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68JE6

Medical Logistics Specialist

E-6 (Staff Sergeant) · Army

E1–E3E-4E-5E-6E-7E8–E9
HEADS UP

You are now managing the medical logistics program, not just the supply room. The brigade surgeon evaluates whether your unit can sustain patient care based on the numbers you brief. The CSDR is yours to own — and the IG will hold you personally accountable for every finding.

The Honest MOS Read
You pinned SSG and the scope of your responsibility expanded from a supply room to a medical logistics section. Whether you are running the medical supply platoon in a medical company, the logistics section of an MTF, or the Class VIII operation in a sustainment brigade, the common thread is this: you are no longer the supply NCO — you are the supply program manager. Your section has 10-15 soldiers across supply operations, medical equipment maintenance coordination, and distribution. You own the battalion or company's entire Class VIII posture: demand planning at the six-month horizon, procurement coordination with the supporting medical logistics company or depot, distribution scheduling, medical equipment readiness across every piece of gear on the property book, and the controlled-substance accountability program that the DEA and IG evaluate independently of everything else you do. The brigade medical logistics synch is now your venue. You sit across from the brigade medical logistics officer, the brigade surgeon, and the S-4, and you defend your unit's medical logistics readiness. The numbers on the slide are your numbers. When the brigade surgeon asks whether the BCT can sustain 72 hours of combat operations with the current Class VIII posture, the answer is yours to give — and the answer needs to be honest, specific, and actionable. Covering a shortage with vague language is the mistake that gets NCOs relieved. The CSDR (Command Supply Discipline Review) is the institutional audit of everything your section does. At SSG, the IG does not hold your SPCs accountable for a failed CSDR — the IG holds you accountable. The self-inspection program you build and execute quarterly is the defense against surprise findings. Every property-accountability procedure, every inventory reconciliation, every controlled-substance documentation protocol, every medical equipment readiness report — all of it feeds the CSDR, and all of it has your name behind it. Four NCOERs per period is the leadership mathematics at SSG. You are rating two SGTs and evaluating the soldiers they rate. The evaluations you write determine who makes the SLC list, who gets the school slots, and who builds a career. More importantly, the way you counsel — the monthly sessions, the career conversations, the honest assessment of strengths and gaps — determines whether your section produces the next generation of medical logistics NCOs or just processes supply transactions until everyone ETSes. The training plan is yours. You build the program that certifies every 68J in the section on DMLSS, cold-chain management, controlled-substance procedures, medical equipment maintenance tasks, and the manual backup procedures they need when DMLSS is offline in the field. The training plan that produces 670A warrant selectees and AMEDD commissioning candidates is the training plan the senior rater notices on your NCOER. The medical equipment maintenance program at the battalion or company level is a management challenge, not a technical one. You are not the person generating individual work orders — you are the person ensuring that the PM schedule is proactive, that calibration dates are tracked, that repair-part delays are escalated, and that the equipment readiness rate on the commander's slide is defensible. When the brigade surgeon asks why a ventilator is non-mission-capable, you should know the answer before the question is asked. The civilian credential conversation is no longer optional. At SSG with 8-12 years of service, you are either committed to the 20-year retirement track (with the 670A warrant path or the 1SG command track as the endpoint) or you are building the civilian resume that will carry you after ETS. The CSCP (Certified Supply Chain Professional) from ASCM and the CMRP (Certified Materials and Resource Professional) from AHRMM are the credentials that open doors to civilian healthcare logistics management positions. A bachelor's degree in healthcare administration, supply chain management, or business logistics is the differentiator between entry-level and mid-level civilian roles.
Career Arc
  • 01SSG pin-on — the medical logistics section is yours: 10-15 soldiers, multiple supply rooms or distribution points.
  • 02SLC roster — the gate to E-7. Get on it within 12-18 months of pinning E-6.
  • 03First brigade medical logistics synch where you brief the brigade surgeon directly.
  • 04First CTC rotation as the senior medical logistics NCO — the OC/T medical logistics observer evaluates you.
  • 05Four NCOERs per period — the evaluations that shape your section's careers.
  • 06670A warrant packet submission if warrant-track; SLC completion if NCO-track.
  • 07MLC roster if tracking toward E-7 command.
Common Screwups
  • ×Treating the CSDR as a periodic event instead of a continuous program. The supply-discipline standards the IG evaluates are the standards your section should operate under every day, not just the week before the review.
  • ×DUI / SHARP / EO incident at SSG — the consequences at this rank are career-terminal. Command referral, potential reduction in grade, loss of the 670A or commissioning pathway, and a reputation that follows you across the medical community.
  • ×ACFT failure at SSG — your soldiers watch your PT score. A failure at this rank sends the message that the NCO responsible for their evaluations does not hold himself to the standard he enforces.
  • ×Letting one SGT carry the controlled-substance program because she is detail-oriented. When she PCSes, the program collapses and you rebuild it under IG scrutiny instead of in peacetime.
  • ×Writing NCOERs that describe tasks instead of results. The evaluation that reads 'supervised medical supply operations' tells the SLC board the rater could not be bothered to measure performance.

A Day in the Life

  • 0500Wake. PT prep.
  • 0530-0630PT formation. Lead section PT on assigned days; participate in company-level PT otherwise. Physical standard matters more at SSG — your soldiers compare notes.
  • 0630-0830Hygiene, duty uniform, breakfast.
  • 0830Section formation. Brief priorities for the day. Assign tasks to SGTs by section — supply operations, equipment maintenance coordination, training, administrative. Conduct spot counseling as needed.
  • 0845-0930Review the overnight DMLSS queue, the controlled-substance status, and the equipment readiness tracker. Identify issues before your SGTs report them.
  • 0930-1030Brigade medical logistics synch (weekly or biweekly). Brief the medical logistics posture, risks, and resource requests to the brigade medical logistics officer and brigade surgeon.
  • 1030-1130Walk the supply rooms. Spot-check transactions, inventory counts, storage conditions, and controlled-substance documentation. Verify the SGTs are supervising, not just operating. Coordinate with the biomedical equipment shop on open work orders.
  • 1130-1300Chow.
  • 1300-1430Administrative and leadership time. Conduct monthly counseling sessions with rated NCOs. Review and draft NCOER bullets. Work on the Class VIII OPORD annex or the training plan. Meet with the 670A warrant mentor if building a warrant packet for a junior NCO.
  • 1430-1530Afternoon operations review. Review DMLSS daily transaction accuracy across all sections. Update the equipment readiness tracker. Escalate any unresolved maintenance or procurement issues.
  • 1530-1630End-of-day reconciliation. Verify all controlled-substance inventories completed and documented. Review the daily status from each SGT. Prepare the next day's priorities.
  • 1630Final formation. Brief tomorrow. Release.
  • 1700-2100Personal time. SLC preparation if on the roster. College coursework. Physical training. Family time — the family-readiness load at SSG is real and increasing.

Weekly Cadence

The weekly rhythm at SSG shifts from executing the supply cycle to managing and supervising it. Monday is the reset: review the section's status across all lines of effort (supply posture, equipment readiness, controlled-substance accountability, training calendar) and set priorities for the week. The brigade medical logistics synch falls early in the week — your status brief must be current before you walk in. Tuesday through Thursday is the core operational and leadership window. You supervise supply operations through your SGTs, conduct counseling sessions, walk the supply rooms for spot inspections, coordinate with the biomedical equipment shop, and lead or supervise Sergeant's Time Training. The leadership portion — counseling, mentoring, career development — is not an afterthought at SSG; it is the primary job. Your SGTs run the supply rooms. You run the people who run the supply rooms. Friday is the weekly reconciliation and reporting day. Roll up DMLSS accuracy metrics, equipment readiness status, controlled-substance program status, and training-plan progress into the weekly report. Self-inspect against the CSDR checklist if a formal review is upcoming. Prepare the next week's priorities. During CTC rotations and deployment preparation, the weekly rhythm collapses into a continuous operations cycle. The SSG manages the section across extended hours, multiple supply points, and austere conditions. The controlled-substance accountability challenge in the field — maintaining the chain of custody in a tactical environment — is the defining test at this rank.

Key Skills — How to Drill Each

  1. 01
    Plan and execute the Class VIII logistics posture for a battalion or medical company across garrison, field exercises, CTC rotations, and deployment.
    Build a rolling six-month demand plan that accounts for the unit's training calendar, CTC rotation schedule, and deployment timeline. Adjust the plan monthly based on actual consumption data from DMLSS. For CTC rotations, start the Class VIII build-out 90 days prior: identify the MES packing list, validate on-hand quantities, order shortfalls, stage at the marshaling area 30 days out, and conduct a pre-movement inventory 7 days out. The SSG who waits until 30 days prior to start the build-out is the SSG who deploys with an incomplete MES.
  2. 02
    Defend a brigade-level medical logistics readiness brief.
    Prepare a brief that answers the brigade surgeon's real question: can this unit sustain patient care under the conditions we expect? Structure it around: on-hand rates for critical items (by category — pharmaceuticals, surgical, treatment, laboratory), equipment readiness percentage (with a breakdown by clinical department), controlled-substance posture (clean/discrepancy/under investigation), open procurement actions (with expected delivery dates), and the top three logistics risks with mitigation plans. Know the numbers cold. The surgeon who catches you looking at your notes for a number you should own does not ask you back.
  3. 03
    Manage the medical maintenance program at the battalion or company level.
    Build a master PM and calibration calendar for every piece of medical equipment on the property book. Review it monthly with the biomedical equipment shop chief. Escalate repair-part delays through the medical logistics chain — not through the S-4. Track the equipment readiness rate as a trend, not a snapshot: is it improving, stable, or declining? The declining trend is the one you report to the commander before it becomes a crisis.
  4. 04
    Build a medical logistics training plan that produces 670A warrant selectees and commissioning candidates.
    Structure the annual training plan in three lanes: technical skills (DMLSS proficiency, controlled-substance procedures, medical equipment maintenance, cold-chain management), common tasks (ACFT, weapons, STP warrior skills), and professional development (ALC/SLC preparation, warrant/commissioning packet building, civilian credential preparation). Allocate Sergeant's Time Training sessions to each lane on a rotating basis. Track each soldier's professional-development milestones on a spreadsheet or counseling file — the pipeline you build is the pipeline the senior rater measures on your NCOER.
  5. 05
    Run a CSDR preparation and execution cycle that passes with zero critical findings.
    Self-inspect quarterly using the AR 710-2 CSDR checklist. Focus on the areas the IG historically flags: hand-receipt documentation, adjustment authorities, cyclic-inventory compliance, controlled-substance procedures, medical equipment readiness reporting, and storage-standards compliance (TB MED 1). Document the self-inspection, fix findings with a corrective-action plan, and re-inspect 30 days later. The CSDR that passes without surprise is the CSDR the NCOIC prepared for all year.
  6. 06
    Translate medical logistics risk into language the non-logistics commander understands.
    Commanders and brigade surgeons make decisions based on clinical impact, not logistics metrics. Translate: not 'Class VIII on-hand rate is 82%' but 'at current consumption, the treatment area exhausts surgical supplies within 96 hours of sustained operations without resupply.' Not 'equipment readiness is 91%' but 'two of six ventilators are non-mission-capable pending repair parts, which limits the treatment area to four simultaneous ventilated patients instead of six.' The clinical framing drives action; the percentage does not.

Manuals & References — What Chapters Matter

  • AR 40-61 — Medical Logistics Policies; ATP 4-02.1 — Army Medical Logistics.
    At SSG, these two documents are your daily reference pair. AR 40-61 provides the regulatory requirements; ATP 4-02.1 provides the doctrinal framework for how medical logistics operates at echelon. Know the distinction: AR 40-61 tells you what you must do; ATP 4-02.1 tells you how the Army intended for you to do it.
  • AR 710-2 / DA PAM 710-2-1 — Supply Policy; AR 735-5 — Property Accountability.
    The supply-discipline regulatory stack that the IG uses to evaluate your section. At SSG, the IG holds you accountable — not your SGTs. Know the CSDR checklist items by heart. Know the adjustment authorities and their thresholds. Know the FLIPL process well enough to advise your commander.
  • FM 4-02 — Army Health System; ATP 4-02 — Army Health System Support.
    The broader doctrinal context for medical logistics within the Army Health System. Chapter coverage of medical logistics support to the operational environment helps you understand how your section's work connects to the brigade's medical mission — context the brigade surgeon expects you to have.
  • AR 40-66 — Medical Records; AR 40-68 — Clinical Quality Management.
    The clinical-side regulations that intersect with your logistics mission. Medical equipment maintenance, supply to patient-care areas, and controlled-substance accountability all touch clinical quality standards. Understanding the clinical-quality framework helps you speak the surgeon's language.
  • AR 623-3 / DA PAM 623-3 — NCOER; AR 600-8-19 — Promotions.
    You write four NCOERs per period and you mentor soldiers through the promotion system. DA PAM 623-3 is the guide to bullets that boards can evaluate. AR 600-8-19 is the regulation your soldiers reference when they ask about promotion eligibility, waivers, and the semi-centralized process. Know both.
  • TC 7-22.7 — NCO Guide; ADP 6-22 — Army Leadership.
    The leadership doctrinal references that underpin everything you do at SSG. TC 7-22.7 is the practical guide to NCO duties and responsibilities. ADP 6-22 provides the leadership competencies the NCOER measures. Both are on the SLC reading list — start them before you get the slot.

Standards — How to Hit Each

  • SLC graduate; MLC packet built.
    SLC is approximately 5 weeks and covers advanced leadership, operations, and MOS-specific technical training. Get on the roster within 12-18 months of pinning SSG. Performance at SLC matters — the academic evaluation follows you. If tracking toward the 1SG command track, start building the MLC packet (USASMA prerequisite for SGM-A) after SLC completion.
  • Battalion or company medical supply CSDR zero-critical-finding throughout tenure.
    The CSDR is the IG's proxy for supply discipline, which is the IG's proxy for command climate. A zero-critical CSDR throughout your tenure as section NCOIC is the standard the commander uses to evaluate your section. Self-inspect quarterly. Fix findings immediately. Document corrective actions. The CSDR that passes without surprise passes because you prepared for it every quarter, not the week before.
  • Medical equipment readiness rate at or above 97%.
    At SSG, the standard tightens from 95% to 97% because the scope expands. You are now managing equipment across multiple supply rooms or clinical departments. The 3% gap between 95% and 97% represents the items that fall through the cracks between sections — the portable X-ray that two different SGTs each thought the other was tracking. Centralize the PM calendar. Review it weekly. Own the gap.
  • Controlled-substance accountability program clean every cycle; zero unresolved discrepancies.
    At SSG, you are the program manager. Build the procedures, train the soldiers, conduct the spot-check inventories, and sign the monthly reconciliation. The procedures should be clear enough that a new soldier can follow them on day one — because new soldiers arrive, and the program must not depend on institutional knowledge that walks out the door with a PCS.
  • 670A warrant or AMEDD commissioning pipeline producing at least one qualified packet per year.
    Identify warrant-track and commissioning-track soldiers during initial counseling. Build their timelines: when to start the degree, when to request the leadership evaluations, when to submit the packet. Connect them with mentors — 670A warrants for warrant-track, MSC or ANC officers for commissioning-track. Track progress monthly. The pipeline is not a bullet on your NCOER unless it produces actual selectees.

Technical Mistakes — Concrete Consequences

  • Treating DMLSS data accuracy as a junior-soldier problem.
    The data your section enters is the data the brigade briefs. When the brigade surgeon presents a medical logistics readiness slide that shows 95% on-hand but the physical shelf is at 87%, the discrepancy is not attributed to the SPC who entered the wrong receipt — it is attributed to the SSG who did not verify. The SSG's name is on the section, not the transaction.
  • Letting one SGT carry the controlled-substance program.
    The SGT PCSes, retires, or goes on emergency leave. The soldier who replaces her does not know the procedures because they were never written down — they lived in the SGT's head. The next DEA or IG audit finds documentation gaps that span the transition period, and the investigation names the SSG who allowed a critical program to depend on one person.
  • Hiding a medical equipment readiness gap from the commander.
    The gap surfaces during a CTC rotation when the treatment team attempts to set up the BAS and discovers that a ventilator is non-mission-capable. The readiness slide from the last BUB showed green. The commander traces the discrepancy to the SSG who reported green when the status was amber. The trust that took years to build is gone.
  • Confusing seniority with clinical authority.
    The 68J manages the logistics chain. The pharmacist and the surgeon own the clinical decisions about what gets ordered, what gets prioritized, and what gets substituted when a formulary item is unavailable. The SSG who overrides a clinical decision because 'I have been doing this for ten years' is the SSG who creates a patient-safety event the medical chain investigates.
  • Writing generic NCOERs.
    The evaluation that reads 'supervised medical supply operations' tells the SLC board that the rater could not quantify the rated NCO's performance. The SGT stalls on the ALC list. The warrant packet loses credibility because the leadership evaluation says nothing specific. The SSG's reputation as a developer of talent — the metric the senior rater actually cares about — declines.

Career Decisions at This Rank

  • 670A warrant officer path vs. 1SG command track.
    The 670A warrant takes you deeper into the technical logistics lane — you become the subject-matter authority the brigade surgeon and MTF commander rely on for medical logistics planning. The 1SG track takes you broader — you become the senior enlisted leader of a medical logistics company, owning the formation, the orderly room, the supply rooms, and 80-120 soldiers. The 670A is a technical leadership career. The 1SG is a command leadership career. Both are 20-plus-year commitments. The honest question: do you want to be the technical expert or the company-level leader?
  • Stay at E-6 in a line unit vs. request an MTF or institutional assignment.
    A second line-unit assignment at SSG builds tactical depth — CTC rotations, deployment support, OPORD annex writing. An MTF assignment builds clinical supply chain depth — complex controlled-substance programs, expensive equipment maintenance, clinical-department customer relationships. An institutional assignment (AMEDDC&S, MEDCOM, TRADOC) builds breadth and connections but limits tactical credibility. The 670A board and the 1SG board both want to see breadth of assignment — at least two different types of unit during your career.
  • Reenlist for 20-year retirement vs. ETS with SSG experience.
    At SSG with 8-12 years of service, you are either in for 20 or you are building the exit plan. The civilian healthcare logistics market values SSG-level experience — supervisory, program-management, and regulated-supply-chain credentials translate directly to hospital materials management and medical device distribution. The CSCP + CMRP + a bachelor's degree + SSG-level supervisory experience positions you for mid-level healthcare logistics management roles. The 20-year retirement provides financial security but requires commitment through the SFC/1SG senior-leader gates.
  • Complete a bachelor's degree now or defer to the 670A / SLC timeline.
    The degree is a multiplier regardless of which path you choose. For the 670A packet, a degree strengthens the application. For the 1SG track, a degree supports the MLC and USASMA applications. For the civilian exit, a degree is the differentiator between entry-level and mid-level management roles. Tuition Assistance covers most of the cost while serving. The time cost is real — evening and weekend coursework competes with family time and physical training — but the return on investment increases with every year of service remaining.

How the Seat Varies by Unit Type

  • Medical company in a BCT
    You manage the medical logistics section supporting a brigade's organic medical company. The section deploys to CTC rotations and supports real-world contingency operations. The tactical medical logistics experience — Class VIII distribution under field conditions, controlled-substance accountability in austere environments, medical equipment maintenance in the mud — is the deepest you will find at SSG. The brigade surgeon evaluates your section's performance during every rotation.
  • Medical Logistics Company (MEDLOG Co) in a sustainment brigade
    You run a section within a larger distribution operation. The scale is bigger — more soldiers, more transactions, more warehouse space. The deployment mission is real and the distribution-center management experience is the most translatable to civilian healthcare logistics. The controlled-substance accountability challenge scales with volume.
  • Medical Treatment Facility (MTF)
    You manage the medical supply section supporting a hospital or large clinic. The complexity is the highest: multiple clinical departments with different supply requirements, a large controlled-substance program, expensive and sensitive medical equipment, and clinical-quality standards (Joint Commission) that add regulatory layers beyond the normal Army supply-discipline framework. The civilian translation is strongest from this assignment.
  • MEDCOM / AMEDDC&S / TRADOC institutional assignment
    Staff or instructional work. You are shaping policy, developing training, or teaching the next generation of 68Js. The tactical credibility fades, but the institutional connections and the breadth of perspective are valuable for the 670A packet and for post-service career planning. Avoid spending more than one assignment here — the 1SG board wants to see NCOs who led soldiers in operating units.

What Good Looks Like at This Rank

The good Staff Sergeant 68J runs the medical logistics section the brigade medical logistics officer names in the slide as 'solid.' Equipment readiness is green, controlled substances are clean, the CSDR is a reference, and at least one junior NCO has a warrant or commissioning packet on the table every quarter. The brigade surgeon trusts his Class VIII brief. The S-4 trusts his demand plan. The commander trusts his equipment readiness numbers. When the battalion deploys to a CTC rotation, the SSG's section is the one that arrives with a complete MES, a functioning controlled-substance accountability chain in the field, and medical equipment that works on day one. His SGTs know what good looks like because he showed them — not with slides, but with his own supply room, his own CSDR results, his own equipment readiness rate. The soldiers he rated are getting selected for ALC and the 670A board because the evaluations he wrote gave the board something to evaluate. The soldier he counseled out of a controlled-substance accountability error learned the right lesson because the counseling was honest, specific, and documented. The bad Staff Sergeant 68J is the one who manages by delegation without verification. His section looks busy, but the DMLSS accuracy is declining, the equipment readiness rate has an amber trend, and the controlled-substance program depends on one person who happens to be good at it. When that person leaves, the program falls apart — and the SSG discovers too late that he managed a section without understanding how it worked.

Preview — The Next Rank

At E-7, you stop managing a section and start managing a platoon. The medical logistics platoon has 25-40 soldiers across supply, maintenance, distribution, and medical equipment repair. You own the brigade-level Class VIII posture. You defend it at the division medical logistics synch. You write five to six NCOERs per period. You operate at brigade staff as the senior medical logistics NCO voice. The SFC 68J's defining challenge is translating medical logistics risk into command decisions. You are no longer briefing the supply status to the battalion surgeon — you are briefing the brigade CG on what the medical logistics posture means for the brigade's ability to fight. The numbers you brief are the numbers the CG uses to make resource decisions that affect the entire brigade. If your numbers are wrong, the CG's decisions are based on bad data. The 1SG track becomes the primary career decision at E-7. The 1SG of a medical logistics company runs 80-120 soldiers and owns the formation. The alternative — MSG / SGM on a medical logistics battalion or MEDCOM staff — provides institutional influence but not command experience. The 1SG board evaluates leadership breadth, assignment diversity, and the quality of the NCOs you produced during your career.
FAQ

68J E6 — Frequently Asked Questions

Q01What does a E6 68J (Medical Logistics Specialist) actually do?
You run a medical logistics section or a medical supply platoon — 10-15 soldiers across supply, maintenance, and distribution.
Q02What's the most important thing to know as a E6 68J?
You are now managing the medical logistics program, not just the supply room.
Q03What does a typical day look like for a E6 68J?
Time-blocked day at the E6 68J rank tier: 0500 Wake. PT prep, 0530-0630 PT formation. Lead section PT on assigned days; participate in company-level PT otherwise. Physical standard matters more at SSG — your soldiers compare notes, 0630-0830 Hygiene, duty uniform, breakfast, 0830 Section formation. Brief priorities for the day. Assign tasks to SGTs by section — supply operations, equipment maintenance coordination, training, administrative. Conduct spot counseling as needed, 0845-0930 Review the overnight DMLSS queue, the controlled-substance status, and the equipment readiness tracker.…
Q04What mistakes get E6 68J soldiers fired or relieved?
Treating the CSDR as a periodic event instead of a continuous program. The supply-discipline standards the IG evaluates are the standards your section should operate under every day, not just the week before the review; DUI / SHARP / EO incident at SSG — the consequences at this rank are career-terminal. Command referral, potential reduction in grade, loss of the 670A or commissioning pathway, and a reputation that follows you across the medical community;…
Q05What career decisions matter most at the E6 68J rank tier?
670A warrant officer path vs. 1SG command track — The 670A warrant takes you deeper into the technical logistics lane — you become the subject-matter authority the brigade surgeon and MTF commander rely on for medical logistics planning. The 1SG track takes you broader — you become the senior enlisted leader of a medical logistics company, owning the formation, the orderly room, the supply rooms, and 80-120 soldiers. The 670A is a technical leadership career. The 1SG is a command leadership career. Both are 20-plus-year commitments.…
Q06What's next after E6 for a 68J (Medical Logistics Specialist) in the Army?
At E-7, you stop managing a section and start managing a platoon.
Q07What manuals and regulations does a E6 68J need to know cold?
AR 40-61 — Medical Logistics Policies; ATP 4-02.1 — Army Medical Logistics.; AR 710-2 / DA PAM 710-2-1 — Supply Policy; AR 735-5 — Property Accountability.; FM 4-02 — Army Health System; ATP 4-02 — Army Health System Support.

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