Organization

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)

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).

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.

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:

USAMMA
ATTN: BSO
693 Neiman St
Fort Detrick, MD 21702-5001
Telephone DSN 343-4318, 1197, 4198 or
Commercial 301-619-4318, 1197, 4198
EMAIL: USAMMADOC@amedd.army.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:

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).

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 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.

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 (PJM-Med Dev)

The PjM, MD provides life cycle management of all advanced development and commercial-off-the-shelf medical devices supporting field medical organizations globally. Critical elements include:

• Develop interactive web based training program for critical medical equipment for the portable x-ray and imaging system, aphaeresis system, DEFTOS, Defibrillator / Monitor, and chemistry analyzer.
• Conduct market analysis.
• Perform operational and efficacy testing of COTs products.
• Execute an Army wound care products portfolio.
• Initiate fielding of the N307 Specialty Surgical ISO Shelter.
• Execute expanded advanced development efforts supporting combat casualty care, rehabilitative medicine, and military operational medicine for the Defense Health Program.

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