Appendix K
XO Logistic Roles and Responsibilities
Troop XO Logistic Roles and Responsibilities
1. PURPOSE: There is a difference between roles and responsibilities. A role is the position you
assume and the part you play in the unit. Responsibilities are the specific tasks and duties you
are expected to fulfill according to your role. You are held accountable to complete the
responsibilities based on your role.
This SOP lists the respective Army publications you can refer to for more information. Start with
doctrine, the Army’s regulations, and best practices. Don’t make it up. If you must deviate based
on METT-TC, which is ok as long as you can explain why and get the necessary approval if
required.
2. Roles: Here are the primary roles of a Company Executive Officer:
•Second-in-Command of the Company (must understand the CO’s role and responsibilities and
be ready to assume command if need be).
•Oversee and execute the CO’s vision and manage the day-to-day activities of the Company
•Oversight of the CO’s administrative and support staff
The CO doesn’t need or have time to deal with and empower all of his subordinates. As a result, the
company XO has some of the most important responsibilities in the Army.
The XO must work closely with the Supply Sergeant, Training NCO, Readiness NCO, Motor Sergeant
(based on respective MTOE) and 1SG to take care of these responsibilities. Although the NCOs own
training and are delegated most of these tasks, the XO needs to have good situational awareness and be
involved. This is the only way the XO can “trust and verify.”
The XO doesn’t have a respective NCO or direct subordinate to hand things off, so he must pay attention
to the details. This will give the chain-of-command confidence that the unit is ready to accomplish its
mission.
3. Responsibilities: Within the XO’s role, here are the main responsibilities the XO is held
accountable for: Supply, Maintenance, Unit administration
Supply: The Supply Sergeant can make or break a unit. A good XO with a strong working
relationship with the Supply Sergeant can make the unit even better. The XO must ensure
that the required equipment and supplies are readily available, operational and responsive.
Here are key tasks an XO needs to oversee when it comes to supply:
a) Command Supply Discipline Program (CSDP) – XO will have an active role in the unit’s
CSDP and ensure it is executed properly. Ensure the unit is fiscally responsible and supply
issues are dealt with quickly. If you need help or can’t deal with an issue on your level, tell
your chain-of-command immediately or find someone that can. Don’t wait to address it,
time does not make supply issues get better.
b) Inventories – XO ensures they are done on time and to standard. The way an XO manages
your company’s inventory and supply chain from end to end can make the difference
between mission success and failure. Keep the supply room organized and orderly. Account
for and maintain all equipment to standard.
c) Financial Liability Investigation of Property Loss (FLIPL) – FLIPLs are how the Army
investigates the loss, damage or destruction (LDD) of Government property. A FLIPL begins
once the loss is discovered and the time limit is 30 days.
d) Troop\Company Supply SOP – Ensure that the SOP is up-to-date and enforced. The SOP
should be published for the troop\company to access, eliminate waste, time and
unnecessary steps. Use AARs, research best practices, and cross-reference Army regulations
to continue improving on it. This should be a working document.
e) Ordering of POL level 10 – XO tracks and forecasts orders for all future trainings. XO gives
the projections to his troop motor sergeant to order under the guidance of the Squadron
NCOIC.
f) Important References
•AR 735-5 Policies & Procedures for Property Accountability
•AR 740-26 Physical Inventory Control
•DA 710-2-1 Using Unit Supply System (Manual Procedures)
•DA 710-2-2 Supply Support Activity Supply System (Manual Procedures)
•Call Handbook No. 10-19 The Command Supply Discipline Program
Maintenance: A good XO needs to work closely with the Motor Sergeant and Maintenance
Control Officer. In our case, the XO is the Maintenance Control Officer and the Field
Maintenance Lead from FSC acts also as the Motor Sergeant.
Here are key tasks an XO needs to oversee when it comes to maintenance:
a) Comprehensive Maintenance Discipline Program – Work with the CO to establish a
comprehensive maintenance program IAW AR 750-1, DA PAM 750-1 and NGR 750-52.
b) Preventive Maintenance Checks and Services (PMCS) with completed 2404 or 5988 –
Ensure PMCS is conducted and incorporated into your training schedule 25% of each IDT.
Follow the 2404\ 5988 to ensure the motor sergeant reviews and the completed (signed)
form is forwarded to the Squadron 92As to create work orders.
c) Equipment Status Report (ESR) – Regularly review the ESR report to verify that the Field
Maintenance Shop (FMS) / Combined Support.
-Know vehicle, weapons, and components status at all times
-BII Dashboard familiarity for quick reference
Maintenance Shop (CSMS) will check and monitor the following:
1. Parts are being ordered in a timely manner
2. Equipment isn’t stagnating in any stage of the work order process (status condition)
3. Pacing items (ERCP) are being prioritized. Ensure that the 92A (with oversight from
the supply sergeants) do their part in opening and closing work orders in a timely manner.
d) Training – Ensure that equipment operators are properly trained and all applicable TMS
are printed for use. This will ensure that a proper PMCS is done. Be familiar with the FMS
and CSMS and the Surface Maintenance Office at G4 SOPs. Request maintenance support
from HHD for equipment issues beyond operator level.
e) Important References (The following links require a government computer to access.)
•NGR 750-52 Army National Guard Command Maintenance Discipline Program
•AR 750-1 Army Materiel Maintenance Policy
•AR 700-138, Army Logistics Readiness and Sustainability
•AR 700-4, Logistics Assistance
•DA Pam 750-1 Commanders Maintenance Handbook
•DA PAM 750-3, Soldiers Guide for Field Maintenance Operations
•DA PAM 750-8, The Army Maintenance Management System (TAMMS)
•Surface Maintenance Office website:
https://ngcasp16.ng.army.mil/sites/G4/SMO/SitePages/Home.aspx
•COMET website:
https://ngcasp16.ng.army.mil/sites/G4/SMO/SitePages/Maintenance%20Programs%20%20COMET.aspx
Administrative: As the XO you want to work closely with the Training and Readiness NCO to
ensure that unit administration is squared away. They will be the ones that execute the
tasks, but like supply and maintenance, you want to identify the top priorities based on the
commander’s intent and verify that they get done.
Here are key tasks an XO needs to oversee when it comes to unit administration:
Unit Administration
•Check the Readiness Management Tool (RMT) unit website to see your current company
numbers. Determine where your unit is at and where you want your unit to be. Set
milestones and follow-up regularly to make sure the unit is improving your RMT stats.
•Schedule and manage company meetings
•Work with the Readiness and/or Training NCO to:
◦Ensure pay is processed on time
◦Ensure training is verified in DTMS
◦Ensure Soldiers complete their respective vouchers in DTS
•Ensure OERs and NCOERs are completed to standard and on time
•Oversee the company’s awards program
•Ensure other company administrative tasks and suspenses are met.
Soldier Management:
•Track the medical readiness of the Soldiers and ensure Soldiers are fully ready (PHA, MND,
APFT and height/weight failures, etc.)
•Track Soldier primary military education (PME) and ensure Soldiers get submitted for the
schools they need to be MOSQ
a) Important References
•AR 600-8-101 Personnel Readiness Processing
•AR 40-501, Standards of Medical Fitness
•AR 220-1 Army Unit Status Reporting and Force Registration
•DA Pam 220-1 Defense Readiness Reporting System
•AR 600-20 Army Command Policy
•DA Pam 600-8-101 Personnel Readiness Procedures
•AR 600-8-2 Enlisted Promotions and Reductions
Communication: The critical component is working with and establish a strong working relationship with
the Squadron XO and command team. Based on the unit METL, The Army’s Sustainable Readiness Model
(SRM), and the chain-of-command’s end-state, these responsibilities may differ. Keep the chain-ofcommand promptly informed of any issues and be proactive in pushing information vertically and
horizontally.
References
a. AR 735-5 Policies & Procedures for Property Accountability
b. AR 740-26 Physical Inventory Control
c. DA 710-2-1 Using Unit Supply System (Manual Procedures)
d. DA 710-2-2 Supply Support Activity Supply System (Manual Procedures)
e. Call Handbook No. 10-19 The Command Supply Discipline Program
f. NGR 750-52 Army National Guard Command Maintenance Discipline Program
g. AR 750-1 Army Materiel Maintenance Policy
h. AR 700-138, Army Logistics Readiness and Sustainability
i. AR 700-4, Logistics Assistance
j. DA Pam 750-1 Commanders Maintenance Handbook
k. DA PAM 750-3, Soldiers Guide for Field Maintenance Operations
l. DA PAM 750-8, The Army Maintenance Management System (TAMMS)
m. AR 600-8-101 Personnel Readiness Processing
n. AR 40-501, Standards of Medical Fitness
o. AR 220-1 Army Unit Status Reporting and Force Registration
p. DA Pam 220-1 Defense Readiness Reporting System
q. AR 600-20 Army Command Policy
r. DA Pam 600-8-101 Personnel Readiness Procedures
s. AR 600-8-2 Enlisted Promotions and Reductions