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figure  8-1  as  you  read  about  the  reorder  cycle  pro- cess  described  below. The  commissary  starts  the  reorder  cycle  by calling in, to the vendor, the quantities required and  noting  the  units  ordered  on  a  T-53.  Upon delivery,  the  units  received  are  recorded  on  the T-53 and on the vendor’s delivery ticket. You, as a supervisor, should remember that all shortages must  be  signed  for  by  the  vendor’s  delivery person on both the T-53 and the delivery ticket. This  is  a  common  problem  in  the  system  so  the signing procedure must be strictly enforced. You should understand that failure to adhere to this policy  of  noting  shortages  will  result  in  the vendor’s billing the commissary for units shipped instead  of  the  units  delivered.  This  common error constantly contributes to delays in the pay- ment  of  invoices. Each delivery must be transmitted by a com- munication  link  to  the  NAVRESSO  computer. Delivery information is recapped and transmitted to  the  regional  office  where  the  Daily  Delivery Input Validation (071) form is printed. When the T-53 and the delivery ticket reach the accounting office,  the  information  on  these  documents  is matched  to  the  Daily  Delivery  Input  Validation (071)  form.  If  everything  is  in  agreement,  the matched documents are filed by date and by com- missary. If the 071 is not in agreement with the T-53, the difference is resolved and a Daily Cor- rection  Sheet  (073)  is  prepared.  Upon  receipt  of the  corrected  Daily  Input  Validation  (071),  the documents  are  filed. The daily delivery system is a good system. It can  only  fail  if  you,  the  receiver,  drop  the  ball by  not  properly  counting  merchandise,  checking case counts, and noting shortages and damaged merchandise. Figure 8-1 illustrates the route taken by  a  T-53  on  the  ACS. Warehouse and Distribution Centers Efficient   stock   handling   and   storage   re- quirements  are  the  major  interrelated  work  opera- tions  necessary  for  effective  overall  commissary operations.  Good  practices  and  fundamental principles are the key to quality warehousing. If you become a senior Ship’s Serviceman working as  a  warehouse  manager,  you  will  need  to  use easily  understood  formats  to  achieve  account- ability,  control,  and  security  of  inventory  and operations. The  most  logical  method  of  organizing  a warehouse  facility  and  defining  tasks  and workloads  is  by  means  of  an  organizational chart. After you have assigned your people their tasks  and  have  leveled  out  your  workloads,  you should provide your workers with the rules and regulations governing parking areas, time cards, breaks,  and  leave.  You  are  now  ready  for  your actual  warehouse  operation. A  successful  commissary  operation  depends on  your  keeping  shelves  stocked  with  merchan- dise that customers want. While this may sound like  a  simple  task,  it  is  actually  a  complex  pro- cess   involving   procurement,   merchandising, accounting,  and  warehousing.  If  all  these  pro- cedures  had  to  be  performed  manually,  the worldwide  Navy  Commissary  System  would  re- quire  a  large  administrative  staff  and  the procedure  would  take  a  great  deal  of  time.  The Automated  Commissary  System  (ACS)  was developed to facilitate these procedures. The ACS uses  a  network  of  computer  terminals  that  are located   at   commissary   divisions/regions   and warehouse/distribution   centers. Using  these terminals,  the  regional  offices  encode  the  “raw” data  and  transmit  it  over  the  telephone  to  the Navy   Resale   and   Services   Support   Office (NAVRESSO) where the data are accepted, pro- cessed,  and  stored.  Then,  at  the  request  of  the region,  processed  data  are  transmitted  back  to  the terminal in the form of reports, purchase orders, and   breakouts.   Most   warehouse/distribution centers have a “remote printer.” Remote printers receive  the  encoded  breakouts  that  have  been transmitted from the commissary to NAVRESSO and   then   back   to   the   warehouse/distribution center.  These  printers  are  capable  of  receiving various reports that may be needed in day-to-day warehousing  operations.  Some  of  the  most important  printouts  you  will  use  in  the  com- missary  are  the  Stock  List  Price  Catalogs (SLPCs).  These  printouts  describe  merchandise items  in  the  commissary  division/region  and identify those stores in the region authorized to carry  the  specific  items.  The  SLPC  is  used  by stores  for  pricing  and  by  the  regional  office  for reviewing  total  stock  assortments.  The  warehouse uses the SLPC for slotting and inventory control purposes. There are several subsystems used in the ACS. These  subsystems  are  listed  below. l   Merchandise   transfer   subsystem—The merchandise  transfer  subsystem  uses  data generated  and  processed  at  the  commissaries,  the regional  offices,  and  NAVRESSO  to  determine requirements  for  replenishing  branch  commissary merchandise from the warehouse or distribution 8-14

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