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The USAMMA organization is an integrated, coordinated collective, comprised of command group, mission elements, and support elements in support of stakeholders, customers, partners, and suppliers. A graphic representation of the collectivity of USAMMA is shown below.

The USAMMA’s organizational structure     consists of the following Directorates and separate offices:

USAMMA Organizational Chart USAMMA Commander Deputy Commander of Support (DCS) Deputy for Commander of Operations (DCO) Deputy for Acquisition (DfA)
USAMMA Commander

Sergeant Major

The Sergeant Major, as senior enlisted advisor for USAMMA, is responsible for advising the Commander on the health, welfare, and morale of the workforce (military and civilian). In this role the Sergeant Major monitors personnel actions pertaining to all assigned enlisted and officer personnel, is responsible for medical readings as well as the professional development of all enlisted personnel, NCOERs, promotion boards, physical fitness testing, assignments, NCOPD, common task testing, and training.

Labor-Management Employee Relations (LMER) Officer

The LMER provides executive level management and oversight for the Office of the Commander. Additionally, the LMER Officer provides continuity for rotating military leadership and assisting in the coordination and communication between directorates. This office is also responsible for labor relations and bargaining agreement administration, along with submission and administration of the annual budget for the Office of the Commander. The primary function is to lead and manage the Agency ensuring that USAMMA maintains its ability to provide premier medical logistics support to America’s Warfighter.

Medical Logistics Managment Internship Program (MLMIP)

Deputy Commander of Support (DCS)

The CoS provides executive-level administrative management and oversight of centralized support for the USAMMA. The CoS Group has relevant and responsive shared services across all facets of the USAMMA organization with primary responsibilities including:

  • Enterprise Resources Directorate
    • Resource Management
    • Human Relations/Manpower/Training & Administration
    • Contract Management
  • Enterprise Support Services
    • Information Management/Information Technology
    • Property Book Management
    • Publications
    • Facilities Management

The Safety Office serves as the Safety Manager and Environmental Coordinator for the Commander and staff of USAMMA including all remote USAMMA sites. This office directs, develops and performs safety and occupational health exercises in compliance with federal, state, local and Army standards.

Safety, Occupational Health, & Environmental Program

The Mission of the Safety Program at USAMMA is to serve as the Safety Manager with associated directives in Occupational Health and Environmental Compliance on behalf of the USAMMA Commander, Deputy Commanders, Directors, and Project Managers at Fort Detrick, Maryland, and at forward-sites worldwide. This office directs, develops, and performs safety, occupational health, and environmental compliance policies and procedures in accordance with federal, state, local, Army, and DOD standards.

Safety Area: We develop and integrate a comprehensive and multi-dimensional set of safety policies, procedures, training, and evaluation practices that emphasize prevention and when appropriate correction of safety, occupational health, and environmental compliance related issues.

Occupational Health & Environmental Programs: We represent the Commander and serve as a member of various installation and higher headquarters safety, occupational health, and environmental forums.

Other Functions
Prepares for and provides Agency briefings for higher headquarters, safety inspections, and staff assistance visits. Plans, establishes procedures, and chairs the USAMMA Safety Council for the Commander.

Training Coordinator Interaction

The Training Coordinator ensures mandatory and special training requirements with the USAMMA leadership and supporting project management offices, directorates, and separate offices - off-site personnel. The new employee orientation and training program is required for all USAMMA civilian and military personnel.

Training requests for in-house personnel is required by the coordinator to manage the training mandates and accomplishments of USAMMA personnel. Additionally, the in-processing requirements are also coordinated with the Training office. On-line training is critical and maintaining the accurate records for USAMMA employees is required.

Enterprise Resources Directorate (ERD)

Provides day-to-day support and services to the Agency and the wider Medical Logistics Enterprise to ensure that every provider can deliver the healthcare expected by our Nation, Joint Warfighters, Partners and Customers. This Directorate serves as the Agency Manager for Resources Management (RM), Administrative Support, Protocol and Support Services, Training and Safety, and Human Resources/Capital (HR).

Resource Management

Provides accounting and budgetary support for USAMMA and the Defense Medical Materiel Program Office (DMMPO), Provisional - formerly titled the Defense Medical Standardization Board (DMSB). Relates long-range programming, near term budgeting, and execution to develop spending plans and conduct funding related drills.

Human Capital (Human Resources)

This Division serves as the principal advisor to management and the USAMMA Commander on all personnel matters. This office provides personnel management support to the USAMMA and Depots for all military, attached military, and civilian employees located at various sites throughout the U.S. and at OCONUS locations.

Contract Management

This office provides comprehensive contract management support for USAMMA in order to procure the right items and/or services in the correct quantities, delivered on time and to the right place, ensuring the highest value and quality available. This office coordinates acquisition planning and addresses customer support issues. As a team member of the USAMRMC’s Lean Six Sigma project for process improvement, Contracts Management processes improvements of the acquisition package submissions to USAMRAA.

Enterprise Support Services Directorate (ESS)

Oversees the management and responsibilities required for Information Management/Information Technology (IMIT) functions of the entire USAMMA; management of all property book items; and development, maintenance, and dissemination of the DoD, DA, and USAMMA-related publications; and the coordination of the USAMMA Internet and USAMMAnet information and requirements. Additionally, this Directorate maintains the ongoing requirements for the entire DMLC building and the off-site offices.

ESS Information Management/Information Technology (IMIT)

Provides enabling technologies, knowledge management, and technology solutions in support of Army Medical Logistics and Joint Medical Logistics functions. The IMIT staff provides Tier II and III support, web and application development, database administration, and server administration. ESS is responsible for the recovery of connectivity, data, files, and folders in the event of a disaster rendering our normal capabilities inoperative.

ESS Property Management

Responsible for the establishment and maintenance of a formal set of property accountability records and the development and execution of policies and procedures related to the management of USAMMA property at Fort Detrick, MD, and at all USAMMA sites world-wide.

ESS Facility Management

Plans, designs, constructs, repairs, and maintains all real property facilities and utility plants. Provide housing and basic services (utilities, refuse, fire protection, custodial, etc.) for the staff and faculty in support of the USMA community and provides local facility support; space management, refurbishment, minor construction, IMCOM liaison, etc.

ESS Technical Editing

Office serves as the Agency Editor/Manager with responsibilities for the development and publication of DA medical supply publications, Agency high-precedence written briefs, Historical Reports, the Organization, Functions and Procedures (OF&P) manual, policy memorandums, technical reports, command administrative publications, and/or other documentation. Additional responsibilities are managing the Agency’s formal agreements such as Memoranda of Agreement (MOA), Memoranda of Instruction (MOI), Memoranda of Understanding (MOU), and Interagency (ISA) and Interservice Support Agreements (ISSA). Finally, serves as the Chair for the USAMMA Intranet (USAMMANET) advisory panel that defines the information content and intranet design that ultimately displays vital information to the USAMMA personnel.

Deputy Commander for Operations (DCO)

This office was developed as part of the 2010 reorganization in an effort to provide executive-level leadership, management, and oversight of the Force Sustainment, Force Projection, and Medical Maintenance Management and to re-establish the Agency’s Logistics Readiness arm. The USAMMA’s Force Sustainment Directorate serves as the Agency focal point for all USAMMA operations (internal and external) and represents the Commander, in his absence, on all matters pertaining to the USAMMA.

Distribution Operations Center (DOC)

The USAMMA’s Distribution Operations Center is in charge of the distribution management of the DoD Anthrax and Smallpox Vaccine Program (SVP). It is also the Service Inventory Control Point for the Army’s Influenza Virus (Flu) Vaccine. Reference DA SB 8-75-S3, paragraph 4-1, dated 20 March. To access additional information, please use the USAMMA website at http://www.usamma.army.mil/

  1. The DOC is responsible for, but not limited to, the following:
    • Performing the coordinating, temperature monitoring, and reporting on the distribution of the vaccine from the manufacturer/distributor to the first level user (recipient).
    • Coordinating the shipment and distribution of the vaccines to customers.
    • Managing the vaccine databases.
    • Performing redistribution management of excess vaccine from one site to another location. This redistribution benefits all the services since it prevents loss of product due to expiration of vaccine, resulting in significant cost savings to the government.
    • Support to other DoD and Federal agencies when shipping Temperature Sensitive Medical Products (TSMPs) to include investigational New Drugs (INDs) and Foreign Military Sales (FMS).
    • Manage the DoD Medical Materiel Quality Control (MMQC) and Army Medical Materiel Information (MMI) messages.
    • Provide consultation and training on Cold Chain Management (CCM) principles and procedures.
Business Support Office (BSO)

The Business Support Office (BSO) and the Distribution Operations Center (DOC) are office with specific high-level assignments under the Deputy for Sustainment.

For additional information on vaccines contact the Deputy for Sustainment at the following address:

693 Neiman St
Fort Detrick, MD 21702-5001
Telephone DSN 343-4318, 1197, 4198 or
Commercial 301-619-4318, 1197, 4198
EMAIL: Usarmy.detrick.medcom-usamma.mbx.doc@mail.mil

The Business Support Office elements provide functional expertise for enterprise–level business processes and related support to the management of the TEWLS application. The BSO’s collaborate both vertically (stakeholders, end users, and external business partners) and horizontally (BSO/TSO) to provide input to the Project Lead in support of new development and sustainment activities. The boundaries between these categories are fluid and highly influenced by program management decisions and dynamic mission needs.

  • Blueprint and Development: Through the Theater Enterprise Wide Logistics System (TEWLS) the BSO establishes enterprise business process and requirements. In addition, it develops TEWLS system environment, organizational structure, process definition, roles, and authorizations.
  • Realization: Implement all TEWLS business process requirements based on the business blueprint; establish system configuration methodology in two packages—the Baseline (major scope) and Final Configuration (remaining scope)
  • Go Live and Sustainment: Move TEWLS from a project-orientated, pre-production environment to a live-production operation; sustain production operation thru process management and issue resolution
  • Documentation: Develop and maintain functional documentation (e.g., requirements, specifications, testing, training), supporting the development and sustainment of TEWLS thru SAP Solution Manager
  • Training: Develop and maintain training materials for the functional users of TEWLS. Provide training directly to users and/or coordinate training by third parties
  • Problem Solving: Provide medical health services (MHS) and Help Desk support to users of TEWLS for all issue/problem resolution
  • Coordination: Coordinate efforts of system developers, operators, and users in sustaining TEWLS
  • Exploration: Maintain contact with other DOD and non-DOD ERP projects in order to stay abreast of new developments and opportunities that will benefit TEWLS

TEWLS Release 2.0

TEWLS is the Army’s initiative to migrate the capability for theater- level Class VIII Supply Chain Management (SCM) from several stovepipe systems, into a SAP-based, enterprise architecture. TEWLS will have a joint medical information architecture that enables enterprise-wide medical interoperability. Release 2.0 incorporates USAMMA, USAMMCE, USAMMC-K, and USAMMC-SWA business process under one ERP system.

TEWLS Transition Planning

Defense Health Services Systems (DHSS) and US Army Medical Research and Materiel Command (MRMC) signed a MOU and SLA to facilitate the transition of the TEWLS program from Army to the Joint arena.

Organizational structures of Business Support Offices will remain with USAMMA and USAMMCE however all contract staff and Program Management will fall under the DHSS’s JMLFDC. USAMITIC will provide technical support under the agreed SLA. Funding for the TEWLS program will come through DHSS.

Force Sustainment Directorate (FSD)

The Force Sustainment Directorate has principal responsibility in the domain of national-level Army medical force management. Specifically, MMO-S is responsible for the wholesale procurement, production, introduction, sustainment, and recovery of medical Sets Kits and Outfits (SKOs) and individual medical equipment items for the Army’s medical force, as well as nonmedical units with medical requirements (Active, Reserve, and National Guard Components). This includes the building and distribution/fielding of medical assemblages, depot operations, operational support of the Army medical units, management of actions relating to assembly of sets, fielding, and follow-on logistics support for medical systems and equipment to ensure combat ready forces in peacetime and during times of conflict. Also included is the responsibility of the Nonmedical Associated Support Items of Equipment (ASIOE) and two Divisions as listed below:

Materiel Fielding Division (MFD)

A team of professional logisticians that field medical equipment and sets to tactical Army units. The tactical units take ownership of and the use of the equipment in support of Army’s missions. These logisticians travel across the globe – including hostile fire zones and contingency operations - to ensure complete, functioning equipment and sets are rapidly and effectively transferred to Warfighting units. MFD also manages two major programs for the Army:

Production Assembly Management Division (AMD)

The AMEDD focal point for assembly of all medical sets, kits and outfits (SKOs). They procure all medical equipment and supplies for the Agency, assemble the materiel into sets through either DLA Depot Assembly sites or contracted civilian organizations and then manage the thousands of Sets, Kits and Outfits (SKOs) fielded to all components of the Army. At the end of a medical set or product’s life, AMD provides disposition instruction on whether to transfer the items for reuse, recapitalization, or turn-in to DRMO. They also manage excess materiel through the Air Force website, TRIMEDS.

Force Projection Directorate (FPD)

The Force Projection Directorate (FPD) serves as the USAMMA Commander’s lead for Class VIII centralized program management and security assistance program oversight. Responsibilities also include the full range of planning, programming, budgeting (PPBE), maintaining, and contractual obligations for the materiel to support these programs. Plans and coordinates with DoD, DA, DLA, AMC, Services, and other organizations on matters pertaining to functions in support of these programs.

  1. The FPD has a Foreign Military Sales and Supply System and the Centralized Contingency Programs Divisions. Additional information on the FPD automation and USAMMA Class VIII centralized programs is located in DA SB 8-75-S7 (20 July).
Centralized Management Program

Logistics Support

121 CSH

APS Charleston NC

APS Korea

APS Japan

APS SWA, Qatar

Medical Maintenance Management Directorate (M3D)

The Medical Maintenance Management Directorate (M3D) has principal responsibility and serves as the Army's lead for Class VIII medical equipment maintenance. This includes managing the Army Medical Departments National Maintenance Program, providing a National Maintenance Sustainment Program for medical materiel, and implementing national level medical maintenance programs, policies and procedures.

The M3D has two distinct Divisions:

The Maintenance Operations Division (MMO-M)

The MOD is responsible for providing Sustainment and Depot-Level Maintenance Operations and Support for standard and select nonstandard medical materiel to Active Army, US Army Reserve, Army National Guard, authorized Department of Defense (DoD) activities and other Federal agencies. Support is conducted on both a reimbursable and non reimbursable basis under existing funding and support regulations and established support agreements.

The AMEDD National Maintenance Program (NMP)

The NMP is responsible for national level oversight of maintenance and sustainment functions for Army medical forces, and for ensuring Army Medical Materiel Maintenance Policies are updated and remain applicable to current field tactical and sustainment business procedures for biomedical systems, technologies, and equipment; and ensuring medical maintenance management processes fully supports the Army's Medical Logistics Enterprise. The NMP supports the AMEDD maintenance vision of ensuring 100% readiness for field medical, dental, and veterinary units with emphasis on monitoring those processes that foster improvements in command supply discipline and readiness of medical equipment and materiel issued to TOE medical units to include readiness assessments through sample data collection, training support, maintenance automation development and special programs implementation. The NMP also develops strategic plans to supports Title X requirements for maintenance that effectively and efficiently support contingency operations through strategic maintenance points and capabilities that project maintenance subject matter expertise across the continuum of care Support Maintenance Master Data File Updates for Medical Systems and Equipment.

Force Integration & Operations (FI&O)

The FI&O, which is comprised of three distinct divisions, synchronizes and optimizes efforts across common areas within USAMMA core competencies in support of USAMMA’s vision and mission. The Customer Relations Management (CRM) Division coordinates customer requests and feedback with the operational capabilities of USAMMA and educates customers on USAMMA programs. The Emergency Operations Center (EOC) provides direction by synthesizing information flow between mission stakeholders and USAMMA activities to ensure medical logistics solutions are available to support DoD and Army operations. Finally, the Enterprise Requirements Planning (ERP) Division coordinates USAMMA requirements planning within the AMEDD enterprise to synchronize Army medical logistics missions with USAMMA resources and capabilities in support of the Warfighter.

The Enterprise Requirements Planning (ERP)

The ERP is responsible for integrating all medical requirements in accordance with Department of the Army (DA) G8 priorities and funding, as well as other internal and external customer’s funded requirements and priorities. The prioritized requirements become the fiscal year production plan which is provided the Assembly Management Division (AMD) and Materiel Fielding Division (MFD) at USAMMA for procurement and fielding. All new requirements and changes to existing requirements are validated by ERP. ERP frequently communicates with the DA-G8, external stakeholders and internally to provide updates on current fieldings and to de-conflict competing requirements. The ERP is also responsible for reviewing MTOEs, master force documents, and Basis of Issue Plans (BOIPs) for accuracy and submitting discrepancies to the appropriate agency.

Operations (Emergency Operations Center/EOC)

Communication between USAMMA and its stakeholders is an integral part of USAMMA’s core competencies. Communication is essential in maintaining strong, working relationships and informing stakeholders of relevant logistics and maintenance issues that arise during the year. Overall, effective strategic communication is critical in the Agency’s ability to anticipate requirements and provide appropriate logistics solutions. The EOC works daily to ensure that strategic communication is maintained through:

--monitoring crisis, exercises, and enterprise-wide medical logistics requirements;
--coordinating acquisition and cross-service agreements;
--reviewing operations orders and conducting orders generation;
--tracking official taskings;
--monitoring deployments and re-deployments army wide and
--managing the Commands sensitive information.
Customer Relations Management (CRM) Division

The Customer Relations Management (CRM) Division, which is the central access point for all customer inquiries at USAMMA, deals directly with the customer to provide prompt and professional assistance regarding USAMMA’s programs, products, and services. CRM documents and manages all customer interactions in order to develop an understanding of trends in customer inquiries. This allows CRM to ensure that it has the most relevant information available to respond quickly and accurately to common customer requests. It also enables CRM to target its’ public education efforts toward the most frequent customer inquiries through its presence at military conferences and through a FAQ section published on USAMMA’s website. CRM manages the Interactive Customer Evaluation (ICE) program for the agency and provides monthly analysis and statistics to higher leadership, as well as providing conference management support.

Deputy for Acquisition (DfA)

The Deputy for Acquisition (DfA) is an emerging requirement in support of the US Army Medical Research and Materiel Command’s acquisition realignment initiative. This new DfA Directorate provides leadership oversight and integration of the separate project management offices (PjM) involved with advanced technology and introduction of myriad products for the medical treatment facilities and operational forces.

The DfA tightly integrates and advances medical acquisition project management as part of the USAMMA missions, as well as, provide technical expertise up, down, and across the USAMRMC acquisition domain. DfA oversight and management responsibilities span the transition of products from the science and technology community, through advanced development, and into sustainment arenas.

There are three distinct offices within the DfA:

Project Management Office, Medical (MEDEVAC) Evacuation Package (PJM-MEDEVAC MEP)

Mandated by the Office of the Surgeon General (OTSG) of the Army, this office became the funding source for a Project Management Office dedicated to management of the mission-equipment package for MEDEVAC. In response to this new directive, the PMO MEDEVAC (MEP) program now provides oversight and management of MRMC’s involvement with this project. PMO MEDEVAC (MEP) works directly with the office of the Assistant Project Manager (APM) MEDEVAC within the Office of the Project Manager - Utility Helicopters at Redstone Arsenal in Huntsville, Alabama. This combined team is dedicated to providing the world’s finest MEDEVAC aircraft to meet the ground commander’s requirement.

Project Management Office, Medical Devices

The U.S. Army Medical Materiel Agency (USAMMA), Project Management Office, Medical Devices (PMO-MD) provides lifecycle management of advanced development and commercial medical devices supporting field medical organizations globally. PMO-MD facilitates identification of products that fill recognized capability gaps as early as possible and facilitates entry of products into the U.S. Army Medical Research and Materiel Command (MRMC) Decision Gate process to ensure early visibility by the Principal Assistant for Research and Technology, Principal Assistant for Acquisition, and Advanced Development (AD). This PMO provides oversight for technology, engineering, and manufacturing development efforts utilizing Defense Health Program (DHP) and Army Research, Development, Test and Evaluation (RDT&E) funds. PMO-MD also serves as advanced development advisors to three joint program committees (JPCs) providing program management support to DHP RDT&E funded product development efforts. The office has many processes in place to ensure mission success including the continuous review of existing capabilities and support needed for equipment standardization. The office sustains current equipment and anticipates technology changes that lead to better clinical outcomes for the Warfighter. It could be your email or phone call that makes its way to the USAMMA, Customer Relations Management, or to someone in our office. PMO-MD exists to provide the best possible medical assemblages to Soldiers and other Services with the goal of saving the lives of those who put themselves in harm’s way to defend the Nation.

Mission. PMO-MD provides acquisition lifecycle management of all tables of organization and equipment (TOE) devices and ancillary medical items supporting human and animal patient care. The mission of the PMO-MD is critical to the success of current and future missions of field medical treatment from Army’s roles of care 1 to 3. The advantages of an integrated staff are evident in technically superior equipment that is reliable and supportable in austere environments throughout the world. PMO-MD provides internal support to USAMMA to include assistance to other directorates for Army pre-positioned Stock (APS), foreign military sales (FMS), and the Office of the Surgeon General’s contingency stocks (OTSG-CS). It integrates acquisition and logistics actions with the Defense Logistics Agency-Troop Support (DLA-TS), and collaborates closely with the capability developer, Army Medical Department-Center and School (AMEDDC&S), AMEDD Capabilities Development and Integration Directorate, AMEDD Test Board (AMEDDTB), and Service laboratories. PMO-MD also directly supports DoD health affairs research and development efforts as the advanced development consultant on JPCs and executes DHP RDT&E in support of joint research and development programs that have the potential to support all Army roles of care. The products and innovations generated within this organization will provide the Army, as well as other Services, with premier medical capabilities that front-line Soldiers depend on and know will provide the best possible clinical outcomes whenever and wherever needed.

Medical Materiel Solutions Divisions (MMS)

A resilient and ready force is dependent on the work done by the MMS team at USAMMA’s PMO-MD. The work in medical device development, regulation, and marketing, as well as cultivating relationships with Military, academia and industry is essential to ensuring that wounded Soldiers have the right medical devices in the right places in the field and ultimately through all roles of care. These activities are done under the Joint Capabilities Integration and Development System, the formal United States Department of Defense (DoD) procedure that defines acquisition requirements and evaluation criteria for future defense programs. MMS is responsible for medical devices in trauma and emergency medical care, medical transport, general surgery, recovery, and general medical care.

MMS provides oversight and management for technology, engineering, and manufacturing development efforts utilizing DHP funds and Army RDT&E funds utilizing 6.3, 6.4, and 6.5 program execution dollars. It houses MRMC’s New Product Ideas program, technology transfer agreements, and manages pivotal/clinical trials with the U.S. Army Medical Command (MEDCOM) medical treatment facilities (MTF), MRMC research laboratories, and partnering academic institutions.

MMS is comprised of civilian, military, and contractor personnel who have diverse areas of expertise in the following areas: clinical, engineering both biomedical and general, science and technology, project management, system engineering, Army acquisition, and test and evaluation. The team helps to identify efforts and translates them into products; taking the lead when efforts are at Technology Readiness Level of ~6. The division’s project manager’s role is to bring the effort through the advanced development and procurement process as identified in governance by the DoDI 5000 series; AR 40-60 (Policies and Procedures for the Acquisition of Medical Materiel), 6 May 2014; AR 40-61 (Medical Logistics Policies), 28 January 2005; AR 70-1 (Army Acquisition Policy), 22 July 2011; AR 700-127 (Integrated Logistics Support), 7 October 2014; AR 70-57 (Military - Civilian Technology Transfer), 26 February 2004; AR 70-38 (Research, Development, Test and Evaluation of Materiel for Extreme Climatic Conditions), 15 September 1979; AR 73-1 (Army Test and Evaluation Policy), 1 August 2006; JECETS – Joint Enroute Care Equipment Test Standard, 1 March 2012; Military Standard (MIL-STD)-810-G (Environmental Engineering Considerations and Laboratory Tests), 15 April 2014; MIL-STD-901-D – Requirements for Shock Tests, High Impact Shipboard Machinery, Equipment and Systems; MIL-STD-1472-G (Human Engineering), 11 January 2012; and MIL-STD-1474-E (Noise Limits), 15 April 2015.

These solutions are typically focused on combat casualty care, military operational medicine, and rehabilitative and restorative care. In order to accomplish this work, the division uses unique problem solving skills and creative solutions, always following appropriate DoD financial management regulations. MMS typically submits Program Objective Memoranda (POM) to request 6.3, 6.4, 6.5 and 6.7 RDT&E funds for the work performed. Some of the mechanisms successfully initiated and used are: contracts, Small Business Innovation Research, and Small Business Technology Transfer grants, and CRADAs.

The following are some functions of MMS:

  • Provide portfolio and project management of cost, schedule, and performance for multiple efforts.
  • Plan and coordinate pivotal/clinical trials for FDA-regulated medical devices.
  • Test coordination and facilitation to include: MIL-STD 1472-G environmental, JECETS airworthiness, operational (user) evaluation, and limited reliability, availability and maintainability.
  • Promote inter-Service technology exchanges through support of the Military Health Service Vendor Days and foster technology and product commercialization with the MRMC Strategic Planning Office’s New Product Ideas program.
  • Coordinate and participate on IPTs and working groups.
  • Collaborate with JPCs and Portfolio Area Directorates.
  • Support technology transfer and cooperative research with ORTA.
  • Plan Army and DHA Advanced Development Program Objective Memoranda.
  • Coordinate with Army and DHP capability developers for requirements.
Healthcare Technologies Division (HT)

Healthcare Technologies (HT) is responsible for clinical and engineering oversight, management, and evaluation of commercial medical devices and associated support items for all UAs deployed in support of medical operations on the battlefield. This includes equipment and UAs ranging from the TCMC set to the core of the combat support hospital: emergency medical treatment (EMT), pharmacy, surgery, intensive care unit, hospital wards, and clinics. The division’s UAs also includes equipment and supplies for ophthalmology and optometry services, dentistry, oxygen generation and supply, surgical subspecialties, laboratory and veterinary services, and blood collection, storage, and delivery.

HT provides clinical and engineering oversight and management for technical and highly specialized medical assemblages that are deployed on the battlefield. HT collaborates closely with USAMMA’s advanced development efforts as this is integral to the biomedical engineers’ professional development who leads responsibility for selected advanced development efforts. The division provides internal support to USAMMA’s directorates in support of the APS, FMS, and the OTSG-CS. HT integrates acquisition and logistics actions with DLA-TS, and collaborates closely with the capability developer, AMEDDC&S, AMEDDTB, and service laboratories. The division also provides clinical consultation for development and modernization efforts and is responsible for all medical devices and associated support items to include 220 major end items and 101 medical UAs.

HT operates under the guidance and constraints prescribed by DoDI 5000 series; AR 40-60 (Policies and Procedures for the Acquisition of Medical Materiel), 6 May 2014; AR 40-61 (Medical Logistics Policies), 28 January 2005; AR 70-1 (Army Acquisition Policy), 22 July 2011; AR 70-57 (Integrated Logistics Support), 7 October 2014; and AR 70-57 (Military - Civilian Technology Transfer), 26 February 2004. The following are areas of medical care, treatment, and unit assemblage development supported by HT:

  • Oxygen Generation.
  • EMT including Patient Movement items (PMI).
  • Pharmacy.
  • Surgery/Operating Room.
  • Intensive Care Unit.
  • Ophthalmology/Optometry.
  • Optical Fabrication Unit/Multi-vision Fabrication.
  • Orthopedics.
  • Physical/Occupational Therapy.
  • Audiology.
  • Flight Surgeon.
  • Army Special Operations Forces.
  • Surgical Subspecialties.
  • Laboratory.
  • Blood storage.
  • Delivery Devices.
  • Veterinary.
  • Clinical Determinations.
  • Biomedical Engineering.
  • AD Support.
  • Clinical Consultant for Advance Development/Modernization efforts.
  • IPT support.
  • Technology Management and Consultation.
  • Market Analysis.
  • Source Selections.
  • Commercial Equipment Assessments.
  • Support for Consequence Management and Special Operations Command (SOCOM).
Logistics Division (IL)

IL is responsible for all aspects of logistics support for all clinical divisions within the PMO-MD office.

Mission. IL is responsible for the integrated logistics support (ILS) for all clinical divisions within PMO-MD. This includes support within each one of the twelve ILS elements for new and existing equipment items and sets, kits, and outfits (SKOs). IL is also responsible for the data management of all national item identification numbers (NIINs) and line item numbers (LINs) and any maintenance actions against those items, bill of materiel (BOM) management, configuration management, POM development, and acts as the financial other procurement army (OPA) manager. IL provides internal support to USAMMA directorates such as the Medical Maintenance Management Directorate, Force Sustainment Directorate, and Force Projection Directorate in support of APS, FMS, and OTSG-CS. The division integrates acquisition and logistics actions with DLA-TS, and collaborates closely with the capability developer, AMEDDC&S, AMEDDTB, and Service laboratories.

IL operates under the guidance and constraints prescribed DoDI 5000 series; AR 40-60 (Policies and Procedures for the Acquisition of Medical Materiel), 6 May 2014; AR 40-61 (Medical Logistics Policies), 28 January 2005; AR 70-1 (Army Acquisition Policy), 22 July 2011; AR 700-127 (Integrated Logistics Support), 7 October 2014; and AR 70-57 (Military - Civilian Technology Transfer), 26 February 2004. The following are functions of IL:

  • POM/planning, programming, budgeting, and execution process for standard equipment and sets.
  • OPA Procurements.
  • Test/form fit function coordination.
  • National stock number (NSN) sourcing.
  • Support strategy.
  • Lead source selection.
  • SOCOM support.
  • Set management.
    • UA file/BOM management.
    • LIN development/LIN lifecycle.
    • Basis of issue plan feeder data.
    • IPT support.
    • Maintenance support.
  • • Equipment management.
    • NSN development/lifecycle
    • Handbooks Updates
    • Acquisition Advice Code management
    • IPT support.
    • Test, Measurement, and Diagnostic Equipment (TMDE).
  • Standardizing/Data management.
    • Commodity manger.
    • NSN Analyst and Approver.
    • NSN maintenance Processing.
    • Lin Maintenance processing.
    • Data Standardization.

This list includes all research and development programs related to managed commodities, PMI, and SOCOM.

Acquisition Information Division (AID)

The Acquisition Information Division (AID) assures that relevant information regarding medical devices is published or distributed so that units worldwide have the necessary critical information to perform their missions.

Mission. AID develops electronic technical manuals (ETMs) for medical devices. These manuals are bookmarked for enhanced customer navigation and housed on the Army Knowledge Online (AKO) website. Support and consumables handbooks and equipment start-up lists are developed for UAs. A Life-cycle Equipment Portal (LCEP) is being developed that will provide access to all information for medical devices. The Theater Enterprise-wide Logistics System (TEWLS) and the newly automated maintenance plan will provide the majority of feeds for the LCEP. The division also manages the PMO-MD’s hand receipt property book including medical devices for testing, prototypes and/or demonstration for modernization projects; supports USAMMA with graphics designs and other artwork; provides technical writing and editorial support; and manages the PMO-MD information on USAMMA’s internet.

AID operates under the guidance and constraints prescribed by DoDI 5000 series; AR 40-60 (Policies and Procedures for the Acquisition of Medical Materiel), 6 May 2014; AR 40-61 (Medical Logistics Policies), 28 January 2005; AR 70-1 (Army Acquisition Policy), 22 July 2011; AR 700-127 (Integrated Logistics Support), 7 October 2014; and AR 70-57 (Military - Civilian Technology Transfer), 26 February 2004. The following are functions of AID:

  • Publish medical equipment literature on AKO.
  • Develop and publish support and consumables handbooks for UAs on the AKO website.
  • Publish equipment start-up lists.
  • Publish and manage medical devices information on USAMMA’s internet.
  • Manage the PMO-MD equipment hand receipt property book.
  • Develop a portal and publish medical devices information.
  • Provide PMO-MD and USAMMA with graphics support.
  • Publish two supply bulletins each year.
  • Provide technical writing and editing for advance development documents as well as PMO- MD.
Project Management Office, Integrated Clinical Systems (PjM-ICS)

The PjM, ICS, is the materiel developer (MATDEV) and lifecycle manager for all imaging, image management, and major clinical systems that integrate with the DOD Electronic Medical Record (EMR). Among the things in process are the following:

  • Converting contractor positions to civilian
  • Establishing a fully capable imaging enterprise architecture managing all medical images. Effort includes integration of other medical images such as pathology slides, captured surgical images, and ophthalmic images
  • Federating all regional image repositories into a vendor-neutral architecture
  • Providing subject manager expert (SME) input for imaging for the MHS Electronic Healthcare Record (iEHR) DOD/VA initiative
  • Completing deployment of the ARMD system
  • Beginning deployment for the Integrated OR and BPOC systems for the entire AMEDD
  • Beginning conversion from CR to DR on all our imaging modalities
  • Developing and providing long-term support to telehealth initiatives
  • Supporting the Army standardization effort
Project Support Operations

Image Management Systems

Clinical Technician

Information Assurance Title

Last Modified Date: 05/09/2016