Volume 2 Chapter 1

CHAPTER 2

ORGANIZATION AND RESPONSIBILITIES

Section 2A—ACCOUNTS GENERAL RESPONSIBILITIES.

2.1. Chapter Summary.

2.1.1. This chapter implements the standard organization, roles and responsibilities of the LogisticsReadiness Squadron (LRS) supply related functions as identified in the PAD 08-01 to include squadronleadership, the Materiel Management Flight, and other functional flights. This chapter describesthe standard organization, roles and responsibilities of Air Force supply activities, which use the IntegratedLogistics System-Supply (ILS-S) comprised of the Standard Base Supply System (SBSS),Enterprise Solution-Supply (ES-S), Standard Asset Tracking System (SATS), and Air Force SupplyCentral Database (AFSCDB). The Logistics Readiness Squadron (LRS) contains the base supplyactivity and is organized into flights, sections, and elements. The Air Force Global Logistics SupportCenter (AFGLSC) is a support activity with an enterprise view of Air Force assets and resources. TheAFGLSC manages the Air Force Supply Chain (SC) by providing enterprise planning and strategy,command and control and acts as the single supply focal point for the AF in support of military operations.AFGLSC manages many traditional base-level SC functions such as MICAP, Stock Control,Records Maintenance, Funds Management, Computer Operations and Equipment Management. TheAFGLSC is comprised of the 635th Supply Chain Management Wing (Operations), 448th SupplyChain Management Wing (Planning and Execution), and the 591st Supply Chain Management Group(Strategy and Integration), and serves as the single face to the warfighter for Class IX and some classVII items. The general roles and responsibilities of these activities are explained in this chapter,while specific responsibilities are described throughout the manual. Deviations to LRS and AFGLSCorganization, roles and responsibilities are not authorized unless approved by Chief of Staff, UnitedStates Air Force (CSAF). Submit suggested policy changes and waiver request through AF/A4LMfor approval. Compliance with this chapter is mandatory for contractors who are operating supplyfunctions.2.1.2. Section 2A. This section contains the LRS general responsibilities, to include the generalroles of the Commander (CC), Operations Officer, Logistics Manager, Squadron Superintendent andthe Squadron Readiness and Operations Compliance sections.2.1.3. Section 2B. This section describes the role and responsibilities of satellite LRS Commanders,and satellite supply operations officers. Throughout this manual the terms LRS Commander andAccountable Officer are synonymous unless otherwise noted.2.1.4. Section 2C. This section contains the Materiel Management (LGRM) Flight role and responsibilities.The Materiel Management Flight is responsible for stocking, storing, issuing, managing,inventorying, inspecting and decentralized inventory management of all DoD supplies and equipmentfor which the LRS/CC has storage responsibility. This section specifies the responsibilities and dutiesof the flight commander, the flight superintendent and each subordinate section and element. Theflight includes the following sections: Asset Management, Maintenance Support, Customer Support,Inspection and Physical Inventory Control. 2.2. Overview. Section 2A contains the LRS general responsibilities, to include the general roles of theCommander, Operations Officer, Logistics Manager, Squadron Superintendent and the Squadron Readinessand Operations Compliance sections. Finally, this section contains ILS-S wartime responsibilitiesand provides information that applies to all accounts. This information includes the responsibilities forsupply/customer forums, supply customer assistance teams, and orientation programs. 2.3. Logistics Readiness Squadron Organization. 2.3.1. To maintain standardization, but provide organizational flexibility for MAJCOMs and LRScommanders to adapt to the rapid and dramatic changes we face today and in the future, the standardAir Force LRS/supply activity will: 1) focus on maintaining war readiness and supporting the wartimemission of the wing/base, 2) maintain an overall customer support focus; 3) focus on ExpeditionaryLogistics (eLog21) and; 4) focus on supply chain management.NOTE: Compliance with CSAF Combat Wing Organization structure is mandatory. Refer to 10-, 24-and 25- series instructions for detailed deployments, distribution and vehicle management procedures andprocesses. Refer to AFI 23-201, Fuels Management for detailed fuels management procedures and processes.2.3.2. The LRS is made up of the Commander, Commander’s Support Staff and various flights coveringthe disciplines of logistics plans, fuels, materiel management, and transportation, includingvehicle maintenance. The Commander’s Support Staff is made up of Operations Officer, LogisticsManager, Squadron Readiness, Operations Compliance, Squadron Superintendent (optional), and theFirst Sergeant. 2.4. Logistics Readiness Squadron Commander. The LRS Commander commands all personnelassigned and/or attached to the squadron; directs the Materiel Management, Deployment and Distribution,Vehicle Management, and Fuels Management Flights; and develops broad plans and policy to ensurethe adequate health, welfare, and morale of assigned personnel. In addition to the other functional responsibilities,the commander has the following materiel management related responsibilities:2.4.1. Acts as the Accountable Officer (AO) and Nuclear Weapons-Related Materiel AccountableOfficer (NWRMAO) for squadron assets and supply system stock in FB/FE accounts in accordancewith AFI 23-111, Management of Government Property in Possession of the Air Force.2.4.1.1. Accountable Officer responsibilities and signature authority are non-delegated requirements.For example, M10, NWRMAO, Reports of Survey, etc.2.4.1.2. Accountability will include categories II and IIA satellites that function according to,Chapter 28, Section 28A, Satellite Procedures. However, this accountability will not includethose categories II and IIA satellites that are located in contingency locations with no ELRS.2.4.2. For contingency locations stood up to support short-duration operations with no ELRS and/orELRS Commander, the lead-MAJCOM for the location will appoint a member of the MAJCOM orCNAF staff to serve as the Accountable Officer for the contingency account. This AccountableOfficer will appoint qualified responsible officers for supply systems stocks in FB/FE accounts atthese contingency locations. The Responsible Officer will be the senior core AFSC 21R3/4 logisticsreadiness officer or a senior noncommissioned officer in AFSC 2S000/91/71 (as appropriate). TheMAJCOM A4R may waive the AFSC or grade qualification requirements for the responsible officerposition of FB/FE accounts if extenuating circumstances dictate such a need. The lead-MAJCOMwill provide the 735 SCMG (735SCMG.Workflow@langley.af.mil) an informational copy for eachaccountable officer and/or responsible officer appointment for every contingency location.2.4.3. During the commander’s absence, the LRS/CC may temporarily delegate Accountable Officersignature authority to the Logistics Manager or Operations Officer for the duration of the absence.2.4.3.1. Delegation of authority must be in writing (letter of authorization) and approved by theMission Support Group Commander.2.4.3.2. May delegate, in writing, non-Accountable Officer review and signature authority to theflight commander or flight superintendent.2.4.4. The LRS Commander is the focal point for squadron interaction with base, AFGLSC, MAJCOMand AF leadership. The commander also determines and pursues funding, facilities and equipmentneeded to perform mission.2.4.5. Manage ILS-S database operations according to the 33-series instructions as covered in Parts4, 6 and 8.2.4.6. Ensure ILS-S processing time is provided for other functions that use the system as anaccounting medium.2.4.7. Solve all hardware or software problems causing unscheduled downtime with the DefenseEnterprise Computing Center (DECC) systems monitor and the AFGLSC.2.4.8. Advise the Satellite Logistics Readiness Squadron Commander or Satellite Supply OperationsOfficer (SSOO) of system problems, duration of the downtime, and the effect of the downtime.2.4.9. Allocate available personnel, funds, physical facilities, equipment, etc., to the operating sectionsof the supply function, including categories II and IIA satellites. Allocate these resources togain maximum mission effectiveness.2.4.10. Establish and conduct an effective training program to make sure that each individual is followingcurrent procedures.2.4.11. Provide materiel management training to materiel management personnel outside the LRS.2.4.12. Wartime Training. Assign all LRS personnel wartime duties and provide adequate trainingfor those duties.2.4.13. Degraded Operations. Provide home-station training and use of degraded operation processingto ensure hands-on experience for LRS personnel. Any system deficiencies identified during thetraining should be forwarded to the owning MAJCOM and AFGLSC.2.4.14. Establish an effective LRS Quality Assurance function. The program must include localinspections and personnel/process evaluations to ensure their programs, processes, technician proficiency,equipment condition, and other focus areas are in compliance with AF, Lead Command andlocal directives.2.4.15. Ensure LRS personnel comply with the principles of materiel management discipline IAWAFI 23-111, Management of Government Property in Possession of the Air Force.2.4.16. Meet at least quarterly with the supply functions to review the health of the stock account.2.5. Commander’s Support Staff. The Commander’s Staff provides overall leadership for installationlogistics processes related to vehicles, cargo movement, passenger movement, personal property, supplies,equipment, deployment planning and operations, fuels, and logistics plans. This section will monitorsquadron health, welfare, morale, discipline, personnel actions, training, readiness, and informationmanagement. The LRS Commander’s Support Staff consists of the Operations Officer, Squadron Readiness,Squadron Superintendent (optional), Logistics Manager, Operations Compliance and the First Sergeant.2.6. Operations Officer (LGR). The Operations Officer will be the next senior officer and oversee thesophisticated and diverse day-to-day operations within the squadron. The Operations Officer also acts forthe commander IAW AFI 51-604, Appointment to and Assumption of Command, in the absence of squadroncommander.2.6.1. Provides direct support to the LRS commander and directly supervises the LRS Unit DeploymentManager (UDM) and Squadron Readiness function.2.6.2. Recommends, in coordination with the UDM and squadron leadership, assignment of squadronpersonnel to deployment positions for commander approval and coordinates on all AEF taskings.2.6.3. Carries out all Logistics Manager duties when no Logistics Manager is assigned.2.7. Squadron Readiness (LGRR). (Previously aligned under Readiness Flight) Responsible for LRSUnit Control Center (UCC). The UCC may be staffed by permanent personnel with augmentation duringcontingencies and surge operations. Maintains squadron recall rosters and also manages the squadronWRM program. See Chapter 26, War Reserve Materiel, for detailed information on WRM responsibilities.2.8. Unit Deployment Manager (LGRR). The Unit Deployment Manager (UDM) reports directly tothe Operations Officer (except in the ANG, where the UDM is in Operations Compliance). UDM dutiescan be performed by any LRS career field except the 2GXXX AFSC or 21R dual-hatted from the Deploymentand Distribution Flight. Refer to AFI 10-403, Deployment Planning and Execution for specificUDM qualifications.2.8.1. Conducts squadron deployment briefings.2.8.2. Responsible for LRS Status of Resources and Training System (SORTS), Defense ReadinessReporting System (DRRS) and AEF Reporting Tool (ART) reporting IAW AFI 10-201, Status ofResources and Training System and AFI 10-244, Reporting Status of Aerospace ExpeditionaryForces. Prepares Situation Report (SITREP) inputs when required.2.8.3. Secures or provides squadron deployment training for squadron personnel so they may prepare/process for worldwide deployment/re-deployment.2.8.4. 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.2.8.5. Tracks and manages all deployment training and immunizations IAW AFI 10-403 and Localguidance.2.8.6. Oversees all unit type codes (UTCs), prepares equipment and cargo for deployments IAW AFI10-403 and local guidance.2.9. Wartime Responsibilities. The LRS/CC has the ultimate responsibility for the supply account, inpeace and war. However, the LRS/CC and Operations Officer are responsible for centralized planning toinclude wartime planning.2.10. 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. Thewartime coding includes the WC and the WPC. WC 1, 2 - WPC TERM is an example of wartime coding.2.11. Logistics Manager (LGL). The Logistics Manager will be responsible for oversight of programsand processes associated with squadron business processes, resource management (facilities, funds management,stock control and infrastructure), squadron analysis, strategic planning, compliance, squadrontraining, accountability, metrics, and systems management.2.11.1. Functions as the director of Operations Compliance (OC).2.11.2. Develops civilian employees with critical operational career-enhancing experience that willprepare them for more senior management positions.2.11.3. Assigned as the Functional Director for all contracts to maintain oversight of those programs.NOTE: The Quality Assurance Evaluators (QAE) and Accountable Officers (AO) will remain intheir flights, as necessary, but will report to the Functional Director for their QAE or AO duties.2.11.4. Carry out all Operations Officer duties when no Operations Officer is assigned.2.12. Operations Compliance (LGLO). Operations Compliance (OC) is aligned under and responsibleto the Logistics Manager. The OC is the commander’s single point of contact for “health of the squadron”issues. OC provides oversight of squadron compliance, training resources, accountability and analysis.The OC contains the following processes:2.12.1. Quality Assurance (QA) Section (LGLOQ). Provides the unit commander and senior leadershipwith an assessment of the unit’s ability to perform key logistics processes. This section ensuresstandardized, repeatable, technically compliant process execution, while promoting a culture of professionalexcellence and personal responsibility, in accordance with AFI 20-111, Logistics ComplianceAssessment Program (LCAP) and other relative instructions.2.12.2. This function will be staffed with highly competent, well-qualified subject matter expertsfrom the various AFSCs resident in the LRS.2.12.2.1. 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.2.12.2.2. Military QA evaluators must hold the same AFSC of those being evaluated on technicaltasks contained in the applicable CFETP.2.12.2.3. Areas authorized to evaluate will be identified in the evaluator's individual trainingplan. Exception: If the evaluator is a Senior NCO with an awarded 7-skill level, the evaluatorappointment letter will serve as the STS qualification document.2.12.2.4. Civilian QA evaluators must have experience in the functional discipline they areresponsible for evaluating. Evaluator duties must be included in the position description.2.12.3. Focuses on centralized oversight of critical squadron programs, many of which are executedat the flight level.2.12.4. The QA section is responsible to the LRS/CC to perform as the primary technical advisoryagency for the LRS.2.12.5. Measure LRS processes through inventory analysis, surveillance, trends and standards(including oversight of document control).2.12.6. Evaluate unit logistics management procedures, including locally developed forms, publications,OIs, checklists etc., for accuracy, intent, and necessity.2.12.7. Conduct personnel evaluations (PE), inspections and observations following guidance in AFI20-111.2.12.8. Responsible for the maintaining the M10.2.13. Squadron Training (LGLOT). Responsible for overall training management for all assignedAFSCs. Note: Squadrons who do not have a 3S2XX Unit Education and Training Manager assigned arehighly encouraged to convert a billet to this AFSC. However, duties can be augmented by any LRS careerfield.2.14. Resource Management (LGLOR). Responsible for all Funds Management functions.2.14.1. Serves as Unit Resource Advisor and facilities manager.2.14.2. Manages the Supply Management Activity Group (SMAG) if not regionalized and financialplanning responsibilities.2.14.3. If SMAG is regionalized, duties can be performed by civilian or any AFSC within the LRS.2.15. Functional Systems Management (LGLOS). This section is responsible for the centralized managementand decentralized execution of core squadron systems (i.e., ILS-S, LOGMOD, LOGCAT/BaS&E, OLVIMS, GATES, and CMOS). Key materiel management responsibilities are:2.15.1. Liaison for LRS, AFGLSC, and HQ 754 Electronic Systems Group (ELSG).2.15.2. Submit system specific requirements to execute computer rotation plan.2.15.3. Troubleshoots and resolves all system related issues.2.15.4. Acts as SATS administrator.2.16. Squadron Superintendent (LGE). Squadron Commander’s Support Staff does not authorize aSquadron Superintendent. However, if the squadron commander elects to identify such an individual asthe Squadron Superintendent, the following applies:2.16.1. This position will be held by the senior ranking Chief Master Sergeant or other senior noncommissionedofficer, when possible.2.16.2. If selection of the “senior” Chief is not feasible, the commander may appoint any assignedChief Master Sergeant or senior non-commissioned officer, deemed qualified.2.16.3. Aligns under the squadron commander and functions as a key advisor on a broad range ofoperational, readiness, and enlisted human resource concerns.2.16.4. Duties will not interfere with the duties of the First Sergeant or flight commanders/chiefs.2.16.5. Coordinate with functional experts, develops enlisted force development strategies, toinclude opportunities for career broadening and job enrichment.2.16.6. Maintain a working knowledge of functional manpower requirements, manning levels, andwork with respective flight leadership to address staffing concerns.2.16.7. Advises the squadron training manager to ensure the effectiveness of squadron enlisted onthe-job training programs.2.16.8. 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.2.16.9. Remain attuned to the mission effectiveness and morale and welfare of the flight/functionwhere their position is earned.2.16.10. Organizations without a Squadron Superintendent will assign duties referenced above to theOperations Officer.2.17. Squadron Section Commander. IAW AFI 38-101, Air Force Organization, squadrons with over250 military personnel are authorized Section Commanders. 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.2.18. First Sergeant. First Sergeants derive their authority from the unit commander and exercise generalsupervision over all assigned enlisted personnel (AFI 36-2618, The Enlisted Force Structure). FirstSergeants provide sound advice to commanders on a wide range of topics including morale, discipline,mentoring, well being, recognition programs, and the professional development of enlisted members.2.19. Contractor Support. Contractor supported supply operations will comply with AFMAN 23-110as specified in the Statement of Work (SOW). The contractor shall provide all resources and services necessaryto perform their functional responsibilities as defined in the applicable SOW. The SOW will alsoinclude those specified actions the Contractor will not be obligated to perform to or support like, but notlimited to, Government-Furnished Property and services.Section 2B—SATELLITE LOGISTICS READINESS COMMANDER RESPONSIBILITIES.2.20. Overview. Section 2B describes the role and responsibilities of satellite LRS Commanders, andsatellite supply operations officers. Throughout this manual the terms LRS Commander and AccountableOfficer are synonymous unless otherwise noted.2.21. Category II/IIA Computer Support Base (CSB) Logistics Readiness Squadron Commander/Accountable Officer.2.21.1. Accountability. The computer support base LRS Commander/Accountable Officer retainsaccountability for Categories II/IIA Accounts. Therefore, the responsibilities of the LRS Commander/Accountable Officer (outlined above) apply unless otherwise specified in this chapter or inchapter 28, section 28A.2.21.2. Decentralization. The LRS Commander/Accountable Officer may choose to decentralize thesupply functions; that is, instead of having all personnel assigned to the CSB, the LRS Commander/Accountable Officer can request a satellite account and assign personnel from the CSB to operate thecategory II satellite.2.22. Category II/IIA Satellite Supply Operations Officer (SSOO). The SSOO for category II/IIAsatellites is responsible to the computer support base LRS Commander/Accountable Officer. The SSOOwill supervise operator maintenance of terminal equipment. This includes seeing that operator maintenanceis scheduled and completed. When unscheduled downtime requires remedial maintenance, theSSOO works with the CSB and local communication personnel (if applicable) to repair the terminal. TheSSOO will report equipment status as described in chapter 28, section 28A.2.23. Category III/IIIA Satellite Accountable Officer.2.23.1. The satellite LRS Commander/Accountable Officer is the accountable supply officer and isresponsible to the commander or senior materiel officer for the effective and efficient management ofthe supply account. Satellite supply accounts are not authorized a deputy satellite Logistics ReadinessSquadron Commander. Detailed procedures for the satellite LRS Commander/AccountableOfficer are outlined in chapter 28.2.23.2. General Duties of the Satellite LRS Commander/Accountable Officer. The satellite LRSCommander/Accountable Officer is responsible for managing the General and Materiel Support Divisionsof the SMAG whether the program is independent or a portion of the CSB operating program.When the satellite manages a portion of the CSB operating program, the satellite LRS Commander/Accountable Officer will work with the CSB LRS Commander/Accountable Officer to divide fairlythe CSB operating program and to prepare initial and revised operating programs. NOTE: Referunresolved problems to the respective AFGLSC. Section 2C—MATERIEL MANAGEMENT FLIGHT RESPONSIBILITIES.2.24. Overview. Section 2C specifies the responsibilities and duties of the Materiel Management Flight(LGRM) leadership and of the subordinate sections. The LGRM is responsible for stocking, storing, issuing,managing, inventorying, inspecting and decentralized inventory management of all DoD supplies andequipment for which the LRS/CC has storage responsibility. This flight is the primary liaison betweencustomers and the AFGLSC. The flight consists of five sections: Asset Management, Maintenance Support,Customer Support, Inspection, and Physical Inventory Control. 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.2.25. Flight Leadership Responsibilities. 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 technical orders, manuals, anddirectives. Manage flight programs such as rejects, document control, asset redistribution, etc. FlightAFMAN 23-110 Volume 2Part 2, Chapter 22–9leadership is responsible for overseeing and managing the flight’s inspection program and provides oversightto the flight training programs.2.25.1. Responsible to the LRS Commander/Accountable Officer for the processing, caring, and protectingof all supplies and equipment for which the LRS Commander/Accountable Officer has storageresponsibility.2.25.2. Ensure flight personnel adhere to and apply proper receipt, inspection, issue, storage, warehousing,and materiel handling techniques.2.25.3. Provide technical guidance to other storage activities and organizations.2.25.4. Bring evidence of fraud or theft to the attention of the LRS/CC and participate in inquiries orinvestigations regarding the loss, damage, destruction, or theft of Government property.2.25.5. Maximize and support the use of Air Force approved automated tools.2.25.6. Report SORTS IAW AFI 10-201, Status of Resource and Training System.2.26. Asset Management Section (LGRMS). This section consists of the following elements: CentralStorage, Aircraft Parts Store (APS), Hazardous Materials Pharmacy (HAZMART), Individual EquipmentElement (IEE), and Individual Protective Equipment (IPE). Responsible for stocking, storing, issuing,and inspection management of DoD supplies and equipment.2.26.1. Provide oversight and guidance to storage elements to ensure compliance with DoD, AirForce, and other applicable guidance.2.26.2. Maintain central locator functions and ensure storage facilities adhere to general warehousingrequirements.2.26.3. Ensure the proper storage and handling of controlled materiel to include the identification ofpersonnel authorized to perform materiel management functions for these items.2.26.4. Manage staging areas for delivery of items.2.26.5. Store and issue War Consumables Distribution Objective (WCDO) items.2.26.6. Initiate inputs to add, change, or delete warehouse locations on item records. Attach binlabels and markings that indicate the warehouse locations.2.27. Aircraft Parts Store Element (LGRMSA). Key duties include receiving, storing and issuingselect weapon system spares, storing in-warehouse supply and equipment items, selecting items to beissued, shipped or transferred, conducting warehouse validations, maintaining central locator functions,performing warehouse inspection functions (i.e., shelf life, functional checks), overseeing ReadinessSpares Packages (RSP), and managing the staging area for delivery of items.2.27.1. Accomplish general warehousing requirements identified above in accordance with AFJMAN23-210, Joint Service Manual (JSM) for Storage and Materials Handling.2.27.2. Prepares and submits change requests for RSP authorizations. Maintain suspense file of AFForm 1032.2.28. Central Storage Element (LGRMSS). Key duties include storing all in-warehouse supply andequipment items, classified and sensitive items, and War Consumables Distribution Objective (WCDO)items; selecting items to be issued, shipped, or transferred; conducting warehouse validations; maintainAFMAN23-110 Volume 2Part 2, Chapter 22–10ing central locator functions; and managing the staging area for delivery of items. LRSs in coordinationwith their MAJCOMs will determine how many additional warehouse facilities are needed to meet missionrequirements. Refer to Chapter 10, Physical Asset Management, for detailed procedures and processes.2.29. HAZMART Element (LGRMSH). The HAZMART manages the receipt, storage, issue, inspection,distribution, and tracking of hazardous materials. The HAZMART will use the standardized AirForce HAZMAT tracking system to support reporting requirements and to manage HAZMAT. Refer toAFI 32-7086, Hazardous Materials Management, for detailed procedures and processes.2.30. Individual Equipment Element (LGRMSI). IEE is responsible for the issue of Class II items.IEE will operate centralized on-base issue, storage, and turn-in points for all items authorized by theAFSC or duty. These items include common items, special clothing, field equipment, etc.2.31. Individual Protective Equipment (IPE) Element (LGRMSP). Responsible for the inspection,receipt, storage, and issue of mobility bags, base mobility small arms/light weapons, chemical warfaredefense equipment, and gas masks/weapon support kits. Also stores and issues/transfers Individual BodyArmor (IBA) to unit Equipment Custodians and Responsible Persons. Refer to Chapter 26, Section F,Individual Mobility Bags, for detailed procedures and processes.2.32. Maintenance Support Section (LGRMM). The Maintenance Support Section consists of two elements:Maintenance Support Liaison (MSL) and Flight Service Center (FSC). This section serves as theprimary point of contact with maintenance units regarding aircraft requirements and repair cycle management.2.33. Maintenance Support Liaison (MSL) Element (LGRMMM). MSL monitors the overall maintenanceand materiel interface, resolves materiel support problems, reviews reports and coordinates materielmanagement related training needs for decentralized material support personnel.2.33.1. MSL serves as the primary point of contact for interfacing with AFGLSC on behalf of maintenancecustomers.2.33.2. LRS/CC may decentralize the MSL capability to physically reside with aircraft maintenance.If MAJCOMs do not establish the MSL function, the Customer Support Liaison Element will assistmaintenance with materiel management support.2.33.3. Advise decentralized materiel management personnel and maintenance leaders of supportconcerns and recommends corrective actions.2.33.4. MSL responsibilities include quarterly visits to maintenance work centers; providing guidancefor maintaining bench, operating, and shop stocks; and assisting users in resolving any materielmanagement related problems.2.33.5. Support the Maintenance Intermediate Repair Enhancement Program meeting by providingmateriel management information pertaining to LRS functions.2.33.6. Provide guidance to work center supervisors on utilization of supply management products,shelf-life management, warranty parts management, and repair cycle management IAW AFMAN 23-110.AFMAN 23-110 Volume 2Part 2, Chapter 22–112.33.7. MSL advises decentralized materiel support personnel and maintenance leaders of supplysupport problems regarding the maintenance efforts and recommends corrective actions. In additionthe MSL will:2.33.7.1. Identify supply related training needs to maintenance work center supervisors.2.33.7.2. Provide guidance to maintenance work centers on identifying direct not repairable thisstation (NRTS) items for inclusion in the master direct NRTS list. Review the list at least semiannually.2.33.7.3. Coordinate with maintenance work centers to identify components for which there is nobase level repair or diagnostic capability.2.33.7.4. Conduct annual supply procedural surveillance visits to all work centers. Brief workcenter supervisors on results, follow-ups on corrective actions and provide a copy of the report tothe LRS/QA Section.2.33.7.5. Solicit and consolidate inputs from all squadrons to initiate a Quick Reference List(QRL) as needed. MSL distributes the QRL to appropriate work centers including the aircraftparts store.2.33.7.6. Monitor status of back-ordered requisitions. Initiate supply assistance requests for supplydifficulties. Submit follow-up to LRS for requisitions with unacceptable status or unacceptableestimated delivery dates.2.33.7.7. Coordinate with customers to obtain mission impact statements to substantiate supplyassistance requests. Establish a suspense system and follow-up to ensure correspondence isreceived and acted on.2.33.7.8. Assist AF Government Purchase Card (GPC) holders in administering and coordinatingweapons system purchases. The System Program Director (SPD) must approve the local purchaseof all weapon system parts. Refer to AFI 64-117, Air Force Government-Wide PurchaseCard Program for additional guidance.2.33.7.9. Coordinate with maintenance work centers to identify components which have repaircapability.2.33.7.10. Compile a listing of these items and ensure organization section code "009DN" isloaded as the repair section on the repair cycle record.2.33.7.11. Review and update the Repair Cycle Data List (Q04) at least quarterly.2.33.7.12. Coordinate with Flight Service Center to ensure the work center is loaded on the ILSSrepair cycle record.2.34. Flight Service Center (FSC) Element (LGRMMF). FSC supports maintenance by providingcontrol of all items requiring repair or replacement. Refer to Chapter 13, Returns (Turns-Ins) to the RetailSupply System, for detailed procedures and processes.2.34.1. Unserviceable items are managed from the time the faulty part is removed until it is repaired,designated not repairable this station, or condemned.2.34.2. Key duties include managing supply points, time-change, time compliance technical orders,Due-in From Maintenance (DIFM) management, awaiting parts, turn-around, local manufacture,AFMAN 23-110 Volume 2Part 2, Chapter 22–12command intensive management items, Quality Deficiency Report (QDR) programs, and the AirForce Repair Enhancement Program.2.34.3. Process DIFM turn-ins and serve as the single turn-in processing point for NWRM items.2.34.4. Validate part number or NSN entries on part two of the AFTO Form 350, Reparable Item ProcessingTag. Inform maintenance personnel of errors so they can correct their records or initiate othercorrective action.2.35. Customer Support Section (LGRMC). This section consists of two elements: Customer SupportLiaison and Equipment Accountability. Customer Support Section serves as the materiel managementliaison and equipment accountability authority for wing customers.2.36. Equipment Accountability Element (LGRMCE). Equipment Accountability Element serves asthe base equipment review and authorization activity and manages all equipment items with the exceptionof vehicles. Duties and responsibilities are prescribed in Chapter 22, Equipment Management and AFI23-111, Management of Government Property in Possession of the Air Force.2.36.1. Provide materiel management support to Accountable Officers, Responsible Officers, andResponsible Persons in the control and accountability of Class VII and Class IX (within Air ForceEquipment Management System and Expeditionary Combat Support System) equipment assets in thewing.2.36.2. Responsible for interfacing with the MAJCOM Command Equipment Management Office(CEMO) in regards to equipment management.2.36.3. Advises approving and/or appointing authorities on equipment policy and procedures affectinglost, stolen, damaged, or destroyed government property (Class II, VII & IX).2.36.4. Coordinate and direct deployment and redeployment of Class VII assets between AccountableOfficers and Responsible Officers/Persons.2.37. Customer Support Liaison Element (LGRMCC). Respond to customer logistics concerns andproactively anticipates problems that could stand in the way of wing units fulfilling mission requirements.2.37.1. Responsible for interfacing with AFGLSC; conduct document control functions, customersupport, research and base level records maintenance, base level stock control functions, bench stockmanagement, and customer feedback; troubleshoot all materiel management concerns; manage andissue SATS customer records, and manages the Zero Overpricing Program.2.37.2. Responsible for coordinating Base-Level Supply Customer Training as it pertains to Block I(General Supply Indoctrination), Block IIA/B (Bench Stock/Repair Cycle), and Block III (EquipmentManagement/Registered Equipment Management training etc.) Training is provided by the residentexperts within the specific elements.2.38. Inspection Section (LGRMI). Responsible for all the warehouse surveillance type programs(shelf-life, functional check, TCTOs, etc…). In addition, the Inspection Section is responsible for trainingDistribution Flight and Materiel Management Flight Airmen to be limited inspectors.2.38.1. The Chief Inspector is responsible for executing the warehouse inspection program for theLRS/CC in accordance with AF policy contained in Volume 1, Part 1, Chapter 4, Inspection andAFMAN 23-110 Volume 2Part 2, Chapter 22–13Related Operations, Volume 1, Part 1, Chapter 19, Management of Controlled Materiel, and Chapter10, Physical Asset Management and other relative instructions.2.38.2. Item Identity. Take action to see that items are correctly identified.2.38.2.1. Establish and maintain the final identification of items received, stored, issued, shipped,and transferred. Validate and process all identity changes for materiel for which the LRS/CC isresponsible.2.38.2.2. Maintain a file of Time Compliance Technical Order (TCTO) which applies to NSN’s inwarehouse stockrooms. The purpose of the file is to identify items turned in and to make sureitems are complete.2.38.2.3. Request technical assistance from using maintenance activities and Demand Processing,when it is necessary to identify items.2.38.2.4. Make sure the tags, labels, and markings, which indicate identity and condition, areattached to property. Retain the technical order data when retagging items.2.38.2.5. Prepare inputs for condition and identity changes on items in storage, when necessary.2.38.3. Contract Items. Accept or reject items delivered under contracts that require acceptance atthe destination.2.38.4. Incomplete Items. Store incomplete items and initiate issue requests for items that are neededto bring incomplete assemblies to a serviceable condition.2.39. Physical Inventory Control Section (LGRMP). This section is responsible for centralized executionof inventory functions for the LRS/CC in accordance with inventory policy contained in DoD4000.25-M, Defense Logistics Management System (DLMS); Volume 1, Part 1, Chapter 6, PhysicalInventory and Inventory Adjustments and other relative instructions.2.39.1. Prepare and publish inventory schedules for all categories of property outlined in Chapter 10,Table 10C21.1, Frequency of Inventories.2.39.2. Conduct all physical inventories of warehouse assets, to include supply points, ReadinessSpares package, and WRM assets, with augmentation from Asset Management Section personnel.2.39.3. Manage the semi-annual COMSEC/CCI and weapons reconciliation.2.39.4. Perform causative research and resolve all inventory discrepancies.2.39.5. Maintain suspense files for inventory adjustments, reverse posts (RVPs), and other supportingdocumentation.2.39.6. Manage and control all rejects resulting from item records being frozen for inventory toinclude lifting the freeze code.2.39.7. Conduct inventory research in an effort to identify root causes, trends of inventory discrepancies/adjustments and recommend corrective actions to mitigate further out-of-balance conditions.2.39.8. Responsible for the Inventory Adjustment Register (M10).2.39.8.1. Obtain the Accountable Officer’s certification/approval and forward to Customer SupportLiaison Element.