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GENERAL HEADQUARTERS
ARMED FORCES OF THE PHILIPPINES
OFFICE OF THE CHIEF OF STAFF
Camp General Emilio Aguinaldo, Quezon City

13 November 2007

SUBJECT: Promulgation

TO: All Concerned

1. The Philippine Army Logistics Manual (PAM 4-00), provides the

fundamental doctrine on Army Logistics Management in support to Army
Operations.

2. This manual was reviewed by the PA Capability Development

Board and approved by the Commanding General, PA for use as reference
and instructional guide on Army Logistics.

3. This manual is hereby promulgated for the information and

guidance of all concerned effective this date.

HERMOGENES C ESPERON JR
General AFP

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COMMANDING GENERAL
PHILIPPINE ARMY
Fort Andres Bonifacio, Metro Manila

FOREWORD

The PHILIPPINE ARMY LOGISTICS MANUAL (PAM 4-00) is the

official publication providing basic information, direction and guidance for the
overall Army logistic support service. AS a whole, the provisions contained
have been crafted to ensure efficient and effective logistics management and
operations. They were thoroughly tested and validated to ensure their
effective implementation by our personnel in the logistics field.

This manual is hereby approved for use of the Philippine Army.

I urge all Army personnel to make use of this Manual and adhere to the
processes, procedures and guidelines set forth therein as part of the reform
initiative of the Army. Recommendations for the improvement of this manual
are likewise encouraged to be sent to the Doctrine Center, TRADOC, PA.

ROMEO P TOLENTINO
Lieutenant General, AFP

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AMENDMENT CERTIFICATE

1. Proposals for amendment or additions to the text of this manual should

be made through the normal channels to the sponsor. A sample format of an
amendment proposal is found in Annex P of PAM 8-01.

2. It is certified that the amendments promulgated in the under-mentioned

amendment list have been made in this manual.

Amendment List Amended by Date of

Number Date (Printed Name and Initials) Amending
1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

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PREFACE

1. Purpose

This manual establishes a fundamental doctrine on Army Logistics

Management. It is intended to guide Logistics Managers in the pursuit of
providing overall logistics support to the Army both in times of peace and war.
Its ultimate objective is to enhance national security by providing the
necessary weapons and equipment systems that are reliable, supportable, in
a high state of readiness and technologically superior to those of the potential
adversaries.

2. Scope And Applicability

This publication intends to provide the logistics direction and guidance

for overall Army logistics support structure. By applying the herein logistics
concepts and principles, and integrating allocated resources through efficient
and effective logistics management and operations within the imposed
economic constraints, the Army's logistics mission of providing the soldier in
the field with what is needed, when, where and in the condition and quantity
required with the minimum expenditure of resources, will indeed be attained.

3. User Information

The proponent of this manual is the Assistant Chief of Staff for

Logistics, G4 Philippine Army. Send your comments and recommendations to
the Commanding General, Philippine Army, Fort Bonifacio, Makati City (Attn:
G4).

4. Reference

This manual used the following references to come up with concepts

and procedures for the Anny's Logistics Management:

a. AFP Accounting Manual Part II, s-62

b. AFPM 4-1 Logistics Management, 1981

c. Volume #1 Government Accounting and Auditing Manual, 1991

d. AFPM 4-2 Procurement, 1994

e. AFPM 4-3 Handbook on Logistics Management, 1996

f. AFPM 4-4 Integrated Logistics Support Management, 1997

g. AFPM 4-5 Bases Development and Facilities Management, 1998

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h. PAM 8-01 Philippine Army Doctrine Development, 1999

i. Philippine Army Property Management Manual, 2000

j. CGSC Logistics Management Student Handout, Undated

5. Recession

All publications, manuals and directives inconsistent with this manual

are hereby rescinded.

6. Gender

Unless this publication states otherwise, masculine nouns and

pronouns do not refer exclusively to men.

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CONTENTS

Letter of Promulgation i
Foreword iii
Amendment Certificate v
Preface vii
Contents ix

Section Title Page

CHAPTER 1 – ARMY LOGISTICS SYSTEM

1-1 Overview 1-1

1-2 Principles of Logistics 1-1
1-3 Levels of Logistics 1-2
1-4 Functional Areas of Logistics 1-3
1-5 Characteristics of Logistics 1-4
1-6 Planning Considerations for Logistics 1-7
1-7 Integrated Logistics Support 1-10
1-8 Automated Logistics System 1-13

CHAPTER 2- ORGANIZATION FOR LOGISTICS

2-1 Command Structure 2-1

2-2 Organizations External to the Army 2-4
2-3 AFP Logistics Organization 2-6
2-4 Army Logistics Organization 2-8
2-5 The Army Support Command 2-11

CHAPTER 3 – SUPPLY

3-1 General 3-1

3-2 Classification of Supplies 3-1
3-3 Supply Operating Systems 3-4
3-4 Materiel Development 3-4
3-5 Requirement Determination 3-4
3-6 Planning, Programming and Budgeting 3-5
3-7 Responsibility for Programming and Budgeting 3-7
3-8 Acquisition 3-7
3-9 Maintenance in Storage Relative to Inventory 3-13
Management
3-10 Distribution Management 3-15
3-11 Storage Management 3-21
3-12 Disposal System 3-22
3-13 72-100 Reimbursement Fund Operations 3-31
3-14 Quality Assurance 3-33

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3-15 Property Responsibility and Accountability 3-36

3-16 Property Custodianship 3-38
3-17 Transfer or Relief from Property Accountability and 3-39
Responsibility
3-18 Inventory Management 3-44

CHAPTER 4 – TRANSPORTATION

4-1 General 4-1

4-2 Transportation Planning Process 4-1
4-3 Principles of Transportation 4-3
4-4 Modes of Transportation 4-4
4-5 Transportation Support 4-5
4-6 Packing, Crating, Hauling and Transporting (PCHT) 4-6
Operations

CHAPTER 5 – MAINTENANCE

5-1 General 5-1

5-2 Maintenance Principles 5-2
5-3 Categories of Maintenance 5-2
5-4 Maintenance Factors 5-3
5-5 Maintenance Factors 5-4
5-6 Supply Support in Maintenance Operations 5-5

CHAPTER 6 - FACILITIES AND INSTALLATION

6-1 General 6-1

6-2 Imperatives 6-2
6-3 Base Development Planning 6-3
6-4 Construction Administration and Implementation 6-6
6-5 Maintenance, Repair and Utilities 6-8
6-6 Real Estate 6-10

CHAPTER 7 - OTHER LOGISTICS SERVICES

7-1 Food Services 7-1

7-2 Health Services 7-3
7-3 Finance Services 7-4
7-4 Postal Services 7-5
7-5 Legal Service Support 7-8
7-6 Chaplain Services 7-9
7-7 Mortuarial and Memorial Services 7-11
7-8 Special Services 7-16

CHAPTER 8 - MATERIEL DEVELOPMENT

PROGRAM

8-1 Comparison of Materiel Development and SRDP 8-1

8-2 Mission, Objectives and Concept 8-2

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8-3 Army Materiel Development Framework 8-2

8-4 Materiel Development Organization and 8-4
Responsibilities

CHAPTER 9 - COMMERCIAL SUPPORT

PROGRAM

9-1 Concepts 9-1

9-2 Defense Policy 9-2
9-3 The CSP Process 9-2
9-4 Implementation 9-4

CHAPTER 10 - LOGISTICS SUPPORT FOR

OPERATIONS OTHER THAN WAR

10-1 General 10-1

10-2 New Roles of the Army 10-1
10-3 Combat Service Support Concepts to Peacekeeping 10-3
Operations

Glossary
Abbreviation
Record of Changes
Recommendation for Changes

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CHAPTER 1
ARMY LOGISTICS SYSTEM

Section 1-1 Overview

Army Logistics is the process of planning and executing the

sustainment of forces in support of army operations. It encompasses the
organization, procedures, and principles, together with the equipment,
materials, and facilities needed to organize, train, and equip Army forces for
the conduct of prompt and sustained combat operations; support to national
development programs, inter-agency operations, and operations other than
war. Its goal is to support the Army in the continuous conduct of security
operation and timely crisis response during rescue, relief and rehabilitation
operation. At the tactical level, it focuses on the traditional functions of
providing the soldier and his unit the required sustainment and the capability
to move, shoot and communicate.

Sustainment is possible through a dynamic logistics support system

that extends from the leading edge of engagement all the way to the back of
the national industrial and support bases. When a weapon system is brought
to bear, we count on its reliability because it has been maintained by skilled
technicians and supported by an extensive supply and engineering network.
When Army troops are sent to combat, they know that complete stocks for the
operation are well-positioned until long-term sustainment is established. This
is so since army logistics is an integrated system that supports day-one
readiness and provides substantial initial and continuous sustainment through
a responsive logistics pipeline.

Section 1-2 Principles of Logistics

To effectively manage the pillars of the Army Logistics System,

logisticians must understand and apply certain fundamental principles of
logistics. The Army principles of logistics are as follows:

a. Impetus from the Rear. This means combat service support is

provided to the echelon as far as the tactical situation permits. It means
pushing supplies from rear areas to the end-user. In as much as logistics
resources are scarce, combat service support resources support forces that
contribute the most to the overall mission, for the greatest good, and to the
greatest number. The ASCOM through its FSSUs strengthens the support
systems to the operating units in line with the "Fast Track" concept of the AFP
Security Operations. These units have become the mini ASCOM in the field
extending Army Logistics to its operating units. They further serve as the
tentacles for logistics support to

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Army units and other AFP units where they are strategically
located.

b. Logistics Intelligence. Commanders must have accurate and

timely logistics information in order to provide effective logistics support.

c. Objective. Logistics endeavors must be directed towards a clear

and attainable

d. Generative Logistics. The professional application of initiative,

knowledge, and ingenuity, and the innovative exploration of technical and
scientific advances are fundamental to the generation of logistics system
improvements.

e. Interdependence. Logistics system efficiency requires effective

interrelationship among all functional parts of the system.

f. Simplicity. Simplicity is essential at all levels of the logistics

system.

g. Timeliness. Logistics support must be provided in the right

quantity at the proper time and place for the accomplishment of the mission.

h. Cost-Effectiveness. Efficient management of logistics resources

is essential to cost effective logistics support.

i. Security. Security of every facet of the logistics system must be

maintained to preserve resources and insure sustained combat capability.

Section 1-3 Levels of Logistics

Logistics support is provided at strategic, operational, and tactical

levels and involves interrelated and often overlapping functions and
capabilities. It enables our operating forces to conduct complex operations all
over the country wherever needed in the pursuit of national interest and
objectives. The striking power of the Army is always available without delay,
and is sustainable by virtue of an established support system that employs
organic stocks and advanced support bases

a. Strategic. Strategic-level supply and service operations are

focused on the nation's ability to deploy and sustain its operating forces in
executing the national military strategy. It is concerned with determining
requirements, personnel and materiel acquisition, management of air and
sealift for strategic mobility and support of forces in distant area of operations.
Considering the archipelagic nature of the country, support bases play an
important role. Strategic logistics also include the role of pre positioned
equipment and materiel and the nation's ability to maintain the required

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support levels for operations of any duration. A particular concern at the

strategic level is for our economic and industrial bases to maintain the
capability, capacity and the technology to support timely production and/or
manufacture of support equipment, health services, munitions and command
and control system in order to meet wartime requirements.

b. Operational. Operational logistics involves coordinating and

providing intra-Area of Responsibilities (AOR) logistics resources to operating
forces that primarily concerns the area command commanders and the
service component commanders. It includes support activities required to
sustain campaigns and major operations within an AOR and is at the level at
which joint logistics responsibility and arrangement are coordinated. The
Operational Logistics System links tactical logistics (Combat Service Support)
units to strategic logistics support structure. Sustainment in the operational
level extends from the sustainment bases, which links the strategic operations
to support function of the combat service units and facilities of tactical units.

c. Tactical. Tactical logistics focuses on planning and support

within and among operating units (Division level down). It directly supports
tactical units throughout the area of operation (AO). The execution of logistics
at the tactical level is made possible with effective logistics operations at the
strategic and operational levels. The tactical commander at this level draws
upon resources made available at the operational level. The tactical level
support functions include maintenance, battle-damage repair, materiel
transshipment, and health services.

Section 1-4 Functional Areas of Logistics

The functional areas of logistics are linked together by operating

systems, procedures and concepts. The most successful plan considers the
application of these pillars, the product of which when combined, balanced,
produced and delivered effectively supports the Army operating forces.

a. Supply. It involves the systematic coordination between the

user, the supply units and the material management system. Key functions
include requirement determination, flow of requisition, storage and stock
control, distribution and disposal. It also includes techniques whereby
demands for an item of supply are balanced against the assets of the item
through a system of reporting, computation, and evaluation.

b. Transportation. Transportation services in support of military

tactical and administrative movement from one point to another at the least
time and cost. Transportation management includes the monitoring of
available vehicles and their capacity in terms of volume and weight. This
ensures immediate and efficient response and service to the request for
transportation. The function involves determining the transportation
requirements of the Army, processing of request through preparation and

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approval of directives, and periodic monitoring to maintain serviceability of

vehicles.

c. Maintenance. All actions taken to retain materiel in serviceable

condition and operational status aimed to promote operation-readiness
whenever there is a need for equipment, tools, supplies, and facilities. In all
levels of maintenance, the main goal is to provide available logistics in good
working condition at the right time and the right place. It includes restoration of
materiel into serviceable condition or upgrading its functional utility through
appropriate modifications deemed necessary.

d. Facilities and Installations. This function includes planning,

acquisition, construction, maintenance and disposition of real estate
properties. It provides evaluation of technical and financial viability of a project
classified as facilities. Facilities and Installation are significant because of their
wide distribution of money value and their basic importance to the Army. They
are crucial to the overall logistics management because of their impact to
administrative and operational system of the Army.

e. Other Logistics Services. This function is geared towards

providing combat service support involving food, finance, commissaries,
clothing, health care, water support, laundry and bath, legal, postal, mortuary,
and other services.

Section 1-5 Characteristics of Logistics

Successful logistics must be both effective and efficient. Logistics

operations are not successful unless they provide effective support. Scarce
resources require logistics operations to be efficient. Effectiveness, however,
cannot be handicapped by efficiency. These two (2) aspects of logistics are
balanced to provide the foundation for successful logistics operations.

The five (5) characteristics of Logistics facilitate effective and efficient

logistics operations. Commanders and logisticians anticipate requirements.
They integrate logistics concepts and operations with strategic, operational
and tactical plans. Logistics operations and systems must be responsive to
the commander and must provide continuous support to forward-deployed
forces. Finally, logisticians improvise to expedite actions when needed. These
five (5) characteristics anticipation, integration, continuity, responsiveness,
and improvisation - enable operational success. They apply to war and
operations other than war.

a. Anticipation. Foremost among the characteristics is anticipation.

Accurate anticipation of requirements can enhance both the agility of the force
and its ability to seize and retain the initiative and synchronize activities in
depth. Though no one can predict the exact course of events, future logistics
demands must be estimated as accurately as possible. Anticipation means
identifying, accumulating and maintaining the assets and information

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necessary to support operations at the right times and places. Anticipation

also means developing logistics capabilities that are versatile and mobile
enough to accommodate likely operational or tactical events. Strategic and
operational commanders and logisticians visualize the entire course of a
major operation or campaign while planning in detail for the current phase.

Logistics planners should anticipate requirements in order to

push the right support forward; this minimizes the need for improvisation in
the area of operation: Anticipation requires constant coordination between the
operations and logistics staffs.

Base facilities, priorities of support, Lines of Communications

(LOCs) and troop movements in the area support the main lines of operation.
Successful logistics plans anticipate shifts in demand based on the changing
nature of operations. Example includes operations that shift from high
ammunition to high-POL consumption or the transition from combat
operations to operations other than war.

Anticipation may mean pre-positioning critical supplies and

items at the beginning of high tempo operations. This precludes the
impracticality of cross-leveling between units at the start of combat
operations.

b. Integration. Tactical and operational success depends on fully

integrated concepts of logistics and operations. Integration during planning
ensures support of operations during execution. Logistics capabilities often
affect the feasibility of a concept of operations. Based on the strategic and
operational concept, logistician develop a logistics concept that gives
commanders the greatest possible freedom of action and enhances the agility
and versatility of an operation. Supporting unit commanders are bold and
innovative in their support operations and contribute to surprise by helping the
supported force do more than the enemy believes possible. Even deception
plans should incorporate logistics activities.

Since Army forces usually operate as part of joint and combined

forces, integrating support operations may yield efficiencies not otherwise
achievable. The Army seeks opportunities for such integration throughout the
planning and execution of operations by determining who can best provide
support. The Army continues to promote standardization and interoperability
of its forces and equipment with the other major services.

c. Continuity. Any interruption in logistics operations diminishes the

combat power of a force. During operations, committed forces require
continuous supply and service support to sustain their fighting strength and
agility. Continuity of support is the lifeblood of combat operations at all levels.
For example, a tactical plan should provide for logistics support to friendly
units that may be isolated by enemy action. This can be done by ensuring that
Combat Service Support (CSS) capabilities accompany isolated or detached
units or by specifically planning resupply, health service support and
personnel replacement operations.

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While both combat operations and logistics can vary in intensity,

combat operations may enter periods of relative inactivity; logistics operations
do not. Commanders use every opportunity to increase sustaining
capabilities. When the pace of combat activity diminishes, units replenish their
capabilities while continuing support to combat units.

Continuity requires that the logistics effort become hostage to a

single source or mode of support. It means adapting to changing missions
and priorities quickly and adjusting to temporary or permanent losses of key
seaport& and airports and LOCs. Forward-positioned bases and alternate
facilities enhance continuity of support. These options may require additional
construction or a reduction in current consumption. Force-projection
operations require balancing the cost of these options against the risk of
interrupting continuity of support.

d. Responsiveness. The logistics system must react rapidly in

crises. Moreover, seldom will requirements for units and .supplies be known.
Logistics commanders and staffs must adapt units to requirements, often on
short notice. Tailoring organizations will be the rule. Often units will operate
with troop lists different from normal garrison and home station training
situations. Provisional units might need to be formed. Logistics units, like
Combat and Combat Service (CS) units will frequently be task-organized for
force-projection requirements that will be difficult to forecast with complete
accuracy. Training Combat Service Support (CSS) and base development
engineering units to respond on short notice develops quick-reaction efforts
that may temporarily disrupt long-range logistics planning.

At the operational level, the logistics system meets similar

extraordinary demands on an even greater scale. Efforts to reestablish a
ruptured defense or exploit a tactical success may require relocation of
logistics bases, repositioning of forward health service support, major
redirection of LOCs, reallocation of transportation and construction means, or
short-notice transfer of replacement personnel or units from one part to
another. The mental and physical ability to cope with such requirements and
the discipline to refocus in a crisis is built into the logistics system by effective
organization, careful planning, solid training, and strong leadership. Supply
discipline includes adhering to declaring and distributing excess materials,
and observing senior commanders' logistics priorities. Supply discipline
contributes to a responsive logistics system.

Responsive logistics, especially when other resources are

constrained, relies greatly on assured communications and automation
networks. These capabilities assist in the integration of the full spectrum of
logistics functions into a single system. This may eliminate unnecessary
accounting, bookkeeping, and information-processing during combat
operations.

e. Improvisation. Improvisation is the talent to make, invent,

arrange, or fabricate what is needed out of what is at hand. Successful

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logistics operations adapt to changing situations. Improvised methods and

supply sources can maintain logistics continuity when standard procedures
fail.

Commanders and planners continually review planning factors

and consumption rates, maintain in-transit asset visibility, and revise logistics
planning estimates. Creative commanders and smart logisticians learn to
anticipate the unexpected and adjust accordingly. Enemy action, interruption
of sealift or airlift, and natural disasters can disrupt plans and require
improvisation. Logistical improvisation will often spell the difference between
success and failure of combat operations.

The need to improvise is even necessary in best case

scenarios. As ground operations require mobility, support requirement is
necessary for the sustainment of troops and maintenance of equipment. The
introduction of diesel engines for M151 (Kennedy) jeep is an example of
improvisation in which the Army can sufficiently meet the demand for POL at
the least maintenance cost. Also, to support highly mobile operations, a
ready-to-install-troop-hutment tent was developed for the use of troops.

In fast-breaking situations, commanders are prepared to press

tactics or civilian vehicles into service as supply transporters, to conduct battle
damage assessment (BDA), to cannibalize equipment to parts, or to establish
emergency supply points. Less dramatic circumstances such as unexpected
maintenance failures in a particular type of equipment, loss of support
equipment, destruction of vital infrastructure, shortage of a particular blood
type, or unanticipated peaks in workload - may also require improvised
solutions. While improvisation is not a substitute for anticipation, it is a
necessary complement.

Section 1-6 Planning Considerations for Logistics

1. General. Planning for logistics at all levels involves several critical

decisions concerning the interface of Combat, CS and CSS activities. Support
of major operations, battles and engagements requires organization of
capabilities and resources into an overall logistics concept. It is required that
Commanders should actively involve logisticians in the logistics planning for
combat operations. Logistics planning and operations must be versatile; they
must complement combat plans and operations and enhance the ability of the
supported unit to accomplish its mission. Balanced logistics means enough
support to do the mission but not so much that overwhelms the system.
Although logistics factors constrain combat operations, the supported
commanders' concept of operations, priorities and allocations dictate the
actions of the supporting logisticians.

Logistics planners seek innovative ways to minimize strategic-lift

requirements. Strategic lift is a scarce resource. Some of the ways that help
reduce the demands on strategic-lift requirements include echeloning

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capabilities and CSS units, establishing split-based operations, preconfiguring

the packaging of material and using civilian contractors.

2. Planning Considerations

a. Logistics Preparation of the Area of Operations. It combines

planning actions taken by logisticians at all echelons to maximize means
(force structure, resources and strategic lift) of logistically supporting the
commander's plan. These planning actions include identifying the mission and
the duration of operations, identifying and preparing the bases of operations,
selecting and improving LOCs, projecting and preparing forward logistics
bases, and forecasting and building operational stock assets forward and
afloat. These actions focus on identifying the resources currently available in
the area of operations for use by friendly forces and ensuring access to them.

As time and resources allow, the Army will program actions to

improve the infrastructure of the units, assisting the move towards greater
stability and military capability. Logistics preparation of the AO is a tool to
optimize the volume of resources and personnel to be deployed, as well as
the number of logistics units that complete the strategic lift.

b. Force Composition. The active and reserve components force

composition, as well as the ratio of Combat, CS, CSS troops, influence the
time needed to create a logistics base in the area and prepare it for
operations.

c. Logistics Priorities. Commanders conserve resources by

establishing priorities for support. The commander's guidance and priorities
under his combat command authority govern the priorities of all supporting
commanders. This is a prerequisite for developing a support plan. Priorities
may shift between units or to different areas. As they do, it is necessary to
evaluate the capability of the existing logistics system to support such a shift.

Exploiting an operational situation, reconstituting, preparing for

future operations, or continuing current operations may alter priorities. Any
shifting of priorities may require the relocation of certain supply, medical
service, maintenance, or personnel units to ensure full support. During
relocation, logistics planners anticipate a temporary reduction in CSS
capability but ensure continuous support throughout the relocation. Such
relocations may require diverting transportation and other logistical assets
from support of combat unit in order to move the support base.

d. Joint Logistics. Joint integration of logistics is crucial to unity of

effort. The concept of joint logistics cannot be fully realized until accountability
and acquisition procedures are completely integrated. At the strategic level of
logistics, this integration is already unified and joint. The combat commander
may direct the service components to support the joint force with particular
logistics functions, based on the dominant-user or most-capable-service
concepts. For example, the Army may provide all Class I (subsistence)
support, construction, movement control, mortuary affairs, or water support.

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Duplication of support among the major services is expensive and wasteful.

Support plans must be versatile enough to realize the efficiencies possible
with joint logistics.

e. Combined Logistics. Combined logistics operations require

similar integration; Operations with other nations require as much
standardization as possible among forces to ensure interoperability. While this
ideal is rarely achievable, the army directs its efforts as much as possible to
that end. While that is an accepted principle, the Army endeavors to
streamline multinational efforts toward focused combat power,
Complementary arrangements work best when each partner contributes
national assets, as far as it is able to do so. The coalition or alliance
coordinates these efforts. Army, forces can benefit from assistance from their
allies. During both deployment and entry, operations, combined logistics can
be crucial. Although other nation’s logistical structures may be superior in
technological capabilities or sophistication, Army forces r must work
toward integrating logistics systems.

f. Host Nation Support. In a forward-presence at AO,

preestablished arrangements for a host nation support can significantly
reduce the requirement for early augmentation of c Army logistics assets.
Host nation support can maximize early strategic lift by 11 reducing
requirements for moving resources to the AO. Host nation support c
arrangements may include operation, maintenance, and security of seaports
and airports; construction and management of routes, railways, and inland
waterways; provision of some health service support; subsistence support,
laundry and bath support, petroleum pipelines, and bulk storage or warehouse
for other facilities; logistics civil augmentation programs; and operation of
existing communications networks. Host nation support could also include
transportation, civilian labor, and local security and police forces.

Whether or not the Army has a host nation support agreement,

logistic contracting support (including comptroller and finance personnel)
should deploy early to arrange access to host nation capabilities. While
certainly a logistics multiplier, host nation support cannot be relied on as a
sole source for support.

g. Supporting Operations Other Than War. Supporting operations

other than war places special demands on the logistics system. In the wake of
the Payatas tragedy, the eruption of Mount Pinatubo, and the Cherry Hills
landslide, the involvement of the soldiers in aid of the local authorities are
examples of disaster relief missions.

Other typical support operations involve constructing roads,

bridges, and other key infrastructure, providing emergency medical support,
and distributing relief supplies. Combat commanders tailor logistics support
based on the needs in operations, much as they would do in wartime
situations. In some cases, CS or CSS units may be the only units involved in
operations other than war. The logistical operation may well be the main effort
in certain situations. The level of support, however, should not overwhelm

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indigenous forces or cause them to become solely dependent on Army

resources. Army efforts must be integrated with local resources and activities.
The wide variety of potential support requirements demands a flexible
logistics structure tailored to the stated mission of the operation.

Section 1-7 Integrated Logistics Support

3. General. One of the greatest challenges that the Army will face as it
develops a capability to fulfill its mandate is to meet the growing need for a
more effective and efficient management of its resources. As the Army
embarks on acquiring new equipment and weapons system, it is imperative
upon the organization to consider in its planning the total life cycle of the
items. The requirement to enhance or improve overall performance under a
resource-oriented environment will place a lot of emphasis on all aspects of
system/product cycle analysis. In essence, logistics, which includes the
integration of many activities and elements, is significant in each phase of the
life cycle of new equipment or weapons system acquisition as well as the
eventual disposal or retirement of obsolete and beyond economical repair
end-items. The total operating and support costs of equipment purchased
may be many times higher than the initial equipment acquisition cost.
Effective logistic support planning can significantly reduce these costs and
increase the availability of materiel systems. Management arrangements to
establish and maintain the country's defense capabilities should therefore
include policies and procedures to ensure related logistic support
requirements, receive timely and appropriate consideration during concept
capability determination, acquisition, and distribution and through life support.

4. Definition. The management approach applied to ensure that

satisfactory logistic support is provided effectively and economically
throughout the life of the equipment or weapons system, It is a disciplined
approach to the management and technical activities necessary to:

a. Cause support considerations to influence requirements and

design selection;

b. Define support requirements that are optimally related to the

design and to each other;

c. Acquire the required support;

d. Provide the required support during the operational phase at

minimum cost, and;

e. Address logistic support requirements during the disposal

phase.

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5. Main Elements. ILS is a total support concept. The elements of ILS

include all those considerations necessary to ensure that the equipment can
be adequately and economically supported while in-service. The main
elements that need to be considered under Philippine environment to ensure
that effective and efficient logistic support is achieved and sustained are as
follows:

a. Maintenance planning

b. Supply Support

c. Technical Data

d. Manpower and Personal

e. Training and Training Support

f. Facilities

g. Packaging, handling, crating and transportation (PCRT)

h. Support and test equipment

i. Computing support; and

j. Configuration management

The influence of each element during the ILS process should be

weighted and additional elements should be added when necessary, subject
to the nature of the capability and the equipment weapon system under
consideration.

6. ILS Policy. It is the policy to procure equipment and weapon systems

that meet the user’s operational requirements with respect to time and cost,
and which will be fully supportable at the minimum whole life cycle cost. The
sponsorship of ILS forms a major part of the overall strategy to achieve these
objectives. The principles of ILS shall be applied to all projects including
software, collaborative and non-developmental projects. ILS is to be applied in
sufficient depth to non-developmental projects during the concept and
acquisition phases to ensure that selection is based on through life cost terms
and that support implications are clearly linked to the decision taken.

7. ILS Management

a. Integrated Logistics Support Management is the administrative

process of planning, directing, controlling, coordinating and monitoring ILS
elements and activities to provide logistic support for a materiel system
throughout its life cycle at minimum overall cost commensurate with achieving
the operational requirement.

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b. Matters that frequently receive inadequate attention are:

1) Programming and provisioning of financial resources

covering acquisition and life cycle costs.

2) Procurement lead times

3) Logistic influences on design, reliability, availability,

maintainability and testing.

4) Safety and security

5) International support

6) Philippine industry involvement

7) Configuration management

8. ILS Management Objectives

a. To influence design requirements and material to achieve and

sustain effective capabilities at required levels of availability, while minimizing
support requirements and life cycle costs.

b. To ensure that all appropriate support elements are planned,

developed, acquired, evaluated and deployed concurrently with the
acquisition and introduction into service of the equipment or withdrawal or
redeployment of the equipment.

c. To prepare users and relevant support staff and agencies to

effectively operate and support new equipment.

d. To provide procedures to integrate and acquire the support

elements effectively.

e. To cause supportability and life cycle costing considerations to

be given adequate attention early in the requirement determination and
acquisition processes.

f. To provide procedures such that future disposal of equipment

will be carried out in a cost-effective manner.

9. Responsibilities. The Deputy Chief of Staff for Logistics, J4 is

responsible for developing and promoting ILS within the AFP. This includes
preparation and promulgation" of policy, provision of logistics advice, planning
and conducting ILS training, and incorporation of ILS as a subject in all career

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and specialization training in the AFP. At the Major Service level, the
Assistant Chief of Staff for Logistics, G4 is responsible in promoting ILS within
the Army.

10. Planning and Implementation. As equipment proposals progress

from concepts to options to equipment solutions, it is necessary to ensure that
the logistic support packages are developed in parallel. Early recognition must
be made of the time, manpower and finance needed to establish and maintain
effective and efficient logistic support. This can be achieved initially, by
placing more emphasis on ILS considerations associated with capability
requirement determinations and acquisitions. Specifically, the following are
expected to occur:

a. All Capital Acquisition Program should consider the ILS

elements, LSA strategy and ILS considerations, and should identify support
concepts, objectives and areas of risk. Of prime importance is the need to
make an early evaluation of the life cycle costs of the options to be
considered. Occasionally, the cost of the logistic support is considered too
late and this may have a detrimental effect on the operational aspects of the
capability to be procured.

b. A detailed logistic support plan is to be included in the Project

Management and Acquisition Plan. It is to include a complete inventory of the
particular support tasks that are required to bring equipment into full
operational conditions. It is also to contain dates for commencement and
completion of those tasks and to include major milestones review points.

c. Invitation to Bid (ITB) should include the details of the logistic

support requirements and life cycle cost associated with the introduction and
maintenance of equipment in service. Difficulties associated with comparing
logistic support packages and life cycle costs of equipment offered by
potential contractors can exist because the questions asked are not specific
enough to force the potential contractors to research and respond adequately
on their offers. Special emphasis is needed when preparing and describing
logistic support requirements in the ITB. In particular, the ITB should request
the bidders to provide the calculations used to support the LCC data
requested.

d. Prior to the introduction into service of new equipment, a logistic

management plan should be raised, detailing the whole life support
arrangements for that equipment.

Section 1-8 Automated Logistics System

11. General. Providing logistic support is a process of resource

prioritization, allocation distribution and management. Locating and moving
logistics support is a way that gets the right materiel, personnel and services

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to the right users on time, and this requires reliable logistic information
support. Such support provides vital data before, during and after the planning
process. It requires the Commander to disseminate his logistics plan to
enable him to coordinate and direct the distribution of logistics support during
the plan's execution.

The high evolving technology has increased the prevalence of

automated techniques in the field of logistics as the Army has sought new and
better ways of managing the vast materiel resources for which it is
responsible. The power of the computer has made possible the development
of management information systems which are capable of providing timely
and pertinent information for logistics managers at all levels. The capability of
these systems to store and process large amounts of data, handle routine
decisions, and identify critical decision paths for management action makes
them a tremendous aid in planning and controlling logistics operations.

12. Legal Basis. The recent developments in computer technology have

provided alternative means of procurement using the convenience and cost-
effectiveness of electronic and telecommunications technology. The onslaught
of this technology has necessitated the need to develop a management
information system in the Army for the effective and efficient performance of
its mandate. This concern has consequently been brought to better light with
the passage of Republic Act 8792 dated 14 June 2000, otherwise known as
the Electronic Commerce Act (E-Commerce), with the Philippine Government
recognizing the vital role of information and communication technology in
nation-building. Said Act has been intensified with the issuance of Executive
Order Number 201 dated 18 Jan 2000 (providing Additional Policies and
Guidelines in the Procurement of Goods and Supplies by the National
Government) and Executive Order Number 262 dated 05 July 2000
(Amending Executive Order Number 302) both highlighting the need to adopt
information technology in implementing procurement procedures.

13. Implementation. With such an impact in the global economy, the

potential for improving efficiency in the procurement process offered by E-
commerce cannot be overemphasized. It is inevitable that the AFP has to
yield to the demands of technology since there is no other way but to move
towards its full implementation. Hence, to keep abreast with the fast-changing
technology, the Army has initiated, and is continually developing a system that
involves information technology, formulation of hardware, software and people
ware strategies that support the operation, management and decision-making
functions of the different logistics offices of the Army. In the conduct of its
procurement operation, the Army follows the provisions of current laws, rules
and procedures governing acquisition procedures. It is imperative upon the
AFP to reexamine its policies and set on a new direction in adapting to the
changing environment of conducting business. The technology system will
provide the impetus for the adoption of new technology-based tools in the way
it will do its business in the immediate future, notwithstanding certain legal
limitations imposed by existing policies on government procurement.

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CHAPTER 2
ORGANIZATION FOR LOGISTICS

Section 2-1 Command Structure

The provision of the Constitution regarding common defense gives

Congress alone the power to raise and support armies, provide for their
employment, provide for control of CAFGU s, appropriate funds for military
purposes, and to declare war. Also, by the Constitution, the President of the
Republic of the Philippines is the Commander-in-Chief of the Armed Forces.
The Commander-in-Chief under the executive structure is being advised by
the National Security Council on matters of domestic, foreign and military
policies relating to national security.

The Department of National Defense (DND) is one of the principal

agencies of the executive branch, which assist the President in matters
regarding the nation's security. The Secretary of National Defense (SND) is
the principal assistant to the President in all matters relating to defense of the
country. The SND, as adviser of the President, provides administrative
support to the AFP to make it responsive as an instrument of national policy.
Under the direction of the President, the SND exercises direction, authority
and control over DND. Furthermore, the SND is designated as the Chairman
of the National Disaster Coordinating Center (NDCC) where he can direct
other government agencies in the conduct of disaster, rescue and relief
operations. In this type of operation, the AFP plays a very vital role.

The Chief of Staff, Armed Forces of the Philippines (CSAFP) is the

principal military adviser to the President, NSC, and the Secretary of National
Defense. The CSAFP has several Deputy Chiefs of Staff (DCS) who have
different functions. Among the functions assigned to DCS, the following have
logistical significance:

a. Prepare strategic plans and provide for the strategic direction of

the Armed Forces.

b. Prepare joint logistics plans and assign logistics responsibilities

to the Armed Forces in accordance with those plans.

c. Recommend establishment of Area Commands, AFP- Wide

Support Separate Units, Task Forces, and Task Groups in strategic areas.

d. Review the major materiel and personnel requirements of the

Armed Forces in accordance with strategic and logistics plans.

e. Formulate policies for the joint training of the Armed Forces.

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f. Formulate policies for coordinating the military education of

members of the Armed Forces.

There are three (3) major services in the AFP these are the Philippine
Army, Philippine Navy and Philippine Air Force. Said Major Services are the
primary elements of the national security structure and the national military
structure. Each Major Service Commander is responsible for his service
performance of the functions and missions directed by the CSAFP and SND.
Among the functions assigned to all major services are:

a. Prepare forces and establish reserves of equipment and

supplies for the effective execution of military campaign and plan for the
expansion of peacetime components to meet the needs of war.

b. Maintain mobile reserve forces properly organized, trained and

equipped for deployment in an emergency.

c. Provide adequate, timely and reliable intelligence for use within

AFP.

d. Organize, train and equip forces for assignment to Area

Commands.

e. Prepare and submit budgets, justify before Congress the DND

approved budget requests, and administer the funds made available.

f. Conduct research; develop tactics, techniques and organization,

and; develop and procure weapons, equipment and supplies essential to fulfill
the missions or functions assigned.

g. Develop, garrison, supply, equip and maintain bases and other

installations, including lines of communications, and provide administrative
and logistics support to all forces and bases.

h. Provide, as directed, such forces for peacekeeping missions in

foreign countries. Likewise, provide forces for disaster, rescue and relief
operations and for the government's environmental protection program.

i. Provide administrative and logistics support to their forces

OPCON to Area Commands.

j. Assist each major service in the accomplishment of their

respective missions or functions.

The Armed Forces of the Philippines is organized for the performance

of military missions into tactical commands made up of forces from the

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various AFP Major Services under the operational commands.

a. An Area Command is composed of significant assigned

components of two (2) or more services. Area Commands are assigned broad
continuing missions. These commands are established and designated, and
the force structure determined by the President, through the Secretary of
National Defense with the advice and assistance of the CSAFP. It is also
possible for a commander of an existing Area Command to establish joint task
forces and/or - in certain circumstances - a separate in-service force.

b. Once the force structure of the various area commands have

been determined, each major service is responsible for furnishing the forces
and logistics support, and remains responsible for the administration of these
forces. However, GHQ has to provide additional logistics support to major
services units involved in Area Commands directed operations.

c. The Commander of an Area Command is authorized to exercise

directive authority in the replenishment of ammunition and the issuance of
other critical supplies to forces committed in the operations. This will enhance
logistics support operations within his area of responsibility.

d. The Area Commander has specific authority to coordinate the

logistics support of service components and to exercise control of distribution
of logistics support when shortages occur. Logistics support may also be
provided by agreements on cross servicing of common equipment for all
forces under his command.

e. Other logistics responsibilities of an Area Command are:

1) Coordination of transportation facilities and means

assigned to the Command, including air, sea and land transport.

2) Coordination of medical and dental support

3) Coordination of graves registration service within the

command for acceptance of remains at collection points, including burial and
burial records.

4) Effective coordination of supply support e.g. supplies

distribution, maintenance, repair and allocation of supply.

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Figure 2-1 AFP Organizational Chart

Section 2-2 Organizations External to the Army

The Army is not a self-contained or a self-supporting organization. It

must receive some support from other government agencies, other elements
of the Department of National Defense, and General Headquarters, Armed
Forces of the Philippines, that have been assigned support responsibilities by
laws, DND regulations and other authority.

1. National Organizations involved in the AFP Logistics System. The

major governmental organizations external to the Army that have a major
impact on the AFP Logistics System are described below. On one hand, it can
be noted that some organizations such as the National Security Council will
have an indirect effect on the AFP Logistics System. For example, the NSC
recommends strategic objectives which are translated into military forces and
equipment to which the logistics system must respond to. On the other hand,
agencies such as the Department of Budget and Management (DBM) have a
direct impact on the AFP Logistics Systems since DBM formulates the fiscal
program of the government, which includes the AFP. Funds are important in
acquiring materiel needed for the accomplishment of the mission of the Armed
Forces.

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National Security Office of the

Congress
Council President

Commission on Department of Budget

Audit and Management

Department of
National Defense

AFP

Figure 2-2 Organizations External to the Army

a. President of the Republic of the Philippines. As head of the

Executive Branch of the government, the President determines national
policies and objectives. In the Executive Office, the Office of the Presidential
Assistant on Military Affairs (OPAMA) is of vital link to the AFP. The budgetary
ceiling has a great impact on the AFP Logistics System and the power to
determine budgetary ceiling emanates from the President.

b. Department of Budget and Management. This is the Department

that assists the President in the preparation of the budget and the formulation
of the fiscal program of the government. It also supervises and controls the
administration of the budget.

c. National Security Council. It advises the President with respect

to the integration of domestic, foreign and military policies relating to national
security.

d. Congress. As the Legislative Branch of the government, it

exercises its constitutional control over the military forces by the enactment of
laws, including appropriations and other actions such as the conduct of
investigations and incidents to the enactment of laws.

e. Commission on Audit. It audits the receipts, expenditures and

application of the public funds by other departments and agencies of
government. The primary purpose of these audits is to provide the President
independent examinations of the manner these government agencies
discharge their financial responsibilities.

f. Department of National Defense. As one of the departments of

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the Executive Branch of the government, DND exercises supervision and

control on the administrative and logistics matters of the Armed Forces. While
all elements of DND influence logistics, the following offices are of primary
interest to the AFP Logistics System:

1) Office of the Assistant Secretary for Installation and

Logistics. This is the principal staff of assistant to the SND in the functional
fields of logistics; materiel acquisitions, inventory management, storage,
maintenance, distribution, movement and disposal of supplies and equipment,
logistical services; support cataloging, standardization and quality control;
installations, AFP housing, real, estate and real property.

2) Office of the Assistant Secretary for Comptrollership. It

advises and assists the SND in the performance of the SND's programming,
budgeting and fiscal functions, and the design and installation of resource
management systems.

3) Office of the Assistant Secretary for Plans and Programs.

It reviews for the SND the quantitative requirements including forces' weapon
systems, equipment and personnel; as well as the initiation, monitoring,
guiding and reviewing of requirements, studies and other special studies.

Section 2-3 AFP Logistics Organization

2. Strategic Level. It is headed by the Chief of Staff, AFP through the

Deputy Chief of Staff for Logistics, J4 who is his principal adviser together
with the commodity managers at GHQ, the major services and area command
4s. The principal players at this level are expected to provide directions and
define the goals and functions of the logistics system such that it will satisfy
the strategic purpose of command. The commodity managers (The
Quartermaster General, The Chief Ordnance and Chemical Services, The
Chief Engineers, The Surgeon General, the Chief Dental Services and DCS
for Communication and Electronics) are expected to provide detailed life cycle
management of items under their responsibility from the time equipment or
weapons systems are initially introduced in the AFP until phase-out occurs.
The role of DCS for Communication and Electronics, 111 aside from being a
member of the coordinating staffs of the Chief of Staff, is to act as the
commodity manager for communication and signal items. It is with the role as
commodity manager that he becomes part of the AFP Logistics Organization.

3. Operational Level. This level provides service supply support to the

operating units of the AFP. The units under this level are the AFP Logistics
Center and the Major Services Logistics Units such as the Army Support
Command, Naval Logistics Center and Air Logistics Command.

4. Tactical Level. This constitutes the different logistics operating units in

the AFP. It directly supports the tactical units throughout the area of operation.

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Logistics Commander at this level draws upon resources made available at

the operational level.

CSAFP

J4

STRATEGIC LEVEL

TQMG TCE TSG TCDS J6

PA PAF PN
G4 A4 N4

OPERATIONAL LEVEL

ASCOM, PA ALCOM, PAF NLC, PN

FSSUs SUP/MAINT NAV SUP

WINGS DEPOT

TACTICAL LEVEL

DIV BN/BDE LOG SUP/MAINT FLEET SPT

SSBNs TRAINS SQUADRONS FORCE

Figure 2-3 The AFP Logistics Organization

5. Chief of Staff, AFP. The CSAFP is responsible for and has the
authority to conduct all affairs of the AFP. As the highest military commander,
the CSAFP implements the operational commands or decision of the
President as the Commander-In-Chief.

6. The Deputy Chief of Staff for Logistics, J4 assists the Chief of Staff,
AFP in the exercise of command and management of the AFP along the
major functional areas of logistics. Exercises staff supervision over logistics-
related activities of the technical and logistics staff of the major services, area
commands and AFP wide support and separate units. Exercises functional
supervision, over the AFP logistics center and the major service support units.
Likewise, DCS for Logistics, J4 exercises monitoring and coordinating
functions over the following offices and units:

a. Logistics Staff of Major Services, AFPWSSUs, and Area

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Command

b. Army Support Command, PA

c. Naval Logistics Center, PN

d. Air Logistics Command, P AF

Section 2-4 Army Logistics Organization

7. Commanding General, Philippine Army. The Army logistics

hierarchy is headed by the Commanding General of the Philippine Army. He
is assisted by the Assistant Chief of Staff for Logistics, G4.

8. The Assistant Chief of Staff for Logistics, G4 is the principal staff

assistant to the Commanding General, Philippine Army, in the exercise of
command and management along the main functional areas of logistics,
Materiel Development and Self Reliance Defense Posture (SRDP) programs,
and base development.

Major Functions. The AC of S for Logistics, G4 has primary

coordinating staff responsibility on the following activities:

a. Logistics

1) Supervises logistics-related activities of the Command

and Logistics staffs of major subordinate units.

2) Prepares logistics estimates and logistics annexes for

Army operation plans and orders.

3) Provides guidelines for the direction and control of

logistics functions which include supply, maintenance, facilities and
installations, transportation service and other logistics-related activities.

4) Formulates broad policy guidelines for the development

of logistics concept, doctrines, system, organization and operations in order to
develop Army wide logistics objectives.

5) Develops educational and training programs on logistics.

6) Monitors and coordinates the allocation and distribution of

items sourced from Foreign Military Sales (FMS) and other importation
modes.

7) Acts as Program Director of logistics activities.

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8) Plans, programs and allocates the Army's logistics

resources.

9) Reviews, analyzes and evaluates the Army's logistics

program.

10) Coordinates and supervises Army's procurement and

construction programs.

11) Supervises Special and Technical Staffs on logistics

related activities.

b. Base Development

1) Oversees the implementation of bases conversion and

development projects of the Philippine Army.

2) Formulates policies on the allocation of the Army real

estate properties.

9. Commodity Managers. To allow a more manageable approach in the

management of supplies and equipment, the P A applied the concept of
commodity managership. G4, PA, exercises functional supervision over the
different Commodity Managers. The following commodity managers assist
G4, P A, in the formulation of logistics policies and guidelines in their
respective areas of interest:

a. Army Chief of Engineers. For all items pertaining to construction,

repair and maintenance of buildings, roads and ground facilities.

b. Army Chief Quartermaster. For items such as POL,

organizational and individual equipment, office supplies, uniforms and other
quartermaster items.

c. Army Chief Ordnance and Chemical Service. For ordnance

items such as vehicles, armaments, ammunition and explosives.

d. Army Surgeon General. For medicines, medical supplies and

equipment.

e. Army Dental Surgeon. For dental supplies and equipment.

f. Army Chief Real Estate. For real estate assets.

g. Commander, Light Armor Division. For armored vehicles and

other items peculiar to armored assets.

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h. Commander, Artillery Regiment. For artillery armaments and

equipment including other items peculiar to artillery

i. Assistant Chief of Staff for Communication Electronics and

Information System, G6. For signal items. Aside from being a member of the
coordinating staffs of the CGPA, he also acts as the commodity manager in
charge of the communication equipment and signal items of the Army. It is
with this role as commodity manager that he becomes part of the Army
Logistics Organization.

Figure 2-4 The Army Logistics Organization

10. Army Logistics Committees. To promote efficiency in the acquisition

process with the end view of improving the quality of logistics supplies and
services, the following committees are employed:

a. Bids and Awards Committees (BAC). The committee is

responsible for the conduct of the whole bidding process until it arrives at a
recommendation for an award of contract, procurement order or a work order.
The BAC is responsible for the conduct of public bidding for infrastructure
projects, equipment, supplies, materials and services. Likewise, the
committee undertakes negotiation as a consequence of failure of an award
after bidding.

The BAC convenes for the opening of sealed bids, hence,

promptly deliberates and decides on the winning bidder within a reasonable
period of time. A report of deliberations is immediately prepared, signed by all
members, and included as additional document in the preparation of

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Purchase Order (PO), Job Order (JO) and Disbursement Voucher (DV) to be
approved by the Commander. The committee chairman renders separate
periodic reports to the appointing authority or head of the procuring agency
regarding the proceedings/activities of the committee. The duly constituted
BAC shall be composed of five (5) military officers, with the chairman thereof
being as the third (3rd) highest ranking official of the designated procurement
unit (as available).

b. Technical Committees (TECHCOM). There will be one

committee for each technical field (engineering, medical, dental,
communications and electronics, ordnance and quartermaster). Each
committee shall determine the specification of items being used and procured
by the Army that fall under its technical expertise. Likewise, the committee is
responsible for pre-qualifying/post-qualifying of bidders on the aforementioned
items. The Technical Committee shall be chaired by the commodity manager
of the items of supply and services to be procured and it shall have members
of at least three (3) technically qualified officers and a representative from the
using unit (as available).

c. Technical Inspection and Acceptance Committee (TIAC). This

committee is responsible for ensuring that the items or services delivered are
in accordance with the quantity and quality specified in the purchase
order/work order (PO/WO) or contract. If there are items that are not in
accordance with the specification during inspection and acceptance, the
committee rejects the delivery and a written report is prepared immediately
and signed by all members. The original copy of the report is forwarded
immediately to the cognizant procuring agency. The TIAC shall be chaired by
the commodity manager of the items of supply and services to be procured
and it shall have two (2) technically qualified officers as members. TIAC
members shall be from the designated procuring unit in order to facilitate the
acceptance of delivered supplies and the subsequent issuance to end users.

Section 2-5 The Army Support Command

It is the principal implementing arm of the Philippine Army for the

delivery of Army-Wide logistics support.

a. Mission. To provide proactive, integrated and sustained quality

support services to Philippine Army units.

b. Functions.

1) Procure, receive, store and issue materiel for Army units.

2) Recover/reclaim and dispose unserviceable/obsolete

materiel.

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3) Provide land transportation services and coordinate with

other agencies for air, water and rail transportation.

4) Perform general support and depot level (4th and 5th

echelon) maintenance on common wheeled vehicles and other equipment.

5) Provide health (medical and dental) services to Army

personnel and their dependents.

6) Provide grave services to all AFP personnel. and

authorized non-military personnel, and maintain LNMB and other military
grave sites.

7) Provide explosive ordnance disposal (EOD) services to

Army units and other government agencies.

8) Account for all Army properties/assets.

9) Develop, uplift and maintain the physical fitness and

mental well-being of Army personnel.

10) Conduct Research and Development activities to

enhance Army capabilities and to promote the Self Reliance Defense
Posture.

11) Train organic personnel of ASCOM and selected

personnel of other Army units on logistics, dental, and other service
support-related courses.

c. Organization. To fully accomplish its mission, the Command is

organized and designed to provide a more effective delivery of logistical
support activities and allow the optimum utilization of logistics resources. The
current organization of ASCOM is as follows:

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Fig 2-5 Army Support Command Organization

d. FSSU Organization. In order to carry out its mission effectively,

responsively and as far forward as possible, the Army Support Command (AS
COM) has organized Forward Service Support Units (FSSUs) strategically
located nationwide, as follows:

FSSU 1 - Fort Magsaysay, Palayan City

FSSU 2 - Soyung, Echague, Isabela
FSSU 4 - Camp Nakar, Lucena City
FSSU 5 - Camp Ibalon, Legaspi City
FSSU 6 - Camp Hernandez, Dingle, Iloilo
FSSU 7 - Arellano Boulevard, Cebu City
FSSU 8 - Catbalogan, Samar
FSSU 9 - Malagutay, Zamboanga City
FSSU 10 -Camp Evangelista, Cagayan De Oro City
FSSU 11 Panacan, Davao City
FSSU 12 -Camp Siongco, Awang, Maguindanao

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Fig 2-6 Forward Service Support Unit

e. Capabilities

1) Provide general support (GS) and direct support (DS)

maintenance to field units of the Army;

2) Provide transportation, supply support and other services

to field units.

3) Extend direct service support to all maneuver

Brigades/Task Forces/Task Groups through its Forward Service Support
Teams (FSST).

4) Receive, store and distribute all supply items.

5) Receive and dispose excess/obsolete items.

6) Provide mortuary support services.

7) Provide EOD Support

8) Distribute CMI supplies to non Army units

9) Procure peculiar requirements related to service support

activities.

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CHAPTER 3
SUPPLY

Section 3-1 General

Supplies include all kinds of property, except real estate, which may be
needed in the transaction of official business or for public use, whether it is a
furniture, stationery, construction material, livestock and such other properties
of similar nature, or equipment for issue to troops, units and installations.

Supply management involves the systematic coordination between the

user and the supply units. It also includes techniques whereby demands for
an item of supply are balanced against their availability through a system of
reporting, computations and evaluations. It is applied in the supply cycle
which covers requirement determination, acquisition, storage and stock
control, distribution and disposal.

The success of every military operation is largely dependent on

effective and efficient supply system, which is regarded as the focal point of
logistics management. Hence, the effective application of supply management
will enhance the supply support activities of Army Logistics units.

Section 3-2 Classification of Supplies

1. As to nature

a. Expendable Supplies. Those supplies that are consumable or

perishable in nature and those which lose their identities when placed in or
attached to a major item or property. Also included are supplies consumed in
the maintenance and upkeep of public property or personnel. Examples are
powder, clothing, oil, paint, fuel, forage, tools and components of sets and kits
which shall habitually be used as separate items, spare and. repair parts and
components used to repair or complete other items. Materials used by
governmental activities in manufacturing, in tests and experimental work,
welfare and athletic supplies and chemicals, while classified as chemicals and
are therefore expendable, shall be subject to special issue, control and
accounting regulations.

b. Non-Expendable Supplies. Are those which are durable in

nature and which in use do not suffer any material or substantial change or
alteration in their sizes or forms? Generally all equipment falls under this
category.

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2. As to source

a. Republic supplies. Shall mean supplies acquired from

appropriated or reimbursable funds of the Armed Forces of the Philippines.

b. Non-Republic supplies. Shall mean supplies acquired by means

other than purchase from appropriated or reimbursable funds of the AFP.

1) MAP/FMS. Supplies made available to the AFP by the

US either through a grant aid at no cost or through purchase under the Mutual
Security Military Sales Program.

2) Found-in-Station. Unaccounted property found-in-station

regardless of source.

3) Captured Enemy Property. Supplies captured from the

enemy in the course of military operations whether within or outside the
enemy's territorial jurisdiction.

4) Reclaimed Property. Serviceable components reclaimed

or recovered from condemned unserviceable property.

5) Salvaged Property. The residue remaining after

serviceable components have been reclaimed from condemned unserviceable
property.

6) Others. Property that does not belong to any of the above

sub-classifications e.g. confiscated or surrendered property.

3. As to technical service

a. Quartermaster. Supplies and equipment intended for office

(except telephones), janitorial and agricultural supplies, food, petroleum, oil
and lubricants, individual clothing and equipment and organizational
equipment.

b. Ordnance. Includes vehicles, firearms and

ammunition/explosives. r

c. Signal. Includes all types of radios, including its accessories,

telephones and cameras, BA-30 batteries. .

d. Engineer. Construction materials and equipment to include

dump trucks and fire trucks, and halazone tablets.

e. Medical. All items used for medical services.

f. Dental. All items used for dental services.

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4. As to general classification

a. CLASS I - Subsistence, including gratuitous health and welfare

items, i.e., combat rations.

b. CLASS II - Clothing, individual equipment, tentage, tool sets and

kits, administrative and housekeeping supplies and equipment. Includes items
of equipment prescribed in authorization/allowance tables, and items of
supply not including repair parts.

c. CLASS III - POL: Petroleum fuels, lubricants, hydraulic and

insulating oils, preservatives, liquid and compressed gases, bulk chemical
products, and coolants, together with components and additives of such
products

d. CLASS IV - Construction: Construction materials to include

installed equipment and all fortification/barrier materials.

e. CLASS V - Ammunition: Ammunition of all types (including

chemical, biological, radiological, and special weapons), bombs, explosives
and mines, fuzes, detonators, pyrotechnics, missiles, rockets, propellants, and
other associated items.

f. CLASS VI - Personal Demand Items (Non-military sales items)

such as cigarettes, etc.

g. CLASS VII - Major End items: A final combination of end

products which is ready for its intended use, e.g., launchers, tanks, mobile
machine shops, vehicles.

h. CLASS VIII - Medical material including medical-peculiar repair

parts.

i. CLASS IX - Repair parts and components, to include kits,

assemblies and subassemblies, repairable and non-repairable items required
for maintenance support of all equipment.

j. CLASS X - Materiel to support non-military program; e.g.,

agricultural and economic development materials not included in Classes I -
IX, i.e., livestocks.

Section 3-3 Supply Operating Systems

Of vital importance to the success of the overall logistics management

process are the following logistics operating systems:

a. Materiel Development

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b. Requirement Determination

c. Planning, Programming and Budgeting

d. Acquisition

e. Inventory Management

f. Distribution

g. Disposal

Section 3-4 Materiel Development

The present government policy on Materiel development and Self-

Reliance Defense Posture (SROP), particularly on the AFP's weapon systems
and equipment for the military establishment, has made research and
development management a large and important part of the military logistics
system. Qualified local industrial firms have become virtual partners of the
military in this effort. All of these activities are closely supervised by the
Deputy Chief of Staff for Logistics, J4 and monitored by the DND. In the Army,
it is the Research and Development Center (ROC), ASCOM, spearheading
this activity.

Section 3-5 Requirement Determination

There are actually two important considerations in requirement

determination.

a. Logisticians at appropriate echelons must be part of the

operational planning system.

b. Validity of demand data and a sense of user needs. From the

viewpoint of logistics, quantitative requirement determination is critically
dependent on any assumptions concerning field usage and demand. A
concrete example of this is the need for reliable projections on combat losses
which would involve a large-scale push-system of supply, thereby requiring
reliance to automatic re-supply. Unless properly anticipated, this would in turn
put a strain to material acquisition, supply and maintenance operations which
may result into storage problems and a large and difficult-to-manage
inventory.

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Even if usage factors can be reasonably estimated, the question of

how the logistics system can fully satisfy the demands and basic concerns of
logistics managers is always of primodial concern.

Section 3-6 Planning, Programming and Budgeting

The main vehicle for resource allocation in the Army is the Planning,
Programming, and Budgeting System (PPBS). It is a performance budgeting
system with a planning orientation. It requires that programs, projects and
activities be identified in terms of supplies and services to be delivered or
rendered. Under this concept, supplies and services are ascertained,
measured quantitatively, and their unit and total cost determined. Budget
requests authorizations are therefore stated in these terms to provide the
approving authority a readily understandable basis in decision making.

Planning, programming and budgeting are essentially planning

functions; the events of real life actually determine the manner in which
resources are expended. However, there are far more demands on resources
to satisfy them. With the planning, programming, budgeting base, each
demand can be evaluated against the objectives of the total program. These
become particularly significant when the major deviations from the budget are
proposed. These evaluations must be timely as well as accurate so that the
decision may respond to the uncertainties of the situation, and each
successive decision must be based on the program that has been adjusted to
compensate "or the whole implication of previous decisions.

The PPBS links planning to budgeting thru the programming of

resources to accomplish specific objectives. Therefore, inputs and outputs of
programs are linked to objectives. Continuous assessments are also made on
the status of programs and expenditures to improve resource location.
Assessments include Program Performance Review and Assessment
(PPRA), conduct if management audit and submission of reports by units.

a. Planning. Planning serves the purpose of identifying military

objectives, describing requirements and providing guidance for the
attainment of objectives. There are three major plans in the Army,
namely: long-range, mid-range and short-range plan.

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(2)
Budget
Call
DBM GHQ
(1)
(8)
AFP STROP/
PA POPB
PDBS
HPA BUDGET
(3) PROPOSAL
Budget
Call (7)
MAJOR UNIT MAJOR UNIT
(4)
POPB
PA PPBG

(5) (6)
Major Unit SUBORDINATE SUB UNIT
PPBG UNIT POPB

Fig 3-1 Planning and Programming for Budget Preparation

1) Long-Range Plan of AFP Long-Range Strategic Estimate

(LRSE). It is broad in scope and its purpose is to develop strategic
requirements. It shapes the long-range development of the Army and provides
guidance for research and development.

2) Mid-Range Plan or AFP Strategic Objectives Plan

(STROP). Its primary goal is to develop strategic objectives over a five- year
period. This document is approved one-and-half years before its
implementation, which usually starts on 01 January. The specific purposes of
the mid-range plan are:

(a) Serves as a source document in providing advice

to the military leadership on strategy, force structure requirements and
formulation of the defense program and budget.

(b) Serves as a planning guidance to commanders of

the major services, unified commands and joint task forces of the Army.

3) Short-Range Plan or Strategic Capabilities Plan (SCAP).

A Planning directive for the accomplishments of military tasks within existing
Army capabilities, including guidance on how the Army will be employed to
meet conditions of internal and external threats during the period covered by
the plan.

b. Programming and Budgeting. Programming provides an orderly

process' of scheduling activities and the acquisition and use of resources to

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carry out the plan effectively and economically. It is in this stage that military
objectives formulated in the planning phase are studied and the first attempt is
made to develop the monetary value for resources involved in the
accomplishment of these objectives. Furthermore, it involves details in much
more realistic terms, the specific forces, what the specific requirements in
material are, when they will be available, and their cost. Budgeting refers to
the expression of the program in financial terms and provides estimated costs
and selected fund requirements necessary to execute specific portions of the
AFP programs.

It will be recalled that the mid-range plan or the STROP is

ideally laid out 1 Y2 years or 18 months before its effectivity. Within this
period, programming and budgeting activities of the Army for the first calendar
year covered by the plan take place. Goals, objectives and standards are
established, activities scheduled and resource requirements estimated.

Section 3-7 Responsibility for Programming and Budgeting

The basic framework for programming and budgeting is the

responsibility of the program directors and project administrators. Program
Directors formulate policies, evaluate the programs and monitor program
implementation.

Project administrators prepare the unit's operating programs and

budget estimate and executes them within the constraints of the approved
budget allocation.

Section 3-8 Acquisition

5. General. Acquisition of supplies, materials, equipment, services and

other properties of the Army is done through procurement, materiel
development, donation, grant, aid, foreign military sales, seizure, confiscation,
transfer, and construction. The most commonly used mode of acquisition is
procurement.

As defined, procurement is the acquisition of property of the Army,

including non personal service, contracted thru bidding, negotiation or
emergency purchase documented under the prescribed laws, procedures,
rules and regulations.

6. Army Policies on Procurement

a. Procurement of supplies and services shall be in accordance

with approved programs and established laws, rules, regulations, policies &

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procedures. Deviations from approved procurement plans must be justified and

must be approved by the CSAFP.

b. Procurement of equipment and facilities must be based on a

total-system approach and life cycle costing wherein operating cost,
maintenance cost, facility support and training costs are considered.

c. The long-term objective of attaining a self-reliant defense

posture, as well as the other development thrusts of the Army, shall be the
primary consideration in the acquisition of defense materials and technology.

7. Procurement Planning

a. In the logistics management-sense, materiel acquisition, or

commonly referred to as "procurement", may include designing, determining
standards, writing specifications, selecting supplies, financing, administering
contracts and performing other related functions.

b. Procurement planning is the means by which the efforts of all

personnel responsible for the procurement of Army materiel are coordinated
as early as practicable in order to obtain the required items on requisite
quality, with on time delivery and at the lowest calculated price.

c. The purpose of procurement planning is to insure that these

functions will be performed as effectively as possible.

d. Procurement planning has the following objectives:

1) To assure the purchase of reliable materiel of acceptable

quality;

2) To reduce the number of urgent procurements;

3) To consider total real cost;

4) To enhance competition;

5) To increase the use of fixed-price or incentive-type

contracts; and

6) To preclude unprogrammed procurement.

e. Procurement planning is initiated as early as possible to provide

the necessary lead time. Normally, the lead-time will take into consideration
the requirements established at each level. This datum then provides notice
for the economic order quantity (EOQ) of items. It involves intensive
requirement analysis and the documentation of technical and operational
considerations into a comprehensive procurement plan.

3-8 RESTRICTED
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f. Certain considerations, such as standardization of items and

multi-cost computation procurement, should enter into the policy operational
requirements (time and mission goals), technical objectives (performance,
reliability, etc), economic techniques, and compliance with procurement
regulations and policies. Potential conflicting interfaces and any resulting
trade-off decisions must be recognized to affect a sound materiel procurement
program.

g. Planning for management control systems will be required

during the life of the program. The management of acquisition should be
included in procurement planning. This procedure, once established,
graphically portrays a realistic program. Procurement planning serves as the
principal long-range planning document, charting the course of major
procurement program over their life cycles.

h. It is imperative that procurement planning be considered at the

outset of the overall planning for the acquisition of newly approved systems or
projects. The Program Director and Project Administrator for the materiel
program concerned is responsible for procurement planning. It includes the
concurrent updating of the plan with each program, budget or management
decision significantly affecting the plan.

8. Annual Procurement Plans. Annual Procurement Plan or APP Is a

plan which contain all logistics requirements of units or offices for the year
within their proposed or approved budgets. These logistics requirements
include, but are not limited, to supplies and materials, services, equipment
and construction projects. Annual Procurement Plans shall be prepared by the
Major Services, Area Commands and AFP- Wide Support and Separate Units
and shall be submitted to CSAFP for approval.

9. Modes of Procurement. Procurement of supplies, materials and

equipment by the Philippine Army Procurement Center and Contracting
Offices should be in accordance with established military
standards/specifications for maximum and efficient utilization of AFP
resources. Procurement in bulk for use of Army-wide units is done by these
units. It shall limit, whenever applicable, their purchases of materials and
supplies from Army-accredited manufacturers, suppliers or distributors that
are, among others, duly certified by the Bureau of Product Standards (BPS)
under its Philippine Standard (PS) Certification Marking Scheme, Import
Commodity Clearance Scheme or other quality certification schemes such as
IS09000 Certification. The Army Divisions, LADiv, and other Army units can
procure supplies and equipment for internal use based on approving authority
for procurement given by the SND.

Furthermore, protection of locally-manufactured or produced articles

against foreign-made products is a long-established policy and entrenched in
the FLAG Law. However, such preference does not entitle a supplier of local
products to sell at unreasonable and excessive prices. It is also understood

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that such protection presupposes that the local product is of the same quality
as that of foreign products.

As stated in Article IV of Republic Act 9184 otherwise known as the

“Government Procurement Reform Act”, all government procurement should
be done through Competitive Bidding. It is a mode of procurement wherein
the bidding for a particular item is open to all interested and qualified firms in a
competitive nature. A duly constituted Bids and Awards Committee conducts
the public bidding at the time and place designated, except as otherwise
provided by competent authority. The aims of public bidding are based on the
motives of public economy, as follows:

1) To secure the most advantageous competitive price to the

government;

2) To curtail favoritism in the award of government contracts;

3) To avoid suspicion of anomalies; and

4) To place bidders on equal footing.

Subject to the prior approval of the CSAFP or his duly authorized

representative, and when justified by the conditions provided in RA9184, the
Army may resort to any of the following alternative modes of procurement:

a. Negotiated Procurement. As distinguished from direct

contracting, negotiated procurement is resorted to only for convenience rather
than anything else, even if broader tendering would have been possible.
Negotiated procurement may be employed by agencies only in the following
cases, as determined by the Head of Agency concerned:

1) When there has been a failure of competitive bidding for

the second time;

2) Take over of contracts, which have been rescinded or

terminated for causes provided for in the contract and existing laws, where
immediate action is necessary to prevent damage to or loss of life or property,
or to restore vital public services, infrastructure facilities and other public
utilities;

3) In case of imminent danger to life and property during

state of calamity, or when time is of the essence arising from natural or man-
made calamities or other causes where immediate action is necessary to
prevent damage to or loss of life or property, or to restore vital public services,
infrastructure facilities and other public utilities; and

4) Subject to the guidelines specified in the IRR, purchase

of goods from another agency of the Government such as the Procurement

3-10 RESTRICTED
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Service of the Department of Budget and Management, which is tasked with a

centralized procurement of commonly used Goods for the government in
accordance with Letter of Instruction No.755 and Executive Order No. 359.

5) There are two (2) types of negotiation:

(a) Local - Negotiation is undertaken in the country

wherein supplier is either a local or foreign firm engaged in business in the
Philippines.

(b) Foreign- The supplier is not engaged in business

in the country. Negotiated foreign procurement is further classified into three
(3) categories, namely:

(1) Foreign Military Sales (FMS). This refers to

sales from the US Department of Defense stock, or through the US
Department of Defense procurement of defense articles and services,
including training.

(2) Direct Commercial Sales (DCS). These are

commercial export sales direct from foreign manufacturers.

(3) Government to Government Sales

Arrangement. This refers to the purchase of defense materials from foreign
countries other than the US. The negotiation is done by procurement
missions, foreign military attaches in the country or through AFP attaches
abroad.

b. Limited Source Bidding (a.ka. selective bidding). A method of

procurement that involves direct invitation to bid by the procuring entity from a
set of pre-selected manufacturers, suppliers , distributors with known
experiences and proven capability on the requirements of a particular
contract. The Army BAC shall directly send to the bidders the invitation to bid,
which shall already indicate the pre-selected relevant information required to
enable the bidders to prepare their bids in accordance with the pertinent
provisions. Limited source bidding may be employed by concerned agencies
under any of the following conditions:

1) Procurement of highly specialized types of equipment

where only a few manufacturers, suppliers or distributors who could maintain
a competitive position are available, such that resorting to the open
competitive bidding method will not likely result in any additional
manufacturers, suppliers or distributors participating in the bidding.

2) Procurement of relatively small additions to an existing

fleet of equipment where a few manufacturers, suppliers or distributors are
well established and who provide satisfactory after-sales services.

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3) Procurement of major plant components where it is

deemed advantageous to limit the bidding to known qualified bidders in order
to maintain uniform quality and performance of the plant as a whole.

c. Direct Contracting (a.k.a., single source procurement).

Procedure does not require elaborate bidding documents. The selected
manufacturer, supplier or distributor is simply asked to submit a price
quotation or a pro forma invoice together with the conditions of sale. The offer
may be accepted immediately or after some negotiations. Direct contracting
may be resorted to by concerned Agencies under any of the following
conditions:

1) Procurement of items of proprietary nature, which can be

obtained only from proprietary source, i.e. when patents, trade secrets and
copyrights prohibit others from manufacturing the same item;

2) Those sold by an exclusive dealer or manufacturer, which

does not have sub dealers selling at lower prices, and for which no suitable
substitute can be obtained at more advantageous terms to the Government;

3) When the procurement of critical plant components from

a specialist manufacturer, supplier or distributor serves as a precondition of a
contractor responsible for the erection of the project for his guarantee of
project performance;

d. Repeat Order. Under this method, acquisition is made on

additional quantities from the manufacturer/supplier/distributor that provided
the same items under a previously bidded contract. When provided for in the
Annual Procurement Plan, repeat order may be allowed wherein the procuring
agency directly procures goods from the previous winning bidder whenever
there a need to replenish goods procured under a contract previously
awarded through competitive bidding. Repeat orders shall likewise be subject
to the following conditions:

1) Prices must be the same as or lower than those in the

original contract;

2) The repeat order will not result in splitting of requisitions

or purchase orders;

3) Except in special circumstances defined in the IRR of

RA9184, repeat orders may be availed of only within a six (6)-month period of
the Notice To Proceed arising from the original purchase; and

4) The repeat order shall not exceed twenty five percent

(25%) of the quantity of each item of the original contract.

e. Shopping. A method of procurement whereby the purchaser

simply requests for submission of price quotations for the readily available off-

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the-shelf goods or ordinary/regular equipment to be procured directly from

manufacturers, suppliers or distributors of known qualifications. This method
of procurement shall be employed only in the following cases:

1) When there is an unforeseen contingency requiring

immediate purchase, provided that the amount does not exceed P250,
000.00;.

2) Procurement of ordinary/regular office supplies and

equipment not available in the Procurement Service involving an amount not
to exceed P250,000.00, provided that the procurement does not result from
splitting of contracts and that at least three (3) price quotations from bona fide
suppliers shall be obtained.

f. As provided for by Republic Act 8792 dated 14 June 2000, "An

act providing for the recognition and use of electronic commercial and non-
commercial transactions, penalties for unlawful use thereof, and other
purposes", commonly known as the ECOMMERCE ACT, provisions in this
manual contrary to the provisions of the ECOMMERCE ACT are hereby
rescinded. Subsequent policies and directives regarding procurement of
supplies, materials, equipment and services for the Army should be in
accordance with the Implementing Rules and Regulations of RA 8792 dtd 26
July 1999 as prepared by the Government Procurement Policy Board.

Section 3-9 Maintenance in Storage Relative to Inventory Management

To perform with maximum effectiveness, the warehouse personnel

must understand the scope and complexity of storage functions, which
determine the effective movement of supplies from the storage to the user in
an economical manner. Four major responsibilities to be considered are:

a. The determination of when and what quantities of items are to

be placed into the system.

b. Control of these items while in the system. It should be

recognized however, that separate methods operate simultaneously (e.g.,
general supplies, ammunition, medical, supplies), and that echelons of
stockage may be increased or decreased to conform to the needs of the
commands, proximity of user to support complexes and other operational
factors.

c. The determination of the different units and activities in its

operation. Because of the extended length of the pipeline and .the different
echelons involved, the flow of material is regulated by a number of different
units or activities. Each of these activities is "in charge" of a particular segment
of the storage functions.

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d. To ensure that there are sufficient assets in movement or in

storage at all times so that supply will not be interrupted. Likewise, to order
sufficient supplies at proper intervals in order to meet anticipated future
demands.

The subject of inventory management is very important

throughout all aspects of the Army logistical system. Attaining the most
effective inventory management is a primary objective in the materiel support
mission of the Army. To fully understand the inventory management
relationship to the overall logistics mission, a review of the total logistics
management responsibilities is necessary.

The objective of Inventory Management is to provide effective,

efficient, and economical supply to the Army forces strategically assigned in
far-flung areas doing their mandated tasks. Logisticians specify standards for
materiel support that will insure an acceptable level of service to supported
units. Inventory managers continually examine every function in the system in
an attempt to balance available resources to reach or surpass the defined
standards of performance. Individual stock control clerks are assigned a given
number of items for support of specified end items, or supply classification
groups or classes within a category for integrated inventory management.
Operating as one system, the functions of integrated inventory management
can be generally described as follows:

1) Cataloging. The inventory manager must insure that the

items are properly cataloged and recorded in appropriate working file sections
of the Army Master Data File (AMDF) so that the customer units will know
what the item is, what the item does, what stock number to use, what the unit
cost is, and where to submit his request for the item.

2) Requirements Planning. The inventory manager is

responsible for the planning and computing of peace and mobilization
requirements for assigned items. He is also responsible for computing military
requirements based on history of demand and maintaining stockage levels.

3) Procurement Direction. The inventory manager has the

authority to direct procurement to be accomplished, subject to limitations of
approved programs and direction from higher authority. Close coordination
between the inventory manager and procurement personnel is essential.

4) Distribution Management. The inventory controls stocks,

which are in storage due in or due out for the entire depot distribution system
on both quantitative and monetary basis with the exception of selected items.
This distribution management function involves the control of inventories to
insure that they are adequate, but not excessive, and that they are
strategically located so as to be responsive to customer demands.

5) Maintenance Management. The inventory manager has

the authority to require that items be overhauled or rebuilt in computing
requirement. All assets, serviceable, economically reparable and

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unserviceable, must be considered. The users must be brought into the

planning process to insure the timely return of unserviceable assets.

6) Materiel Utilization and Disposal. The inventory manager

must insure that excess or obsolete stocks are removed from the system. He
is responsible for the declaration of excess items and when the item has been
declared excess to the government, takes further action to effect disposal. He
must conscientiously participate in the materiel utilization program to ensure
proper utilization of excess stocks prior to disposal.

Section 3-10 Distribution Management

10. General. There should be a unit to deliver materials to the end users at
the right time and at the right place.

11. Objectives

a. Once quantitative materiel requirements have been determined

and supplies have been procured, they are allocated and delivered to the end
user at the right time and at the right place.

b. Supplies ordinarily remain in the hands of users until they are

consumed, become unserviceable or become obsolete. Unserviceable
supplies may be restored to serviceable condition by maintenance activities
and returned either to the user through the distribution system.

c. The purpose of the distribution system is to move supplies from

the source to the user. The goals of the distribution system are to be
responsive to the user, to be sufficiently flexible to adapt to rapidly changing
conditions, to be economical in terms of use of physical and manpower
resources, and to be resistant to disruption by either the forces of nature or
enemy action.

12. Concept of Materiel Distribution

a. The administrative and physical structure through which

demands for materiel are expressed and goods flow to the point of ultimate
use is known as the distribution pipeline of supply. The word pipeline is, in
one sense, inaccurate in that it connotes a smoothness of movement that
does not always exist in the military. However, it signifies a channel for
mobility toward an objective rather than a stationary concept of fixed storage.

b. Along a military route with reservoirs and carriers (ship, motor

vehicle, and planes) loaded with cargo constitute the logistics pipeline.
Interpreted in a broader sense, the word pipeline may even include all depots
nationwide.

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c. The pipeline is both physical (with storage locations and

transportation facilities) and administrative (requiring processing of
documents). The physical structure of the pipeline makes possible the flow of
materiel through the military distribution system from the point of receipt, from
procurement of productions, to the point of final use.

13. Policies of Distribution Management

a. Supply organizations must be sufficiently mobile to ensure

continuity of support regardless of the speed with which the supported units
are moving or the intensity of combat. The rapid movement of combat troops
to achieve surprise or to concentrate power can only be effective if troops
have sufficient supplies to achieve and hold their objectives. The capability of
mobile and responsive support is the product of careful planning and
disciplined training. Supporting units are frequently in static positions.

b. In order to develop and maintain a capability for mobile support,

combat service support units must be trained to operate with minimum
inventories. The key to success in this objective lies in substituting responsive
distribution for stockage. Among the techniques under continuing
development is to increase the responsiveness of the supply action through
improved visibility on demand-accelerated procurements, together with
improved distribution means.

c. The tactical and physical environments in which combat service

support operations are performed are important considerations in the analysis
of the materiel distribution system. The physical environment includes the
configuration and condition of the terrain, the weather, and the influence of the
economic and technological development of the people in the area of
operations.

d. The conflict in Mindanao for the past several years has put to
test the effectiveness and versatility of the Army's logistics system. The
lessons learned from this experience emphasize the need for fast, flexible,
and when necessary, sustainable logistics to tactical units engaging the
enemy.

14. Distribution Planning for Major Items

a. Distribution of planning for major items of equipment has three

major objectives. The first is to achieve and maintain effective and economical
distribution and redistribution of Army materiel. The second is to have
available approved distribution plan for each combat-essential item before it is
received by the supply system and for each unit with insufficient assets to
meet current needs of the peacetime force structure so that distribution is
accomplished within established priorities.

b. Distribution plans are developed from assigned missions and

level of equipage. These are used to determine the logistics capability to
support unit actions, to allocate items in short supply, and to direct distribution

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and redistribution of assets from lower priority claimants to those of higher

priority. These plans are also used for the initial distribution of newly adopted
and modernized equipment and weapon systems.

c. The capability of equipment and weapon systems to continue to

function properly in sustained operations largely depends on the immediate
availability of repair parts, special tools, test equipment, maintenance
literature, calibration standard equipment and materials. Since requirements
for maintenance begin with the delivery of new items of equipment, immediate
availability of required repair parts and support items can be only assured
through prior distribution of these items to support units.

15. Principles of Stock Control System

a. The concept of the Army Field Stock Control System

emphasizes the use of the demand data as the basis for stockage. Each
supply echelon in the field is restricted to stock items which are requisitioned
in a specified number of times during a 6 to 12 month period. Items meeting
the criteria are placed on the authorized stockage list of the supply activity.

b. The economic inventory policy is incorporated in the Army Stock

Control System in order to make supply control activities more economical.
The basic elements of economic inventory policy include an economic
stockage principle governing the selection of items for the stockage list and an
economic order principle which, together with the operating level, determine
the total depth of stockage for any items.

c. Those activities not covered in the inventory policy normally use

the demand criteria of six (6) demands per year to add an item to the ASL,
and three (3) demands per year to retain an item on the ASL.

16. Inventory Level

a. The distribution system must adapt readily to changing

situations. It should be simple, reliable, and responsive. Each commander
with a combat service support function should control only the supplies
necessary to accomplish the mission. The list of items stocked is based on
the frequency of demand or item essential. Therefore, low mortality items may
be frequently not stocked even though the failure of such items may place on
a deadline status a combat essential item of equipment.

b. A discussion of the terms most frequently used in the

management of supplies will serve to illustrate and summarize concepts
discussed in this chapter. These terms are:

1) Level of Supply. A general supply term used to plan and

control supply operations. The level of supply operations is the quantity of
materiel authorized or directed to be held in anticipation of future demands.
The level may be expressed per one day of supply or in quantity per item.

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2) Requisitioning Objective. The maximum quantity of

materiel authorized to be on hand and in order to sustain certain 'operations.
The requisitioning objective consists of the sum of the stocks at the operating
level and the order and shipping time (or procurement lead-time).

3) Operating Level. The quantity of materiel required to

sustain operation in the interval between requisitions or between the arrivals
of successive shipment.

4) Safety Level. The quantity of materiel in addition to the

operating level required to be on hand to permit continuous operations where
there is minor interruption in the demand.

5) Order and Shipping Time. The elapsed time between the

planning of an order for stock and a receipt of stock.

6) Stockage Objective. The maximum quantity of material

authorized to be on hand to sustain the current operations and to meet
unforeseen requirements. The stockage objective consists of the sum of the
stocks represented by the operating level and the safety level.

7) Reorder Point. The point in time when a stock

replenishment requisition should be submitted to maintain the stockage
objective. The sum of the safety level of supply plus the level for order and
shipping time equals the reorder point.

8) Day of Supply. The unit or quantity of supplies adopted

as a standard measurement used to estimate the average daily expenditure of
supplies under stated conditions. A day of supply is estimated, when feasible,
by dividing supplies consumed over the previous 12 months by 360.

9) Due-in. The portion of stock requisitioned which is not

immediately available for supply and which is not referred to as secondary
source of supply action, but is recorded as a commitment for future issue.

10) Reserves. Supplies accumulated in excess of the

requisitioning objective and authorized to be retained for specific purpose; i.e.,
contingencies and mobilization stocks.

17. Materials Handling

a. Materials handling involves the movement of materials and

supplies from one place of operation to another without affecting their value
and without performing any productive operation. The principles of materials
handling require that:

1) Packing techniques such as palletization and

containerization must be standardized and coordinated with the design and

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procurement of materials handling equipment so that equipment at storage

location can handle all supplies delivered;

2) The flow patterns of movement of supplies should be

designed and periodically re-evaluated to allow for maximum utilization of
materials handling equipment. Idle equipment is often an indication of
inefficient flow patterns. One of the basic objectives of materials handling is to
organize handling so that the number and distances of moves are minimized;

3) Materials handling must be planned and organized so

that the most efficient piece of equipment is available for each moving or
stocking operation. For example, a forklift may be appropriate to move pallets
between short distances; and

4) Advance planning of materials, methods and equipment

is performed concurrently with other planning activities and undertakings.
Some factors requiring advance planning include the need for protection
against weather and breakage, the possibility of using unutilized loads, and
combining materials handling methods. Safety is always a prime planning
consideration.

b. The use of physical labor in the handling of materials in storage

must be kept to a minimum. While a certain amount of troop labor is
necessary, this labor is by no means free. In fact, the long-term cost to the
Army using troops for labor makes it imperative for logistics managers to
exhaust other alternatives before turning to troop labor.

18. Maintenance of Supplies in Storage

a. Maintenance of supplies in storage is an equally important

responsibility of storage personnel. The program is concerned with
determining through a systematic control procedure, the type of storage suited
to the item, the methods of inspecting the stocks condition, and the
application of all required preservation, packaging and marking to ensure that
the item is maintained in ready-for-use condition. Serviceable and
economically repairable supplies and equipment shall be stored in a
warehouse if space is available. When warehouse space is unavailable, items
may be placed in shed storage, and as a last priority, in open storage.

b. Moder storage aids (platforms, pallets, bin storage and materials

handling equipment) should be employed to maximize storage space. All
supplies shall be properly identified, classified by condition code, and properly
marked for storage.

c. All supplies and equipment entering the Army supply system

must be afforded the degree of preservation and packaging required to
prevent deterioration and damage during shipment, handling, and storage.

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19. The Flow Requisition

a. The operation of the distribution system is normally initiated by

the submission of request by using units or supply units. The Centralized
Logistics Data Bank Inventory

b. Management Control (CLDB-IMC) system utilizes the single line

document for Expenditure and Receipts (SLIDER) as the standard form to be
used for all types of supply transactions.

c. Requisitions usually move back and forth through the

distribution system from the direct support unit toward the highest
inventory control points in the Army.

20. Packaging and Containerization

a. The cost of packaging and containerization sometimes exceeds

the cost of the material enclosed. Packaging, however, serves a number of
purposes. It preserves various conditions of storage, facilitates shipping and
handling, and consolidates items to be used for the same purpose or by the
same customer.

b. Materiel in the logistics system may be transported by any mode

or combination of modes - land, air or water. Because of rugged handling, it is
necessary to insure the use of the latest packaging techniques and materials.
Military levels of protection are described in terms of the performance
expected of the package or packs, and they must be translated into technical
or design requirements for individual item or categories of items. The following
levels of protection apply equally to preservation, packaging and packing:

1) Level A - Maximum military protection. The degree

required for protection against the most severe conditions possible during
shipment, handling and storage.

2) Level B - Minimum military protection. The degree

required for protection under known favorable conditions during
shipment, handling and storage.

3) Commercial Packaging - The degree of protection

normally provided by commercial supplier to their commercial customer for
retail distribution.

c. The selection of appropriate levels of protection depends upon

the conditions expected to be encountered during shipment, handling and
storage.

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21. Control Over Stocks In-Transit

a. Transportation procedures for supplies use the standard punch

card to request transportation and control movements. This card is prepared
by the shipment transportation officer at the, time the shipper begins to pick
and pack stocks for issuance. The transportation control number used on the
card includes the Document Identification Number.

b. To trace shipments and to measure the efficiency of

requisitioning and distribution operations, the Army has established the
Supply and Transportation Evaluation System to report delays, estimated time
of departure and arrival, and diversion of shipment.

c. The basic movement and control document is the Transportation

Control Movement Document. This also serves as a terminal handling
document, cargo manifest, and tracing document.

Section 3-11 Storage Management

22. General. There should be a unit that will provide systematic holding
and keeping of supplies for future use and ready for issue condition.

23. Objectives

a. Full use of space - every available foot of storage space should

be put to use, vertically and horizontally.

b. Saving time and labor - heavy and unexpected shipments can

be made by fewer men in less time when supplies are properly stored.
Shortage of workers and time make every man and every minute valuable.
Both workers and time must be used effectively.

c. Ready accessibility of stock supply - supplies must be stored so

that they may be selected easily and shipped with a minimum effort and cost.
The location of each item must be readily accessible. Factors to be
considered in relation to accessibility are the location of doors, aisles and
rows and the direction of storage of the supplies.

d. Maximum protection - supplies must be stored where they are

protected from pilferage, the elements, fire, extremes in temperature, odors
and lights.

24. Concept of Operation. All supplies shall be properly identified,

classified by condition code and properly marked for storage. Use available
storage aids to maximize storage space and facilitate issuance of supplies.

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a. Stock Location.

1) One uniform stock location system will be established

and used by the Army supply installations and storage depots. This system
will provide a centralized stock locator file to the maximum extent practicable.
Stock location system will make optimum use of manual and automated data
processing equipment.

2) Planning for storage locations for classified, sensitive

and/or pilferable items will be given careful study and shall be properly
coordinated with cognizant office/s to ensure the security and safety of stocks
while in storage.

3) Stock location system shall pinpoint an exact storage

location in a simple and easily understood manner to military training
requirements of involved personnel; to assist in the timely and accurate
storage and to provide a base for the optimum utilization of available space.

4) Standard locator system shall involve the use of a piano

graph on which the actual layout plan for each storage structure will be
drawn.

5) Storage shall be planned prior to the actual start of

storing operation to assure that the floor and cubic capacity of the warehouse
will be utilized to the greatest extent possible.

6) Standard locator system shall provide for the

identification of each storage area and every warehouse. Likewise, it shall
also provide for the layout of each section or subdivision of each warehouse
and storage unit to permit quick identification of each location.

7) Major factors to be considered in planning the layout

storage such as similarity, popularity, size, movement frequency and
characteristics of material shall be uniform throughout the Army supply
installations.

Section 3-12 Disposal System

25. General. There must be units to undertake systematic and timely

disposal of unserviceable equipment, obsolete and/or excess properties of the
Army.

26. Objectives

a. Property disposal is last phase in the supply management cycle

where the other phases consist of procurement, utilization and maintenance.
Disposal occurs when a piece of equipment or property can no longer provide

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efficient service or, though still working, has been rendered useless due to
obsolescence.

b. Disposal proceedings should be immediately initiated to avoid

further deterioration of the property and consequent depreciation in its value.
A systematic and timely disposal will yield benefits in terms of a higher
appraised value and vacated storage areas.

c. To facilitate the disposal of the increasing quantity of

unserviceable equipment and property, the heads of the various
departments/agencies have been authorized to dispose of such equipment
and property. Together with such authorization, a uniform procedure of
government property disposal is prescribed.

d. To serve as a guide to agencies by providing informative and

prescriptive materials or legal provisions, responsibilities, procedures,
conditions and requirements concerning disposal actions.

27. Legal Basis. Disposal activities are governed primarily by Executive

Order No. 888 dated 18 March 1983 which stipulates among others:

a. The authority of the secretaries and heads of

Departments/Agencies to dispose of their respective unserviceable equipment
and disposable property.

b. The creation of a disposal committee in each Department,

Bureau, office or Agency to be composed of a senior official with function not
lower than the level of an Assistant Secretary for a department and Assistant
Director for a bureau/agency or Department Manager for GOCC, and
members from property unit (Head of the Department administration services
or head of agency's administration division, or head of the GOCC's equivalent
organizational unit).

c. Museum materials acquired and preserved solely for exhibition,

antique property and works of art, which shall be referred to the National
Museum for the determination of its disposition and appraisal value.

d. Documents submitted for copyright, in coordination with the

National Library.

e. Models submitted in connection with application for patents, in

accordance with the Bureau of Patents, Trademarks and Technology
Transfer.

f. Real property, which shall be governed by the DBM-DENR-

DPWH Joint Circular No. 1 dated 30 September 1989. Disposal of real
property shall be done in coordination with the Department of Environment
and Natural Resources.

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g. Records, which shall be governed by the DECS, Department

Order No. 13-A dated 03 February 1988.

28. Definition of Terms. The following terms, which are used to refer to
disposable government property, are defined as follows:

a. Abandoned Property - any personal property in the possession

of any government agency, and without a known owner.

b. Beyond Economical Repair - when the cost of repair and

maintenance becomes prohibited and disadvantageous to the government
considering such factors as:

1) Maintenance expenses

2) Downtime

3) Replacement cots of spare parts

4) Frequency

5) Alternative modes such as rental of equipment or outright

replacement

c. Economically Repairable - that which can be rehabilitated at a

cost economical to the agency.

d. Equipment - any property other than land, structures and fixed

facilities, having a useful life greater than one year, the cost of which amounts
to PI,500.00 or more (per COA Circular - 86-200B) and which, when used,
does not offer any material or substantial change or alteration in size or form.

e. Excess Property - that is beyond the requirement of the owning

agency but may still be needed by some other government agencies.

f. Expandable Property - that which is acquired by summary

process or by order of the court pursuant to any law in the Philippines.

g. Materials - are expendable commodities used by the

government in the process of manufacture or construction, including parts or
remnants from destroyed or damaged fixed assets.

h. Non-Expendable Property - that which cannot be consumed

spent or used up, such as an equipment.

i. Obsolete Property - that which has lost its efficacy either due to
technological advancement, change of procedures, reorganization of office or
completion of project.

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j. Scrap/Junk- fragments of discarded materials that have no value

except for their basic material contents, and which cannot be reprocessed and
reused in the operations of other government properties.

k. Supplies - are expendable commodities which are normally

consumed within a year in connection with government operations.

l. Surplus Property - excess personal property no longer needed

by the government.

m. Unserviceable Property - that which is beyond repair and has no

more utilization potential.

29. Disposal Activities/Processes

a. Creation of the Disposal Committee

1) Organization. The creation of a Disposal Committee in

each department and agency is provided in E.O. 888 on the other hand, E.O.
285 stipulated the reconstitution of the Disposal Committee as follows:

Owning Department or Agency Chairman

Commission on Audit Member
Department of Budget & Mgmt Member

The Regional Disposal Committee is organized in the

same manner, with representatives from the following:

Regional Office of Owning Dept/ Agency Chairman

DBM Regional Office Member
COA Regional Officer Member

2) Functions

(a) Disposal Committee and the Regional Disposal

Committee. The functions of the Disposal Committee and the Regional
Disposal Committees as provided in E.O. 888 are the following:

(1) Inspect or authorize the

department's/agency's field offices to inspect the unserviceable equipment
and property to verify justification for disposal.

(2) Set the final appraised value of all

disposable property considering obsolescence, market demand, physical
condition and result of previous bidding for similar property.

(3) Recommend to the head of the Department!

Agency the approval of the manner of disposal.

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(4) Conduct public bidding for the sale of

disposable property on an "as is, where is" basis and to recommend
corresponding award.

(5) Recommendations of Disposal Committees

in the regions and in agencies attached to certain Departments shall be
subject to the final approval of the head of the Department concerned.

(b) Chairman and Members of the Committee

(1) The Disposal Committee Chairman calls for

the meeting of the Committee and initiates the activities in the disposal
process. In cases of conflicts or differences, the Chairman shall make the final
decision to which recommendations shall be submitted to the head of the
Department Agency for approval.

(2) The members are clothed with the authority

to make decisions in behalf of their respective offices during the various
committee deliberations. The members are expected to undertake inspection,
appraisal, and valuation activities as a group or individually, and participate in
the bidding and awarding activities.

3) Secretarial Services. A Secretarial and technical staff to

be manned from existing personnel of the agency shall be formed to handle
all the committee's technical and administrative matters, as well as the
safekeeping and systematic filing of Committee documents and records.

4) Designation of the DBM Representative. The DBM

representative to the Disposal Committee shall be designated by an
authorized DBM official upon submission by the agency of a letter requesting
such designation.

b. Determination of Disposable Property. Any or all the following

conditions shall constitute disposable property:

1) Property which can no longer be repaired or

reconditioned.

2) Property whose maintenance cost/costs of repair more

than outweighs the benefits and services that will be derived from its
continued use.

3) Property that has become obsolete or outmoded because

of changes in technology.

4) Serviceable property that has been rendered

unnecessary due to change in the agency's functions or mandate.

5) Materials and spare parts that were procured in excess of

requirements.

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6) Materials that have become dangerous to use because

use of which has been determined to be hazardous.

c. Submission of Documents Pertaining to Disposable Property.

Accountable officials in possession of unserviceable properties shall submit to
the Disposal Committee, through their respective heads of offices, the
following accomplished forms, as appropriate:

1) Inventory and Inspection Report (I & I Report, otherwise

known as General Form No. 17-A). This form covers semi-expandable
material and equipment and nonexpendable supplies, and should be
accompanied by any of the following as the case may be;

2) Individual survey report duly certified by the Supply

Officer and Head of Agency;

3) List of missing spare parts, duly certified by the Supply

Officer and Head of Agency;

4) Stencils of chassis and engine numbers of motor

vehicles;

5) Current photographs in two (2) positions;

6) Report of Waste Materials (RWM, otherwise known as

General Form No. 62-A) - This form covers expendable materials, supplies
and consumables, including spare parts, empty containers, remnants from
destroyed or damaged fixed assets; and

7) Invoice Receipts of Property - (IRP, otherwise known as

General Form No. 30-A) - This covers government' property transferred from
another agency which property has become unserviceable and duly
recommended for disposal by the Head of the Agency.

d. Inspection. The objective of inspection is aimed at obtaining a

first-hand observation of the physical and operational condition of the property
and its marketability or ability to attract prospective buyers. The conduct of
ocular inspection may be done separately by each member of the Disposal
Committee or as group, where practicable. In the conduct of such inspection,
the following activities shall be performed, where applicable:

1) Verify stated serial number, motor number, property

number, and other specification necessary for establishing correct
identification of the property.

2) Determine the physical condition/general appearance of

the property relative to:

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(a) The equipment being operational, economically

repairable or beyond repair;

(b) The availability of spare parts and the general

obsolescence of the equipment; and,

(c) The quality, degree and extent of maintenance and

repair done on equipment.

3) In cases where the equipment is declared to be junk, the

total estimated weight per lot should be determined to form as basis of the
appraised value. The cost per unit of the properties/supplies inspected will
depend on the kind of materials appraised.

e. Modes of Disposal. The Disposal Committee shall recommend

to the head of the agency the proper mode of disposal. Property may be
disposed in any of the following modes, as appropriate and deemed most
advantageous to the government.

1) Condemnation/Destruction of Property. Valueless,

unusable or hazardous property may be condemned and destroyed by
pounding, burning, breaking, shredding, throwing or any other method by
which the property is disposed of beyond economic recovery. Destruction
shall be made in the presence of the Disposal Committee.

2) Transfer of Property. Upon the initiative of the owning

agency or upon the submission of request to the owning agency, property
recommended for disposal may be transferred to another government agency.
Transfer shall be done either with or without cost. Cost in this case refers to
payment based on the appraised value of the property. In effecting the
transfer of property, the Invoice Receipt of Property (IRP or General Form No.
30-A) must be prepared by the owning agency and transmitted together with
the property to the recipient or requesting agency.

3) Barter. Barter is a modified form of transfer of property

wherein an agency transfers property to another government agency in
exchange for another piece of property. The value of the property being
transferred mayor may not be equivalent to property being received.

4) Donation of Property. Property recommended for disposal

may be donated to charitable, scientific, educational or cultural associations
on exceptional and meritorious cases with the approval of the Commission on
Audit and Department of Budget and Management.

5) Sale of Property. The following guidelines shall apply to

all disposal activities of unserviceable equipment and supplies Army-wide.
However, before actual disposal activity is undertaken, the requisite to
dispose unserviceable equipment and supplies shall be obtained from DND in
accordance with rules and regulations. The implementing contract and allied

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documents relative to the disposal shall likewise be submitted to DND for

approval.

(a) The disposal of unserviceable government

equipment and scrap by the Army shall be through public auction, instead of
public bidding, subject to applicable rules as regulations as provided for in
COA Circular No. 89-296 dated 27 January 89 and other pertinent laws.

(b) The announcement of public auction shall be given

the widest publicity and notification so as to attract the greatest number of
interested parties. There shall be a sufficient time interval between publication
and the date of the auction. Interested parties shall be afforded the
opportunity to inspect the property or assets to be disposed.

(c) The appraised value as determined by the

Disposal Committee shall be used as the minimum bid price.

(d) The proceeds of the disposition/sale of said

unserviceable properties shall form part of the AFP Modernization Act
Trust Fund pursuant to RA # 7898.

f. Dropping from Books of Accounts. Upon disposal of property,

the pertinent portions of the Inventory & Inspection Report, Report of Waste
Materials or Invoice Receipt for Property, whichever is applicable shall be
accomplished. These reports shall be the bases for dropping the property
from the book of account and for taking up the proceeds from sale of property.

g. Guidelines/Procedures in the Sale of Property. The following are

the pre-bidding requirements:

1) Preparation of the Invitation to Bid (ITB). The ITB is

prepared by the owning agency and signed by the agency head or any
authorized official.

2) Publication of the ITB. The ITB must be published in a

newspaper of general circulation if the cost of such publication does not
exceed 50% of the value of the property. Otherwise, copies of the ITB in
conspicuous public places in the area where the property is located or where
the bidding will be conducted may be availed of as substitute for publication.
Mail or personal delivery to prospective bidders may also be means to send
copies of the ITB.

3) Schedule of Auction - public auction shall be scheduled

on a date not less than seven (7) working days from date of
issuance/publication/posting of the ITB.

h. Who may participate in Public Auction. Any person, partnership

or corporation complying with prescribed rules and regulations may participate
in the sale by public bidding.

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i. Bid Bond

1) Bid bond per item/lot, as the case may be, which shall
accompany the bid tender, or is presented at the time of the opening of bids,
shall be required from each bidder and should at least be 10% of the
minimum bid price set by the government.

2) Bid bonds should be in the form of cash, manager's

check or cashier's check acquired from a reputable bank within the area
where the bidding is to be held.

j. Unsuccessful Auction. If the sale through public auction is

unsuccessful, are-bidding shall be scheduled. Bidding may be declared
unsuccessful in any of the following cases:

1) There is no bidder during the auction.

2) When bids received are lower than the appraised value.

3) In case of failure of the second bidding, the Disposal

Committee may dispose of the property through negotiation.

k. Negotiated Sale. In case the second bidding fails, the property

may be sold through private or negotiated sale. Negotiation within one month
from the date of the second bidding shall be done with the bidders of the first
and/or second failed bidding and other prospective bidders at a price not
lower than 80% of the appraised value. Bid bonds shall be required from all
participants in the negotiation.

l. Payment. Upon determination of the awardees, the bid bond

shall be considered as partial payment, and the difference between such
payment and offered bid price shall be paid in the form of cash, cashier's
check or manager's check of a reputable bank within five (5) working days
from the date of the notice of award.

The property officer of the owning agency shall accomplish tally-

out sheets as evidence of actual delivery. Claims shall be made only during
official government working hours. Claims shall be made within the period
fixed by the Disposal Committee, but not more than 30 days after awarding.
Failure on the part of the awardees to claim the property within the stipulated
period shall have the effect of the cancellation of the award/contract.

m. Taxes, Customs, Duties, Cost or Charges. The buyer of

disposable property shall pay, in addition to the purchase prices, any taxes,
custom duties, cost or charges of any kind or nature whatsoever levied, or to
be levied in connection with the sale of property. All expenses incidental to the
withdrawal of the property shall be borne by the awardees.

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Figure 3-2 Disposal Flowchart

Section 3-13 72-100 Reimbursement Fund Operations

30. General. There shall be a Philippine Army 72-100 Reimbursable Fund

Operation that shall provide supplies and materials to the Army customer
units and/or offices utilizing the reimbursable fund ceiling created and fixed by
the President upon the recommendation of the Commission on Audit and
DND. It shall be independent from appropriations in order to "bridge" the gap
between the immediate availability of needed items to Army units pending
approval of appropriations.

31. Broad Objectives

a. Procurement of supplies and materials using 72-100 RF shall be

made for warehousing within the quantities authorized for storing or
warehousing/resale in the different supply echelons as determined by the RF
administrator and reviewed/indorsed by the Commodity Managers. This
stockade shall include the requirement for mobilization.

b. Procurement of military equipment for issue to troops, units and

installations using 72-100 funds shall be made only of actual requirements
that are included in the approved Equipment Procurement Program.
Whenever feasible, direct funding from appropriations will be made on
equipment procurement.

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c. Requirement planning and programming for equipment to be

procured under RF shall be made by the Project Administrators of
appropriated funds reviewed and recommended by the Commodity Managers
and by the CG, PA through ACS for Logistics, and approved by CSAFP in a
final document known as the Annual Procurement Program for Equipment.
The RF Administrator shall be furnished copies of the approved Procurement
Program for Equipment.

d. Requirement planning and programming for expendable and

semi-expendable supplies and materials (as distinguished from equipment)
shall be based on the requirements submitted by customer units and refined
by the demand data from customer units as compiled by the RF Administrator.
These requirements shall be submitted to and consolidated by ASCOM into a
document known as the Annual Procurement for supplies and materials and
submitted to the CG, PA (Attn: ACS for Log, G4) through the Commodity
Managers for approval.

e. The Procurement of 72-100 supplies shall be in accordance with

existing laws, rules and regulations and policies of DND and the GHQ, AFP
on procurement.

f. Actual procurement of supplies in the Army shall be in

accordance with priorities, as recommended by the. RF Administrator,
reviewed and indorsed by the Commodity Managers and approved by the CG,
P A (Attn: ACS for Log, G4)) in the form of Procurement Directive.

g. All 72-100 stocks (supplies, materials and equipment) shall be

issued only after a duly approved and funded RlV is submitted. If the items
are controlled items, they, shall be issued only pursuant to a directive from
CG, PA to be initiated by the Commodity Manager.

h. The orders of priorities in the resale/distribution of 72-1 00

supplies are the following:

1) First Priority - supplies needed to fill-up submitted

requisition of customer units.

2) Second Priority - authorized warehousing at FSSUs.

3) Third Priority - authorized warehousing at Supply Bn,

ASCOM.

32. Concept of Organization. The 72-100 RF shall be composed of

Admin Branch, Budget and Accounting Branch, Merchandising Branch and
Warehousing Branch. A similar operation shall be organized under the
different Forward Service Support Units of ASCOM deployed all over the
country to cater to the different Army field units.

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33. Concept of Operation. The operational activities of 72-100 RF shall

involve procurement, warehousing, issuance, billing and collection and
clearing/replenishment. It shall be supervised and managed by the RF
Administrator and RF Manager, respectively.

The financial operation shall be within the prescribed ceiling as

determined by the Chief-of-Staff, AFP which ceiling is broken down into four
categories, namely: Stock-on-Hand, Items-in-Transit, Clearing/Replenishment
and Fund Ceiling Available.

Section 3-14 Quality Assurance

34. General. The Army is a service support provider to its operating units.
The Army does not manufacture but it purchases the materiel needed in the
accomplishment of its given mission. As service provider, user and purchaser
of defense material, quality is paramount in all aspects of these activities.

35. Quality Assurance. This means providing the Army operating units
with what exactly is needed in the conduct of their operations and providing
the units with efficient support services. It is the implementation of
documented controls at vital stages of the Army's logistics system to ensure
the fulfillment of customer units' exact requirements. Quality Assurance must
not be confused with quality control. Quality Control refers to the quality of the
product or service the Army provides. Quality Assurance is the system of
documented controls within the different supply and service support activities
that never lets the customer units down. In other words, quality assurance
minimizes the opportunities for errors which can be costly for both the
government and the Army through loss of money, or for the Army and the
supplier through loss of goodwill.

a. Loss of money and goods can occur in a number of ways:

b. Late, incorrect and short deliveries which can adversely affect

customer units' tasks and missions.

c. Failure to address and correct problems quickly and efficiently.

d. Accepting deliveries that cannot be completed on time and not

within the exact specification.

e. Designating inexperienced personnel in a particular task or

assignment which can lead to customer units complaints.

f. Lack of documented internal controls which can affect the

quality of service support provided to customer units.

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Quality Assurance, therefore, introduces sound working procedures

that make sense in acquiring defense materiel and will increase the operating
efficiency of virtually every supply support activity.

36. Quality Assurance Outlook. It is recognized that modem concepts of

quality management that facilitate continuous improvement of processes and
product are gradually being adopted throughout the industry, including
defense-related companies, and other government organizations. The
management of quality is applicable to all functions and levels of the Army
Logistics Organization. Quality management also balances control, assurance
and improvement of quality. The commitment and participation at all levels of
management in quality improvement is essential to success in reducing costs
and improving quality and productivity.

37. Quality Assurance Policy. The strategic planners of the Army

Logistics Organization are responsible for establishing policies for quality and
customer satisfaction. Successful implementation of these policies is
dependent upon management's commitment to the development and effective
operation of a quality management system. Quality management is a shared
responsibility among all levels of management but must be fully endorsed and
driven by top management. Management should develop and document
quality policies and should ensure that these are promulgated, understood,
implemented and maintained.

38. Quality Assurance Responsibilities. Since quality is everyone's

business, the responsibilities should not be split and allocated exclusively to
any of the following major participants:

a. The Office of the Assistant Chief of Staff for Logistics, G4 shall

establish the objectives and requirements for quality, the application of quality
system, and quality improvement activities to increase the effectiveness and
efficiency of processes. Said office shall conceptualize a quality management
that would address fundamental causes of inefficiency and waste and aim at
increasing the satisfaction of customers, both within and outside the
organization. The Office shall likewise have the capability to conduct quality
audit to all levels of Army's Logistics Organization. Quality Audit is a method
and a tool that will check the organizational performance in the conduct of
supply and service support activities, whether they are conforming or non-
conforming with the set of standards, rules, regulations and procedures.

b. The Commodity Managers shall formulate, develop, update and

publish specifications of supplies, material and equipment being used by the
Army. The only way the Army can protect the quality of the item is through
publication of specifications. Specifications can be categorized into three (3),
i.e.: technical specifications, users' preference and specifications, and
accepted brand. These established specifically shall be the bases of
inspection and acceptance activities. Likewise, commodity managers shall

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pass the necessary feedback to the contractor on the quality of the product-in-
service.

c. Research and Development Center (RDC) of the Army shall be

responsible in the test and evaluation of the items purchased or to be
purchased by the Army. This unit shall see to it that proper sampling and
testing procedures are followed, and render unbiased conclusion on the basis
of technical results and findings.

d. The Army Procuring Units shall be responsible for translating'

the Army supply requirements into appropriate technical requirements and
preparing contracts which allow sufficient freedom and incentives for the
designer, manufacturer, supplier or contractor.

e. The Contractor is responsible for designing and/or producing, or

having a subcontractor design or produces a product which conforms to the
contract requirements. The contractor provides to the purchaser, proof and
confidence that the risk was managed. The contractor also ensures that all
required corrective actions are taken to prevent and remedy failures. In other
words, the contractor provides evidence of control of the product's quality.

All of these participants in the Army quality assurance program must

develop a smooth interface so as to communicate, exchange and share
information on the extent to which quality is actually achieved. The whole
program would suffer from any weakness in the interface.

39. Quality Assurance in Procurement. In the procurement of defense

materiel, the contractor is responsible for carrying out the obligations set forth
in the terms and conditions of the contract and in the applicable specifications.
These include the responsibility for controlling product quality, and for offering
for acceptance of the purchaser a product that conforms to contract
requirements.

In order to achieve maximum effectiveness, the contractor must

recognize international practices and maintain a system of quality
management. The system must include planning, control, inspection and
assurance activities, each appropriate to the product being offered.
Consequently, the Army expects the contractor to use all the necessary
elements of the quality system applicable to the specific product.

40. Quality Assurance Implementation in the Army. Defense weapon

systems are critical for the Army's defense capability. To ensure their quality,
the Army must be able to oversee their design and production by contractors
in order to gain confidence in the resultant weapon systems.

In doing this, the Army does not assume the contractors'

responsibilities for designing, producing and delivering quality products.

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In order to gain confidence in the quality of product to be purchased,

the Army requires as much as possible all defense contractors to be certified
by the International Organization for standardization (ISO 9000). Their
products must also bear the "Seal of Excellence" or "Proudly Made Philippine
Products" as granted by the Bureau of Product Standards of the Department
of Trade and Industry to all companies/manufacturers that passed the
Philippine National Standard Criteria.

Section 3-15 Property Responsibility and Accountability

41. General. Property assets are indispensable in any organization. Hence

control in their responsibility in handling when used, and proper care during
storage must be ensured to optimize their utilization.

Property refers generally to anything that the Army owns. Property is

classified into two (2) main groups, namely:

a. Real Property includes lands and interest thereon, e.g. buildings

and facilities. Real property is primarily an Engineer responsibility.

b. Supplies. This was thoroughly discussed in Section 3.1 as to its

nature and as to its source.

42. Responsibility. Every officer, enlisted personnel and civilian employee

of the Army has the obligation as to the proper use, custody and safekeeping
of supply entrusted to his possession or under his supervision.

43. Types of Responsibility

a. Command Responsibility. Obligation imposed by law, order or

regulation of higher authority on the Unit Commander of any major unit or
activity of the Army to ensure, that all government properties under his
command are provided with the proper use, care and maintenance. It is part
of the command responsibility of the unit commander to further ensure that
any personnel with property accountability and/or responsibility is properly
cleared of such accountability and/or responsibility before he is relieved from
the command or unit. The burden of command responsibility falls directly
upon the commander. He inherits the command, and such responsibility is
legally binding being as well directed by higher authority in accordance with
the law; and normally binding that the trust and confidence granted to him by
government are implicit in his commission.

b. Direct Responsibility. Applies to any officer, enlisted personnel,

or civilian employee to whom government supply has been entrusted. An
individual with direct responsibility for Army property is charged with the

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proper care and safekeeping of the property, whether it is in his personal

possession, in use, or in storage. The signature of an individual on the receipt
of a property is prima facie evidence that the individual has accepted the
custody, care and safekeeping of the property. The assignment or designation
to duty, such as command of a unit to which responsibility is inherent, is also
prima facie evidence that the individual so assigned or designated is charged
with responsibility for the unit's property.

44. Categories of Direct Responsibility. Direct Responsibility is further

divided into two (2) categories, as follows:

a. Personal Responsibility. It is the relationship between an

individual and the property issued or otherwise acquired or converted
to his exclusive use, with or without receipt.

b. Supervisory Responsibility. It applies to an individual entrusted

with the care and preservation of property in a storage or supply area, or to a
unit commander with respect to the property of his command.

45. Accountability. Is defined as that obligation imposed by law, order, or

regulation of higher authority on Commanding Officers, the officially
designated Property Accountable Officers and Responsible Supply Officers of
units of the Army at all level to maintain accurate records of property.

Person primarily and secondarily accountable for government property:

a. The agency head of the government is immediately and

primarily responsible for all government funds and property pertaining to his
agency; and

b. Persons entrusted with the possession or custody of the funds

or property under the agency head shall be immediately responsible to him,
without prejudice to the liability of either party to the government.

The head of the department or office primarily accountable for

government property may require any person under him in possession of the
property or having custody and control thereof to keep such records and
make reports as may be necessary for his own information and protection.

46. Records of Accountability. The following documents are maintained

for accurate records of property:

a. Formal Records of Accountability. These are stock records

which are maintained by Supply Accountable Officers on all units of the Army.
These records shall be subject to examination by audit agencies and/or other
agencies, as may be required or authorized by the DND.

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b. Informal Records of Accountability. These are property books of

accounts which are maintained on all units of the Army. Property books of
accounts are subject to inspection and examination by and through command
channels.

47. General Policy on Responsibility and Accountability. As a matter of

general policy with respect to responsibility and accountability, the burden of
responsibility for government property proceeds from the soldier upward,
whereas, the burden of accountability proceeds from the highest command
downward.

48. Penalties. If and when it is determined by appropriate authorities that

violations of laws, orders or regulation with respect to the protection,
preservation, maintenance and utilization of any or all government property
are due, in whole or in part, to the failure of an individual, who has been given
responsibility or accountability as set forth in paragraphs 3.55 and 3.58, said
individual may be held peculiarly liable, individually or severally with others,
for property losses or damage accruing to the government as a result of such
violations.

49. Liability for Acts Done by the Directions of Superior Officer. No

accountable officers shall be relieved from liability by reason of having acted
under the directions of a superior officer in paying out, applying or disposing
of the funds or property for which he is chargeable, unless prior to the act, he
notified the superior officer in writing of the illegality of the payment,
application or disposition. The officer directing an illegal payment or
disposition of the funds or property shall be primarily liable for the loss, and
the accountable officer who fails to serve the required notice shall be
secondarily liable.

Section 3-16 Property Custodianship

50. General. Accounting and inventory of properties are crucial tools in

determining the reliability of properties under the custody of any accountable
or responsible supply officers in all Army units. Henceforth, undertaking of
physical inventory should be regarded with great importance.

For effective monitoring, accounting and control of Army properties, the

following are prescribed:

a. Army unit commanders are required to undertake a yearly

physical inventory of all equipment and supplies. The inventory report shall be
submitted to major subordinate units for consolidation. Major subordinate
units shall then submit the consolidated Annual Inventory Report of Property
duly witnessed by COA representative to HP A (Attn: ACS for Log, G4) NL T
every 15th day of January of the current year.

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b. Unit commanders shall conduct a running or test inventory any

time during the calendar year for the purpose of ascertaining the correctness
of property records and determining any possible losses due to transfer of
AOR, without the intervention of any COA representative. Any losses that may
be disclosed should be reported at the Office of the COA.

c. All equipment or items donated by other agencies, equipment

procured out of MOE and fund support from other AFP organizations shall be
included in the inventory and must be reflected in their respective book of
accounts as properties-found-in-station.

d. In case of transfer from one accountable officer to another, as in

the case of either the chief of agency or property officer/custodian concerned,
a joint inventory shall be undertaken by the outgoing and incoming officers.
No accountable officer who is transferred, resigned, retired or detailed abroad
for more than six (6) months shall be relieved and cleared from property
accountability, except upon presentation of an absolute receipt from his
successor covering the full value of the property that have been transferred.

e. The annual inventory report shall be certified correct by the

committee in charge, attested by the representative of the auditor concerned
and approved by the major subordinate unit commander.

Section 3-17 Transfer or Relief from Property Accountability and

Responsibility

51. General. The procedural principles in transferring property

accountability and responsibility from outgoing Supply Accountable Officer to
incoming Supply Accountable Officer and between and among Responsible
Supply Officers shall be the same in all levels.

52. Transfer of Accountability under Normal Circumstances. The

transfer of accountability may be due to separation from the service from
whatever cause, transfer of station, or change of duty assignment. Under this
situation, the following documents are used to effect transfer of property
accountability:

a. Use of Certificate of Transfer. The certificate of transfer is

accomplished by the outgoing SAO and when acceptance is made by the
incoming SAO, the transfer of the accounts is complete. The certificate of
transfer shall indicate the last voucher of the outgoing SAO and the starting
voucher of the incoming SAO. The incoming SAO, before acceptance, may
check the accuracy of stock records by the sampling method certification. In

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case of discrepancies beyond the limits adjustable under the Inventory

Adjustment, a second or third sampling may be made.

b. Use of Inventory Adjustment Report (IAR). In case the

discrepancies determined in the sampling method of verification is within
allowable limits for adjustment under IAR, the incoming SAO may accept the
account, but the adjustment required to balance the records is the
responsibility of the outgoing SAO.

c. Distribution of Copies. Certificate of transfer will be made in

quintuplicate distributed as follows:

Original Unit File

One copy - Personal File of the outgoing SAO

One copy- Personal File of the incoming SAO
One copy- Chief, Supply Accountability Office, GHQ, AFP
One copy- Chief, Property Management Office, ASCOM, PA

53. Transfer of Accountability under Abnormal Circumstances. The

transfer of accountability may be due to death, unauthorized absence or
physical or mental incapability of the SAO. Under any of this situation, the
same procedure in paragraph 3.52 will be followed, except that the certificate
of transfer from the outgoing SAO need not be accomplished and that the
certificate of acceptance by the incoming SAO is sufficient. Discrepancies, if
any, that are within the JAR limits will be adjusted by the incoming SAO. Any
shortage or loss attributed to the negligence or misapplication of the
incapacitated SAO shall be charged against him or his estate. However, every
help of the command/unit should be given so that a reasonable action will be
made to clear the account of the outgoing SAO without charge to him or his
estate.

54. Deactivation of a Unit. The following courses of action shall be

undertaken when a unit is deactivated:

a. Inventory of Property. PMO, ASCOM, P A shall immediately

conduct inventory of all properties of the unit to be deactivated.

b. Disposition of Supplies/Equipment. The transfer and disposition

of property accountability shall be made per guidance of CO, PA.

c. Disposition of Records. All records of

accountability/responsibility will be shipped directly to PMO, ASCOM, PA.

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55. Transfer of Property from Responsible Supply Officer to another

Responsible Supply Officer.

a. For Non-Expendable Supplies. All non-expendable supplies

received by the outgoing RSO under an Acknowledgement Receipt for
Equipment (ARE) shall be physically checked, and new sets of AREs will be
prepared for signature of the incoming RSO to the SAO. The AREs covering
the same items of the outgoing RSO shall be returned by the SAO. The unit
should extend every help to the outgoing RSO for losses not yet covered by
any dropping documents.

b. For Expendable Supplies. All expendable supplies shall be

transferred on RIVs to the incoming RSO.

1) Time allowed for Clearance of Supply Officers. Supply

Officers of operating or consumer levels will normally transfer their property
accountability to their successor within thirty (30) days. It is mandatory for the
incoming SAO/RSO to assume and accept accountability or responsibility for
all properties of the unit being transferred to them by the outgoing SAO/RSO.
Otherwise, the incoming SAO/RSO shall be held liable for all losses incurred
after his designation as SAO/RSO of the unit.

2) Both outgoing and incoming SAO/RSO shall devote their

full time transferring and receiving property accountability or responsibility
during the prescribed period.

Any extension of the transfer periods must be justified in writing to the

unit commander concerned. By the end of the period, the outgoing SAO/RSO
must have completed the transfer of all stock records cards and all property
records required, and must have initiated corrective actions on any
deficiencies noted. The incoming SAO shall initiate the preparation of
dropping documents for properties in favor of the outgoing SAO. The unit
commander concerned will issue interim accountability clearance within two
(2) days after the completion of the transfer of property accounts, and final
clearance within two (2) working days after final corrective action has been
made on all deficient documents.

56. Relief from Property Accountability. A Supply Accountable Officer (it

may be also initiated by the Responsible Supply Officer who has the actual
custody of the property) may be relieved of his accountability or responsibility
for the particular items of property thru the following:

a. Inventory and Inspection Report (AGO Form # I7a). This is

applicable to all Republic Supplies at operating and consumer levels and to
Republic Non-expendables only at lower level, which supplies are already
unserviceable as determined by technical inspection, or no longer needed by
the Army. The Inventory and Inspection Report shall be accomplished in five

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(5) copies and submitted to the unit commander of the next higher echelon for
approval.

b. Report of Survey (AGO Form # 15). This is applicable to all

Republic or No republic non-expendable property at all levels of command if
the property is lost, damaged, destroyed through fault, negligence or misuse.
The Report of survey may be used to determine whether or not fault, neglect
or misuse actually occurred. This is also used at the lower level when
Republic non-expendable property is lost, damaged or destroyed.

c. Inventory Adjustment Report (AGO Form # 51-1). This form

may be used in the depot and installation level of accountability only. Because
supplies handled at consumer levels are limited, no adjustments on IAR shall
be allowed. Shortages or losses at the consumer level shall be acted upon on
duly accomplished Report of Survey.

57. Composition of Survey Board. A board of at least three (3) Officers

shall be appointed for losses amounting to One Thousand Pesos (P1, 000.00)
or more. For losses below P1, 000.00 only a surveying officer shall be
appointed.

The delegation of Authority to Create Survey Board and Decide on the

Request for Relief from Property Accountability as prescribed in AFP
Accounting Manual Part II, GHQ Circular dated 04 June 1989 and COA
Memorandum Number 93-820 dated 26 Aug 1993 is as follows:

Authority to Create Approving COA Official

Amount of Property Survey Board Unit Unit Auditor
Commander
Less that Pl,000.00 but
not exceeding P Unit Commander Unit Auditor
50,000.00
P50,000.00 and above
but not more than Division Commander Regional Commander
P100, 000.00
P100, 000.00 above
Major Svc/Area
but not more than Assistant Commissioner
P300,000.00 Commanders
P300, 000.00 above
but not more than Major Service
COA Chairman
P500, 000.00 Above Commander
P500.000.00
Above P500, 000.00 Chief of Staff, AFP COA Chairman

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58. Documents required for Request for Relief from property

Accountability for Lost Property:

a. Immediate Notice of Loss to the auditor within a reasonable time

from the happening of the event including satisfactory explanation in case of
delay in the giving of notice.

b. Request for Relief from Property Accountability which shall be

filed thirty (30) days from the date of the loss.

c. Affidavit executed by SAO stating the following facts:

1) Property lost and its valuation;

2) Actual date in which the loss was first noted;

3) Manner of disappearance;

4) Efforts put forth to recover the same;

5) Provisions made to safeguard the property and;

6) Date when the loss was reported to the auditor and police
authorities.

d. Joint affidavit of two (2) disinterested persons cognizant of the

facts and circumstances about the loss.

e. Final Police Report showing steps taken by the Police

authorities to recover the property lost.

f. Comments and/or recommendation of the agency head.

g. Certification from Police/Fire Chief/Provincial Governor/Mayor or

other competent authority as to the destruction brought by natural calamity
and/or insurgency.

h. Inspection Report on the extent of damage on insured property.

i. Evidence of the immediate issuance of notice of loss of

accountable forms as required under COA Circular #84-233 dated 24 Aug 84.

j. Copy of Memorandum Receipt for property losses.

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Section 3-18 Inventory Management

59. General. There is a need for the Property Management Office to assist
in the proper implementation of policies in the control of government property
towards a more effective and efficient accounting, inventory and management
of all Army assets and properties.

60. Objective. To establish the total assets of the Army in order to bring
the total value of physical inventories against the total value reflected in the
Book of Accounts.

61. Concept of Organization

C, PAO

AC, PAO

PROPERTY
ADMINISTRATIVE EDP GENERAL
ACCOUNTABILITY
SECTION SECTION SUPPORT SECTION
SECTION

Fig 3-3 Organization of the Property Management Office, ASCOM

62. Concept of Operation. Physical inventory is an indispensable

procedure for checking the integrity of property custodianship in the Army. In
all cases, physical inventory of all Army assets taken semi-annually or
annually should be regarded with importance.

Unit commanders are required to take a physical inventory of all the

equipment and supplies belonging to their respective unit for submission to
the COA Resident Auditor and Property Management Office, ASCOM. When
the exigencies of the service permit, the taking of inventory should be given to
a committee composed of two or more personnel designated by the unit
commander. This Committee includes the property officer or custodian,
depending on the extent of property accountability in a particular unit, and a
representative of the COA Resident Auditor as witness.

Any discrepancies or losses that may be disclosed should be reported

to the COA Resident Auditor and the Property Management Office for
appropriate action.

The required inventory shall be certified correct by the committee in

charge thereof, attested by the representative of the Auditor concerned and
approved by the unit commander.

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CHAPTER 4
TRANSPORTATION

Section 4-1 General

Everything that sustains the activities of the logistics system and the
organizations it supports flows through the transportation system.
Transportation services provides by moving an item from an area where it has
little value to one where it is useful. It also creates time utility by insuring that
an item is at a given place when it is needed. The need for efficient
transportation facilities for the movement of personnel and supplies cannot be
overemphasized. Without economical and effective means of transporting
personnel, supplies and equipment, mission accomplishment will be seriously
hampered. Transportation affects virtually every activity in the Army. It is a
service that is provided as part of the combat service support required to
conduct and sustain Army security operations. Transportation factors are
significant with regard to the design of a system for transportability or mobility.
Transportation requirements must be defined and the system must be
designed such that the required transportation and handling activities can be
accomplished both effectively and efficiently.

Section 4-2 Transportation Planning Process

The transportation planning process must be followed regardless of the

type of transportation planning being done. First, determine what must be
moved. Second, determine what transportation resources are available. Third,
balance requirements against resources. Fourth, determine shortfalls and
critical points and apply priorities. Fifth, and most important, coordinate the
plan with all units affected. The transportation planner must determine what
the units need and then attempt to develop a transportation network to satisfy
those needs.

1. Determining Requirements

a. Each requirement to move troops or supplies generates at least

one requirement for transportation. Initial transportation requirements can be
expressed in terms of tonnage, numbers of personnel and distance. In the
later stages of planning, the tonnages become classes of supply or even
distinct items.

b. The transportation planner provides adequate transportation

support for the operation. He estimates total requirements based on the
supplies required to support the forces and distances involved. This estimate
serves as a point of departure. It functions as a general check on whether the
requirements the users submitted are realistic.

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c. Some requirements may be within the capability of transport

organic to the requesting unit. The planner must determine the extent of such
capabilities and urge their use.

2. Determining Resources. Resources are determined by assessing

transportation requirements and considering the types of transportation units
available; the characteristics and capabilities of each mode of transport; the
capabilities of available civilian transport based on a facility survey; the
equipment inspection and agreement negotiated with civilian transportation
operators; and the capabilities of both civil and military transport, based on a
facility survey and equipment inspection.

3. Balancing Requirement and Resources. Balancing requirement and

resources is a process that determines if the transportation capability is
adequate to meet the requirements. It also establishes the work load for each
segment of the transportation service. This is the most time-consuming
portion of the planning process.

a. Providing complete transportation support requires considering

factors other than the necessary operating units. The planner provides for
adequate command and control by organizing units according to their
missions, proposed locations, and area of coverage. He coordinates with
other service planners to make certain their plans include the necessary
capability to support the transportation units. He makes recommendations on
the location of service support units according to their transportation
requirements.

b. A composite statement of total transportation requirements

speeds up the planning process. Each planner selects the format he finds
most usable. One may use a chart listing all requirements showing origin,
destination, required delivery date, weight, quantity and class of supply for
each shipment.

c. The process of establishing work loads for each transport mode

varies according to the phase of the operation. Usually, the plan for the initial
phase should provide sufficient motor transport for all cargo and personnel
movements. Though some priority items will move by air, this quantity will
normally be only a small percentage of the total supplies.

d. Work loads are computed individually for each transport mode

according to the characteristics and capabilities of the operating units of that
mode. The final plan, however, must combine the units and operations of all
modes into a single, integrated transportation system.

e. The planner must be certain to include all types of workloads.

They may include successive, direct and retrograde shipments of some cargo;
documentation for re handling; requirements for re-warehousing;
augmentation of units transportation; assistance to the medical evacuation

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plan; and requirements to support other government and civilian

organizations.

4. Determining Critical Points, Shortfalls and Priorities. Determining

critical points along the proposed transportation system is done early in the
planning process to identify points such as supply facilities, aerial and water
ports, terminal transfer locations, and other points that may create
bottlenecks. Accompanying this critical point determination is analyzing which
alternative plans would alleviate possible bottlenecks. This builds flexibility
into the system. Determining capabilities results in an assessment of the
number of transportation units and their equipment available to support
common-user movement requirements. Included in this assessment is their
equipment available to support common-user movement requirements.
Balancing known or projected requirements against this assessment requires
movement planning according to command priorities and the transportation
priority of the shipment when capabilities fall short of meeting requirements.
The remaining shortfall will be adjusted, and these adjustments will be
coordinated with the shipper, receiver, materiel manager, and logistic staffs.

5. Coordinating Among Planners. Complete coordination among all

planners is mandatory to ensure integrated support. Original guidance may
not be valid throughout the planning period. Therefore, constant coordination
with the other staff planners on changes to the mission, commander's
concept, assumptions, intelligence, policies, priorities, allocations, locations of
facilities, and other elements necessary to keep planning current is an
absolute necessity.

Section 4-3 Principles of Transportation

Transportation managers apply basic principles of transportation to

obtain the maximum benefit from the transportation capability. These
principles apply to all modes of transport, at all levels of command. They
include:

6. Centralized Control of Assets. Control of assets must be centralized

under the Commander charged with providing integrated logistical support.

7. Fluid and Flexible Movements. The transportation system must be

able to provide an uninterrupted flow of traffic and adjust to changing
situations. Effective use of all transport capabilities must provide means to
divert, reroute, or ensure continuous movement of supplies to supported units.

8. Maximum Use of Carrying Capacity. This involves more than just

loading each transport vehicle to its maximum carrying capacity. Transport
used one day cannot be stored to provide an increased capability later.
Similarly, a fully-loaded transport equipment sitting idle is just as much a loss

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of carrying capability as a partially loaded vehicle moving through the system.

Tactical situations, however, may not always permit complete adherence to
this principle. For example, vehicles may be held for special missions or
projects. Such use, when directed by the Commander, is considered proper
use of the vehicles.

9. Regulated Movements. Maintaining and supporting highly mobile

forces greatly increases the need to regulate movements as the volume of
logistical and tactical traffic increases. Regulation and coordination are
required to prevent congestion and conflict of movements.

Section 4-4 Modes of Transportation

All modes of transportation: air, motor, rail and water are used to
transport either personnel or cargo. Each has inherent capabilities and
limitations that must be recognized and considered when integrating the
various modes into an overall transportation system.

Air transportation is a premium, rapid, and high-cost mode of

transportation best employed in the movement of personnel and high-priority
shipments. The airlift services of the Army are provided by the PAF.

Inter-island shipping, using commercial vessels offers major

improvements to military logistics and important savings in defense, land and
shipping costs, and logistic operating forces.

Motor transport is characterized by flexibility, availability, and the

capacity to transport personnel and cargo from origin to final destination
without intermediate transfer to other modes. In addition to line and local land
operations, this service is of particular value to all integrated transportation
system as a connecting link between the other modes and other receivers.

Inland waterways systems can transport great quantities of

containerized and bulk cargo, and can move heavy and outsized cargo not
easily transported by other modes. Disadvantages of inland waterway
transport include slow speed, vulnerability to weather and enemy action, and
difficulty in repairing damage to facilities such as docks and piers.

Rail transport is characterized by the capability to move large tonnage

of cargo and large number of personnel over long distances at comparatively
high speeds, and with the fact that it is all- weather. But because it must
operate over a fixed roadbed, it is one of the least flexible modes of
transportation. Virtually, any commodity can be moved by rail, subject only to
clearance restriction along the route and the availability of specialized
equipment (e.g., refrigerator).

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Section 4-5 Transportation Support

Requirements for transportation support can originate at any level of

Command. Requests for support must provide all the information needed to
allow the transportation manager and mode operator to determine the best
way to provide support.

Request for support. At a minimum, the transportation request must

include the following information about the cargo to be transported:

a. Origin - location of cargo

b. Destination - where cargo is to be delivered

c. Weight - cargo in pounds

d. Dimensions - length, width, and height in inches

e. Unusual characteristics - if any

f. Dangerous characteristics - flammable, explosive, and so forth

g. Delivery - required time and date

h. Information - any other data that will assist in providing the

required service.

In the existing organizational structure of the Army's Transportation

System, it has two (2) Staff Officers that exercise staff responsibilities over the
control and disposition of transportation assets. For troop movements during
tactical operations, the Operations Officer recommends the use of
transportation assets while the Logistics Officer would assume the
responsibility for administrative movements and logistics runs. In both
instances, making arrangements for the availability of the transportation
assets and other incidental requirements to support any movement is an
inherent function of the Logistics Officer.

Army Infantry Battalions and Infantry Brigades have their own organic
transportation assets to be able to attend to their administrative and tactical
movement requirements. In instances where the transportation assets of the
Battalion are not adequate to meet its transportation requirement, the next
recourse will be to request for transportation support from the Infantry Brigade
which exercises tactical control over it.

If and when the transportation assets of the Battalion and the Brigade
are still inadequate, then it can avail of the transportation assets of the
Service Support Battalion which is a combat service support unit organic to
every Infantry Division. For units within Visayas and Mindanao, overflow of

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transportation requirements can be requested from the supporting Forward

Service Support Units (FSSU) of ASCOM. For Luzon-based units,
transportation requirements sources are more or less diversified. If
transportation requirements cannot be satisfied up to the level of the Infantry
Divisions and supporting FSSUs, they can request for transportation support
from Headquarters, Philippine Army.

Section 4-6 Packing, Crating, Hauling and Transporting (PCHT)

Operations

PCRT operations involve the transport and delivery of supplies,

equipment, cadavers and personnel to various destinations nationwide, as
well as the back loading of either excess, unserviceable or obsolete supplies
and equipment and their proper documentation and handling while in transit.
PCRT operations are primarily undertaken by the Army Support Command
(ASCOM).

As a general policy, the use of military transport either by air or sea is

given priority to optimize the utilization of limited funds for the purpose. In
case P AF aircraft and Navy vessels are unavailable, services of commercial
air and shipping lines maybe availed of to ensure the timely delivery of
supplies to field units and the back loading of unserviceable equipment for
maintenance actions.

Class V supplies particularly small arms, artillery ammunition and

explosives and items such as assault rifles, artillery pieces and other selected
equipment that require utmost security considerations in handling and should
only be transported through appropriate modes of military transport:

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CHAPTER 5
MAINTENANCE

Section 5-1 General

The importance of maintenance and its management in the military

logistics system must be understood and emphasized at all echelons of
command. Maintenance supports combat readiness and effectiveness of the
organization by sustaining weapons system and equipment in a mission-ready
status. All maintenance policies in the organization are aimed at three primary
goals: maximizing materiel readiness, achieving high standards of
workmanship, and eliminating necessary costs. Reaching these goals for the
wide variety of organization equipment requires maintenance practices and
techniques that are consistent with two basic concepts: scheduled
maintenance, and inspect and repair only as necessary (IRAN).

Maintenance management is a demanding and difficult job and

influenced by many factors must be recognized that in many instances,
inoperable military equipment; production downtime; and the loss of firepower,
transportation and communications are the direct results of ineffective
maintenance program. Where these conditions exist, the combat
effectiveness of he item, unit, or organization is lost. Consequently, it is
virtually impossible for the responsible commander to perform his assigned
mission effectively. Maintenance management encompasses he judicious use
of resources to accomplish the following:

a. Establishing the requirements for time, trained personnel, tools,

test equipment, facilities, funds, repair parts, and technical publications which
are essential to accomplishing the maintenance mission.

b. Planning and budgeting for the proper use of maintenance

resources.

c. Supervising and controlling maintenance programs and

activities.

d. Evaluating present maintenance concepts, policies, doctrine,

plans, and procedures to insure that they contribute to the accomplishment of
the overall military mission.

e. Developing and recommending new maintenance concepts,

policies, doctrine, plans, and procedures for the improvement of the Army
maintenance system.

f. Reviewing accomplishments in relation to the effective and

economical utilization of maintenance resources and for such other
management purposes as may described.

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g. Planning both annual and long-range work scheduling and

utilization requirements.

Section 5-2 Maintenance Principles

Maintenance is a command responsibility. Commanders must ensure

that equipment issued to their units is in serviceable and combat-ready
condition, and that it is properly used, maintained, and accounted for.

Preventive Maintenance Checks and Services (PMCS) must be

integrated into all operations, tactical as well as administrative.

Repair as far forward as possible. Repairing equipment near or on site

usually requires the least amount of time and resources. The repair activity is
usually influenced by tactical situation, Commander's guidance, work load,
available resources, and other factors.

Inspect and Repair Only as Necessary (IROAN). Maintenance will be

accomplished with due consideration to the economy of resources.

Organizational maintenance will be performed consistent with the

tactical situation and available facilities, skills, man-hours, repair parts, tools,
and test equipment. Therefore, each unit should possess an organizational
maintenance capability to the maximum extent.

Maintenance will be accomplished in accordance with the applicable

maintenance document which assigns a specific repair task to each specific
category of maintenance.

All maintenance activities within the authority and capability of an

organization should be accomplished before elevating to the organization
responsible for the next higher category of maintenance.

Section 5-3 Categories of Maintenance

1. Organizational Maintenance. Organizational maintenance tasks are

performed by the operator, crew and or unit maintenance personnel. This is
the foundation of the Army's maintenance system. Equipment operators and
unit mechanics use preventive maintenance checks and services (PMCS) to
detect early signs of equipment failure and ensure that faults are corrected
before most costly and time-consuming repairs are required. This is also the
level of maintenance which requires the most emphasis by Commanders at all
levels to ensure the proper maintenance of materiel.

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2. Direct Support (DS) Maintenance. Direct support maintenance is

assigned to and performed by designated Tables of Equipment (TOE) and
using organizations. These operations are performed on equipment in the DS
unit area or, when practical and more effective, at the site of the equipment
failure through the use of highly mobile maintenance support teams. DS
maintenance units provide backup for repair parts required by using units. The
repair of end items or unserviceable assemblies is performed in support of
using units on a return-to-user basis.

3. General Support (GS) Maintenance. This category of maintenance

normally is assigned to and performed by designated maintenance units or
activities in support of area supply requirements. This maintenance is
characterized by job/bay or production line operations with the capability of
organized teams to meet special repair requirements. GS maintenance units
generally have more time and stable facility, sophisticated tools and
maintenance equipment and highly-skilled personnel for maintenance
because they are not required to move as often as DS units.

4. Depot Maintenance. Depot maintenance is the maintenance

performed on materiel requiring major overhaul or complete rebuilding of
parts, assemblies, sub-assemblies and end items, including the manufacture
of parts, modifications and testing. These activities are performed in fixed
plant-type facilities equipped with highly sophisticated tools and test
equipment and manned by highly- skilled technical personnel. The rebuild
operations performed under depot level are those beyond the capability of GS
level. Depot maintenance augments depot stocks of serviceable materiel and
supports organizational and direct and general support maintenance activities
by using more extensive shop facilities, equipment, and personnel of higher
technical skill than are available at lower categories of maintenance. Tasks in
this category normally consist of the following: inspection and test; repair;
modification; alteration; modernization; conversion; calibration; overhaul;
renovation (for ammunition only); reclamation; and rebuild of parts,
assemblies, subassemblies, components, basic or end items, and the
emergency manufacture of non-available parts for immediate consumption.

Section 5-4 Maintenance Factors

5. Command Interest. This is the active involvement of Commanders in

setting goals, objectives, and priorities in maintenance. They are kept
informed of maintenance requirements, status and capabilities. They provide
guidance and direction to unit personnel and demonstrate their interest by
personal example.'

6. Management. This uses available resources to accomplish the mission

in the most efficient manner. Maintenance management involves all members
of the chain of command, as well as designated individuals who manage the

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maintenance resources under their control. The manager plans, organizes,

directs, coordinates and control resources to accomplish the maintenance
mission.

7. Supervision. Maintenance supervisors ensure that personnel perform

required tasks in a correct, safe, and timely manner. Supervisors also take
active interest in the training and welfare of their personnel.

8. Motivation. This is the willing desire to perform in order to accomplish

the mission. Personnel are motivated by the leadership of unit commanders,
supervisors, and maintenance managers.

9. Skill. This is the technical ability of personnel to perform the tasks

required by the duty position. Skill development is important to all personnel,
particularly to inexperienced soldiers joining the unit.

10. Resources. These include personnel, publication, repair parts, tools

and test equipment, facilities and time.

Section 5-5 Maintenance Inspection

Inspections are conducted to determine the status of the maintenance

actions. Inspections can improve the performance of the unit, evaluate the
commander’s resources and contribute to the estimate of the maintenance
situation. The inspections must be properly directed and the results properly
analyzed.

11. Command Inspection. Command inspections are to insure proper use

of equipment, to maintain supply economy, to ensure compliance with the
establish procedures and to evaluate operational readiness. Command
inspections are made periodically by unit commanders and/or their
supervisors.

12. Annual General Inspection. Provide commanders with continuing

assessment of the operational and administrative effectiveness of their
command. The field commands authorized an Inspector General (IG) or their
staff who are responsible for making annual inspections of all elements of
their commands, installations or activities.

13. Technical Inspection. Techincal inspections of equipment are done

by high-level maintenance personnel. These inspections determine whether
equipment should be kept in service or withdrawn for overhaul or salvage of
component parts. Technical inspections also check the conduit of the
equipment at the time of transfer or issue. If technical inspections reveal that
organizational maintenance is substandard or that preventive maintenance
deficiencies exist, a report is made to the commander officer of the unit
concerned.

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14. Spot Check Inspection. Are often used to ensure the adequacy and
effectiveness of organizational maintenance and supply and to detect possible
failure of equipment before unserviceability occurs. Some spot checks are
conducted periodically, other when requirements develop, and some as a
matter of operational routine.

15. Visit. A visit can serve as an informal inspection. Unit persolll1el are
more likely to talk freely with a visitor about their problems than they are with
an inspector. The commander and maintenance manager should visit the
various unit maintenance activities as a matter of routine. Subjects discussed
and observations made during such activities unit may include:

a. Satisfaction with the support received from the supporting DS

and GS unit.

b. Problems encountered in obtaining support.

c. Future operations of the unit that may place heavy demands on

equipment, require increased maintenance and repair parts support.

d. Requirements for technical assistance.

e. Adequacy of the unit maintenance program.

f. Proper use of personnel.

g. Adequacy of repair parts support.

Section 5-6 Supply Support in Maintenance Operations

16. Supply Support. Mechanics need repair parts, tools, test equipment,
cleaning materials and other supplies to do the repair activities. To avail of
supply support, using unit should identify its requirements and use supply
support procedures correctly. The following are the supply support activities in
maintenance operations:

a. Requirements Forecasting. The supply system uses demand

data to automatically adjust some types of stockage quantities. The unit
commander and maintenance manager must be constantly alert to new
supply requirements. The intensity and frequency of combat operations reflect
periods of intensive equipment use, thus requiring increased supply support.
Seasonal requirements dictate the need for certain additional supplies. To
have the supplies on hand when required, the items and quantities must be
identified and requested ahead of time for the supply system to respond.

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b. Repair Parts Identification. The supply system provides

authorized parts which can be identified and have been requested according
to required procedures. The using unit must ensure that the part requested is
the part needed and that it can be identified in the supply system.

c. Repair Parts Storage. Efficient storage of repair parts depends

on the availability of storage facilities. Parts should be stored with an end in
view towards ease of access, preservation, and security.

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CHAPTER 6
FACILITIES AND INSTALLATION

Section 6-1 General

1. Vision. In line with the national defense strategy and the government's
socio-economic rust, the Philippine Army must endeavor to conform with the
bases and support system that ensures appropriate support for the effective
deployment of troops to repel invasion, expel hostile forces and/or counteract
internal and external threats to the sovereignty and integrity of the Philippine
territory and support for the creation of an environment conducive for
continuing progress.

2. Goal. The primary consideration in developing Army bases must be the

promotion of an ecologically balanced environment that ensures full
development of the human being, along with the physical, mental, emotional
and spiritual dimensions of individual personality, and that eventually allows
for stable military families and a cohesive and harmonious Filipino society.

3. Purpose. The purpose of the Army base system is to provide its

personnel a place to work land live in, with adequate base services. To
ensure that base facilities will retain their intended these must be protected
from deterioration by following the repair and maintenance program.

4. Responsibilities

a. The Assistant Chief of Staff/or Logistics, G4 - responsible for

general staff supervision in planning, acquisition, maintenance and disposal of
Army facilities.

b. The Army Chief of Engineers (ACE) - responsible for technical

staff supervision in planning, acquisition, maintenance and disposal of Army
facilities.

c. The Chief, Army Real Estate Officer (AREO) - responsible for all
real estate assets reserved for, granted to, and acquired by the Army for its
use.

d. The Unit Commanders - responsible for employing sound

management procedures on facilities/installations under their jurisdiction.

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Section 6-2 Imperatives

To be consistent with the AFP Modernization Program, the

development of Army permanent bases should possess the following
requisites:

a. Conform to socio-economic thrusts.

b. Provide a systematic relocation of units.

c. Provide adequate troop support systems and housing facilities.

d. Provide adequate space for training.

In line with the above requisites, bases should have the following
attributes:

a. Self-contained - it should provide the basic utilities necessary in

the effective and efficient accomplishment of the mission.

b. Safe - it should be free from operational hazards.

c. Secure - it should be free from anxiety due to enemy's intrusion,

surveillance and aggression.

d. Modular and Expandable - provides for future expansion and

planned to be developed in phases.

e. Environment-Friendly - the operations of the base and its

facilities should not be harmful to the environment.

f. Multi-purpose - its use shall not be limited only to military

purposes but also include socio-economic and income-generating activities.

g. It must have hierarchy of functions (e.g.: primary - Command

and Control; secondary - Logistics, Training etc.)

h. Must be linked with other bases and the Command and Control
Center.

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Section 6-3 Base Development Planning

The following guidelines shall be strictly followed in the development of

bases:

a. Priority considerations in the development of bases shall be

those earmarked for the projection and support of forces and protection of the
Exclusive Economic Zone (EEZ).

b. Bases should be strategically located in order to facilitate

coordination and mutual support.

c. Uniform development construction plans for all new bases, type

units and facilities shall be adapted as far as practicable.

d. All permanent bases shall have an approved Master

Development Plan (MDP) as a basis for all present and future development.

e. New developments not in consonance with approved MDP shall

be referred to ACE for evaluation and recommendation to CG, P A for
endorsement to CSAFP for approval.

f. The MDP shall be the basis for the formulation of a Site

Development Plan (SDP).

g. Type facilities such as base hospitals and gymnasium shall have

the same design and specification, to differ only in their capabilities, as
dictated by base peculiar requirements.

h. The standard criteria for space allocation, zoning and efficient

correlation of land areas and structures shall be followed.

i. In Metro Manila, the multi-level design for quarters shall be

adopted in order to maximize space utilization.

j. The preparation and implementation of SDPs and MDPs shall

be done in coordination with the Base Development Team which shall be
organized for each base. Composition of the team should include an engineer
officer and other technically

In the preparation of MDP and the subsequent SDP, established

principles of sound land development planning should be used as a guide.
Planning considerations should include the lowing:

a. The relationship of the installation to the surrounding regions;

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b. The necessary allocation, proper arrangement and efficient

correlation of land areas, and structures to serve the mission and functions of
the base;

c. Suitability of existing structures, utilities and facilities; and

d. Future expansion requirements.

The preparation of an MDP should consider the following elements:

Space allocation; building location and orientation; transportation;
communication; power supply; water supply; linage and sewerage;
landscaping; and pollution control and mitigating measures.

Following the requisite of a self-contained military base that provides

itself with the basic facilities for mission accomplishments, the following major
components of an Army base should be delineated during planning and
implementation of the base development projects for purity and efficiency:

a. Operational Facilities- include the headquarters, administration

building, base security, defense facilities and communication facilities.

b. Operational Support Facilities- include training, medical and

dental, messing, storage, maintenance, fuel and ammo dumps.

c. Base Utilities and Facilities- include the water supply and

distribution, power supply and distribution, base communication system, road
networks, and drainage and sewerage system.

d. Community Facilities -include ecumenical service, recreation,

hospital, concessionaires, clubhouse, housing and billeting, school and
museum.

The MDP shall be prepared by the Army Chief of Engineers in

consultation with the base development team. Consultants or technically-
skilled personnel may be hired if deemed necessary.

MDP shall include the following scope of works:

a. Detailed Land Development Studies and Tests

1) Relocation Survey of the Camp

2) Topographic Survey

3) Geo-Resistivity Tests

4) Site Plan of Existing Camp Facilities

5) Soil Tests

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6) Land Use/Space Utilization

7) Conceptual Site Development Plan

8) Road Layout Plan

9) Drainage Plan

10) Water Supply and Distribution Plan

11) Power Supply and Distribution Plan

12) Communication Layout Plan

13) Solid Waste Disposal Plan

14) Landscaping

15) Bill of Materials and Specifications

16) Schedule of Works

17) Financial Plan

b. Environmental Impact Study - The plan shall include measures

of neutralizing the expected negative effects to the environment.

c. Site Engineering Plans and Design.

1) Road Network

2) Storm Drainage System

3) Water Supply System

4) Sewerage Disposal System

5) Landscape Works

6) Electrical Distribution System

d. Design of Facilities. This includes the following requisites:

1) Schematic Design studies

2) Detailed architectural and engineering design

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3) Site Development Plan

4) Structural Design

5) Electrical and Communication Systems

6) Mechanical Equipment System

7) Civil Works

e. Requisite Clearances and Permits

f. Terrain Model of Camp

Development of installation shall adhere to the model as shown:

Situational Analysis Building Construction

Comprehensive Master Land Development

Development Plan

Complete Architectural & Engineering Design

Figure 6-1 Installation Development Flow

Consultancy services shall be regulated by existing government rules

and regulations.

Section 6-4 Construction Administration and Implementation

The administration of construction projects is a significant process in

the implementation of the Base Development Program of the Army and the
socio-economic development program of the government. All construction
projects shall be identified from the construction schedule of the approved
MDP.

Projects shall be undertaken either by administration or by contract. As

soon as an implementing directive is issued by the Program Director to ACE,
the latter shall then direct the project administrator (PRADs) to execute the

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project. No project shall be started without constructiol1 directive or notice to

proceed.

Hiring of technically-skilled personnel to strengthen the Army's

capability to implement its relocation and replication projects and the Base
Development Component of the P A Modernization program is allowed.

Program Director designates Project Administrator. PRAD may

designate their subordinate units as project implementor of projects to be
implemented by administration.

a. Projects shall be categorized in four, namely:

1) Civil Works Projects (CWP)

2) Military Projects (MP)

3) Civic Action Projects (CAP)

4) Special Projects (SP)

b. Priority of Project. Every project is given an alphabetical priority

in the construction directive. Projects will be initiated and completed in
accordance with one of the following priorities:

1) PRIORITY "A" - an urgent project that is directed by the

command or higher headquarters/authorities. The project carries with it a
commitment on the part of the command and demands maximum effort to
complete it on or before a specified target date.

2) PRIORITY "B"- This is assigned to a normal type of

construction project. This project will immediately start upon issuance of
appropriate construction directive and release of funds.

3) PRIORITY "C" - This is the lowest priority project and will

normally be a "filler" project. Its implementation could be set aside to give way
for a higher priority project, or subject to the availability of equipment or
construction team to undertake it.

c. Construction Policies. These are standards and procedures

pertaining to construction operations to further enhance the effective and
efficient management of construction projects.

With the growing complexity of construction projects, there is a need to

have a more effective control measure and a faster project implementation
scheme. The need can be met by the designation of a project monitoring
team, which will undertake the full-time inspection of the jobsite.

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PROGRAM DIRECTOR

PROJECT ADMINISTRATOR

Project Contractor
Implementor

Figure 6-2 Organization for Project Implementation

All completed projects shall be accepted in accordance with the

existing Army rules, regulations and procedures.

Section 6-5 Maintenance, Repair and Utilities

5. Classification of Facilities:

a. Permanent buildings

b. Semi-permanent buildings

c. Temporary buildings

6. Maintenance activities include:

a. Utilities Services

1) Water Service

2) Sewerage

3) Electricity

4) Air conditioning operation

b. Fire Prevention and Protection

c. Maintenance and Repair of Real Property

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1) Utilities System

2) Permanent & Temporary Buildings

3) Grounds Maintenance

4) Surface Area Maintenance

d. Refuse Collection and Disposal

e. Alterations and Minor Construction

7. Policies on R & U Projects

a. Maintenance, repair, or alteration project is a single undertaking

for the purpose of programming, budgeting, and accounting. A project will
include all alterations, repair or maintenance work to be performed at one time
on a single real property facility, which work upon completion will relate to a
single functional purpose. However, whenever work is to be performed at one
time in one installation upon a group of similar facilities, Le., a group of
warehouses, which upon completion of the work will be used to serve the
same functional purpose, and the facilities are adjacent or located in the same
immediate vicinity, the work on all these facilities must be considered as a
single project.

b. Standards. Considerations, which influence the level of

maintenance and repair to be given to the real property facilities are: planned
use, remaining useful life, and other considerations peculiar to a specific
facility.

c. Priorities. Priority in the allocation of R&U funds will be given to

activities that would promote the well-being and ensure the health and safety
of personnel and their dependents.

8. Organization. Responsibilities for post engineering are assigned as

follows:

a. Army Chief of Engineers.

1) Staff supervisor of post engineering activities in the Army,

and for these activities formulate uniform policies, objectives, criteria and
standards for Army-wide application; and

2) Adviser to CG, PA on post engineering matters.

b. Unit commanders are responsible for command and technical

supervision of post engineering.

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c. Installation commander is responsible for post engineering at his

installation and activities served by it. There will be only one post engineering
unit at each installation.

d. The post engineer serves as a staff officer of the installation

commander.

Section 6-6 Real Estate

The disposition of public domain reserved for the AFP as embodied in

Section 88, Commonwealth Act 141 (The tract or tracts of land reserved
under the provision of Section 83 which is the reservation of a tract of land of
the public domain for the use of an emergency of the government such as the
AFP), shall be non-alienable and not be subject to occupation, entry, sale
leased, or other disposition until again declared alienable under the provision
of this act or by e proclamation of the President.

The Chief of Staff, AFP, by virtue of his position, is accountable for all
real estate assets served or granted to, and acquired by the AFP.

Properties are acquired by the government for use of the AFP through
the following modes acquisition:

a. Donation

b. Lease

c. Purchase

d. Barter/Exchange

e. Permit

f. Expropriation

g. Executive Proclamation

h. Emergency Occupation of Private property

9. Real Property Concerns.

a. Need for Relocation Survey. Relocation survey is conducted on

military reservations as a necessary step for documentation. This would also
maintain the integrity of Army camps by having the boundaries identified and
help prevent intrusions of illegal occupants.

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b. Presence of Squatters and Other Claimants. Aside from the

problem of squatters, there are entities claiming for a portion of real estate
properties for reasons of conversion for socialized housing, eco-tourism
purposes, agricultural purposes, ancestral claims and others.

c. Issue of Ownership. The modes of acquisition of our

reservations are through deed of donation, purchase, lease, deed of
exchange, permit, executive order, expropriation, presidential proclamation
and emergency occupation of private property. The Army has not established
its ownership over some of the military reservations in its inventory due to
various reasons:

1) The lack of relocation survey

2) Absence of title

3) Presence of other claimants

4) Unavailability of records

5) Non- appropriation of funds for titling/registration

d. Fencing. While the result of survey can prevent the entry of

speculators by establishing property boundaries, this could be reinforced by
fencing our properties.

e. Titling/Proclamations. The approved relocation survey from the

Bureau of Land is one of the prerequisites for title or presidential
proclamations.

f. Inventory. The Army shall maintain a list of its real properties

under two major categories: lands for military purpose and lands for other
uses. Only lands categorized as lands for other uses could be sold or leased
for the purpose of raising revenues. Land for military purpose must be
classified as operational base, command and control base or administrative
and logistics base.

10. Disposition of Excess of Military Reservations and/or Bases.

Existing military reservations and bases which are not needed for the regular
force, or for the administration and training of the reserve force in accordance
with strategic plans, shall not be established and disposed of through sale,
lease or exchange of new military reservations to be acquired, or through
other means as may be authorized by law.

The Army, with the authority from GHQ, may develop and/or dispose of
its property or portions thereof through joint ventures with Public Estates
Authority (PEA), which has the mandate and expertise in planning,
management, marketing and overall development of government-owned

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lands, including financial planning and packaging. The joint venture

arrangements should be duly covered by a Memorandum of Agreement.

Commanders or administrators shall acquaint themselves of the limits

of the reservation under their administration. They shall adopt measures and
for actions which shall prevent any authorized entry or construction into the
reservation.

Land and buildings acquired by donation or grants shall be included in

the inventory of the Army Real Estate Office through the accomplishment of
appropriate report.

The inventory and improvement of reservations shall be determined

and administered by the Army Chief of Engineers and Army Real Estate
Office for registration and titling.

Real properties acquired by the Army through donation, purchase or

reserved for proclamation should be properly documented and have a
relocation survey to determine the technical descriptions.

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CHAPTER 7
OTHER LOGISTICS SERVICES

Section 7-1 Food Services

The food services operation requires a variety of facility and equipment

used in the preparation of food for the messing of the troops in the field or in
garrison and camps. The amount and complexity of facilities and equipment
vary from large, modern commercial type cafeteria to simple one-burner field
stoves used in heating even individual ration in the field.

For the long term, it is the Army's obsession to establish a modern

permanent kitchen and dining facilities which have capacities ranging from
company size to battalion level mess hall. Food service lines are usually on a
cafeteria-style concept. Dining hall is also practiced particularly in service
schools. There are open messes in different station clubhouses for both
officers and enlisted personnel that serve on a cash and carry basis.

Field messing is provided for the troops in combat operations and field
exercises. Since these are temporary in nature, they cannot provide with the
messing facilities and convenience found in fixed facilities of garrison and
camps. The tactical situation requires that the kitchen be completely mobile. A
Mobile Kitchen Trailer (MKT) equipment is issued to units and organizations
based on the Table of Organization and Equipment.

As situation permits, food ration is provided to the troops at the field,

garrison and camp mess hall. The funds for the purpose are taken from the
monthly subsistence allowance of individual soldier. The discretion on
whether to consolidate the messing of troops and to require each soldier to
avail of the food ration, lies on the commander of a unit.

The general principle of food preparation and cookery is the same

under all conditions. The objectives are to prepare food in its most palatable
form and retain the maximum nutritive value with minimum waste.

1. Types of Rations

a. Field Rations. The field ration is the basic ration of the troops. It
is prepared and served at the bivouac in the field, garrison and camp mess
hall. It contains both fresh and frozen food that require considerable
refrigeration facilities. Any variation to the Master Menu is permissible
depending on the availability of material in the market. However, the value of
the basic daily food allowance cannot be exceeded.

b. Operational Rations. Operational rations are designed for

feeding Army personnel that are operating away from the conventional ration
supply line. This is commonly called Meal Ready to Eat (MRE) ration. Since

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this is the type not ordinarily served as warm food, therefore, it should not be
devoted to making this ration as appetizing and acceptable as possible. MRE
rations should meet the following characteristics:

1) Nutritionally Adequate. The ration must be able to

maintain the troops' efficient and high morale, while engaged in military
operation;

2) Acceptable. It should provide sufficient variety to be

palatable when consumed for several consecutive days. They should be
palatable whether eaten hot or cold; and

3) Stability. The ration should retain their acceptability and

nutritional adequacy while in storage at fluctuating temperatures and humidity
and conditions found in combat situations.

c. Hospital Rations. The hospital ration is the food given twenty

four (24) hours to patients confined in Army hospitals. The hospitals maintain
dieticians in their employ to see to it that food or menu are prepared according
to the nutritional requirement of the sick and wounded and within the limitation
of the authorized funds.

2. Concept of Operation

a. Unit Commanders designate an officer who officially withdraws

the monthly subsistence allowances from the Finance Service unit for all
organic personnel. Subsistence allowances are given in cash to individual
soldiers who in turn may opt to prepare their respective meals available in
local canteens. This scheme is applicable only for personnel assigned in
major Army Camps or installations.

b. Army unit with permanent station which has a centralized dining

facility offers consolidated mess to organic personnel. Designated Unit Agent
and Mess Officers facilitate the withdrawal of subsistence allowance from the
Finance Service Unit who in turn releases the money to the designated Mess
Officer /NCO.

c. Detailed Mess Officer/NCO prepares and publishes the

approved daily menu and procures the items daily or weekly within the
locality.

d. Subordinate Army units engaged in military operations and field

exercises offer consolidated messing utilizing the Mobile Kitchen type.
Subsistence allowance for organic personnel is usually managed by the
Logistics Officer who in turn facilitates the procurement, preparation and
distribution of food all the way to the lowest element of the unit. Menu
preparation depends upon the available items in the locality.

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e. MRE rations are sometimes utilized to augment the food

requirement of Army personnel during combat operations and military
exercises.

Section 7-2 Health Services

The Army shall provide comprehensive medical and dental health care
and services, primarily for active duty personnel in order to preserve and
conserve the fighting strength of its troops. It shall likewise render medical
and dental assistance to military dependents, retired personnel and
authorized civilians.

The objective of health services is to maintain the medical and dental

fitness of Army personnel in order to preserve their fighting capability by
preventing, controlling and treating those diseases, injuries or disabilities that
may directly or indirectly interfere in the performance of their duties. .

3. Organization. Health Services are composed of the following:

a. The Medical Service is composed of the Army Surgeon, Army

Chief Nurse and its medical units deployed nationwide. It is organized into an
Army General Hospital, Station Hospitals and dispensaries assigned with the
Infantry Divisions and other major subordinate units. Medical support is
extended to the different tactical units of the Army through its medical
platoons.

b. The Dental Service is composed of the Army Dental Surgeon

and its dental units deployed nationwide. It is organized into an Army Dental
Dispensary, Dental Detachments and Dental Sections assigned with the
Infantry Divisions and other major subordinate units. Dental support is
extended to the different tactical units of the Army through its dental operating
teams.

4. Concept of Operation. The functional structure of the Army Medical

and Dental Services is by far the most effective set-up when it comes to CSS
in providing medical and dental treatment in times of peace and crisis. This is
due to the effective distribution and mobility of the Medical Platoons and
Dental Operating Teams within the Infantry Battalions. The Dental Operating
Teams (DOT) is co-located with the Infantry Brigades and Engineer
Construction Battalions. With this set-up, medical and dental services are
delivered up to the cutting edge of the Army.

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Section 7-3 Finance Services

5. General. The Army shall provide a unit to cater to the financial

requirements of its troops, particularly in the field units.

6. Objective. To ensure prompt payment of pay and allowances and

other financial obligations of the Army.

7. Organization. The Finance Service is organized with a Headquarters

Finance Center, a Headquarters and Headquarters Service Unit and fifteen
(15) Finance Service Units (FSUs). The Headquarters Finance Center
Philippine Army (HFCPA) is organized into a command section with four (4)
coordinating staffs, four (4) operating branches and one (1) special staff. The
coordinating staffs are the Office for Administration and Logistics, Office for
Intelligence and Security, Office for Operation and the Office of the
Comptroller. The operating branches are the Fiscal and Collection Branch,
Disbursement Branch, Financial Records Branch and the Electronic Data
Processing (EDP) Branch. The lone personal staff is the Office of the
Sergeant Major.

The fifteen (15) Finance Service Units are the forward elements of
HFCPA. These FSUs act as mini-Finance Center in their respective AOR.
They are tasked to administer financial transactions and ensure prompt
payment of pay and allowances of Army personnel assigned in the field.

The continuous build-up of Army forces and the desire to provide better
services to Army-wide units compelled FCP A to activate more finance service
units. At present, there are sixteen (16) FSUs strategically deployed
nationwide to bring fiscal services closer to Army troops in the field.

8. Functions

a. Administer the payment of pay and allowances, collateral

entitlements of military and civilian personnel to include other legal and
authorized claims against Army appropriations.

b. Gather and collate financial data and furnish such information to

higher headquarters, when required.

c. Provide financial advice to higher, adjacent and lower

headquarters, when required.

d. Collect both appropriated and non-appropriated funds for the

government and deposit the same to an authorized depository bank.

9. Concept of Operations. Payrolls for the pay and allowances (P/A) are
centrally prepared at the EDP Branch, FCPA. These payrolls are sent to the

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FSUs nationwide. Payments of PIA are delivered in cash through the unit's
Disbursing Officers (DOs) or through the Automated Teller Machines (ATM).

In the first scenario, the FSUs fund the PIA payrolls from funds sub-
allotted by HFCPA. These payrolls pass through normal processing at the
Field Accounting Units (FAUs) where funds are verified, obligated and
certified available. The FSUs prepare the checks for the DOs who encash the
checks from the government servicing banks (GSBs).

Payroll for PIA paid through ATMs is also prepared at the EDP Branch
at HFCPA. Deposits are made to the GSBs Head Offices amounting to the
payroll. These deposits are debited to the different A TM accounts with the
GSBs. Payments to the individual A TM account holders are made through
the withdrawal of their PIA from various ATM outlets or from over-the-counter
transactions.

Section 7-4 Postal Services

10. General. To provide Postal services to all Army units, military

personnel and dependents.

11. Objective. To provide prompt and free delivery of mails inside camps.

12. Organization. A postal service unit shall be established in Army

headquarters and major subordinate units.

13. Functions

a. To receive incoming domestics and foreign mails.

b. To provide assistance to the mailing public.

c. To deposit cash, checks and receive collections to authorized

banks.

14. Concept of Operation

a. Domestic Mail Services.

1) Ordinary Mail. Ordinary mail includes all unrecorded mails

which are de1iveroo through the regular delivery channels.

2) Registered Mail. Registered mails are accorded special

security, with the entire process recorded from acceptance at the counter to
delivery to the addressee. As proof of delivery, the sender may attach a
registry return receipt to be signed by the recipient as evidence of delivery.

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3) Special Delivery. Upon payment of a Special Delivery

Fee in addition to the regular postage, the mail will be accorded special
treatment upon arrival at the point of delivery.

4) Domestic Express Mail Service (DEMS). The fastest

means of sending urgent message and business documents to addresses
within its service network. Generally, DEMS items are delivered within the
following day from the date of mailing, provided they are posted on or before
the prescribed cut-off-time. Currently, the service is available in all major cities
and towns nationwide.

5) Priority Mail. This is an assured next-day delivery of

unrecorded mail in areas within the scope of the service.

6) Collection on Delivery Service (COD). Mailable articles or

merchandize, including books, magazines periodicals and other printed
matters may be sent collect-on-delivery, where the amount due is paid by the
addressee upon delivery of the articles.

7) Insured Mail. Articles may be sent by insured mail and

the sender can be indemnified in case of loss or damage. The acceptance of
an article as insured mail is subject to the following conditions. It should be
enclosed in strong wrapper securely fasted and sealed with wax bearing a
private mark. The postage charges should be fully prepaid.

8) Fax Mail Service. This is an electronic mail service which

provides the fastest means of transmission and delivery of written message or
documents. This service is available in selected major post offices nationwide.
.

9) Domestic Parcel Service. The domestic parcel service is

a convenient means of sending non-perishable foodstuff, handicrafts, and
other merchandize to addresses within the country. This service is available in
all post offices nationwide. Parcels may either be sent by air or surface
means.

10) Postal Money Order Service. The postal money order

service is a safe and convenient means of sending remittances. A maximum
amount of P20, 000.00 can be sent by one remitter to a single payee per day.
This service is available in most post offices nationwide.

11) General Delivery Service. Transients who have no fixed

address in a locality can have their mails addressed c/o General Delivery
followed by the name of the local post office where they can call for them at
their convenience.

12) Business Reply Envelopes/Cards. Business reply cards

and business reply envelopes may be sent to parties within the country and
returned by mail to the sender whose name appears on the card or envelope
as the addressee, without prepayment of postage, the same will be paid by

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the addressee upon delivery. Persons or business firms desiring to avail of

this service may file a written application with the Regional Office concerned.
The application shall indicate the post office where the cards or envelopes are
to be returned and a pledge that the postage and other charges, if any, shall
be paid at the time of delivery.

b. International Mail Service.

1) Letter Post items consist of Letters and Cards (LC) and

Austres Objects (AO). LC items consisting of letter and postcards weighing
not more than 2 kilos can be accepted in post offices and postal stations for
delivery in any part of the world. They may be sent by air or surface means.
Aerogrammes or air letter sheets which fall under this category provide the
customer with a convenient means of sending letters anywhere in the world at
a uniform rate of postage which is cheaper than the regular airmail rate for
letters. AO consists of printed matters, literature for the blind and small
packets.

2) International Express Mail Service (IEMS). IEMS is the

fastest means of sending time-sensitive items to addressees abroad. Any
article such as business documents, samples of merchandise and goods not
specifically prohibited by regulations can be sent by IEMS. Currently, the
Philippines has bilateral agreement with 28 countries for the reciprocal
exchange of IEMS items.

3) Air Parcel Post. The fastest means of sending parcels to

foreign countries is by air parcel. This service is available only in countries
with which the Philippines have bilateral agreements.

4) Surface Parcel Post. Surface Parcel Post is the cheapest

means of sending parcels to foreign countries with which the Philippines has
bilateral agreement.

5) Insured Parcel Post. Parcels with a maximum insured

value of P5, 000.00 may be accepted for delivery to selected foreign
countries.

6) Registered Mail. Letter items destined for foreign

countries may be accepted as registered mail, subject to the same conditions
as those imposed on domestic mails.

7) International Reply Coupon. International reply coupon is

sold at postal customs for use in prepaying reply from other countries.

8) International Postal Money Order. All designated

domestic money orders offices are authorized to transact international money
order business with other foreign countries.

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Section 7-5 Legal Service Support

15. General. The Army Judge Advocate is the Chief, Legal Officer, and the
Personal and Technical Staff of the Commanding General, Philippine Army
and its operating units.

16. Functions. Statute and AFP Regulations prescribe the basic functions
of the Army Judge Advocate. They are summarized as follows:

a. Supervision of Military Justice in the Philippine Army. He

operates the system of Appellate Review required under Article of War 50. He
appoints members of the Board of Review which shall pass upon the records
of trial which has been adjudged to a sentence requiring approval or
confirmation by the President under Article of War 45 (Action by Convening
Authority), Article of War 47 (Confirmation - When required) or Article of War
51 (Suspension of Sentence of Dismissal or Death).

b. Provide Legal Assistance to Military Personnel. In appropriate

cases, the Army Judge Advocate provides professional legal assistance to
Philippine Army personnel in cases pending before the appellate civil courts
(Supreme Court or Court of Appeals) as well as before inferior courts.

c. Legal Advice. He renders legal advice and assistance to the

Commanding General, Philippine Army, its General, Technical and Special
Staff on matters concerning Philippine. Army-wide plans and policies,
interpretation of laws and regulation of general application to the Philippine
Army, the drafting and legal sufficiency of bills, executive orders, statutes,
decrees, letter of instructions and contracts as may be required by the Army,
and legal status (appointment, promotions and pay and allowances, in line. of
duty determination and retirement) of military personnel in separate units
directly under the Philippine Army.

d. Command and Career Guidance. The Army Judge Advocate

General (AJAG) has staff responsibility for a Philippine Army-Wide legal
services and exercises technical supervision over its legal officers. He is also
responsible for professional legal training in the Army. He is responsible for
the career management of personnel of the Army Judge Advocate. Generally,
the assignments of the members of the Division and Brigade Staff Judge
Advocate are decided by the Army Judge Advocate.

e. Records Custodian. The Army Judge Advocate is the custodian

of all Army Permanent General Court Martial records and Military tribunal
cases.

f. Statutory Functions. AJAG exercises statutory functions

pertaining to the settlement of the estate of deceased military personnel and

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the distribution of certain benefits incident to death while in the military

service.

g. Miscellaneous Functions. The Army Judge Advocate is also

tasked with the shaping and execution of vital laws, Presidential
policies, general orders and letters of instructions.

17. Extent of Legal Services. To provide legal services to Army units and
personnel, the office of the Army Judge Advocate assigns Legal Officers to
the Infantry Divisions and major subordinate units of the Army. They are
responsible to take cognizance of cases under its jurisdiction and to
adjudicate on cases within which their line unit has acted upon. Likewise,
army personnel charged before the civil courts are assisted by the respective
Division's Staff Judge Advocate. In Command-related cases, the Office of the
Army Judge Advocate coordinates with the Solicitor General to act as a
Lawyer of the Government.

Section 7-6 Chaplain Services

18. Mission. To provide opportunities for the religious expressions and

moral growth of military personnel and their families.

19. Objectives

a. To motivate the Army soldiers to practice their faith in order that

they may be credible, trustworthy and dependable.

b. To upgrade the level of competence and professional skills of

the Army Chaplains in order for them to be effective as service support
providers in the military organization.

c. To upgrade CHS assistants' expertise and performance

capability.

d. To implement the Army-soldiers-family-counseling-program

through guidance and counseling seminars for military couples.

e. To strengthen the family of the Army soldier.

f. To encourage the Army soldier and his dependents to actively

participate in lay apostolate.

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20. Functions

a. Advises the Commanding General, P A on matters pertaining to

religion, morality and morale in the Army.

b. To achieve its mission, the CHS performs the following

functions, also known as the CHS 5-point program:

1) Worship and Religious Services

2) Pastoral Care and Ministrations

3) Religious and Moral Education

4) Guidance and Counseling

5) Social and Cultural Leadership

c. Promotes the adequacy and effectiveness of the Chaplain

Program in the Army by issuing guidelines with the over-all programs and
policies of the Chaplain Service.

d. Conducts regular visits to various units of the Army under his

responsibility.

e. Reviews and maintain records of chaplain

reports/communications.

f. Sits as member of the Chaplain Board.

g. Performs such duties as the CG, PA may direct.

21. Concept of Operation

a. The Army Chaplain Service is structured to support the various

tactical and support units. The organization levels of deployment of chaplains
are division and brigade levels, with capability of extending chaplain services
to the lowest possible levels of command, employing resources to be made
available for chaplain services.

b. The contribution of the Chaplain Service to the total being of the

Army personnel is to help build and strengthen the soldiers' character in order
to maximize their capability to accomplish the mission. This is part of a total
human development process that involves training, education and formation.
Education focuses on the mind, the philosophy, the doctrine - the Head.
Formation focuses on the motive, the motivation that prods the person to
action - the Heart. Training focuses on skills development, technique and
practice-the Hand.

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c. Through spiritual and character formation, the soldier will

become a more effective component of the total weapons system of the Army,
for ultimately it is the man who pulls the trigger who spells the difference.

Section 7-7 Mortuarial and Memorial Services

22. General. The mortuarial and memorial services are performed by

Graves Registration (GRREG) elements of Graves Services Unit, ASCOM, P
A. It includes all phases of remains processing, from search and recovery to
final disposition. It is immediately essential to the support of combat
operations. The way in which it is performed can have a direct and sudden
impact on the morale of soldiers and dependents. GSU, ASCOM is tasked to
provide better and more dignified mortuarial and memorial services to
deceased AFP and other authorized nonmilitary personnel. These services
are provided as a fitting recognition to their faithful and dedicated services
rendered to the country.

23. Mortuarial Services.

a. The GRREG personnel perform mortuarial and memorial

services through the Forward Service Support Units (FSSU) and provide for:

1) Searching for and recovering of remains.

2) Collecting, safeguarding and processing personal effects.

3) Evacuating remains promptly from the place of recovery.

4) Caring for remains in a reverent manner.

5) Identifying remains.

6) Delivering remains to a servicing mortuary facility.

b. Duties of Field Commanders. All Commanders must make

certain that GRREG and non- GRREG units under their command promptly
search for, recover, identify, and evacuate remains. They must ensure that
the search efforts within these units are thorough and that proper disposition
is made of remains. They must also see that all recovery and evacuation
personnel perform their duties in a reverent manner.

c. Protection for GRREG Personnel. Commanders must take every

precaution to protect search and recovery personnel from mines, unexploded
ammunition, booby traps, and anti-personnel mines. Commanders must make
sure GRREG elements are notified about areas known to be mined. When
personnel believed there are mines or booby traps in an area, an explosive

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ordnance disposal (EOD) specialist should go with them. If GRREG personnel

find mines or booby traps they should have an EOD specialist come in before
they touch the remains. If hostile forces are operating in the area, a security
force must be used to protect graves registration personnel. Commanders
should ensure that search and recovery missions are conducted only during
daytime.

d. Combat Phase. When combat personnel recover remains, they

preserve all items that may be used to establish an identity. They check to
see if there are identification tags on the remains and make sure that the tags
are left with the remains. If they find a military identification card on the
remains, they make sure it is attached securely and protected from exposure
to body fluids. They should put all personal effects and equipment with the
remains and search the immediate area to be sure they have not overlooked
any effects. The remains are then evacuated to the nearest GRREG facility.

e. Unrecovered Remains. When combat elements must move

before they can recover the remains, unit personnel are usually detached to
take care of the recovery and evacuation. If the commander has no one to do
this duty, he notifies higher headquarters, by the fastest means available, of
the exact location of the remains.

f. Post-Combat Phase. The Commander at the headquarters

depends on GRREG personnel to do the post-combat search and recovery.
The search and recovery teams, usually operating from a collecting point,
may be assisted by other troops, if they are needed. The GRREG officer
responsible for the search keeps in close touch with those who can furnish
helpful information, such as chaplains, hospital personnel, personnel in
nearby units and intelligence sources. Higher Headquarters also publishes
casualty reports that furnish time, location, and circumstances of each
incident.

g. Recovery of Remains. If the team members find the remains,

they record the site on an overlay of the recovery area. They use at least two
reference points to identify the location of the remains. They also prepare a
sketch of the exact location of the remains. The sketch need not be drawn to
scale, but it must show azimuths and distances from the recovery site to
known points.

h. Identification of Remains. Search and recovery personnel try to

associate a name with remains at the recovery site. At the collection point,
they list all personal effects known to belong to the deceased, place them in
the bag and attach it to the remains. The personal effect bag protects the
articles during evacuation and keeps them from being lost or stolen and from
being damaged by body fluids or weather. Personnel also tag each remains
with an evacuation number and the name of the deceased. Each unidentified
remains is tagged with an evacuation number.

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i. Care of Remains. Keep remains covered except when they are

being examined. Clothing and equipment shall be removed to determine the
identity of the remains. Remove personal effect from the remains and put
them in an effects bag.

j. Handling of Remains. The team leader will issue prenumbered

search and recovery tags to the team members. There are two tags with the
same number for each remains. Team members attach one tag to the
remains and the other to the human remains pouch. Team members place
personal effects that are found with, but not on remains in a personal effects
bag. They tag this bag with the same search and recovery number as the
remains, and evacuate the bag with the remains.

k. Evacuation of Remains. Evacuation is the movement of remains

from the place of death to a servicing mortuary facility. As a rule though,
remains recovered during the combat or post combat phases are sent through
a collecting point to the mortuary.

l. Location of collecting points. Collecting points shall always be

part of the Logistics Plans, Orders, and Annexes. Collecting points are often
located near medical evacuation lines. During organized search and recovery
operations, the search team usually sets up collecting points in the area
where remains are being recovered. As soon as collecting points are set up
and ready to receive remains, the personnel put up road signs to show the
locations. Collecting points are moved when the tactical situation changes so
that they are always located where they can give the best possible support to
the units that depends on them. Remains may go through more than one
collecting point during evacuation if the place of death is far from the
mortuary.

m. Evacuation from the Collecting Points. Among the facts that

must be considered before remains are evacuated are the availability of the
transportation and refrigeration. All remains should be evacuated as quickly
as transportation arrangements can be made. However, if refrigeration is
available for the remains, a collecting point can keep the remains a little
longer.

24. Memorial Services

a. Background. In May 1947, fresh from the victories of the Second

World War, the Republic of the Philippines established the Republic Memorial
Cemetery. It was made the burial ground of the gallant soldiers who lost their
lives in battles to make the Philippines free. It was made a fitting memorial to
those who brought honor to the country and died to keep the flames of
freedom and democracy burning.

In 1954, the original 64-hectare memorial ground was renamed

Libingan Ng Mga Bayani by President Ramon Magsaysay. It was the
counterpart of the Revolutionaries' burial grounds at the Manila North

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Cemetery. By Presidential Proclamation 208 of 28 May 1967, President

Ferdinand Marcos excluded the lands of the Libingan Ng Mga Bayani from the
operation of the Fort Bonifacio Military Reservation and reserved the same for
national shrine purposes under the National Shrines Commission. At the
same time, the land area was increased from 64 to 142 hectares. The
construction of Circumferential Road 5 and the eventual passage of the
skyway have reduced the area.

b. Policy Governing Management and Disposition of Libingan Ng

Mga Bayani. Per AFP RG 161-374, GHQ, AFP dated 27 March 1998, the
following deceased personnel are qualified and therefore authorized to be
interred in the LNMB with designated burial sections, as follows:

1) Section A - Former Presidents of the Republic of the

Philippines.

2) Section B - Government dignitaries and statesmen.

3) Section C - Former Chiefs of Staff, AFP.

4) Section D - Generals/Flag Officers of the AFP.

5) Section 1 A - Medal of Valor Awardees.

6) Section 1 to XI - Filipino veterans of WW II and defenders

of Bataan and Corregidor.

7) Section XII, XIV, XV, and XVI - Active, retired AFP

personnel and veterans.

8) Section XIII - National scientist and national artist.

9) Section XVII - Current burial site for active, retired AFP

personnel and veterans.

The cremated remains of widows of the former Presidents of the

Philippines, the Secretaries of National Defense and Chiefs of Staff, AFP are
also authorized to be interred in the same plot where their husbands are
buried. Additionally, the remains of those personnel who were dishonorably
separated, reverted or discharged from the service are not authorized to be
interred in the LNMB. This is to include those qualified persons who were
convicted by final judgment of an offense involving moral turpitude.

The units and offices responsible for the allocation and

preparation of cemetery plots are as follows:

1) The Quartermaster General, AFP shall be responsible for

the allocation of specific section/area for the deceased persons at LNMB.

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2) The Commanding Officer of the Graves Services Unit

shall be charged with the preparation of grave sites, supervision of burials and
the Registration of Graves.

c. Procedures prior to interment of deceased personnel at LNMB

are:

1) Deceased active military personnel - The survivor

officer/NCO shall coordinate with CO, ASCOM, P A thru CO, GSU for the
registration of the deceased and preparation of grave for at least three (3)
days prior to interment.

2) Deceased retired military personnel - The next of kin shall

notify the Adjutant General, PA who shall process the documents and
determine if the deceased is qualified.

3) Government Dignitaries, statesmen, national artists and

other deceased persons whose interment or re interment in the LNMB have
been authorized by the Commander-In-Chief, Congress and the Secretary of
National Defense - The next of kin shall coordinate with the Adjutant General,
P A and GSU for the burial services as provided under AFPRG 161- 374.

4) Deceased widows of former Presidents, Secretaries of

National Defense, and Chiefs of Staff - The next of kin shall notify Grave
Services Unit (GSU) for the arrangement and conduct of burial services as
embodied in the AFP RG 161 374.

The coordinator shall submit the following requirements

to CO, ASCOM (Attn: CO, GSU) prior to interment:

1) Death certificate for retired/active military personnel.

2) LOD certificate for active military personnel.

3) Retirement orders if retired military personnel.

4) Statement of military service in lieu of GO/SO issued by

the non-current records branch, OTAG, PA.

5) Authority from Commander-In-Chief, Congress or SND, if

the deceased are government dignitaries, statesmen, national artists and
other deceased persons.

6) Transfer of Cadaver/burial permits.

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Section 7-8 Special Services

25. General. The need for a Special Services Unit to plan, implement and
supervise special services programs pertaining to the development and
maintenance of the physical and mental well-being of Army personnel through
sports, entertainment and recreational activities.

26. Functions

a. To plan, develop and manage Army activities pertaining to

sports and physical fitness.

b. To manage the Rest and Recreation (R&R) Program and

entertainment activities geared towards the upliftment of morale of the troops.

c. To maintain and supervise all sports facilities of the Army to

include the Philippine Army Recreation Center (PARC).

d. To manage other morale and welfare activities as directed.

27. Concept

a. To provide accommodation to personnel on rest and recreation

thru commercial water transport (CWT) and C-130 logistics flights. Issuance
of R&R tickets is limited to those who are assigned in the Visayas and
Mindanao areas to assure that they can go back to their units on time. Due to
limited funds for this program, Infantry Divisions and other major units in the
Army are allocated with limited number of personnel who can avail of said
tickets on a first-come-first-serve basis. Other personnel can also be
manifested in the C-130 Logistics Flights to provide maximum transportation
assistance to all those assigned in the Visayas and Mindanao areas.

b. In order to provide venues for seminars, workshops,

conferences and social activities; maintenance of function rooms at the PA
Recreation Center is necessary. These venues should be available and
operational during command-directed activities. The services include billeting
accommodation to all transient personnel on official business.

c. A physical fitness program shall be implemented to maintain a

high level of physical profile in the Army. The Special Services Unit, ASCOM
and all Special Service Offices in the Army major Units shall be tasked to
implement this function to ensure the Army's readiness in combat operations.

d. Other services

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1) Implement year-round sports program for Army athletes

and dependents.

2) Train and organize prospective world-class athletes for

future international competition.

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CHAPTER 8
MATERIEL DEVELOPMENT PROGRAM

Section 8-1 Comparison of Materiel Development and SRDP

1. Materiel Development. The practical application of scientific

knowledge, techniques and methods directed towards the manufacture or
improvement of materiel. The word "Defense Materiel" is equipment and
supplies used in military operations. It includes items such as quartermaster,
ordnance and chemical, signal and communication, engineering, artillery,
dental, medical and components thereof.

2. Self-Reliance Defense Posture (SRDP). A Program that was

established by the government to produce in-country its defense needs
through a local defense industry that it shall I help develop. It maximizes the
utilization of indigenous materiel and involves a partnership between the
private sector and the government, principally through the AFP. It considers
that military or government assistance is essential in the development of the
civilian defense industry. The intent of the SRDP is to reduce the country's
chronic dependency on foreign sources for basic defense needs and to
achieve greater flexibility and success in pursuing an independent foreign
policy. Ultimately, the development of a defense industrial base should be a
factor for deterrence against external threats.

Materiel Development and Self- Reliance Defense Posture (SRDP)

Program are often used interchangeably, albeit incorrectly, in the AFP as well
as in the Army. There is a mistaken notion that SRDP Program is materiel
development. A lot of AFP programs are focused solely on the SRDP
Program forgetting that the dimension of Materiel Development is much wider
than that.

Materiel Development is a generic military operation under logistics

activity. The SRDP Program is a Philippine Government program geared
towards developing in-country capability. Materiel Development is focused on
crafting/creating materiel with certain desired characteristics regardless of its
source. The SRDP Program emphasizes in-country capability to produce
those

Materiel Development is principally undertaken in order to sustain

operation of Army units. Materiel Development is imperative for the military
and must go on even without the SRDP Program.

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Section 8-2 Mission, Objectives and Concept

3. Mission.

a. To support the Self- Reliance Defense Posture (SRDP) of the

Army.

b. To support the materiel requirement of the Army.

4. Objectives.

a. To develop weapon systems and other materiel characterized

by an optimum balance of superiority, affordability, quality, relevance and
overall practicality.

b. To find alternatives or substitute items to sustain the Army

operations. This can be done either by off-the-shelf acquisition of these items
from local sources, subject modifications, and outright adaptations or through
the conduct of research and development if the desired product is not in
existence.

c. To identify and develop services that will upgrade the doctrine

for the maintenance of vehicles and equipment.

5. Concept. Materiel Development is an inherent part of logistics. It is the

part of acquisition process which is involved in research and development (R
& D), test and evaluation of new and/or existing weapon systems and defense
materiel before they can be accepted as standard Army use. In the life cycle
of a defense item, it is in the acquisition process of a new weapon system that
starts with the concept of formulation of the item and ends in the attainment of
full-scale development phase. These phases are research, development,
production and post-production. Every phase is tested to ensure that the
project is viable, feasible and follows the criteria set.

Section 8-3 Army Materiel Development Framework

The framework conceives to integrate the different processes or

activities towards an efficient and effective implementation of materiel
development as shown in Figure 8-1.

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Capability Development Requirement Mission Needs Field

Modernization Program Determination Experiences Combat
Research Intel assessment

Circular of
Requirements

Off-the-Shelf
Acquisition
Research
Development of
prototypes
Test

Adoption

Figure 8-1 Army Materiel Development Framework

These processes are:

a. Requirement Determination for SRDP Projects, modification or

upgrade of a defense materiel. This includes the preparation of Circular of
Requirements (COR) and the Materiel Development Project Plan (MDPP), its
evaluation and subsequent approval.

b. Acquisition either by off-the-shelf procurement or by developing

a prototype. It includes preparation of contract or agreement, purchase orders
and opening of a Bank Guarantee Deposit and payment.

c. Project Implementation includes the Project management

system, preparation and conduct of project implementation.

d. Test procedures include the preparation of Test and evaluation

and the conduct of test.

e. Adopting process for SRDP and Army R & D projects,

modification or upgrade of a defense materiel and alternative or substitute
parts. It includes new doctrines to upgrade the maintenance services of an
equipment or weapon system to be adopted.

f. The preparation of documents and reports includes the

checklists of documents to be included in the approval of contracts and
payments.

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Section 8-4 Materiel Development Organization and Responsibilities

6. Units and Offices. The responsibilities in implementing the materiel

development including materiel development for communications electronic
equipment and components of the Army involve the collective effort of Army
units and offices. It is divided among the Technical Staff, Army Weapon and
Equipment System Committee (PAWESC), Army Support Command
(ASCOM) through its Project Managers, end users and all the units within the
overall direction and functional supervision of the Program Director (G4, PA).

Figure 8-2 Army Materiel Development Organizational Structure

7. Technical Staff and Commodity Managers. They are responsible for

the preparation of Circular of Requirements (COR) of their concerned
commodity and the evaluation of the proposed project to be adopted by the
Army. If adopted, they prepare an Integrated Logistics Support (ILS) and
recommend the proposed project and the prepared ILS for approval. In
addition, Technical Staff and Commodity Managers evaluate and recommend
approval of the doctrine being developed to upgrade the maintenance
services of the equipment or weapon system.

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8. Project Managers. These are Commanders of the Research and

Development Center, ASCOM; Signal Group; Maintenance Battalion,
ASCOM; and Light Armored Brigade. They are responsible for the preparation
of Materiel Development Project Plan (MDPP); initial technical data
specifications; test procedures; acquisition for SRDP and Army R & D
projects; supervision n implementing the project and the conduct of test and
evaluation.

9. Forward Service Support Units (FSSUs). Responsible for providing

technical support 0 end users during the conduct of field-tests.

10. End Users. The Division service support units and line battalions
recommend their experiences on new techniques of the maintenance services
of equipment or weapon system for doctrines development and perform the
field test of the advance prototype to determine the suitability and
acceptability of the project.

11. Army Support Command (ASCOM). Being the logistics arm of the
Army, the command is the operator for the implementation of the materiel
development program. It evaluates the operational aspects of the materiel
development using the criteria on the evaluation performed on the different
phases of materiel development.

12. Assistant Chief of Staff for Logistics, G4. Being the Program
Director, he provides directions for the materiel development program based
from the strategic plan for capability development, mission needs, combat
research and intelligence assessment, and recommends proposed R & D
projects for approval of CG, P A. He further evaluates SRDP based on
materiel development flagship criteria.

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CHAPTER 9
COMMERCIAL SUPPORT PROGRAM

Section 9-1 Concepts

All government agencies, including the Armed Forces, are under

unprecedented and intense pressure to reduce budgets and numbers of
personnel. At the same time, they are expected to deliver service in a more
efficient and effective manner.

Organizations are now focusing on their "core competencies". While

government organizations are not concerned with profit motives per se, they
are increasingly driven to focus on delivering responsive service within
shrinking budget. Commercial support represents one way for government
managers to perform the seemingly impossible task of improving service in
the face of declining funding and staffing.

Commercial support or outsourcing can be a wise decision for

government agencies. It can provide cost savings, allow agencies to meet
budget and personnel cuts, and streamline the process of providing services
to the ultimate customers.

The Commercial Support Program (CSP) is not simply envisioned to

"outsource" activity, but is based on a philosophy of open competition. To be
awarded a contract, a company must be able to offer the best value for money
than what can be achieved in-house. The CSP, however, should not be used
as a means of dealing with inefficient operations. We should commercialize
for long-term strategic reasons. The objective of CSP is for the Army to
transfer its support activities to the civilian sector where they could be
operationally feasible, practicable and cost effective. Given that the Army itself
must undertake core activities, the aim of the CSP is to ensure that non-core
support services and products are provided to core Defense activities in the
most effective manner. It will relieve its personnel from performing service
support activities where military skills are not essential. This will result to
sound resource management (like putting the right man on the right job) and
refocusing of materiel and human resources to priority areas.

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Section 9-2 Defense Policy

The policy of the Army on CSP is in consonance with the following AFP
policies:

a. Accomplish the Defense Mission. Commercial support

complements the capacity of the AFP in protecting the people and securing
the sovereignty of the national territory.

b. Retain Core Military Activities. Certain activities are directly

attributable to combat operations or are crucial to AFP operational
effectiveness and must be performed by service personnel. They are
designated core activities and are not subject to CSP process.

c. Rely on the Commercial Sector. The AFP will progressively

review all its activities and functions with a view to exposing them to
competition through CSP, unless the review finds they are ineligible for
reasons of being core in size, either alone or when aggregated with others,
such as not to warrant application of the CSP process. The AFP will procure
goods and services from the commercial sector when it is found to be more
cost-effective and is practicable to do so.

d. Promote Community Support. The AFP will promote the

capability and capacity of the community to support and sustain AFP
requirements during contingencies or national emergencies.

e. Increase In-house Productivity. Improvements in existing in-

house operations are to be pursued. In determining the most suitable solution,
commercial options will compete directly with the developed in-house option.

f. Implement CSP within Program Management and Budgeting

Principles. CSP decisions and implementation will be made within the
Operating Program Budget.

g. Apply Agreed Costing Principles. Financial evaluations will be

consistent with the costing principles as provided for in Accounting Principles.

h. Specify Performance Standards. CSP contracts will specify

performance standards whenever possible, rather than detailed work
specifications.

Section 9-3 The CSP Process

CSP follows a structured process that is categorized into six (6) stages.
While this process is important because it allows practitioners to plan and
schedule work, there is nevertheless, some flexibility for managers in applying

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the methodology. For instance, the demarcation between stages is not always
clear-cut and some events may overlap, whereas other tasks or events are
constrained by the sequence in which they occur, e.g., the market could not
be tested without having defined the requirement.

Consideration about whether the CSP process should advocate a

parallel or sequential development strategy was given within and outside the
Army. A parallel strategy calls for the in house and commercial bids at the
same time while the sequential strategy allows in-house option (IRO)
development first which then becomes the benchmark for comparison of
commercial bids at a later date.

Experience also suggests that when adequate resources are

committed and skilled personnel follow the steps advocated in the six stages,
best "value for money" decision result. Communicating with relevant parties is
also vital for success. This means CSP Project managers need to maintain
regular liaison with those involved in developing options, procurement teams,
staff and higher management.

With IHO development, judgment is required to discern the personnel

resources needed for work to be performed. This means all labor that is to be
directly involved with the activity must be accounted for, even when located
away from the activity. For an in-house bid to succeed, it must be able to
stand alone by having sufficient resources to satisfy the statement of
requirement. If direct support is being provided from other areas/activities this
resource cost must be identified and included in the in-house bid cost.

CSP activities should be managed with a view to minimizing the cost of

contracting.

The following depict the CSP process in six stages. The points listed
are not exhaustive; rather, they convey the major features of each stage and
are presented for general guidance.

a. Stage 1 – Activity Definition

1) Raise management directive

2) Consult with staff.

3) Define the activity in terms of mission.

4) Industry input-innovation, suggestions

5) Draft statement of requirement (SOR).

6) Cost of current activity operation.

7) Estimate the costs of transition.

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8) A schedule of events, timetable and resources required

for review.

b. Stage 2 - Options Definition

1) Documentation prepared for either one-or two-stage

process.

2) In-house team explores alternatives for meeting the

requirement.

3) SOR finalized from comments/inputs received.

4) If two-stage, proposals or expressions are called and

evaluated.

5) If two-stage, short listed and/or pre-qualified parties

invited to bid.

6) If one stage, bids are invited.

Section 9-4 Implementation

1. Methodology

a. The concerned unit will identify what particular service support

activity will be commercialized. Important data such as baseline cost,
expenditures and functional performance shall be considered.

b. Commercialization options best suited to meet the requirements

of the activities are determined.

c. Once activities are determined, the Request for Proposal must

be issued published in the form of Invitation to Pre-qualify and Bid for the
purpose of technical evaluation and short listing of the proponents.

d. The Army shall conduct/supervise the actual bidding and the

evaluation/deliberation prior to awarding of contract to winning proponents.

e. Contract between winning bidder and the unit concerned is

formulated for approval of higher headquarters. Once approved, the unit
concerned and Project Administrators designated to oversee the operations
will then implement CSP.

f. Documentary requirements for CSP are similar to that of Public

Bidding and Service Support Agreement.

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2. Evaluation of CSP Candidates and Activities. An assessment of

core/non-core determinations will be made. All activities that are non-core and
not dedicated to be carried out by service personnel will be progressively
scheduled for review. Over time, all eligible non-core activities will be
subjected to CSP evaluation. As circumstances change, determinations made
for some activities may also change.

3. CSP Projects. Currently, the following are the CSP projects being
implemented at HPA and Fort Bonifacio General Hospital and ASCOM:
10
a. Air-conditioning Maintenance Services

b. Ground Maintenance

c. Janitorial Services

d. Laundry and Dry Cleaning Services (FBGH)

e. Messing for Patients (FBGH)

f. Freight Services (ASCOM)

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CHAPTER 10
LOGISTICS SUPPORT FOR OPERATIONS OTHER THAN WAR

Section 10-1 General

From its traditional task of safeguarding the security of the state, the
army is also known for its role on socio-economic development and
participation in international affairs. The man in uniform now performs the
multi-role of soldier, administrator, public servant, law enforcer and others.

Over the years, the Army has been undertaking contingency operations
other than war, that includes peacekeeping operations, environmental
protection, disaster relief and rescue operations, election duties, civil
assistance, population and resources control operations, counter terrorism,
humanitarian assistance, inter-agency cooperation and counter drug
operations.

Logistics responsibilities in support of combat operations may also

apply to support operations other than war (OOTW). It is therefore the policy
of the Army to provide sufficient CSS elements, sufficient supplies, services
and equipment to all Army units involved in OOTW. Logistics support in
peacetime operations is less constrained by enemy threat action than support
to military conflicts. The type of logistics support for OOTW may primarily
involve field services, while support for military conflict may focus on supply
support.

Section 10-2 Other Roles of the Army

The Philippine Government usually utilizes the services of the Army,

independently or as part of a joint task force in providing assistance to civil
authorities. The Army also supports the Philippine National Police and other
law enforcement agencies in the implementation of national and local laws.
Among other roles of the Army are as follows:

a. Peacekeeping Operations. The Philippines has a stake in the

preservation of world order and is committed to world peace and the survival
of humankind. The Philippines, as a member of the United Nations,
participates in multilateral peacekeeping, humanitarian relief and peace
enforcement operations. The Philippine Government is likely to heed some of
these calls, both to confront regional instabilities and to maintain the
Republic's commitment to the UN Charter. The Government is entitled to
reimbursement by the UN for services, supplies and equipment used in
peacekeeping missions.

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b. Environmental Protection. This includes activities to monitor,

protect and preserve the enforcement of special laws akin to the protection of
the environment, such as forestry and maritime resources, in support to the
lead civil agency of the government. The Army's limited resources may be
extended to support local civil agencies of the government tasked with the
enforcement of such special laws.

c. Disaster Relief and Rescue Operations. The Army assists and

helps conduct search, rescue, and rehabilitation operations in calamity areas
devastated by earthquakes, typhoons, flashfloods, volcanic eruptions, etc.
Army assets particularly on communication, transportation, and other special
equipment/facilities may be used to reinforce local/civil government effort in
addressing calamities and fortuitous events until the concerned lead agency is
able to function and cope up with the situation.

d. Civil Assistance. The Army’s participation and contribution, in

coordination with the different agencies, to the Social Reform Agenda of the
government. It is the Army’s limited involvement in civil works projects related
to poverty alleviation.

e. Population and Resources Control Operations. The objective of

denial operation is to assist in the preservation or re-establishment of state
law and order within an area. It includes the protection of towns and
barangays from insurgent attacks, severe relationship between insurgents
and the population, and detect and neutralize insurgent's organization and
activities.

f. Counter Terrorism. The national interest of the government

guarantees the preservation of life and property to every individual, including
the survival, welfare, and happiness of the Filipino people. Anti-terrorism
(proactive) and counter terrorism (reactive) measures are taken to respond to
a terroristic incident.

g. Humanitarian Assistance. Assistance provided by the Army in

the aftermath of natural and man-made disasters to help reduce conditions
that present a serious threat to life and property. It is limited in scope and
duration and is designed to supplement efforts of civilian authorities that have
the primary responsibility for providing such assistance.

h. Inter-Agency Cooperation. Many operations conducted by the

Army to achieve strategic goals require a high degree of inter-agency
coordination. These facilitate unity and consistency of effort to the maximum
use of national resources and reinforce the primacy of the political objectives.

i. Counter Drug. The Army's support with the other lead agencies
of the government in counter drug operations greatly contributes towards the
national goals and objectives. The Army continuously provides resources and
operational support to assist civil government in combating production of
illegal drugs. These supports may be through surveillance, intelligence,

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communication system, weapons, specialized military training, and techniques

and vehicles.

Section 10-3 Combat Service Support Concepts to Peacekeeping

Operations

If the peacekeeping force is deployed to a country where formal host

nation support agreement (HNSA) is available, the CSS force structure can be
economically tailored to take advantage of that support provided by the host
nation. However, if a contingency force is deployed to an area where there is
little of such support, the CSS requirements must be met by the Army's own
resources. The CSS force structure must be carefully tailored to ensure that
requirements are met with the minimum resources necessary. Peacekeeping
operations are likely to be conducted for a short duration and characterized by
austerity of personnel and equipment.

Characteristics of a peacekeeping force:

a. Austere base development.

b. Minimal standard of living.

c. Stringent combat support and combat service support.

d. Reliance on strategic airlift and sea-lift for the rapid deployment

and continued sustainment of forces.

e. Emphasis on the Air Force and/ or Navy for close air support,
tactical air reconnaissance and tactical airlift.

Support for the force is the responsibility of the support organization.

The structure of the supporting unit is such that it can assume all selected
CSS functions until the operation is concluded.

Sufficient supplies must accompany the peacekeeping force to enable

them to accomplish the initial objectives and sustain themselves until re-
supplied. Accompanying supplies cannot exceed the force's capability to carry
and secure them. Generally, accompanying supplies will be limited to the
unit's basic and prescribed loads, plus very limited additional quantities of
items critical to the operation (Classes I, III, V). Plans must also provide for
deployment of follow-on logistics support and engineer units.

The level of maintenance performed in a contingency area will depend

upon the maintenance capability organic to the peacekeeping force. Also,
whenever possible, personnel and equipment must be prepared for the type
of climate in which they will be used before they are sent to the area of
operations.

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Peacekeeping forces may be airdropped, air-landed, or deployed by

sea, depending upon the contingency area, the mission, and the time
available for deployment. The deployment of the logistics support package
must be phased to correspond with the deployment of the combat force.
Logistics support units and supplies are normally divided into accompanying
and follow-on packages. Peacekeeping forces may be staged near the
contingency area to cut down the length of the lines of communication.
However, forward staging in itself presents a substantial logistics problem,
requires time and facilities, and can be done only when a friendly country
consents to the use of its soil for deployment of war materiel. How the
peacekeeping force will be re-supplied depends primarily on the mode of
deployment of the force.

Initially, the combat force will be dependent upon organic transportation

to carry accompanying supplies.

Logistic support is organized on an ad hoc basis. National contingents

are expected to arrive in the Area of Operations and be self- sufficient as a
rule in "thirty days". In many cases, however, States with limited military
resources commit contingents which are not properly or fully equipped.
Logistics support is a complicated exercise to support the varied range of
equipment brought by contingents. Because of financial restrictions and
limited resources, the United Nations (UN) procures logistics support from the
world market.

PLAN 1. Geography
2. Supply
3. Facilities
4. Transportation
5. Maintenance
6. General Skill
7. Miscellaneous
LOGISTICS PLANNING

HNSA
FNSA
ISA
POMCUS WRMS
Contingency Contracting
SA Agreements
Log Intel Analysis

Figure 10-1 Logistics Planning in Peacekeeping Operations

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1. Sustainment of Peacekeeping Contingency Force. The success of

sustainment of forces in peacekeeping operations would depend on the ability
to feed the troops and operate equipment. Sustainment is a principle in
logistics that can be measured in terms of" availability" or " days of support".
Logisticians must develop an infrastructure to support the forces. They must
be flexible and must balance a myriad of issues, including survivability of the
logistics system, needs of expanding forces and avoidance of bottlenecks.
According to Eccles, “Logistics is the creation and sustained support of
combat forces and weapons". Logistics may even dictate the options available
to a commander in a contingency operation. Regardless of the level and type
of operation, sustainability and sustainment are the crux of successful military
operations.

2. Logistics System in Peacekeeping Operations

a. Initial Lodgment. This is structured as a Logistics Support Group

to support the initial stages of the peacekeeping force and provide logistics
support to the entire force from Day 1 to Day 18. A handover to a Service
Support Battalion is done if the contingent structure so warrants.

b. Island Concept. This structure is employed to support the

peacekeeping force centered on a series of islands.

3. Preparations in Peacekeeping Operations

a. Logistics Planners

1) Identifying and preparing bases of operation.

2) Selecting and improving lines of communication.

3) Projecting and preparing forward logistics bases.

4) Identifying potential supply sources.

5) Negotiating Host Nation agreements.

6) Forecasting and building operational stock assets forward

and afloat.

7) Planning logistics base and LOC security.

b. Logistics plans provide the essential ingredients which make

military operation plans realistic. The essence of logistics planning involves the
determination of supply, services, transportation, maintenance, construction
and related logistics requirements and the determination of the existing
capability to meet these requirements.

4. Preparation on Disaster Relief and Other Operations. The activities

for Disaster Relief and other Operations are based on GHQ direction and

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guidance. The Army follows the mission provided by GHQ and from there it
defines its activities that need to be implemented as approach in the conduct
of operation.

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GLOSSARY

Acceptable Bid - one which is neither non-complying nor defective.

Accountability - the obligation imposed by law, lawful order, or regulation on

a person for keeping an accurate record of property or funds. The person
having this obligation mayor may not have actual possession of the property
or funds. Accountability is concerned primarily with custody, care and
safekeeping.

Accountable - having accountability (persons have accountability). Requiring

accountability (property or funds require accountability).

Accountable Officer - any person, military or civilian, designated and

required to maintain a stock record account. The term specifically includes
supply officer of support-type units operating stock record accounts, whether
or not the account is assigned an account serial number. The accountable
officer mayor may not have physical possession of the property or funds.

Activity - a work process which contributes to the implementation of a

program, sub-program or project.

Alteration - is a work of a nature which other than by extension, converts the

facility to a new use; or that which adds an installed equipment that was not
provided before. (Initial installation of air-conditioning equipment, automatic
sprinkler system, automatic fire alarm system, transformers, capacitors on
generators, on generating plants, etc).

Army-refers to the Philippine Army which is one of the three (3) Major
Services of the Armed Forces of the Philippines (AFP).

Barter or Exchange- it is the exchange of real properties between the Army

and private individuals or entities wherein the authority to purchase executes
for and in behalf of the Army rests on the President of the Republic or any
other officer expressly designated by him.

Base Utilities and Facilities - these are necessary to provide the basic
utilities and transportation network. These include water supply and
distribution, base communication system, road networks and drainage and
sewerage systems.

Bidder's Bond - is a guarantee in the form of cash, certified treasurer's or

manager's check or surety bond specifically issued by the AFP General
Insurance Corporation (GIC) required of bidders to accompany their bid or
proposal to guarantee in good faith the submission of their offer and
acceptance of all terms and conditions thereof.

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Bids, Negotiations and Awards Committee (BNAC) - the committee

responsible for the conduct of the whole bidding process until it arrives at a
recommendation for award of a contract, procurement order, or a work order.
'

Capability - a measure of the ability of a system to achieve the mission

objective. Capability specifically addresses the performance spectrum of the
system.

Collective or Unit Training - training activities involving groups of trained

soldiers directed to accomplish unit tasks or missions. It may vary from
section drills to major exercises.

Command Supervision - it comprises programming of funds and the

determination of the necessity for repair and utilities projects.

Commodity Managers - the Chiefs of Technical Services (for common items

of supply) and the Major Services Commanders (for their respective peculiar
items of supply) who have material cognizance of supplies and materials.

Community Facilities - these include facilities for ecumenical service,

recreational, hospital, concessionaires, officerlNCO clubhouse, housing and
billeting, school and museum.

Core Activities - those activities that are so integral to the operational

effectiveness of the AFP, that performance by other than AFP or AFP
personnel would diminish or put at risk their effectiveness. This criterion
renders them ineligible for consideration in commercial support.

Defective Bid - is that condition offered by a bidder in his bid tender which is
contrary to the terms and conditions set forth in the invitation or notice to bid.

Disbursement - amount of cash released by the agency to pay for obligations

incurred for the project.

Donation - an act of liberality whereby a person gratuitously disposes of a

thing or right in favor of the government in exchange for a certain concession
or for the promotion of peace and order in the locality.

Economic Order Quantity (EOQ) - an order quantity which minimizes the

variable cost of maintaining inventories.

End Item - a final combination of end products, component parts, and/or

materials which is ready for its intended use, e.g., ship, tank, mobile machine
shop, aircraft.

Environmental Impact Study - is an investigation of the effects of the

development of the base to the environment, whether it is positive or negative.

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Expropriation - a mode of acquisition of private property taken for public use

upon payment of just compensation. It shall be resorted to only after all
modes of acquisition of private land through purchase, barter or exchange
have been exhausted and the property is still needed by the Army.

FMS Cash Case - an FMS case wherein funding is directly provided by the
purchaser, i.e., not through a credit or grant agreement with the United States
Government (USG).

Facilities - real property, including all buildings, land and permanent

improvements such as access roads, rail links, fencing, piers, etc, required for
operation and support of equipment.

Foreign Military Sales (FMS) - that portion of U.S. security assistance

authorized by the Arms Export Control Act, as amended, and undertaken on
the basis of formal contracts or agreements between the United States
Government and an authorized recipient government or international
organization. FMS includes government-to-government sales of defense
articles or defense services, through DoD stocks or through new
procurements under DoD-managed contracts, regardless of the source of
financing; a non-appropriated program which allows eligible foreign countries
to purchase defense articles, training and services from the U.S. government.

Installation - is the real estate and improvements thereon which may

comprise an arsenal, camp, airbase, depot, port, hospital, industrial facility,
terminal, post, proving ground, station, or other military reservation or
establishment under the control of the Department of National Defense.

Inventory - a physical count of all items over which responsibility has been
given.

Journal Voucher - an accounting form used to take into accounts releases of

allotments, adjustments, etc. This is the basis of records in the General
Journal.

Lease - a consensual, bilateral, onerous and cumulative contract by which

one person binds himself to grant temporarily to the government the use of a
portion of land, the proposed utilization and the compensation in a certain
period oftime subject to renewal.

Logistics - AFPM 4-1 defined it as the science of planning and executing the
supplies, the movement, and the maintenance of forces, while FM 700-80
defined it as the art and science of creating and maintaining a military
capability.

Maintenance - is the work required to sustain existing components of facilities

or equipment. This includes, but is not limited to, renewal of disposal filters,
paints, and preservatives.

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Maintenance Engineering - the application of techniques, engineering skills

and effort, organized to ensure that the design and development of equipment
provide adequately for its effective and economical maintenance.

Maintenance Engineering Management - the process of planning,

organizing, staffing, directing and controlling these maintenance resources
(including personnel).

Maintenance and Repair - is the work required to sustain or restore facilities

or equipment to such condition that the property may be effectively used for
its designated purpose and capacity.

Materials - are expendable commodities used by the government in the

process of manufacture or construction, including parts or remnants from
destroyed or damaged fixed assets.

Materiel - all items necessary for the equipment, maintenance, operation and
support of governmental and military activities without distinction as to their
application for administration or combat purposes.

Materiel Management - direction and control of those aspects of logistics that

deal with materiel, including the functions of identification, cataloging,
standardization, requirement determination, procurement, inspections, quality
control, packaging, storage, distribution, disposal, maintenance and
mobilization planning. Encompasses materiel control, inventory control,
inventory management and supply management.

Military Assistance Program (MAP) - that portion of the United States

assistance program authorized by the U.S. Foreign Assistance Act of 1961,
as amended, which provides defense articles and services to recipients on a
non-reimbursable (grant) basis. Funding for MAP was consolidated under the
Foreign Military Financing (FMF) Program beginning in FY 1990.

Modification - is work classified as alteration, extension, relocation or

demolition.

New construction - is the erection of installations on any real property built

separately or apart from existing facilities.

Non-Core Activities - those activities that are clearly not part of AFP's
organizational core nor integral to the support and sustainment of core, may
be designated as "non-core". The relevant program manager will make
proposals on whether an activity is core or non-core.

Operations - consists of programs and corresponding expenditures involving

the production of goods, delivery of public services, regulation of societal
activities, regulation of other agencies, conduct of basic governance, or
provision of general management and supervision to the entire government
bureaucracy, which the agency has been specifically mandated to perform
and accomplish as its main purpose for existence.

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Operational Facilities - these are necessary to the operation and mission

accomplishment of the unit. These include headquarters, administration
building, base security and defense facilities, and communication facilities.

Operational Support Facilities - these are needed to provide the

infrastructure support to the basic needs of personnel and the operational
requirements of the unit. These include facilities for training, billeting, medical
and dental, messing, storage, maintenance, and fuel and ammo dumps.

Permanent Buildings - are those that are laid out and designed to have a
degree of structural adequacy, durability, and serviceability to assure a useful
life of 25 years or more with low maintenance and service expenditures.

Permit - a written agreement between the private owner and the Army
wherein the owner signifies his willingness to let the Army unit/s use his
property for free.

Planning - is the determination of the basic goals of the organization, the

evaluation of alternative courses of action, and selection of the programs best
calculated to achieve these goals.

Private Domain- the land needed shall be properly delineated and surveyed.
Plans shall be submitted for processing/approval with the DENR.

Procurement - the acquisition of supplies, including non-personal services,

written order or contract through bidding, negotiation, emergency purchase or
by transfer under prescribed laws, rules and regulations.

Public Bidding - mode of procurement wherein the bidding for the supply of a
particular item is open to all interested and qualified firms (made possible by
publication in media instruments), and is competitive in nature.

Public Domain - a portion of land planned to be acquired shall be surveyed,

which plan and survey shall be submitted for processing/approval with the
DENR.

Purchase - an act of acquiring a portion of land at a price not to exceed the

fair market value as declared by the assessor in the Tax Declaration.

Quality Assurance - is the system of documented control within the different

supplies and service support activities of the Army to ensure the fulfillment of
customer units' requirements and satisfaction.

Quality Control- refers to the quality of the product or service the Army
provides.

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Quality Audit - internal audits that are conducted by the logistics staff and are
vital for checking that the Quality System is operating effectively and for
highlighting deficiencies that will require corrective action.

Real Property - includes buildings, land, roads and all other constructions
adhering to the soil and everything attached to it, and immovable in a fixed
manner in such a way that it cannot be separated therefrom without breaking
the material or resulting to the deterioration of the object. This includes land,
standing timber, buildings, structures, plants, utility plants and systems,
ground facilities, water and waterway facilities.

Registry Property - are those property/registered in the Book of Registered

Land with the Register of Deeds of the province where the property is
situated. The unit planning to acquire a registered property for military use
shall determine the existence of the following documents: Original transfer
Certificate of Title, Tax Declaration & Realty Tax Payment, Approved Lot
Survey Plan and the existence of tenants/squatters.

Relocation - is the moving of a building or facility intact to a new location, or

the dismantling of a building or facility and its re-creation elsewhere.

Repair - is the replacement, in whole or in part, of components of facilities or

equipment, or the overlay of components of facilities, after normal wear and
tear, decay, dilapidation, or destruction.

Semi-permanent Buildings - are those which by design, use of materials

and equipment, and methods of construction will, with normal maintenance,
provide structure of an economic life of more than 5 but less than 25, years.

Stock Record - a collective phrase to describe the forms used to record

supply data in single items.

Stock Management - direction and supervision of stock distribution from the

time the stock becomes available until it is expended, declared surplus, or
sent to salvage.

Supplies - include all kinds of property, except real estate, which may be
needed in the transaction of official business or for public use, whether it is a
furniture, stationery, construction material, livestock and such other properties
of similar nature, or equipment for issue to troops, units and installations.

Supply Management - the supply actions of an office or individual,

encompassing requirement determination, planning and programming,
procurement, receipt, storage, maintenance while in storage, control and
distribution, packaging and disposal of supplies.

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72-100 Reimbursable Fund (72-100 RF) - is a reimbursable fund ceiling for

the purchase of supplies, the issuance of which to consumer units is subject
to reimbursement of the fund appropriations.

Technical Supervision- it comprises furnishing appropriate commanders

with advice and assistance on matters pertaining repair and utilities. Assisting
in education and training, conducting technical review and making staff visits
to a certain degree of conformity with technical policies, standards and
procedures.

Temporary buildings - are those that by design, use of minimum quality

materials, equipment, and methods of construction will, with minimum
maintenance, provide structures of an economic life of 5 years or less.

Transportation - the conveyance of sediment materials or solid particles from

one place to another on or near the earth's surface by water, air or gravity.

Utilities Plant - is an assembly of installed equipment and facilities especially

designed, constructed, and assembled for producing and controlling utilities
service (gas, water, steam, compressed air, and electric energy) and the
treatment and disposal of sewerage and industrial waste. The building or the
building housing the utility plant equipment and facilities are not a part of the
utility plant.

Utilities Service - is the purchase, production, distribution and sale of electric

energy, steam, and heat; production, purchase, treatment, distribution, and
sale of water; collection, treatment, and disposal of sewage and industrial
waste; air-conditioning and ventilation, refrigeration, and compressed air.

Unregistered Property - are properties which are not yet registered in the
Book of Registered Land with the Register of Deeds of the province where the
property is situated. The unit planning to acquire property for military use shall
determine the existence of the following documents: Documents of
Ownership, Tax Declaration, Approved Lot Survey Plan and the existence of
tenants/squatters.

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ABBREVIATIONS

AFP -Armed Forces of the Philippines

AFPLC -Armed Forces of the Philippines Logistics Center
ALCOM -Air Force Logistics Command
AMDF -Army Master Data File
AO -Area of Operations
ASCOM -Army Support Command
ASL -Authorized Stockage List
BDA -Battle Damage Assessment
BDFA -Basic Daily Food Allowance
BNAC -Bids, Negotiation and Awards Committee
CLDB -Centralized Logistics Data Bank Inventory Management Control
CS -Combat Support
CSAFP -Chief of Staff, Armed Forces of the Philippines
CSG -Command Support Group
CSS -Combat Service Support
DC -Dental Clinic
DBM -Department of Budget and Management
DND -Department of National Defense
DSM -Direct Support Maintenance
DSS -Direct Support System
DV -Disbursement Voucher
EOD -Explosives Ordnance Disposal
EOQ -Economic Order Quantity
EPW -Enemy Prisoner of War
FBGH -Fort Bonifacio General Hospital
FCPA -Finance Center, Philippine Army
FID -Facility Installation Detachment
FMS -Foreign Military Sales

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FNSA -Foreign Nation Support Agreements

FSST -Forward Service Support Team
FSSU -Forward Service Support Unit
GHQ -General Headquarters
GOCC -Government Owned and Controlled Corporation
GRREG -Graves Registration
GSU -Grave Services Unit
HHC -Headquarters and Headquarters Company
HNSA -Host Nation Support Agreements
HPA -Headquarters Philippine Army
ILS -Integrated Logistics Support
IRP -Invoice Receipt of Property
IRR -Implementing Rules and Regulation
ISA -International Standardization Agreement
ITB -Invitation To Bid
JO -Job Order
LCC -Life Cycle Cost
LOC -Lines of Communication
LSA -Logistics Support Analysis
LSG -Logistics Support Group
MAP -Military Assistance Program
MDP -Master Development Plan
MB -Maintenance Battalion
MP -Military Police
MSP -Military Supply Points
MSPC -Materiel and Services Procurement Center
NLC -Naval Logistics Center
PA -Philippine Army
PAWESC -Philippine Army Weapons, Equipment and Systems Committee
PBAC -Program Budget Advisory Committee
PCHT -Packing, Crating, Hauling and Transportation
PDU -Property Disposal Unit
PM -Preventive Maintenance

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PMCS -Preventive Maintenance Checks and Services

PMOPO -Property Management Office Purchase Order
POD -Port of Debarkation
POD/POE -Port of Embarkation/Program of Expenditures
POL -Petroleum Oil and Lubricants
PMCUS -Preparation of Materiel Configured to Unit Sets
PPRA -Program Performance Review and Assessment
QA -Quality Assurance
QC -Quality Control
QCI -Quality Control Inspection
QMG -Quarter Master Graves
RDC -Research and Development Center
RFU -Reimbursement Fund Unit
RU -Repair and Utilities
RWM -Report of Waste Materials
SA -Staging Area
SDP -Site Development Plan
SB -Supply Battalion
SLDER -Single Line Document for Expenditure and Receipts
SLRP -Survey Liaison Reconnaissance Party
SND -Secretary of National Defense
SRDP -Self - Reliance Defense Posture
SSA -Supply Support Agreement
SSTC -Service Support Training Center
SSU -Special Services Unit
TB -Truck Battalion
TIAC -Technical Inspection and Acceptance Committee
TC -Technical Committee
WO -Work Order
WRMS -War Reserved Materiel Stock

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RECORD OF CHANGES

Identification of change or Date By Whom entered

Correction and Reg. No. (if Entered (Signature, Rank, Grade,
any) Name or Rate, Name of
Command)

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RECOMMENDATION FOR CHANGES

_____________________________________
________________________________
_________________________
(Originating Agency)

________________
(Date)

SUBJECT: Recommendation for Changes

TO: Commanding Officer

Doctrine Center, TRADOC
Fort Bonifacio, Makati City

The following recommendation is submitted for improvement of

_____________________________________________________________
(Short Title)

________________________________ __________________________
(Long Title) page
________________________________ __________________________
Article Para. No. Line Sentence

________________________________
Figure No.

Comment:

Recommendation:

_____________________________
(Signature of CO)

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