AFM 23-110 PDF

AFMAN , CD BASIC. USAF SUPPLY MANUAL. 1 April FOREWORD . (Summary of Changes Included). Volumes 1, 3, 4, 5, 6, 7 and 9 (HQ AFMC). OPR: HQ SSG/ILSPD (MSgt Kerwin Washington). Certified by: HQ SSG/ILS (Col Jon Dittmerr). Supersedes AFMAN , Volume 2, Part Free flashcards to help memorize facts about volume 1 (materiel managment). Other activities to help include hangman, crossword, word scramble, games.

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This chapter implements the standard organization, roles and responsibilities of the LogisticsReadiness Squadron LRS supply related functions as identified in the PAD to include squadronleadership, the Materiel Management Flight, and other functional flights.

The Logistics Readiness Squadron LRS contains the base supplyactivity and is organized into flights, sections, and elements. The general roles and responsibilities of these activities are explained in this chapter,while specific responsibilities are described throughout the manual. Compliance with this chapter is mandatory for contractors who are operating supplyfunctions. This section describes the role and responsibilities 23-10 satellite LRS Commanders,and satellite supply operations officers.

This section specifies the responsibilities and afk the flight commander, the flight superintendent and each subordinate section and element. Theflight includes the following sections: Finally, this section contains ILS-S wartime responsibilitiesand provides information that applies to all accounts.

Logistics Readiness Squadron Organization. Refer toand series instructions for detailed deployments, distribution and vehicle management procedures andprocesses. Logistics Readiness Squadron Commander. In addition to the other functional responsibilities,the commander has 231-10 following materiel management related responsibilities: Accountable Officer 23-101 and signature authority are non-delegated requirements.

Delegation of authority must be in writing letter of authorization and approved by theMission Support Group Commander. May delegate, in writing, non-Accountable Officer review and signature authority to theflight commander or flight superintendent.

The commander also determines and pursues funding, facilities and equipmentneeded to perform mission. Manage ILS-S database operations according to the series instructions as covered in Parts4, 6 and 8.

Ensure ILS-S processing time is provided for other functions that use the system as anaccounting medium. Allocate available personnel, funds, physical facilities, equipment, etc. Allocate these resources togain maximum mission effectiveness. Establish and conduct an effective training program to make sure that each individual is followingcurrent procedures. Provide materiel management training to materiel management personnel outside the LRS.

Assign all LRS personnel wartime duties and provide adequate trainingfor those duties. Provide home-station training and use of degraded operation processingto ensure hands-on experience for LRS personnel.

Meet at least quarterly with the supply functions to review the health of the stock account. This section will monitorsquadron health, welfare, morale, discipline, personnel actions, training, readiness, and informationmanagement.

The Operations Officer will 23-1110 the next senior officer and oversee thesophisticated and diverse day-to-day operations within the 223-110. Recommends, in coordination with the UDM and squadron leadership, assignment of squadronpersonnel to deployment positions for commander approval and coordinates on all AEF taskings. Carries out all Logistics Manager duties when no Logistics Manager is assigned.

Volume 2 Chapter 1

The UCC may be staffed by permanent personnel with augmentation duringcontingencies and surge operations. Maintains squadron recall rosters and also manages the squadronWRM program. Conducts squadron deployment briefings. Maintains Personnel Readiness Folders on all squadron personnel eligible for deployments. Reviews personnel readiness information to ensure personal affairs are in order at all times.


Wartime Category and Processing Codes. Standard functional responsibilities, which can bedelayed or omitted during war, are coded according to chapter 32, section 32B, Wartime Processing. The Logistics Manager will be responsible for oversight of programsand processes associated with squadron business processes, resource management facilities, funds management,stock control and infrastructuresquadron analysis, strategic planning, compliance, squadrontraining, accountability, metrics, and systems management.

Functions as the director of Operations Compliance 23-11.

Develops civilian employees with critical operational career-enhancing experience that willprepare them for more senior management positions. Assigned as the Functional Director for all contracts to maintain oversight of those programs.

Carry out all Afk Officer duties when no Operations Officer is assigned. OC provides oversight of squadron compliance, training resources, accountability and analysis. The OC contains the following processes: This section ensuresstandardized, repeatable, technically compliant process execution, while promoting a culture of professionalexcellence and personal responsibility, in accordance with AFILogistics ComplianceAssessment Program LCAP and other relative instructions.

Military QA evaluators must be a TSgt or higher and possess at least a 7-skill level. Ifno qualified candidates meet this requirement, SSgts who have completed 7-level upgrade actionsmay be appointed by commander waiver. Areas authorized to evaluate will be identified in the evaluator’s individual trainingplan.

If the evaluator is a Senior NCO with an awarded 7-skill level, the evaluatorappointment letter will serve as the STS qualification document. Civilian QA evaluators must have experience in the functional discipline they areresponsible for evaluating. Evaluator duties must be included in the position description. Focuses on centralized oversight of critical squadron programs, many of which are executedat the flight level. Measure LRS processes 23-10 inventory analysis, surveillance, trends and standards including oversight of document control.

Evaluate unit logistics management procedures, including locally developed forms, publications,OIs, checklists etc. Responsible for the maintaining the M Responsible for overall training management for all assignedAFSCs. However, duties can be augmented by any LRS careerfield. Responsible for 23–110 Funds Management functions.

Serves as Unit Resource Advisor and facilities manager. This section is responsible for the centralized managementand decentralized execution of core squadron systems i. Key materiel management responsibilities are: Submit system specific requirements to execute computer rotation plan. Troubleshoots and resolves all system related issues. Acts as SATS administrator. However, if the squadron commander elects to identify such an individual asthe Squadron Superintendent, the following applies: This position will be held by the senior ranking Chief Master Sergeant or other senior noncommissionedofficer, when possible.

Aligns under the squadron commander and functions as a key advisor on a broad range ofoperational, readiness, and enlisted human resource concerns. Coordinate with functional experts, develops enlisted force development strategies, toinclude opportunities for career broadening and job enrichment.

Maintain a working knowledge of functional manpower requirements, manning levels, andwork with respective flight 23-11 to address staffing concerns. Advises the squadron training manager to ensure the effectiveness of squadron enlisted onthe-job training programs.


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Ensure the rotation of personnel outside of the LRS is limited to no more than 3 years in orderto assure the retention of core materiel management competency skills. Organizations 23110 a Squadron Superintendent will assign duties referenced above to theOperations Officer. When authorized, commanders may delegateadministrative control of all assigned members by appointing a squadron section commander on specialorders.

The squadron section commander assists the squadron commander and will work with theFirst Sergeant for health, morale, welfare, and discipline of all assigned personnel. First Sergeants derive their authority from the unit commander and exercise generalsupervision over all assigned enlisted personnel AFIThe Enlisted Force Structure.

FirstSergeants provide sound advice to commanders affm a wide range of 2-110 including morale, discipline,mentoring, well being, recognition programs, and the professional development of enlisted members.

The contractor shall provide all resources and services necessaryto perform their functional responsibilities as defined in the applicable SOW. The SOW will alsoinclude those amf actions the Contractor will not be obligated to perform to or support like, but notlimited to, Government-Furnished Property and services.

Section 2B describes the role and responsibilities of satellite LRS Commanders, andsatellite supply operations officers. 23-10 SSOOwill supervise operator maintenance of terminal equipment. This includes seeing that operator maintenanceis scheduled and completed. When afk downtime requires remedial maintenance, theSSOO works with the CSB and local communication personnel if applicable to repair the terminal. Satellite supply accounts are not authorized a deputy satellite Logistics ReadinessSquadron Commander.

The flight consists of five sections: The Commander may designate theFlight leadership as either a military or civilian supervisory position. Refer to the various chapters withinthis manual for detailed procedures and processes for all duties not specifically mentioned.

Responsible for the leadership, supervision, and training ofall assigned personnel. Provide assistance to storage activities as applicable. Maintain diagrams of thesupply storage areas showing the layout of each warehouse, storeroom, bay, and pallet storage area.

Ensure that all items are stored and handled according to DoD and AF afj orders, manuals, anddirectives.

Pass complete!

Manage flight programs such as rejects, document control, asset redistribution, etc. Ensure flight personnel adhere to and apply proper receipt, inspection, issue, 23-1110, warehousing,and materiel handling techniques. Provide technical guidance to other storage activities and organizations. Maximize and support the use of Air Force approved automated tools.

This section consists of the following elements: Responsible for stocking, storing, 2-110 inspection management of DoD supplies and equipment. Provide oversight and guidance to storage elements to afmm compliance with DoD, AirForce, and other applicable guidance.

Maintain central locator functions and ensure storage facilities adhere to general warehousingrequirements. Ensure the proper storage and handling of controlled materiel to include the identification ofpersonnel authorized to perform materiel management functions for these items.

Manage staging areas for delivery of items.

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