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68JE5

Medical Logistics Specialist

E-5 (Sergeant) · Army

E1–E3E-4E-5E-6E-7E8–E9
HEADS UP

You own the medical supply room now — not as a task, but as a responsibility. Every item on the shelf, every DMLSS transaction, every equipment readiness percentage the commander sees has your name behind it. The Class VIII annex of the OPORD is yours to write. The battalion surgeon is reading your work.

The Honest MOS Read
You pinned SGT and the medical supply section is yours. Whether you are the NCOIC of a troop medical clinic supply room, the medical supply NCO at a battalion aid station, or a section leader in a medical logistics company, the common thread is this: you are no longer executing someone else's supply plan. You are building and defending your own. The daily DMLSS cycle that was your primary task at SPC is now your management responsibility. You supervise 3-6 soldiers processing the demand cycle, and you are the one who catches the errors before they compound. You run the reorder-point analysis, the demand-trend reports, and the inventory-accuracy metrics that tell you whether the supply room is healthy or hemorrhaging. When a clinic runs out of a critical item, the question is not who failed to order it — the question is why your demand plan did not anticipate the shortage. The Class VIII annex of the OPORD is yours to write. For every field exercise, CTC rotation, or deployment preparation, you produce the medical logistics plan: what supplies are needed, in what quantities, on what schedule, with what resupply triggers, and what the MASCAL consumption estimate looks like. The battalion surgeon reviews your annex — and if you did the work right, the surgeon does not have to rewrite it. If you did not, the surgeon rewrites it and remembers that you could not. The medical equipment maintenance program is now yours to manage, not just track. You schedule PMs, manage calibration cycles, coordinate with the biomedical equipment shop (68As), and report equipment readiness to the commander. The readiness percentage on the BUB slide is your number. When the defibrillator in the emergency room has an overdue PM, the commander asks you why — not the SPC who should have generated the work order. Controlled-substance accountability at SGT level means you are the program manager, not just a participant. You set the procedures, train the soldiers, conduct the inventories, and sign the reconciliation. The DEA and IG do not distinguish between a controlled-substance accountability failure caused by negligence and one caused by insufficient training — both are attributed to the NCOIC. The NCOER is new at this rank. You write evaluations for your SPCs and junior soldiers for the first time, and the evaluation you write determines whether your soldiers make the ALC list, get school slots, and build careers. Generic bullets — managed supply operations, maintained equipment readiness — tell the board nothing. Specific bullets — maintained 98.7% medical equipment readiness across 340 items through 2 CTC rotations, achieved zero controlled-substance discrepancies across 24 monthly inventories — tell them everything. You sit in the medical logistics synch with the battalion surgeon and the S-4. This is where the unit's medical supply posture is briefed, assessed, and resourced. You are the enlisted voice in the room, and the surgeon is evaluating whether you understand the clinical impact of supply decisions, not just the logistics mechanics. When you brief that a critical item is on backorder, the surgeon wants to know what the workaround is and when the supply will arrive — not just that you processed the request. The 670A warrant path is serious at E-5. The packet requires documented NCOIC experience, leadership evaluations from field-grade officers, letters of recommendation from warrant officers or senior logistics officers, and demonstrated DMLSS proficiency at the management level. The soldiers who build the packet while serving as NCOIC — with real examples of demand planning, equipment readiness management, and controlled-substance program oversight — have the strongest applications. The AMEDD Enlisted Commissioning Program is also competitive at this rank for soldiers with strong academic records.
Career Arc
  • 01SGT pin-on — the medical supply room NCOIC billet is yours or you are the next in line.
  • 02ALC roster — get on it within 12 months of pinning E-5. The ALC slot is the gate to E-6.
  • 03First NCOER as a rated NCO — the evaluation that defines your trajectory at SGT.
  • 04First Class VIII OPORD annex you write from scratch — the battalion surgeon reads it.
  • 05First medical logistics synch where you brief the battalion surgeon and S-4 directly.
  • 06670A warrant packet assembly begins — letters of recommendation, leadership evaluations, DMLSS proficiency documentation.
  • 07ALC graduation — you are now competing for the SSG promotion list.
Common Screwups
  • ×Writing generic NCOERs for your soldiers. The evaluation that reads 'managed medical supply operations' tells the ALC board nothing. The one that reads 'maintained 98.7% equipment readiness across 340 items through 2 CTC rotations' tells them everything.
  • ×DUI at E-5 — the consequences are now career-ending, not just career-damaging. The UCMJ response at NCO rank includes potential reduction in grade and a record that eliminates the warrant and commissioning paths.
  • ×ACFT failure at E-5 — you are now an NCO. Your soldiers watch you. A failure at SGT undermines the physical standard you are supposed to enforce.
  • ×Controlled-substance accountability failure. At SGT, the program is attributed to you regardless of which soldier made the error. One discrepancy during an IG or DEA visit creates a command investigation with your name at the top.
  • ×Hiding a medical supply shortage from the battalion surgeon. The shortage surfaces during a field exercise or deployment, the treatment team operates without critical supplies, and the investigation traces the gap to the NCOIC who knew and did not report.

A Day in the Life

  • 0500Wake. Uniform, shave, PT clothes.
  • 0530-0630PT formation and unit PT. You lead PT for your section on assigned days.
  • 0630-0830Hygiene, duty uniform, breakfast.
  • 0830Section formation. Brief your soldiers on the day's priorities. Assign tasks by name — who is processing the demand cycle, who is running the cyclic inventory count, who is coordinating with the biomedical equipment shop.
  • 0845-0900Open the supply room. Verify the biological refrigerator and controlled-substance checks are completed and logged by the assigned soldier. Review the DMLSS overnight queue.
  • 0900-1000Medical logistics synch prep — pull the current on-hand rates, equipment readiness percentage, open work orders, and risk items for the brief to the battalion surgeon.
  • 1000-1030Medical logistics synch with the battalion surgeon and S-4 (weekly or biweekly depending on OPTEMPO). Brief the medical supply posture, flag risks, request resources.
  • 1030-1130Supervise supply-room operations. Spot-check DMLSS transactions for accuracy. Review cyclic inventory results. Coordinate with the biomedical equipment shop on open work orders. Counsel or train soldiers as needed.
  • 1130-1300Chow.
  • 1300-1500Afternoon operations. Work on the Class VIII OPORD annex if a field exercise is upcoming. Review and sign NCOER support forms. Conduct initial or monthly counseling sessions with rated soldiers. Process turn-ins and disposal actions.
  • 1500-1600End-of-day review. Verify all daily checks completed and logged. Review DMLSS daily transaction register. Reconcile controlled-substance inventory with witness. Secure the supply room.
  • 1600-1630Final formation. Brief tomorrow's priorities. Keys accounted for.
  • 1630-2100Personal time. ALC preparation if on the roster. College coursework. 670A packet work if warrant-track. Physical training.

Weekly Cadence

Monday is the heaviest day — weekend backlog, the medical logistics synch (if Monday is synch day), and the reset of the weekly demand cycle. The NCOIC's Monday sets the tone: if your supply room is organized and your status brief is ready, the week starts clean. If you are scrambling to catch up, you stay behind all week. Tuesday through Thursday is the core of the work week. Supply operations continue (demand cycle, inventory counts, equipment maintenance coordination), but the NCOIC's focus shifts to supervision, training, and soldier development. Sergeant's Time Training falls mid-week — you lead the section through STP tasks, DMLSS procedures, or medical equipment maintenance drills. Counseling sessions for rated soldiers happen during this window. Mandatory training blocks (SHARP, EO, safety) pull soldiers from the supply room; you plan coverage so the demand cycle does not stop. Friday is the weekly reconciliation: DMLSS accuracy metrics, equipment readiness update, controlled-substance status, and the weekly report to the NCOIC (or to the S-4 / surgeon directly at SGT level). If a field exercise is within 30 days, Friday afternoon shifts to OPORD annex work and Class VIII push-package preparation. The rhythm breaks during CTC rotations and deployment preparation. The NCOIC's role during a CTC rotation is continuous — managing the Class VIII distribution point, maintaining controlled-substance accountability in the field, keeping medical equipment operational in austere conditions, and defending the medical supply posture to the OC/T observer. The rotation is where the 68J SGT either proves the supply chain works under stress or learns why it did not.

Key Skills — How to Drill Each

  1. 01
    Manage a medical supply section end-to-end — demand planning, procurement, receipt, storage, issue, inventory, and disposal.
    Build a demand plan based on historical consumption data, not guesswork. Pull the DMLSS demand reports for the last 12 months and identify patterns — seasonal flu increases vaccine and antiviral demand, CTC rotations spike trauma-supply consumption, deployment cycles drive MES replenishment. Set reorder points that account for lead times. Review the plan monthly and adjust based on actual consumption. The NCOIC who plans by feel instead of data is the NCOIC who runs out of supplies during a surge.
  2. 02
    Write the Class VIII logistics annex of an OPORD.
    Start with the commander's intent and the scheme of maneuver — they tell you where the treatment areas will be, how many patients to estimate, and what the resupply timeline looks like. Build the supply estimate from the casualty-rate planning factors in ATP 4-02.1 and your unit's historical consumption data. Include: Class VIII quantities by category, push schedule, resupply triggers, MASCAL consumption spike, medical equipment posture, and the controlled-substance accountability plan for the field. The annex the surgeon does not have to rewrite is the annex that demonstrates you understand the clinical mission, not just the supply mechanics.
  3. 03
    Run the unit's medical equipment maintenance program.
    Maintain a master tracker of every piece of medical equipment on the property book with PM due dates, calibration dates, and current operational status. Color-code: green (current), amber (due within 30 days), red (overdue or non-mission-capable). Brief the tracker weekly to the commander. Generate work orders for amber items proactively — the biomedical equipment shop cannot fix what they do not know is broken. Track repair-part status daily on open work orders and provide weekly updates to the clinical department that uses the equipment.
  4. 04
    Defend the medical supply posture at the battalion medical logistics synch.
    Prepare a one-page status brief: on-hand rates for critical items, equipment readiness percentage, controlled-substance posture, open work orders, and the top three risks. Know the numbers cold — the battalion surgeon will ask questions that the slide does not answer. Frame the risks in clinical terms: not 'we are short 50 IV sets' but 'at current consumption rate, the treatment area will exhaust IV fluid stock in 72 hours without resupply.' The surgeon acts on clinical risk; you translate logistics data into clinical language.
  5. 05
    Operate DMLSS at the supervisor level — manage user accounts, run reports, validate data integrity, and train operators.
    At SGT, you are responsible for the accuracy of every transaction your soldiers enter. Run the DMLSS daily exception report to catch data-entry errors before they compound. Validate the inventory-accuracy percentage weekly — it should be above 98%. When it drops below 95%, stop and investigate before running more transactions. Train new operators by walking them through the transaction cycle with the actual system, not slides — DMLSS proficiency is built at the keyboard, not in the classroom.
  6. 06
    Mentor junior 68Js on the 670A warrant path, AMEDD commissioning, or civilian supply-chain credentialing.
    Have the career conversation during initial counseling, not as an afterthought. Ask each soldier where they want to be in five years. For 670A-track soldiers: help them document their DMLSS proficiency, identify warrant officers who will write letters of recommendation, and build the timeline for packet submission. For commissioning-track soldiers: help them identify degree programs that accept military credit. For ETS-track soldiers: help them document their experience hours for CSCP or CMRP eligibility. The career conversation you skip is the soldier who ETSes without a plan.

Manuals & References — What Chapters Matter

  • AR 40-61 — Medical Logistics Policies.
    At SGT, you need to know the full scope of this regulation — not just chapters 4 and 7, but the quality-control provisions in chapter 5, the optical-fabrication chapter 6, and the medical materiel readiness reporting requirements that feed the brigade-level brief. When the IG asks why you did something, cite the paragraph.
  • ATP 4-02.1 — Army Medical Logistics.
    The doctrinal manual for medical logistics operations at echelon. Chapter 3 covers the medical logistics support system; chapter 4 covers medical materiel management at the unit level. The casualty-rate planning factors in the appendices are what you use to build the Class VIII estimate for the OPORD annex.
  • AR 710-2 / DA PAM 710-2-1 — Supply Policy.
    The supply-discipline foundation for every CSDR. At SGT, the IG holds you accountable to this regulation — not your soldiers. Know the property-accountability procedures, the adjustment authorities, and the FLIPL thresholds.
  • AR 735-5 — Property Accountability; AR 735-5-1 — FLIPL.
    If you are signing hand receipts for medical equipment, you need to understand the liability framework. Chapter 13 of AR 735-5 covers the Financial Liability Investigation of Property Loss — the process that determines whether you pay for missing or damaged equipment. Read it before you sign, not after something goes missing.
  • AR 623-3 / DA PAM 623-3 — NCOER.
    You write evaluations now. DA PAM 623-3 is the guide to writing NCOER bullets that boards can evaluate. Specific, measurable, action-result-impact format. Read the examples for the 'Achieves' and 'Develops' competencies before your first rating period closes.
  • DA PAM 600-3 — Commissioned Officer Professional Development and Career Management.
    If you are considering the AMEDD Enlisted Commissioning Program or Green-to-Gold, this publication explains the officer career timeline you are entering. Read the Medical Service Corps and Army Nurse Corps chapters to understand what commissioning means for your career trajectory.

Standards — How to Hit Each

  • ALC graduate; SLC packet built if tracking toward E-7.
    ALC is the gate to E-6. Get on the roster within 12 months of pinning E-5. The course is approximately 5 weeks and covers leadership, operations, and MOS-specific technical training. While at ALC, perform — the academic evaluation follows you. After ALC, start building the SLC packet if you intend to compete for E-7.
  • Medical supply room CSDR passed with zero critical findings throughout your tenure as NCOIC.
    Self-inspect quarterly using the CSDR checklist. Focus on the areas the IG historically flags: property accountability documentation, adjustment authorities, controlled-substance procedures, medical equipment readiness, and storage standards (TB MED 1 compliance). Fix findings internally before the formal CSDR. The NCOIC who self-inspects rigorously is the NCOIC who passes without surprises.
  • Controlled-substance program zero-discrepancy through every inventory cycle.
    Inventory controlled substances daily. Use the buddy system — handler and witness for every transaction. Reconcile the physical count against the DMLSS record and the manual log simultaneously. If a discrepancy appears, investigate immediately — do not defer to the next shift. Document every inventory, every discrepancy investigation, and every resolution. The paper trail that protects you is the one you build today.
  • Medical equipment readiness rate at or above 95%.
    Run the PM and calibration schedule 30 days ahead — generate work orders before items go overdue. Track open work orders weekly and escalate repair-part delays through the medical maintenance chain. Brief the commander on equipment readiness at least monthly. The readiness rate is not a number on a slide — it is the answer to the question 'can the treatment team do their job with the equipment I am responsible for?'
  • At least one junior 68J with a warrant, commissioning, or civilian-certification packet in motion per year.
    Include the career conversation in every initial counseling session. Identify which soldiers are warrant-track, commissioning-track, or ETS-track. For warrant-track soldiers, connect them with a 670A who will mentor the packet. For commissioning-track, help them enroll in a degree program. For ETS-track, help them document CSCP/CMRP experience hours. The pipeline you build is the pipeline the unit needs — and the pipeline the senior rater notices on your NCOER.

Technical Mistakes — Concrete Consequences

  • Hiding a supply shortage from the battalion surgeon.
    The shortage surfaces during a field exercise or deployment preparation. The treatment team discovers they are missing critical supplies at the marshaling area. The investigation traces the gap to the NCOIC who knew about the shortage at the last medical logistics synch and did not report it. The trust the surgeon had in your supply room is rebuilt over quarters, not days.
  • Signing for medical equipment you did not physically verify.
    The hand-receipt holder who signs blind is the hand-receipt holder who pays. When the subsequent inventory finds items missing, the FLIPL investigation starts with the last signature on the hand receipt — yours. The liability is real and the dollar amounts for medical equipment are significant.
  • Letting the controlled-substance documentation slide because the pharmacy handles the clinical side.
    The 68J owns the logistics chain; the pharmacist owns the clinical chain. Both signatures matter. When the DEA or IG reviews the controlled-substance program, they evaluate both chains independently. A gap on the logistics side is attributed to the NCOIC regardless of whether the pharmacy's records are clean.
  • Treating the NCOER as a formality.
    The generic NCOER you write for your SPC determines whether she makes the ALC list or stalls at E-4 for another cycle. The board reads bullets — and bullets that say 'managed medical supply operations' tell the board the rater could not be bothered to quantify the soldier's contribution. The soldier's career stalls, and the NCOIC's reputation as a developer of talent stalls with it.
  • Skipping the medical maintenance coordination because the equipment looks fine.
    The defibrillator that was not PMed is the defibrillator that fails during a cardiac arrest in the troop medical clinic. The maintenance history shows the PM was overdue, the 68J was notified of the due date, and no work order was generated. The clinical outcome is the consequence; the documentation trail is the evidence.

Career Decisions at This Rank

  • 670A warrant officer packet — submit now or wait for more NCOIC experience.
    The 670A board evaluates demonstrated technical expertise, leadership potential, and the depth of your medical logistics experience. An E-5 with 18 months of NCOIC time, a CTC rotation, strong leadership evaluations, and documented DMLSS proficiency at the management level is competitive. An E-5 with 6 months of NCOIC time and no field-exercise logistics experience is not. The packet submission timing depends on the depth of your resume, not the number on your collar.
  • Stay in the line unit vs. request assignment to an MTF or MEDLOG company.
    A line-unit assignment (BAS in a BCT) gives you tactical medical logistics experience — field exercises, CTC rotations, deployment support. An MTF assignment gives you clinical supply chain depth — controlled substances at scale, equipment maintenance for expensive devices, clinical department support. A MEDLOG company assignment gives you distribution-center experience — bulk operations, warehouse management, fleet logistics. Each builds a different part of your resume. The well-rounded 670A packet has experience from at least two of the three.
  • AMEDD Enlisted Commissioning Program (AECP) vs. staying enlisted.
    AECP is a full-time college program that commissions you as a Medical Service Corps or Army Nurse Corps officer. It requires a strong academic record, commander endorsement, and a commitment to an officer career path that takes you away from the supply room permanently. The trade-off is significant: commissioning means better pay and broader career opportunities, but you will never be the technical logistics expert again — you will be the officer managing the technical experts. If you love the supply-room work, the 670A warrant path keeps you closer to it.
  • Reenlist for SLC and track toward E-7 vs. ETS with SGT experience.
    An E-5 with NCOIC experience, ALC completion, and a clean CSDR record is competitive for civilian healthcare logistics management positions. The CSCP or CMRP credential combined with documented supervisory experience makes you a strong candidate for hospital materials management roles. But E-6 and E-7 experience — running larger sections, managing the medical logistics program at brigade level, and leading 10-15 soldiers — is the difference between a civilian entry-level management role and a mid-level one. The additional enlistment builds the resume that commands a higher salary.

How the Seat Varies by Unit Type

  • Troop Medical Clinic (TMC) — NCOIC of medical supply
    You run a supply room supporting a medium-sized clinic. The work is predictable but the accountability standards are high — controlled substances, biologicals, and medical devices. The CSDR is regular and the IG visits are scheduled. You build deep expertise in clinical supply management but limited tactical experience. The civilian translation is strong: this maps directly to hospital materials management.
  • Battalion Aid Station (BAS) in a BCT
    You are the medical supply NCO for a maneuver battalion. You deploy to the field regularly, manage Class VIII under tactical conditions, and write the OPORD medical logistics annex. The controlled-substance accountability challenge is real — maintaining the chain of custody in a tent or vehicle under blackout conditions tests everything you learned in AIT and everything you built since. The tactical experience is what makes the 670A packet competitive.
  • Medical Logistics Company (MEDLOG Co)
    You run a distribution section or a product-line section within a larger warehouse operation. Transaction volume is high, the DMLSS workload is the heaviest you will see, and the distribution mission has real deployment implications. You are managing soldiers in a warehouse environment, not a clinic — the leadership challenges are different (physical work, shift operations, vehicle movements). The experience translates directly to civilian distribution-center supervision.
  • Medical Treatment Facility (MTF) — section NCOIC
    You manage medical supply for specific clinical departments — pharmacy, OR, lab, radiology, or emergency department. The equipment is expensive, the controlled-substance volume is higher, and the clinical staff has direct and demanding expectations. You interact daily with physicians, pharmacists, nurses, and laboratory technicians who need their supplies without delay and without error. The clinical exposure and the accountability depth are unmatched.

What Good Looks Like at This Rank

The good Sergeant 68J is the medical supply NCOIC the battalion surgeon and the S-4 both trust to walk into a field exercise and come back with every item accounted for, every piece of equipment PMed, and a Class VIII status that matches reality. His supply room is the one the BCT medical logistics officer copies for CSDR prep. His junior soldiers have packets moving. His DMLSS is a reference for the company. The surgeon does not have to rewrite his OPORD annex. The S-4 does not have to chase his supply requests. The biomedical equipment shop knows that his work orders arrive with complete descriptions and his follow-ups are timely. When the commander asks about medical equipment readiness in the BUB, the SGT 68J's number is the one that does not require a caveat. His soldiers know what they are doing because he trained them, not because they figured it out on their own. The SPC he rated has a 670A packet in motion because the SGT connected her with a warrant officer mentor in month two. The PFC he counseled has a college enrollment form signed because the SGT included the career conversation in the initial counseling session. The controlled-substance program runs clean — not because he is paranoid, but because the procedures he built are so clear that a new soldier can follow them on day one. The bad SGT 68J is the one who treats the supply room as a transaction center instead of a clinical-support mission. He processes requests but does not plan demand. He tracks equipment readiness on a spreadsheet but does not coordinate the PMs. He signs for property but does not verify it. He writes NCOERs but does not develop soldiers. The difference between the two is not rank — it is whether the NCO understands that every item in a medical supply room has a patient on the other end of it.

Preview — The Next Rank

At E-6, you stop running a supply room and start running a supply section. The scope expands from one clinic or one BAS to the battalion or company medical logistics program. You manage 10-15 soldiers across supply, maintenance, and distribution. You sit on the brigade medical logistics synch. You write four NCOERs per period. You build the training plan that produces 670A selectees and commissioning candidates. The SSG 68J's primary stress point shifts from supply-room accuracy to organizational readiness. You are no longer the one counting items on the shelf — you are the one ensuring that the SGTs counting items on the shelf are doing it right, that the demand plan supports the next six months of operations, and that the medical equipment readiness rate survives a brigade-level inspection. The commander and the brigade surgeon do not call you about individual supply items; they call you about the medical logistics posture of the unit. The NCOER profile matters at E-6 in a way it did not before. Your senior rater's read of you determines whether you make the SLC roster and whether you compete for the E-7 promotion list. The evaluations you write for your SGTs determine whether the next SSG slate has quality candidates. At E-6, your work is measured by the quality of the NCOs you produce as much as by the quality of the supply chain you run.
FAQ

68J E5 — Frequently Asked Questions

Q01What does a E5 68J (Medical Logistics Specialist) actually do?
You run a medical supply section — 3-6 soldiers, the supply room, the medical equipment inventory, and the interface with the medical logistics company or supporting medical depot.
Q02What's the most important thing to know as a E5 68J?
You own the medical supply room now — not as a task, but as a responsibility.
Q03What does a typical day look like for a E5 68J?
Time-blocked day at the E5 68J rank tier: 0500 Wake. Uniform, shave, PT clothes, 0530-0630 PT formation and unit PT. You lead PT for your section on assigned days, 0630-0830 Hygiene, duty uniform, breakfast, 0830 Section formation. Brief your soldiers on the day's priorities. Assign tasks by name — who is processing the demand cycle, who is running the cyclic inventory count, who is coordinating with the biomedical equipment shop, 0845-0900 Open the supply room. Verify the biological refrigerator and controlled-substance checks are completed and logged by the assigned soldier.…
Q04What mistakes get E5 68J soldiers fired or relieved?
Writing generic NCOERs for your soldiers. The evaluation that reads 'managed medical supply operations' tells the ALC board nothing. The one that reads 'maintained 98.7% equipment readiness across 340 items through 2 CTC rotations' tells them everything; DUI at E-5 — the consequences are now career-ending, not just career-damaging. The UCMJ response at NCO rank includes potential reduction in grade and a record that eliminates the warrant and commissioning paths;…
Q05What career decisions matter most at the E5 68J rank tier?
670A warrant officer packet — submit now or wait for more NCOIC experience — The 670A board evaluates demonstrated technical expertise, leadership potential, and the depth of your medical logistics experience. An E-5 with 18 months of NCOIC time, a CTC rotation, strong leadership evaluations, and documented DMLSS proficiency at the management level is competitive. An E-5 with 6 months of NCOIC time and no field-exercise logistics experience is not. The packet submission timing depends on the depth of your resume, not the number on your collar; Stay in the line unit vs.…
Q06What's next after E5 for a 68J (Medical Logistics Specialist) in the Army?
At E-6, you stop running a supply room and start running a supply section.
Q07What manuals and regulations does a E5 68J need to know cold?
AR 40-61 — Medical Logistics Policies.; AR 710-2 / DA PAM 710-2-1 — Supply Policy (the supply-discipline foundation for every CSDR).; AR 735-5 — Property Accountability; AR 735-5-1 — Financial Liability Investigation of Property Loss (the FLIPL regulation you never want to learn the hard way).

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Published by the Honest MOS Editorial DeskVerified against DoD/.gov sourcesUpdated May 2026Editorial standards