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USNS Choctaw County 

Naval Medical Logistics Command 
Special Report: 
Collaborative Effort Explores New 
Expeditionary Medical Capability 

‘Welcome Aboard the Naval Medical Logistics Command "Public Website.” 
If you sre Miltary or Govemment (CAC enatles) you may citi on the WILIGOV 
ivi | Set Asi t 
poe ESE eeciooe (Access tab on the menu bar. To learn more about the command and our mission, | 
Flequests for Proposals (RFPs) invite you to extensively explore our newly designed website and to chenk back 
for updates. If you are 2 civilian contractor wishing to do business with Navy 
Requests for Quotes (RFQs) Macicine, cick the (Doing Business Win Us" panel just to the nght of this 

Task Order Contracts ~ ar. 

Business Opportunities CAFT Seymour, CO As always, we solicit your valve your suapestions for improv 
‘Again, thank you for visiting and we hope you leave with a fuller understanding 
of the mission of the Naval Medical Logistes Command 

Logistics Solutions (MELS) News! 

Mission | Vision | Guiding Principles | Quality Policy | 10 9004;2008 inn 
Acquisition Management Command, 
Medical Equipment and Briefing 

‘Operational Forces Support 

NMLC on Click here 
Healthcare Services: 

Strategies (HSS) 

Expeditionary Medical é & 
Logistics (EML) 4 Foedback? 
Navy Senior Service Logistics 

Representative (NSSR) 

cation of Eyewear 

Life is worth living! 

pry Click hore for 
tS ) your lifeline, 

NMLC Adopts Strategic Focus 

Your Resource to All s Naval Medical Logistics Command 

Naval Medical Logistics Command's mission: We deliver patient-centered logistics solutions for 
military medicine. Naval Medical Logistics Command's vision: To become DoD’s premier medical 
logistics support activity. You can find all the timely information you need through the Naval Medical 
Logistics Command (NMLC) website. 


USNS Choctaw County (JHSV 2) is a Joint High 
Speed Vessel able to transport U.S, Army and U.S. 
Marine Corps company-sized units with their vehicles, 
or reconfigurable to become a troop transport for an 
infantry battalion. It has a flight deck for helicopters 
anda load ramp that will allow vehicles to quickly 
drive on and off the ship. The ramp is suitable for the 
types of austere piers and quay walls common in de- 
veloping countries. USNS Choctaw County has a shal- 
low draft (under 15 feet) and has an aluminum twin- 
hull catamaran shell containing four diesel engines, 
rudimentary control facilities for up to 40 crewmem- 
bers, and 312 airline-style passenger seats, along with 
an expansive flight deck on the top. The rest of the 
vessel is an empty 20,000 sq, ft. mission bay that can 
be loaded to carry whatever cargo is needed. Vehicles 
and cargo are loaded and unloaded by a ramp that can 
support up to 100 tons of weight. Although designed 
for a military crew of 46, the ship usually has a crew 
of 26 mariners. The passenger room contains reclining 
seats with overhead televisions and racks for weapons 
and equipment. It has 104 permanent berthing spaces. 

Table of Contents perp ay ee sree ay aay 

4. From the Commanding Officer 
5. From the Command Master Chief 

6. NMLC Special Report: Collaborative Effort Explores 
New Expeditionary Medical Capability 

8. Air Force Medical Operations Agency 

9. Part-time Employment During Off-Duty Hours 

10. Small Business Professionals Air Force Medical Operations Agency Pg. 8 

12. Kanban - A Lean Six Sigma Approach to Inventory a 
Management ; = 

14. 2015-2016 Seasonal Influenza Vaccine Program Seasonal Influenza Vaccine Program Pg. 14 

Data Call for Requirements 
16. More Orthopedic Items Added to DLA Medical’s 
E-catalog at Reduced Cost 

More Orthopedic Items Added to DLA 
Medical’s E-catalog at Reduced Cost ... Pg. 16 


From the Commanding Officer 

During my trip to San Diego this 
month, I had the opportunity to examine 
the two-bin Kanban systems currently in 
) place at two of our Military Treatment Fa- 
cilities, Naval Medical Center San Diego 
and Naval Hospital Camp Pendleton. I was 
able to see first-hand the systems’ applica- 
bility to inventory management and hear 
from our deck-plate leaders what is work- 
ing well and what could be improved. 

Tn this issue of Logistically Speaking, we 
feature an article discussing Kanban. Kan- 
ban is a tool that enables us to improve the 
supply chain process. It is important for all 

of us to understand how the system works 
and embrace this change as we move toward standardized logistics process- 

We also take a look at the USNS_ Choctaw County (JHSV 2), a Joint 
High Speed Vessel that transports U.S. Army and Marine Corps personnel 
and their vehicles. Our special report discusses the Chief of Naval Opera- 
tions’ direction for the future of naval forces and the optimized fleet 
response plan established to execute this new approach to meet our forces’ 
high demands. 

We feature an article on Naval Medical Logistics Command's partner- 
ship and support Memorandum of Agreement with the Air Force Medical 
Operations Agency for the provisions of medical equipment contracting 
support. This agreement will allow us to maximize strategic sourcing 
opportunities for medical equipment purchasing. 

Changing direction a bit, throughout the year, Federal employees might 
seek outside employment during off-duty hours. Did you know there are 
regulations governing those who file financial disclosure reports and that 
they must obtain pre-approval before accepting outside employment? If 
not, read the article our legal counsel contributed for this issue. 

In the same vein, Naval Medical Logistics Command has a robust Small 
Business Program office that contributes news and information to each 
issue of Logistically Speaking. This issue discusses the Small Business Pro- 

Naval Medical Logistics Command 
Capt. Mary S. Seymour 
Commanding Officer 
Cmér. Michael J. Kemper 
Executive Officer 
HMCM(FMF) David L. Hall 
Command Master Chief 
‘Mr. Darin L. ‘Cal’ Callahan 
Chief of Operations 
Mrs. Julia P, Hatch 
Mr. Julius L. Evans 
Public Affairs Officer 
‘Mr. Paul “David” Garrison, IIT 
Chief Information Officer 
Mr. William J, Hartmann 
Expeditionary Medicine 
Ms. Mimi McReal 
Small Business Programs Officer 
Mr. Gilbert “Bert” Hovermale 
Dir, Acquisition Management and Analytics 
Lt. Cmdr. Christopher E, Barnes 
Dir, Medical Equipment Logistics Solutions 
Mr. Richard J. Schlegel 
Dir, Operational Forces Support 
‘Mr. Stanley G. Wade 
Logistics Business Systems 
Lt. Cmdr, Diana Garcia 
Dir, Resource Management 
Lt. Cmdr, Matthew W. DeShazo 
Dir, Administration 

Mr. Julius L. Evans 
Naval Medical Logistics Command 
Public Affairs Officer 
Julius Evans@med navy mil 
(301) 619-9650 
DSN 343-9650 

fessionals throughout Navy Medicine and introduces our readers to the 
latest hire by Navy Medicine East, Julian Krogh. 

Finally, the Defense Logistics Agency's Electronic Catalog has made a 
difference in how orthopedic items are ordered. It has also proven success- 
ful in tremendous cost savings during the past two quarters. DLA Troop 
Support contributed an article that takes an inside look at this phenomenal 
support system. 

This issue of Logistically Speaking has a number of informative articles. 
Please indulge yourself. As always, we continue to seek your feedback and 
suggestions on articles you have seen and on the articles you would like to 
see. Feel free to communicate directly with our public affairs office. 

Logistically speaking is published by Naval Medical 
Logistics Command. Articles reflect the views of the 

authors and do not necessarily represent the views of 
the Department of the Defense or the Department of 
the Navy 

Articles should be submitted to: 
The Public Affairs Officer 


From the Command Master Chief 

he Commanding Officer mission of our organization. 
implemented another way 

: Recognition can be described as 
to recognize the contribu- 

ti aa ners 1 an important benchmark with the 
1 ai a cia a "staff. It acknowledges their value 
AA SOIREE PO resis organization and instills a 

mal = of work here at’ Naval sense of pride and purpose. Recog- 
Pop: myierioerer aa nition builds morale and a sense of 
5 dist 
their hard work and efforts? Why cautabytadcanchet onli 
is that 20 important in our work- fies the fact that the command truly 
place? appreciates their work and dedica- 
Kudos, Atta Boys, Letters of tion to our mission. 
Appreciation, On-the-Spot awards 
and the All-In awards are some of 
the ways we recognize personnel 
for their contributions and hard 
work. I find that our staff remains 
motivated when they or their peers 
are recognized for those actions 
which are linked to the values and 

Our efforts in recognizing our 
personnel prove that we care about 
the well-being and professional suc- 
cess of our entire workforce. It cre- 
ates a solid foundation ensuring fu- 
ture success and investing in the 
human factor of managing people 

HMCM(FMF) David L. Hall, NMLC CMC 

Cassandra Mahlstedt receives a Letter of 
Appreciation from Capt. Seymour. 

Hospital Corpsman and Class Cheung 
Chung receives a Letter of Apprecia- z 
tion from NMLC’s Commanding Capt. Mary Seymour recognizes Leonard 

Officer, Capt. Mary Seymour during Momtisey at command quarters for his out- 
the All-Hands quarters in Nov. 2014. stanlliag walk etic, 

Hospital Corpsman 2nd Class RaShawn Lynch 
receives a Letter of Appreciation. 



Naval Medical Logistics Command Special Report: 
Collaborative Effort Explores New Expeditionary Medical 

By William ‘Bill’ Hartmann, Expeditionary Medical Logistics Program Manager 

he Chief of Naval Operations 

provided direction for the future 
of Naval Forces — including Navy 
Medicine — when he stated, “We need 
lower cost approaches,” and “we 
need to tailor the ship more to the 
mission.” (America’s Navy Art: 

In support of that direction, the 
Optimized Fleet Response Plan 
(OPNAVINST 3000.15A) in part, 
established the responsibilities for the 
execution of this new approach to 
meet the high demand for naval fore- 
es, from individual units to strike 
groups — all requiring a more agile 
and flexible force to respond to Com- Navy Medicine interpreted this force packages being designed for 
batant Commanders’ requests. guidance to mean that the adaptive medical capabilities will need to be 
modular, task organized, adaptable, 
responsive, clinically effective, scala- 
ble and flexible in order to meet the 
full range of military operations. 

Recently, a collaborative effort 
between OPNAV, United States Fleet 
Forces Command, Military Sealift 
Command Atlantic, Naval Warfare 
Development Command, the U.S. 
Navy Bureau of Surgery and Medi- 
cine’s Capability, Development and 
Integration Office, the Expeditionary 
Medical Logistics Program and the 
Navy Expeditionary Medical Support 
Command (NEMSCOM), began ex- 
ploring future deployable medical 

The most recent event was initiat- 
Station 2014 onboard joint high-speed vessel USNS Choctaw County (HSV 2) at Joint Expedi- ed as a preamble to demonstrating 
tionary Base Little Creek-Fort Story, Virginia Beach. U.S. Navy photo by Mass Communications expeditionary capabilities of a small 
Specialist 2nd Class Jared Aldape. foot print nature, one that is easily 

U.S. Navy’s Military Sealift Command, USNS Choctaw County (JHSV 2) has a core crew 
of 26 civilian mariners to operate and navigate the ship. 

Virginia Beach, Va., (Oct. 8, 2014) Sailors and Marines retum home from Southem Partnership 



Personnel from Navy Expeditionary Medical Support Command prepare and wire the inside of the EMU facility at the Navy Expeditionary 
Medical Support Command in Williamsburg, Va., Nov. 13, 2014. 

transported and able to be deployed 
and employed anywhere around the 
globe. This initial study, or the phase 
one portion, is evaluating existing 
capabilities within expeditionary 
medicine in an effort to determine a 
way ahead for supporting afloat mis- 
sions by adapting to diverse fleet 

Addressing the challenging engi- 
neering and logistics portion of the 
study, on Nov. 13, 2014, at the Navy 
Expeditionary Medical Support Com- 
mand in Williamsburg, Va., individu- 
als from within and outside Navy 
Medicine had the opportunity to tour 

an Expeditionary Medical Unit 
(EMU), currently the smallest capa- 
bility in the Expeditionary Medical 
Logistics Program. NEMSCOM sub- 
ject matter experts provided invalua- 
ble insight on the capability of this 
medical asset allowing numerous 
stakeholders to become familiar with 
the unique requirements experienced 
when delivering healthcare to opera- 
tional forces either ashore or afloat. 
In December, the Joint High 
Speed Vessel USNS Choctaw County 
(JHSV 2) docked pier-side at 
Cheatham Annex, Williamsburg, Va. 
to support the next step in the process 


by providing an operational afloat 

t for the EMU to be loaded 
aboard. In addition to the staging of 
the Medical capability for transport, 
the EMU was actually “set up” 
onboard to study the feasibility of 
conducting medical missions aboard. 
this type of platform. 

and design of multiple capabilities to 
meet the future development of medi- 
cal capabilities on all platforms with- 
in the fleet. LS 



ae, | 





By James E. Watkins, Supervisor Contract Specialist, Acquisition Management and Analytics Directorate 

n May 23, 2014, Naval 

Medical Logistics Com- 

mand (NMLC) signed a 
support agreement/Memorandum of 
Agreement with the Air Force Medi- 
cal Operations Agency (AFMOA) for 
the provision of medical equipment 
contracting support for a period of 
five years. Beyond executing individ- 
ual medical equipment procurements 
for the Air Force and the Navy, the 
ultimate goal of the partnership is to 
identify, facilitate and maximize stra- 
tegic sourcing opportunities of medi- 
cal equipment purchasing between the 
two organizations. 

Leading up to the partnership, par- 
ticipants from NMLC’s Medical 
Equipment & Logistics Solutions Di- 
rectorate and the Acquisition Man- 

agement & Analytics Directorate en- 
gaged the AFMOA leadership and 
formed a working group called the 
Equipment Procurement Action 
Group. They met on a weekly/ 
biweekly basis to identify and discuss 
the processes by which forecasted/ 
forthcoming Air Force requirements 
would be submitted to NMLC for ex- 
ecution. They also discussed how 
forecasted/forthcoming requirements 
originating from both the Navy and 
the Air Force could be identified, 
screened and aggregated to maximize 

Still in its infancy, this partnership 
has yielded five new contract actions 
in support of Air Force hospitals 
alone, with approximately 300 others 
currently in process. More important- 

ly, the partnership has already demon- 
strated its potential through the award 
of a joint, enterprise-wide indefinite 
delivery, indefinite quantity contract 
for anti-gravity treadmills, encapsu- 
lating the needs of both the Air Force 
Medical Service as well as Navy 
Medicine. In addition, a number of 
other opportunities have already been 
identified for FY15 execution, with 
requirements documents in the works. 
These include Dose Monitoring, Den- 
tal and Prosthodontics Computer- 
Aided Design and Computer-Aided 
Manufacturing (CAD/CAM) Sys- 
tems, Anesthesia Machines and a host 
of medical equipment maintenance 
possibilities. LS 

Part-time Employment During Off-Duty Hours 

NMLC Office of General Counsel 


A Anent employees who file 
financial disclosure reports (OGE 
450s) to obtain pre-approval for all 

t the outset of 2014, anew 
regulation required govern- 

outside employment - 5 C.F.R. § 
3601.107. Local instructions may pro- 
vide additional requirements. With 
the economy constantly changing, 
some employees may be tempted to 
take a temporary job. In most cases, 
this will pose no issues beyond sub- 
mitting a request 

Generally, government employees 
may work an outside job provided: (1) 
the outside job does not interfere with 
their official duties; (2) in the outside 
job they make no representations to 
the federal government; and (3) the 
outside job creates no appearance of 
impropriety. In plain terms, you can- 
not work another job that creates or 

appears to create a conflict 

of interest with your duties 

as a government employee. 
Compliance is the key. 

The recent publicity involv- 

ing the NSA suggests this 



In that matter, the former 
NSA director, Keith Alexan- 
der, launched a cybersecuri- 
ty company that hired NSA’s Chief 
Technical Officer, Patrick Dowd. Mr 
Dowd’s supervisors at NSA approved 
of the arrangement, presumably with 
input from their ethics counselor. All 
reports conclude that the arrangement 
does not appear to break any laws, 
which hinges on compliance. With 
that said, a Monday-morning- 
quarterback (i.e., second-guess) 

would question why a supervisor and 
ethics counselor would approve of 
such an arrangement given the ap- 
pearance concerns. The current tenor 
regarding the matter focuses on sus- 
pect judgment of supervisors rather 
than the employee, which serves as a 
reminder to supervisors and manage- 
ment that technical compliance is not 
necessarily the best approach for re- 
solving matters. 

Lastly, if you choose to engage in 
outside employment as a financial 
disclosure filer, remember to disclose 
this information on your OGE 450 or 

Feel free to contact your local eth- 
ics counselor if you have any ques- 
tions in advance of taking any outside 
employment. Ls 


Biz Buzz is where you will find what's happening with NMLC’s Small Business Program 
Office, as well as general small business information and news you can use. 

What's the BUZZ? 

hat’s the Buzz? 
Teamwork, and Part- 
nering! Navy Medi- 
cine is very fortunate to have highly 
qualified and dedicated Small Busi- 
ness Professionals (SBPs) who do 
their part to support Navy’s small 
business program. Just prior to the 
end of FY14, Navy Medicine East 
(NME) hired a full-time SBP, 
Julian Krogh, to complement Navy 
Medicine West (NMW)'s SBP, Syl- 
via Nard. Krogh and Nard collabo- 
tate with NMLC’s SBP, Mimi 
McReal, to ensure that maximum 
practicable opportunity is consid- 
ered for Navy Medicine’s acquisi- 
tions. With NMLC serving as 
BUMED’s Lead Contracting Execu- 
tive (LCE), a perfect partnership be- 
tween NMLC’s SBP and Navy 
Medicine Regions’ SBPs can flour- 
ish. There are opportunities where 
we can share training materials, as- 
sist with research of small business 
policy and issues, develop realistic 
and achievable annual small busi- 
ness goals, and provide overall sup- 
port to one another to sustain a suc- 
cessful small business program for 
Navy Medicine acquisitions. 
In September 2014, Ms. Krogh 
spent some time at NMLC to learn 
more about the small business pro- 

gram there and get a basis for imple- 
menting a small business program at 
NME. That visit provided a detailed 
look at how NMLC’s small business 
program is organized, as well as an 
opportunity for some face-to-face 
training. Also during this time, the 
Small Business Director at Naval 
Supply Systems Command 
(NAVSUP), Ms. Carol Decker, vis- 
ited NMLC. Ms. Decker, along 
with NMLC’s and NME’s SBP held 
a teleconference with NMW’s SBP 
to discuss updates to the small busi- 
ness program and related policies, 
conducted training and shared best 
practices to optimize Navy’s small 
business program. 

One significant change affects 
the manner in which an SBP reviews 
acquisitions for suitability for poten- 
tial award to small businesses. Pre- 
viously, the process required the 
contract specialist to generate a DD 
Form 2579 (Small Business Coordi- 
nation Record) via the Standard Pro- 
curement System (SPS) or via Pro- 
curement Desktop-Defense (PD2). 
The SBP would access SPS/PD2 
and retrieve the DD Form 2579, re- 
view it, approve it, then send it back 
to the contract specialist, where he/ 
she would continue the acquisition 
process. The Department of De- 
fense (DoD) Office of Small Busi- 

ness Programs had long been plan- 
ning to upgrade the DD Form 2579, 
making it more user-friendly for in- 
put of information, as well as devel- 
oping a form that could be used as a 
tool for data collection, analysis, and 
forecasting purposes. In the mean- 
time, NAVSUP developed its own 
revised DD Form 2579, intended to 
pilot and test it among several 
NAVSUP contracting offices. This 
web-based application became the 
Online Small Business Review 
Tool. Following several months of 
testing, identifying and correcting 
bugs, NAVSUP required that all 
field contracting offices use the 
Online Small Business Review Tool 
in FY15. NMLC, NME and NUW 
are now using the web-based 2579 
exclusively (no longer using SPS or 
PD2 to process DD Form 2579s) 
and at the end of FY15, should be 
able to get a full fiscal year’s worth 
of small business data for analysis 
and forecasting purposes. 

The projection of annual small 
business goals is also something im- 
portant for SBPs. The Small Busi- 
ness Administration (SBA) has a 
statutory small business goal of 23% 
meaning that 23% of all contracts 
awarded by Federal agencies shall 
go to small businesses. Each Feder- 
al agency has their own individual 

| a 
~ > | 


\ . ” 




Kanban - A Lean Six Sigma Approach to 

Inventory Management 

By Alicia Nolden, Industrial Engineer, Program Analysis & Evaluation (M81) Bureau of Medicine and Surgery 

s the delivery of 

healthcare becomes 

more complex, the 

need to manage all of 
the steps of the supply chain pro- 
cess efficiently becomes more im- 
portant. With the recent integra- 
tion of the National Naval Medical 
Center (NNMC) and Walter Reed 
Army Medical Center (WRAMC) 
into the Walter Reed National 
Military Medical Center 
(WRNMMC), the challenge arose 
to determine how best to combine 
the supply distribution and re- 
plenishment requirements of the 
two major medical facilities. After 
reviewing ‘point-of-use’ replenish- 
ment methods through process 
improvement projects at other 
Navy Medical Treatment Facilities 
(MTFs), the answer became clear 
that standardizing the supply 
chain process in order to achieve 
economies of scale and maximize 
ordering efficiencies was necessary 
across the Navy Medicine Enter- 

Looking past facility size and 
operational constraints, there is a 
common theme—an opportunity 
to streamline the way we handle 
distribution and replenishment 
tasks at the warehouse and opera- 
tional processes at the depart- 
mental level. Based on best prac- 
tices of supply chain processes in 
other industries, including private 
-sector healthcare, Lean Six Sigma 
methodologies have been recog- 
nized as highly beneficial in re- 

How it works 

Empty bin scanned by 

SC ae ae 
€z=* dzcer &zs=- 
J3 + 
ed eee Cee 
a er + : 
Sry a oven 
we PRats my bins stocked 
a 7 
ae emis 

ducing variation and waste in the 
process. The Kanban two-bin de- 
livery system was Navy Medicine’s 
solution to utilize these best prac- 
tices to provide a turnkey invento- 
ry management process for Medi- 
cal Treatment Facilities. 

Kanban is a Japanese term 
meaning “signboard,” and it is a 
visual trigger to signify that work 
has to be done. In the case of in- 
ventory management, the Kanban 
is used to facilitate the replenish- 
ment process by using a two-bin 
system to make it easy for staff to 
see that a product needs to be re- 
ordered. In each supply room, a 
pre-determined quantity, or PAR 
level, of each product is placed in 
two different bins. The PAR level 
is determined by product usage, 
seasonal fluctuations, lead time 
and replenishment schedules. 
Supplies are pulled from the first 
bin until empty; the empty bin 


becomes the visual cue to re- 
order. An order is then placed for 
exactly the quantity consumed 
which, in this case, is the PAR lev- 
el of the bin. The second bin is 
moved to the front and end-users 
continue to pull supplies from the 
second bin until the order arrives 
and supplies are replenished. 
There are many benefits to the 
Kanban system besides organizing 
inventory and eliminating lost or 
misplaced items in the supply 
room. By setting predetermined 
PAR levels for each bin, it elimi- 
nates the need to do physical 
counts and recordings each time 
inventory is handled. In addition, 
clinical time spent in the supply 
room is reduced, providing staff 
more time to conduct patient 
care. This system also reduces the 
possibility of stock-outs, because 
the usage of the second bin signals 
for a re-stock. The Kanban system 


This set of shelves were used before a Kanban system was 
installed at a facility. 

encourages the First-In-First-Out 
concept through the rotation of 
stock, Without a specific system 
or business process, items that sit 
in the back of the shelf or bottom 
of a bin may keep getting pushed 
back to make room new supplies. 
The use of two bins and set PAR 
levels allow users to more efficient- 
ly cycle through stock using the 
rotation of bins as supplies are 
used and replenished. Finally, the 
Kanban system enhances the re- 
porting and monitoring capability 
by providing visibility to all prod- 
ucts and actual consumption levels 
promoting a standardized best 
practice across the enterprise. 

The Kanban system has already 
been implemented in four Medical 
Treatment Facilities: WRNMMC, 
Naval Hospital Camp Pendleton, 
Naval Hospital Camp Lejeune and 
Naval Medical Center San Diego. 
The Naval Medical Logistics Com- 
mand awarded an Indefinite Deliv- 
ery Indefinite Quantity (IDIQ) 
contract for the shelving as an en- 
terprise-wide solution and issued 
delivery orders for 10 additional 
facilities at the end of FY14. The 

=i . . 
project is supported 

by process improve- 
ment contracts and 
consists of three 
phases of effort at 
each facility: Diag- 
nostic, Implementa- 
tion, and Sustain- 
ment. The diagnostic 
phase will consist of 
data collection and 
analysis, clinical and 
support staff inter- 
views, and docu- 
menting any opera- 
tional challenges with ordering 

and replenishment of supplies. The 

implementation phase will consist 
of installation of the shelving, 
training to ensure system under- 
standing, and a return on invest- 
ment analysis. Finally, the sustain- 
ment phase will ensure the staff is 
properly trained, metrics are in 
good shape, and challenges and 
changes that may need action are 
identified. The two-bin Kanban 
system was showcased at the Audit 
Readiness Training Symposium 
held from July 15-17, 2014 in Falls 
Church, Va. The logistics and 
comptroller communities had an 
opportunity to see a demo of how 
the Kanban system functions. 

Kanban has been touted as the 
wave of the future in supply chain 

“The Kanban system will elimi- 
nate inefficiencies in the supply 
chain process by reducing waste 
and leveraging technology to auto- 
mate the process,” one executive 

With the assistance and feed- 
back from clinical staff and materi- 
al management, the Kanban sys- 


tem will help Navy Medicine con- 
tinue to evolve as a preeminent 
healthcare system by adhering to 
our fundamental responsibilities: 
accountability, quality of care and 
safety within supply chain opera- 
tions. If you have questions or 
would like more information about 
these efforts, feel free to contact 
Lt. Cmdr. Janine Espinal M4- 
Installation & Logistics ja- LS 

In the case of inventory management, the 
Kanban is used to facilitate the replenish- 
ment process by using a two bin system 
to make it easy for staff to see that a 
product needs to be re-ordered. In each 
supply room, a pre-determined quantity, 
or PAR level, of each product is placed in 
two different bins. 


2015-2016 Seasonal Infl 
Data Cal 

he Vaccine Information and Logistics 
System (VIALS) is a web-based appli- 
cation developed to assist the Navy in 
collecting and processing requirements for 
the Seasonal Influenza Vaccine Program. De- 
veloped by Naval Medical Logistics Com- 
mand (NMLC), this system is user-friendly 
and Common Access Card (CAC) enabled. w 
Navy Leadership considers the Seasonal In- 
fluenza Vaccine Campaign vital to mission 
readiness and operational effectiveness. Furthermore, it has a direct reflection of each activity’s 
preparedness for any pandemic vaccine response. 

VIALS is accessed through the NMLC Web site, 
int_codeo3/vials/, and provides secure access to all personnel involved in the assembly, reporting 
and distribution of Seasonal Influenza Vaccine requirements. VIALS provides real-time data re- 
lated to allocation, requisition and shipment status. 

VIALS is scheduled to accept 2015-2016 Seasonal Influenza Vaccine requirements from 2 - 27 Feb 
ruary 2015. 

For the 2015-2016 season, please pay particular attention to the following: 
a. No new or additional vaccine requirements will be accepted after 27 Feb 15. 

b. To alter requirements that have been submitted in VIALS, the requestor must contact 
NAVMEDLOGCOM via VIALS Help ( This is the only way 
changes can be made to their submission. The deadline for changes is 27 Feb 15. 

c. Age categories may be combined during the contracting process. 

d. Submitting commands are responsible for validating population data and influenza prod- 


uenza Vaccine Program 

| for Requirements 

ucts in order to accurately generate requirements for their catchment area or area of responsibil- 

e. Navy Reserve Component Commands are required to submit vaccine requirements. For the 
2015-2016 season, these commands may only order VIALS alpha products B (2-49 yr. prefilled na- 
sal sprayer, Thimerosal free), C (36 mo. inj., PFS, Thimerosal free), and D (36 mo. inj., MDV). 

f. Marine Reserve Component Commands are required to submit vaccine requirements. For 
the 2015-2016 season, these commands may only order VIALS alpha products B (2-49 yr. prefilled 
nasal sprayer, Thimerosal free), E (9 yr. and older inj., PFS, Thimerosal free), and F (yr. and old- 
er inj., MDV). 

g. VIALS requires activities to specify whether or not each site has the required cold chain ca- 
pability. Please read VIALS Home Page for more information. 

h. Afloat units are required to split their requirements equally between at least two different 
injectable products to reduce delays should a vendor be unable to provide product within given 
timetable. Half of the units should order one product while the other half should order another 
product. For the 2015-2016 season Afloat units may only order VIALS alpha products D (36 mo. 

_ inj., 5 mL, MDV) and F (9 yr & older inj., 5 mL, MDV). 
i. Activities should check State Law regarding use of vaccines with Thimerosal before order- 
j. Activities should order vaccine based on the anticipated location of units deploying between 
July and September 2015. 
k. MTF's must order adequate influenza virus vaccine quantities to support unvaccinated stu- 
dents of training commands. 

The point of contact for the Navy Seasonal Influenza Vaccine Program is Mrs. Louise McLucas, 



More Orthopedic Items Added to DLA’s 
Medical E-catalog at Reduced Cost 

By Michael Tuttle, DLA Troop Support Public Affairs 

ore than 6,000 additional 

orthopedic items are now 

available for military 
medical customers at a discounted 
price through Defense Logistics 
Agency (DLA) Troop Support’s e- 

commerce system. 

Customers will save an average of 
at least 28 percent on most of the new 
orthopedic items through a five-year 
contract with Arthrex, Inc., said Ruth 
Herman, hospital supply division 
chief for DLA Troop Support’s Med- 
ical supply chain. 

Customers have access to more 
than 650,000 items through the web- 
based DLA Medical Electronic Cata- 

log (ECAT), an ordering, payment A physical therapist with the 59th Orthopedic and Rehabilitation Squadron teaches a 
and distribution system that provides patient some home exercises that he can perform on his own at the Craig Joint-Theater 

g i Hospital. Defense Logistics Agency Troop Support’s e-commerce customers will save an 
access to commercial products at dis- average of at least 28 percent on most of the new orthopedic items’ previously listed 
counted prices, price through a five-year contract with Arthrex, Inc, Photo by Army Sgt. Cody Barber, 

l : Ne 11" Public Affairs Detachment, Kosovo Force. 
The Arthrex items are in addition 
to the orthopedic products already That commitment began in 2012 and to ensure DHA had timely access to 
available on ECAT through Zimmer, DLA exceeded its fiscal year 2013 the orthopedic items they required to 

Inc., and Stryker, Inc. DLA’s contract goal with savings of $2.9 billion. support their clinical needs. The 
with Arthrex is worth a maximum of The savings on orthopedic items | DHA was established to make the 
$255 million. also align with one of DLA’s strate- _ military health system more efficient 

These savings are consistent with gic goals leading to a decrease inthe by consolidating health care and sup- 
DLA’s commitment to save at least _ cost of materials: “Be Smart Buyers _ port services among the military 

$13.1 billion by the end of fiscal year of the Right Stuff.” branches. 
2019, in anticipation of an expected Contracting officers from DLA “In the developing relationship 
decrease in the Department of De- and the Defense Health Agency between DLA and DHA, providing 

fense’s budget in upcoming years. (DHA) partnered on the new contract quality medical service and support at 




More than 6,000 additional orthopedic items are 
now available for military medical customers at a 

discounted price through Defense Logistics 

Agency Troop Support's e-commerce system. 

reduced costs has transitioned from a 
theoretical concept to reality at blind- 
ing speed,” said Don Buchwald, di- 
rector of customer operations for 
DLA Troop Support Medical. 

“This new orthopedic contract 
[with Arthrex, Inc.,] is an important 
milestone as DLA and DHA expand 
the use of e-commerce to simplify 
and facilitate the process of acquiring 
medical material at lower costs,” said 
Herman. “As DHA's logistics ena- 
bler, DLA Troop Support works con- 
stantly to improve the acquisition pro- 
cess and empower DHA’s clinicians 
to focus on their primary mission 
providing care to the warfighter and 
other beneficiaries.” 

Making more items available 
through ECAT aligns with another 

DLA strategic goal: “Delight 
the Customer.” Customers 
seem to be responding as the 
purchasing of orthopedic im- 
plants has more than doubled 
from the first quarter of fiscal 
year 2014 to the second quar- 
ter, from $2,067,225 to 
$4,830,942, according to the 
Military Health System. 

The ECAT automates 
much of the procurement pro- 
cess, combining convenience 
with volume price discounts 
for pharmaceuticals, laborato- 
ry equipment, dental devices 
and optical fabrication, in ad- 
dition to commercial surgical 
items like orthopedic im- 

It enables customers to obligate 
their funds, select the items required 
for a particular surgery and then com- 
plete the order by receipting for the 
items, which triggers payment to the 
vendor within 24 hours. 

“The ECAT system also interfaces 
with the Defense Medical Logistics 
Standard Support System, giving 
DOD users seamless access to the 
available items,” Herman said. 

Inthe past, medical treatment facili- 
ties had to purchase orthopedic kits or 
components on an ad hoc basis, using 
government credit cards or local pur- 
chase capabilities. 

“While effective, these manual 
acquisition methods are relatively la- 
bor intensive and often don’t achieve 


the pricing discounts afforded to e- 
commerce transactions,” Herman 

ECAT ordering also standardizes 
the process for vendors, who other- 
wise work with the various acquisi- 
tion activities of the military services. 
It also enables DLA to better track 
past demand, which is useful when 
negotiating prices with manufactur- 

ECAT establishes ceiling prices 
for orthopedic products. If the order is 
more than $150,000, it’s flagged for 
the special attention of DLA contract- 
ing officials who attempt to negotiate 
lower prices for large purchases. 

“Additionally, customers making 
bulk purchases less than the $150,000 
threshold are free to contact the DLA 
ECAT contracting staff and request 
that they negotiate a lower delivered 
price with the vendor based on the 
size of the order,” Herman said. 

DLA continues to implement ac- 
quisition strategies to serve customers 
more efficiently and at a reduced cost. 
DLA has been working with DHA 
since it was established in October 
2013, and will continue to provide the 
best possible medical support to the 
warfighter and other beneficiaries. 

“Having one major partner [DHA] 
with the power to make choices for 
all of services is enabling us to speed 
up the coordination process and deliv- 
er new products and services faster 
and more efficiently than in the past,” 
Buchwald said. LS 


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