them. ISSUE Issue laundry only to authorized persons, to those designated on the schedule, or to individual owners. Be sure to obtain signatures and make sure the count reflected is accurate. Taking these steps will establish validity for laundry claims. Report to your supervisor any problems encountered in issuing laundry to officers, chiefs, mess management specialists, or other personnel. CUSTOMER SERVICE The success of any sales and service operation in meeting its purpose and objectives is d e- pendent to a considerable degree on the face- to-face relationship between the customer and the Ship’s Serviceman serving them. Quality laundry and prompt service are important; however, a co n- scientious, responsive operator can only assure customer satisfaction. You must understand the i m- portance of your job to the general morale of the ship’s crew. Remember, you should always strive to improve customer service. You should always be as responsive and helpful to the customer as you yourself would desire to be treated. If your customers are happy and satisfied, you will seldom hear anything about it. However, if there are any dissatisfac- tions or complaints, you will usually hear about them very quickly.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-51 EVALUATING CUSTOMER SERVICE As mentioned earlier, good indications of trouble spots are the complaints that you will receive. Most of the complaints received aboard ship are laundry related and most of those complaints involve lost, misplaced, or damaged clothing. You may want to change your laundry procedures for logging in and out of division laundry bags. You may want to institute more training on the wash decks on sorting and the use of identification markers. You should examine carefully any improvements you can make to existing procedures. RESOLVING CUSTOMER COMPLAINTS As a senior Ship’s Serviceman, you will be expected to investigate compl aints. As previously mentioned, the most common complaint in the laundry is missing or damaged clothing. You will first have to determine if the clothes were actually deposited for cleaning or repair. If they were, then you must determine the circumstances of the loss or damage. If the damage or loss was a result of the ship’s laundry, use the following information to determine what the proper reimbursement recom - mendation should be. When losses of or damage to personal apparel occur through the operation of a ship’s laundry, a claim for reimbursement can be submitted to the commanding officer via the sales officer. After a recommendation has been made from the sales officer, the commanding officer will de- termine the amount to be paid as reimbursement for the loss of or damage to personal clothing. The amount is based on factors, such as the original cost, current market value, length of time in use and whether or not the article is repairable. Articles that can be repaired will be deleted from the claim and will be repaired without charge. Calculation of Reimbursement Amount Reimbursement will be based on a depreciation scale of 30% for the first year and 10% for each succeeding year up to a maximum of 70%, figure 2-25.

Figure 2-25. Example of Claims Adjustment. SHIP’S 3-M SYSTEM In the paragraphs that follow, we discuss the various work center personnel and their respec- tive duties. GROUP SUPERVISOR Ship’s divisions, such as S -3, may have chief petty officers who are responsible for two or more work centers. These chief petty officers shall be referred to as “group supervisors.” Group s u- Khaki Shirt Replacement cost—$29.75 Actual age—11 months 30% depreciation Reimbursement is: $20.80 Adjustment value—30% of $29.75 = $20.80

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-52 pervisors are responsible for the proper performance of the 3-M Systems functions within their r e- spective work centers. WORK CENTER SUPERVISOR The senior enlisted person will be designated as the work center supervisor, responsible for the effective operation of the 3-M Systems within the work center. The work center supervisor will as- sign the maintenance personnel various PMS tasks. MAINTENANCE PERSONNEL Junior Ship’s Servicemen are the maintenance personnel in the S -3 division and report to the work center supervisor. Their 3-M Systems duties include, but are not limited to, the following: Perform assigned scheduled maintenance requirements using MRCs (Maintenance R e- quirement Cards), TGLs (Tag Guide Lists) and EGLs (Equipment Guide Lists), as indicated by the weekly schedule of the division. When performing PMS, maintenance personnel will notify the work center supervisor when: Anything on an MRC that is not fully understood, that appears to be incorrect, or that cannot be accomplished as written on the MRC Tools, materials a nd so forth, prescribed by the MRC are not available Any doubt exists about capability, training, or experience to perform the MR (maintenance required) properly Factors exist that would make performance of the MR unwise or dangerous Equipment deficiencies or casualties (casualties meaning down equipment) are discovered. Maintenance personnel will inform the work center supervisor when planned maintenance r e- quirements have been completed and sign the accountability log. The work center supervisor must be informed of any problems encountered under current schedules and/or MRCs. WORK CENTER PMS MANUAL The Work Center PMS Manual reflects the portion of the PMS Master File (maintained by 3- M Systems coordinator) that contains only the planned maintenance requirements applicable to a partic- ular work center. It will be retained in the working area near the Weekly PMS Schedule. Maintenance personnel will be familiar with the following information contained in the Work Center PMS Manual: List of Effective Pages (LOEPs) Maintenance Index Pages (MIPs) Maintenance Requirement Cards (MRCs ). List of Effective Pages LOEPs provide a listing of the MIPs and system equipment not requiring PMS that is assigned to each work center. Note that S-3 division falls under one work center, SS03, as illustrated in Figure 2-26.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-53

Figure 2-26, List of effective pages. Maintenance Index Pages MIPs are prepared and issued for each installed system/equipment for which PMS support has been established. MIPs are basic PMS reference documents. Each is an index of a complete set of MRCs applicable to a ship’s system, subsystem, or equip ment. A MIP for a tumbler dryer is ill u- strated in Figure 2-27. Note: The equipment has six different MRCs (identified by the box containing SYSCOM MRC Co n- trol No).

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-54

Figure 2-27, An example of a Maintenance Index Page. Maintenance Requirement Cards MRCs provide detailed procedures for performing maintenance requirements and describes who, what, how and with what resources a specific requirement will be accomplished. Personnel per- forming the maintenance should always follow any safety precautions noted on the MRCs and should become familiar with any chemicals used during the PMS, including the correct use of any personal protective equipment required during the handling of chemicals or during the maintenance proc e- dures. An MRC for the tumbler dryer is illustrated in Figure 2- 28. Note the periodicity of the MRC in the illustration—S13; this means that this is a semi-annual PMS check. The OPNAVINST 4790.4 pr o- vides guidance and requirements for all of the blocks and codes listed on the MRC.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-55

Figure 2-28, An example of a Maintenance Requirement Card.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-56 SUMMARY The purpose of ships laundry is to provide clean clothes to the crew, which promotes good morale. As a Ship’s Serviceman, you should understand the proper procedures for receiving, process- ing and issuing laundry. You will be able to determine the purpose and importance of all laundry logs and understand the proper safety procedures when storing supplies, working in and handling ship’s laundry. It is the responsibility of every SH to understand the importance and adhere to all safety r e- quirement pertaining to ship’s laundry.

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Figure 2-26, List of effective pages. Maintenance Index Pages MIPs are prepared and issued for each installed system/equipment for which PMS support has been established. MIPs are basic PMS reference documents. Each is an index of a co mplete set of MRCs applicable to a sh ip’s system, subsystem, or equip ment. A MIP for a tumbler dryer is ill u- strated in Figure 2-27. Note: The equipment has six different MRCs (identified by the box containing SYSCOM MRC Co n- trol No).

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Figure 2-27, An example of a Maintenance Index Page. Maintenance Requirement Cards MRCs provide detailed procedures for performing maintenance requirements and describes who, what, how and with what resources a specific requirement will be accomplished. Personnel pe r- forming the maintenance should always follow any safety precautions noted on the MRCs and should become familiar with any chemicals used during the PMS, including the correct use of any personal protective equipment required during the handling of chemicals or during the maintenance proc e- dures. An MRC for the tumbler dryer is illustrated in Figure 2-28. Note the periodicity of the MRC in the illustration—S13; this means that this is a semi -annual PMS check. The OPNAVINST 4790.4 pro- vides guidance and requirements for all of the blocks and codes listed on the MRC.

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Figure 2-28, An example of a Maintenance Requirement Card.

SH:”Ship's Laundry”, Chapter 2. Rev. FEB 2011 2-61 SUMMARY The purpose of ships laundry is to provide clean clothes to the crew, which promotes good morale. As a Ship’s Serviceman, you should understand the proper procedures for receiving, process- ing and issuing laundry. You will be able to determine the purpose and importance of all laundry logs and understand the proper safety procedures when storing supplies, working in and handling ship’s laundry. It is the resp onsibility of every SH to understand the importance and adhere to all safety r e- quirement pertaining to ship’s laundry.

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Rev. FEB 2011 3-1 CHAPTER 3 BARBERSHOP Learning Objective: Upon completing this chapter, you should be able to do the following: — Identify the purpose of a barbershop and the regulations that govern the barbershop operation. — Identify the personal hygiene required as a ship’s barber. — Recognize sanitation requirements for the ship’s barbershop. — Recall the procedures in basic haircutting techniques and the proper care and use of barber tools. — Recall the responsibilities of the barbershop supervisor. — Recall types of schedule systems used in the ship’s barbershop. — Identify processes used to improve customer relations in the ship’s barbershop. INTRODUCTION As a Ship's Serviceman (SH) you may be assigned as a ship's barber. You will cut hair and sanitize equipment and tools. You will develop the skills needed to cut hair by constantly using and practicing basic haircutting techniques. These techniques and pro cedures of maintaining barbering tools are covered by NEC SH-3122. We will discuss the haircutting process designed to give custom- ers a regulation haircut. To learn how to cut hair, you may attend the 4-week Ship's Serviceman's bar- ber school where you will learn the basic skills of barbering. Upon com pletion of the course, you will receive NEC SH-3122 and be designated as a barber. However, the lack of an NEC should not keep you from being a shipboard barber. If you are not able to attend barber school, the skills, techniques and guidelines needed are provided in this chapter. As with any craft skill, once y ou have mastered the basics, continued practice will enhance your performance. THE BARBERSHOP The administration and operation of the barbershop is the responsibility of the supply officer. This responsibility may be delegated to a junior Supply Corps of ficer with the commanding officer's approval. This does not relieve the supply officer of overall responsibility. Barbershop services aboard ship are provided to meet Navy-grooming standards. A picture of current authorized military haircuts is available from NEXCOM and should be posted in the barbershop. PURPOSE of the BARBERSHOP The purpose of the afloat barbershop is to provide regulation haircuts to shipboard personnel. As a barber, you are responsible for knowing the Navy's policy on grooming standar ds found in the U.S. Navy Regulations. You will play a significant role in helping achieve these standards. STANDARDS of SERVICE The standards of service for the barbershop are listed in the NAVSUP P-487. You should know them so you can maintain them in your barbershop.

SH: “Barbershop”, Chapter 3. Rev. FEB 2011 3-2 SUPPLY DEPARTMENT INSTRUCTIONS The instructions provide barbershop personnel with the information and instructions for operat- ing the barbershop. A copy is usually posted in the barbershop for every barber to read. Barbershop instructions may vary from ship to ship. They should all provide information and instructions to be fo l- lowed by barbershop personnel, equipment and spaces and conduct of barbers. These instructions are issued by the Supply Officer (SUPPO) and approved by the Commanding Officer (CO). SHIP'S INSTRUCTIONS Ship's instructions set the hours that the barbershop will operate. They usually include sch e- dules for E-7 and above and crew. These instructions normally specify the type of scheduling sy s- tem—appointment or divisional schedule. The hours of operation and appointment schedule are usually posted on the door of the barbershop. MEDICAL INSTRUCTIONS The medical officer will prepare instructions covering the sanitation of the barbershop and per- sonal hygiene. The senior medical officer aboard will sign them and then you should post them in the barbershop. If a medical officer is not attached, the senior medical person aboard will prepare and sign the instructions. DO'S AND DON'T'S The way barbers treat their customers buil ds good relationships between the barbershop and the rest of the ship. Practicing the following rules will enhance your relationship with the ship's crew: Opening the barbershop on time Giving courteous and friendly service Showing respect for the feelings and rights of others Performing your duties to the best of your ability Setting examples of good conduct and behavior Practicing good sanitary habits Practicing personal hygiene Presenting a good military appearance Being courteous when answering the telephone Listening attentively to customer complaints. Just as positive actions can enhance the relationship with your customers, there are negative actions that can impact on the barbershop as well. Some of these negative actions are as follows: Criticizing other barbers in front of customers Using profane language Becoming sarcastic with unpleasant customers Accepting tips

SH: “Barbershop”, Chapter 3. Rev. FEB 2011 3-3 Showing favoritism among customers Discussing personal problems with customers Lounging on arms of chairs or furniture Playing your radio too loud Carrying on a conversation with someone while serving a customer Opening the barbershop late. PERSONAL HYGIENE Personal hygiene is a subject most people would choose to keep private. However, aboard ship the reality is that poor personal hygiene cannot be tolerated. By now, you should realize that as a barber you are in one of the most visible jobs aboard ship. In addition, the nature of your job calls for close body contact with different individuals. You can see why the cr ew will quickly notice poor pe r- sonal hygiene. An offensive body odor will be a negative impact on customer service. INDIVIDUAL HYGIENE As a barber you should take pride in the way you look. Pay close attention to your personal hygiene. Observe the following basic good hygiene rules: Shower daily Use deodorant Clean and brush teeth regularly after meals Use mouthwash If male, shave daily Cut fingernails and clean them. Poor personal habits are sometimes hard to change, but after you get into a routine, i t will be- come easier. GOOD POSTURE Most barbers do not realize the benefits of good posture. Standing for 8 hours at a time puts extra stress on your body. You will feel better after a long day if you stand correctly. To maintain good posture, develop the following habits: Carry your body weight on the balls of your feet Keep your shoulders back Hold your stomach in, even if you are not overweight; poor posture can cause a potbelly Hold your head high and straight. Good posture will prevent aching in th e neck, shoulders, lower back and feet. Keep both feet on the rubber mat while cutting hair to reduce back strain.

SH: “Barbershop”, Chapter 3. Rev. FEB 2011 3-4 BARBERSHOP SANITATION The purpose of barbershop sanitation is to prevent the spread of infectious diseases. Provi d- ing barbering service requires direct contact with the cu stomer's skin, scalp and hair. Good sanitation practices cannot be overemphasized. Medical department personnel should inspect barbershops quarterly. Before assuming the duties of a shipboard barber, you should have a physical examination. After the initial physical exam, you should receive one annually. SANITIZING To prevent the spread of infections, you should sanitize your equipment. Use the following s a- nitizing equipment and supplies: Chemical disinfectants Wet disinfectants (jars containing authorized Navy disinfecting solutions) Disinfecting cabinet. Chemical Disinfectants Chemical disinfectants are germicidal solutions or substances that eliminate or reduce the number of bacteria. They are used to disinfect barber equipment. The chemical disinfectants most commonly used are as follows: Clippercide Spray 4-in-1 Formula or an equivalent spray that disinfects, lubricates, cleans and cools. It is approved by the Environmental Protection Agency (EPA) and has an EPA reg- istration number. It may be used for disinfecting removable clipper heads and other metal in- struments. Alcohol, 70 percent, is used to disinfect metal instruments or combs. Disinfectant, barbicide or marvicide, is a standard stock item useful for disinfecting combs. Note: KOOL LUBE is a cleaner, not a disinfectant. Wet Disinfectants Wet disinfectants are used in a sterilizer jar to disinfect and sanitize no nmetallic objects, such as combs. Items disinfected by this method should be completely immersed. Either a barbicide or marvicide solution may be used in sterilizer jars to disinfect tools. These solutions will be mixed a c- cording to the manufacturer’s directions. Figure 3 -1 shows a sterilizer jar being used to disinfect combs.

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Figure 3-1, Sterilizer jar. Disinfecting Cabinet The disinfecting cabinet is used to hold sanitized clipper blades and other metal instruments after they have been disinfected. These items have been disinfected with Clippercide Spray 4 -in-1 Formula or an EPA-approved substitute before being placed in the cabinet. Figure 3-2 shows a typical dry disinfecting cabinet. CLEANING AND DISINFECTING BARBER EQUIPMENT Sanitize barber equipment used with one customer before using with another customer. Wash them thoroughly in hot, soapy water to remove film, oil and debris. After cleaning combs and other nonmetallic equipment , it should be placed in an EPA - registered disinfecting solution normally Barbicide. The mixture for this solution is 90 percent water and 10 percent solution. However, follow the product manufacturing directions. The Barbicide sol u- tion should be changed at a minimum daily however bas ed on a heavy work load may require chan g- ing more often. Allow the combs to remain in the disinfectant solution for at least 20 minutes between uses with the big end up. Rinse them in running potable water to remove any chemical residue before reusing. Put metal equipment in the disinfecting cabinet. NOTE: The label and Material Safety Data Sheet (MSDS) should be consulted for d irections and in- formation concerning handling and use precautions.

SH: “Barbershop”, Chapter 3. Rev. FEB 2011 3-6 CAUTION: Do not use formaldehyde or formaldehyde-producing products aboard ship.

Figure 3-2, Dry disinfecting cabinet. BARBERSHOP EQUIPMENT AND TOOLS To allow barbers to use th e sanitation techniques mentioned, make sure each barber has enough equipment and supplies. As a minimum, each barber's station should have the equipment shown in Table 3-1. Table 3-1, Recommended Minimum Barber Equipment and Supplies.

Item Quantity Blades, #1, #1 ½, #2, #3 ½, #000, #0000 3 ea. Comb, 7" Flat Top and Flat Styling 2 ea. Comb, 7 1/2" Tapering 4 ea. Comb, Afro Pick 2 ea. Chair Cloth 2 ea. Clippers T-Edger or Finisher Rotary Clippers, Oster #76 (most pre- ferred) 2 ea. Barber Smock 2 ea. Brush, for Cleaning Clippers 2 ea. Hair Clips, 3" or 4" for Female Hair 12 ea. Hair Dryer, 1200 watt 1 ea. Handheld Mirror, Shatter Proof 1 ea. Shears, French Type (most preferred) 3 ea. Shears, Thinning 2 ea. Barbicide Disinfectant Clippercide Powder, Talc Neck Strips, Sanek Other Items Needed 1 ea. 1 ea. 1 ea. 1 bx. 1 ea

SH: “Barbershop”, Chapter 3. Rev. FEB 2011 3-7 SANITARY PRACTICES The following sanitation practices should be followed in the barbershop: You may only use FDA-approved tonic and lotions. Only use EPA-approved disinfectants or sanitizing agents. The medical department must approve questionable or unlabeled products Therapeutic practices, such as treating pimples caused by ingrown hair, are not allowed Cover the headrest of barber chairs with a clean sheet of paper or clean towel for each cus- tomer In case of "nicks,” use only those materials approved by the medical officer to stop bleeding. Apply these materials with freshly laundered towels or sterile cotton Use clean towels instead of brushes or dusters. Common brushes and dusters are prohibited Use individual sanitary neck strips for each customer Change covering cloths daily or more often if necessary Use clean, covered sanitary receptacles for waste and used linen Remove hair by a dustless method from the decks after every customer Keep your hands and fingernails clean at all times. Make sure the length of your fingernails is within Navy regulations Do not cut the hair of anyone who has a disease or sore on the scalp. This also includes the back of the neck within the hairlines. Report to the medical officer the name, rate and division of a person with any one of these conditions Report or refer the service member to medical discreetly Wash your hands and sterilize your equipment before serving each customer Equip each barber's unit with a sponge or paper towels to wipe the washbasin and the back- bar Equipment should be cleaned and sterilized after each use. Thoroughly wash combs and other non-metallic equipment with soap and hot water. Metallic instruments will be brushed to remove hair and sanitized with a FDA approved chemical Keep clippers clean at all times. Remove foreign matter after each use. Wipe with cotton sa- turated with sterilizing solution and dry with a tissue Do not attend customers if they have an infection or communicable disease. HAIRCUTTING The foundation for a good hair cut lies in expert clipper and shear work. Skill in using the cli p- pers and shears greatly reduces the time required to turn out a good haircut. As a barber, you should be able to recognize the unique quality and te xture of each hair type. The types of hai r include curled, kinked, waved and straight. Each type presents different challenges when attempting to make the required 3/4-inch taper at the back of the neck. In each case you should cut the hair to present a graduated appearance. You may combine the taper with a line at the back of the neck.

SH: “Barbershop”, Chapter 3. Rev. FEB 2011 3-8 USING THE ELECTRIC CLIPPERS An experienced barber is able to use the electric clippers for most of the haircut. Hand shears and the comb are used to complete the blending-in process with the top hair. It is not hard to make a gradual, even taper with the clippers if you start at the right place. Start with the cutting edge of the clipper at the base of the neck. Begin tapering at the hairline and gradua l- ly tilt the clipper to the angle desired. When the hairline is tapered to the desired angle, taper up to the curvature of the head. Then lift the hair with a comb and cut it by sliding the clipper over the comb. With a little practice, you will be able to make a smooth, even taper with the electric clippers. You will also become very good at cutting side and top hair by sli ding the clippers over the comb, see figure 3-3. This saves time and still gives a good haircut. As time goes by and you gain more exp e- rience, you will notice an improvement in your work.

Figure 3-3, Using electric clippers over comb. ELECTRIC CLIPPER BLADES Listed in Table 3-2 are the size and cutting length of some of the blades you may use in cutting hair. The blades listed are for the Oster-76 electric clipper—the most commonly used clipper in ships' barbershops. These blades, as well as others, are available through your local barber company. Table 3-2, Various Blade Sizes Used in Barbershops

SH: “Barbershop”, Chapter 3. Rev. FEB 2011 3-9 USING THE COMB AND HAND SHEARS When holding the hand shears, put the small finger on the finger brace and the two forefingers on the shank, see figure 3-4.

Figure 3-4, How to hold the shears. With the teeth pointing upward, grasp the comb between the thumb and forefinger of the left hand where fine and coarse teeth meet. With the other three fingers, grasp the fine part of the comb. Using this grip, you can easily control the comb to lift and cut the hair or turn it to comb the hair down- ward. In Figure 3-5, note the position of the barber using shears and comb on the neck. Stand some - what to the left of the working point of the shears. Extend the right arm, keep the shears horizontal and point them to the left, see figure 3-5. By standing in this position, you have a good view of the ex- act point of contact between the shears and the patron's hair.

Figure 3-5, Position of barber using shears and a comb. NOTE: The procedures and positions are for a person who is right -handed. If you are left-handed, re- verse them. CUTTING STRAIGHT HAIR Figures 3-6 through 3-19 show the use of clippers and comb to cut straight hair.

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Figure 3-6, Position of clipper in front of ear, right side.

Figure 3-7, Position of clipper in back of ear, right side.

Figure 3-8, Graduating the taper, rear of head, right side.

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Figure 3-9, Graduating the taper, rear of head, left side.

Figure 3-10, Position of clipper, left side.

Figure 3-11, Continuing the taper of the neck hairline.

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Figure 3-12, An even taper from right to left.

Figure 3-13, Tapering front, right side.

Figure 3-14, Tapering back of head, right side.

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Figure 3-15, Tapering back of head, left side.

Figure 3-16, Topping right side to top of the head.

Figure 3-17, Topping the hair using the fingers, comb and shears.

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Figure 3-18, Finished haircut, rear view.

Figure 3-19, Finished haircut, side view. The correct use of combs is very important when cutting and styling this type of hair. The type of comb you use depends on hair texture, style of haircut and length of hair. For a short haircut, use a regular comb even with very curly hair. However, if the hair is long, tightly curled and tangled, you should use a fork-type comb like the one shown in Figure 3-20. This comb has teeth that are far apart, making it more effectiv e in untangling tight curls like those shown in Figure 3-21. It is important to comb or pick out all of the hair before the haircut is started, see figure 3-22. When hair is not properly combed, an uneven cut will result.

SH: “Barbershop”, Chapter 3. Rev. FEB 2011 3-15 CUTTING COARSE AND CURLY HAIR You will cut many different types of hair. Coarse and curly hair requires using the same steps and most of the same procedures as for straight hair. Be very careful when you are cutting coarse - type hair to prevent the skinned look. Coarse hair requires mor e time and care because of the thic k- ness of the hair.

Figure 3-20, Fork-type comb.

Figure 3-21, Curly hair, front view.

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Figure 3-22, Combing the hair with a fork-type comb, front view. Cutting with the grain, or direction the hair lies, normally gives the best r esults, see figures 3- 23 through 3-38.

Figure 3-23, Position of the clipper in front view of the ear, right side.

Figure 3-24, Position of the clipper in back of the ear, right side.

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Figure 3-25, Finishing the taper.

Figure 3-26, Position of the clipper, left side.

Rev. FEB.2011 4-18 Figure 3-27, Cutting free hand, back of the head.

Figure 3-28, Tapering the back of the head.

Figure 3-29, Cutting free hand, front right side.

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Figure 3-30, Front view section.

Figure 3-31, Completed taper, right side.

Figure 3-32, Tapering left side of head.

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Figure 3-33, Cutting free hand, top right side.

Figure 3-34, Tapering the back of the neck.

Figure 3-35, Completed back of neck taper.

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Figure 3-36, Finished product, side view.

FINISHING A HAIRCUT To finish a haircut, use the fine clippers like T -Edgers or Finisher to thin around the ears and the back of the neck. Make it look neat, clean and even all the way around.

Figure 3-37, Lining up and around front of head, if desired by customer.

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Figure 3-38, Finished product, front view. CUTTING FEMALE HAIR The next barber process is the techniques used to cut a woman's hair. As with men, there are as many different textures and styles of hair as there a re heads. The best method to use is the layered cut. The foundation for a good -layered cut lies in expert shear work. To make it easier to cut, you should slightly wet the hair. However, when cutting an African -American woman's hair, you should leave the hair dry (wet hair is harder to cut). The tools you will need are the shears and a comb. You will also need a couple of large hair clips about 3 or 4 inches long and a blow dryer. Once you have assembled your tools, you are ready to start. Allow the customer to express her desires so that you can form a picture in your mind of what you have to accomplish. As you start to cut, keep the picture of the finished haircut in your mind. Study and follow the steps below along with the illustrations in figures 4-39 to 4-53.

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Figure 3-39, Parting the patron's hair.

Figure 3-40, Clipping hair to hold it out of the way.

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Figure 3-41, Combing and cutting the hair.

Figure 3-42, Making the second part.

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Figure 3-43, Making a semicircle cut.

Figure 3-44, Using shears to cut and conform hair to contour of the head.

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Figure 3-45, Hair clipped aside in preparation for cutting other side.

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Figure 3-46, Using your fingers to shape the haircut.

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Figure 3-47, Evening out bangs.

Figure 3-48, Blending in the hair lengths.

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Figure 3-49, Barber cutting to even hair length. Figure 3-50, Cutting new section of hair.

Figure 3-51, Making sure no ragged edges are left.

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Figure 3-52, The completed haircut. BARBERSHOP MANAGEMENT If you are managing the barbershop, you are responsible to the SUPPO for its operation. Your responsibilities include supervising and training your barbers. As the supervisor, you should be sure that your barbershop meets the grooming needs of the ship's crew. To do this, you train your barbers, make work schedules and provide the equipment and maintenance so they can do their jobs. LAYOUT OF THE BARBERSHOP OPERATION The physical layout of a ship’s service activities should follow the pri nciples of layout analysis. Each type of shi p has its own peculiarities that should be taken into account. In addition to the type and amount of equipment, you should take into account the number of people working in these spa c- es. Since barbers spend a great deal of time on their feet, their equipme nt should be located within easy reach to help reduce fatigue. The location of each piece of equipment is an important factor in the efficiency of the oper a- tion. The equipment should be readily accessible, so there is no wasted motion and you can reduce walking distance. A convenient arrangement allows your barbers to produce more work with less e f- fort. Experience shows each step in an operation should progress in the sequence that they should be performed. The work area should be structured to support the work flow throughout the shop.

SH: ”Barbershop “, Chapter 3. Rev. FEB.2011 3-31 Barbershop Facilities Regardless of the type of ship you are on, the barbershop space will be limited. This space should be large enough to provide adequate barber service. The total number of accommodations to be provided determines the number of barber chairs needed. For example, submarines and surface ships with 100 or less accommodations have portable barber facilities and a designated locker for the storage of barber equipment. Ships with 101 to 300 accommodations hav e a barbershop with one chair. For each additional 300 accommodations, another chair is provided. On submarine tenders, there are two additional barber chairs authorized over the number needed to accommodate the ship's company. These are to provide barber service to the crews of tended submarines. On ships carrying troops, if two or more barber chairs are required for the troops, a separate troop barbershop should normally be provided. Barbershop Requirements The barbershop should be a pleasant space to e nter. The air in the barbershop should not be dry, stagnant, nor have a stale musty odor. Most barbershops are air -conditioned so you can easily control the atmosphere in the shop area. The temperature should be kept at approximately 70°F. Do not allow the temperature to get too cold or too hot. You should check the lighting to be sure there are no burned -out light bulbs. There should be enough light to prevent undue strain on the barbers' eyes. The barbershop should have a sink with hot and cold running w ater. If the barbershop has more than one chair, space the chairs 4 to 5 feet apart to allow enough "elbow" room for each barber. Keep the bulkheads, deck and flat surfaces clean and free of hair and dirt. WORK SCHEDULES As a supervisor, you schedule the work in the barbershop. Once you select the type of sch e- dule to use, establish each barber's work schedule. Generally, this schedule includes the hours of op- eration and reserved time slots for officers and C hief Petty Officers (CPOs). It should also include the time needed to perform general shop maintenance. Time for training barbershop personnel should al- so be included in the schedule. Remember, a good schedule is one that best meets the needs of the ship's crew. Close monitoring of your barbershop will alert you to needed adjustments. NUMBER AND COMPETENCY OF BARBERSHOP PERSONNEL The number and competency of barbershop personnel will vary according to type of ship and training provided. On carriers, there may be separate barbershop facilities for E-7 and above. The main barbershop could have as many barbers assigned as required to provide adequate service to the crew, including shift work . A guided missile frigate would have a one -chair barbershop, which is sufficient to meet the needs of the crew. Because of the unique natur e of barbering, the barber star t- ing the haircut should finish it. In any barbershop, training should be provided in all phases of barbe r- ing and on all types of hair. As a supervisor, you should notice an improvement in haircut quality once a viable trainin g program is established. After barbers become proficient, they should be rotated to give other members of your division an opportunity to learn this part of the rating. ASSIGNMENT OF DUTIES Duties are groups of tasks that an individual is required to perform. One of the principles of or- ganization is that every duty must be assigned to someone for accomplishment. It is a supervisor's

SH: ”Barbershop “, Chapter 3. Rev. FEB.2011 3-32 job to make these assignments. Before assigning duties, you should make sure they have a thorough knowledge of the procedur es needed to perform them. They should also know where publications or other required directives are located. Once people are assigned jobs, especially in the barbershop, they should understand they are expected to finish each haircut in the allotted time. They will be e x- pected to meet their time schedule while maintaining an acceptable level of quality. Your patrons will expect you to keep the posted hours and schedule. They may be understandably upset when you do not. ROTATION OF DUTIES As a supervisor, you have the continuing responsibility of rotating your subordinates. Do not make the mistake of keeping a person at one job simply because they have mastered all aspects of that job. In the long run you will be denying your personnel an opportunity to le arn other aspects of the rating by not rotating them. Rotation of duties is expected as a matter of professional develo p- ment. It is through a regularly scheduled training program and the rotation of duties that you will be able to mold your team. A well cross-trained team will be able to adjust to unexpected losses or emer- gencies beyond a supervisor's control. BARBERSHOP PERSONNEL The number of personnel working in the barbershop varies from ship to ship. The senior SH working in the barbershop is normally the supervisor. The job of the supervisor includes ordering sup- plies and making sure that barbers give quality haircuts and use proper barbering techniques. Also, you should make sure that the barbershop is run in a businesslike manner. Emphasize courtes y and military etiquette at all times and enforce the policy that no tips are accepted. A barbershop should be operated under the sanitation guidelines in NAVMED P -5010. To meet the criteria in these public a- tions, order the supplies listed and make sure they are expended in the operation of the barbershop. SECURITY Security of the barbershop is also important. You should be the last to leave the shop. Make sure it is secured at the end of the workday. The barbe rshop is a Group IV space and keys should be handled as outlined in NAVSUP P-487. You should make sure that the required security measures are in force at all times. Secure barbershop spaces will make sure that your equipment is there when you need it. FORMAL TRAINING In addition to publications and commercial training videos, as we mentioned in the beginning of this chapter, you may attend a 4-week barber school. This course is designed to provide training to enlisted personnel in the techniques of barbering. The course covers barbershop management and operation, equipment and tool use, men's and women's haircutting and skin diseases. Upon comple- tion, the student will receive barber NEC-3122. MAINTENANCE OF BARBER EQUIPMENT The serviceable life of barber equipment can be extended with regularly sc heduled mainten- ance. Making a maintenance schedule is your responsibility. With the exception of the barber chair and electrical equipment, barber equipment is not normally covered by the ship's preventive mainte n-

SH: ”Barbershop “, Chapter 3. Rev. FEB.2011 3-33 ance schedule. You should train your barber s to use the manufacturer’s instructions provided with each piece of equipment. SCHEDULING APPOINTMENTS The purpose of scheduling appointments aboard ship is to provide better service to the cu s- tomers. Shipboard personnel should receive a haircut every 2 weeks; the schedule should be made with this in mind. Other factors to be considered are as follows: Number of personnel on board Number of barbers and their competency level Daily workload of each barber Space available for patrons to wait (usually no more than two should wait for each barber) Most barbers should be able to give a quality haircut in 20 minutes. If a barber stays busy all the time during a normal 8 -hour work period, one person should be able to provide 24 haircuts. The barber needs time for personal hygiene, for sterilizing barbering instruments and for helping with gen- eral shop sanitation. You should also consider rest periods and meals. On occasion, ship's commi t- ments will require barbershop personnel, which will also interrupt the normal schedule. The two systems recommended for scheduling appointments are the a ppointment system and the division schedule. Regardless of which type of sch edule you use, be prepared to adjust it to meet the needs of your customers. APPOINTMENT SYSTEM Appointment schedule sheets are marked off for a specific number of haircuts for each barber during the day. Barbers keep their own sheets and post them 1 day in advance of appointment day. A space is available for the signature of each customer opposite the appointment time selected. The appointment system works fairly well. On occasion, customers fail to make their appoin t- ments and throw the schedule off. Sometimes an unclaimed period may be claimed by another cu s- tomer. If you experience too many broken appointments, you can report the repeat offenders to the responsible division officer. Also, customers who make appointments and find no barber to serve them may be upset. Make sure the procedures you follow are well -known by the customers and are followe d explicitly by all barbers. DIVISION SCHEDULE The division schedule uses a specific period of time during which personnel from a particular division may receive haircuts. Each division petty officer schedules appointments and sends a specific number of personnel to the barbershop at a time. This type of scheduling prevents broken appoin t- ments. However, it is not preferred over the appointment system. You should keep in mind that div i- sion workloads, training and other commitments may make it difficult to keep reservations for the e n- tire division. The number of barbers available may necessitate implementing the division schedule.

SH: ”Barbershop “, Chapter 3. Rev. FEB.2011 3-34 The barbershop supervisor should save the appointment sheets for at least 2 weeks. This pro- tects the barber in the case of someo ne failing an inspection and claiming he or she received a hai r- cut in the shop when in fact he or she did not. CUSTOMER SERVICE The success of any service activity in meeting its purpose and objectives depends to a large degree on the face -to-face relati onships between the barbers and their customers. Desirable traits and prompt services are all important. However, customer satisfaction can be assured only by a con- scientious, responsive barber. Impress upon your barbers how important their job is to the s hip's mis- sion and how it influences the overall morale of the ship's crew. Remember, you have the continuing responsibility of making sure your barbers are doing ev e- rything they can do to improve customer service. Barbers should be encouraged to be helpfu l and responsive to customer needs and to treat them as they, themselves, would like to be treated. RESOLVING CUSTOMER COMPLAINTS The main complaint you will hear about the barbershop is the quality of haircuts. These co m- plaints should be taken constructively and serve as the basis for detailed training in this area. Perhaps the barber needs more training or more practice. As a supervisor, you are bound to resolve the co m- plaints brought to your attention by your customers. Unfortunately for your customers , they will have to live with a bad haircut until it’s time for their next one. IMPROVING CUSTOMER SERVICE To improve the service a barbershop provides, you should pay attention to customer sugge s- tions. Some of the ways in which service can be improved are as follows: Contacting the fleet assist team for a complete service review and suggestions on how to im- prove service Making sure that an adequate number of barber smocks, hair cloths and neck strips are on hand Making sure that preventive maintenance and repair of equipment is done on a timely basis Periodically checking in on the barbershop to make sure that quality work and efficient ser- vice is provided to patrons Being sure that sanitation and hygiene regulations are followed according to established guidelines Keeping a logbook for customers to sign and make comments. SUMMARY In conclusion, this chapter discussed the techniques in administering proper regul a- tion hair cuts for men and women, procedures and importance of maintainin g proper sanitation prac- tices in the barbershop, barbershop management, skills, techniques and guidelines needed for the ef- fective operation of a barbershop. As with any craft skill, once you have mastered the basics, conti n- ued practice will enhance you performance.

Rev. FEB.2011 4-1 CHAPTER 4 RETAIL OUTLETS Learning Objectives: Upon completing this chapter, you should be able to do the following: — Recall the importance of the ship’s store operation. — Recognize the terms associated with accountability and responsibility. — Recall the policies on authorized patrons and hours of operation. — Determine the proper procedure to operate and manage a ship’s store operation. — Recall the procedures to establish special sales outlets. — Recall the procedures that pertain to the operation of vending machines. — Identify cash collection procedures for vending machines. — Identify the security procedures for Group III spaces; recall the action to take in case of a security violation. INTRODUCTION As a Ship's Serviceman (SH) you can expect to operate one of the sales outlets aboard ship. The sales outlets are part of the retail stores and vending machines. Each of these outlets has appl i- cable Personnel Qualification Standard (PQS) found on Navy Exchange Service Command (NEX- COM) resource CD, which will be assigned by your supervisor for completion. These are the minimum standards that you should meet to operate a retail outlet. For guidance and assistance in completing the PQS, talk to your supervisor. ESTABLISHING A SHIP'S STORE A ship's store with sales outlets and service activities usually will be operated on ships (except submarines) to which a Supply Corps officer is assigned. The commanding officer informs NEXCOM of the date that the ship's store will start operating. The ship's type commander and Defense Finance and Accounting Service Office (DFAS), Cleveland, OH, are also informed. The Commanding Officer (CO) may then authorize any or all of the following activities to operate: Retail store(s) Vending machine(s) Barbershop Laundry. The requirements, process and procedures for establishing a ship's store are contained in the NAVSUP P-487. The size of the ship's store operation will depend on the type of ship, the number of customers served, the number of SHs aboard and the desires of the commanding officer.

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-2 PURPOSE OF THE SHIP'S STORE The purpose of the ship's store is to provide the following: A convenient place aboard ship for crew members to obtain articles necessary for their health and comfort at the lowest practical price The services necessary for day-to-day living A source of funds to pay for the cost of recreation equipment and material used by crew- members. ACCOUNTABILITY and RESPONSIBILITY You should be familiar with terms that relate directly to you and the ship's s tore operation. These terms are accountability and responsibility. These two terms are closely related but they also have noticeable differences. The term accountability is an obligation imposed on an officer to account for property, funds and returns in his or her custody. In the ship's store operation, the ship's store officer is obligated by law, lawful order and regulation to account for property or funds and their intended use in the ship's store. Therefore, he or she is accountable for the ship's store operation. The term responsibility is an obligation placed on an individual to exercise custody, care and protection of property, records, or funds entrusted to, or under his or her supervision. This obligation is placed on an individual by law, lawful order, regulation, or custom of service. In the ship's store opera- tion, the sales outlet operators are responsible to the ship's store officer who is accountable for that sales outlet. Separate and Combined Responsibility You will often hear the term separate and combined responsibility. You should be familiar with and understand the difference between these two types of responsibility. A „Separate responsibility‟ operation is where one person is responsible for the operation of a sales outlet and another responsible for the bulk storeroom that supplies it. A „combined responsibility‟ operation is where the same person is responsible for a sales outlet and the bulk storeroom that su p- plies it. Most ship's store operations operate under separate responsibility; however, some have com- bined responsibility operations and some have a mix of each type of responsibility. Resale Operation Management (ROM) requires separate accountability procedures, even though the same person may be assigned to two different spaces. Multiple Sales Outlet Operators The sales officer may assign more than one person to operate a sales outlet or bulk storeroom to provide more flexibility, which should improve customer service. When two people operate a single retail store, cash collections should be made at the end of each shift. OPERATION OF THE RETAIL STORE The primary sales outlet aboard ship is the retail store, commonly called the ship‟s store. Not only is the ship's store the most important sales outlet to operate, but also customer contact within the

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-3 ship's store is normally heavy. Most ships have one or two retail stores, depending on the size of the ship and the crew. The profit generated from ship's store sales is used to pay operating expenses of the ship's store. The pro fit left after expenses should be transferred to the ship's Morale Welfare and Recreation (MWR) Fund. As the retail store operator, you will be well known among the crew. You will be asked questions about your store whether you are working or not. You must learn your job well and know the policies and procedures to operate a retail store successfully since you will do many diffe r- ent things. The ship‟s store is an Electronic Point of Sale (EPOS) outlet, which means that it has a scanning register that is discussed later. AUTHORIZED CUSTOMERS Customers authorized to purchase items from the ship's store are as follows: Officer and enlisted personnel of all branches of the armed forces Public Health Service personnel National Oceanic and Atmospheric Administration personnel Foreign service personnel of the United States who are on board for duty, active duty for training, or passage en route to a duty station. Other military activities as listed in the NAVSUP P-487 may obtain ship's store merchandise. If in doubt, seek the counsel of your supervisor before making sales to people who may not be auth o- rized. Insignia items for Navy uniforms will not be sold to customers who are not authorized to wear the items on their uniforms. HOURS of OPERATION The hours y our store operates will be set by the CO and will usually vary from ship to ship. Operating hours should be conveniently posted and visible from the outside of the store, usually on the door or a window. Stores should be opened a minimum of 42 hours per week underway and 20 hours inport. The hours should provide crewmembers from all shifts an opportunity to shop. You should always allow an extra 15 minutes in walk -in stores for customers to finish their shopping and check out. When changes are made to stor e hours or when the store is going to be closed, customers should be not i- fied at least 1 week in advance either by a publicized sign or Plan of Day (POD) note. SHIP'S STORE FLOOR OPERATION The sales floor area must be maintained in a clean and orderly co ndition at all times. The stock should be arranged in a manner that will permit convenient and efficient shopping for patrons. For this reason, the way in which it is managed will greatly affect the success of the operation. R e- member, if stock is arranged by general category, the patron can usually complete his or her shopping more successfully.

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-4 DISPLAY of MERCHANDISE Display is the visual presentation of merchandise that should influence customers to see the merchandise, select an item, see any special f eatures of an item and purchase the item. Displays should be arranged in a manner that is attractive, easily seen, quickly identified and properly a r- ranged. Displays should answer as many questions as possible about the merchandise. A good visual presentation simplifies the sale and selection. This will reduce the time a customer takes to make a decision on whether or not to buy a product. Any display that does not convey enough information on which the customer can make a decision is incomplete and fails i ts purpose. As the ship‟s store o p- erator, you should rely on your displays to sell the merchandise. New and special merchandise should be displayed so that it catches the customers‟ attention. You can also use a display to assist you in getting rid of outdated or shopworn merchandise. The characteristics of a good display are as follows: Creates interest in a product Shows the merchandise at its best Holds the customers attention. Fixtures The fixtures available for use in the ship's store are quite limited. The size of the storefront, the space between shelves and the type of items displayed must be considered when selecting display fixtures. Fixtures that can be used in most stores are found in the Ships Store Visual Merchandising Guide, NEXCOM Pub 90-33. Treat the fixtures with care ; Keep them clean , dusted and polish. Store them in a safe place when not in use to prevent damage. Damaged fixtures make your store's appearance look unsightly. Do not use damaged fixtures. Signs Signs are the silent salesmen. Signs provide the following information for the customer: the product's origin, the product description, the projected sale date, the store location and the store poli- cies work. Signs serve many purposes and needs. Determine the type of sign that you need by re- membering that the sign 's purpose is to help someone make a decision. You will use two types of signs—institutional and merchandise. Those signs are described as follows: INSTITUTIONAL SIGNS — Institutional signs, sometimes called policy signs, are usually pe r- manent signs. The purpose of these signs is to give the customer information. These signs tell the customer information about s tore policy, hours of operat ion and store location. The following instit u- tional signs should be posted in all ship‟s stores: Check Cashing Availability of Merchandise and Service Special Orders Profits Go to MWR Refund Policy Limitation on Cigarettes Sales

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-5 Provision of Purchase Authorized Patrons. These signs should be placed so they are visible to customers, but they should not interfere with the merchandise. For more information on mandatory signs, you should refer to the NAVSUP P - 487, Ship‟s Store Afloat. MERCHANDISE SIGNS — These tell the customer what is or will be on sale, what an item is and the price of an item. Merchandise signs should always be placed next to the stock represented on the sign. You should make sure the product is visible to the customer ensuring the sign is secondary in emphasis to the merchandise displayed. Decorations Decorations are used in the ship's store for the following reasons: To add to the appearance of the merchandise on display To alert your customers to approaching events or seasons To remind them to purchase their needs in advance. NEXCOM Pub 90-33, includes informa- tion on how to order an all season display kit. The retail store should be decorated for all major events and seasonal changes. When se a- sonal displays are installed, you should also change the decorations. No display should be left in a case for more than a month without being changed. Displays should always be clean, fresh and color- ful. Do not let decorative materials cover or overshadow your merchandise. Too many decorations can detract from the appearance of the display and cause confusion. It is better to keep displays simple, neat and lightly decorated. They are more pleasing to the eye and more likely to interest the customer. If it creates interest , shows merchandise at its best and holds attention, it is a good display. For more information on the display of merchandise, see The Ships Store Visual Merchandising Guide, NEXCOM Pub 90-33. PRICING Pricing guidelines are established in the NAVSUP P-487, Ship‟s Store Afloat. Selling prices for ship‟s store stock will be set by markups over cost price. As the retail store operator, you will not e s- tablish selling prices for ship's store me rchandise. This is done in the sales office by using the ROM computer system. Your responsibility is to make sure that prices of all items are identified for the cu s- tomer as per the NAVSUP P-487. However, you should be familiar with pricing policies that a pply to ship‟s store operations. MARKUP The sales officer is responsible for the markup over the cost or transfer price of items to be sold in the ship's store. In ROM, a markup percentage will be assigned to an entire department, as shown in figure 4-1. The ROM system automatically computes the markup of 6 percent or 15 percent on all retail items based on the cost price and department assigned. However, the ship's store officer may override the ROM system markup by keying in the desired selling price on the Stock Record, NAVSUP Form 464. Markups should provide enough revenue to support the following:

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Figure 4-1, ROM department markup by percentage screen. Markdowns and surveys Operating expenses, such as shipping charges COs requirements for profits to be turned over to the recreation fund Cost of operations A 6 percent markup applies to ship‟s store merchandise assigned to the following depar t- ments: Toiletries (D1, stock number series 110000) Sundries (D3, stock number series 120000) Uniforms (E1, stock number series 530000). When an item is purchased with shipping charges authorized, ROM does not include shipping charges in its automatic markup computation. Usually, the sales officer overrides the standard markup to compensate for the shipping charges. Profits for the overall ship‟s store operation are limited to a maximum of 20 percent. This limit applies to the percentage of overall sales and not to individual items. The sales officer determines the markup for special order items. Another s pecial priced item is tobacco products. For tobacco pro d- ucts, the Navy‟s policy requires the ship‟s store to match ashore NEX prices as directed by NEXCOM. A periodic Ship‟s Store Bulletin is published to reflect current prices. Upon receipt of the bulleti n, a price change should be prepared to reflect the changes.

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-7 NAVY EXCHANGE UNIFORM SUPPORT CENTER Uniform articles are a necessity that cannot always be stocked aboard ship. However, uniform articles are available through the Navy Exchange (NEX) Uniform Support Center. Although the ship‟s store operation receives no monetary gain, this alternative will allow you to meet the customer‟s needs thus improving customer relations. As ship‟s store operator, you should be well versed on the ordering procedures. Orders can be placed through the toll free phone number or the Internet Web site. The turna- round time on these orders can be as quick as overnight, if the customer is willing to pay the extra shipping charges. All financial dealing will be between NEX and the customer. MARK-ONS A mark-on is an increase in the previously established retail price of an item of merchandise. Before the price of the item can be changed, the sales officer must approve the increase. The price change will be made to the stock reco rd card. The price change will be reflected in all future sells of the item sold. The Profitability Report will show the collective effect of the price changes. DISPLAYING PRICES Individual pricing is not needed nor required provided each item of merchan dise has a shelf label with item bar code, description and current retail price. All items of merchandise received in the ship‟s store operation are assigned a Universal Product Code (UPC). A UPC bar code distinctly identi- fies an item. Information about a particular product, such as description and price, is electronically a t- tached through the UPC bar code. For items that do not lend themselves to individual bar code labels, you can place them in a price book at the register. The ROM system can generate the se labels; i n- structions are found in the ROM User’s Guide. This is an aid to merchandising and inventorying and at the same time, prevents price manipulation. CASH REGISTERS All sales in the retail store must go through the Point of Sale (POS) cash regis ter, as shown in figure 4-2. You must safeguard cash in the same way you do merchandise. The retail store operator is the only person allowed access to the cash register. You should never allow anyone else to ring up sales. Since the cash register makes a detailed record of the cash received from sales, you are r e- sponsible for shortages. POS cash register provides the customer with a clear view of the amount of the purchase and an itemized receipt of items purchased. After you clock in as the cashier, as s hown in figure 4-3, the Main Sales Form will appear. This is where sales are conducted. You should use the handheld scanner to scan the UPC bar code for the item being sold. You should see the article field with the description and retail price of the merc handise in the display, as shown in figure 4-4. For more information about cash register operation, refer to the ROM User’s Guide. CHANGE FUNDS At the beginning of each accounting period , or when the store is reopened after being closed for over 72 hours , a change fund may be provided to the store operator. The operator must sign a Statement of Agent Officer‟s Account, DD Form 1081, for the amount of the change fund. An instru c- tion on the change funds and the amount of the fund will be approved by the CO and included in the

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-8 supply department instructions. The change fund is not registered on the cash register, but remains in excess of proceeds from sales. At the close of the business day, the retail store operator returns the change fund and the DD Form 10 81 is destroyed. Change funds may remain in the cash register overnight if the day's sales have not produced enough cash to provide change for the next day.

Figure 4-2, Point of Sale cash register.

Figure 4-3, Cashier’s logon screen.

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Figure 4-4, Main Sales Form with the article field with the description and retail price of the merchandise in the display

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-10 CASH TRANSACTIONS All sales in the ship's store are on a cash basis in United States currency. Customers may use either a personal or traveler 's check. On ships that are equipped, customers must use the Navy Cash® card to purchase items in the ship‟s store like the customer in figure 4-5.

Figure 4-5.—Customer making a purchase with the Navy Cash® card. Customers may purchase items from the ship‟s store using personal checks for the amount of purchase only, you can accept personal or traveler‟s checks from active duty or active duty for training personnel only. Two-party checks are not acceptable. Personal checks must be drawn on a United States account in U.S. currency. Each check must have the individual's name , bank account number (in magnetic ink) and be made payable to your ship. The NAVSUP P-487 contains the procedures that a ship's store operator should follow when accepting personal and traveler‟s checks. NAVY CASH Navy Cash is a convenient and safe way to carry personal cash and pay for purchases ele c- tronically using a Navy Cash Card. Navy Cash cards replace bills and coins for personal financial transactions at all retail locations aboard ship. The Navy Cash Card has both a chip and a magnetic strip. The magnetic strip on the card is used ashore both on and off the base for purchases at retail locations. The chip allows you to load a dollar value onto the card to be used for your pur chases aboard ship. Each crewmember will be enrolled in the program and issued a smart card on a ship i n-

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-11 stalled with Navy Cash. Your customers will be able to use the Navy Cash smart card in the ship‟s stores and vending machines. Navy Cash reduces the wor kload of Ship‟s Servicemen by virtually el i- minating time-consuming cash handling functions. The Point of Sale register in the ship‟s store on a Navy Cash ship is equipped with a device called a K22, which reads the customer‟s Navy Cash card and reduces the dollar value on the chip by the amount of the total sale. The K22 requires use of a PIN for security. All completed transactions will be automatically forwarded electronically to the Navy Cash server in the disbursing office at the time of sale. A Ship‟s Store End of Day summary report is printed from the Navy Cash terminal in the dis - bursing office and the sales officer will compare the POS register amount at the end of the day with this summary report. All discrepancies will be investigated. After verif ication is made, the total cash from sales will be posted in ROM. Vending machines for Navy Cash ships use the Navy Cash Card Accepting Device (CAD) vending head, which replaces the traditional coin and bill acceptors in vending machines. Customers can purchase soda, snacks and telephone cards with the same convenience as using bills or coins. Value is subtracted from the customer‟s card through the CAD terminal reader/collection device in the vending machine. The Navy Cash system produces reports to help balance the vending operation. The ship‟s store officer or designated assistant will record electronic sales from the vending machines in ROM using the Navy Cash Vending Report. PUTTING MONEY IN THE REGISTER After you have received your change fund, it s hould be arranged in the cash tray. As strange as it may seem, the number of cash-handling errors you make may be related to how the money is ar- ranged in the cash tray. After you count your money, arrange it in the cash register carefully, as shown in figure 4-6. If your cash register has less than five compartments, place any checks you receive dur- ing the day under the cash tray in the cash drawer. Make sure all bills are in their place; face up in the same direction. When putting the bills in the tray, be sure that they do not stick together. If the bills are new, it is a good practice to turn the corner down on each bill to keep them from sticking together when making change. Large bills, such as $50 or $100, should be placed under the money tray. Before ringing up your first sale of the day, make sure that the area around the cash register is clear and free of signs, notes, or other items. The cashier area should be clear and neat.

Figure 4-6, Arranging money in the register.

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-12 TAKING THE CUSTOMER'S MONEY Errors also happen when money changes hands between the customer and the store oper a- tor. Scan or ring up each item separately on the cash register before accepting payment ( figure 4-8). Complete each transaction before starting another one. Once you have scanned all the items that are being purchased, press the “End” button on the cash register keyboard to end the sale. The cash reg- ister will total the sale for you. The Cash Payment Form will appear on the screen. Enter the amount tendered by the customer exactly; if the customer gives you a $20 bill, type in 2000, a decimal point after the 20 is not necessary. The cash register will tell you how much change to return to the custom- er. This prevents confusion and avoids any shortages or o verages in the cash register. As you are learning how to operate the cash register, take your time and do it right. At first, you may be slow, but with experience, you will get more proficient. A simple apology to customers who are waiting will go a long way.

Figure 4-7.—Ship’s store operator making a sale. As you receive payment from the customer, say aloud the amount of money the customer handed you, as well as the amount of the sales transaction. Enter the exact amount of the cash r e- ceived from the customer into the cash register. As in the following scenario, you ring up a customer‟s merchandise; the total for this specific sale is $4.35. The customer gives you a $5 bill. As the custo m- er pays, you should say, "Thank you. That will be $4.35 out of $5." By doing this for every sales trans- action, you avoid the chance of becoming confused if the customer should claim that a larger bill was given to you. Leave the customer's money on the change plate until you finish counting change from the till. If interrupted or you forget, the customer's payment will be directly in front of you. There will be no doubts or mistakes about the amount the customer gave you. Count the change twice, first as you take it from the till and second as you give it to the customer. Start counting your change from the amount of sale and continue until you reach the amount received. For example, $4.35 out of $5, you would pick up a nickel and a dime from your till and count aloud, "Four forty, four fifty," and then pick up two quarters and count aloud, "Four seventy -five, five dollars." Count the change into the custo m- er's hand in the same way. If you make a mistake in your count, take back all the change from the

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-13 customer. Make your corrections and then count the change into the custo mer's hand. Now remove the money from the change plate and put it in the cash drawer. Be sure to close the cash drawer after every transaction; never work out of an open cash drawer. If your cash register provides a receipt, tear the receipt off and give it to the customer. Always look at the first receipt of the day to make sure it prints clearly and that the date is right. CASH REGISTER MALFUNCTIONS The cash register, like any other piece of machinery, can break down. You should have a backup to use in case this happens. You should immediately contact your local FISC Fleet Assist Team and follow the steps outlined in the NAVSUP P-487. REFUNDS Usually all sales made in the retail store are final. However, defective merchandise may be re- turned for refund or adjustment under the following conditions: Merchandise guaranteed by the manufacturer is returned within the warranty period Merchandise that can be reasonably assumed to have been defective at the time of sale is returned within 30 days. The sales officer should have a written refund policy established. This policy should outline the authority to approve refunds. The sales officer may feel comfortable granting the ship‟s store operator authority to approve a refund of a certain monetary limit. For ex ample, the sales officer may grant au- thority to approve refunds up $50 by the LCPO and/or over $50 by himself. The refund policy is strictly up to the sales officer. Refunds are password controlled on the POS cash register. The manager (per- son authorized to grant refunds) must enter a password to access the Return Form. The Return Form requires a short description of why an item is returned. Once the manager has the approved r efund, it can be paid out of the cash in the register. You should ensure the custo mer signs the refund receipt. The refund receipt will be put in the register and collected with the cash collections. RETURNED PERSONAL CHECKS When a personal check is returned to the ship because of insufficient funds, the sales officer will reimburse the disbursing officer from the ship‟s store register. The ship‟s store operator keeps the personal check in the register until collected by the Cash Collection Agent ( CCA) and posts it as a separate entry on the Cash Register Record , NAVSUP 469. The CCA will keep the check in the safe until it is redeemed. The purchaser may redeem the check from the ship‟s store with cash, certified check, or money order. Once redeemed, a settled check entry is made in the NAVSUP 469 and the check is returned to the purchas er. The check will be treated as a loss of profits until it is collected. It is not carried on the inventory. SPECIAL-TYPE SALES In addition to regular sales, there are special transactions authorized for a ship's store that you should know about. These are group and bulk sales.

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-14 Group Sales Because ship's store spaces and store hours are limited aboard ship, it may be impossible to serve all potential customers on an individual basis. A group sale is the sale of stock to a specific unit in which several individual orders have been consolidated. They should be arranged through the sales office for a time outside normal operating hours. This will allow the ship‟s store operator time to check and verify orders without interruption. Group sales are made at r etail price and cleared through the register. Bulk Sales The Navy/Military Sealift Command (MSC) Exchanges normally processes bulk sales in add i- tion to ships without a ship's store (when the requesting ship does not receive a share of the profits for its recreation fund). Requesting activities authorized to buy ship's store stock at cost price are submitted by the r e- questing Commanding Officer. Once received, your sales officer will verify the stock is available and approve it. The records keeper will cre ate the bulk sale in ROM. A Requisition and Invoice/Shipping Document, DD Form 1149, as shown in figure 4-8, is generated by the ROM computer system. The DD Form 1149 is then given to the bulk storeroom custodian. The storeroom custodian will assemble the items requested and deliver them to the requesting activity. Bulk sales will only be expended from the bulk storeroom. The NAVSUP P -487 contains detailed procedures and information about processing and accounting for bulk sales.

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Figure 4-8, Bulk sales. SUPPLY DEMAND REVIEW The success of a retail outlet hinges on management‟s ability to fulfill the customer needs by keeping the ship‟s store stocked. In a ship‟s store afloat, this can become very challenging because your re -supplier is not always a phon e call away. Running out of merchandise can lead to missed stock turn goals, unpleasant cust omers, poor morale, low profits and so forth. To prevent this, the sales officer, L eading Chief Petty Officer (L CPO), L eading Petty Officer (L PO) and records keeper should conduct a monthly supply demand review of all stock and stock records to ensure the in -stock positions for all merchandise is maintained and inventories stay within prescribed limitations. SHIP’S STORE CASH COLLECTIONS Since the ship‟s store is considered an Electronic Point of Sales (EPOS) outlet, cash received from retail sales is collected from the ship‟s store operator at the end of the business day unless m o-

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-16 neybags or a night depository safe is used. When more than one shift is operating, cas h from sales is collected at the end of each shift. Cash, including change funds, will also be collected as follows: At the end of the accounting period When the sales outlet is closed for 72 hours or more When the ship's store officer or the store operator is relieved. For more information about cash collection procedures, read the chapter in this Non -resident Training Course, refer to the NAVSUP P-487 and read the ROM User‟s Guide. CASH LEFT in the CASH REGISTER OVERNIGHT A change fund may be left i n the cash register overnight if the amount does not exceed $50 and there is only a single shift. If $50 is not enough on a continuing basis, the type commander may authorize an amount up to $100. It is recommended that you do not leave cash in the regist er overnight. The cash register drawer should be left out so a thief can see the cash has been removed. A sign should be posted out- side the store stating "NO CASH LEFT IN REGISTER OVERNIGHT," which may also deter a thief. ACCOUNTING for CASH Each store operator is responsible for the cash from sales when it is in his or her possession. The ship‟s store operator and cash collection agent will count cash in the register. The amount of cash collected is recorded in the Cash Register Record , NAVSUP Form 469, see f igure 4-9. The ship‟s store operator will conduct an End of Till Export and turn the diskette over to the cash collection agent. Then the cash collection agent will conduct an End of Till Import and an End of Till Reconcili a- tion at the ROM computer in the back office. During this time, the amount collected, as shown in the Cash Register Record, NAVSUP Form 469, is posted in the ROM system. In addition, the book inven- tory of transactions made in the store during the day is automatically adjusted. For ex ample, if one candy bar was sold during that day, the inventory will be adjusted to reflect that sale. In the Cash Register Record , NAVSUP Form 469, space is provided for the date, the actual cash in the register, the cash left in the register for change, the amount in figures, the amount in words and the signatures of both the person collecting and the ship's store operator. The use of these columns is mandatory for EPOS outlets. If an error is made, draw a single line through the mistake and write the correct information on the next entry line. The ship's store operator and the person mak- ing collections should both initial lined-out entries.

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Figure 4-9, Cash Register Record INVENTORY PREPARATION Physical inventory is the process by which you identify, count and evaluate all stock on hand. An itemized physical inventory is conducted in the sales outlets as described below:

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-18 Monthly inventories will be taken in all EPOS and Non EPOS outlets At the end of each accounting period (31 Jan, 31 May and 30 Sept) On relief of the sales officer or sales outlet operator When evidence suggest unauthorized entry was made to determine if theft occurred When directed by higher authority. To make your space ready for inventory, you should perform the following actions as the sales outlet operator: Arrange all merchandise in the sales outlet, so that it is sorted, stacked neatly and labeled with ROM‟s generated bar code labels to facilitate scanning and counting The sales officer must verify that all ship‟s store transactions have been completed. The long hours of prelisting each item and hunting the stock numbers on the master stock list are gone. Today, the Portable Data Terminal (PDT) is used. Items are scanned with the PDT, counted and then downloaded to the ROM system. In the rare event that a PDT is not available, Inventory Count Sheets are printed in stock number order by the ROM system and used to record the inventory. With this method , the record keeper enters counts from the printed inventory sheets into RO M. The ship‟s store remains closed during an inventory. When the inventory team is not in the ship‟s store, the sales officer secures it with a numbered car seal. The sales officer maintains a log of these car seals—the Car Seal Number Log. RESTOCKING As the ship‟s store operator, you are responsible to ensure the store remains stocked. You can accomplish this by knowing your merchandise and customers. The ship‟s store is restocked with mer- chandise from the bulk storeroom and is documented on the Intra-Store Transfer Data, NAVSUP Form 973. The important thing to remember about breakouts from the bulk storeroom is to check every item to be sure that you get what you signed for. When determining what items are needed to restock the store, you should first re fer to a basic stock list, which is taken from NEXCOM Pub 81. These basic stock items are necessary for the health and comfort of the crew and should be kept in the store at all times. An alternative method to prepare a breakout request is using the PDT. The use of the PDT ac- tually streamlines the request process. When using the PDT, use the following steps: 1. Use the PDT to scan the items UPC, see figure 4-10 and enter the desired quantity. 2. Return the PDT to the records keeper. The records keeper wil l import the PDT data into ROM. 3. Follow the normal breakout procedure.

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Figure 4-10, Ship’s store operator using a PDT to scan an item UPC. NAVSUP FORM 973 The Intra-Store Transfer Data form, NAVSUP Form 973, is shown in figure 4-11. The records keeper will prepare breakouts from the Inventory Movement menu. Items can be entered in ROM ma- nually by the records keeper or scanned with a PDT and downloaded into ROM. At the time of r e- quest, a control number is automatically assigned by ROM to the NAVSUP Form 973, which lists each item being requested, the retail price, the unit of issue, the quantity requested and the areas for trans- ferring and receiving custodians to document what was sent and received. After the NAVSUP Form 973 is prepared, the records keeper prints and signs the “Issued by” block on the document.

Figure 4-11, Initial Intra-Store Transfer Data, NAVSUP Form 973 (Breakout document).

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-20 Upon receipt of an approved NAVSUP Form 973, the bulk storeroom custodian will break out the stock. The bul k storeroom custodian simply records the quantity broken out for each item by ci r- cling the “Quantity Requested” column, if the two quantities are identical. If the quantity broke out di f- fers from the “requested” quantity, the bulk custodian will write the actual quantity delivered in the “Qty Sent from Store 99” column. After all items are delivered, the bulk storeroom custodian signs the do c- ument. The receiving custodian—the ship‟s store operator in this case—counts and enters the quanti- ties received in the “Qty Received at Store” column of the NAVSUP 973 and signs the document. A d- ditionally, the receiving activity must verify that the quantities received are the same as the quantities delivered. Any differences should be rectified by the two activities. If an agreement cannot be met, the sales officer must conduct a spot inventory of the item in question and determine the correct quantity delivered. The NAVSUP Form 973 is then forwarded to the records keeper. The records keeper confirms that all quantities delivered match the quantities received and updates the information in ROM as necessary. Afterwards, he or she presses the Confirm Breakout button to update the inventory database and prints the final “confirmed” NAVSUP Form 973, as shown in figure 4-12, filing both the signed 973 and confirmed 973 in the RR 1 file.

Figure 4-12, Confirmed Intra-Store Transfer Data, NAVSUP Form 973. SPECIAL SALES OUTLETS (HANGAR BAY/PIER SALES) Occasionally, you may be required to establish special sales outlets. For i nstance, you are in New York City for Fleet Week and the CO wants you to sell emblematic items to improve public rel a-

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-21 tions. In situations like this, an outlet must be established in ROM. All transactions for these retail out- lets will be handled as Non-EPOS. Refer to the ROM II User‟s Guide for detailed instructions. VENDING MACHINES Just like the ship‟s store, the vending machines are sales outlets and an essential part of crew morale. They provide another means of selling a product aboard ship. They are coin-operated ma- chines that dispense merchandise. They are usually equipped with a coin changer. The following coin-operated machines are authorized for shipbo ard use: soda, candy, snacks and phone card. Un- like the ship‟s store, vending machines are consid ered Non-Electronic Point of Sale (Non-EPOS) out- lets. Any retail outlet that does not use the EPOS cash register is considered a Non-EPOS outlet. VENDING MACHINE SAFETY NOTE CAUTION: Vending machines must be secured to prevent the machine from tipping over! Pricing Policies The price of canned drinks sold through the vending machine should have a markup of at least 35 percent but no more than 55 percent. With the exception of canned drinks, ship‟s store mercha n- dise sold through the vending machines will have the normal 6 percent or 15 percent based on the department assigned. Replenishing the Vending Machine Before filling your machines, go to each individual machine and count how many of each item you will need to fill them. Do not try to guess what yo u will need. If you do, you may find yourself ca r- rying merchandise back to the storage area. Make sure everything you bring to the vending machine is clean and free of damage. When you fill the machine, make sure you put the "right merchandise in the right slot”, see figure 4-13. After you have filled the machine, test it for proper operation. It is very disturbing to a customer when vending machines do not operate or will not accept coins. Cleaning the coin changer regularly will help to prevent contact s urfaces from becoming sticky and jamming coins. Make sure "sold -out" and "use correct change" and other machine lights are in working order. It is best to fill the machines about an hour before work starts, so the sodas in the machine are cold by the time the workday starts. Keep a timely schedule for refilling the vending machines to make sure there is a continuous supply of merchandise. You may have to adjust your schedule to meet current weather con ditions. You sell more sodas when it is hot than when it is cold. On paydays, machines will empty faster. As you gain experience in filling the machines, you will learn to adjust to meet different conditions. Put a sign on each of your machines with your name, rate and ship's telephone number where you can b e located if a problem occurs.

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-22

Figure 4-13, Vending machine custodian replenishing the machine. Vending Machine Displays Product displays should be kept neat and clean and look appealing to the customer. Displays should be changed frequently to stimul ate customer interest. Light bulbs for displays should be changed as soon as they burn out. Broken or discolored glass should be replaced as soon as possi - ble. Plastic product decals are normally available from the company you purchase sodas from and should be used. VENDING MACHINE SANITATION The vending machines aboard ship should be inspected on a quarterly basis by the medical department. Vending machines and the surrounding area should be kept clean. Remove all trash, empty soda cases, boxes and so forth from the area around vending machines after refilling. The i m- mediate area of the vending machine should be well lit and provided with a covered trash receptacle. It should be emptied and cleaned frequently. The vending machine itself should be moun ted on a stand about 6 inches off the deck. This makes it easier for you to clean under and around it, especially when seepage occurs. Machines should be mounted in areas free from overhead leakage or condensation. The machine should be cleaned frequently enough so that no surface of the vending machine inside or out is sticky or dusty. The door and panel to the vending machine and any access opening for food should fit tightly. Replace worn gaskets to keep dust, dirt, or any other foreign matter from getting in the machines. More information about vending machine sanitation can be found in NAVMED P-5010.

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-23 VENDING MACHINE CASH COLLECTIONS Your vending machine operator 's task is an additional job . To make vending machine collec- tions within the prescribed time limits and still perform you other job effectively, you have to time your collections so that they do not interfere with your other work. The timing can be worked out easily with the person making the collections. Whether the ship is in port or at sea, the vending machines monies need to be collected daily or before making any repairs to the coin mechanism or to the machine i t- self. However, if you are in port and machine sales do not exceed $100 a day, you are required to col- lect the money from the mac hine at least twice a week only. On weekends in port, cash needs to be collected only when the sup ply officer deems the collection necessary because of a high volume of sales or when making repairs to the machine or to the coin mechanism. According to the procedures previously described, collections are recorded on the NAVSUP Form 469. Posting daily collections from the vending machines to ROM is not necessary. Grand total amounts are entered by the cash collection agent monthly or before printing the Cash Sales Invoice. There should be a separate Cash Register Record for vending machines. When more than one type of each machine is operated, the cash receipts for each machine must be recorded on separate pages of the NAVSUP Forms 469 and the pages must be i dentified accordingly. At the time of collection, m eter readings are taken and are used to determine the amount of cash that should be in the machine. A record of these meter rea d- ings is maintained on the NAVSUP Form 469 under the column marked “Register R eading." The pre- vious day‟s meter reading minus the meter reading at the time of collection equals the cash collected. LOCKED MONEYBOXES When locked moneyboxes are installed in drink vending machines, the boxes will be nu m- bered on the outside and issued to the vending machine operator by the person responsible for cash collections. Before the locked moneyboxes are issued, the cash collection agent ensures that the boxes are key locked. Delivery by the Vending Machine Operator The vending machine operator may be required to deliver the locked moneyboxes to the pe r- son making collections. If this is the requirement , before removing the moneybox, take the meter reading and write it down. After you remove the full moneybox, replace it with the empty one. NOTE: The locked moneyboxes in vending machines are provided with two sets of keys. One key locks the box inside the machine. The other key opens the moneybox itself. As the vending machine operator, you will have the key that removes the box from the m a- chine. The person making collections retains the other key—the one that opens the moneybox. After you get the meter reading, deliver the locked moneybox to the ship‟s store officer or cash collection agent. The person making the collections counts the c ash in the vending machine operator‟s pres- ence. The person making the collections then ensures that the vending machine operator agrees with the meter reading for each machine and uses the meter readings to see if the cash collected is over or short. When the moneybox is delivered to the cash collection agent instead of to the ship‟s store of- ficer, the ship‟s store officer must ensure that the collection agent is personally reading each vending machine meter at least twice weekly. Optional Procedures Sometimes on weekends or after regular working hours, the ship‟s store officer (or the cash collection agent) is not available to accept the vending machine coin box. At these times, do one of the following: Place the moneybox in a night-depository safe, or turn the locked moneybox and meter

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-24 reading over to the supply department duty officer , or to another commissioned duty officer for saf e- keeping. When the second method is used, the duty officer receiving the moneybox will maintain a moneybox log. Each time the vending machine operator delivers or receives a moneybox from the du- ty officer, an entry will be made in this log and signed by both persons. When the moneybox is turned in, the duty officer will keep the moneybox in a safe place until the next day. The vending machine op- erator will pick up the moneybox and the cash will be collected and compared to the meter reading. TEMPORARY ACQUISITION of VENDING SERVICE Occasionally, you need to acquire temporary vending machines. Times when you may need to acquire the temporary vending machines include times when the ship goes into the shipyard for ove r- haul or when your vending machines are inoperable. In any case, you must obtain written approval to acquire temporary vending machines . Once you have written approval, contact NEXCOM to arrange for the services. These services include multiline vending. Normally, candy, coffee, milk, snacks, hot and cold food, microwave ovens and bill changers are available. NEXCOM and the individual ship d i- vide the profits according to a predetermined split. Detailed procedures are provided in the NAVSUP P-487. SECURITY Security is so important that it cannot be overemphasized. All sales outlets are Group III spac- es and should be secured as required by NAVSUP P-487. Be aware of the possibility of theft or fraud. If you are not careful, theft may occur while the store is opened. THEFT To keep theft to a minimum, observe the following precautions: Keep a close eye on customers Allow only a limited number of customers in the store Place a small sign on the door to remind customers to remove jackets or overcoats Politely ask customers to remove their overcoats and jackets, see figure 4-14.

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-25 Figure 4-14, Customers jackets hanging outside the storefront. BREAK-INS When a space is broken into, do the following: 1. Secure the space involved. 2. Place a car seal on the space. 3. Report the circumstances to the CO. The CO will require an inventory to determine the extent of the loss. All spaces will be inventoried and all financial control records and stock records will be balanced out to determine the actual dollar value of the loss. If the inventory reveals no loss, then no further action is required. If it reveals a loss b e- cause of a break -in, the Commanding Officer should follow the procedures foun d in the NAVSUP P - 487 concerning this type of incident. FRAUD “Fraud” in the ship's store operation means theft of funds or of merchandise, or it means the changing of official records by the accountable officer or by the responsible individual. Any one who suspects fraud in the ship's store operation should report it to the CO. Usually, an informal examina- tion by someone other than the accountable officer will be directed. Any space a ffected and all ROM backup media and transactions on the ROM microcomputer will be secured. The entire ship's store operation will be inventoried and closed out. Determine the dollar value of the loss based on the inventory and the profitability reports. If the informal examination reveals no loss, then no fur ther action is required and the ship's store operation may resume. However, if you discover a loss, follow the procedures found in the NAVSUP P-487. SHIP’S STORE SANITATION Sanitation regulations should be published by the senior member of the medical de partment and issued to all sales outlets and service activities. These instructions are then posted in ship's store spaces and enforced. Your customers have a right to expect to shop in a clean store and to be served by a neat and well-groomed operator. C reate a favorable impression and you will have a customer who is more easily satisfied. See NAVMED Publication 5010 for more on sanitation. SUMMARY In this chapter, you learned how to r ecognize the terms associated with accountability and re- sponsibility of a Ship‟s Serviceman. In addition, this chapter covered professional practices in operat- ing a retail outlet. The security of Group III spaces and Cash collection procedures were also outlined. By following the procedures in this chapter, you should be able to perform effective ship store oper a- tions and to provide quality customer service.

SH: “Retail Outlets “, Chapter 4. Rev. FEB.2011 4-26

Rev. FEB.2011 5-1

CHAPTER 5 CASH COLLECTIONS—NAVY CASH Learning Objective: Upon completing this chapter, you should be able to do the following: —Discuss the procedures for collecting, depositing, and accounting for cash in the retail operation. —Recall the documentation, requirements, and procedures to properly account for cash collected from retail outlets. —Explain the proper procedures and documentation associated with depositing money with disburs- ing. —Recall proper procedures and documentation associated with Navy Cash Cards for purchases in the ship’s store and vending machines. —Explain the documentation and procedures of Integrated and non-integrated Navy Cash ships —Recall the requirements for the end of the month differences —Measure the overage and shortage in EPOS Outlet —Discuss refund procedures. INTRODUCTION Ship Store operation utilizes two distinctly different forms of funds, US hard currency (cash) and electronic (Navy Cash). You will learn how to handle and report both forms of currency in this chapter. Both forms of currency may be utilized in our Electronic Point of Sale Registers (EPOS) and Non-Electronic Point of Sale (Non -EPOS) activities (vending machines and outlets not utilizing the EPOS registers). As operators and funds managers, we are accountable to the government for proper securing and reporting of these funds. CASH The Sales Officer is responsible for collecting cash from ship's store sales and depositing it with the Disbursing Officer. The Supply Officer (SUPPO) provides guidance, usually in supply depart- ment instructions, for collecting cash. These instructions supplement the procedures contained in the NAVSUP P-487 and DoD 7000.14R D OD Financial Management Regulation (DODFMR), Volume 5. The Sales Officer makes sure personnel are involved in cash collection, understands the instructions on cash collection, and sign the supply department organizational copy. The Sales Officer may designate someone to be a cash collection agent. This is a formal d e- signation letter, as shown in the DODFMR, Volume 5. The cash collection agent is responsible to the ship's store officer for all cash collected. Members assigned to the retail store or vending machine may not be cash collection agents. Although not recommended, the ship's store records keeper m ay be designated as the cash collection agent when sufficient person nel are not available. Disbursing personnel may not be designated as cash collection agents, even though they may make cash collec- tions from ship's store operations.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-2 CASH REGISTER TAPES (ELECTRONIC and PAPER) In today’s retail operations, you may work with different types of cash registers. Cash registers generate two tapes —one for the customer and one to be retained as a record of sales. Non -EPOS cash registers are for hangar bay sales , pier sales, and so forth, which generate two paper tapes — one is a receipt for the customers and the other is the sales history for that reg ister. The EPOS cash registers used in ship’s store s generate an electronic media that stores the sales histor y for the day, along with the paper receipt given to the customer. Paper Cash Register Tapes As the cash collection agent, you will replace paper cash register tapes in Non -EPOS stores when it runs out. When you remove the old detail tape, sign, date, an d give it to the Sales Officer for filing. These tapes are held and filed later with the retained returns. Electronic Media Tapes The ship’s store operator is given a ―Till Assignment Disk‖ at the start of each business day. Before operating the cash reg ister, this disk must be imported into the EPOS machine. Throughout the day, transactions made through the register are stored in the system. At the end of the shift or business day, the ship’s store operator exports all stored transactions back to the Ti ll Assignment Disk. These actions will close out the register. The disk is then used to reconcile the cash collected and ship’s store transactions for the day. This data is stored in the Resale Operation Management (ROM) system until the end of the account ing period when it is backed up and filed with the retained returns. CASH REGISTER KEYS In the ship’s store, there is one cash register key, the key to the cash drawer, in which the o p- erator maintains custody. The duplicate to this key is sealed in an en velope and locked in the Sales Officer’s safe. In Non-EPOS outlets, the cash collection agent will maintain the cash register keys that program the selection keys and provide access to the detailed tape. CASH COLLECTION AGENT SAFE Cash collected must be kept in a safe that meets the requirements indicated in DODFMR, Vo- lume 5. You should keep collected cash in a safe until it can be deposited with the Disbursing Officer. If there is more than one cash collection agent, each will have a separate safe. Your name, address, and telephone number must be placed on the outside door of the safe. Only you will have the combination to your safe. It should be changed once every 6 months and when you are relieved. You may change the combination on a more frequent basis if desired. If you should become physically incapacitated and unable to open your safe, the Commanding Officer (CO) may order your combination be given to a designated Board of Officers. For further guid- ance, follow the Emergency Entry of a Group III Space procedure in the NAVSUP P-487. RETURNED PERSONAL CHECKS A personal check used to purchase items from the retail store, is returned to the ship because of insufficient funds. The Sales Officer must reimburse the Disbursing Officer for the amount of th e check from the retail outlets cash register. The check is placed under the cash register drawer until the cash collection agent collects it. A separate entry will be made in the Cash Register Record (NAV-

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-3 SUP Form 469). The entry will substantiate the diff erence between what should have been collected and the actual amount collected. Pending the settlement of the check, ROM treats the check as a loss of profits. Immediate action must be taken to obtain settlement of the check. When the returned check is se ttled, the check will be returned to the originator. The rei m- bursement will be collected with cash received from sales for the day. Again, a separate entry will be made in the Cash Register Record, indicating the check has been settled. When the Sales Officer deems the check uncollectible, the loss will be absorbed in the gross retail profits. Refer to the NAVSUP P-487 for information and the responsibilities of the cash collection agent in dealing with returned personal checks. CHANGE FUNDS As discussed in the previous chapter, change funds are typically a transaction between the re- tail operator and the Disbursing Officer. However, on larger ships where there are multiple outlets, the Disbursing Officer with the CO’s approval may choose to advance change funds to the cash collection agent. In this scenario, the Cash Collection Agent (CCA) would sign the Statement of Agent Offi cer’s Account (DD Form 1081). The CCA would then distribute the change fund to the multiple sales ou t- lets. For more information on change funds, refer to the NAVSUP P-487. Once a month, an Officer other than the Sales Officer, appointed by the CO, will audit your change fund. On completion of the audit, the Auditing Officer gives a copy of the audit to the Ship’s Store/CCA and forwards a report to the CO. The change funds are returned to the Disbursing Officer in exchange for the Statement of Agent Officer’s Account when you are relieved as collection agent or the sales outlets have been disestablished. RETAIL STORE CHANGE FUND When the change fund is provided to the Cash Collection Agent, it is his or her responsibility to provide the retail store with the correct amount at the correct times. In this scenario, the cash colle c- tion agent provides the ship's store operator with a chang e fund at the beginning of each accounting period or when the retail store is opened after being closed for 72 hours or more. The CO determines the amount of change funds. The amount authorized is in writing by the CO, normally limited to $50. The ship's s tore operator will sign a Statement of A gent Officer’s Account (DD Form 1081) for the amount advanced. This amount will not be registered on the cash register. It will be kept in excess of the cash received from sales. By the close of the business day, th e retail store operator returns the change fund—at which time the DD Form 1081 is destroyed. If the cash sales are not sufficient to cover the advanced change fund, plus the change fund for the next day, the cash collection agent may elect to leave an amou nt not to exceed $50 in the cash register overnight. If r equired, $100 may be authorized by the Type Commander to remain in the cash register overnight. When more than one shift is operated in the retail store, all cash, including change funds, is collecte d at the end of each shift. On paydays and other times when the volume of busi ness is high, a larger change fund may be required. Any additional amount over the limits estab lished by the CO should be in the instructions to the Sales Officer. VENDING MACHINE CHANGE FUNDS As the cash collection agent, you need to provide a small change fund to the vending machine operator for each machine. Normally the change fund for a vending machine is $5. Although the mon- ey is placed in the coin mechanism, the vending machine operator should provide you with a Stat e- ment of Agent Officer’s Account (DD Form 1081) for the amount of the change fund. A separate DD Form 1081 is required for each vending machine. At the time of the next collection, the change fund is

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-4 returned and the DD Form 1081 destroyed. A new change fund from cash sales received is left in the coin mechanism. To make collections easier, you should leave the same amount in each machine. CHANGE FUND SHORTAGES If there is a shortage in a change fund, the CO may allow the custodian to cover the shor tage with personal funds. The shortage must be resolved before making a deposit with the Disbursing Of- ficer. Shortages in a change fund do not affect the accountability of the Disbursing Officer or cash collection agent. Change fund shortages will be taken out of proceeds from sales before deposit with the Disbursing Officer, as outlined in the DODFMR. A notation will be made on the NAVSUP Form 469 of the amount the change fund was rei m- bursed. If the change fund shortage is less than $250 and is immediately liquidated, it can be handled as described above without an official report to the Navy Exchange Service Command (NEXCOM). If theft, fraud, or any other dishonest act is committed or the loss exceeds $250, an incident report must be made as per the NAVSUP P-487. CASH COLLECTION PROCEDURES Cash collection procedures var y depending on whether the operation being collected is an EPOS, Non-EPOS, or vending machine. With the exception of vending machines, all cash received from sales must be collected at the end of each business day. Vending machines are collected when sales exceed $100 a day, or at least twice a week, as directed by the Sales Officer. All cash must be collected when an inventory is performed in order to closeout and balance the records. EPOS Outlets The cash collection agent and ship’s store operator count the cash in the register and record the amount in the Cash Register Record, NAVSUP Form 469. The cash collection agent and retail operator sign in the appropriate signature blocks. The ship’s store operator will then perform an End of Till export and give the diskette to the cash collection agent. This diskette is imported into the back office ROM computer. Afterwards, the CCA performs an End of Till reconciliation. During the reconcili- ation process, the CCA will enter the amount collected as per the NAVSUP Form 469, and the ROM computer will determine the shortage or overage based on the diskette information and the co llected amount. The Sales Officer will investigate all overages and shortages of $5 or more between system readings and cash collected and take corrective action as appropriate. Overages and shor tages of $5 or more indicated on the NAVSUP Form 469 will be investigated and initialed b y the Sales Officer as the occur. Non-EPOS Outlets Non-EPOS outlets in which cash registers are used will be collected at the close of each busi - ness day. Cash registers will be rung out and the meter reading recorded at the end of each business day. The difference between current days meter reading , and the previous meter reading , minus the cash left in the register for change , should equal the cash collected. The Sales Officer will investigate any difference of $5 or greater. Refund and over rings should be included in the formula. For Non -EPOS outlets, such as vending and phone card machines, cash collec tion proc e- dures vary depending whether you are at sea or in port.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-5 INPORT—Cash will be collected Monday through Friday and before making any repairs to the coin mechanism or machine. If sales do not exceed $100 daily, it is not necessary to collect them da i- ly. In this case, you should collect them as directed by the Sales Officer, but at least twice a week. The Supply Officer will determine if the volume of business requires collection on the weekends. AT SEA—Cash will be collected daily and before making any repairs to the coin mechanism or machine. If sales do not exceed $100 daily, it is not necessary to collect them daily. METHODS of COLLECTING CASH As the collection agent on a ship with several activities , it may be impractical for you to go to each sales outlet at the close of each business day to make collections. Some sales outlets are ope r- ated in shifts, open after normal working hours, or on weekends. This makes it difficult for you to make collections. To make things easier, you can: Have the sales outlet operator deliver the cash Use lockable moneybags for sales outlets Use locked moneyboxes for vending machines Use a night depository safe. Delivery by the Sales Outlet Operator When impractical for you to collect cash, the sales outlet operator may deliver the cash from sales at the end of the business day. The sales outlet operator uses moneybags to deliver the cash. Moneybags Have the operators use numbered moneybags to bring cash and change funds from their re g- isters to you , if impractical to collect cash after working hours or on weekends . At the time of issue, log a moneybag to each operator on a locally developed log. The log shou ld have the date, time, mo- neybag number, and signature of the person receiving and issuing the moneybag. After working hours, the Duty Supply Officer or another Commissioned Officer keeps the m o- neybag log. After closing, the sales outlet operator puts the cash received and the change fund in the moneybag and locks it. Each moneybag has two keys. He or She keeps one key; the other is sealed in an envelope in the Sales Officer's safe. The sales outlet operator delivers the moneybag to the Du- ty Supply Officer or designated commissioned officer, and both sign the moneybag log for receipt and delivery. During this process, the officer receiving the moneybag does not count the money. The next day, the sales outlet operator opens the moneybag, the cash collectio n agent collects cash and both sign appropriate signature blocks. Night Depository Safe Only use a night depository safe when it is im practical for the cash c ollection agent to collect cash. The safe is secured with both a key and a combination lock. T he holder of the key does not know the combination to the lock. The person with the combination will not have the keys to the safe. A spare key is kept in a sealed envelope in the Sales Officer’s safe.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-6 The person appointed as a key holder keeps a locally developed log. Each time the night d e- pository safe is opened, a record of the date, time and signature of both the key holder and the pe r- son having the combination to the safe are made. Procedures for use of the night depository box are simple. Sales outlet operators put their mo- neybags or locked moneyboxes into the safe. The next workday , the night depository safe is opened and the cash is collected. VENDING MACHINE COIN BOX The coin box installed in vending machines may be either the self -locking type, a key or key - less combination lock. For moneyboxes that are not self -locking, the cash collection agent will have access to the money in the coin box and will not be given to the vending machine operator. Self-locking moneyboxes, installed in vending mac hines, usually have two sets of keys. One set locks the box into the machine and the other locks the moneybox. The vending operator holds the key locking the moneybox into the machine. The person making the collections holds the key opening the box. Using Self-Locking Money Coin Boxes Combination or key-type locks are not required to secure a self-locking coin box. The cash col- lection agent issues the coin boxes to the vending machine operator. Before the coin box is issued, the box is numbered on the ou tside for easy identification and the lock opening sealed with a nu m- bered car seal. The car seal number is recorded in the unused column of the Cash Register Record, NAVSUP Form 469. When it is impractical for the person making collections to collect the cash, vending machine operators may deliver their moneyboxes. When they do this, they should record the meter reading or compute the units sold, remove the moneybox, and replace it with another. Then they deliver the m o- neyboxes to the person making the cas h collections. Using this method, the cash collection agent should verify the meter reading at least twice a week. Optional Procedures There may be times when the Sales Officer or the cash collection agent is not available to a c- cept vending machine money boxes. In this case, you may place the moneybox in a night depository safe, turn the locked moneybox and meter reading over to the supply department duty officer or another Commissioned Duty Officer for safekeeping. The person receiving the moneybox will k eep a moneybox log. Each time the vend ing machine operator delivers or receives a moneybox from the Duty Officer, an entry is made in the log and signed by each person. When the moneybox is turned in, the Duty Officer will keep the moneybox in a safe plac e. The next day the vending machine oper ator will pick up the moneybox and the cash will be collected and compared to the meter reading. Night Deposits Night deposits may be required if the person making collections is not available on weekends or after working hours. The collection agent has the following options: Deposit the moneybox in the night depository safe as discussed earlier Turn the moneybox over to the Duty SUPPO or another Commissioned Officer. When using the second option, develop a log like the example in Table 5-1.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-7 The Duty Officer maintains the log. Each time a moneybox is received or delivered; an entry will be logged and signed by both persons. The next workday, the cash will be collected and co m- pared to the meter reading.

Table 5-1.—Sample Night Deposit Log End of Till Process This pertains to EPOS outlets; at the beginning of each business day, the retail store operator is given a till assignment disk. Depending on your ship the cash collection agent, records keeper or Sales Officer will conduct the till assignment. This disk contains important data such as price changes, UPC updates, and any new items received. The person assigning the till can set parameters for the maximum amount of cash a register should contain at any given time. Once this threshold is reached, the ROM system will issue a message to the cashier to make a cash drop with the cash collection agent. Before each business day, the retail store operator will import this diskette, which updates the database in the ship’s store cash register computer. At the end of the business day, the retail operator will conduct an End of Till operation to the Till Assignment disk. This disk along with the cash from sales will be delivered to the cash collection agent at the end of each business day. The cash collection agent will verify the cash and conduct an End of Till import and reconciliation to reconcile the collection. ACCOUNTING for CASH COLLECTED Cash collected from the sales outlets must be accurately recorded for accou nting purposes. The Cash Register Record (NAVSUP Form 469) or Cash Register Record sheets provided in the ROM resource disk are used for this purpose. CASH REGISTER RECORD: NAVSUP FORM 469 The person making collections keeps the NAVSUP Form 469. A separa te page in the Cash Register Record is used for each sales outlet. At the end of each business day, the cash collected from sales is recorded . Bulk Sales and dishonored checks are also accounted for in this record, a s shown in figure 5-1. The Sales Officer should review this record at least twice a week. The amount collected from each sale outlet is entered in ROM and is reported on the ROM C02/C03/C04 Report. The Sales Officer will compare amounts on this report with the amounts e n- tered on the NAVSUP Form 469 at least once a week. Refer to the NAVSUP P -487 for detailed pr o- cedures and requirements for using the Cash Register Record.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-8 CLOSEOUT of the NAVSUP FORM 469 At the end of each month, the Cash Register Record (NAVSUP Form 469) is closed out. The total cash collected during the month must equal the total figure reported on the NAVSUP Form 469 and the ROM system for the month. The Sales Officer and cash collection agent will do a monthly r e- view of the NAVSUP Form 469 at the time of closeout. Closeout va ries slightly for Non -EPOS and EPOS outlets. Non-EPOS Closeout The final register reading minus the beginning register reading, plus the total "over (column)," minus the total "under (column)" equals your total amount in figures. If this figure does not agree, go back and check all computations for over and under by subtracting register readings until you can find the error. Take the total actual cash in the register and subtract the total cash left for change and you should arrive at the total amount in figures. If it does not match, you probably added your Cash Left for Change column incorrectly. For Non-EPOS closeout, refer to figure 5-2.

Figure 5-1, Cash Register Record, NAVSUP Form 469.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-9

Figure 5-2, Non-EPOS Cash Register Record, NAVSUP Form 469. EPOS Closeout For EPOS outlets, simply add all columns and enter the totals in the appropriate columns, as shown in Figure 5.3. Both outlet operator and the cash collection agent will sign the total lines.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-10 DAILY REVIEW of the CASH REGISTER RECORD: NAVSUP FORM 469 A collection agent should remember that a thorough daily review of the NAVSUP Form 469 would eliminate most problems incurred during monthly review. When doing your daily review for Non- EPOS outlets, take the register reading/ROM, subtract the register reading from the previous day, mi- nus cash left in the register, minus any over rings or refunds, and this should equal the cash collected from sales for the current day. If it does not equal the cash in the register, you have an overage or a shortage. For EPOS outlets, double-check to ensure you transcribe the number into the book correc t- ly. ACCOUNTING for MONEY in the DOLLAR BILL CHANGER The Sales Officer or cash collection agent is responsible for the dollar bill cha nger. The Dis- bursing Officer provides a change fund of up to $400 on ships with less than 700 people to the person making collections. On ships with more than 700 people, the change fund may be up to $800. The dollar bill changer should be checked daily an d refilled as necessary. As cash collection agent, you will completely empty and count the machine once a week to validate the change fund. A separate Cash Register Record, NAVSUP Form 469, is used for dollar bill changers to record transactions and valid ate the accuracy of the change fund each time the machine is opened and refilled. The person responsible for the dollar bill changer has custody of the NAVSUP Form 469. Enter the dollar bills collected from the machine in the Cash in Register column. Write any overages or shortages in the Over or Under columns and write the amount of coins placed into the machine a f- ter collection in the Register for Change column. Any shortages that exist in the change fund should be handled as per the NAVSUP P-487. DEPOSITS with the DISBURSING OFFICER Cash received from sales is deposited daily with the Disbursing Officer. In the absence of the Disbursing Officer deputy or agent cashier, all cash on hand (except the money left overnight in the cash register) should be kept in a safe under the custody of the Sales Officer or cash collection agent. The signature of the Disbursing Officer, deputy or agent cashier is obtained on the Cash Receipt Book (NAVSUP Form 470) for all deposits. The person making the deposits retains the NAVSUP Form 470. A NAVSUP Form 470 does not have to be used if the Sales Officer is both cash collection agent and the Disbursing Officer. Total deposits made during the month must equal the total receipts from sales. The Sales Officer should make sure that all cash from sales including change funds is collected at the end of the month, that the total amount of cash is collected and turned over to the Disbursing Officer equals the amount entered in ROM. REVIEW by the SHIP'S STORE OFFICER The Sales Officer reviews all entries, che cks amounts deposited with the Disbursing O fficer, and initials all entries in both the NAVSUP Forms 469 and 470 to indicate they have been checked in- cluding days closed for weekends and holidays. This review should occur on a daily basis, but no less often than twice a week. The Sales Officer will additionally check to make sure cash collections are entered accurately in ROM.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-11

Figure 5-3, EPOS, Cash Register Record, NAVSUP Form 469. CASH SALES INVOICE A Memorandum Cash Sales Invoice Deposit of Cash with the Disbursing Officer, DD Form 1149 is prepared monthly to substantiate cash receipts from sales. It is also prepared when the Sales Officer or Disbursing Officer is relieved or when cash is deposited with a different Disbursing Officer. Any time a cash sales invoice is prepared, the Sales Officer verifies the NAVSUP Forms 469 and 470

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-12 to make sure figures on the Cash Sales Invoice match the figures on the NAVSUP Forms 469 and 470 and the figures entered in ROM. The Cash Sales Invoice is normally prepared by the ship's store records keeper for signing by the Sales Officer and Disbursing Officer. The ROM system automatically totals cash collections and prints the DD Form 1149 when required. Figure 5-4 is an example of a Cash Sales Invoice. Look at the figure and study each entry. The amount of cash from retail sales includes cash collected for the month from retail stores and vending machines other than drink vending machines, such as candy, cookie, and cigarette. Cash collected from drink vending machine sales is the actual cash collected from drink vending machine sales. Cash from bulk sales is the total cash collected from bulk sales. Contributions and service charges in- clude the total amount of funds received from contributions to Ship's Store Profits.

Figure 5-4, Memorandum Cash Sales Invoice, DD Form 1149.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-13 COMMON CASH COLLECTION ERRORS Most errors made in cash collection are because of improper cash collection procedures. Since the cash and receipts should always balance, there is no room for errors in cash collection. The Navy Audit Service has found in audits of ships afloat that cash collection agents did not always accurately collect and record cash collections. The following are common errors made in cash collection: Cash is not collected at the end of each business day except as authorized in the NAVSUP P-487 Cash, including the change fund, is not collected from the retail store before being closed for a period of more than 72 hours Entries are not closed out or compared on the Cash Register Record, NAVSUP Form 469, and the Cash Receipt Book, NAVSUP Form 470, with the Cash Sales Invoice, EPOS Cash Over/Short Detailed Report, and Cash Over/Short Summary Report Cash collections from the sales outlets are not safeguarded Over ring/refund vouchers are not recorded accurately in the Cash Register Record, NAV- SUP Form 469 Collections are not deposited with the disbursing officer daily Register readings/ROM are not being taken Sales outlet operators are not present during collection and counting of monies Cash from group sales is collected directly by the cash collection agent and not processed through the cash register as required Change funds are issued without receiving a receipt Shortages or overages in excess of $5 noted in the Cash Register Record, NAVSUP Form 469, were not initialed by the ship's store officer Ship's store officers did not review the cashbooks a minimum of twice weekly Refund policy not adhered to Cash collection figures entered in the ROM are not compared with the total cash collected as reported on the NAVSUP Form 469 Failure to conduct daily End of Till Imports and Reconciliation. NAVY CASH Navy Cash is a convenient and safe way to carry personal cash and pay for purchases ele c- tronically using a Navy Cash Card . Navy Cash card replace bill s and coins for personal financial transactions at all retail locations aboard ship. The Navy Cash Card have both a chip and a magnetic strip. The magnetic strip on the card is used ashore both on and off the base for purchases at retail locations. The chip allows you to load a dollar value onto the card to be used for your purchases aboard ship. The Sales Officer is responsible for all Navy Cash transactions from the retail outlets and re- porting it with the Disbursing Officer. The SUPPO provides guidance, usually in Supply Department

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-14 Instructions, for Navy Cash. These instructions supplement the procedures contained in the NAVSUP P-487,DOD 7000.14R DODFMR, Volume 5 , and NAVSUP P -727. The Sales Officer will ensure a ll personnel involved with Navy Cash procedures are PQS qualified. The Sales Officer may assign someone as a Navy Cash assistant. RETAIL SALES Electronic Point of Sale (EPOS) Outlets The steps for the EPOS Outlets are as follows: The ship’s store operator receives a till assignment diskette from the designated assistant in the back office in accordance with the ROM II User’s Guide . A Navy Cash operator ID must first be established in the Navy Cash application for each ship’s store operator. The Disbursing Officer then provides the Operator ID in the 3000 series information to the Sales Officer, and the Sales Officer or designated assistant enters the information by operator into the ROM II back office. When ROM II and Navy Cash are integrated, the ROM II an d Navy Cash operator IDs must match for sales receipts to be reported properly. However, when configuring the K22 that will be attached to the ROM II cash reg- ister, “Enforce User Logon” must be set to “Do Not Force Logon." The ship’s store operator inserts the till assignment diskette into the EPOS cash register and uploads the data. The operator then logs into the EPOS system following the instructions in the ROM II User’s Guide and starts conducting the business of the day. NOTE: If K22 reads on-line this means that the money is being debited from the card and deposited with disbursing real time. If K22 reads off -line that means that the transactions are not immediately transmitted to di s- bursing but are being saved in the K22 to be disbursed at a later time. CAUTION: K22 only holds approximately 1100 transactions in the off-line mode. All other transactions may be lost. For more information, refer to NAVSUP P-727. Non-EPOS Vending Vending Machines utilize Card Accepting Device (CAD) to record and transmit electronic sales to the disbursing in an on-line mode. If Navy Cash network is down the CAD can operate in an offline mode and stores appro x- imately 690 transactions, and the vending machine can continue to operate, at least until the CAD is full. Other Non-EPOS Outlets Hangar Bay, Pier Sales, Concessionaire and Special Orders will utilize K22 in the offline mode to capture sales. The Disbursing Officer will program and issue K22 for specific outlets i.e., hangar bay, phone card and pier sales. Procedures stated in the NAVSUP P-487 will be followed when operating a pier side or other Non-EPOS retail store.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-15 The Sales Officer or designated assistant will add a store number (94 series) in the ROM II back office, following the procedures prescribed in the ROM II User’s Guide All sales for cash and check and cash collection procedures will be in accordance with the NAVSUP P487 All cash and checks will be recorded in the NAVSUP 469 and deposited with the Disbursing Officer in accordance with NAVSUP P-487 Navy Cash also can be used to accommodate these sales. When setting up a non-EPOS store, the Sales Officer can check out the appropriate number of battery-operated K22 POS devices from the disbursing office. Each K22 must be set up for a merchant and one of the operator IDs previously assigned by the Disbursing Officer for generic sales. The K22 must be online to the Navy Cash server for an operator to log on At the end of the day or at the end of the event, the Sales Officer will take each K22 to one of the available Navy Cash ―download boxes‖ or serial ports, in the disbursing office or sales of- fice for example. When plugged in, the K22 will automatically upload sales information to the Navy Cash server Once all the K22s are uploaded, the Sales Officer can view the Navy Cash sales by printing out the Merchant Sales Summary Report under the ―View Reports‖ link in the Navy Cash ap- plication. When creating this report, the Sales Officer must ensure the time frame indicated is specific and inclusive for the applicable non-EPOS store event. In Navy Cash, all dates and times are recorded and reported in GMT (Greenwich Mean Time). To verify that the amounts reported by Navy Cash Merchant Sales Summary Report and the non-EPOS cash register or sales receipt book are correct, the totals will be reconciled. If both reports match, there is no discrepancy. If the reports do not match, an error has occurred that must be investigated and resolved. The Sales Officer can generate the more detailed Mer- chant Sales by Operator (MSO) Detail Report for the period in question under the same ―View Reports‖ link in the Navy Cash application to research discrepancies and facilitate the investigation The Sales Officer or designated collection agent will enter the amounts collected in cash and checks and in Navy Cash into the ROM II back office in accordance with the ROM II User’s Guide. REFUNDS The Sales Officer or designated assistant must approve all refunds, whether for ship’s store or vending. Refunds will be processed at the ship’s store office using the following procedures: 1. The customer will take the merchandise to the ship’s store office for turn -in. The Sales O f- ficer or designated assistant will fill out a NAVSUP 972 for each refund. The customer and the Sales Officer or designated assistant will sign the NAVSUP 972 voucher. 2. The Sales Officer or designated assistant will enter the Navy Cash application and access the ―Individual Refunds‖ link in the ―Funds Transfer Options‖ window under the ―Funds Transfer‖ link. A ―Chip Purchase Ref und‖ allows a single purchase transaction to be selected for the refund and helps to ensure that a particular purchase is only refunded once. Multiple -item purchases are treated as a single total if all the items were purchased at the same time.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-16 A ―Miscellaneous Refund‖ can be used when the specific purchase may be difficult to identify, for example, a soda or snack vending item or a single item within a multiple item purchase. 3. The amount of the refund will be returned to the customer’s Navy Cash card, a nd the amount will be deducted from the ship’s store or vending merchant sales collections for that day. 4. The Sales Officer or designated assistant will take the merchandise to the ship’s store for turn-in back to inventory. Procedures outlined in the NA VSUP P-487 will be followed when a ccepting merchandise back into the ship’s store through the ROM II register. For damaged sodas, the Sales Officer or designated assistant will dispose of the cans and survey the total in accordance with the NAVSUP P-487, for the appropriate vending machine. 5. The Sales Officer or designated assistant will log into the ROM II Electronic Point of -Sale (EPOS) register under the manager function. The manager will depress F8 under the refund screen and follow the procedures. Refer to ROM II User’s Guide for detail information. 6. Once the refund procedure is completed, the merchandise will be accepted back into the ship’s store stock. The ship’s store operator will give the manager a receipt printed from the register. 7. The Sales Officer will verify the total of the printed receipts with the totals of the refunds by sales activity on the Navy Cash Daily Refund Report and the NAVSUP 972. All totals will match. If the totals do not match, the Sales Officer will request assistance from the Treasury Financial Agent. 8. The receipts and NAVSUP 972 will be stapled to the Navy Cash Daily Refund Report and filed in the RK CO2/CO3/CO4 file. NAVY CASH END of DAY (EOD) End of day is the process by which we are depositing our funds/ collections. Closeout The Sales Officer and Disbursing Officer will determine and agree when the ROM II and Navy Cash systems will be closed out each day to complete the EOD process and reporting. 1. At EOD, the ship’s store operator does an EOD till export from the cash register to a floppy diskette following the ROM II User’s Guide. 2. The ship’s store operator delivers the diskette to the designated assistant in the back office, who does an EOD till import into the back office computer following the ROM II Use r’s Guide. Upon completion, an EOD report is generated from the ROM II back office summarizing that day's sales ac- tivity at the cash register. NON-EPOS outlets The sales officer will ensure that all vending machine cash totalizer’s / meter readings are made and compared to the Navy Cash EOD Merchant summary report when reconciling Navy Cash sales. The sales officer will read and verify meter readings per TYCOM direction. All totals will match. EOD Reports The Sales Officer or designated assistant must comp are the ROM II e -cash receipts EOD r e- port with the Navy Cash Merchant Sales Summary Report printed from the Navy Cash workstation in

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-17 the Sales Office or disbursing office. The Merchant Sales Summary Report can be generated by e n- tering the correct start and end dates in the ―View Reports‖ link in the Navy Cash application. Note: In Navy Cash, all dates and times are recorded and reported in Greenwich Mean Time (GMT). All totals for electronic sales in the ship’s store for Navy Cash and ROM II must match. Any dif- ferences must be investigated. Once verification has been made, the sales total received from the Navy cash system will be entered and posted by the designated assistant into the ROM II back office. The designated assistant will print out the ROM II over and short report. The Sales Officer or designated assistant is also responsible for comparing the Navy Cash Daily Transaction Detail Reports from shore with the ROM II daily transaction reports to verify accura- cy. The shore reports are generated auto matically by the Navy Cash EOD process and sent to the ship when the EOD round trip is completed. When the shore reports are received, the Navy Cash sys- tem places them into a shore reports directory by date, with one sub -directory for each report date. In Navy Cash, all dates and times are recorded and reported in GMT. The ―Shore Reports‖ folder on the Navy Cash application desktop provides a short cut to the directory. All reports must be signed by the Sales Officer, and filed in the RK CO2/CO3/CO4 file. Navy Cash EOD Differences If a difference occurs between the total receipts listed on the ROM II report and the Me rchant Sales Summary Report printed from the Navy Cash application, the Sales Officer will do the following: 1. Print out the ROM II daily transaction report from the back office. 2. Print out the ROM II over/short report. 3. Generate the more detailed Merchant Sales by Operator (MSO) Detail Report for the period in question under the ―View Reports‖ link in the Navy Cash application. Print out a copy of the report and compare it with the ROM II e-cash daily transaction report to research and resolve discrepan- cies. When creating this report, ensure the time frame indicated is specific and inclusive. In Navy Cash, all dates and times are recorded and reported in Greenwich Mean Time (GMT). ROM II–Navy Cash Comparison Report. The ―ROM II Reporting‖ function in the Navy Cash application provides an automated tool to assist in investigating and resolving any differences b e- tween the ROM II and Navy Cash daily transaction reports. The Sales Officer or Disbursing Officer can request assistance from the Customer Service Center if needed. If the difference is unresolved, a signed letter/report by the Sales Officer and Di s- bursing Officer will be filed in the RK, CO2/CO3/CO4 file. NAVY CASH END of MONTH (EOM) Prior to initiating an EOM inventory and closeout each month, the Sales Officer and Disbursing Officer will coordinate specific start and end dates when Sales and Navy Cash activities will be closed out. In order to make certain that the Disbursing Officer’s Statement of Accountability (SF 1219) is prepared and submitted on time at the end of each month, the Navy Cash EOM process must start early. It is common practice, especially on larger ships, to specify different EOM closing dates for di f- ferent vending machines. To assist in closing out each month, the Navy Cash application allows di f- ferent EOM closing dates to be specified for each vending machine.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-18 EOM Closeout for Both Ship’s Store and Vending (EPOS/NON EPOS) Vending Inventory Ship’s store personnel will follow the procedures outlined in the NAVSUP P -487 and the ROM II User's Guide when determining units sold. Ship’s store personnel will print the profitability report of the non-EPOS vending machines following the procedures outlined in the ROM II User’s Guide.

E-Cash Receipts To determine the total of the e-cash receipts collected from Navy Cash that will be recorded in the ROM II back office for both ship’s store and vending, the Sales Officer or designated a ssistant must work with the Disbursing Officer to close out the Navy Cash system. Closing Out the Navy Cash System The Sales Officer and Disbursing Officer will coordinate to determine and set the ending date of the Navy Cash system to process the totals of electronic sales for the month by activity using the Navy Cash application. Prior to doing an EOM closeout, the Sales Officer will do the following: 1. Log into the Navy Cash application and click on the ―Vending and Ship’s Store‖ link. When the ―Merchants and Vending Machines‖ menu tree is expanded, the screen displays all the vending and ship’s store merchants, all the vending machines associated with each vending merchant and the Terminal ID numbers for the CADs associated with each of the vending ma chines within the Navy Cash system. 2. The Navy Cash application enforces a specific sequence of steps for closing out each month or period. First, the Sales Officer must close out all the vending machines for a particular merchant. Second, the Sales Offi cer must close out all the merchants, to include both vending merchants and ship’s store(s). Third, the Disbursing Officer can perform the actual Navy Cash EOM, but only after the first and second steps have been completed in order. The monthly transaction reports from shore are generated automatically only after the Disbursing Officer completes this third and final step of the EOM process and that day’s round trip is completed between ship and shore. Step -by-step proce- dures are detailed in NAVSUP P-727. PHASE ONE.—Proceed to each vending machine to close out the vending machine following Appendix A of this SOP and complete the EOM inventory following NAVSUP P-487. The ship’s store personnel will take with them a CAD template and the Navy Cash merchant card associated with the particular type of vending machine. The ―Merchant Card‖ CAD template will be used when activating the CAD EOM function. There are separate Navy Cash merchants and sepa- rate Navy Cash merchant cards for vending soda and vending store item s (e.g., snack or soap) and vending stamp (if applicable). CAD buttons and CAD Templates . Ship’s store personnel will use the CAD buttons to help with diagnostics on the device, and the CAD templates depict where the buttons are located on the CAD. “No Card” Template. The ship’s store personnel will use the ―No Card‖ side of the template to check the number of transactions and verify the terminal ID and current software version of the vending machine CAD devices. For example, the center button, ―Queue‖ or ―# Transactions Pending‖,

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-19 shows the number of messages currently in the offline queue. The queue should be empty before proceeding with Phase One of the EOM. “Merchant Card” Template. The ship’s store personnel will use the ―Merchant‖ side of the template when activating the CAD EOM function. PHASE TWO.—Closing out each merchant (parent) is accomplished at the sales office or di s- bursing office using the Navy Cash application. Step-by-step procedures are detailed in NAVSUP 727. All merchants, including bot h vending and ship’s store, must be closed out before the actual end of month can be performed. EOM Reports The Merchant Sales Summary Report, see figure 5-5 for the month provides total Navy Cash sales receipts and transaction counts for each merchant, in cluding each vending machine merchant, e.g., vending soda and vending store item (snack, soda, etc.). This report provides the Sales Officer with the electronic totals of sales receipts for the month in the ship’s store and non -EPOS vending machines to enter into the ROM II back office. This report will also be compared with the ROM II EOM report.

Run Date: 05 / 31 / 2005 Run Time: 19:07:33 Report Name: NC_133 Start Date: 05 / 01 / 2005 End Date: 05 / 31 / 2005 Merchant Sales Merchant Name Merchant ID Total Amount Transaction Count -------------------------- ---------------- ------------ ---------------- WARDROOM MESS – FOOD 800000003675 3082.37 92 WARDROOM MESS – DUES 800000003677 915.00 40 VENDING SODA 800000003691 240.00 1 NAVY DISBURSING 800000003693 -19922.57 183 POST OFFICE –STAMPS 800000003695 35.49 13 POST OFFICE –MONEY ORDERS 800000003697 4200.00 36 POST OFFICE –METERED MAIL 800000003699 2250.00 150 SHIP STORE #1 800000003701 36610.47 3242 NAVY MWR 800000003705 2773.00 178 VENDING STORE ITEMS VMCAND0000000001 202.20 530 VENDING STORE ITEMS VMCAND0000000001 932.10 2300 VENDING SODA VMCAND0000000001 1340.00 2690 VENDING SODA VMCAND0000000001 793.50 1587 VENDING SODA VMCAND0000000001 2475.50 4951 VENDING SODA VMCAND0000000001 725.50 1451 -------------------------- ---------------- ------------ ---------------- Figure 5-5, Monthly Merchant Sales Summary Report.

SH: “Cash Collections-Navy Cash”, Chapter 5. Rev. FEB.2011 5-20 The Merchant Sales Summary Report can be printed from a Navy Cash workstation in the disbursing office or the sales office. The Disbursing Officer will coordinate with the Sales Officer to de- termine when systems will be closed out to print EOM reports. The ROM II profitability report for each vending machine operation will be printed at the end of each month, e.g., vending soda and vending store item (snack, soap, etc.). Differences (EOM) If there is a difference between the figures reported by the ship in the EOM spreadsheet and the figures reported by Treasury Agent, the Sales Officer or designated assistant wil l do the following to try to determine the cause of the discrepancies: 1. Ship’s store personnel will verify that the monthly Navy Cash receipts were posted in the ROM II back office computer correctly for the ship’s store and each type of vending machine, e.g., vending soda and vending store item (snack, soap, etc.). If the figures were posted incorrectly, ship’s store personnel will modify the figures following the procedures outlined in the ROM II User's Guide. 2. Print out the ROM II Over/Short Report from the back office. 3. The Sales Officer or Disbursing Officer generate the Merchant Sales by Operator (MSO) Detail Report for the period in question under the ―View Reports‖ link in the Navy Cash application. When creating this report, ensure the time frame indicated is specific and inclusive. In Navy Cash, all dates and times are recorded and reported in GMT. Print out a copy of the report and compare it with the ROM II e-cash daily transaction report to research and resolve discrepancies. The Sales Officer or Disbursing Officer can also print out a copy of the Ship’s Store Daily (or Monthly) Transaction Detail Reports from the shore reports folders and compare the totals with the ROM II daily transaction r e- ports. For copies of reports, refer to NAVSUP P-727. 4. Compare the ROM II Over/Short report with the Merchant Sales Summary Report for the month. 5. The Sales Officer or Disbursing Officer will work with Treasury Agent to investigate and r e- solve any differences. If the difference is unresolved, a s igned letter/report by the Sales Officer and Disbursing Officer will be filed in the RK, CO2/CO3/CO4 file. Planned Maintenance System Preventive Maintenance for the Navy Cash Financial System is covered through the Planned Maintenance System (PMS). PMS information for Navy Cash is available from the ship’s Maintenance and Material Management (3 -M) Coordinator. Maintenance Index Page (MIP) number 6541/080 -14 applies to Navy Cash. In particular, proper cleaning of the card readers can significantly reduce the incidence of card readers failing to read the Navy Cash card. SUMMARY You have learned to recognize the procedures for funds collected from EPOS and NON-EPOS outlets using cash and Navy Cash. You should unders tand the procedures of integrated and non - integrated Navy Cash onboard a ship . We have also discussed the use of the K22 and CAD dealing with retail. You have learned how to reconcile activities on a daily and monthly basis. You have also learned the PMS associated with Navy Cash.

Rev. FEB.2011 6-1 CHAPTER 6 APPROPRIATION AND FUNDS Learning Objectives: Upon completing this chapter, you should be able to do the following: — Recall the different types of appropriations that are associated with the ship’s store operation. — Recall the different types of funds that are associated with the ship’s store operation. — Identify the elements of the accounting classification system. INTRODUCTION Each year the Navy must have billions of dollars to carry out its mission in the Department of Defense (DoD). This money comes from the taxpayers of the United States as determined by Co n- gress. The Navy must keep accounts to show the receipt and expenditure of public funds; the amount of government money, materials, and property on hand; and the cost of all operations. This chapter explains how the Navy gets its money and the system used to account for it. It is necessary that you understand this in order to perform your duties in the area of procurement, the e x- penditures of stores, and the preparation of the returns. This chapter is two-part; the first is on how the Navy gets its money, and the second is on the symbols and devices used to account for it. APPROPRIATIONS An appropriation is an authorization by an Act of Congress to incur obligations for a specified time and purpose and to make payments therefore out of the Treasury. It is in this form that the Navy receives money to pay for ships and the cost of their operation and maintenance, the cost of training and pay of the officers and enlisted personnel who operate them, and the money to operate the shore establishment needed to support the fleets. ACCOUNTING PERIOD The accounting period as it applies to appropriations is the fiscal year. The federal fiscal year differs from the calendar year in that it begins on 1 October and ends on the following 30 September. The fiscal year is designated by the calendar year in which it ends. Thus, the fiscal year 20 10 begins on 1 October 2009 and ends on 30 September 2010. In the ship’s store, the fiscal year is broken do wn into three accounting periods: 1 October through 31 January, 1 February through 31 May, and 1 June through 30 September. At the end of each accounting period, we submit our financial reports (returns) to Defense Financial and Accounting Service (DFAS).

SH: “Appropriation and Funds”, Chapter 6. Rev. FEB.2011 6-2 TYPES OF APPROPRIATIONS Three types of appropriations may be used in the Navy, depending upon the purpose for which they are issued. Most appropriations are for one fiscal year and are used to finance the normal ope r- ating cost of the Navy. Other types may be granted without a time limitation or for a specific period that is more than one year. Annual Appropriations Annual appropriations generally cover the current operating and maintenance expenses of the Navy. They become available at the beginning of t he fiscal year stated in the appropriation act. From that time on throughout the fiscal year, they may be either directly expended or obligated. An oblig a- tion occurs when an order is placed, a contract is awarded, a service is received, or similar transa c- tions are entered into during a given period requiring future payment of money in an agreed amount. After the end of the fiscal year, obligated funds remain available for the payment of such obl i- gation for six years thereafter. Continuing Appropriations Continuing appropriations support programs that have indefinite completion dates. Typical e x- amples are the following: shipbuilding, public works construction, and research and development. This money is available at the beginning of the fiscal year or earl ier, if so stated in the appropriation act. These appropriations are available until used up or until the Navy accomplishes the purpose for which they were made. At this time, or at a time set by Congress, any obligated balance remaining is transferred to the successor account. An appropriation for building a nuclear submarine, which takes several years, is continuing; it is good until the submarine is completed. Multiple-Year Appropriations Multiple-year appropriations are available for incurring obliga tions during a definite period in excess of one fiscal year as specified in the appropriation act. This type of appropriation can be used to finance projects that extend for a period two or more years and by their nature require a large amount of advance planning. FUNDS Funds fill a very important need in financing the day -to-day operations of the Navy. A fund, as used in connection with appropriations, is a sum of money or other resources, usually segregated, to be expended or used for specified purposes . Funds differ from appropriations in that they are usually permanent in nature and do not expire unless Congress revokes them. The Navy commonly uses three types of funds: (1) revolving, (2) general, and (3) trust. In the following sections, let us look a t each of these funds. REVOLVING FUND A revolving fund is established to provide working capital. Money is paid out to procure mat e- rials and services and is reimbursed when these materials and/or services are received/sold. The amount of the fund may be in the form of cash, inventory, receivables, or other assets. An example of

SH: “Appropriation and Funds”, Chapter 6. Rev. FEB.2011 6-3 a revolving fund is the Navy Working Capital Fund (NWCF), which is used to purchase and maintain stocks of common supply items required for the operation of the Navy. Navy Working Capital Fund The Defense Working Capital Fund is a revolving industrial fund for a large number of defense support functions. It uses business-like cost accounting to determine the total cost of the business ac- tivity. The Defense Working Capital Fund is made up of the Army Working Capital Fund, the Navy Working Capital Fund, the Air Force Working Capital Fund, and the Defense -Wide Working Capital Fund. Of course, the one that you will be most concerned with is the NWCF. It is not practical for each activity of the Navy to purchase all of its requirements directly from the commercial suppliers using its operating money. It is for this reason that the NWCF exists —to provide the necessary capital to finance the purchase and maintenance of stocks of common sup ply items required for support and operation of the Navy. Basic capital for the NWCF is made available from Congress in much the same manner as appropriations. The total value of the NWCF is reviewed annually and adjusted to meet current requirements. NWCF fulfills its role as a revolving account by purchasing designated supplies/services for commercial sources and then selling them. These supplies/services may be sold to a specific appr o- priation or for cash. The nature of the item determines when the NWCF is to be reimbursed. For se r- vices at the shipboard level, the NWCF is reimbursed when the service is received. The NWCF is reimbursed for supplies when they are SOLD, ISSUED, or SURVEYED. While these supplies are b e- ing held (waiting to be “sold”), they are in the Navy Stock Account (NSA). Navy Stock Account The NSA is an inventory account and an integral part of the NWCF. It serves as the “holding account” for NWCF procured supplies before their sale th erefore; the total value of the NWCF co n- sists of money plus supplies in the NSA. The NSA is also used by NAVSUP as the accounting device to account for and control the expenditure of the NWCF funds. NWCF/NSA in Operation The following steps cover the operation of the Navy Working Capital Fund and the Navy Stock Account in the procurement of ship’s store stock from commercial suppliers. As you read the steps, follow the illustration in figure 6-1.

SH: “Appropriation and Funds”, Chapter 6. Rev. FEB.2011 6-4

Figure 6-1 ,NWCF, NSA, and DFAS in operation. 1. A ship desiring supplies submits a purchase order (850) electronically to the NECO Website. It starts with emailing the order to: romedi@ahf.nmci.navy.mil. NECO then transmits the order to the Supplier. Refer to EDI User’s guide for detail information. 2. The supplier delivers the supplies to the ship where they are held in the Navy Stock Account. 3. The supplier submits an invoice (857) to DFAS. 4. The ship reports there receipt of material by submitting their Monthly Transmittal of Receipts to DFAS. 5. The ship submits Financial Returns to DFAS at the end of the accounting period to reflect stock on hand (NSA) and stock sold. 6. DFAS audits and reconciles the Ship’s returns and reimburses the NWCF for Stock sold. GENERAL FUND The general fund of the Treasury is the fund into which all receipts of the United States Go v- ernment are deposited, except those from specific sources required by law to be deposited into other

SH: “Appropriation and Funds”, Chapter 6. Rev. FEB.2011 6-5 designated funds. Appropriations from the general fund are made by Congress to carry on the general and ordinary operations of the government. Trust Fund A trust fund is used to deposit amounts received or appropriated and held in trust according to an agreement or a legislative act. These amounts may only be used or expe nded according to the terms of the trust or act. An example of a trust fund is Ship’s Store Profits, Navy (SSPN). Profits from the ship’s store are held in this account and may only be used for authorized expenses of the ship’s store and the welfare and recreation of Navy personnel. SSPN, Trust Fund The SSPN is a trust fund for providing recreation and entertainment for enlisted personnel. The fund is credited with net profits derived from sales in the ship’s stores and with contributions made to the fund by organizations, individuals, and others. It is charged with expenditures for the recreation and amusement of the enlisted personnel of the Navy. In actual operations, the SSPN works in the following manner: Merchandise for sale in the ship’s store are p urchased by the NWCF and held in the Navy NSA. When they are sold, the NWCF is reimbursed for their cost, and the profits go into the SSPN fund. Ship’s Store Profits, Navy, General Fund The Ship’s Store Profits, Navy, General Fund is maintained by the Na val Supply System Command (NAVSUPSYSCOM). Income for the General Fund comes from the following sources: Assessment on the cash received from total sales by individual stores Balance of ship’s store profits after the loss or the decommissioning of a ship. A percentage of the total retail sales are assessed based on crew size of the individual ship. The following table shows what percentage is assessed based on the ship’s authorized billets accord- ing to the manpower authorization document OPNAV 1000/2. Billets Authorized Total Assessment 1,500 or more 5.5% of retail sales 500 to 1,499 5.0% of retail sales Less than 500 0.5% of retail sales Of the total assessment received from all ships, only 0.5 percent of the retail sales are all o- cated to SSPN, General Fund, Local, which goes to NEXCOM (Ship’s Store Program). This is r e- ported on C14A of NAVCOMPT 153. The remainder of the assessment is allocated to SSPN, General Fund, BUPERS. This allocation goes to the Chief of Naval Personnel (CNP) for the recreation of Na- val personnel, which is reported on C14B of NAVCOMPT 153. The NAVSUPSYSCOM has authorized NEXCOM (Ship’s Store Program) to charge the Ship’s Store Profits, Navy, General Fund for the following: Purchase of vending machines, coin changers, coin counters/sorters, and dollar bill changers Markdowns if the profits of the individual ship’s store are not adequate to absorb the cost of the material marked down

SH: “Appropriation and Funds”, Chapter 6. Rev. FEB.2011 6-6 Loans and non-reimbursable grants Improvements to ship’s store facilities Disbursement to the Chief of Naval Personnel for the recreation of the Naval personnel ac- cording to the provisions of 10 U.S. Code 7604 Reimbursement to Navy exchanges for losses suffered in transactions in which Navy ex- changes have purchased merchandise from ship’s stores upon disestablishment of the ship’s store, such as losses due to deterioration, hidden damage, or short pack (each case will be decided on its own merit) Travel and miscellaneous expenditures for NEXCOM (Ship’s Store Program), Fleet Assis- tance Team, and fleet personnel to support ship’s store personnel Cost of catalogs, printing, and display materials/assistance used by the ship’s stores in the conduct of business. ACCOUNTING CLASSIFICATION SYSTEM In the receipt and expenditure of funds, the how and why of such an expenditure must be a matter of public record and, if necessary, justified. This is accomplished by the accounting classifi ca- tion system. The purpose of the system is to classify expenditures as to their type or purpose and to designate the activity responsible for recording and maintaining official records of these expenditures. The accounting classification system comprises the appropriation or fund, the functional a c- count numbers, the unit identification codes, the bureau contr ol numbers, the transaction-type codes, the authorization accounting activity, the property accounting activity, and the cost code. Accounting classification system . Each element is explained in the following paragraphs. Study the discussion of the system very carefully, for it will be your responsibility to use the proper classification on procurement and expenditure documents prepared by you. APPROPRIATION OR FUND In every accounting classification code, the first element represents the appropriation o r fund. (Refer to number 1 on the left side of figure 6-2.) The appropriation or fund indicates the legal source of each transaction. The appropriation code will consist of seven alphanumeric characters. The first two digits in our example are 1 and 7, or 17, which represents the Department of the Navy (DON). The number 97 in the same position identifies the D oD. The third digit is the letter X, meaning the a p- propriation is a continuing appropriation. The next four digits (8723) indicate the type of appropriation. In the case of a fund, these four digits would indicate the type of appropriation and the particu lar type of fund used within that appropriation. In the example, 8723 is the symbol assigned by the Treasury Department to identify SSPN. The appropriation symbol and subhead, 97X4930.NC1A, is assigned to identify NWCF. Figure 6 -2 shows what each element signifies and an explanation of all the elements that make up the accounting classification code.

SH: “Appropriation and Funds”, Chapter 6. Rev. FEB.2011 6-7

Figure 6-2, The accounting classification code. SUBHEAD The second element of the accounting code (indicated as number 2 in figure 6-2) is the su b- head. This element identifies the charges (or credits) to the appropriation or fund (indicated in element 1) for that particular transaction. The subhead consists of four characters. The first two characters identify the administering office (23=NAVSUP). The last two characters identify the purpose of the subhead (01=Contributions to the Navy). OBJECT CLASS The object class is the third element (refer to number 3 in figure 6-2.) It consists of three digits. The object class designates the nature of the services, article, or other items involved. BUREAU CONTROL NUMBER The fourth element is the bureau control number. As shown in figure 6-2 (number 4,) the bu- reau control number consists of five digits and represents the allotment authorization number. All funds within an appropriation account to be used for commitments, obligations, and expenditures are issued through allotments. The first two digits desig nate the budget project and the last three desig - nate the allotment number. 21001 is the one with which you will be concerned. This number authoriz- es the commanding officer of your ship to cite NWCF for the purchase of stocks for the ship’s store.

SH: “Appropriation and Funds”, Chapter 6. Rev. FEB.2011 6-8 SUBALLOTMENT The sub allotment is the fifth element (number 5 in figure 6-2.) It further subdivides the allot - ment and is one character that can be alpha or numeric. AUTHORIZATION ACCOUNTING ACTIVITY As shown in figure 6-2, the Authorization Accounting Activit y (AAA) is the sixth element. It is the UIC of the activity that performs the accounting for an allotment/fund. In connection with ship’s store operations, the AAA is 000250, the UIC of NEXCOM. TRANSACTION TYPE The seventh element, transaction type code, is identified by a two -character code to permit processing stores account purchases by machines. The codes and an explanation of their use in the ship’s store operation are as follows: 7C—Purchase of stock for ship’s store chargeable to NWCF 1J—Transferring stores from General Mess to the ship’s store and vice versa 7J—Purchase of NSA material by ships and chargeable to the NWCF 2I—Payments chargeable to SSPN for the transfer of funds to the welfare and recreation fund and charges for repairs or services to ship’s store material or equipment In some cases, the functional account number, discussed later in this chapter, may serve the same purpose as the transaction type code. PROPERTY ACCOUNTING ACTIVITY The eighth element consists of the property acc ounting activity. This digit element shown in figure 6-2 is the activity designated to take up that property in a stores account and is indicated by the ship’s UIC. While receipt of the money and accounting for it generally occur at an activity above the ship- board level, you, as a records keeper aboard a ship, will have the responsibility of ensuring that the necessary accounting elements are included on procurement and expenditure documents. FUNCTIONAL ACCOUNTS Functional account numbers classify transa ctions to the use for which the transactions were made. Functional account numbers will often not be evident in the accounting classification code, but will appear as part of the cost code. They are used as reference numbers to determine the content of certain accounts used in various reports. This provides a detailed analysis of the cost of maintaining and operating the Navy. Numbering System Each functional account has five digits. The combination of numbers identifies each expend i- ture's major heading, subdivision within the major heading, and purpose or type. The first digit of each account number indicates the major heading for six major series of functional account numbers.

SH: “Appropriation and Funds”, Chapter 6. Rev. FEB.2011 6-9 Major Series The six major series are as follows: 1—Naval vessels 4—Ashore naval activities 5—Stores 6—Store manufacturing and repairs 7—Military personnel pay, allowances, and direct support expenses 9—Miscellaneous, assets, liability, income, and expense accounts Second Series The second series of the functional account number is combined with the first digit to desi g- nate the heading for the secondary series of account numbers. As they apply to an SH, the following is an example of the most widely used combination. 13—Consumables supplies not classified as equipage and miscellaneous services furnished to Naval vessels 16—Repair parts and repair parts sets not classified as equipage 51—Navy Stock Account (NSA) 75—Other military expenses not chargeable to military pay appropriations 98—Accounts receivable, accounts payable, and clearing accounts expenditures 99—Losses in stores and miscellaneous expenditures Purpose and Type The remaining three digits of the functional account number provide a further breakdown by purpose or type of expenditure. The following functional account numbers are ones you are most like- ly to come across in ship’s store operations: 13000—Consumable supplies, used for receipt or transfer from General Stores material, such as padlocks, flashlight, and so forth 51000—Cited on NSA financial i nventory reports and related documents prepared for issues and transfers between supply officers 73170—Subsistence items issued to the General Mess, used for receipt or transfer from the food service officer 75400—Expenses of operation charged to SSPN 75401—Transfer from SSPN to welfare and recreation fund

SH: “Appropriation and Funds”, Chapter 6. Rev. FEB.2011 6-10 98074—NWCF cash sales from ship’s stores 99250—Military personnel claims for damage to personal property, used on laundry claims SUMMARY In this chapter, you have learned about the different type s of appropriations that are ass o- ciated with the ship’s store operations, which are annual, continuing and multiple -year. You should have a basic understanding of the funds associated with ship store operations. These three types of funds are revolving, ge neral, and trust. Also covered in this chapter are the elements of the accoun t- ing classification system. The accounting classification system comprises the appropriation or fund, the functional account numbers, the unit identification codes, the bureau con trol numbers, the tran s- action-type codes, the authorization accounting activity, the property accounting activity, and the cost code.

Rev FEB 2011 7-1 CHAPTER 7 PROCUREMENT Learning Objective: Upon completing this chapter, you should be able to do the following: — Recall the methods available to assist in better stock management. — Discuss the various sources available for the procurement of ship’s store merchandise. — Recall the procedures and/or references associated with the preparation of the various procure- ment documents. — Distinguish the difference between major and minor equipment and be able to recall procedures associated with procuring such equipment. INTRODUCTION The ability of your ship's store to meet the needs of the crew largely depends on how well you manage stock control operations. To maintain effective stock control, review inventory control records and perform scheduled reviews of stock and stock records monthly. Effective stock control is important because the ship's store does not have an unlimited amount of money to invest in stock. Excess stock wastes valuable storeroom space and ties up money that could be used for new merch andise. Frequently, excess stock results in decreased sales; however, if an adequate supply of material is not in stock, there will be a d e- crease in sales. An optimum stock level will minimize the loss of sales resulting from these problems. STOCK CONTROL The importance of effective stock control is best understood by knowing how the flow of money and mate- rials in the Navy resell system affects your ship's store afloat. The following diagram repre sents the sys- tem. The cycle begins with Working Capital (Navy Working Capital Fund money) that is used to procure ship's store stock. Procurement of ship's store stock determines the amount of I nventory. Sales of ship's store stock replenish your Working Capital . In addition to re plenishing W orking Capital, Sales also generate Profits. Profits are determined by the markup over cost for items sold in the ship's store. As a ship's store manager, remember that the optimum stock level is an anticipated 90 -day supply of stock. If you exceed this level, you are tying up too much Navy Working Capital Funds (NWCF) money in your ship's store inventories. The amount of NWCF money allocated for ship's store inventory is not un - limited. Keep this in mind as you operate and manage your store. On the ot her hand, failure to maintain sufficient stocks on board ultimately results in decreased profit. STOCK TURN Stock turn is the movement of stock through the ship’s store, see figure 7-1. Stock is moved by expending it from the ship’s store through sales, transfers, issues , surveys and reduction in selling price of an item (cumulative expenditures) Stock turn is based on your sales-to-stock ratio; a sale-to-stock ratio is the de- gree of your efficiency in maintaining an optimum stock level over a set period. In other word s, a 90-day supply of stock should "turn over" 1 1/3 times in a 4 -month accounting period. To deter mine your ratio,

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-2 divide cumulative expenditures for the number of months covered by the beginning inventory. The follo w- ing examples of sales stock ratios may help you to understand exactly how stock turn ratios work.

Figure 7-1, Stock Turn. Remember that the optimum stock level (I nventory) is defined as a 90 -day supply of stock. The minimum rate at which this stock level (I nventory) should be turned ov er by SALES is defined as a ratio of 1.33 to 1. If a ratio of 1.33 to 1 or above is maintained, then sufficient W orking Capital should be available to in- itiate additional procurement. Stock turn is computed dividing the cost of sales and the total dollar value of the stock expended (cumulative expenditures) by the beginning inventory of the accounting period. For more details on computing stock turn, refer to NAVSUP P-487. BASIC STOCK LIST Stock these items in all ship’s stores at all times. All ship’ s stores should follow the mandatory stocking plan contained in Navy Exchange Command ( NEXCOM) Publication 81. Develop a mandatory stocking (never-out) list tailored to your ship and use as a management tool. Keep a copy of the list in the ship’s store to a ssist the operator in reordering and restocking shelves. The basis of every ship’s store stock assortment should be the items listed in the C onsolidated Afloat Requisition Guide Overseas (C ARGO) NAVSUP PUB 4998, the National Best Sellers from NEXCOM PUB 8 1(indicated with an X) and items with a recurring crews demand. Additionally, these items should be readily available to all ships in CO N- US from the Ship’s Store Automated Contract Bulletin (ACB).

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-3 The National Best Sellers identified in NEXCOM PUB 81 are line items listed that have a high popularity of sales in the civilian market place and represent a cross section of merchandise considered essential to operate a ship’s store. These line items are the most popular items within their ca tegories; e.g., Crest® toothpaste. LIMITATIONS NAVSUP P-487 prescribes qualitative and quantitative limits on specific types of items. Examples of some of these restrictions are discussed below: Qualitative Limits You are restricted by particular qualitative limits in your procurement of certain items, such as sunglasses, food, books, music and magazines. For example, you may not procure sunglasses that might have harm- ful optical properties. In addition, the sunglasses that you stock must have frames made of slow -burning plastic or metal. As for food items, you cannot sell any food in the form of short orders. In the procurement of magazines and music for the ship’s store, you are limited to materials that are not considered obno x- ious or offensive. You can find the guideli nes for judging the acceptability of materials, such as mag a- zines, music and books, in NAVSUP P-487. Quantitative Limits You must observe certain quantitative limits on emblematic items (authorized items that bear your ship’s identification, such as cigarette lighters, cups and stationery). Emblematic items should be coded “E” on the stock record card to identify it as emblematic. These items have no resale potential outside its individ- ual ship; so careful control and management attention must be given to the procurement and sale of em- blematic items. Your inventory of emblematic items should be limited to 15 percent of the total ship’s store inventory at cost value. When emblematic inventory hits 10 percent of the total ship’s store inventory at cost value, this should be a warning sign, which prompts you to manage your emblematic inventory close- ly. Scrutinize future procurement and closely watch emblematic sales to ensure that the emblematic i n- ventory does not become unmanageable. Excesses of emblematic items must be identified on a continu- ing basis and deep markdowns should be taken to expedite sales. The Emblematic Report, printed through ROM, will assist you in managing your emblematic inventory. Authorized ship’s store stock includes any item that is l isted on any of the autho rized stock list. Items not authorized for ship’s store stock generally fall within two categories: (1) items that are not listed on auth o- rized stock lists and/or (2) items for which procurement is strictly prohibited. Other limitations that you must observe when you procure stock for your ship’s store are as follows: Unlisted Items In procuring ship’s store stock, you can request items that are not on the authorized stock list as long as these items are not prohibited. Submit your requisition to NEXCOM, Ship’s Store Division. Consult NA V- SUP P-487 for the details you should include in this request. Remember that the restri ctions that have been imposed on you are not intended to stifle your initiative. If you submit a request proper ly, you will receive approval from NEXCOM. Prohibited Items You are strictly prohibited from procuring certain merchandise for your ship’s store. Any item(s) that bear the impression of U.S. currency are prohibited . In addition, you are prohibited from special occupational

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-4 and environmental clothing and textile (cog symbol 9D) items , unless you have received a written auth o- rization from the Commander, Naval Supply Systems Command. I tems that are being purchased or sold through your ship’s store such as medical supplies, drugs, remedies, vitamins, or other similar pro ducts, are prohibited for the external or internal treatment of diseases or conditions. INVENTORY MANAGEMENT SYSTEM The maximum value of ship’s store stock carried during any one month is dir ectly related to the ship’s ability to sell that material in a timely manner. The objective of any retail store is to provide service to cus- tomers by selling the highest quality merchandise with minimal inventory becoming lost due to mercha n- dise becoming outdated or obsolete, which would cause excessive markdowns or surveys. Ships maximum authorized inventory levels differ, depending on whether the ship is in Continental United States (CONUS) or deployed. For ships in CONUS, it is $102 per person and for ships deployed, it is doubled at $204 per person. However, ships that do not achieve stock turn goals should take immediate action to reduce inventory level. Since Resale Operations Management (R OM) and the Electronic Point of Sale (EPOS) technology is in essence an Inventory Control System, it has made inventory management much easier. There are sever- al reports that you can access that will assist you in maintaining proper inventory levels, procuring high demand items, identifying slow selling items and more. SUPPLY DEMAND REVIEW One of the worse things that can happen to a ship’s store operation is to run out of merchandise that cus- tomers want. Management’s success hinges on the ability to keep the ship’s store stocked with mercha n- dise that sells. The improved technology that ROM II and EPOS has brought to inventory management is only as effective as the managers and supervisors that use the information. To ensure that the in-stock positions for all merchandise are maintained and that inventories stay within the prescribed limitations, conduct a supply-demand review board at least once a month. During th e re- view-board process, review all stock record and inventory management reports to ensure that the in-stock positions for all merchandise are maintained and that inventories stay within prescribed limitations. There are several other reports that should be part of the supply demand review. In the follo w ing paragraphs, we discuss the importance of these reports. Emblematic Listing Report This report assists you in tracking your emblematic inventory levels. It lists all emblematic items coded with “E” on the stock record card to provide a quick view of your emblematic inventory currently on hand. The report includes current cost, extended cost, current retail and extended retail. The report is compiled in stock number order by store number. When auditing this report, ensure that all emblematic items are listed. Sales Ranking Report Knowing what your moneymaking products are will help answer several stock management questions for you. There are two sales ranking reports. SALES RANKING BY DOLLAR.—This report consolidates and lists all sales quantities for the accounting period and ranks the top selling items according to the dollars generated.

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-5 SALES RANKING BY QUANTITY.—This report consolidates and lists all sales quantities for the account- ing period and ranks the top selling items according to quantity sold. Both reports are printed by department code. These reports tell you what your customers’ desires are and what your slow selling items are. This information is essential for you to manage your ship’s store opera- tion properly. Stock Record Listing Report The Stock Record Listing Report lists all the stock items and cur rent book inventory quantities on hand. This data is updated after each End of Till reconciliation. The report is arranged by store number and then by stock number order. Use the Stock Record Listing to check the quantities on hand in each store and determine if a breakout is needed or if additional stock needs to be procured. Stock Turn Report The Stock Turn Report shows the stock turn ration of each line item, thereby helping you to identify the slow moving items. Use this report any time to determine your stock turn position. Remember the follow- ing. Stock turn of at least .33 per month and 1.33 per accounting period is desired and results in 4.0 stock turns per year which is required. CREW PREFERENCE When you are responsible for ordering merchandise for the ship’s store, always keep in mind the prefe- rences of your crewmembers. Frequently question the ship’s store operator on the "over-the-counter" comments of the crewmembers concerning the ship’s store merchandise. Informally or formally , for i n- stance, by means of a questionnaire , seek the opinions of the individual crewmembers. Establish a Ship’s Store Review board and ensure a suggestion box is installed. NEXCOM PUBLICATION NO. 81 This publication supplements the information in NAVSUP P -487. NEXCOM Publication No. 81 provides the following information: National Best Sellers (never-run-out) items Total line items authorized by category The ship’s Total authorized line items Procurement and Merchandise Guide. PROCUREMENT IN THE UNITED STATES In the previous sections, you read how to determine what merchandise is authorized, how to maintain e f- fective stock control and how to use various resources to help you decide what to order. Once you make those decisions, you must decide how (and from what source) you should procure the desired merchan- dise. As a Ship’s Serviceman, you are expected to assist the sales officer in choosing the appropriate source of procurement—the source from which the desired merchandise will be available and a ccessible. In U. S. waters, there are three primary procurement sources for ship’s store items in the United States. Procur e-

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-6 ment of ship's store stock is from authorized vendors listed in the Ship’s Store Automated Contract Bulle- tin (ACB) or Automated Ship’s Store Afloat Catalog Listing (ASL). The ACB/ASL is administered and these contracts are approved by NEXCOM. Other supplies, such as those used in the laundry, are pr o- cured from the nearest Fleet Industrial Supply Center (FISC.) EXCESS STOCK LISTS TYCOM, NEXCOM and Fleet Assist Team publish lists of excess ship's store stock available in their area; if an item that you need is on an excess list, prepare a requisition against the list. IMPORTANT: Always try to ac quire ship's store stock from the excess stock lists b efore any other methods of procurement. The procurement of excess stock is accomplished as a transfer between Supply Officers (SUPPOs) at a mutually agreed upon price. This process aids your shipmate who is attempting to make a stock turn and rids him or her of merchandise that he or she cannot sell. Ordering from an excess stock list helps reduce the waste of money that may end up being used to survey this merchandise if it is not sold. A copy of the excess list should be provided to the TYCOM, Fleet Assist Team and ships in the local area. Always keep an updated copy of your excess stock list on file. SHIP’S STORE AUTOMATED CONTRACT BULLETIN Local sources and fixed prices for authorized items of ship's store stock are found in the Ship's Stores Automated Contract Bulletin (ACB). As mentioned previously, NEXCOM Administers and approves these contracts. These items are available on the ACB while in the continental United States and Hawaii. You should use an Order for Supplies or Services/Request for Q uotations, DD Form 1155 as the Purchase Order Document. ROM generates the Purchase Order Document. Complete guidance for preparing the Purchase Order Document can be found in NAVSUP P -487, ROM User’s Guide and Electronic Data In- terchange (EDI) User’s Guide. AUTOMATED SHIP’S STORE AFLOAT CATALOG LISTING The Automated Ship's Store Afloat Catalog Listing (ASL) is another source used to determine what items of stock you can carry. Items on the ASL consist of semi -luxury to luxury items. This catalog contains description and pur chase information for authorized items of stock. Use the ROM-generated Order for Supplies or Services/Request for Quotations , DD Form 1155 as a purchase order and do not exceed $25,000 per purchase order. When you procure merchandise listed in the ASL, prepare the DD Form 1155 as though you were procur- ing merchandise through the contract bulletin. Orders that exceed the specific monetary limit must include the Defense Acquisition Regulation Clause. Refer to NAVSUP P -487 for the requi red information, certifi- cation and monetary limits. The procedures and information needed for each block of this document are found in the NAVSUP P-487, ROM User’s Guide and EDI User’s Guide. When your ship is deployed overseas, the parcel post systems wi ll be used to deliver merchandise o r- dered through the ASL. Merchandise is subject to parcel post size and weight limita tions. These limit a- tions are found in NAVSUP P-487. You may stock any item in the ASL that is not designated for special order only. The NAVSUP P-487 con- tains guidance on how to order such items that may exceed the unit cost limit or that are not on the a u- thorized stock list.

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-7 ACB/ASL is constantly being updated with new items, vendors and prices and is available by accessing the Navy Electronic Commerce Online (N ECO) Web site and downloading new contract updates. This should be done at the beginning of each month. Refer to the EDI User’s guide for detailed information. DEALING WITH SALES REPRESENTATIVES Most vendors, listed in the ACB and ASL, have sales people who visit the ship's store offices during in - port periods. Ship's store sales people usually will call your ship when you return to port. How your ship chooses to deal with these sales people is up to the ship's store officer or the leading SH. Effective sales people can help in the ordering process and can affect the timely delivery of merchandise. When your ship is getting underway on a few hours' notice, having contacts with the right sales people can be crucial. Sales people also can introduce you to new items that may sell well in your ship's store. Some commercial sales people may not be so helpful. They may try to sell you over priced merchandise of poor quality. They may load your desk with free samples and offer kickbacks as an inducement for you to buy. They may even try to influence you by using the names of respected people or organizations. What can you do to avoid problems with commercial sales representatives? Your ship could choose to avoid them altogether. To avoid commercial sales representatives would mean a sacrifice of some benefit for the ship's store if the sales officer elected to deal with commercial sales repr esentatives. One way to curb problems, is to set aside a specific time that the sales officer , the SH in charge of procurement, or you could meet with sales representatives. Make this time known to the quarterdeck and to the sales rep- resentatives. Setting aside a time to meet with sales people will pr event continuous interruptions in your schedule and be better prepared to determine what your stoc king needs are. Without carefully reviewing your stocking needs results in being overstocked or understocked. NAVY EXCHANGES All purchases from Navy Exchanges (computers and uniform items excepted) will b e made at retail price less 10%. Since most Navy Exchanges require the use of a credit card, the ship may co ntact NEXCOM (Ship’s Store Program) under the Special DD Form 1155 procedures to process orders from the Navy Ex- change. In an emergency situation, the supply officer may authorize the use of a ship’s government credit card to purchase items from the Navy Exchange, then transfer the merchandise to the sales officer. Ships overseas should have the disbursing officer pay the Navy Exchange with a check. I n limited circum s- tances the Navy Exchange may elect to accept a DD Form 1155. FROM OTHER SUPPLY OFFICERS You can requisition authorized items of ship's store stock from another supply officer. This type of stock may be available to your ship for a variet y of reasons. Requisitions for authorized items of ship’s store stock may be submitted, on a mutually agreed basis, to other sales officers. A transfer of stock to your ship's store is accomplished by submitting the appropriate requisition document. Follo w the procedures described in NAVSUP P-487 and the ROM User’s Guide. ASHORE SUPPLY ACTIVITIES Ashore supply activities provide supply support to the Operating Forces. The senior SH most likely will come into contact with an ashore supply activity when procuring laundry supplies.

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-8 PROCUREMENT DURING DEPLOYMENT When ships are deployed, the normal source of supply for ship's store stock is the Combat Logis tics Force (CLF) ships. Specific requisitioning guidance for stock from this source is the Consolidated Afloat Requisitioning Guide Overseas (CARGO). During visits to foreign ports, you can acquire limited and emergency support from the naval activities lo- cated there. Consolidated Afloat Requisitioning Guide Overseas While on deployment, use the Consolidated Afloat Requisitioning Guide Overseas (CARGO), NAVSUP P- 4998, to requisition most of your ship’s store stock and laundry chemicals. The national stock numbers are listed in Chapter 2 of the CARGO. In addition, it lists ship's store "high us age" items on ship's store afloat stock plans. When your ship is in OCONUS, you can also use the nearest FISC. During your deployment, ordinarily you have monthly replenishments from some type of supply ship. You will be required to submit Underway Replenishmen t (UNREP) requests to the SUPPO to be included on the Logistics Report (LOGREP) for the UNREP . Provide the SUPPO with the CARGO item (QIC) and the quantity that you desire, along with a different requisition number for each line item that you order. See Figure 7.2 for an example of a CARGO Message Format for S-3. Refer to the CARGO, NAVSUP P-4998, for complete details on the requisition procedures associated with UNREP .

FM USS WARSHIP TO CTF 53 INFO USNS/USS Supply Ship UNCLAS/N04400/ MSGID/GENADMIN/WARSHIP/ SUBJ/1Q SHIP STORE ORDER/ POC/STEVENS/SH1/EMAIL ADDRESS NIPR/SIPR RMKS/1. SHIP NAME: USS WARSHIP 2. ORDER PREPARED BY: SH1 STEVENS, LPO 3. ORDER APPROVED BY: ENS WILLIS, SALES OFFICER 4. CONSL SHIP/EVENT: DET/02050 5. RAS/INREP EVENT: 12010 6. SHIP UIC: V12345 7. JULIAN DATE:2185 8. SHIP STORE REQUIREMENTS (1Q):

FUND CODE NZ LINE ITEMS REQUESTED:XX L0340/L0340/01440/01440/9918 L0350/L0350/01440/01440/9919 Figure 7-2, CARGO Message Format. From Other Supply Officers Ordinarily, when you are deployed, other ships are deployed with you. At some point, you may run out of stock on an item that another ship has. Request the item to ti e you over until you are able to get a full shipment on the next UNREP or a shipment in the mail. The process is the same as if you were in CO N- US.

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-9 Navy Exchanges During deployment, you can procure merchandise from Navy Exchanges. If you order foreign mercha n- dise, the merchandise comes from a Navy Exchange. When procuring from the Navy E xchange, follow the procedures outlined in NAVSUP P-487. Emergency Procurement On deployment, there will be times when an emergency arises and an item in your retail operation is out of stock and you cannot procure the item from the traditional sources. In these cases, you must be r e- sourceful. The senior supply officer is an authorized contracting officer who with a $25,000 limitation may open purchase ship’s store stock, equipment and services. This purchasing power is helpful in emergen- cies overseas. Some sources you can use in this type of situation are Defense Commissary Agency ( DECA), the hus - banding agent, or the Navy Exchange. Usually in these situations, the supply officer buys the merchan- dise or service with the government credit card and then transfers it to the ship’s store. Wh en a govern- ment credit card is not accepted, prepare a DD Form 1155 with the senior SUPPO as contracting officer. The disbursing officer makes the payment by cutting a check to the vendor. Complete details on the vari- ous processes are contained in NAVSUP P-487. PREPARATION OF PROCUREMENT DOCUMENTS We discussed stock management and sources for procurement. Now you know what to order and where to procure the items that you order, we discuss the preparation of the documents to procure the stock. STOCK CARD A stock record card exists for each item of merchandise in your inventory database. The stock record cards contain SKU numbers, pricing and categorical information. When you place an order for mercha n- dise, that merchandise’s stock record card must be i n the database. The ASL and the ACB databases in- teract with ROM. Therefore, as long as the item is in the ACB or ASL database, you will not need to create a new stock card. However, you may need to update or edit the data the ASL/ACB pro vides ROM, based on the current contract information. For procedures on how to create a stock rec ord card, refer to the ROM User’s Guide. An example of a stock record card is shown in figure 7-3.

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-10

Figure 7-3, Stock Record Card. PURCHASE ORDERS “Purchasing” means that a purchase order signed by a contracting officer , is forwarded to a supplier r e- questing the future delivery of supplies or the performance of services other than personal services. These supplies or services are to be provided in exchange for a promise by t he government to pay the price stated in the order upon delivery or performance. The purchase order also must state the terms, the date and the time of delivery, the authority for the purchase and other essential information necessary for each party to be aware of their responsibility. Finally, the contract must comply with various administrative procedures and legislative restrictions designed to safeguard the expenditure of public funds. As you can see, purchase as a means of procurement can be complicated. Fortunately, as a Ship’s Serviceman you are not required to negotiate contracts with suppliers in order to obtain ship’s store stock for your ship. NEXCOM already has entered into agreements with a supplier for the supplier to deliver s upplies to you upon receipt of your delivery order. These agreements (contracts) cover all of the elements previously discussed and they will ensure that your ship will get first -class quality merchan- dise. For this reason, the ACB and ASL should be your fi rst and principal source of procuring from co m- mercial suppliers. Normally, a ROM generated DD Form 1155 is used to procure merchandise from a comme rcial source. ROM uses information located in the database to create the Purchase Order Document. ROM create s a purchase order function, is a very user-friendly application and should make cr eating a purchase order

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-11 easier. The ASL or ACB database provides the purchase order information to create the Purchase Order Document. This information consists of the cont ract number, the unit price, the order unit, the SKU num- ber, the department code and the description of the item. You will enter the quantity that you want to o r- der. After you enter the quantity that you want, the ROM system automatically d etermines the case pack validity based on the ASL/ACB database. If the case pack differs, you are prompted to correct the ordered amount before proceeding. You continue this process until you have selected all of the items that you wish to order. , Based on what you ordered, ROM automatically determines the number of purchase order numbers to create. Before printing the purchase order, you are given an opportunity to edit or to change the purchase order information in case there is any incorrect information contained on t he document. Once you verify that the information is correct, you confirm the order that will generate an 8 50 EDI order that will be electronically submitted via the N ECO Web site. The purchase order and 8 50 are confirmed; print the pur chase order documen t, as shown in figure 7-4. The ROM II User’s Guide and EDI User’s Guide provides detailed information on the process of creating a purchase order and transmitting EDI or- ders.

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-12

Figure 7-4, Confirmed Purchase Order Document (DD Form 1155).

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-13 Cash Purchases Under Emergency conditions, using cash funds procurement may be made from vendors who will not a c- cept DD 1155 procurement. Procurement for merchandise using cash purchases can be found in P-487. Message Requisitions In certain situations, material requirements dictate the need for procurement by message instead of sta n- dard requisition documents. Although a DD Form 1348 may be received for a del ivery from CLF or FISC overseas, a DD Form 1149 will need to be prepared to receive the material for Ship’s Store Stock. ROM II does not create DD Form 1348. When a message requisition is prepared, a DD Form 1348 is prepared for each item re quested in the message. The original is discarded and the remaining copies are distr i- buted according to NAVSUP P-487. TRANSFERS Transfer is another method used by ships to obtain authorized ship’s store items. Obtaining supplies us- ing the transfer method is the easiest of all methods in terms of your administrative effort because the de- tailed coding required in MILSTRIP requisitioning is eliminated. In most instances, all that is required is the preparation of the form and an agreement by the sales officers on the quantities and the prices. REQUISITION AND INVOICE/SHIPPING DOCUMENT (DD FORM 1149) The transfer method differs from the requisition method primarily in accounting for the receipt. When m a- terial is obtained because of a requisition, usually all that is involved, as far as accounting is concerned, is a transaction within the Navy Stock Account (NSA). Transfers, on the other hand, can and usually do i n- volve other fund/functional accounts. For this reason, a different form usually is used to transfer items used in the ship’s store operation—the Requisition and Invoice/Shipping Document (DD Form 1149), see figure 7-5.

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-14

Figure 7-5, Requisition and Invoice/Shipping Document (DD Form 1149).

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-15 SOURCES of TRANSFERS The DD Form 1149 may be used as a procurement document to obtain ship’s store stock from the follow- ing sources: General Stores General Mess Other supply officers (OSOs). General stores Material may be transferred to the ship’s store for resale if all the following conditions are met: If the material can be spared in limited quantities If the material is not readily obtainable from commercial sources. General Mess When transferring merchandise from ships store stock to the general mess, the Food Service Officer is required to s ubmit the DD Form 1149 to BUPERS for approval at a minimum of fourteen days in accor- dance with Food Flash 09 -#03 and NAVSUP P-486. The amount of transfer is limited to $2,500 and $5,000 for larger ships monthly. Items transferred would consist of single serve type items, e.g., Chips, Jerkey, Juices. Other Supply Officers In addition to those items appearing on an excess stock list, requisitions for authorized items of the ship’s store may be submitted on a mutual agreed cost basis to other supply officers (OSOs). The requesting ship will create the requisition in ROM but does not need to be printed, due to the trans- ferring ship’s DD Form 1149 will be the accountable document. The DD Form 1149 creation procedures are outlined in the ROM User’s Guide. PROCURING EQUIPMENT The equipment that may be required aboard ship for the res ale and service activities is classified accord- ing to value as either major or minor equipment. MAJOR EQUIPMENT Major equipment has a value greater than $100. One group of major equipment includes Night Deposito- ry Safes, washers, dryers and presses. These pieces of equipment are under the cognizance of the Naval Sea Systems Command and are included in the ship's Coordinated Shipboard Allowance List ( COSAL). The pieces of equipment are controlled by the Naval Sea Systems Command (NAVSEA) and are funded by the ship's Operated Target (OPTAR). Requisitions or letter requests stating that an item of this type be added to the allowance list should be forwarded to NAVSEA via the type commander, NEXCOM and NAVSUP . The second group of major equipment includes cash registers, vending machines and related items, such as coin changers and coin counting devices. When ordering vending machines , you must take certain

SH: “Procurement“, Chapter 7. Rev FEB 2011 7-16 preliminary steps. You are authorized to order only machines of the types specified by your fleet co m- mander. You must request authority from NAVSEA for the initial install ation or replacement of a m achine with a heavier machine. Once approved by NAVSEA, you must request pr ocurement by le tter to NE X- COM. The letter should contain the detailed information specified in NAVSUP P-487. The procurement of machines in the second group of major equipment is funded by Ship's Store Profits, Navy (17X8723). If profits are considered insufficient, you can obtain a "no interest" loan from NEXCOM to offset the costs of the machine. N ormally, you are required to make loan r epayments within three or five accounting periods, depending upon the size of your ship. MINOR EQUIPMENT Minor equipment are items that are under $100 and that are not included in the ship's COSAL . Minor equipment includes repair parts for vending machines, laundry supplies, ship’s store supplies and barber supplies, such as clippers, combs and disinfecting solutions. OPTAR funds should be utililzed for the procurement of minor equipment and supplies. SUMMARY In this chapter, you learned that proper stock management and procurement procedures are important to maintain an effective ship store operation. Without precise stock control practices you are likely to run into inventory problems and may not meet your required stock turn. Use the available reports and publications mentioned in this chapter to assist you in sustaining efficient stock control operations. Also, we reviewed the various sources of procurement both afloat and ashore. Recall that you should al- ways try to acquire ship store stock from excess stock lists before trying any other methods of procur e- ment. Follow proper procurement procedures and use sound decision making to ensure a successful ship store operation on which your crew depends highly.

Rev FEB 2011 8-1 CHAPTER 8 RECEIPTS AND EXPENDITURES

Learning Objective: Upon completing this chapter, you should be able to do the following: — Recall the process for receiving ship’s store stock. — Recall the procedures to follow in auditing receipts documents. — Recognize the types of expenditures and know the types apply in the ship’s store operation. INTRODUCTION As you advance in the Ship’s Serviceman (SH) career path, your responsibilities will increase. You will have important responsibilities in the areas of receipt, stowage and expenditure of ship’s store stock. It is your goal to plan all of these procedures so that they are done efficiently and acc u- rately. RECEIPTS For every procurement action taken by the ship (except for cancellation), there is a follo wing receipt action. When a requisition or a purchase order is prepared, only the first of several supply a c- tions has taken place. The material must be received, identified, checked and properly distributed to the storeroom(s). Think of a SHs work as being a circle formed by a chain with each link representing a specific job. Each link is dependent on all the others just as there is a relationship be tween all SH jobs. If the procurement documents are properly prepared and distributed, the receiving proc edures will be rel a- tively simple. If the receipts are done properly, the steps are easier. This chapter discusses the general procedures that must be followed in receiving stores. Sp e- cific requirements are according to NAVSUP P-487 and the ROM II Users Guide. SUPERVISING RECEIPT OPERATIONS Whether the delivery is being made from a truck, a helicopter, or a highline transfer, the lead- ing SH always must be on hand to supervise the loading of ship’s store stock. Deliveries are general- ly made in a routine manner, however, on occasion cargo must be transferred on the open sea during rough weather or under some other difficult circumstance. These situations will test your skill and ex- perience to the fullest. When you are besieged by questions from a 20 -man working party, or when you are trying to assort a handful of invoices on a wet, heaving deck , you will not have time to review the answers to your questions in NAVSUP P-487. In cases like these, it pays to know your job well.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-2 Planning and Preparing for Receipts Planning and preparation take place before the stock is actually received. Planning and pre - paring for receipts require s complete coordination between the s ales officer, the leading SH per son- nel, the receipt inspector, the bulk storeroom cus todian and any other personnel responsible for the different phases of the receipt operation. The sales officer must ensure that all advance information is given to all personnel concerned and that preliminary steps are taken so that the receipt opera tion runs smoothly and safely. Personnel Assignment The sales officer must ensure that personnel are assigned effectively during a receipt function. Normally, the Sales O fficer has the leading S H make assignments for each receipt function. When possible, the SH assigns only supply department personnel to receive ship’s store stock, especially pilferable stock, such as stereos, watches and jewelry. In some cases, supply department pe rsonnel may not be available, or the order being shipped may be too large for them to handle. In these cases, you will need help from other departments aboard ship in the form of a working party. Your command issues ship’s instructions covering the assignment of personnel to working par- ties and indicates the number of personnel that each department must provide for each size of work- ing party. The executive officer's approval is needed for a ll requirements for working parties . The re- quirements are routed through the chain of command for the executive officer to approve . The ap- proval must take place well in advance of scheduled deliveries . The approval takes place ahead of time so that a note can be placed in the Plan of the Day (POD) to let other departments know of the working party so that the departments can plan ahead and make personnel assignments. Requirements for working parties should not be made at the last moment . This can cause confusion and disagreements between the supply department and other departments aboard ship. After the request is approved for a working party, a list of the personnel assigned to the working party should be obtained from each department. This should be retained and used as a mustering list once the working party is called away. Supply department personnel should be used fully as checkers, spotters and supervisors; a working party should be briefed well in advance to the date of the working party. They should be briefed on their assignment, on the routes that will be used to load stock by the working party and told of the importance of maintainin g security for all stock during the entire evol u- tion. Personnel assigned as spotters are responsible for directing working party personnel along the correct route and ensuring that the stock is not stolen, lost, or improperly handled. Spotters will be as- signed along the route, so that there are no blind cor ners or any areas of the route that cannot be seen by a spotter. Storerooms The custodian of the bulk storeroom should be notified in advance that stock is going to be de- livered. He or she should have an idea of what and how much stock will be delivered, so that the bulk storeroom can be straightened out and the stock rearranged. It will not be easy for the bulk storeroom custodian to reserve space for incoming stock . However, through experience and advance planning, he or she will be able to determine ahead of time where the receipts will be stowed. When rearranging stock, the custodian always should arrange it so that the older stock is issued before the new stock. This is commonly known as First in – First out (FIFO).

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-3 Ship’s Store Records The office records keeper has access to all outstanding orders and should be informed about upcoming receipts. Before the day on which the stock will be received, the office records keeper should ensure that the ship’s store records are updated and accurate. In this way, the incoming stock can be accounted for easily. RECEIPT INSPECTION PROCEDURES The Sales Officer is responsible for receipt, identification and inspection of all incoming stock. The designated receipt inspector ordinarily carries out these responsibilities unless the S ales Officer decides otherwise. The receipt inspector ensures that the government receives what it paid for a c- cording to the terms of the contract and that the stock received is undamaged and is in good cond i- tion. When the stock is received on board, it is assembled on the deck or pier and checked for quanti- ty, quality and damage. As long as the container was not opened and there is no evidence of possible differences in the contents or in the quantity, the quantity shown on the outside of the factory -packed container may be used as your count. DAY of RECEIPT The receipt inspector should have received advance notice on when the stock is to be r e- ceived. In addition, the advanced notice should contain the following information: The type of merchandise The quantity of merchandise The size of the necessary working party, if any The equipment needed, if any The expected time of delivery The method of delivery before the day of delivery. Outside of his or her normal job , the receipt inspector should not plan any major evolutions on the days when the heavy receipts are expected. As the receipt inspector, most likely you will be working in another area of the ship’s store operation. As the receipt inspector, e xpect to be pulled away from your regular job at different times during the day if something is received unexpectedly, especially for stock delivered through the postal system. Once you receive word that stock is to be received, repo rt to the ship’s store office, get the re- tained procurement document(s) out of the Receipt Inspector File (WF 1) and take the documents to the area where the stock will be received. If the stock is being delivered by a carrier on the pier, direct the carrier to a suitable unloading site. This action is called spotting. Proper spotting results in the fol- lowing: The shortest possible distance to the stowage area A continuous flow and proper balance between personnel carrying stock and equipment The consolidation of unloading operations The least time for which the working party is required.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-4 When the carrier is placed in a suitable unloading site, you are ready to assemble the stock on the pier. Assemble the stock so that it can be checked for quantity, quality and damage. If you notice any damaged material during the receipt process, set the container aside, notify the driver of the ca r- rier and do not receive the goods. Always note on the carrier’s bill that the case was not received and that it is being returned. Ensure that the driver also certifies on the delivery ticket or bill of lading any damaged items or errors in quantities delivered. Once sufficient material is checked in and received, notify the quarterdeck to call away the working party. The receipt inspector should continue counting while the leading SH musters the wor k- ing party. The working party should not be called away too early or the working party will be idle when they could have been working for their respective departments. As you count the cases, number each container in a spot on the case predetermined by you and the bulk storeroom custodian. Let the s u- pervisor of the working party know the last number that you marked, so that the cases can be sent to the bulk storeroom in numerica l order. Numerically numbering the containers makes it easy to tell if any containers are missing. To improve this process further, record the number of each case opposite the person’s name carrying the box on the muster list. WEATHER CONDITIONS When you are receiving stock during unfavorable weather, be extra careful. Rain or snow can damage the stock and very hot and humid conditions can cause certain stock items to deteriorate. If the weather is hot and humid, always have items, such as candy, carried to the stowage area first to prevent it from melting. If possible, keep these types of items in a shaded area while they are on the pier waiting to be carried to the stowage area. In case it is raining or snowing, place all stock removed from the carrier on a pallet to prevent water damage or dampness. Cover each pallet with a tarpaulin or other waterproof cover until it is moved to the bulk storeroom. If the weather is bad enough to disrupt the receiving operation, notify the sales officer. He or she may want to reschedule the delivery for a later date. This may not always be possible because of the ship’s schedule or problems with the carrier or vendor. In case of incl e- ment weather, you must take additional steps to receive the stock. Since the stock cann ot be assem- bled on the pier for counting, count the stock as it is removed from the carrier to the stowage area. This procedure is not desirable. H owever, if the stock must be received that day, use this method to prevent water damage to the stock. Remember, that there may be quite a distance between the carri- er and a covered area. Therefore, provide each person carrying stock with a large plastic bag to cover and protect the stock while it is being carried to the stowage area. When you use the above proc e- dure, always count each line item in its entirety before you send it to the stowage area. Do this so that the driver of the carrier can witness any differences between your count and the amount on the r e- ceipt document. TYPES of RECEIPTS There are several types of receipts. The two most common types of receipts are receipts from purchase and receipts from other supply officers (OSOs). METHODS of RECEIVING Stores are received by direct delivery, freight, or mail. Direct delivery consists of material del i- vered to the ship by the supply support activity or by a commercial vendor, or material picked up by a

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-5 ship’s representative at the supply support or commercial activity. Freight is material shipped via the Department of Defense transportation or commercial freight system and generally is accompanied by a government or commercial bill of lading. Mail consists of all material forwarded by the U.S. Postal Service. ACCEPTING RECEIPTS Although the sales officer is responsible for the receipt and the inspection of incoming stock, he or she usually delegates Receipt Inspector PQS qualified SH to perform this task. The receipt ins- pector is the first person to accept merchandise. Receiving merchandise aboard ship requires en ter- ing the correct information on a variety of receipt papers. Once the items are delivered to the ship, the quantities counted will be checked against the receipt papers and the copy of the requisition or pur - chase order in the Receipt Inspector File (WF 1 ). The receipt papers involved depend on the manner in which the material was requested, the issuing activity and the modes of transportation used in deli- very. However, the receipt inspector’s certification of these receipt documents always will include the following: The date of the document upon receipt The quantity accepted circled The document to indicate receipt is signed. Accepting Receipts from OSO. Once the receipt inspector inspects recei pts from OSOs for quantity and quality, he or she signs for the material and circles the quantity received on either the DD Form 1149 or DD Form 1348- 1. If there is a difference between the physical amount received and the amount on the requisition, the actual physical quantity should be indicated on the requisition and circled. However, the amount over or short is accounted for by the sales office by posting the full requisition quantities and surveying to NWCF the shortage of what was not physically received. If an increase in physical quantity is r e- ceived, then a spot inventory would be conducted to account for the overage in quantity physically re- ceived. If the quality of the item or items is un satisfactory, you are required to accept it when it i n- volves receipts from OSOs. The unsatisfactory merchandise will be disposed of by survey later. Refer to NAVSUP P-487 for detailed information. Accepting Receipts from Purchase on DD Form 1155 The receipt inspector checks the quantity by case count, based on the shipping invoice. If the shipping document is not provided, the receipt inspector uses a copy of the purchase order. Once the receipt inspector inspects receipts from purchase for quantity and quality, he or she accept s the ma- terial only when the case count of the items received is the same case count as that shown on the DD Form 1155 and the quality of the item(s) is satisfactory. Any merchandise noted as being unsatisfacto- ry is returned to the vendor and is not accepted. If the quantity (case count) and quality are accept a- ble, the receipt inspector receives the merchandise, as shown in figure 8-1. The steps are as follows: 1. The receipt inspector circles the quantity received on the DD Form 1155. 2. The receipt inspector checks the Inspected and Received blocks in block 26 of the DD Form 1155. 3. The receipt inspector enters the date, signs his or her name and enters the grade in block 26 of the DD Form 1155. If the quantity of the items physically received is different from the quantity shown on the DD Form 1155, you may accept the lesser quantity by doing the following:

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-6 1. Line out the quantity and initial. Record and circle the actual quantity received on the DD Form 1155. 2. Check the inspected, received and accepted and conforms except as noted below in block 26 of the DD Form 1155. 3. Date, sign your name and enter the grade in block 26 of the DD Form 1155. If the quantity is incorrect or the quality of the items received is not satisfactory, notify the Sales Officer of the circumstances so that the vendor can be contacted. RECEIPTS of STOCK by the BULK STOREROOM CUSTODIAN All receipts must be received in the bulk storeroom. Once the receipt inspector inspects stock for quantity, quality and damage and accepts the stock, the stock is carried to the bulk storeroom. The bulk storeroom custodian reports to the sales office and obtain s the receipt documents located in the Bulk Custodian File (WF 2 ). He or she takes copies of the receipt document to the bulk storeroom and wait s until the personnel bring the stock. The bulk storeroom custodian ensures that boxes brought to the storeroom are not opened and that all boxes arrive. If the receipt inspector is numbe r- ing boxes, the bulk storeroom custodian ensures that all numbers are accounted for. Only those pe r- sonnel authorized by the bulk storeroom custodian to be in the storeroom to assist in loading op era- tions should be there. NOTE: The custodian should never allow unauthorized personnel to enter the bulk storeroom. The bulk storeroom custodian verifies the quantity by counting the merchandise. The custo- dian accepts the merchandise by circling the qua ntity received on the receipt document, indicate In- spected/Received, signing and dating block 26. If the quantity of the item counted is not the same as what is shown on the receipt document, record and circle the actual quantity received and cross out the quantity shown on the receipt document. All "cross outs" must be initialed. Additionally, the Ac- cepted/Confirm box should be checked prior to signing/dating block 26. Once the custodian accepts the merchandise by dating and signing the accountability copy, he or she is legally responsible for the proper disposition of the material while it is in his or her custody. The custodian forward s the copy of the signed and dated receipt document to the sales office. POSTING RECEIPTS Once the sales office receiv es the receipt document, the records keeper compare s the quan- tities received on the receipt inspector’s and bulk storeroom custodian’s copy to ensure that the quan- tities agree. After the two receipt documents are reconciled, you then enter all receipt data available— such as cost and transportation charges —in the Retail Operation Management ( ROM) using the i n- structions contained in the ROM II User’s Guide. ROM assigns a receiving number to each receipt en- tered and extend s the receipt document at cost price. ROM computes the total dollar value at cost price for each receipt based on the information that you enter and posts this amount to the Journal of Receipts. The quantity re ceived is posted also to the Stock Record Card. Although ROM computes the totals a utomatically, you should understand how to compute the total cost value of the receipt document manually, see figure 8-2. First, multiply the cost price of each item on the receipt document by the quantity received to get the cost value for each item. Add each of these cost values together to get your total cost value for the receipt document. Use the following formula to determine the total dol- lar value of the receipt document: total cost value less discounts plus transportation charges equal the total dollar value.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-7 After the receipt is posted, you need to print out the Receiving Report, see figure 8-3 for each receipt. Refer to NAVSUP P-487 for detailed information.

Figure 8-1, Accepting receipts by the receipt inspector.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-8

Figure 8-2, Example of manually extending a purchase order document.

Figure 8-3, Receiving Report.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-9 Posting Journal of Receipts ROM maintains the Journal of Receipts (B01/B05 Report) to provide a record of all receipts at cost price. Each receipt posted to the Journal of Receipts is assigned a receiving number automatical- ly from a continuous series of numbers beginning each accounting period with the number one (1). ROM totals all receipts entered and post s the totals to applicable caption lines B01 or B05 of the NAVCOMPT Form 153. Posting to Stock Record Cards Receipt documents for all material receipts are posted to the stock record cards. The stock record card is the key data element in documenting the ship’s store transactions. When a receipt is posted to ROM, the receipt automatically posts the appropriate quantity received to the stock record card. Receipt of Partial Shipments On occasion, you may receive a shipment of merchandise that only partially complete s an outstanding order or requisition. You may suspect that the remainder of the shipment will arrive at some future date. For example, the invoice contained in the partial shipment may show that the r e- mainder of the order will be sent later, or that you may receive a box of merchandise marked ―1 of 3‖ in the mail. In these and similar cases, mark ―Partial Shipment‖ on the receipt document and show the quantities that you received. The receipt is then processed in the regular manner. ROM automatically assigns a new receiving number from the Journal of Receipts for e ach subsequent receipt. Continue the process until you receive the entire shipment for the merchandise ordered. Receipt of Bonus-Free Items Some vendors may offer bonus-free items in various forms when ship’s store stock is ordered. For example, for ever y 1,000 tubes of toothpaste ordered, the ship receives one free camera. In this case, the free camera is listed on the procurement document as a separate item . However, the free camera is received using the same procedures as a normal receipt . The exceptio n is that the cost price is zero, while the 1,000 toothpastes were received at normal cost price. When you receive identical bonus -free items, the process is a little different. For example, a vendor offers 12 bonus tubes of toothpaste for every 1,000 tub es ordered. The unit cost price is $1.46. In this instance, the unit cost price is averaged (i.e., ROM would post 1,012 toothpaste for $1.44 to the stock record card.) This figure is derived from the following formula: Multiply the totals or- dered by the un it-cost price and divide that by the total number of items received . The sum equals your average unit cost price (1,000 multiplied by $1.46 equals 1,460 divided by 1,012 equals $1.44.) FILING and DISTRIBUTION of RECEIPTS from OTHER SUPPLY OFFICERS As mentioned earlier, receipt documents covering receipts from OSOs are processed on a DD Form 1348-1A or on a DD Form 1149. When these forms are used as the receipt document, the di s- tribution is as follows: The receipt inspector signs the original and returns to the issuing activity, if required

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-10 One copy of the DD Form 1348-1A or 1149 and a copy of the Receiving Report are sent to the Sales Officer for filing in the accountable officer’s B05 (AO) File until the end of the month. At the end of the month, the contents are sent to DFAS as part of the monthly trans- mittal The receipt inspector’s copy, the bulk storeroom custodian copy and a copy of the Receiving Report are filed in the records keeper’s B05 (RK) File. At the end of the accounting period, this file is used as part of the retain returns. FILING and DISTRIBUTION of RECEIPTS from PURCHASE Receipt documents, covering receipts from purchases, either are United States merchandise or are foreign merchandise. United States merchand ise can be with or without a pplicable fast-pay procedures and foreign merchandise can include merchandise from Navy exchange s or foreign ve n- dors. When fast-pay procedures apply, the distribution is as follows: One copy of the Receiving Report is filed in B01 (AO) File until the monthly transmittal to DFAS The receipt inspector’s DD Form 1155 copy, the bulk storeroom custodian DD Form 1155 copy, a copy of the Receiving Report and 857/Invoice are filed in the records keeper’s B01 (RK) File. At the end of the accounting period, this file is used to assemble the retain returns. AUDITING RECEIPTS To a large extent, an accurate set of ship’s store returns depends on the accuracy with which receipt files and records are kept. Therefore, it is very important that you, as a senior SH, audit the processing, posting and distribution of receipt documents with considerable care. Maintain a copy of the most current NAVSUP P-487 to stay abreast with the proper procedures PROCESSING RECEIPT DOCUMENTS The receipt inspector copy, signed by the autho rized inspector and the signed copy of the r e- ceipt document must be checked for agreement on quantities of stock received. Dis crepancies in counting between the authorized inspector and the bulk storeroom operator should be a rare event. When these discrepancies do occur, immediate investigative action should be taken by the sales o f- ficer or by the leading SH. Unresolved differences in counting may result in items being surveyed. If you try to maintain proper security throughout the receiving process, discrepancies should be few. POSTING As an auditor, you should establish a system by which you can examine the receipt proc e- dures used by the records keeper; ask several questions during the audit process: Is the correct amount posted to the Journal of Receipts Are consecutive receiving numbers assigned to each receipt document beginning with the number 1 each accounting period Are receipt amounts posted to the correct column of the Journal of Receipts Are bonus-free items received properly

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-11 Is the date received posted to the Purchase Order Log or the Requisition Log? DISTRIBUTION to FILES Finally, as an auditor, you must check the receipt files to determine whether documents are being distributed and contain the necessary information. You should ask the following questions: Are receipts from purchase filed separately from receipt from other supply officers Are receipt documents being distributed properly Is the Receiving Report being printed and filed in the B01/B05 File? The distribution of each type of receipt document is contained in the appendixes in NAVSUP P-487. Transmittal of Receipts and Credit Memorandum Documents to DFAS Each month the sales officer forwards the following to DFAS Cleveland, OH: A summary letter Receiving reports for receipts from purchase Receipts from OSO Accounting adjustments and credit memos. This transmittal should be sent electronically. Transmittals are to be submitted to DFAS within seven (7) working days after the end of the month. To submit monthly transmittals properly, refer to NAVSUP P-487. Negative Reports If there are no receipts during the month, a negative report is required. This negative report letter is submitted to DFAS for that month. Accounting Adjustments An adjustment to receipt documents is made when there is a difference in the actual value r e- ceived and the receipt originally transmitted. An accounting adjustment is necessary when a diffe r- ence of $10.00 or more exists. If the amount of the difference is less than $10.00, then no accounting adjustment is required. ROM automatically assigns the next available receipt number when an a c- counting adjustment is created. Confirmed adjustments are filed with their original receipt documents in BO1/BO5. For further instruction on accounting adjustments and prope r procedures refer to NA V- SUP P-487 and ROM II Users Guide. EXPENDITURES Accountability is decreased in a limited number of ways including transfers, issues, surveys, sales and credit memorandum/cash refund. Familiarize yourself with each of these transac tions and know how to process them.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-12 TRANSFER — An action that shifts custody and accountability for material from one ship's store officer to another ship's store officer or to a different activity. ISSUE — Transfer material to other appropriations or to service activities. SURVEY — A procedure used to clear material from stock records and accounts when it is damaged, lost, missing, or has deteriorated. SALE — An action where an item is sold for cash. CREDIT MEMORANDUM/CASH REFUND — A procedure to retu rn merchandise back to a commercial vendor. TRANSFERS If enough stock is on board , transfer of ship's store stock is made to OSOs on the receipt of a requisition number and a list of items desired . Your ship may be either the receiving or the supplying activity. Transfers are made at cost price and are normally documented on a DD Form 1149. Because this document can be used as both an invoice and a requisition, it is easy to accomplish a transfer . Once the transferring ship’s Sales O fficer approves the tr ansfer, the records keeper create s the DD Form 1149. The records keeper enters the required information in ROM, prints the document, obtains the sales officer’s signatures (transferring ship) and forwards the original and two copies to the bulk storeroom custodian. The bulk storeroom custodian picks, packs and delivers the material to the r e- questing ship. The requesting ship receive s the merchandise, signs and dates the original DD Form 1149 and returns it to the transferring ship. Upon receipt of the compl eted transfer document, the records keeper modif ies, if necessary and confirms the transfer. Once the expenditure is confirmed, ROM posts the transfer data to the stock record card on NAVCOMPT Form 153, line B19. The doc u- ment is distributed as per NAVSUP P-487. At the end of the accounting period, ROM prepares the Summary of Material Receipts/ Ex- penditures (NAVCOMPT Form 176) used to summarize transfers to OSOs. Figure 8-4 is a sample of the NAVCOMPT Form 176. The distribution of NAVCOMPT Form 176 is accomplished as directed by NAVSUP P-487.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-13

Figure 8-4, NAVCOMPT Form 176, Summarizing Transfers to OSO. ISSUES In this section, we discuss issues. An issue is an expenditure of stock. Issues of ship's store stock are made to other appropriations or t o service activities and are li- mited to the following: Health and comfort issues

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-14 Issues to the Marine Corps Issues to survivors of marine and aircraft disasters Issues to merchant ships in distress Issues for burial of the dead Issues to the general mess Issues to ships use Operated Target (OPTAR). All authorized issues of ship's store stock are made at cost price except health and comfort items, which are issued at the current retail price. This section covers the common types of issues in a ship's store operation. Health and Comfort Issues The purpose of these issues is to provide toiletries and other necessities required for the health and well -being of personnel without enough money to purchase them. All health and comfort (DD FORM 504) issues are made from the retail store. These issues can be made to personnel of the Navy, Marine Corps, Army, Air Force, Coast Guard and their respective reserve components. The procedures to follow, the funds charged and personnel authorized to be issued health and comfort items are determined by their pay status. They are authorized by Article 0833, Navy Regulations. ISSUES TO PERSONNEL IN A PAY STATUS.—Health and comfort issues are made to me m- bers in a pay status under the circumstances listed below: Temporarily without money Returned deserters and absentees Have not received their initial clothing allowance Confined in a naval confinement facility. Health and comfort issues, made to personnel without money, are charged to their pay record even if it results in overpayment. If they are made to personnel entitled to pay that are confined, await- ing trial, or review after conviction, charges are made to their pay record. These issues do not include clothing items and they are limited to $35 per month at retail price for any one person. The Commanding Officer (CO) or a delegated representative approves all health and comfort issues for personnel in a pay status. Once the approved documents are received in the retail store, the operator issues the health and co mfort items. The original documents with the copy of the me m- ber's ID card are forwarded to the Disbursing Officer. The Disbursing O fficer charges the member's pay record and issues a check payable to the ship's store officer for the total amount of merchan dise issued. Health and comfort issues to personnel in a pay status are handled as cash sale s. The process, procedures and documentation requirements are discussed in detail in NAVSUP P-487. ISSUES TO PERSONNEL IN A NON-PAY STATUS — A member in a non-pay status is not be- ing credited with any pay or allowances. These include Navy, Marine Corps, Army, Air Force, Coast Guard and Reserve component personnel. There is no monetary limit on the value of clothing items that may be issued. Issues of other items are limited to $35 per month at retail price per person.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-15 The Commanding Officer or a delegated representative approves all health and comfort issues to personnel in a non-pay status. The process, procedures and documentation requirements for these issues are found in NAVSUP P-487. Issues to the Marine Corps Personnel Articles required by a Marine Corps detachment are issued on receipt of a written request from the commanding officer. Clothing items issued to Marine Corps personnel are made when accomp a- nied by a signed order from the individual's commanding officer. This does not include health and comfort issues. Refer to NAVSUP P -487 for the process, the procedures and the documentation re- quirements. Issues to Survivors of Marine and Aircraft Disasters Ship's store items may be sold for cash to survivors of marine and aircraft disasters. If the su r- vivor is without funds, items required for health and comfort may be issued upon written order of the commanding officer. The sale of clothing items to non -naval personnel is restricted to non -distinctive items. Refer to NAVSUP P-487 for the process, the procedure and the documentation requirements. Issues to Merchant Ships in Distress When authorized by the senior officer present and on written orders from the commanding of- ficer, merchant ships in distress may be issued items of ship's store stock including non -distinctive clothing. Each order must include the important circumstances surrounding the issue. When possible, cash must be collected at the time of i ssue. When it is impossible to sell them for cash, the items are issued and the ship must contact Navy Exchange Command ( NEXCOM) Ship Store Program for guidance. Issues for Burial of the Dead Articles of clothing for burial of the dead are issued when requested by the CO or Medical Of- ficer. These Issues will be expended from the Navy Working Capital Fund (NWCF) and charged to OPTAR or Bureau of Medicine (BUMED). Issues to the General Mess Issues of beverages and individual -sized servings of food items w hen needed for special meals are made to the general mess , see figure 8-5. When merchandise from ships store stock is transferred to general mess, the DD Form 1149 must be forward to BUPERS for approval at a min i- mum of 14 days in advance of the required da te of delivery in accordance with NAVSUP P-486 prior to submittal to the Sales Officer . The monetary limitation with not exceed $2,500 ($5,000 for larger ships) Monthly. Follow the instructions in the ROM User's Guide for guidance and NAVSUP P -487 when making issues to the General Mess.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-16

Figure 8-5, Issues to the General Mess.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-17 Issues to Ship’s Use (OPTAR) When normal supply sources are not available and general store’s stock are exhausted, sim i- lar items of stock can be issued from the ship's store. S uch issues are charged to the ship's OPTAR fund. Ship's store items are issued to ship's use as discussed below. SHIP’S STORE STOCK.—All ship's store stock, except emblematic items issued to ship's use, is charged to the ship's OPTAR funds. Normally, if an item in general stores are not available, a simi- lar item of ship's store stock can be issued for the use of the ship to complete maintenance work or other optional requirements. These items are normally limited to such items as flashlights, batteries, padlocks, soap and film. Controlled equipage, such as cameras, binoculars and so forth, will not be issued but will be procured according to procedures contained in NAVSUP P -485. See NAVSUP P - 487 for detailed instructions for accomplishing this action with a DD Form 1149. A sample DD Form 1149 is shown in figure 8-6. Follow the instructions in the ROM User's Guide and NAVSUP P -487 when making an issue to ship's use.

Figure 8-6, Issues to Ship's Use (OPTAR).

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-18 SERVICE ACTIVITY SUPPLIES.—These items include l aundry detergent, hangers, net bags and pins, forms/tickets, press pads and covers, barber clippers and combs . These items should be purchased using OPTAR funds. In the past, S -3 would order the material and then issue it to ship’s use as a charge to OPTAR . In an effort to reduce paperwork, we can procure such products with the government credit card and OPTAR is charged. Unmatched Expenditures The Ship’s Store Unmatched Expenditure Listing occurs when payments to vendors and OSO summaries do not match the corresponding receipt document. Listing contains expenditure differen c- es of $10.00 or more when you owe the vendor. OSO summary of less than $10.00 appears for in- formational purposes only until it is aged six months. If vendor owes the ship, it will NOT a ppear on the Unmatched Expenditure Listing. This listing is for a one-month period. A cumulative listing is generated at the end of each four- month reporting cycle. The original and one copy of the listing are distributed to each ship via e -mail. This list is reconciled and applicable action codes are entered onto the listing. The original is sent to DFAS within 30 days and copy is filed in Correspondence File (WF3 .) Follow the proper procedures for unmatched expenditures in the NAVSUP P-487 and the ROM II Users Guide. SURVEYS Despite your efforts to run a perfect operation, there are times when accidents or events will result in loss of or damage to your ship’s store stock. At such times, you should determine if, when and how you can use a survey. You use the survey method to expend stock from your records and accounts when stock items are lost or damaged, have deteriorated, or are otherwise unsuitable for use or sale. This section deals with several of the alternatives that you should consider when you must survey for losses in the value of your stock. The sales officer initiates a survey by requesting that an immediate inspection of the stock involved be made by the formal surveying officer. Ship’s store surveys are distinct in several ways. The most impo rtant distinction —also the most frequently abused —is that the value of a ship’s store survey should be charged to one of two appropriations: the NWCF (97X4930.NC1A) or Ship’s Store Profits, Navy (own ship) (17X8723.2301). The key to your selection of the c orrect appropriation is the manner in which the stock was lost or damaged. Before you charge a survey to an appropriation, you must know what the appropriation covers. The information below examines the two appropriations, discusses the types of damage or loss each one is designed to absorb and explains some procedures that you can follow. Navy Working Capital Fund The NAVSUP P-487 is quite specific concerning the types of losses that you can survey to the Navy Working Capital Fund (NWCF.) Specifically, the NWCF pays for losses or damages in shipment, including under way or in port replenishment. The Navy Working Capital Fund also covers losses or damages caused by fire, water, or oil. In addition, stock received with an expired shelf life is charged against NWCF. This fund also is charged for losses that occur between the amounts that the receipt inspector received on the pier (by the sealed box count) and the amount that the bulk storeroom custodian receives when opening the box in the bulk storeroom.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-19 Ship’s Store Profits, Navy (Own Ship) One common example of a local profit survey is those covering losses caused by theft. Anot h- er example is if your ship fails to accomplish timely price reductions (mark downs) of slow -moving items which ultimately becom e shopworn merchandise or perishable merchandise that become unfit for human consumption. A reduction in price to sell the merchandise before it is categorized as sho p- worn or unfit for consumption is always preferable, rather than a ship -store profit survey, since some of the original value of the stock will be recovered. SALES Another major type of expenditure in the ship’s store is sales. Accountability actually is not r e- duced in this case since cash is received in place of the stock expended. Using cre ative merchandi- sing techniques and being proactive in the daily operations of the ship’s store can improve your ability to expend ship’s store stock through these means. Price Change Markdowns (price reductions) are a necessary expense of the retail op eration and a very i m- portant procedure in turning inventory of slow moving items or to create interest in the store. You should prominently post items that are on sale. As discussed earlier, items that cannot be sold due to deterioration, damage, or any other reason should be surveyed. The initial markdown should be sufficient to create customer interest and be a fair value in r e- turn. The practice of taking markdowns progressively each week will tend to reduce interest, be cause customers will wait until i tems are marked down to practically nothing before buying. Initial mark - downs of 25 percent to 50 percent are not uncommon and should be taken to stimulate sale of an item. Customers probably will show little interest in an item that is regularly priced at $10 and is r e- duced to $9. However, the same item marked down to $7.50 may attract immediate sale. Make every effort to sell every item at full retail price. However, if a markdown is re quired, different types of ship’s store merchandise should be marked down at different times. For mar k- downs, merchandise is categorized by groups. The groups are as follows: Markdown Groups Group I —Appliances, Athletic Supplies, Hobby Items, Jewelry, Photographic Supplies and Luggage and Leather Goods. These items become shopworn after 6 months and are usually replaced by new models within 12 months. Deep markdowns should be taken when merchandise becomes 6 months old. Group II—Confection and Food Products, Tobacco Products, Stationery, Sundries and Toile- tries. Usually, these items will be marked down to expedite sales when there is an excess amount on board or when the merchandise is approaching the expiration date. Once these items become deteri- orated beyond saleable conditions, they should be surveyed as discussed earlier in this chapter. Group III —Uniform Accessories (excluding standard Navy clothing). Group III merchandise should only require markdowns when excesses occur. Seasonal Merchandise —Seasonal merchandise, such as Christmas cards, should be marked down well before the end of the seasonal period.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-20 Price Change Procedures In Electronic Point of Sale (EPOS) outlets, the sales officer can increase or decrease the price of an item at any time by changing the price on the stock record card in ROM. The new price will take effect upon issuing a new Till and importing at the Point of Sale (POS) for EPOS outlet (Retail Store). The cumulative effect of those price changes is reflected on the Profitability Report. For Non -EPOS outlets, a little more paperwork is involv ed. Since the items in the Non -EPOS outlet are considered sold until an inventory can be conducted, you need to count the items to be marked down. Then ge n- erate and confirm a break back of that item. Once the break back is confirmed, the sales officer can change the retail price on the stock record card. Next, the records keeper generate s and confirms a breakout of the exact same items at the new price that were initially broken back. CREDIT MEMORANDUM/CASH REFUND Procurement of items on a guaranteed sale s basis or other conditions permitting return for credit is restricted to magazines, periodicals and other printed matter; recorded material, film, video, cassettes tapes, compact discs and photo mailers; and items listed in the automated contractor bullet- ing (ACB) or automated ships store afloat listing (ASL) as guaranteed sale items. Assume that you received compact discs valued at $75 cost in January. At the end of Febr u- ary, you still have $50 worth on board and sales have stopped. Since you regularly order from the vendor, the best procedure is to return the remaining CDs to the vendor for a credit memorandum. The records keeper prepares a DD Form 1149 in ROM, as shown in figure 8 -7. The document created will remain in Credit Memorandum and Cash Refund/Bulk Sales File (WF4) until liquidated. The vendor sends either a credit invoice or a cash refund to you to liquidate the credit memo- randum or the cash refund as applicable. If the memorandum or the cash refund is not liquidated by the end of the accounting period, the items returned are carried on the bulk storeroom inventory. Disposition of Excess Stock As a supervisor and an assistant to the ship’s store operator, you should be able to reco m- mend the type of expenditure that best accomplish es the desired effect. For example, if you discover that an excess of stock exist s because of month supply demand review, then you should be able to recommend a method of disposal for the excess items. You can dispose of excess stock by using any of the following methods: Reduction in price for sale on board Transfers to other supply officers (as a result of the excess stock list or agreement between supply officers) Sales to the Navy exchanges Return to the vendor for cash or credit refund. Excess clothing stock in new unused condition should be transferred to any shore activity ca r- rying such stock, using a DD Form 1149. A deteriorated item or one that is saleable should be su r- veyed as discussed earlier in this chapter.

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-21

Figure 8-7, Confirmed Credit Memorandum (DD Form 1149). Disposal of Foreign Merchandise Return unsold/undamaged foreign merchandise for refund in both the Sixth Fleet Foreign Mer- chandise Program and the Pacific Fleet Foreign Merchandise Program. Foreign mer chandise should

SH: “Receipts and Expenditures”, Chapter 8. Rev FEB 2011 8-22 NOT be returned to Continental United States ( CONUS). Forty day s before departing an area in which foreign merchandise was obtained, the CO sends a report identifying the fo reign merchandise in which difficu lty in selling is anticipated to COMNAVLOGPAC or COMSER VFORSIXTHFLT, as ap- propriate, with a copy to the Type Commander (TYCOM). SUMMARY Proper receipt and expenditure of ship store stock is vital to eliminating the problem of excess stock and waste. As a records keeper it is important for you to familiarize yourself with the correct r e- ceiving and d istribution procedures mentioned in this chapter. Recall the different types of expend i- tures to decrease your accountability of stock control and to ensure that the proper appropriations are charged.

Rev FEB 2011 9-1 CHAPTER 9 STOWAGE Learning Objective: Upon completing this chapter, you should be able to do the following: — Recall the regulations and procedures that apply to stowage and stock rotation. — Recognize the safety precautions and procedures to be used while handling materials and equip- ment. — Recognize the dangers and recall the proper procedures associated with handling and stowing ha- zardous material. INTRODUCTION Stowage is the process of locating ship's store stock in a storeroom until the stock is needed. Stock in storerooms aboard ship should be located in a manner that makes the best use of available space. Stowage plans and procedures should provide the following: The stock is neatly stored and is easily accessible The like items must be and are, stored together—i.e., snacks and chips The oldest stock is issued first. First in, first out (FIFO). Stock should be stowed by item, brand name, barcode and date. Case lots should be stowed on grating and should not be placed directly on the deck. Stagnant air is detrimental to perishable items. Bulk storerooms are ventilated at least once a week, if practical. Responsibility for stock in storerooms starts with the ship's store officer and continues down to the storeroom custodian. Since not all storerooms aboard ship are the same size and layout, each storeroom presents different stocking problems. Some storerooms are difficult to access because they are in small, out -of-the-way spaces. Many storerooms have frames, pipes, stanchions and other ob- stacles that may interfere with maximum stowage capacity. REGULATIONS AND PROCEDURES BULK STOREROOM STOWAGE Ship's store storerooms are referred to as bulk storerooms. They are Group III spaces when stock intended for resale is stowed in them. These spaces must be secured as required by NAVSUP P-487. The bulk storeroom custodian is in charge of the bulk storeroom and is responsible to the ship's store officer for all stock in that storeroom. The storeroom custodian accepts responsibility for the stock when he or she signs the receipt document. Only ship's store stock is kept in the bulk store- rooms.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-2 RESPONSIBILITY of BULK STOREROOM CUSTODIANS The ship's store officer may appoint an individual as a custodian who shows progress in com- pleting or has successfully completed the Personnel Qualification Standard (PQS). The bulk storeroom custodian is responsible for the following: Receiving and issuing the ship's store stock Stowing the stock —stock stowage Securing the stock —stock security Protecting the stock from damage or deterioration. The range of responsibilities of a bulk storeroom custodian varies from ship to ship. The level of difficulty in carrying out your actual responsibilities depends on the size of the ship's store operation and the number of storeroom s onboard. On a large ship with several storerooms, the ship's store o f- ficer may assign bulk storeroom custodian duties to more than one person. The number of stor e- rooms for which each custodian is responsible depends on the number of people available and the number of storerooms aboard ship. Usually, one custodian is not responsible for more than three storerooms. STOWAGE and STOCK ROTATION Personnel should issue the oldest stock in the bulk storeroom first , by following the FIFO (first in, first out ) rule. However, you will receive stock from Federal Industrial Supply Centers (FISCs) or Combat Logistics Force (CLF) ships that may have been manufactured before the stock procured in the United States was loaded out. When this happens, issue the merchandise that was manufactured first. Ventilation and Humidity Control Storerooms should be ventilated to stop excessive heat and humidity buildup. Heat and h u- midity encourage bacteria growth and insect infestation. High humidity can result in mold and mildew and growth and may cause mustiness in cookies, crackers and tobacco products. Ensure that you leave space between stores and obstructions, such as steam pipes, for maximum ventilation. Venti- late bulk storerooms once a week to let air circulate. This removes the stagnant air that can cause damage to perishable items. Stock Bulk storeroom custodians are responsible for the condition of the stock in their custody. The custodian must ensure that stock is rotated FIFO. Older stocks become shelf -worn or deter i- orated if newer stocks are broken out to the ship's store activities first. The bulk storeroom custodian can keep this from happening by placing barcode labels generated by Retail Operation Management (ROM) on each case. Also, mark the receipt date (month/year) or manufacture date on each case be- fore it is stored. The labels, generated by the ROM system, contain information about each stock item. These labels, when used, should be placed on a visible spot on each stock item. The manufacture date is a coded dat e shown by some manufacturers on each case. These codes indicate the date of manufacture for items, such as candy, cookies, crackers, tobacco products, canned drinks and film. These codes are found in NEXCOMINST 4067.4 (series). A copy of this i n- struction should be maintained in the bulk storeroom for use by the custodian.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-3 For items that are maybe highly perishable or deteriorate easily, use the manufacture date, not the receipt date. When you use the receipt date, you are not considering the time that the item has been in the supplier's warehouse. For example, if the shelf life of the item is five (5) months and the manufacture date is November 2010, the product may begin to spoil or deteriorate around April 2011. If you r eceive the item in February 2011 and use the date of receipt, you are not considering the 3 - month lapse between manufacture and receipt. Accessibility of Stock Accessibility of stock simply means being able to reach and to remove any stock items out of the bulk storeroom with little effort. Accessibility of stock is an important fundamental of good stowage. When you receive new stock, you must remember that someday you will issue or inventory that stock. Never stock 20 cases of an item on a single case of a different item. More than like ly you will use that single case before you use the other 20 cases. With proper arrangement and use of the storeroom facilities, you should never have this problem. Arrangement of Stock Bulk storerooms should be neat and orderly. If possible, container labels should be facing out. Containers should be arranged by item, brand name and date of receipt or date of manufacture. In this way the contents of the item can be determined without handling each item. Also, this facilitates breakouts, inventories and turnover of stock. Case lots should be stored on deck gratings and not d i- rectly on the deck. Keep the following in mind when you arrange stock. Item popularity—The popularity of an item also must be considered when arranging stock. Fast-moving stock should be stored in areas that are easily accessible. Item size and weight—The size and weight of the item not only affects the amount of storage space needed but also affect s your decision on where you will store it. For example, a large, heavy item should be stored in a location that will provide a balance between accessibility and required han- dling. In other words, do not store heavy laundry supplies in the forward portion of the ship when the laundry is located aft. Item quantity—The quantity of the item to be stocked affects the amount of space required and will affect the arrangement of other stock. If you have a large number of one stock item s, it is al- ways better for you to increase the amount of space needed to stock all the items in one space. Keep- ing the item in one location also helps in accounting for the item, especially during inventory. Aisles—When arranging stock, position an aisle about 30 inches wide in the storeroom so that you have access to all stock. If an aisle is not maintained, you will have to remove several items to get to others during breakouts or issues. Inventory can turn into a nightmare. It is generally a c- cepted that just before deployment and one (1) month into deployment, it may be hard to maintain an aisle in the storeroom. La ck of storage space is a problem aboard ship and during pre -deployment. Planning for these problems should be resolved. The supply officer may be able to negotiate with oth- er department heads for additional storage space. If additional space is not availab le, stowage plans have to be made with the space available. Item characteristics —Most items of a ship's store stock do not require special stowage. However, there are some stock items that require special considerations, such as flammable stock and perishable stock. We discuss some of these stock items later in this chapter.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-4 SPECIAL STOWAGE of SHIP'S STORE STOCK Certain items of ship's store stock are highly perishable in nature and, therefore, special st o- wage techniques are important. Perishable items should be inspected frequently for signs of damage, spoilage, insect infestation, or rodent contamination. If steam lines are present in the storeroom, you should make sure that the lines are insulated. Temperatures in storerooms will affect perishable items. High temperatures will increase the risk of bacterial growth and insect infestation . This is particularly dangerous when accompanied by high humidity. In the following section, we discuss specific ways that you can prevent damage and personnel hazards from happening when storing specific items. Flammable Ship's Store Stock NAVSUP P-487 has a list of flammable items that are authorized to be stocked in ship's stores. These items should be marked for quick identification. To minimize the hazards of h andling flammable ship's store stock, take the following precautions: Do not overstock flammable items. Limit retail store quantities to three (3) days of anticipated sales Check flammable ship's store stock for condition, accurate identification and proper marking and labels Periodically inspect flammable items for leakage. Clothing Moisture, caused by sweating, can be absorbed by the boxes and can result in stains and mi l- dew on the clothing. Store clothing neatly and arrange it by stock number and size. Doing so will save you time when you prepare the stock for counting during inventory. As with any other merchandise, follow the first-in, first-out rule when breaking out clothing. Wrap clothing items, such as gold braids, buttons, cap devices and insignia, individually in non-tarnishing paper. Do not use rubber bands to hold the wrapping. Rubber bands and cer tain types of wrapping paper contain sulfur that will tarnish gilt or gold articles. Handle white articles carefully be- cause they stain easily. Keep clothing items, made with rubber clear of heat. Storerooms, where cloth- ing items are stored, should be inspected frequently for dampness and moths. Food Products The proper stowage of food products is essential if you are going to give the customer a fresh product. Food products should be stored at 70°F. Cookies or crackers should be in a well -ventilated space. They deteriorate fast and become stale and musty if stored where the humidity is greater than 75 percent. High temperature is the chief cause of accelerated spoilage in canned foods. Also, it speeds up the pinholing process, caused by the acid in canned citrus fruit juices. Candy Candy keeps reasonably well when stored in a dry space with good air circulation. If air circ u- lation is inadequate, hot spots may develop and cause it to deteriorate. Do not stack cases of candy over eight (8) feet high because the weight of the stack will damage the candy in the bottom cases. Candy will spoil if stored with detergents or dry goods protected with camphor.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-5 High temperature and humidity will make candy spoil. Chocolates should be stored and di s- played at 60°F to 65°F with a relative humidity of 50 percent. If chocolates are stored above 70°F, the cocoa butter in the chocolate will melt and rise to the sur face of the candy. This causes a condition known as white bloom. Although edible, it looks bad and is hard to sell. High humidity changes the taste of candy that does not contain chocolate. Items, such as marshmallows, nougat and fudge, are just the oppos ite. If the humidity is less than 40 percent, these items dry out. Candies like jellies, caramels and hard candies become sticky when the relative humidi- ty is over 60 percent. Tobacco To keep tobacco products from becoming stale and musty, store them in a dry, well-ventilated space. The space should be kept at 70°F to 75°F with a relative humidity of 60 percent. Cigars and tobacco require dry stowage at about 60°F. Canned Drinks Canned drinks can last for quite a while if stored correctly. First, always cross stock soda cas- es to keep the stack solid. Second, do not stack canned drinks too high or bursting and crushing can occur on the lower layers. Third, do not stack canned drinks too close to steam or heated pipes. Fourth, store canned drinks on pallets or deck gratings secured with battens. This will provide good air circulation around the stacks and prevent them from falling and becoming damaged while the ship is underway. Rotate canned drink stacks so that the customer purchases a fresh product. Fre quently i n- spect canned drinks and remove leaking or wet cans from the pallet to prevent secondary damage. Secondary damage occurs when you leave damaged or leaking cases in a stack of canned drinks. If the damaged or leaking cases are not removed, these ca ses will cause the cardboard, plastic wrap and adjacent cans to be damaged. Leaks may not be s een from the outside of the pallet and corr o- sion takes place. Secondary damage can destroy an entire pallet if leaks are not corrected promptly. STOREROOM MAINTENANCE The responsible custodian of the bulk storeroom is responsible for cleaning and maintaining the space. This includes keeping the storeroom free of items that should be surveyed because they are damaged or have deteriorated. When such items are present in the bulk storeroom, the responsi- ble custodian should notify the supervisor. These items should be marked down if they have resalea- ble value or otherwise they should be surveyed. After major receipts or breakouts, organize stock with the content labels visible. Protection from Breakage Do not store fragile material in the same place as heavy material. Store it in a separate loc a- tion and prevent excessive movement while the ship is under way. Use empty cardboard cartons cut into strips to fill unused space. Give materials received in glass containers special attention. Breakage may not only result in loss of the material but may also cause damage to other stores creating a h a- zard to the crew.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-6 STOWAGE and MATERIAL HANDLING Once stock is inspected and received, it is moved to the stowage area. In this section, we di s- cuss how the stock to be stored is handled, what the equipment and safety precautions are and how to safely lift stock manually. Also, we discuss safe practices that must be followed by supe rvisory and working personnel when stock is handled. Aboard ship, stock usually is handled manually. However, on some ships equipment is avail a- ble to move stock from place to place. This equipment includes forklifts, hand trucks and other related equipment. MATERIAL-HANDLING EQUIPMENT While you may not operate this equipment on a regular basis, it is important that you unde r- stand its operation and use. This equipment is used extensively aboard carriers, cargo and repl e- nishment ships and amphibious ships. Some of the advantages of using material-handling equipment are the following: It speeds up the movement of stock and reduces the number of people required. This is accomplished by large, single movements of stock which simplifies the storing and shipping of material with fewer personnel. Handling stock in this way reduces the risk of damage to stock, personal fatigue and injuries. Pallets A pallet is a portable platform made of wood, metal, or fiberboard. Supplies are loaded on it and are transported or stored in units. Flat pallets may be single-or double-faced. Single-faced pallets have one platform, built on stringers, on which the weight of the load rests. Double -faced pallets have two platforms separated by stringers. Pallets are built for either t wo- or four-way entry. The two-way pallet is built so that the forks of a forklift may be inserted from either the front or rear of the pallet. The four-way pallet is built so that the forks may be inserted from any side. These pallets are shown in fig- ure 9-1. The box pallet shown in figure 9-2 is used primarily for handling small items or easily crushed stock.

Figure 9-1, Two-way and four-way pallets.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-7 Loading Pallets When loading pallets, consider the following three aspects: The pallet size The stability of the load The maximum load allowed. Each pallet should be able to pass through all doors, aisles and hatches likely to be encou n- tered.

Figure 9-2, Box pallet. Once the transferable stock is identified, decide which type of pallet to use —platform or box. The pallet must be loaded carefully to ensure load stability. Figure 9-3 shows the recommended ways to load a pallet. As shown in the illustration, you should arrange the material to fit the pallet and pr e- vent slipping or sliding. Because of the different sizes of box pallets, a single pattern for loading is not always possible. Place the biggest and strongest cases around the outside edge of the pallet and the smaller or fragile cases in the center. In this arrangement the stock itself provid es a stronger surface for the second and subsequent tiers of cases on the pallet. Pallet Slings Pallet slings, such as those shown in figure 9 -4, are used to lift a pallet with an overhead crane. Using a sling like this helps to distribute the load equal ly on each leg. The safety precautions that cover the use of slings in material and cargo handling also are found in OPNAVINST 5100.19 (series), Volume 2. These safety precautions should be observed to prevent damage to material and personal injury.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-8

Figure 9-3, Proper/Improper ways to load a pallet.

Figure 9-4, Pallet sling.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-9 Pallet Trucks Pallet trucks are used to pick up and transport palletized loads , especially when space is l i- mited and handling operations are too small to use a forklift, see figure 9-5. The pallet truck frame has a fork that fits between the top and the bottom decks of a pallet and supports the load on its whee l- base. Pallet trucks may be battery -powered or manually operated. The lift mechanism is usually h y- draulic-operated and may be either electric-powered or manual. The use of pallet trucks is limited b e- cause it needs a smooth surface on which to operate. Also, pallet trucks do not have the lift capability needed for stacking operations.

Figure 9-5, Battery-powered pallet truck. Forklifts Forklifts are designed to pick up, carry and stack unit loads of supplies and equipment. Stan - dard forklifts are available with lifting capacities of 2,000 to 20,000 pounds with lifting heights of 100 to 210 inches. They may be powered b y gasoline, diesel or propane engines, or they may be battery - powered. The battery-powered type normally is used in enclosed spaces because carbon monoxide from gasoline or diesel engines would be a safety hazard. Forklifts have a telescopic mast that can lift loads past the top of the mast itself. Heavy loads are balanced by the weight of the truck with the front wheels acting as the center of balance. Forklifts are excellent for handling palletized unit loads. In addition, they can be used for loads on skids or in boxes. The forks can be replaced with special adapters, so that the forklift can handle special material, such as drums, reels and so forth. Keep in mind that the forklift is normally used for loading and unloading palletized loads on trailers, trucks, railroad cars and warehouse platforms. The forklift truck shown in figure 9-6 has solid rubber tires, is powered by a gasoline engine and is used in warehouse operations.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-10

Figure 9-6, Forklift truck There are so many different makes and model s of forklifts that it is difficult to generalize on their controls. Forklifts have controls for reverse and forward, have front -wheel drive and are steered by the rear wheels. The controls for the forks usually consist of two levers—one to raise and lower the fork and one to tilt the mast. The mast is tilted forward to a vertical position when picking up or lowe r- ing a load. It is tilted back when moving for greater stability. When using a forklift, observe the following safety precautions: Stencil the load capacity on the forklift where the operator can see it Frequently remind forklift operators not to overload their equipment Do not try to straighten stacks by bumping or pushing with the forklift Do not load the forklift when it is in motion Tilt the mast back when moving a load from one location to another Move forward when transporting a load up a ramp and backup when going down Be sure the motor is turned off and the parking brake is set if you are going to park and leave your equipment. Hand Trucks The most versatile of all material-handling equipment is the hand truck. Hand trucks may have either two or four wheels. An example of t he two-wheel type of hand truck is shown in figure 9-7. Hand trucks range in size and weight from 45 to 155 pounds and can carry up to 2,000 pounds.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-11

Figure 9-7, Two-wheeled warehouse hand truck. When using hand trucks, most of the weight is balanced over the wheels and axle. This lets you push the load easily. The hand truck may be used also as a pry or lever. By pushing the lip under a heavy object, it is possible to raise it several inches off the deck. Conveyors Conveyors are used to move supplies in a fixed line of travel. The Navy uses two types of conveyors. The first is the gravity -type roller or wheel conveyor . The second is the power -driven belt conveyor. Each is portable. The gravity-type roller or wheel conveyor can be set up so that one end is lower than the ot h- er. This uses gravity to help move the load. It can also be set up level and the load pushed to its des- tination. Many sections can be joined to form a continuous system to move material during underway or vertical replenishment. Conveyors can also be used on piers, in storerooms, or where a steady flow of supplies is desired. Figure 9-8 shows a gravity-type conveyor.

Figure 9-8, Gravity-type conveyor.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-12 The power-driven belt conveyor shown in figure 9-9 has an endless belt mounted on a frame. It is driven by a pulley connected to a drive motor. The belt travels o ver a series of rollers or a sliding bed. The belt conveyor can be used to move materials over a fixed path of travel with inclines up to 25 degrees.

Figure 9-9, Power-driven belt conveyor. Ladder Chute The ladder chute shown in figure 9-10 provides a rapid means of sending stores downward in a ship. This is because most storerooms aboard ship are located below decks. Ladder chutes are easily assembled and used.

Figure 9-10, Stores strike-down chute. SPECIAL STOWAGE Some items of supply require sp ecial handling. Those items have characteristics that require the use of specific stowage or handling techniques to prevent hazards to people or facilities. Some materials require a high degree of protection because they have a limited stowage life. Care m ust be taken to ensure that the oldest stock is issued first. Many foods or confections must be stored in areas where the temperature and humidity can be controlled to prevent deterioration. When planning the stowage of ship's store items, you use these factors and plan accordingly. See NAVSUP P487 for more information on stowage.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-13 SAFETY PRECAUTIONS AND PROCEDURES SAFETY In any phase of the ship's store operation, safety is very important. The safety precautions and procedures for handling stock are fou nd in OPNAVINST 5100.19 (series). Stock handling can be a dangerous operation requiring strict attention to safe -work practices. The supervisor of the stock- handling operations is responsible for ensuring that all personnel are aware of all safety precauti ons. Each stock handler is responsible for abiding by the safety procedures. Stock handlers should be outfitted with steel -toed safety shoes at a minimum. In some cases, a hard hat, goggles and protective gloves may be required. Your supervisor indicates what protective equipment is needed for each job. SAFE-HANDLING PRACTICES Manual Handling A great deal of material handling is done manually. For this reason it is important that you u n- derstand how to lift correctly. Many times people in working parties do not think about how they lift or handle materials. Improper handling of materials may lead to a hernia, strained or pulled muscles. The correct method of lifting objects is shown in figure 9-11. When lifting observe the following rules and precautions:

Figure 9-11, Manual lifting.

Do NOT lift an object if it is too heavy or too bulky for good balance. Get help or use mechan- ical aids, such as a dolly or a hand truck

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-14 Keep the load close to the center of your body. The farther the load is from the small of your back, the greater the strain. Therefore, a heavy compact load is easier to lift than a bulky lighter load. You just cannot get the bulky object close enough to you. The best way to handle a compact load is to squat down close to the load with one foot alongside it and the other foot behind it. With the feet comfortably spread, you have better stability with the rear foot in posi- tion for the upward thrust of the lift Pull the load toward you, then lift it gradually. Avoid quick and jerky motions. Push up on your legs while keeping your back straight. A straight back keeps the spine, back muscles and other organs of the body in the correct alignment. Tucking in your chin helps to align the spine. No matter what size the load, get as close to it as you can. Then get a good grip by using the full palm and extending your fingers and hands around the object. Remember that your fingers have very little power and that you need the strength of your entire hand. Keep your arms and elbows tucked in to the side of your body to help keep your body weight cen- tered. Avoid twisting your body during the lift or while moving the load. Change directions by moving your feet. Twisting your body during a lift is one of the most common causes of back injury Be sure that you can see over the load that you are carrying Do NOT change your grip while carrying the load Face the spot on which you intend to set the object down. Bend your knees while keeping your back as straight as possible and the weight of the object close to your body Always allow enough room for the load to prevent injury to your toes and fingers If provided by your supervisor, use a back brace to help in lifting and to prevent back injuries When placing a load on a table or bench, set the load down on the edge and push it forward with your arms and body. If the load is too heavy or too awkward for you to move alone— GET HELP! Remember, LIFT WITH YOUR LEGS, NOT WITH YOUR BACK! When handling material, it is the supervisor's responsibility to ensure that everyone has been trained in and observes safety precautions. To do this, the supervisors must have a detailed working knowledge of the safety precautions listed in OPNAVINST 5100.19 (series). The supervisors must en- sure that everyone received training in the following areas of material-handlers safety: Safety knowledge and training —Workers must be instructed in the potential dangers ass o- ciated with their tasks. Awareness of these potential dangers and training to avoid safety hazards will assist in reducing mishaps while performing tasks. Knowledge of hazardous material —Items, such as flammable material, chemicals and ac- ids, require more care and attention than other items. The characteristics of the materials being stored dictate the care and attention necess ary to avoid risks and potential hazards. Workers handling h a- zardous materials must know all potential dangers or hazards associated with the materials being used. Design—Equipment generally is designed to perform a specific function. A potential hazard may be created when equipment is used in operations beyond the equipment's rated capacity or for a purpose for which it was not designed. Attachments—Workers must be trained how to use the attachments for each piece of equi p- ment. This includes the potential hazards and dangers associated with their use.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-15 Maintenance—Equipment that is not operating properly is a hazard. Operators must be i n- structed not to operate equipment that appears to be mechanically unsafe. They should be trained to report unsafe equipment to the supervisor and not attempt repairs themselves. Methods—Operators must be trained in the proper methods of operating equipment before being allowed to use it. The material-handling crew must always be informed of their responsibilities in regar d to safe- ty. The safety of personnel and equipment is the responsibility of all hands. This way everyone is safe- ty conscious and that will make your job easier. Figure 9-12 is a list of safety precautions that should be used by cargo handlers. This list ca n be used as a training guide. The need for speed during an emergency situation may outweigh the value of some safety precautions. However, do not suspend safety practices unless the degree of urgency warrants it. Always put safety first; there is no substitute for good judgment and experience. Securing for Sea Before getting underway and into open seas, thoroughly inspect and secure storerooms. This will prevent stores from shifting and breaking. Brace or lash bulk stores to bulkheads, stanchions, or battens and secure open bins and shelves to prevent stores from falling to the deck. Once your store- rooms are secured for sea, notify your supervisor that they are ready to be checked. After all the ship's store spaces are secured for sea and are checked, the leading SH can make his or her report to the sales officer. MISHAPS MISHAPS usually are caused by personnel error. Equipment is often involved, but people handle the equipment. Most mishaps are traced to carelessness, inexperience and a disregard for safety. Carelessness Certain work locations are inherently dangerous and inattention may cause mishaps that result in injury and even death. Personnel who work on piers, weather decks and in the ship's hold must be constantly alert for falling objects. Fat igue is another cause of carelessness. When people are tired, they are not as alert and are more likely to cause a mishap. Familiarity with a job is another contribut- ing factor to mishaps. Familiarity leads to shortcuts and shortcuts can cause mishaps. Inexperience Personnel must be trained, qualified and experienced in handling a particular piece of equi p- ment or they should not be allowed to use it. A person may be able to operate a forklift but may not be aware of the safety precautions that should be t aken while operating it. Inexperienced people opera t- ing material-handling equipment are not the only cause of mishaps. People working, as material ha n- dlers for the first time, may not be aware of the dangers involved. A small mistake, such as an impr o- perly loaded cargo net, may result in an injury to her or him or to others. Attitude When working around dangerous machinery or in dangerous work areas, people may become over confident with their job. When this happens, the tendency is to ignore safety. When someone de- velops a poor attitude toward working safely, his or her attitude or work assignment must be changed.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-16 If experience shows that a person has a tendency to work unsafely, that person should not be allowed to operate material-handling equipment. Mishap Costs Mishaps involving people have an immediate impact on operations and planned schedules. The disadvantage of losing people to mishaps is that they may not be replaced easily. Your work cen- ter will have to work shorthanded until the injured perso n is replaced. In the case where material is damaged or destroyed, time and money will be spent to replace or to repair it. SAFE MATERIAL-HANDLING PRACTICES 1. Wear safety shoes and hard hats. 2. Do not wear rings. 3. Use accommodation ladder or brow for boarding or leaving the ship. 4. Use the ladders in the square of the hatch only when the hoist is not in motion. 5. Use the walkway on the ship's side away from the side on where cargo is being worked. 6. Secure all lashings to permanent deck fastenings. Never use movable objects lying on deck, such as hatch covers, as a holdfast. 7. Secure hatch rollers properly. 8. Lower blocks, crowbars, slings, bridles and other objects into the hold by cargo falls or other lines. Do not drop or throw them. 9. Stack hatch covers in an orderly manner. Disorderly piles create tripping and stumbling hazards. 10. Lay strongbacks flat to prevent tripping over. 11. When removing or replacing strongbacks, keep them between you and the open hatch. 12. Stand clear of suspended loads. 13. When steadying loads, always face them and keep your feet clear. 14. Stand clear of slings being pulled from under loads. 15. Stand clear when strongbacks and hatch covers are handled on the deck above. 16. Exercise care when handling objects with sharp or rough edges. 17. Learn and practice proper lifting techniques to prevent strains or sprains. 18. Never walk backwards. 19. Report all defects in tools, materials and equipment and any hazardous material spills. 20. Report all injuries, however slight and get immediate first aid or medical attention. 21. Do not smoke in holds and storerooms. 22. Know the location of fire-fighting equipment. 23. Do not engage in horseplay, practical jokes, or arguments while working cargo. Figure 9-12, Material-handling safety precautions.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-17 DANGER AREAS Many types of mishaps can happen when handling material. Some of the more important da n- ger areas and hazards are discussed below. Defective equipment—Do not use worn or defective equipment. Report unsafe equipment conditions to your supervisor. Only qualified personnel should make repairs since a poor repair job may be more hazardous than the defective equipment. Falling objects—Objects, such as blocks, crowbars and slings, should not be thrown from the deck into the hold or onto the pier. Improperly assembled drafts—Nets and pallets should be properly secured so that items will not fall when hoisted. Failure to stand clear—The warning STAND CLEAR should be given loudly when material is being hoisted or lowered into a hold or onto the pier. Material improperly landed —Material should be stopped about one (1) foot above the i n- tended landing area and then guided to a safe landing. Loads stopped overhead—Avoid stopping loads overhead. If a hoisted load must be stopped overhead before being lowered into the hold, stop the load over the weather deck . Never stop the load over the square of the hatch and never over the heads of personnel on the pier. Improper stowage—When stowed, material should be tied evenly, tied in, stepped back, or floored off to prevent collapse. Dunnage should be used as a firm flooring for tying. Never store m a- terial improperly. Hatch beams or boards —When only part o f a cargo hatch is open, the remaining hatch beams should be pinned or locked in place. This keeps the hatch beams from being dislodged and falling on people below. Hatch boards should be stacked back away from the hatch to keep them from being knocked into the hold accidentally. Standing in bight of line—No one should ever stand in the bight of a line, the eye of a cargo strip, or a sling. To do so may result in broken bones or in a more serious injury. Fleet freight—Carefully inspect all material receiv ed as fleet freight for evidence of damaged or leaking containers. Extremely hazardous conditions can result from many hazardous materials used aboard ship. Open hatches —Barricades should be placed near open hatches and other open spaces. Safety lines must be used around such openings when material is not being handled through them. Temporarily covered hatches—Hatches covered with a tarpaulin or other temporary cove r- ing are dangerous, perhaps more so than fully visible uncovered hatches. Temporary coverin gs should be used only during inclement weather, if at all and barricades should be placed around the opening. Riding on hooks —Personnel must not ride on cargo -handling gear, such as hooks or nets. The save-all is a cargo net or device used to prevent the loss of material over the side during loading or unloading operations. It must not be used as a ladder between the pier and the ship.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-18 Removed handrails—When handrails are removed to load cargo or for other reasons, the working area should be roped off to keep people from falling over the side. Ladders—Ladders in the square of the hatch should not be used when cargo is lowered or hoisted in the hold. Care must be exercised when using ladders, especially when hatch boards from several deck levels have been removed. When available, stairway-type ladders should be used. Slippery decks—Oil, grease, ice, or any slippery material on the decks or pier should be r e- moved immediately. If you cannot remove the slippery material, immediately cover it with sand, cin d- ers, sawdust, or other anti-slip material. Improper lighting—When concealment is not important, floodlights should be used at night on the weather deck, overside and in cargo holds. Flashlights should be available for emergencies. When entering dark compartments, carry portable safety lights. Chemical hazard —During some material handling or related operations, chemicals or h a- zardous materials may be spilled or accidentally released. The chemicals may give off toxic gases or vapors and could asphyxiate or c ause you serious health problems. Hazardous materials on the skin or in the eyes could burn or cause permanent damage. In any spill or exposure situation, contact the medical department and your supervisor immediately. If material is spilled, evacuate the space and notify your supervisor or the Damage Control Center. Spills should be cleaned up by properly trained and outfitted personnel before work is allowed to resume. Certain materials with hazardous properties require special stowage facilities and han dling precautions. The Navy Occupational Safety and Health Program Manual for Forces Afloat, OPN A- VINST 5100.19 (series), outlines the requirements for stowage of hazardous materials aboard ship. The following general precautions must be observed to minimi ze hazards inherent in the h a- zardous materials, or Hazardous Material (HAZMAT): Mark stowage compartments to identify type of HAZMAT stored and keep the compartment/ materials clean and dry at all times Provide adequate ventilation throughout all HAZMAT stowage areas. Keep the ventilation system in good operating condition. All HAZMAT stowage areas must be evaluated by an in- dustrial hygienist before designation Allow only authorized personnel in storage areas Store incompatible materials in separate compartments to prevent materials mixing in the event of a spill If space limitations necessitate storing incompatible materials in the same compartment, a separation distance of at least three (3) feet must be maintained. This provides only limited protection and all precautions, such as high coamings, must be used to prevent accidental mixing. Coamings will not prevent vapors, generated from incompatible HAZMAT in spaces, from mixing and reacting Stack containers so that they will not crush lower containers, become unbalanced, or become difficult to access Issue material on a first-in, first-out basis, considering shelf life Prohibit smoking, eating, or drinking in storage areas

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-19 Never permit open flames or spark-producing items in HAZMAT storage areas The gas free engineer will monitor storage compartments for oxygen depletion, suspect ex- plosive atmospheres, presence of potentially toxic vapors and CO accumulation any time the question arises as to the safety of a storage area Seal and protect all containers against physical damage and secure for heavy seas Maintain explosion-proof electrical fixtures in proper condition in applicable HAZMAT storage areas Do not store HAZMAT in spaces or locations not designated for such stowage. HAZARDOUS MATERIALS Flammable Materials A flammable material is any solid, liquid, vapor, or gas that will ignite easily and burn rapidly. A “flammable liquid” is defined by the National Fire Protection Association (NFPA) as a liquid with a flash point below 100°F and having a vapor pressure not exceeding 40 pounds per square inch (PSI). Liquids having a flash point at or above 100°F are combustible liquids. All flammable and combustible liquids pose a danger to personnel and the ship, particularly those liquids having a flash point below 200°F. Flammable and combustible liquids must be stored in approved locations according to OPN A- VINST 5100.19 (series). Flammable and combustible materials must be stored separately from oxidizing material— sodium nitrate, calcium hypochlorite, potassium permanganate, peroxides and strong inor- ganic acids (nitric, hydrochloric and sulfuric acids) Bulk storage of flammable and combustible materials is limited to flammable liquid store- rooms. The materials involved are as follows: —Liquids with flash points below 200°F. —Solids and semisolids that readily give off flammable vapors. —Solids that burn with extreme rapidity because of self-contained oxygen. —Materials that ignite spontaneously when exposed to air. —All lubricating oils and petroleum products with a flash point greater than or equal to 200°F but less than 1,500°F. —Cargo of the type described in (e) above, carried by cargo ships and oilers, may be stored in either a cargo hold under a fixed inert-gas extinguishing system or CO2 gas flooding or sprinkler protection or on the weather deck under protection from the elements. Ensure ordinary combustible materials, such as rags, paper and wood, are not stored in flammable storage areas; however, oily rags should be stored in these areas after being placed in suitable containers Prohibit open flames or spark or spark-producing items in flammable storage areas

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-20 Ensure containers are secured with metal banding or other approved tie-downs vice manila line. Corrosive Materials Corrosive materials are chemical s, such as acids, alkali’s, or other liquids or solids, which, when in contact with living tissue, will cause severe damage to such tissue by chemical action. In case of leakage, corrosive material will materially damage surfaces or cause fire when in cont act with organic matter or with certain chemicals. Stow corrosive materials in their properly labeled, original containers. Ensure that acids and alkali’s are stowed separate from each other. Ensure that corrosive materials are not stowed in the vicinity of oxidizers or other incompatible materials. Inorganic Acids. Store liquid inorganic acids, such as hydrochloric, sulfuric, nitric and phos- phoric acids, bottled in glass or plastic in such a manner that they are cushioned against shock. These liquid inorg anic acids should be kept in their original shipping carton inside suitable acid - resistant lockers, cabinets, or chests, located in storerooms below the full -load waterline. Except where stowed in chests or lockers, the lower part of the bulkheads where ac ids are stored should be provided with a watertight acid-resistant rubber lining. Maintain hydrofluoric acid in acid -proof polyethylene or ceresin -lined bottles at all times and never allow the acid to come in contact with skin or eyes. Store medical acids in lead-lined containers in the medical storeroom. Do not store inorganic acids in flammable liquid storerooms, except when contained within an acid storage locker. Since many inorganic acids are oxidizers, avoid stowage in a flammable liquid storeroom, even in an acid locker. Organic Acids. Do not permit liquid and solid organic acids, such as glacial acetic, oxalic, carbolic, cresylic and picric acids, to come in contact with the eyes or skin. These acids are corrosive to aluminum and its alloys, to zi nc and to lead. Keep these acids, usually packaged in glass bottles, from freezing and physical damage. Stow these acids in a locker lined with acid -resistant material in the flammable liquids storeroom separated by a partition, or by at least 3 feet, from all other material. Alkalies. Store alkalies (bases), such as lithium hydroxide, sodium hydroxide, potassium h y- droxide (lye), disodium phosphate, trisodium phosphate, sodium carbonate and ammonium hydroxide (ammonia water), in designated lockers, cabinet s, or chests. Keep alkali’s separated from acids, oxi- dizers and other incompatible materials. Ensure the storage area is dry. Many shipboard cleaning agents and laundry materials contain alkali’s in very strong concentrations. Oxidizers An oxidizer is any material, such as chlorate, perchlorate, permanganate, peroxide, or nitrate, that yields oxygen readily to support the combustion of organic matter, or which may produce heat, or react explosively when it comes in contact with many other materials. Highe r temperatures increase the possibility of oxygen release from oxidizers and the possible initiation of fire. Heat should be avoided when handling and storing oxidizers. Do not store oxidizers in an area adjacent to a magazine or a heat source or where the maxi- mum temperature exceeds 100°F under normal operating conditions. Ensure that oxidizers are not stored in the same compartment with easily oxidizable materials, such as fuels, oils, solvents, grease, paints, or cellulose products.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-21 Calcium Hypochlorite Calcium hypochlorite is a very strong oxidizer used to provide the sanitizing and bleaching property of chlorine without requiring the handling of liquid or gaseous chlorine. These items should be stored stock in labeled, ventilated lockers, or bins. Lo cate these lockers or bins in an area where the maximum temperature will not exceed 100°F under normal operating conditions and which is not subject to condensation or water accumulation. The area must not be adjacent to a magazine and the lockers and bins must be located at least five (5) feet from any point heat source or surface that may exceed 140°F. Do not locate these lockers in an area used for stowage of paints, oils, greases, or combustible organic materials. Do not store more than 48 , 6-ounce bottles or 36, 3-3/4 pound bottles in any individual locker or bin. Only issue calcium hypochlorite to personnel designated by the medical or engineer officer. Stow calcium hypochlorite, carried as cargo, in a separate enclosure constructed of steel or expanded metals. Ensure that the enclosure has a secure door. Do not locate the enclosure in an area used for storing paint, oils, greases, or other combustible materials. Locate the enclosure in an area where maximum temperature will exceed 100°F under normal o perating conditions and is not subject to condensation or water accumulation. Do not locate the enclosure adjacent to a magazine and within five (5) feet from any point heat source. Sprinkler protection is not required but need not be avoided. For unpalletized material, equip the enclosure with shelving and retaining bins to contain s e- curely the individual boxes. Aerosols There is an ever -increasing demand for pressurized (aerosol) dispensers for the dispersal of paints, enamels, lacquers, insecticides, i nspection penetrant kits, lubricating oils, silicones, shaving creams and rust preventatives. The aerosol propellants may be low-boiling halogenated hydrocarbons or other hydrocarbons that are flammable, such as propane or isobutene. The contents of the aerosol- type pressurized containers are under pressure and exposure to heat may cause bursting of the di s- pensers. The propellants in higher concentrations are anesthetic, asphyxiating and extremely flamm- able. The decomposition products, formed when propellants contact open flames or hot surfaces, may be corrosive, irritating, or toxic. Ensure that inside stowage of aerosols is in the flammable liquids storeroom. Stow ship's stores aerosol stock items in flammable liquids storeroom. Do not stow containers in areas with tem- peratures above 120°F or adjacent to steam lines, hot zones, or heat source. Compressed Gases Aboard Navy ships numerous cylinders of compressed gases will be found. Compressed ga s- es are used for welding operations (oxygen and acetylene), i n refrigeration and air -conditioning sys- tems and for purging various systems (nitrogen). Cylinders of compressed gases are potential expl o- sion, fire and health hazards if strict compliance with existing requirements is not met. Only stow compressed gases, with the exception of flammable and explosive gases and ready service cylinders, in compartments designated for cylinder stowage, as shown in applicable plans for each ship. Whenever practical, stowage should permit removal of any cylinder without disturb ing oth- er cylinders. Such compartments will be kept free of all flammable materials (especially greases and oils). Have instructions posted at all entrances requiring ventilation of the compartment for a period of at least 15 minutes before entry.

SH: “Stowage “, Chapter 9. Rev FEB 2011 9-22 In stowage rooms, securely fasten each individual cylinder in the vertical position (valve end up) by metal collars and with horizontal restraints to meet Grade "B" shock mounting requirements. Stow the cylinder by date of receipt and place it into service in th e order of receipt. Empty c y- linders must be tagged EMPTY , marked MT and segregated from full or partially full cylinders. Never stow oxygen bottles in close proximity to fuel gas cylinders. Keep all flammable materials, especially greases and oils, out of the stowage area. SUMMARY In reading this chapter, you learned that mishaps are caused by personnel errors due to car e- lessness, inexperience and individuals disregarding safety. All of these negative traits can be avoided with proper supe rvision skills s uch as training , personnel familiarity and experience. We also di s- cussed the proper procedures for stowage, stock rotation, handling of hazardous material and safety precautions used while handling materials and equipment . The positive outcome is b y following the proper procedures you will be able to effectively handle, stow and rotate ship’s store and laundry stock items

Rev FEB 2011 10-1 CHAPTER 10 INVENTORY Learning Objective: Upon completing this chapter, you should be able to do the following: —Preparing, conducting and finalizing an inventory in the ship's store operation. INTRODUCTION Inventory in ship’s store afloat is the proces s of bringing stock records into agreement with stock on hand, determining current money value balances and reestablishing accountability. As a Ship’s Serviceman, you can expect to be regularly involved in the inventory process. In this chapter we discuss the various steps of this process, including preparing for inventory, accomplishing the actual inventory, accounting for the inventory and reconciling the results of the inventory. PHYSICAL INVENTORY A physical inventory is the process of identifying, cou nting and evaluating all stock on hand at a specific time. The purposes of physical inventory are the following: To determine the quantity of the stock on hand so the required financial reports can be prepared To check on the accuracy of stock records and to adjust any differences that may exist between the stock records and the stock on hand To determine the dollar value of stock shortage due to spoilage, damage, waste, pilferage, or other losses not shown on the stock records To identify stock shortages and overages and to determine financial liability To use as a management tool for effective stock control. In this section, we discuss the procedures for inventory. Cost of operation items on hand in activities other than the bulk storeroom is not inv entoried because they have already been expended from the records. This category also includes consumable supplies in the laundry, barbershop, retail stores and repair parts for vending machines. INVENTORY PERIODS An inventory is taken at the following times: At the end of each accounting period at some time during the last week of business When the Sales Officer is relieved When the responsible custodian is relieved. The spaces that custodian was responsible for will be inventoried When there is evidence of unauthorized entry into a Group III space An inventory is taken at any other time that Navy Exchange Service Command (NEXCOM), type commander, commanding officer, supply officer, or sales officer directs.

SH: “Inventory“, Chapter 10. Rev FEB 2011 10-2 SPOT INVENTORY Weekly spot inventories are re quired in retail outlets and in the bulk storeroom. At unannounced times each week, the sales officer conduct s a spot inventory of at least five percent (5%) of the stock on hand. The spot inventory 's purpose is to check the balance of selected stock in the outlets and to compare it to the balance shown on the stock record cards and resolve any differences. When possible, a perpetual inventory should be done after each breakout or issue. These inventor y results are compared against the stock -record cards f or the purpose of maintaining retail operations inventory accuracy at 100 percent. Spot inventories are conducted on a Resale Operation Management ( ROM) generated Inventory Count Sheet. An inventory count sheet, listing the merchandise to be counted, can be selected from ROM’s Inventory Count Selection screen, as shown in figure 10-1. Check the box next to the line item that the sales officer wants to count. The bulk storeroom custodian may indicate the balance on hand on each Intra -Store Transfer Data, NAVSUP Form 973, after making the breakout or issue. This process makes it easy for the records keeper because as he or she posts the quantity broken out to ROM, the quantity balance left can be checked. Spot inventories should be taken also when an item shows a quantity difference after posting a breakout to the stock record card and for each bulk storeroom issue refusal. Create New Inventory Count (5% Random): This function lets you generate an inventory worksheet of randomly selected articles on which a physical count will be recorded. A physical count can be recorded manually or via Portable Data Terminal (PDT) transfer. To generate a New Inventory Count Sheet, click on the Create New Inventory Count (5% Random) option. Articles will be randomly selected and checked to be included in this spot inventory. If you have 1,459 articles in the ship’s inventory, then 73 items will be selected. The next random spot inventory will select a different set of articles. The following screen will appear (figure 10- 1):

Figure 10-1, ROM’s Inventory Count Selection screen.

SH: “Inventory“, Chapter 10. Rev FEB 2011 10-3 ACCOUNTING FOR ADJUSTMENTS When quantity differences occur between spot inventories and the balance shown on the stock records, the cause of the difference will be investigated thoroughly. Adjust ments to the stock record cards as a result of the spot inventory are made automatically when the inventory is confirmed. A Discrepancy Report will be generated reporting all gains or losses that were found as a result of a spot inventory. This report and the corresponding Inventory Count Sheet will be filed in B28 (RK) File . The inventory discrepancy report will be signed and dated by the sales officer indicating the corrective actions taken. Additionally, upon confirmation of the inventory, gains or loss es are on NAVCOMPT Form 153, line B14. PREPARING an INVENTORY PLAN The Sales Officer must ensure that the inventory personnel are assigned and are familiar with local inventory procedures, layout sketches are prepared for spaces being inventoried, stock is arranged and entries on the ship’s store records are up-to-date. Layout Sketch The purpose of a layout sketch is to ensure that an accurate but speedy inventory is done. The sales officer should prepare layout sketches of the retail outlets and bulk storerooms in advance of the inventory. The layout sketches include each bin, shelf and showcase identified by a number, as shown in figure 10-2. If the space is large, it may be broken down into sections and a layout sketch prepared for each section. A num ber identical to the one entered on the layout sketch is attached to the corresponding fixture located in the space.

Figure 10-2, Layout sketch for the retail store and bulk storeroom.

SH: “Inventory“, Chapter 10. Rev FEB 2011 10-4 Establish Count Patterns Before the actual inventory, the sales o fficer or the leading SH should plan the inventory pattern. For example, an inventory of a space should start on the left and work to the right, top to bottom of each section of the space. The layout sketches discussed earlier will help in establishing an inventory pattern. Arranging Stock To make counting faster and easier, you should sort and identify with a ROM generated barcode label on all merchandise in retail outlets and storerooms to facilitate scanning and counting. Empty cartons, except those us ed for packaging of merchandise on display, must be removed from the sales outlet and storeroom so that they will not be included in the inventory. Open cases, boxes and containers from which items are removed must be counted individually. Under no circums tances can the markings on the outside of a previously opened box or case be used as your count. Entries on Records Before the inventory, the office records keeper must confirm that all receipt, expenditure and breakouts/break backs documents are confirmed in ROM. Non-EPOS Activities The records keeper must ensure that all merchandise in the snack vending, canned drink vending and other outlets that do not use a Point of Sale (POS) cash register have a separate Inventory Count Sheet to be used in recording actual counts during the inventory. COUNT SHEET PREPARATION The inventory teams will use the PDT to record the inventory. If the PDT is damaged or unavailable, the inventory teams use the Inventory Count Sheets. In ROM, there is no pre-list function. The Inventory Count Sheets are printed out by location. Since Non -Electronic Point of Sale ( EPOS) inventories do not generate a n inventory discrepancy report. It is important that a two count team inventories the items separately and reconcile all items counted. A third count should be conducted for differences in each team ’s counts. Once the Sales Officer is comfortable that an accurate inventory has been conducted, then the inventory will be manually imported in ROM. ASSIGNING PERSONNEL The Sales Officer is responsible for a complete and accurate inventory. The inventory count teams consist of the sales officer and one other enlisted person. The records keeper will not be assigned to the inventory team. If the sales officer determines that the inventory can be expedited with multiple teams, he or she can assign as many teams as they feel are necessary. Each team must consist of two persons —one in the pay grade E-5 or above in a supply rating and one other enlisted person. One person is assigned as the scanner and the other as the counter. Detailed descrip tions of their responsibilities are discussed later in this chapter. The Sales Officer will be the inventory supervisor. PRE-INVENTORY TRAINING As with any evolution, more than likely you will run into problems during inventory. However, holding training before the inventory can prevent most of these problems. Inventory is not an everyday evolution. T herefore, many personnel will not remember the little things that are required of them when conducting one. As a senior SH, you should conduct training before each inventory to ensure

SH: “Inventory“, Chapter 10. Rev FEB 2011 10-5 that everyone assigned a part understand s the role. Use this opportunity to answer questions and to review lessons learned from previous inventories. This training can be used to ensure that all inven- tory preparation steps are complete. PERFORMING THE INVENTORY With the introduction of ROM II, the inventory process is less time -consuming. Inventory count sheets (if used) are not serialized and it takes half the people to actual inventory a space. Before you start the actual inventory, you need to know whether or not PDTs will be used in the inventory. If not, the records keeper will print the Inventory Count Sheets for the inventory teams. A SKU number is the 10-digit number that is identical to the commercial stock number without the tack between the sixth and seventh digit (i.e., 0500000393). Since every line item in the database is printed on the Inventory Count Sheets, this process is not recommended because it is more time-consuming than using a PDT. Each sales outlet operator and bulk storeroom custodian should be present when his or her space is inventoried. There will be no stock movement until after the inventory is complete. During the inventory, when the actua l counts are not in progress, the Sales Officer will secure the spaces by replacing the locks and attaching a numbered car seal in the presence of the responsible custodian. The car seal number will be recorded in the Car Seal Number Log. Portable Data Terminal Procedures When conducting an inventory, most inventory teams prefer to use a PDT to record the inventory results. This process is as simple as scanning the barcode label and en tering the count that the counter gives you. When using this method, the records keeper must gen erate the Inventory Count Sheets in ROM to facilitate the downloading of inventory data from the PDT to the appropriate outlet Inventory Count Sheet after the counts are complete. Detailed proce dures for creat ing an Inventory Count Sheet are outlined in the ROM II User’s Guide. As mentioned previously, one person will count and one will record the quantities via the PDT. Manual Procedures Manual inventory is conducting an inventory without a PDT. The records keeper will pri nt the Inventory Count Sheets. As we mentioned earlier, the Inventory Count Sheets are in stock-keeping unit (SKU) number order versus the order in which the stock is arranged in the store, which cause s the inventory process to take longer. One person w ill count and one person will record quantities on the Inventory Count Sheets. All corrections are made in ink with both individuals initialing the correction. Once the inventory is completed, the records keeper enters the quantities on the applicable Inventory Count Sheet in ROM. Scanning and Counting The PDT is designed to scan the Universal Product Code (UPC) of an item. The ROM system allows the operator to create barcode labels for items that do not have a UPC. The records keeper must ensure that all items carried on inventory have a UPC assigned to it. Refer to the ROM II User’s Guide for detailed information on how to conduct UPC Maintenance. The person, assigned as the scanner, scans the UPC on each item and records the quantity provided by counter. Also, he or she is responsible for providing quality control over the counter to ensure that the best “first count” is made. If a PDT is used, the scanner must have a stock record listing. When a Universal Product Code (UPC) is not found, he or she can use the stock record listing to input the stock number. The person, assigned as the counter, counts the merchandise and reports what he or she quantity counted to the person assigned as scanner. In addition, he or she must verify that the ROM generated barcode labels match the description of the item being counted. Each open case must be

SH: “Inventory“, Chapter 10. Rev FEB 2011 10-6 counted individually. However, manufacturer-sealed case counts are acceptable. When multiple teams are used in a single space, the teams must be careful not to count the same stock. In figure 10-3, a scanner and a counter work as a team during an inventory aboard USS Harry S. Truman (CVN-75).

Figure 10-3, The scanner and counter conducting inventory in the ship’s store. Accounting for Outstanding Credit Memorandums The Sales Officer adds all credit memorandums and cash refunds that are outstanding as part of the bulk storeroom inventory. The records keeper obtain s copies of all outstanding credit memorandums and cash refunds from the WF 4 File and assist s the Sales Officer in adding the merchandise to the inventory. Accounting for Non-EPOS Outlets Inventory All Non -EPOS outlets require a complete Inventory and all cash collections posted to determine the cost of sales figures for the outlets. Refer to the ROM Users Guide. POSTING INVENTORY RESULTS Upon completion of the inventory, the physical counts will be either entered into the applicable Inventory Count Sheet or imported from the PDT. Only personnel designated by the Sales Officer — usually the records keeper—will perform this function. Figure 10-4 shows the Inventory Count screen that the records keeper will view when posting the inventory counts. At the bottom of the screen, you can see the various functions that are available to him or her when posting the inventory. Below is a list of those functions and the purposes that they serve. Functions of the Various Buttons on This Screen UPDATE INVENTORY FROM PDT DOWNLOAD.—Used to download inventory counts to the inventory count sheets.

SH: “Inventory“, Chapter 10. Rev FEB 2011 10-7 INVENTORY COUNT SHEET .—Used to print a hard copy of the inventory count sheet for manually inventory.

Figure 10-4, ROM II Inventory Count screen. ITEMS SCANNED BUT NOT FOUND REPORT —Used to show or print the report that shows the UPCs that were scanned during inventory but were not found in the system. INVENTORY COUNT REPORT—Is a report for the final dollar value. This report list all items inventoried with dollar amount extensions. DISCREPANCIES REPORT.—Prints or shows a detailed report for all items that show a variance (difference) between the Book Quantity and the Actual Quantity. CONFIRM INVENTORY.—Use this button to confirm the inventory once all reconciliation has been completed. This process is final and CANNOT be undone. AFTER THE INVENTORY COUNTS ARE COMPLETE After the Inventory Count screen is updated with the inventory, the Inventory Dis crepancy Report will be printed. The inventory will remain unconfirmed until the Sales Officer validates all dis - crepancies from the Inventory Discrepancy Report. The sales off icer assigns a team to verify items reported on the Inventory Discrepancy Report. Any corrections will be made to the applicable In ven- tory Count Sheet. A final Inventory Discrepancy Report is generated after all corrections are made to inventory counts. This process continues until the sales officer is confident that an accurate in ventory count was taken. Once the sales officer is satisfied that an accurate inventory was conducted, the records keeper confirm s the inventory. Upon confirming the inven tory, the stock record cards are adjusted and losses or gains are reported on line B14 of the NAVCOMPT Form 153. The records

SH: “Inventory“, Chapter 10. Rev FEB 2011 10-8 keeper prints the Inventory Count Report for each space inventoried. The sales officer sign s and files the Inventory Count Sheet (i f a manual inventory was taken), the Inventory Count Report and the Inventory Discrepancy Report in B28 (RK) File. Additional copies can be provided to the ac countable custodian if requested. BALANCING OUT EPOS OUTLETS To obtain an accurate balance of an EPOS outlet, you must determine the financial difference. The financial difference is reported on the Back of 153 Report after the inventory is confirmed and all cash is posted. The Back of 153 Report, as shown in figure 10-5, lists the sales (cost and retail), gross profit percentages, cash collections, overages/shortages (cost and retail), inventory gains and losses (cost and retail) and net differences by individual outlets. This report is used to balance your operation and determine your financial p osition. This report also is used to determine your operations level of financial difference (discussed later in this chapter). BALANCING OUT NON-EPOS OUTLETS All merchandise located in a Non -EPOS outlet and all cash collection posted in ROM will generate a Sales Report. Additionally, the financial difference is reported on the Back of 153 Report. BALANCING THE ENTIRE OPERATION Once the records keeper confirms all inventories and all cash collected is posted to ROM, the new counts on the stock record cards and the financial difference (gain or loss) on the back of 153 Re- port are adjusted automatically by ROM, see figure 10-5. Any gains or losses are reported on line B14 and are ultimately absorbed as an operating expense on line C12 of the NAVCOMPT Form 153. This report is used to determine your operations level of financial difference. The finan cial difference levels are discussed further later in this chapter. CLOSEOUT STOCK RECORD CARDS Upon confirmation of an inventory, ROM adjusts the stock record cards quantities. Upon close- out of the current account period, the ending inventory becomes the opening inventory for the new ac- counting period. PROFITABILITY REPORT ROM will compute automatically the amount of the gross profit generated for each item and by each location based on sales. To determine the actual gross profit, compare the dollar value of the merchandise sold against the dollar value of the cash collections in the report.

Figure 10-5, ROM II Back of the 153 Report

SH: “Inventory“, Chapter 10. Rev FEB 2011 10-9 GAIN AND LOSSES Any gains or losses during the accounting period are reported on line B14 of the NAVCOMPT Form 153 and are examined by the Sales Officer. Inventory Discrepancy Reports aid him or her in identifying the discrepancies. FINANCIAL DIFFERENCES After confirming an inventory for EPOS and Non -EPOS outlets, you can review the net difference column on the Back of 153 Report to identify financial dif ferences. A financial difference may be caused by a difference in inventory and/or cash. An inventory dif ference is a difference between the Book inventory and the Actual inventory, while a cash difference is a monetary difference between the Sales at Retail Figure on the Back of the 153 Report and the actual cash collected. The amount of the difference determines whether adequate controls are in place and what further action is required. LEVELS of RESPONSE to FINANCIAL DIFFERENCES Financial differences are divided into three levels, based upon monetary amount and actions to be taken by the ship. Level 1 Difference (Concern) Level 1 difference is any difference below 1 percent of sales at cost and $1,500 is a matter of concern to the Supply Officer (SUPPO) and the Sales Officer. This level of difference in any outlet requires review by the Sales Officer to determine if the procedures are being followed. The Sales Officer should take action to rem edy and improve operations. If the SUPPO and Sales Officer are satisfied with their examination of the issues, no further action is required. If they are not satisfied with the results of their review, they may contact the local NEXCOM Fleet Assistance Team for assistance. Level 2 Difference (Caution) Level 2 differences is any difference above 1 percent of sales at cost and $1,500 is an indication that procedures require managerial review to determine the cause of the difference and action if the ship is unable to resolve the difference. If this level of difference exists for any retail outlet, including the bulk storeroom, the entire ship ’s store operation is inventoried and balanced to determine if a Level 2 difference exists for the entire operation. If after the entire operation is balanced out and the difference is not Level 2, then the ship conduct s an internal review of procedures a nd no further action is required. If the entire operation has a Level 2 difference, the ship must do the following: Notify the supply officer of the difference Verify all columns on the Back of the 153 Report for all outlets Conduct a re-inventory and secure spaces Reopen spaces when the SUPPO is sure that an accurate inventory was taken The ship has five (5) work days to resolve the difference. If the ship is unable to resolve the difference, the ship must contact the local NEXCOM Fleet Assistance Team for assistance The NEXCOM Fleet Assistance Team has 10 days to examine the difference. A report with recommendations is provided to the ship

SH: “Inventory“, Chapter 10. Rev FEB 2011 10-10 If the NEXCOM Fleet Assistance Team cannot determine the cause of the difference, the supply officer notifies the commanding officer immediately concerning the difference and the final recommendations are provided to the ship. The Commanding Officer (CO) may do the following: —Direct informal examinations of the loss. If theft or fraud is discovered during the examination, follow the procedures listed in paragraph 1205. —Notify the Type Commander ( TYCOM) if the recommendations indicate a higher -level involvement. —Take any other disciplinary action IAW UCMJ if appropriate. Level 3 Difference (Adverse) Level 3 differences is any difference above three (3) percent of sales at cost and $3,000 is considered an adverse difference. A difference of this magnitude requires the SUPPO and or the CO, depending on the circumstances review, to examine the situation. I f this level of difference exists for any retail outlet, including the bulk storeroom, the entire operation will be inventoried and balanced to determine if a Level 3 difference exists for the entire operation. If after re -inventory, the difference in the individual outlet does not cause an overall Level 3 difference, but does cause a Level 1 or Level 2 difference, then follow the procedures listed above for that difference. If the entire operation has a Level 3 difference, the ship must do the following: 1. Notify the SUPPO of the difference. 2. Verify all columns on the Back of 153 Report. 3. Secure spaces and conduct a re-inventory. 4. The ship has five (5) workdays to resolve the difference or it must contact the TYCOM or the NEXCOM Fleet Assistance Team for assistance. If the assistance does not resolve the difference or an assistance visit is unable to be performed within a reasonable period of time, the ship should do the following: a. Establish a formal fact -finding body according to Ju dge Advocate General Manual (JAGMAN). b. Relieve the responsible individual when culpability on his/her part is indicated. c. In the event of relief of the Accountable Officer, records are closed out and the relieved officer submits returns. d. Reopen spaces after inventory and cash collections are verified by the supply officer and upon receipt of concurrence and recommendations from TYCOM or NEXCOM Fleet Assistance Team. For a Level 3 difference, a letter must be submitted to the TYC OM with a copy to Defense Finance and Accounting Service ( DFAS). The letter will explain the possible causes and corrective action taken to prevent the differences in the future. SUMMARY Inventory is the process of bringing stock records into agreement wi th stock on hand, determining current money value balances and reestablishing accountability. As a SH, you can expect to be regularly involved in the inventory process. In this chapter , we discussed the various steps in

SH: “Inventory“, Chapter 10. Rev FEB 2011 10-11 both EPOS and non -EPOS outlets proce dures, including preparing for inventory, accomplishing the actual inventory, accounting for the inventory and reconciling the results of the inventory.

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CHAPTER 11 RETURNS Learning Objective: Upon completing this chapter, you should be able to do the following: —Recall the steps in the closeout procedures of ship’s store records at the end of the accounting period and in the preparation of the returns. INTRODUCTION The term ship’s store returns refers to the reporting form, NAVCOMPT Form 153, Ship’s Store Balance Sheet and Profit and Loss Statement, and all of the required supporting documents that must be sent to Defense Finance and Accounting Servic e (DFAS) within 15 days of the end of each ac - counting period. Ship’s store returns serve the following purposes: Establish accountability Furnish operational information to the Navy Exchange Service Command (NEXCOM) (Ship’s Store Program) / Type Commander (TYCOM). Establish the basis for the analysis, segregation, and presentation of appropriation and cost accounting charges. This chapter discusses the types of ship’s store returns and the rules covering their submission and the steps necessary in prep aring a set of returns, preparing the NAVCOMPT Form 153, assem - bling the returns, and preparing them for mailing. TYPES OF RETURNS AND THEIR SUBMISSION There are two types of returns —four-month returns and merged returns. These are discussed below. FOUR-MONTH ACCOUNTING PERIOD RETURNS Ship’s store returns must be submitted for 4-month periods ending 31 January, 31 May, and 30 September. These dates mark the end of an accounting period. The sales officer must prepare and submit a return for each of the following periods: At the end of the four-month accounting period or from the date he or she assumed the duty as sales officer through the last day of the period and thereafter At the end of every four-month accounting period Upon relief as sales officer. MERGED RETURNS Returns may be merged, if the total of the normal accounting period and the merged period does not exceed five (5) consecutive months. Returns for a fractional period may be merged with the

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returns for the previous or the subsequent accounting period upon written authorization from the com- manding officer, except for the 30 September accounting period. When returns are merged, the sales officer must notify the TYCOM, DFAS, and NEXCOM, Ship’s Store Program. TYCOM DFAS NEXCOM (Ship’s Store Program) The original authorization letter will be included with the merged returns submitted to DFAS. Returns may not be merged for the accounting period ending 30 September without approval from NEXCOM (Ship’s Store Program). CORRECTIONS to RETURNS The Resale Operation Management (ROM) computer system does not allow any corrections to financial documents after the information has been ―confirmed.‖ You cannot submit corrected returns to DFAS. If corrections are necessary, they are made to existin g records in the current accounting period. DFAS, after reconciling the returns, direct s the sales officer on how to correct the current NAVCOMPT Form 153. DELAY in SUBMITTING When returns cannot be submitted on or before the date they are required to be submitted, the ship must notify DFAS, NEXCOM (Ship’s Store Program) and TYCOM via an email, Standard Automated Logistics Tools Set (SALTS) or naval message, explaining the reason(s) for the delay and the anticipated mailing date. COPY of RETURNS for NAVY SUPPLY CORPS SCHOOL To provide current training aids for studen ts preparing for shipboard duty. One copy of the Ship’s Store Balance and Profit and Loss Statement (NAVCOMPT Form 153) for the accounting period ending 30 September will be mailed to the following address: Navy Supply Corps School , Bldg 1378 55 Porter Avenue Newport, RI 02841 PREPARING the SHIP'S STORE BALANCE SHEET and PROFIT and LOSS STATEMENT You are now ready to prepare the Ship’s Store Balance Sheet and the Profit and Loss State - ment (NAVCOMPT Form 153). The NAVCOMPT Form 153 is separated into two parts —the Balance Sheet and the Profit and Loss Statement. The Balance Sheet accounts for the receipts and ex - penditures of ship’s store stock and establishes the current value of the stock . The Profit and Loss Statement is a report of the total income from sales, cost of sales, and other operating expenses and is used to compute the net profit for the accounting period. A completed Ship’s Store Balance Sheet and the Profit and Loss Statement are shown in figure 11-1. Although ROM automatically generate s the NAVCOMPT Form 153, as a Ship’s Serviceman Second Class Petty Officer or higher, you should know the location from which each entry is derived. At the top-left corner of the NAVCOMPT Form 153, the dates of the beginning of the accounting period and the end of the accounting period are printed.

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Figure 11-1, A completed Ship’s Store Balance Sheet and the Profit and Loss Statement. SHIP’S STORE BALANCE SHEET As mentioned in the previous section, the Balance Sheet accounts for the receipts, the expen - ditures, and the opening and closing inventory. Assuming that you maintained your records properly, posted all transactions accurately, and maintained your ROM database properly, the NAV COMPT Form 153 should be accurate.

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Receipts Caption To familiarize yourself with the various entries, follow the figures for each sec tion of the NAVCOMPT Form 153. The first section described is the ―Receipts‖ section of the Ship’s Store Balance Sheet and Profit and Loss Statement, see figure 11-2.

Figure 11-2, NAVCOMPT Form 153, Balance Sheet, Receipts Section. LINE B01 –RECEIPTS FROM PURCHASE . The total value of receipt from purchases as reported and itemized on the Journal of Receipts (B01/B05 Report.) This figure includes all purchases of ship’s store merchandise from a commercial vendor, adjustments made to receipts that occurred in the current accounting period, and the dollar value of credit memorandums forwarded to DFAS. The entry on this line should match the sum of the monthly transmittals of receipt documents. ROM will enter this figure automatically. LINE B05 –RECEIPTS FROM OSO .—The total value of receipts from Other Supply Officers (OSOs) as reported and itemized on the Journal of Receipts (B01/B 05 Report). This figure should match the sum of the monthly transmittals of receipt documents. ROM will enter this figure automatically. Included are adjustments made to OSO receipts that occurred in the current accounting period. LINE B08–OPENING INVENTORY.—The total value of all ship’s store stock at the beginning of the accounting period will be reported on Line B08. The amount will equal Line B28 of the previous accounting period’s NAVCOMPT Form 153. The sales officer verifies that the figure entered automati- cally by ROM is equal to Line B28 of the previous NAVCOMPT Form 153. If necessary, t he sales officer may modify the opening inventory as outlined in the ROM II User’s Guide.

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LINE B09–TOTAL RECEIPTS.—The sum of the amounts reported on Line B01 thr ough B08 is reported on Line B09. ROM will enter this figure automatically. Expenditure Caption For this section, follow along on figure 11-3. LINE B10–ISSUES TO USE .—The total value of Issues to Use as reported and itemized on the Issues to Use (B10) Report. This entry will include the dollar value of all issues listed, except cost of operations issues and issues for health and comfort to personnel in a pay status, transfers to other appropriations (such as the general mess and general stores), and all receipts from other appropriations. LINE B12–BULK SALES.—The total value of all bulk sales and cash refunds as reported and itemized on the Bulk Sale/Cash Refund (B12) Report. ROM will automatically enter this figure. LINE B14–LOSS/GAIN BY INVENTORY.—The total value of Gains or Losses by inventory as reported and itemized on the Gain/Loss By Inventory (B14) Report. ROM will enter this figure automatically. LINE B15–SURVEYS TO Navy Working Capital Fund (NWCF).—The total value of ship’s store stock surveyed to the N WCF as reported and itemized on the Surveys to NWCF (B15) Report. ROM will enter this figure automatically. LINE B19–TRANSFERS TO OSO .—The total value of ship’s store stock transferred to other supply officers as reported and itemized on the Tr ansfer to OSO (B19) Report. ROM will enter this figure automatically. LINE B21–COST OF RETAIL SALES.—The total value of ship’s store stock sold at cost price as reported and itemized by retail location on the Cost of Retail Sales (B21) Report. ROM will en ter this figure automatically. LINE B22–COST OF OPS, RETAIL.—The total value of Cost of Operations, Retail as reported and itemized on the Cost of Operations (B22) Report. ROM will enter this figure automatically. LINE B23 –SURVEYS TO SSPN, RETAIL .—The to tal value of surveys charged to profits (except surveys of drink vending machine merchandise) as reported and itemized on the Survey to SSPN, Retail (B23) Report. ROM will enter this figure automatically. LINE B25–COST OF VENDING SALES.—The total value of Cost of Vending Sales as reported and itemized on the Canned Vending Profitability (B25) Report. ROM will enter this figure automatical- ly. LINE B26 –COST OF OPS, VENDING .—The total value of Cost of Operations, Vending as reported and itemized on the Co st of Ops, Vending (B26) Report. ROM will enter this figure automatically. LINE B27 –SURVEYS TO SSPN, VENDING .—The total value of surveys of can vending machine merchandise charged to profits as reported and itemized on the Surveys to SSPN Vending (B27) Report. ROM will enter this figure automatically. LINE B28–CLOSING INVENTORY.—The total value of all ship’s store stock as reported and itemized on the consolidated Stock Record (B28) Listing. The sales officer will compare the closing Inventory Count Repor ts against the B28 Listing to ensure both figures match. ROM will enter this figure automatically.

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LINE B30–TOTAL EXPENDITURES.—The sum of the amounts reported on Lines B10 through B29. The amount on Line B30 must equal th e amount on Line B09. ROM will enter this figure automatically.

Figure 11-3, NAVCOMPT Form 153, Balance Sheet, Expenditures Section. Profit and Loss Statement - Receipts Section For this section, follow along on figure 11-4. LINE C01 –FUNDS BROUGHT FORWARD . —The amount as reported o n Line C24 of the previous accounting period’s NAVCOMPT Form 153. The sales officer verifies that the figure entered by ROM is equal to Line C24 of the previous NAVCOMPT Form 153. The sales officer may modify the Funds Brought Forward if necessary as outlined in the ROM II User’s Guide. ROM will enter this figure automatically. LINE C02–RETAIL SALES.—The total cash received from sales in retail stores and all Non - EPOS outlets except canned vending machines as reported and itemized on the Retail Cash Collection (C02) Report. This figure will be compared by the sales officer against the monthly Memorandum Cash Sales Invoice Deposit of Cash with the Disbursing Officer (DD Form 1149) to ensure that both figures match. The sales officer also will ensure monthly totals in the Cash R egister Record, NAVSUP Form 469; Cash Receipt Book, NAVSUP Form 470, and the Navy Cash End of Month Summary Report will match each monthly Cash Sales Invoice (DD Form 1149). ROM will enter this figure automatically. LINE C03–VENDING SALES. —The total cash received from can drink vending machines as reported and itemized on the Drink Vending Collection (C03) Report. The sales officer compare s this figure with the monthly Memorandum Cash Sales Invoice Deposits of Cash with the Disbursing Officer (DD Form 1149) to ensure that both figures match. The sales officer also will ensure that monthly totals in the Cash Register Record (NAVSUP Form 469); Cash Receipt Book, NAVSUP Form 470, and

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the Navy Cash End of Month Summary Report will match each monthly Cash Sales Invoice (DD Form 1149.) ROM will enter this figure automatically. LINE C04A–REBATES.—The total value of rebates received as reported and itemized on the Rebates (C04A) Report as authorized by NEXCOM (Ship’s Store Program). The sales o fficer will compare this figure with the monthly Memorandum Cash Sales Invoice Deposits of Cash with the Disbursing Officer (DD Form 1149) to ensure that both figures match. The sales officer also will ensure that the monthly totals in the Cash Register Re cord (NAVSUP Form 469) match each monthly Cash Sales Invoice (DD Form 1149). ROM will enter this figure automatically. LINE C04B–CONTRIBUTIONS.—The total value of all other contributions received, regardless of the source, as reported an d itemized on th e Contributions to Ship’s Store Profits (C04B) Report. This also includes monies collected as service charges. The sales officer compares this figure with the monthly Memorandum Cash Sales Invoice Deposits of Cash with the Disbursing Officer (DD Form 1149) to ensure that both figures match. The sales officer also will ensure that the monthly totals in the Cash Register Record (NAVSUP Form 469) match each monthly Cash Sales Invoice (DD Form 1149). ROM will enter this figure automatically. LINE C05–LOANS.—The total value of loans received as reported and itemized on the Loans Received (C05) and Loan Payments (C20) Report. Loans are authorized by NEXCOM (Ship’s Store Program.) The amount of a loan received is reported on Line C05 as a one-time entry at the end of the accounting period in which the loan is received. The NEXCOM (Ship’s Store Program) letter authorizing the loan is referenced in the authorization block. The sales officer enter s the total amount of each loan authorized as outlined in the ROM II User’s Guide. LINE C06 –GRANTS.—The total value of grants received as reported and itemized on the Grants Received (C06) Report. Non -reimbursable grants are authorized by NEXCOM (Ship’s Store Program.) The amount of a grant received is reported on Line C06 at the end of the accounting period in which the grant is received. The NEXCOM (Ship’s Store Program) letter authorizing the grant is referenced in the authorization block. The sales officer enter s the total amount of each grant authorized as outlined in the ROM II User’s Guide. LINE C09–TOTAL RECEIPTS.—The sum of the amounts reported on lines C01 through C06. ROM will enter this figure automatically. Profit and Loss Statement — Expenditure Section Continue to follow along on figure 11-4. LINE C10–COST OF RETAIL SALES.—The Cost of Retail Sales as reported on Line B21 of the current NAVCOMPT Form 153. ROM will enter this figure automatically. LINE C12–OPERATING EXPENSES.—The total value reported on Lines B22, B23, and B14 of the current NAVCOMPT Form 153. ROM will enter this figure automatically. LINE C13 –LAUNDRY CLAIMS .—The total value reported and itemized on the Laundry Claims/Service Charges (C13) Report. ROM will enter this figure automatically. The following documents are required to substantiate this entry: Reimbursement Vouchers (Standard Form 1034) for settling claims for loss or damage of personal clothing in the ship’s store service activities The Abstract Data Reports is sent to the ships from DFAS when an equipment purchase or service charge exceeded $2,500.

SH: “Returns”, Chapter 11. Rev FEB 2011 11-8

LINE C14A –GF ASSESSMENT, LOCAL .—ROM enters this figure automatically. The figure should equal .5 percent of retail sales (Line C02.) ($35,992 X .5% = 179.96) LINE C14B–GF ASSESSMENT, BUPERS.—The General Fund Assessment reported on Line C14B is entered automatically by ROM as a percentage of sales based on information entered on the ship’s identification screen. LINE C15 –COST OF VENDING SALES.—The Cost of Vending Sales reported on Line B25 of the current NAVCOMPT Form 153. ROM will enter this figure automatically. LINE C16–COST OF OPS VENDING.—The total value reported on Lines B26 and B27 of the current NAVCOMPT Form 153. ROM will enter this figure automatically. LINE C18 –EQUIPMENT PURCHASES .—The total value reported and itemized on t he Equipment Purchase (C18) Report. The sales officer enter s the value of each Abstract Data Report received for the current accounting period covering equipment purchases. ROM will enter this figure automatically. LINE C20 –LOAN REPAYMENTS.—The total valu e prescribed by NEXCOM (Ship’s Store Program) as reported and itemized on the Loans Received (C05) and Loan Payments (C20) Report. LINE C21–BEGINNING LOAN BALANCE .—The balance of the loan at the beginning of the accounting period as reported on Line C21A of the previous NAVCOMPT Form 153 or if repayment of the loan will begin in the same accounting period as the one in which the loan was received, the value will be zero. ROM will enter this figure automatically. LINE C21A–ENDING LOAN BALANCE.—The balance of the loan at the end of the accounting period after payments reported on Line C20 have been deducted. ROM will enter this figure automatically. LINE C22 –FUNDS TRANSFERRED TO THE RECREATION FUND .—The total value of all Standard Form 1034 covering funds transferred to the recreation fund. LINE C23–TOTAL EXPENDITURES.—The sum of the amounts reported on Lines C10 through C20 and C22. ROM will enter this figure automatically. LINE C24 –FUNDS AVAILABLE FOR TRANSFER TO THE RECREATION FUND .—The amount reported on Line C09 minus the amount reported on Line C23. ROM will enter this figure automatically. LINE 24A–LIABILITIES ASSUMED AND ANTICIPATED OPERATING EXPENSES. —The total amount of liabilities assumed and anticipated operating expenses. The sales officer en ters the liabilities assumed and anticipated operating expenses as outlined in the ROM II User’s Guide and NAVSUP P-487. LINE C24B –NET FUNDS AVAILABLE FOR TRANSFER TO RECREATION FUND .—The amount reported on Line C24 minus the amount reported on Line C24A. ROM will enter this figure automatically. Profit Computation Refer to figure 11-4. LINE C25 –OPERATING PROFIT.—The amount reported on Line C02 minus the amounts reported on Lines C10 through C14B. ROM will enter this figure automatically.

SH: “Returns”, Chapter 11. Rev FEB 2011 11-9

LINE C26–SOFT DRINK VENDING MACHINE PROFIT .—The amount reported on Line C03 minus the amounts reported on Lines C15 and C16. ROM will enter this figure automatically. STOCK TURN.— Stock turn is computed dividing the cost of sales and, the total dollar value of the stock expended by the inventory at the beginning of the accounting period.

Stock turn formula. At the end of the accounting period, stock turn for ship’s store stock is computed using the following formula: Total of NAVCOMPT Form 153 Lines B10 + B12 + B14 + B15 + B19 + B21 + B22 (minus the automated accounting adjustment as reported on the B22 Report) + B23 + B25 + B26 + B27 divided by Line B08 equals stock turn.

Figure 11-4, NAVCOMPT Form 153, Profit and Loss Statement.

SH: “Returns”, Chapter 11. Rev FEB 2010 11-10 Certification Statement 9331 DISTRIBUTION The sales officer must sign and date the bottom of the NAVCOMPT Form 153 and all copies next to the certification, ―I certify this statement is correct to the best of my knowledge and belief.‖ DOCUMENTS ATTACHED to NAVCOMPT FORM 153 The Back of 153 Report, as discussed in Chapter 10, and the Emblematic Listing Report, as shown in figure 11-5, must be attached to the NAVCOMPT Form 153. DISTRIBUTION of the NAVCOMPT FORM 153 After you are certain that your NAVCOMPT Form 153 is correct, you must distribute this docu- ment as follows: 1. NAVCOMPT Form 153 (DFAS Version) is distributed as follows: a. Original and one copy to DFAS with substantiating documents as indicated in NAVSUP P-487 (DFAS will forward one copy of the NAVCOMPT Form 153 to NEXCOM [Ship’s Store Program].) 2. The NAVCOMPT Form 153 (Ship’s Version) is distributed as follows: a. One copy to TYCOM b. One copy filed with the retained returns c. One copy for period ending 30 September to Navy Supply Corps School

SH: ”Returns”, Chapter 11. Rev FEB 2010 11-11

Figure 11-5, Emblematic Listing Report. ASSEMBLING and SUBSTANTIATING the RETURNS After you complete the NAVCOMPT Form 153, you assemble and sub stantiate the store returns at the same time . Table 11-1 lists the documents that you are required to use to substantiate your ship's store returns submitted to DFAS and the retained returns. All documents must be legible.

SH: ”Returns”, Chapter 11. Rev FEB 2010 11-12 Table 11-1.—Documents Required to Substantiate Ship’s Store Returns NAVCOMPT FORM 153 LINE AN D CAPTION RETURNS TO DFAS (AO) DOCUMENTS RETAINED RETURNS (RK) DOCUMENTS PUB. 487 PARA. Receipts from Pur- chases Line B01 Receipt documents not required. (Receiving Reports are forwarded to DFAS monthly.) B01/B05 Report and B01 documents 1106 Receipts from OSO Line B05 Receipt documents not required. (Receipt documents are forwarded to DFAS monthly.) B01/B05 Report and B05 documents 1106 Issues to Use Line B10 B10 Report and Original and one copy of DD 1149 and/or two copies of DD 504 B10 Report and copy of DD 1149 and/or copy of DD 504 7300 Bulk Sales Line B12 B12 Report and Original of DD 1149 B12 Report and copy of DD 1149 2205 Loss/Gain by Inventory Line B14 No Document Required B14 Report 9404 Surveys to NWCF Line B15 B15 Report and Original of DD 200 B15 Report and copy of DD 200 7100 Transfer to OSO Line B19 B19 Report and NAVCOMPT 176 and two copies of transfer invoice B19 Report and NAVCOMPT 176 and original of transfer invoice 7200 Cost of Retail Sales Line B21 No Document Required B21 Report 9404 Cost of OPS Retail Line B22 No Document Required B22 Report 9404 Surveys to SSPN, Re- tail Line B23 B23 Report and Original of DD 200 B23 Report and copy of DD 200 7100-2 Surveys to SSPN, Re- tail Line B23 B23 Report and Original of DD 200 B23 Report and copy of DD 200 7100-2 Cost of Vending Sales Line B25 No Document Required B25 Report 9404 Cost of OPS Vending Line B26 No Document Required B26 Report 9404 Surveys to SSPN, Vending Line B27 B27 Report and Original of DD 200 B27 Report and copy of DD 200 7100-2 Closing Inventory Line B28 No Document Required Inventory Count Reports and Discrepancy Reports 9000 PROFIT AND LOSS STATEMENT Retail Sales Line C02 Vending Sales Line CO3 Rebates Line C04A Contributions C04B C02 – C04B Reports and two copies of each monthly Memorandum Cash Sales Invoice Deposited with Disbursing Officer C02 – C04B Reports and Original of each monthly Memorandum Cash Sales Invoice Deposited with Disbursing Officer and NAVSUP 469 and NAVSUP 470 2232 Loans Line C05 No Document NEXCOM letter authorizing 8102-1 BALANCE SHEET

SH: ”Returns”, Chapter 11. Rev FEB 2010 11-13 Required loan Grants Line C06 No Document Required NEXCOM letter authorizing grant 8102-2 Laundry Claims/ Services Line C13 C13 Report and copy of SF 1034 (Laundry Claims) and/or Abstract Data Report (Service Charges) C13 Report and copy of SF 1034 (Laundry Claims) and/or Abstract Data Report (Service Charges) with copy of dealer’s bill (if cost over $2,500 include copy of DD 1155) 8202 Equipment Purchases Line C18 C18 Report and copy of Abstract Data Report C18 Report and copy of Abstract Data Report with copy of dealer’s bill (if cost over $2,500 include copy of DD 1155) 4222-3 Amusement Disbursements Line C19 C19 Report and copy of SF 1034 and copy of the letter C19 Report and copy of SF 1034 and copy of the letter 2424-3 Loan Payments Line C20 No Document Required Same as C05 8204

Funds Transferred Line C22 Copy of SF 1034

Copy of SF 1034 8301-3

Other documents required for retained returns follow: 1. Retained Returns File #1: Original breakout documents with confirmed copy attached 2. Retained Returns File #2: Copy of CO’s Monthly Management Report for each month of accounting period 3. Backup media a. Daily Backup before closeout b. Daily Backup and Smart Reorder Backup after closeout Make-Up of Original and Retained Returns When assembling and substantiating your returns, you should make up your retained and ori - ginal returns together. This strategy will allow you to double -check all figures on the substantiating documents and to make certain you have copies for both sets. When assembling your returns, make two stacks and compile both as you go along, making sure that both stacks contain exactly wha t your NAVSUP P-487 requires. Table 11-1 was presented for your convenience. Carefully read through the information in the table. Follow the sequence given when you are substantiating and assembling your ship’s store returns. As indicated in the table, the original returns (submitted to DFAS) will be compiled from docu - ments in the Accountable Officer (AO) File. The retained returns will be compiled from documents from the (RK) File and will include the backup media and any (AO) documents that were not included

SH: ”Returns”, Chapter 11. Rev FEB 2010 11-14 with the ori ginal returns. Retained returns will be retained on board for two (2) years. For complete details, refer to the NAVSUP P-487. Arrangement of Original and Retained Returns As indicated earlier, the original and retained returns should be arranged in the same order. Whether the returns are prepared for submission or for filing, the arrangement is always the same. The original and retained returns will be arranged following the lines on the Ship’s Store Balance Sheet and Profit and Loss Statement (NAVCOMPT Form 153). Additional documents required for the retained returns will be filed at the bottom of the documents substantiating the NAVCOMPT Form 153. The arrangement you should use for all returns is shown below, see figure 11-6. Forwarding of Original Returns For forwarding the required originals and copies of your ship’s store returns to DFAS, pack the returns unfolded and flat. Keep in stock the heavy corrugated fiber boxes that are designed for pack - aging of returns. You can use a heavy envelope if your returns are no larger than an ordinary letter.

Figure 11-6, Arrangement of Ship’s Store Returns. In addressing the packages, the following information should be placed at the top of the package: Sales Officer’s Name UIC, Name, and Hull Numb er of Ship ―Ships store returns for the period ending ______. If two or more packages are used, the number of the package and a brief description of the contents also will be shown.

SH: ”Returns”, Chapter 11. Rev FEB 2010 11-15 Now you must forward the returns to DFAS. For returns weighing 13 ounces or less, use First- Class Mail. Use Military Official Mail (MOM) for returns weighing over 13 ounces. For service designa- tor ―V‖ and ―R‖ ships, forward the returns to the following: Defense Finance and Accounting Service, Norfolk 1240 East 9 th Street Code NIBMC – Ship’s Store Cleveland, OH 44199 -2055 Disposition of Retained Returns As previously mentioned, retained returns should be retained on board for two (2) years. After two (2) years, the retained returns can be destroyed locally, acc ording to the guidelines in the Navy and Marine Corps Records Disposition Manual (SECNAVINST 5212.5 series.) When the sales officer is relieved at the end of the accounting period, the sales officer who is being relieved and the relieving sales officer w ill both conduct a complete inventory. Ship’s returns that are approved by both sales officers are submitted and retained as described earlier. When the sales officer is relieved sometime within the accounting period and merging the re - turns is not possib le, the sales officer who is being relieved must ensure that all funds have been collected and deposited for the period of accountability. Next, a physical inventory is taken and all records are balanced. When satisfied that financial accountability has be en established, the relieving officer will maintain ship’s store records, files, and documents of the detaching officer. The relieving of- ficer makes any adjustments or settlements of previous transactions as necessary. The relieving of - ficer then submits a return at the end of the normal accounting period. If the relieving officer is not satisfied with the condition of the records, he or she report s the facts immediately to the CO for such action as considered necessary. The CO may direct the detaching sales officer to close out all records and to render returns. Whenever the sales officer is relieved, a Requisition and Invoice/Shipping Document (DD Form 1149) will be prepared manually for the monetary value of the shi p’s store stock on hand at the time of relief, as shown from the totals of the Inventory Count Reports. Certificates in the following form will be signed by the detaching officer and the relieving officer:

Detaching Officer’s Signature ―I certify that the inventory of ship’s store stock and standard Navy clothing stock in the value shown here has been received into my custody and I acknowledge accountability as of (Date).‖

Relieving Officer's Signature The original DD Form 1149 will b e submitted with the first set of returns submitted by the relieving officer. SUMMARY The NAVCOMPT 153 is the most important document of the Return process. It is the records keeper's responsibility to ensure that all documents are signed and filed correct ly in the Retained

SH: ”Returns”, Chapter 11. Rev FEB 2010 11-16 Returns (RR) to ensure an effective closeout. With training and guidance, you will be able to balance an accounting period properly, and to understand the difference between four (4) month and merged returns. Always remember to circle, to sign and to date the returns.

INDEX-1 Rev. FEB 2011 Appendix I-1 APPENDIX I ACRONYMS USED IN THIS TRAMAN ACB Automated Contract Bulletin AO Accountable Officer ASL Automated Ship’s Store Afloat Catalog Listing CARGO Consolidated Afloat Requisitioning Guide Overseas CAD Card Accepting Device CCA Cash Collection Agent CDA Computer Design Agency CHT Collection, Holding and Transfer CLF Combat Logistics Force CLS Contractor Logistics Support CO Commanding Officer COG Cognizance Symbol COMNAVSUPSYSCOM Commander, Naval Supply Sy stems Command CONREP Connected Replenishment CONUS Continental United States COSAL Coordinated Shipboard Allowance List DD Distribution Depot DDC Defense Distribution Center DESC Defense Energy Support Center -Ft. Belvoir, VA DFAS Defense Finance and Accounting Service DISC Defense Industrial Supply Center -Philadelphia, PA DLA Defense Logistics Agency DoD Department of Defense DON Department of the Navy DSC Defense Supply Center DSC-P Defense Supply Center -Philadelphia, PA DSC-C Defense Supply Center -Columbus, OH DSC-R Defense Supply Center -Richmond, VA DTO Direct Turnover DTS Defense Transportation System DVD Direct Vendor Delivery

INDEX-2 SH: Appendix I, Acronyms used in this TRAMAN. Rev. FEB 2011 Appendix I-2 DWCF Defense Working Capital Fund EGL Equipment G uide List EOM End of Month EPA Environmental Protection Agency EPOS Electronic Point of Sale FFE Fire Fighting Ensembles FIFO First In, First Out FISC Fleet Industrial Supply Center FMSO Fleet Material Support Office FSA Foodservice Attendant GSA General Services Administration GMT Greenwich Mean Time HAZMAT Hazardous Material HM Hospital Corpsman HMUG Hazardous Material User’s Guide ICP Inventory Control Point JTAV Joint Total Asset Visibility LOEP List of Effective Pages LOGREP Logistics Report MIP Maintenance Index Page MRC Maintenance Requirement Card MSC navy/Military Sealift Command MSDS Material Safety Data Sheet MSO Merchant Sales by Operator MWR Morale, Welfar e and Recreation NAVICP Naval Inventory Control Point NAVSEA Naval Sea Systems Command NAVSUPSYSCOM Navy Supply System s Command NCTRF Navy Clothing and Textile Research Facility NEXCOM Navy Exchange Service Command NFPA National Fire P rotection Association NIS Not in Stock Non-EPOS Non-Electronic Point of Sale NRTC Nonresident Training Course NSA Navy Stock Account

INDEX-3 SH: Appendix I, Acronyms used in this TRAMAN. Rev. FEB 2011 Appendix I-2 NWCF Navy Working Capital Fund NWU Navy Working Uniform OCONUS Outside Continental United States OPTAR Operating Target OSO Other Supply Officer PAL Principal Assistant of Logistics PAS Principal Assistant of Services PDT Portable Data Terminal PLC Programmable Logic Controller PMS Planned Maintenance System PMT Preventive Medicine Technician POD Plan of the Day POS Point of Sales PQS Personnel Qualification Sta ndard PSI Pounds per Square Inch RAS Replenishment at Sea RK Records Keeper RMA Regional Maintenance Activity ROM Resale Operation s Management ROM II Resale Operations Management II SHIPALTS Ship Alterations SSPN Ship’s Store Profits, Navy SUPPO Supply Officer SYSBACK System Backup TDY Temporary Duty TGL Tag Guide List TYCOM Type Commander UNREP Underway Replenishment UPC Universal Product Code VERTREP Vertical Replenishment

INDEX-4

Rev. FEB 2011 Appendix II-1 APPENDIX II REFERENCES USED TO DEVELOP THE TRAMAN

DOD 4145.19 -R-1, Storage and Material Handling NAVSUP P-485 Naval Supply Procedures , Afloat Supply NAVSUP Pub. 4998 Consolidated Afloat Requisitioning Guide Overseas NAVSUP P-487 Ship’s Store Afloat NAVSUP P-727 Navy Cash Financial System Standard Operating Procedure NAVMED P-5010 Bureau of Medicine and Surgery’s Manual of Naval Preventive Me dicine NAVSEA S9086 Navy Ship’s Technical Manual (NSTM) Laundry NEXCOM Pub.81 Ship’s Store Merchandising and Stocking Guide NEXCOMINST 5230.8 Retail Operations Module (ROM) II Policy and Procedures NEXCOM Pub. 90 -33 Ship’s Store Visual Merchandising Guide OPNAVINST 5100 .19E Navy Safety and Occupational Health (NAVOSH) Manual for Forces Afloat ROM II USERS GUIDE SECNAV M-5210.1 DON Navy Records Man agement Program SECNAV M-5216.5 Department of the Navy Correspondence M anual

Assignment Questions

Information: The text pages that you are to study are provided at the beginning of the assignment questions.

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Rev FEB 2011 AS 1-1 ASSIGNMENT 1 Textbook Assignment: “Organization, Administration and Security”, Chapter 1. 1-1. What is the highest level in the Navy’s supply system chain of command? 1. NAVFINCEN 2. FAADC 3. NAVSUP 4. FMSO 1-2. The major activity whose primary mission is direct, waterfront supply is known by what name? 1. FISC 2. DL 3. DSC 4. NAVSUP 1-3. What organizational element has the primary responsibility for the management of assigned groups or classes of supply items? 1. Fleet Industrial Supply Ce nter 2. Fleet Material Support Office 3. Navy Inventory Manager 4. Naval Supply Systems Command 1-4. You can find a current list of cognizance symbols and their responsible inventory managers in the NAVSUP P-485. 1. True 2. False

1-5. What command provides technical guidance, policies and procedures, management and acquisition support, and overall assistance to the retail system? 1. FMSO 2. NAVICP 3. NAVSUP 4. NEXCOM 1-6. What officer is responsible to the commanding officer for the performance and administration of all supply functions? 1. The sales officer 2. The assistant supply officer 3. The supply officer 4. The executive officer 1-7. What officer assigns responsibilities to the supply officers via written request for approval? 1. The sales officer 2. The supply officer 3. The executive officer 4. The commanding officer 1-8. The culinary specialists are assigned to what supply division? 1. S-1 2. S-2 3. S-6 4. S-7

1

SH: “Organization, Administration and Security”, Chapter 1, Assignment 1. Rev FEB 2011 AS 1-2 1-9. Which of the following supply divisions uses the ROM II computer program to perform daily functions? 1. S-3 2. S-4 3. S-7 4. S-8 1-10. What administrative file contains a copy of each DD Form 1149 and related credit memorandum and correspondence which has not been liquidated? 1. WF-2 2. WF-3 3. WF-4 4. WF-5 1-11. Which of the administrative logs is used to record all purchases from a commercial vendor? 1. The requisition log 2. The expenditure log 3. The car seal number log 4. The purchase order log 1-12. Before unauthorized personnel can be allowed into supply department spaces, final approval must be granted by which of the following individuals? 1. The supply officer 2. The leading petty officer 3. The ship’s store officer 4. The person in charge of the space

1-13. The keys to the supply office are issued at the discretion of what individual? 1. The office records keeper 2. The leading petty officer of supply 3. The ship’s store officer 4. The supply officer

1-14. When dead-bolt locks cannot be installed on doors leading to Group III spaces, what action should you take? 1. Have the ship’s security patrol check the space once an hour 2. Install a high-security key-type padlock with a shrouded shackle and a high - security hasp 3. Install two high -security hasps and two combination locks 4. Install one high -security hasp with one combination or key -type lock and attach a car seal at the end of each business day making sure it is properly logged in the car seal log 1-15. For security purposes, duplicate keys to Group III spaces are placed in a sealed envelope, signed and dated across the flaps by the ship’s store officer and the responsible custodian. The flaps of the envelope will be sealed with cellophane tape over the signatures and any other openings and placed in the ship’s store officers safe. 1. True 2. False

SH: “Organization, Administration and Security”, Chapter 1, Assignment 1. Rev FEB 2011 AS 1-3 1-16. When available from supply, which of the following items should be installed on doors leading to Group III spaced in addition to dead-bolt locks? 1. Keyless combination locks 2. Key-type padlocks 3. Key-type padlock with a high security shackle 4. Key-type padlock used in conjunction with a car seal 1-17. When installing hasps on doors leading to Group III spaces, what items should you use to secure the hasp to the door? 1. Screws 2. Pop rivets 3. Tamperproof bolts 4. Nails 1-18. What action, if any, should be taken for exposed hinge pins on hasps installed on doors leading to Group III spaces? 1. Make a note of the problem to the security patrol and have the space checked more often 2. Use an additional hasp with the appropriate lock 3. Tack-weld the pins to prevent removal 4. None 1-19. The inside perimeter of the removable sales window to the retail store is secured by using what type of securing device(s)? 1. A car seal 2. Bars 3. Slip locks 4. Key locks

1-22. A Group III space should not be entered after normal working hours without obtaining permission from which individual? 1. The supply officer 2. The sales officer 3. The duty supply officer 4. The leading ship’s serviceman 1-23. Merchandise exceeding what retail value should NOT be left in the display window of the retail store after normal working hours? 1. $25 2. $35 3. $40 4. $50 1-24. The keys or combination to the padlock securing the coin box in the vending machine is kept by which of the following individuals? 1. The vending machine operator/cash collection agent 2. The supply officer 3. The sales officer/cash collection agent 4. The supply duty officer 1-25. Locks installed by the manufacturer on the outside of a vending machine are adequate for security purposes. 1. True 2. False

SH: “Organization, Administration and Security”, Chapter 1, Assignment 1. Rev FEB 2011 AS 1-4 1-26. When locked money boxes are used inside the vending machine, the keys that lock the money box into the machine are kept by what individual? 1. The vending machine operat or 2. The supply officer 3. The agent cashier 4. The person making collections 1-27. With what security measure are the duplicate keys to the money boxes in the vending machines controlled? 1. They are kept in a special duplicate key locker in the sup ply office 2. They are sealed in an envelope and kept in the supply officer’s safe 3. They are sealed in an envelope and kept in the sales officer’s safe 4. They are retained by the responsible custodian until relieved 1-28. Emergency entry procedures are included in the supply department instructions and should be posted outside which of the following spaces? 1. Group I 2. Group II 3. Group III 4. Group IV 1-29. In the absence of the responsible custodian and the sales officer has to open a Group III space, such entry should be made in the presence of a minimum of how many witnesses? 1. One 2. Two 3. Three 4. Four 1-30. After the Group III space has been entered by the sales officer, how long must the witnesses be present? 1. Until the respon sible custodian returns 2. Until the command duty officer arrives 3. Until the space is secured 4. They do not have to remain present 1-31. How should the sales officer secure a Group III space after he or she has entered it and is ready to secure the space? 1. Replace the lock and place a numbered car seal 2. Replace the lock after changing the combination 3. Replace the lock and add a key -type lock 4. Lock it with a different keyless padlock 1-32. What individual may enter a Group III space in the presence of two witnesses when an emergency exists and the ship’s store officer or the responsible custodian is not available? 1. The duty section leader 2. The duty storekeeper 3. The leading ship’s serviceman 4. The Command Duty Officer

Rev. FEB 2011 AS 2-1 ASSIGNMENT 2 Textbook Assignment: “Ship’s Laundry”, Chapter 2.

2-1. According to the Hazardous Material User's Guide, bleach is considered what type of material? 1. Acidic 2. Unstable 3. Oxidizer 4. Explosive 2-2. When storing laundry bins of hazardous material in the ship’s laundry, what item must you maintain in the space in which the hazardous materials are kept? 1. A fire extinguisher 2. Absorbent pads 3. A Hazardous Materials User's Guide 4. An MSDS for each item 2-3. Which of the following items is NOT symptom of heat exhaustion? 1. Headaches 2. Diarrhea 3. Fatigue 4. Nausea 2-4. What tool is used to obtain accurate and reliable temperature readings in a laundry area? 1. An electronic thermometer 2. An all-weather thermometer 3. A high-range thermometer 4. A dry-bulb thermometer

2-5 At what minimum interval should heat stress readings be taken and logged? 1. Every hour 2. Every four hours 3. Every six hours 4. Every twelve hours 2-6 Sanitary requirements for all ship’s laundry personnel to follow are outlined in which of the following publications? 1. NAVMED P-5010 2. NAVMED P-2020 3. OPNAV 5100.2 4. OPNAV 5100.19 2-7. How often should the ship’s store officer inspect the laundry area to ensure all sanitation practices are being followed? 1. Daily 2. Weekly 3. Biweekly 4. Monthly 2-8. After normal working hours, the laundry supervisor should turn the laundry keys over to which of the following people? 1. The leading supply supervisor 2. The duty section leader 3. The duty supply officer 4. The command duty officer

1

SH: “Ship’s Laundry”, Chapter2, Assignment 2. Rev. FEB 2011 AS 2-2 2-9. What person must approve the use of the ship's laundry after normal working hours? 1. The laundry supervisor 2. The sales officer 3. The duty supply officer 4. The command duty officer 2-10. Before you will be authorized to operate the laundry equipment, you are required to complete which of the following training requirements? 1. Class ‘A’ school 2. The Ships Serviceman 3 & 2 3. 50 hours of on-the-job training 4. The laundry PQS 2-11. What person reports and is directly responsible to the sales officer for the proper operation to the ship’s laundry? 1. The laundry supervisor 2. The laundry LCPO 3. The ship’s store officer 4. The supply officer 2-12. During deployments, the ship's laundry personnel are supplemented by what group of individuals? 1. People working in the galley 2. TDY personnel from embarked troops or squadrons 3. People detailed to the ship only for the deployment 4. People from S-6 division

2-13. To improve the versatility of the laundry personnel, you should rotate everyone to all stations in the laundry room. 1. True 2. False 2-14. What organization can assist you with planning the physical layout of a ship’s laundry? 1. The NEX Fleet Habitabilit y Assistance Branch 2. The Navy Fleet Services Branch 3. The Navy Moral, Welfare, and Recreation Center 4. The Navy Supply Support Center 2-15. In 1 week, a properly operating ship’s laundry should be able to process s a minimum of how many pounds of laundry per accommodation? 1. 10 2. 15 3. 24 4. 30 2-16. Which log is used to record officer and chief petty officer lots received in the laundry? 1. The bulk work log 2. The khaki load log 3. The press deck log 4. The press machine log

SH: “Ship’s Laundry”, Chapter2, Assignment 2. Rev. FEB 2011 AS 2-3 2-17. As the receiving laundryman, what is a very important aspect of your job? 1. Carefully logging in and out of all laundry 2. Ensuring the laundry is clean and dry 3. Carefully separating the colors from the whites 4. Inventorying all laundry soaps an d bleach 2-18. Where should rust and stain removers be stored? 1. In the ship's store officer's safe 2. In a cool, dry place 3. In the laundry room 4. In the main supply storage area 2-19. What is the newest laundry chemical available for use in the ship’s laundry? 1. Color-fast detergent 2. Biodegradable bleach 3. Solid cakes 4. Oxygen bleach 2-20. What is the first step in the laundry process? 1. Distribution 2. Receiving 3. Handling 4. Sorting

2-21. What items are included in individual lots? 1. Bulk laundry delivered from enlisted berthing 2. Civilian clothing from the ship's crew 3. Officer and chief petty officer laundry delivered in net bags 4. Items delivered from individual crew members 2-22. What form should be sent to the ship's laundry with an individual lot? 1. NAVSUP Form 233 2. NAVSUP Form 1199 3. NAVSUP Form 2257 4. NAVSUP Form 4253 2-23. Guidance and procedures for stenciling items of clothing can be found in what publication? 1. Naval Regulations 2. Uniform Code of Militar y Conduct 3. Standards Operating Procedures for Shipboard Living Manual 4. Navy Uniform Regulations Manual 2-24. What is the maximum number of bundles that you should put into one lot? 1. 20 2. 30 3. 40 4. 50

SH: “Ship’s Laundry”, Chapter2, Assignment 2. Rev. FEB 2011 AS 2-4 2-25. When you are checking in bulk lots, what is the proper procedure to determine the amount of laundry in the bag? 1. Count the individual items in the bag 2. Have the person who is delivering the bag count the items in your presence 3. Weigh the bag on a scale 4. Rely on the amount listed on the laundry list 2-26 How many different types of soils is a concern when dealing with laundry? 1. One 2. Two 3. Three 4. Four 2-27. What type of soil may be removed partially or entirely by spotting operations? 1. Chemical-soluble soil 2. Special soil 3. Insoluble soil 4. Water-soluble soil 2-28 What type of washing machine is most commonly found on board a ship? 1. Front loading 2. Top loading 3. Variable capacity 4. DYNA wash

2-29 What safety feature will stop an incorrectly loaded washing machine during the extract cycle? 1. The vibration switch 2. The wobble switch 3. The unbalanced load switch 4. The jog switch 2-30 What item should be used to improve laundry quality, prevent mechanical failures and increase the life expectancy of the washer extractor? 1. An adjustable control switcher 2. A programmable logic controller 3. An LED readout panel 4. A multi-function keypad. 2-31 What acts as the brain of the solid cake dispensing system? 1. A sequencing control panel 2. A multi-function control box 3. A microcomputer 4. The operator 2-32 What is the most important aspect of laundry operations? 1. The quality of the chemicals 2. The quality of the water 3. The quality of the machinery 4. The quality of the operators

SH: “Ship’s Laundry”, Chapter2, Assignment 2. Rev. FEB 2011 AS 2-5 2-33 When soap is combined with hard water, the calcium and magnesium salts in the water combine with the soap to form a sticky, insoluble deposit known by what term? 1. Lime 2. Sulfate 3. Carbon 4. Sludge 2-34. What method softens the water by exchanging the calcium and magnesium compounds in the water for sodium compounds? 1. The replacement method 2. The chemical exchange method 3. The mineral substitution method 4. The base-exchange method 2-35. What detergent, which contains bleach, does not require special handling and is safe for washing all fabrics? 1. Industrial strength detergent 2. Quick-release detergent 3. Two-shot detergent 4. Fast-acting detergent 4. During the last rinse cycle 2-36. The laundry press head temperature should be set at what setting? 1. 150 to 180 degrees 2. 225 to 250 degrees 3. 300 to 325 degrees 4. 350 to 400 degrees

2-37. To keep the laundry press padding dry, you should set the buck head thermostat at what temperature? 1. 110 to 120 degrees 2. 180 to 200 degrees 3. 260 to 275 degrees 4. 300 to 325 degrees 2-38. The press layout on a Navy ship is determined by what command? 1. The ship in possession of the equipment 2. NEXCOM 3. NAVSUPCOM 4. NAVSEASYSCOM 2-39. Which of the following is a major safety feature of a laundry press? 1. The machine is equipped with a temperature switch to prevent the press from overheating 2. The press must be closed by pushing the two close buttons with both hands 3. The press will automatically shut off i f the press is not used within 15 minutes of reaching operation temperature 4. The press will not heat up if the head is locked in the closed position 2-40. For normal pressing, the press head should remain in the closed position for what amount of time? 1. 10 seconds 2. 15 seconds 3. 20 seconds 4. 30 seconds

SH: “Ship’s Laundry”, Chapter2, Assignment 2. Rev. FEB 2011 AS 2-6 2-41. When you are performing maintenance on the presses, the steam pressure to the press should be what pressure? 1. 25 psi 2. 50 psi 3. 75 psi 4. 100 psi 2-42. What should be used to apply press head cleaner to a laundry press? 1. The smooth side of the press head mitt 2. A clean, dry cotton rag 3. A lint-free rag 4. Steel wool 2-43. During normal usage, how often should the two flannel pads of the press machine be replaced? 1. Monthly 2. Every 2 months 3. Every 6 months 4. Annually 2-44. Which of the following statements is NOT a consideration when determining the sequence of lays for a garment? 1. The part of the garment that should be pressed first to prevent damage to the final product 2. The minimum number of lays required to produce satisfactory work 3. The logical sequence of lays needed for easy and quick handling 4. The part of the garment to be pressed last to prevent damage to the finish of the most conspicuous part of the garment

2-45. How should trousers be kept until you are ready to begin pressing? 1. In a cool, dry place 2. Hung on hangers to prevent unnecessary wrinkling 3. In the dryer used to dry the garment 4. In a damp box with a wet net over them 2-46. Before pressing the legs of a pair of trouser, you should first perform what step? 1. Press the cuffs of the trouser 2. Iron the pockets with a hand iron 3. Match the inseams 4. Ensure the zipper is lying flat to prevent damage 2-47. If they are not first preconditioned, what possible damage may occur to a tablecloth or napkins? 1. They may scorch 2. The wrinkles may be permanently imbedded 3. They may shrink 4. They may not be crisp and wrinkle free 2-48. When you are using a flatwork ironer, the flatwork is ironed after coming from what location? 1. The dryer 2. The completed wash bin 3. The washer extractor 4. The lay press

SH: “Ship’s Laundry”, Chapter2, Assignment 2. Rev. FEB 2011 AS 2-7 2-49. What part of the flatwork ironer is used to press the flatwork against the cylinder? 1. A drive wheel 2. Pressure roller s 3. A tumble bar 4. Heated cylinders 2-50. What method is used on the flatwork ironer to produce a smooth finish, prolong ribbon life, and prevent the linen from sticking to the heated cylinder? 1. Using flatwork starch in the rinse cycle 2. Pressing the flatwork when it is damp 3. Cleaning the cylinder before each use 4. Waxing the cylinder 2-51. When using the flatwork ironer, how many people should feed large items into the machine? 1. One 2. Two 3. Three 4. Four 2-52. To ensure laundry is returned to the customer in a clean, satisfactory manner, you should practice what technique from the receiving area to the finished product? 1. Continuous training 2. Meticulous supervision 3. Quality assurance 4. Rewards and discipline

2-53. What is the most common complaint in the laundry process? 1. The laundry smells bad 2. The laundry is not clean 3. The laundry has wrinkled items 4. The laundry has lost or missing items 2-54. What individual is responsible for the proper performance of 3-M System functions within their respective work center? 1. The leading seaman 2. The shop supervisor 3. The group supervisor 4. The ship’s store officer 2-55. What manual contains only the planned maintenance requirements applicable to a particular work center? 1. The 3-M System Manual 2. The Work Center PMS Manual 3. The Equipment Technical Manual 4. The Weekly PMS Manual 2-56. What basic PMS reference document is issued for each installed system/equipment for which PMS support has been established? 1. The Maintenance Index Pa ges 2. The Maintenance Instruction Pages 3. The Equipment Maintenance Manual 4. The 3-M PMS Maintenance Manual

SH: “Ship’s Laundry”, Chapter2, Assignment 2. Rev. FEB 2011 AS 2-8 2-57. What publication provides detailed procedures for performing maintenance and describes who, what, how, and with what resources a specific requirement will be accomplished? 1. The Maintenance Instruction Manual 2. The 3-M PMS Cards 3. The Maintenance Requirement Cards 4. The Ship’s Maintenance Instructions

2-58. What type of fabric should NOT be pressed on hot head presses? 1. Colored 2. Wool 3. Polyester 4. Synthetic 2-59. What is the first step when pressing an enlisted jumper? 1. Ensure that the rating badge is laying flat 2. Apply starch to all the creases 3. Turn the jumper inside out 4. Press the collar first

Rev. FEB 2011 AS 3-1 ASSIGNMENT 3 Textbook Assignment: “Barbershop”, Chapter 3. 3-1. What is the purpose of a shipboard barbershop? 1. To provide regulation haircuts to shipboard personnel 2. To style hair 3. To provide a sanitary location to cut hair 4. To provide better appeara nce to other crew members 3-2. Name one way to decrease the stress on the body when cutting hair. 1. Maintain good posture 2. Utilize the Barber mat 3. Slouch 4. Take a break between patrons 3-3. Why is sanitation so important in the barbershop? 1. Prevent the spread o f infectious diseases 2. Prevent from the Barber from getting sick 3. Keep the XO happy 4. Prevents other patrons from disease

3-4. What is the only authorized disinfecting solution for combs? 1. Kool lube 2. Barbicide or marvicide 3. Lube oil 4. Hot soapy water 3-5. Combs should be left in the disinfecting solution for what minimum amount of time? 1. At least 20 minutes 2. At least 5 minutes 3. At least 15 minutes 4. More then 30 minutes 3-6. Before handling any chemicals in the barbershop, what document should you review? 1. EPA label 2. The label and Material Safety Data Sheet (MSDS) 3. HAZMAT MIP 4. SH Hand book 3-7. What is the most commonly used clippers on board ships? 1. Oster-96 electric clipper 2. Oster-76 electric clipper 3. T-Edger 4. Oster-101 electric clipper with vac

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SH: “Barbershop”, Chapter36, Assignment 3. Rev. FEB 2011 AS 3—2 3-8. What barber tool should you use when finishing a haircut? 1. Oster-96 electric clipper with 0000 blade 2. Oster-76 electric clipper with 000 blade 3. T-Edgers or Finisher 4. Disposable blade 3-9. As barber supervisor, what are your primary responsibilities? 1. Cutting hair 2. Maintaining Sanitation 3. Looking good and first come, first serve 4. Supervising and training your barbers 3-10. A ship with 300 personnel assigned should have what minimum number of barber chairs? 1. One 2. Two 3. One per 75 perso nnel 4. One for each barber

3-11. What action by the barber supervisor will ensure that barber personnel have a healthier professional development? 1. Rotation of duties 2. Rotate barbers between the crew and officers shops 3. Monthly 4. When a new barber reports aboard 3-12. Shipboard barbershops should follow what sanitation guidelines? 1. NAVMED P-5010 2. NAVMED P-5011 3. Ships Sanitation Regulations signed by the senior Medical rep onboard 4. NEXCOM publications 3-13 What is the main complaint in the barbershop? 1. The quality of haircuts 2. Barber not utilizing a clean smock 3. Loud music 4. Baber appearance

Rev. FEB 2011 AS 4-1 ASSIGNMENT 4 Textbook Assignment: “Retail Outlets”, Chapter 4. 4-1. Who will determine the size of the ship’s store operation? 1. NAVSEA 2. NAVSUP 3. Commanding Officer 4. Sales Officer 4-2. What is accountability? 1. An obligation imposed on an offi cer to account for property. 2. An obligation imposed on a bulk custodian when he or she signs the 1155. 3. An obligation imposed on a store operator when he or she signs the intra - store transfer data sheet. 4. An obligation imposed on the Leading Chief Petty Officer 4-3. How often should cash from sales be collected for ships with two operators? 1. Weekly 2. Bi-weekly 3. At the end of each shift 4. Daily 4-4. What is the primary sales outlet aboard ships? 1. The Ship’s Store 2. The Barbershop 3. The Vending Machines 4. The Morale Welfare Recreation Fund (MWR)

4-5. Under way, the ship’s store should be open for at least how many hours? 1. At least 10 hours per week. 2. At least 20 hours per week. 3. At least 42 hours per week 4. At least 52 hours p er week 4-6. At the end of the business day, customers should be given how much time to complete their shopping. 1. 5 minutes 2. 10 minutes 3. 15 minutes 4. 20 minutes 4-7. The hours of operation would be considered what type of sign? 1. Institutional 2. Merchandise 3. Reflective 4. Informative 4-8. The price of an item should be considered as what type of sign? 1. Merchandise 2. Institutional 3. Reflective 4. Informative

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SH: “Retail Outlets”, Chapter 4, Assignment 4. Rev. FEB 2011 AS 4—2 4-9. A 6 percent markup should be given to what departments? 1. Toiletries (D-1), Sundries (D-3), and Uniforms (E-1) 2. Candy (A-1) 3. Phone cards (T-1) 4. Uniform items (E -1) 4-10. What is a UPC bar code? 1. Universal Product Code 2. Unit Product Code 3. United Price Code 4. Universal Personnel Code 4-11. With TYCOM approval, what is the maximum amount of cash that can be left in the cash register overnight? 1. $50.00 2. $80.00 3. $100.00 4. 150.00 4-12. What is the accountable document for stock issued from the bulk storeroom to the ship’s store? 1. NAVSUP 469 2. DD Form 1149 3. DD Form 1081 4. NAVSUP 973 4-13. What is the maximum markup for vending machine products? 1. 6% 2. 20% 3. 35% 4. 55% 4-14. Detailed vending sanitation information can be found in what publication? 1. PUB 4998 2. NAVMED P- 5010 3. NEXCOM Instruction 4370.1 4. ROM II User User’s Gu ide 4-15. Cash collections from vending machines should be recorded on what document? 1. NAVSUP FORM 973 2. NAVSUP FORM 469 3 DD FORM 200 4 .DD FORM 1234 4-16. What individual has possession of the key that opens the moneybox? 1. The Cash Collection 2. The Vending Operator 3. The Sales Officer 4. The Bulk Storeroom Custodian 4-17. When a break-in occurs, it should be reported to what individual? 1. Master-at-Arms 2. Commanding Officer 3. Sales Officer 4. Disbursing Officer 4-18. Vending machines fall under what security grouping? 1. Group I 2. Group II 3. Group III 4. Group IV

Rev. FEB 2011 AS 5-1 ASSIGNMENT 5 Textbook Assignment: “Cash Collections-Navy Cash”, Chapter 5. 5-1. Which of the following publications would a Ship’s Serviceman find instructions on approved cash collection procedures? 1. NAVSUP P-487 2. NAVSUP Pub. 4998 3. OPNAV 1000/2 4. NAVSUP P-485 5-2. Which of the following assigned personnel may be designated as cash collection agents? 1. Vending machine personnel 2. Retail store personnel 3. Disbursing personnel 4. Laundry Operator 5-3. After the cash register tape of a Non-EPOS register is changed, what must be done before the tape is filed with the store officer? 1. Sign and date the tape 2. Make a duplicate copy of the tape 3. Have the CDO make a log entry 4. Nothing is required to be done 5-4. What type of system is normally used as a cash register in the Ship’s Store? 1. Standard computer 2. Hand calculator 3. EPOS/Non-EPOS 4. K-80

5-5. At a minimum, how often should the combination to the cash collection agents’ safe be changed? 1. Annually 2. Quarterly 3. Monthly 4. Biannually 5-6. Cash collection agents will have their change funds audited by an appointed officer a minimum of how often? 1. Weekly 2. Monthly 3. Quarterly 4. Annually 5-7. Change funds are normally limited to a maximum of what specific amount? 1. $100 2. $75 3. $50 4. $25 5-8. Which of the following forms is used as the Statement of Agent Officer’s Account? 1. DD Form 1081 2. NAVSUP Form 469 3. NAVSUP Form 470 4. DD Form 200

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SH: “Cash Collections-Navy Cash”, Chapter 5, Assignment 5. Rev. FEB 2011 AS 5-2 5-9. Normally, cash collection agents will provide funds to vending machine operators a maximum of what specific amount of funds? 1. $25 2. $15 3. $10 4. $5 5-10. A shortage of a change fund exceeds $250 because of theft. According to NAVSUPP- 487, what specific action should be taken by the change fund custodian? 1. File an incident repo rt 2. Ask for donations to cover the loss from store personnel 3. Write it off as a loss, and forget about it 4. Take action to recover the loss from the disbursing or supply officers 5-11. Cash, collected from vending machine sales, is collected a minimum of how often? 1. At least twice a week 2. Bimonthly 3. Monthly 4. Quarterly 5-12. Which of the following methods is an approved cash collection procedure? 1. Use a night depository safe 2. Use locked money boxes for vending machines 3. Have the sales outl et operator deliver the cash 4. Place sales proceeds in a sealed envelope, and deposit funds the next working day

5-13. What is NAVSUP Form 469? 1. The close out procedures list 2. The ship’s store inventory list 3. The statement of agent officer’s accoun t 4. The cash register record 5-14. Change funds for dollar bill changer machines on ships with a complement of less than 700 personnel/700 personnel or more will not exceed what specific amount? 1. $50/$100 2. $200/$400 3. $300/$600 4. $400/$800 5-15. Which of the following methods is an approved cash collection procedure? 1. Use a night depository safe 2. Use locked money boxes for vending machines 3. Have the sales outlet operator deliver the cash 4. Place sales proceeds in a sealed envelope, and deposit funds the next working day 5-16. Where are self-locking moneyboxes installed? 1. Cash registers 2. Safes 3. Vending machines 4. Dollar bill changer machines

SH: “Cash Collections-Navy Cash”, Chapter 5, Assignment 5. Rev. FEB 2011 AS 5-3

5-17. Who maintains the Night Deposit Log? 1. The cash custodian 2. The sales operator 3. laundry Supervisor 4. The Duty officer 5-18. Which, if any, of the following personnel conduct a monthly review of the NAVSUP Form 469? 1. The sales officer only 2. The cash collection agent only 3. The sales officer and the cash collection agent 4. None of the above 5-19. It is recommended that a cash collection agent review the NAVSUP Form 469 a minimum of how often? 1. The start of the business day 2. When a change of sales agent occurs 3. Hourly 4. Daily 5-20. What officer receives deposits from daily sales? 1. Supply officer 2. Sales officer 3. MWR officer 4. Disbursing officer

5-21. What device is utilized to capture sales in the snack vending machine? 1. K22 2. CAD 3. Till 4. Totalizer 5-22. What device is used to input sales data for all Navy Cash transactions? 1. K22/ CAD 2. POS 3. Navy Cash ATM 4. Card Reader

5-23 What does EOD stands for? 1. Explosive Ordnance Device 2. End of Day 3. End of Data 4. Environmental Oil Detection

SH: “Cash Collections-Navy Cash”, Chapter 5, Assignment 5. Rev. FEB 2011 AS 5-4

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Rev FEB 2011 AS 6-1 ASSIGNMENT 6 Textbook Assignment: “Appropriation and Funds”, Chapter 6. 6-1. In what form does the Navy receive funds to operate, train and maintain fleet readiness? 1. Through an appropriation authorized by congress 2. Through private funding by corpo rations 3. Through the allocation of foreign aid funds 4. Through the taxation of those entities that are protected on the high seas by the U.S. Navy 6-2. The federal fiscal year 2010 would begin and end at what specific date of the calendar year? 1. 1 October 2010/30 September 2011 2. 1 January 2010/31 December 2010 3. 1 October 2009/30 September 2010 4. 1 January 2009/31 December 2009 6-3. The fiscal year for ship’s stores is separated into how many accounting periods? 1. One 2. Two 3. Three 4. Four

6-4. When are ship’s stores financial reports detailing returns submitted to the Defense Financial Accounting Service? 1. Monthly 2. Annually 3. At the beginning of each accounting period 4. At the end of each accounting period 6-5. Normally, what is the purpose of an annual appropriation? 1. To cover all expended and obligated funds for the fiscal year 2. To cover only current FY shipboard expenditures 3. To cover all expended and obligated funds for the calendar year 4. All of the above 6-6. Fiscal year obligated funds remain available for a maximum of how long of a time period? 1. For only the fiscal year the appropriation was allocated 2. For a period of 2 years from the date the obligated funds were contracted 3. For a period of 6 years from th e end of the fiscal year from which obligated funds were allocated 4. From a period not exceeding 6 months past the end of fiscal year of the obligation

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SH: “Appropriation and Funds”, Chapter 1, Assignment 1. Rev FEB 2011 AS 6-2 6-7 . Normally, projects that have indefinite completion dates will be supported from what type of appropriation funding? 1. Annual 2. Continuing 3. Multiple-Year 4. Indefinite 6-8. Which of the following programs would normally be supported by a continuing appropriation? 1. Shipbuilding 2. Surveys to NWCF 3. Ordering supplies 4. Navy Stock Account 6-9. For a project that requires a large amount of advance planning and will incur obligations for a definite period of time, exceeding 2 years or more, would best be covered by what specific type of appropriation? 1. Multiple-Year 2. Annual 3. Continuing 4. Special 6-10. How do funds differ from appropriated money? 1. No difference, they are the same 2. Funds expire, while appropriated money does not 3. Funds do not expire, while appropriated money is only good for a specified time period 4. Funds can be use d for any purpose, while there is no limit to how appropriated money may be used

6-11. Which type of funds is commonly used by the U.S. Navy? 1. Trust, Re-usable and Appropriated 2. Trust, General and Appropriated 3. General, Trust and Revo lving 4. Revolving, Re-usable and Trust 6-12. The Navy Working Capital Fund (NWCF) is what specific type of fund? 1. Trust 2. General 3. Stock 4. Revolving 6-13. How may profits from the Ship’s Store Profits, Navy (SSPN) trust fund be used? 1. Ship repair 2. Morale, Welfare and Recreation of Navy personnel 3. Electronic equipment repair 4. Purchase medical supplies 6-14. What authority maintains the Ship’s Store Profits, Navy, General Fund? 1. CNO 2. NEXCOM 3. NAVSUPSYSCOM 4. NAVPERSCOM 6-15. What specific criteria of a ship delineate the percentages of assessment of the ship’s total retail sales to support the SSPN, General Fund? 1. Water displacement 2. Geographic location 3. Vessel mission 4. Crew size

SH: “Appropriation and Funds”, Chapter 1, Assignment 1. Rev FEB 2011 AS 6-3 6-16. What is OPNAV 1000/2? 1. Manpower Authorization Document 2. Enlisted Distribution Verification Report 3. Financial Regulations Manual 4. Statement of Agent Officer Account 6-17. A ship has a crew size of 1,600. What percentage of the ship’s total retail sales will be assessed? 1. 0.5 percent 2. 5.0 percent 3. 5.5 percent 4. 50 percent 6-18. What is the purpose of the Accounting Classification System? 1. To classify type and/or purpose of expenditures only 2. To designate the authority(ies) responsible for recording expenditures only 3. To classify type and/or purpos e of expenditures and to designate the authority(ies) responsible for recording expenditure 4. To designate the property accounting activity only 6-19. How many elements comprise the accounting classification system? 1. Five 2. Seven 3. Ten 4. Eight

6-20. What does the first element in a classification code represent? 1. Bureau control number 2. Cost code 3. Appropriation 4. Transaction type 6-21. What does the letter ‘‘X” in the appropriation code indicate? 1. Type of appropriation 2. Type of purchase 3. Specific military branch 4. Accounting activity 6-22. What specific element of the accounting classification code represents the allotment authorization number? 1. Seven 2. Six 3. Five 4. Four 6-23. What specific element in the accounting classification code indicates the UIC of the accounting activity? 1. Object class 2. Authorization accounting activity 3. Property accounting activity 4. Transaction type

SH: “Appropriation and Funds”, Chapter 1, Assignment 1. Rev FEB 2011 AS 6-4 6-24. What functional account number indicates losses in stores and miscellaneous expenditures? 1. 99 2. 75 3. 51 4. 13

6-25. What does the functional account number 98074 signify? 1. NWCF cash sales from ship’s stores 2. Expenses of operation charged to SSPN 3. Military personnel claims for damage to personal property 4. Consumables supplies

Rev. FEB 2011 AS 7-1 ASSIGNMENT 7 Textbook Assignment: “Procurement”, Chapter 7. 7-1. What is the optimum stock level for items in a ship’s store? 1. 30 days 2. 60 days 3. 90 days 4. 120 days 7-2. What is the term used to identify the movement of stock through the ship’s store? 1. Stock turn 2. Stock flow 3. Stock time 4. Stock life 7-3. Which of the following ratios defines the minimum rate at which a 90-day supply of stock should be turned over? 1. 1.33 to 1 2. 3.33 to 1 3. 4.50 to 1 4. 6.66 to 1 7-4. What publication provides a mandatory stock guide which should be followed by all ship’s stores? 1. NAVSUP 2110 2. NAVSUP 2202 3. NEXCOM Pub. 81 4. NEXCOM Pub. 101

7-5. The ship’s store stock assortment should be based on what publication? 1. NAVSUP Pub. 487 2. NAVSUP Pub. 4998 3. NEXCOM Pub. 81 4. NEXCOM Pub. 101 7-6. What publication should be used to determine the acceptability of material, such as magazines, music and books? 1. NAVSUP Pub. 487 2. NAVSUP Pub. 4998 3. NEXCOM Pub. 81 4. NEXCOM Pub. 101 7-7. What code should be used on the stock record card to identify emblematic items? 1. A 2. E 3. H 4. Z 7-8. Emblematic items should be limited to what percentage of the total ship’s store inventory cost value? 1. 5 percent 2. 10 percent 3. 15 percent 4. 50 percent

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SH: “Procurement”, Chapter 7, Assignment 7. Rev. FEB 2011 AS 7-2 7-9. A requisition for items that are not listed on the authorized stock list should be submitted to what person or location? 1. The sales officer 2. The supply officer 3. The local fleet supply office 4. The NEXCOM ship’s store division 7-10. Which of the following is an example of merchandise that is prohibited to be purchased for the ship’s store? 1. Items made in a foreign country 2. Items purchased in a foreign country 3. Items that bear impressions of U.S. currency 4. Items with ships logo 7-11. What is the maximum authorized inventory level, per person, when a ship is deployed? 1. $102 2. $204 3. $310 4. $500 7-12. What technology, other than ROM, made inventory management easier for the ship’s store? 1. EDS 2. EPOS 3. IST 4. ITST

7-13. How often should a supply demand review be conducted? 1. Every 7 days 2. Every 14 days 3. Every 30 days 4. Every 90 days 7-14. What individual should review the re-order recommendation report each month? 1. The records keeper 2. The sales officer 3. The supply officer 4. The commanding officer 7-15. What report lists the emblematic inventory levels by the inventory code? 1. The ship’s stock report 2. The item’s list report 3. The line item report 4. The emblematic listing report 7-16. What total number of sales ranking reports is available to answer stock management questions? 1. One 2. Two 3. Three 4. Four 7-17. What method is the most effective means to determine the crew’s preference concerning items sold in the ship’s store? 1. Rotate stock and order new items 2. Verbally communicate with the crew 3. Provide a questionnaire 4. Install a suggestion box

SH: “Procurement”, Chapter 7, Assignment 7. Rev. FEB 2011 AS 7-3 7-18. The quantity of items in the NEXCOM Publication No. 81 is derived from the analysis of actual sales in the ship’s store for what specific period of time? 1. 1 month 2. 6 months 3. 3 months 4. 8 months 7-19. What total number of primary sources for procurement is available for ship’s store item in the United States? 1. Three 2. Five 3. Seven 4. Nine 7-20. What is the first method of procurement when you are trying to acquire items for the ship’s store? 1. Order items from the P -487 2. Use the excess stock list 3. Contact private vendors 4. Contact the NEXCOM 7-21. The Automated Ship’s Store Afloat Catalog Listing (ASL) is available in what medium? 1. In a paper publication printed quarterly 2. Accessible on the Internet 3. On a resource CD 4. At Nexcom

7-22. What is the maximum dollar value, per purchase order, allowable when you are using the ROM-generated Order for Supplies or Services/Request for Quotation as a purchase order? 1. $500 2. $1,000 3. $5,000 4. $25,000 7-23. When your ship is deployed overseas, what method of shipment is used to deliver merchandise ordered through ASL? 1. FEDEX 2. UPS 3. Parcel Post 4. Navy supply system 7-24. When other sources are not available, the Order for Supplies or Services/Request for Quotation (DD Form 1155) should be used to order a limited amount of authorized items of ship’s store stock from what location? 1. Private vendors 2. Other ships 3. Navy exchange 4. Foreign vendors 7-25. In what chapter of the CARGO will you find the national stock number for laundry chemicals? 1. Six 2. Two 3. Five 4. Four

SH: “Procurement”, Chapter 7, Assignment 7. Rev. FEB 2011 AS 7-4 7-26. What form of payment is used by the supply officer for emergency procurement? 1. A DD Form 214 2. A DD Form 1348 3. A government credit card 4. A ship’s check 7-27. What reference provides procedures on how to create a stock record card? 1. NAVSUP P-487 2. NAVSUP P-4998 3. NEXCOM P-81 4. The ROM User’s Guide

7-28. What form is used to procure merchandise from a commercial source? 1. DD Form 1348 2. DD Form 1155 3. DD Form 1322 4. DD Form 1148 7-29. Funding for major equipment required on board a ship is controlled by what command? 1. Naval Supply System Command 2. Naval Dispersing Command 3. Naval Equipment Distribution Command 4. Naval Sea Systems Command

Rev. FEB 2011 AS 8-1 ASSIGNMENT 8 Textbook Assignment: “Receipts and Expenditures”, Chapter 8. 8-1. What individual has final approval for the assembly of a working party? 1. The leading SH 2. The supply officer 3. The executive officer 4. The commanding officer 8-2. During a working party, what title is given to the person that is responsible for directing working party personnel along the correct route to prevent theft? 1. Spotter 2. Director 3. Guider 4. Leader 8-3. What event should always occur when rearranging stock in a storeroom? 1. Arrange the store in alphabetic order 2. Place the new stock in the back of the shelf and the older stock up front 3. Place the lesser -used items on the higher shelves 4. Arrange the storeroom so that the commonly used items are near the door 8-4. What person is responsible for the receipt, identification and inspection of all incoming stock? 1. The spotter 2. The receipt inspector 3. The sales officer 4. The supply officer

8-5. Who is responsible for ensuring that the government receives the materials that it paid for according to the terms of the contract? 1. The ship’s store operator 2. The receipt inspector 3. The sales officer 4. The supply officer 8-6. During a working party, which of the following is NOT a result of proper spotting? 1. Consolidation of unloading operations 2. The shortest possible distance to the storage area 3. Accounting for all personnel in the working party 4. Continuous flow and proper balance of personnel carrying stock and equipment 8-7. What technique is used to ensure that all containers that are handled by the working party do not become misplaced? 1. Count the number of boxes that are received on the pier and after they arrive in the storeroom 2. Number the boxes sequentially when they are received an d inventory them when they get to the storeroom 3. Verbally assign numbers to the container which are reported to the storeroom personnel when the containers are delivered 4. Color code the different types of items and count the number of containers when they arrive in the storeroom 1

SH: “Receipts and Expenditures”, Chapter 8, Assignment 8. Rev. FEB 2011 AS 8-2 8-8. Which of the following items is NOT required to be entered on the receipt inspector’s certification of the receipt document? 1. Circle the quantity accepted 2. Enter the name of the individual that delivered the material 3. Enter the date the items are received 4. Sign the document to indicate receipt 8-9. DD Form 1149 or DD Form 1348-1A is used as a receipt document from which of the following sources? 1. Commercial vendors 2. Foreign vendors 3. Other supply officers 4. NEX 8-10. In what manner is defective material handled that is received from other supply officers? 1. Return the material to the shipping officer 2. Dispose of the material by survey 3. Accept the material and return it to the manufacture 4. Initiate a DD Form 1349 and return the defective material to the purchasing agent

8-11. What is the proper procedure to be followed by the receipt inspector when the shipping documentation is not received with the material ordered? 1. Contact the shipping agency for the shipping invoice 2. Inventory the material and produce a shipping invoice using the ROM 3. Use a DD Form 1182 to document all material received 4. Use a copy of the purchase order for the inspection 8-12. What action is taken when unsatisfactory material is received from a purchase made on the DD Form 1155? 1. Return the material to the vendor 2. Accept the material and initiate a survey 3. Dispose of the items and receive credit from the vendor 4. Contact the supply officer for disposition orders 8-13. When material is purchased using the DD Form 1155, which of the following is NOT an acceptable action to be taken when the quantity of items received is different from the quantity shown on the DD Form 1155? 1. Record and circle the actual quantity received on the DD Form 1155 2. Contact the shipping agency to correct the discrepancy 3. Check the inspected, received, and conformed space in block 26 of the DD Form 1155 4. Date and sign the DD Form 1155 in block 26

SH: “Receipts and Expenditures”, Chapter 8, Assignment 8. Rev. FEB 2011 AS 8-3 8-14. In which file are the receipt documents for the bulk storeroom kept? 1. WF 1 2. WF 2 3. WF 3 4. WF 4 8-15. All cross outs on the receipt document in the bulk storeroom require what action to be taken? 1. They must be initialed by the bulk storeroom custodian 2. They require the materi al to be inventoried by the receiving inspector and the storeroom custodian 3. They are highlighted and signed by the storeroom custodian 4. They are required to be signed by the ship’s store officer 8-16. Receiving reports for receipts from purchase are kept in what file location? 1. B01 2. B02 3. B03 4. CO2 8-17. What is the key data element when ship’s store transactions are documented? 1. The ROM database 2. The stock record card 3. The inventory turnover log 4. The receipt and sales record

8-18. What is the appropriate action to be taken when you receive a box of merchandise marked “1 of 3?” 1. File the shipping document until all the boxes are received 2. Place the shipping document in the box until the material that was ordered is received 3. Mark “Partial Shipment” in the receipt document and note the quantity received 4. Document the remaining quantity that was not received in ROM 8-19. At the end of the accounting period, what file will be used as part of the retained returns using receipts from other supply officers? 1. B01 2. B02 3. B05 4. B06 8-20. Procedures for auditing receipts are contained in what publication? 1. The NAVSUP P-487 2. The NEXCOM handbook 3. The Ship’s Store Instructions Manual 4. The Naval Supply Procedures Afloat Guide

SH: “Receipts and Expenditures”, Chapter 8, Assignment 8. Rev. FEB 2011 AS 8-4 8-21. When examining the receipt procedures used by the records keeper, you should NOT ask what question during the audit process? 1. Is the correct amount posted in the Journal of Receipts 2. Are bonus-free items received properly 3. Do the receipt a mounts balance with the Requisition log entries 4. Are the receipt amount posted to the correct column of the Journal of Receipts 8-22. The procedures for the distribution of each type of receipt document are contained in what publication? 1. The NAVSUP P-487 2. The NEXCOM handbook 3. The Ship’s Store Instructions Manual 4. The Naval Supply Procedures Afloat Guide 8-23. What term describes the transaction that shifts custody and accountability for material from one ship’s store officer to another ship’s store officer? 1. Issue 2. Acceptance 3. Transfer 4. Acquisition 8-24. How often does ROM prepare the Summary of Materials Receipts/Expenditures to summarize transfers to other supply officers? 1. At the end of each week 2. At the end of each month 3. At the end of each year 4. At the end of each accounting period 8-25. Personnel NOT in a pay status can receive payment except for: 1. When the person is temporarily out of money 2. After the birth of a child 3. When the person is in a naval confinement facility 4. When a person has not received their initial clothing allowance 8-26. When a health and comfort issue has been made to a person without money, how is the debt reconciled? 1. Return payment in cash is paid on payday 2. A post-dated check is held until a specified date 3. The person’s Navy pay card is debited on payday 4. The amount is charged to the person’s pay record 8-27. For accounting purposes, how are health and comfort issues handled for personnel in a pay status 1. As a tax-free sale 2. As a cash sale 3. As a return receipt sale 4. As a debit sale 8-28. What is the monetary limit on the value of clothing items issued to an individual in a non-pay status? 1. $50 2. $100 3. $250 4. There is no limit

SH: “Receipts and Expenditures”, Chapter 8, Assignment 8. Rev. FEB 2011 AS 8-5 8-29. A merchant ship in distress may be issued items from the ship’s store stock after written orders from what individual? 1. The ship’s store officer 2. The supply officer 3. The executive officer 4. The commanding officer 8-30. How are the materials paid for when ship’s store stock is issued for the ship’s use? 1. By transferring funds from one account to the other 2. The funds are charged to the ship’s credit card 3. The funds are charged to the ship’s OPTAR 4. Credit is given to the ship’s store and the materials are replaced at a later date 8-31. What factor will determine to which fund a survey will be charged? 1. The manner in which the item was damaged 2. The replacement cost of the item 3. The type of item that was damaged 4. Who possessed the item when it was damaged 8-32. What fund should be charged when a survey is generated because of theft? 1. The Ship’s Store Survey Fund 2. The Ship’s Store Profits, Navy 3. The Navy Working Capital Fund 4. The Navy Survey Fund

8-33. To prevent a survey of ship’s store items, you should use what technique to sell slow- moving items that can become shopworn or that are perishable? 1. Price reduction 2. Aggressive advertising 3. Incentive buying 4. Item raffles 8-34. Deep markdowns of Group I items should be taken when items become how old? 1. 1 month 2. 6 months 3. 3 months 4. 9 months 8-35. What clause should a purchase order include when ordering items that are guaranteed for sale? 1. “Return accepted if unsold” 2. “Replacement upon request” 3. “Return for credit” 4. “Reimbursement required if unsold” 8-36. Which of the following methods is NOT recommended to dispose of excess stock? 1. Sales to the Navy exchange 2. Sales in foreign ports 3. Return to vendors for credit 4. Transfers to other supply officers

SH: “Receipts and Expenditures”, Chapter 8, Assignment 8. Rev. FEB 2011 AS 8-6

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Rev. FEB 2011 AS 9-1 ASSIGNMENT 9 Textbook Assignment: “Stowage”, Chapter 9. 9-1. What is the FIFO rule? 1. Issue the oldest stock in the storeroom first 2. Issue the oldest stock in the storeroom last 3. Issue the most expensive items out first 4. Issue the least expensive items out first 9-.2. Each perishable case of merchandise received in the bulk storeroom should be marked with what information? 1. Month and year merchandise was received 2. Date ordered 3. The custodians last four of social 4. Storeroom location 9-3. When loading a pallet, you should place smaller, fragile cases in what location on a pallet? 1. The bottom right of pallet 2. The center 3. The top of pallet 4. The bottom of pallet 9-4. What is the most versatile of all material- handling equipment? 1. The hand truck 2. The fork lift truck 3. A dolly 4. A conveyor

9-5. Safety precautions for handling stock are found in what instruction? 1. OPNAV Instruction 6100.20 2. OPNAV Instruction 6300.1 2 3. OPNAV Instruction 4500.20 4. OPNAV Instruction 5100.19 9-6. Improperly lifting ship’s store merchandise can lead to injuries in what part of the body? 1. The back 2. Your legs 3. Neck strain 4. Brain damage 9-7. What is the most common cause of mishaps? 1. Equipment failure 2. Outdated equipment 3. under manning 4. Personnel error 9-8. To be considered combustible, the liquid’s flash point should be what minimum degree Fahrenheit? 1. Below 90 degrees 2. 75 degrees 3. At or above 100 degrees 4. 50 degrees

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SH: “Stowage”, Chapter 9, Assignment 9. Rev FEB 2011 AS 9-2 9-9. A liquid with a flash point of 200°F should be stowed in what location? 1. Flammable liquid storerooms 2. Bulk storeroom 3. Vending storeroom 4. The reefers

9-10. Alkalis and acids are considered what type of materials? 1. Safe 2. Semi- safe 3. non-perishable 4. Corrosive

Rev. FEB 2011 AS 10-1 ASSIGNMENT 10 Textbook Assignment: “Inventory”, Chapter 10. 10-1. What is a Physical inventory? 1. The process of identifying, counting, and evaluating all stock on hand at a specific time 2. The process of inspecting merchandise 3. The process of iden tifying, and evaluating all stock on hand at a specific time 4. The process of ordering merchandise 10-2. Spot inventories should be down at ______ times each ______. 1. Closing of the operation, twice weekly 2. Unannounced; week 3. Upon relief of operato r 4. Before the end of accounting period 10-3. Who is the inventory supervisor? 1. The LPO 2. The operator 3. The supply officer 4. The sales officer 10-4. An inventory team should consist of what number of people? 1. Two, a scanner and a counter 2. TWO 3. Four 4. Five

10-5. What piece of equipment is used to record inventory counts? 1. Portable Data Terminal (PDT) 2. K-22 3. Mouse 4. R2D2 10-6. In what file will the records keeper find outstanding credit memorandums? 1. WF 1 2. WF 2 3. WF 4 4. BO1 10-7. Once the inventory has been uploaded into ROM, you can print what report to identify discrepancies and what line will it reflect on the NC 153? 1. Inventory Discrepancy Report, B14 2. Inventory Discrepancy Report, B10 3. Found and lost inventory r eports, B14 4. Inventory Control record, C14 10-8. At what level of difference should the Commanding Officer contact the TYCOM or NEXCOM fleet assistance Team for assistance. 1. Level 1 difference (Concern) 2. Level 2 difference (Caution) 3. Level 3 difference (Adve rse) 4. Level 1 &2 (Concern, Caution)

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SH: “Inventory”, Chapter 10, Assignment 10. Rev. FEB 2011 AS 10-2

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Rev. FEB 2011 AS 11-1 ASSIGNMENT 11 Textbook Assignment: “Returns”, Chapter 11. 11-1. Ship’s store returns refer to what reporting form? 1. NAVCOMPT Form 153 2. DD Form 1149 3. DD Form 200 4. NAVSUP Form 469 11-2. Why are dates ending 31 January, 31 May, and 30 September important to a sales officer? 1. NEXCOM conference meeting 2. Vendors Delivery dates 3. CO inspection of S -3 division 4. All end of accounting period dates 11-3. NAVCOMPT Form 153 is separated into how many parts 1. 2 2. 5 3. 3 4. 4 11-4. What line numbers of the Ship’s store Balance sheet and Profit and Loss Statement make up the Receipts Section? 1. Line B01 through B06 2. Line B01 through B09 3. Line B01 through B08 4. Line B02 through B12

11-5. To ensure both figures match, the Retail Cash Collection (C02) report will be compared by the sales officer against what form? 1. The Profit and Loss statement 2. The Total Expenditures Report 3. Monthly Memorandum cash Sales 4. The Net Profit statement 11-6. You should forward the required originals and copies of your ship’s store returns to what organization? 1. DFAS 2. NEXCOM 3. TYCOM 4. Fleet Assistance team 11-7. Remained returns will be retained on board for a total of how many years? 1. 3 years 2. 4 years 3. 2 years 4. 5 years 11-8. If the relieving officer is not satisfied with the condition of the records, he or she reports the facts immediately to which of the following officers? 1. Executive Officer 2. Supply Officer 3. Commanding officer 4. Chief engineer

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SH: “Returns”, Chapter 11, Assignment 11. Rev. FEB 2011 AS 11-2

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