WFP Logistics · WFP Logistics in 2013 5 JELENA MILOSEVIC Chief, Funds Analysis, Commodity...
Transcript of WFP Logistics · WFP Logistics in 2013 5 JELENA MILOSEVIC Chief, Funds Analysis, Commodity...
WFP LogisticsTransforming Logistics: Progress Made in 2013
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WFP LogisticsTransforming Logistics: Progress Made in 2013
• Distributed3.1millionmetrictonsoffood.• Coordinatedanaverageof5,000trucks,30shipsand50aircraftonanygivenday.• Managedanetworkof650warehousesaroundtheglobe.• Managed700WFP-ownedtrucks,whichtravelled6.4millionkilometres.• Operated60fleetworkshops.• Provided80humanitarianpartnerswithbilaterallogisticsservices,valuedatUS$18million.
Special Operations
Projects 38
Funded(88%ofamountneeded) US$296 million
UNHAS
Countriesserved 14
Passengers 364,236
Destinations 237
Lightcargotransported 1,934 mt
Medicalandsecurityevacuations 2,068
UNHRD
Depots,strategicallypositionedaroundtheworld 6
Countriesserved 90
Humanitarianpartners 59
Reliefgoodstransported 30,000 m3
Logistics Cluster
Activeoperations 9
Countriessupported 31• Facilitatedtheprovisionofstoragefor105organizationsinover50warehouselocationsinSyria,Jordan,Lebanon,SouthSudanandthePhilippines.
• Facilitatedthedispatchof104,284cubicmetresofreliefitemsbyroad(81%),sea(10%),river(5%),andbyair(4%)onbehalfof100organizations.
WFPLogisticsin2013
WFP Logistics in 2012 1
WFPLogisticsin2013 Contents
Foreword 3
The WFP Logistics Service Chiefs on 2013 4
Where WFP delivered food in 2013 6
How WFP delivers 8Shipping 8Aviation 10Landtransport 11
Common and bilateral logistics services 14TheUnitedNationsHumanitarianResponseDepot 14TheUnitedNationsHumanitarianAirService 16TheLogisticsCluster 18BilateralServiceProvision 20
Excellence in humanitarian logistics 22Emergencyresponse 22
RespondingtotheSyriancrisis 22Philippinestyphoonresponse:dockingindamagedports 24EmergencyresponsesinAfrica:bringingfoodthatfinalmile 26Partnershipsforemergencypreparednessandresponse 28Toolsforemergencypreparednessandresponse 29
Nationalpreparedness:sharingourlogisticsexpertise 32SpecialOperations 34
Logistics innovation 36Cashandvouchers:assuringsupplyandsupportinglocalmarkets 36Post-harvestlosses 37Specializednutritiousfoods 39
Cost efficiency and effectiveness 40GreatercostsavingsallowWFPtoreachmorepeopleinneed 40LESS:enhancedefficiencyforWFP’sfoodsupplychain 40Supplychainoptimization 41EnhancingtheperformanceofUNHASoperations 42Tangibleresultsofanintegratedsupplychainapproach 42
Picture credits 45
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In2013,WFPLogisticsonceagainhadtheopportunitytodemonstrateitsexcellenceinhumanitarianlogistics.Notonlydidwekeepupwithourcorebusinessofrespondingtooperationalchallenges,includingfoursimultaneousL3emergencies;wealsomadeverygoodprogresswithourtransformativeeffortsasoutlinedintheWFPLogisticsStrategy2013-15(seediagramopposite).
Thebiggeststrategicachievementsin2013included:
• Emergencypreparednessandresponsebeinggreatlyenhancedthroughuser-friendlyLogisticsCapacityAssessmentsforcountriesmostatriskofdisasters;
• Evolvingour‘supplychainmanagement’toincludeallmodalities—In-kindfoodassistanceaswellasCash&Vouchers—thusemphasizingWFP’suniquestrengthasproviderofhybridsolutions;
• Thegrowingrecognitionofourroleasaprovideroflogisticsservices,withincreasingbusinessvolumesforcommonservices(UNHAS,UNHRD,LogisticsCluster)aswellasbilateralservices;
• ThecorporatelaunchoftheLogisticsExecutionSupportSystem(LESS)asastate-of-the-arttoolforfoodresourcemanagement;
• TheproductionofguidelinesforManaging the Supply Chain of Specialized Nutritious Foods,aninter-agencyendeavorthatsupportstheeffectiveuseoftheseinnovativeproducts;
• ThegrowinginstitutionalizationofSupplyChainDashboardsandtheSupplyChainWorkingGroup,bothfacilitatedbytheLogisticsDevelopmentUnit;and
• TheWFPfleetteaminSudanwinningthe‘BestTransportAchievementAward’.
2013wasayearwhereLogisticshasremainedoneofWFP’scorestrengthsandwedemonstratedthatwearealsoreadyforthefuture—let’skeepupthegoodwork!
Wolfgang Herbinger, Director, WFP Logistics
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Foreword
WFP Logistics in 2013
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TheWFPLogisticsServiceChiefson2013
CESAR ARROYOChief, Aviation
‘Thecombinationofconstantcapacity-buildingeffortsandourlongexperienceinrespondingtohumanitarianemergenciesempoweredWFPAviationtorapidlydeployspecializedstaff,charterthemostsuitableaircraftandprocurethenecessaryequipment.OurfocusonpreparednessisoneofthekeyfactorsunderpinningWFPAviation’sabilitytoeffectivelysupportthehumanitarianresponsewhenandwhereitismostneeded.’
TONY DOWELLChief, Logistics Risk Mitigation and Manager of the Captive Insurance
‘Ouraugmentedstaffcapacityhasallowedustofocusonourtraditionalroleoflossmitigation,safeguardingthegoodswhichareinWFP’scareandcustody.TheincreaseinspecializednutritiousfoodproductshasemphasizedtheneedforgreatervigilanceandeffortinpreventinglossestoensureWFPisabletomaintainitsreputationfordeliveringefficientlyandeffectively,whateverthecommodity.’
PIERRE HONNORATGlobal Coordinator, UNHRD
‘UNHRDhadastrongyearin2013,respondingtovariousemergenciesanddispatchingurgentreliefitemsonbehalfofhumanitarianpartnerswithin24hoursuponrequest.Wearenowembarkingonour2014–2016strategy,whereweaimtoimproveexistingprocesses,operationalefficiencyandeffectiveness,diversifyandexpandourservicesandreach,andensureUNHRD’slong-termsustainability.’
MIRJANA KAVELJChief, Logistics Development Unit
‘TheintegratedsupplychainmanagementapproachadoptedbytheSupplyChainWorkingGroup,complementedbynew,state-of-the-arttools,helpedWFPtogaingreateroperationaleffectiveness,enablingustoreachpeopleinneedfasterandmoreefficiently.’
WFP Logistics in 2013 5
JELENA MILOSEVICChief, Funds Analysis, Commodity Accounting and Support
‘2013broughtabreakthroughforWFP’scommoditymanagement:thenewLogisticsExecutionSupportSystem(LESS)wasformallyapprovedforcorporateroll-outoverthefollowingthreeyears.WithLESSwewillnotonlystrengthenmanagementoversightandaccountabilitybymakingcommodityinformation“real-time”;wewillalsobegreatlyhelpedinourpushformoredown-streamsupplychainoptimization.AnotherareaofaccomplishmenthasbeenLTSHfundsmanagement.Thankstonewmanagementtools,developedjointlywithlogisticiansinthefield,wewereabletoachievesignificantefficiencygains.WewillcontinueourworkonthistoensurethatWFPremainsattheforefrontofmeasuringandmanagingefficiencyinhumanitarianlogistics.’
JUDITH THIMKEChief, Shipping
‘In2013,WFP’sShippingservicecontinuedtoplayapivotalroleintheoverallsupplychain,respondingwithagilityandflexibilitytoprovidecosteffectiveandefficientservices.Ourspecializedteamreadilyembracedthechallengesposedbyvariousemergencies.InthecaseofSyria,weworkedcloselywithbothfieldandHQcolleaguestocomeupwithpractical—and,attimes,quitecreative—solutionstocopewithvolatileandrisk-proneshippingenvironments.In2014wearefocusingonensuringcontinuedalignmentwithbestpracticesintheindustry,andexploringwaystotranslatetheseintoadditionalefficienciesforWFPandinourserviceprovisiontopartnersinthecomingyears.’
THOMAS THOMPSONGlobal Coordinator, Logistics Cluster
‘LogisticsClusterstaffweredeployedveryearlytosupportfieldoperationsinemergenciesaswellasfillingkeypositionsinLevel3emergencies.Alltold,wespentover1,000daysinthefieldin2013.Butwestillmanagedtoorganizetwoverywellattendedglobalmeetingsofpartners,inDubaiandBerlin,andconductaLogisticResponsetrainingandaStandbyPartnerinductiontraining.Wewereabletoshowthatweprioritizedemergencyfieldoperations,whilebeingsufficientlyversatile—andhardworking!—topursueourstrategicgoals.’
ADRIAN VAN DER KNAAPChief, Logistics and Transport Services and Deputy to the Director
‘Mylogisticiansareahumourlesslot…theyknowifmycampaignfails,theyarethefirstonesIwillslay.’—AlexandertheGreat
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WhereWFPdeliveredfoodin2013Fig 1. Metric tonnage of food delivered, by country
WFP Logistics in 2013 7
Shipping
WFP’sShippingservice,basedatHeadquartersinRome,playsapivotalroleinthesupplychainforallsea-boundcargo.Agilityandflexibilityarefundamentaltoourabilitytorespondtoevolvinghumanitarianneeds.Incaseofasuddenemergency,ourcharterpartymandateofdirectcontractingwithshipbrokersandownersenablesWFP’soceantransportteamtodivertcargoalreadyenroute.ThiswasimportantintheSyriaandPhilippinesemergencyresponsesgiventhequicklychangingrequirementsandvolatileconditions.
Efficiency and cost savings in ocean transport
During2013,WFP’sOceanTransportServicemanagedtocontractandpositiontherightchartervesselsandprovidesufficientcontainercapacitytoensureatimelyloadingofreliefcommodities.Throughitsexperiencewithshippingandthevolumeoffoodinvolved,WFPwasabletonegotiatemorefavourablepricesthanthoseofferedbycommodities
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HowWFPdelivers
WFP Shipping: 2013 at a glance
1.95 millionmetrictonsofcargoshipped
69shipschartered
43,000 containersbooked
Fornearlythreeyears,WFP’stimechartervessel,theCarolineScan,hasbecomearegularfeatureatallofthekeyportsalongthecoastofSomalia,shuttlinghumanitarianfoodandreliefcargotoMogadishu,Bosasso,BerberaandKismayo.Successfulrotationswereachievedthroughexcellentcooperation,andconstanton-boardprotectionprovidedbytheEuropeanUnionNavalForce(EUNAVFOR)SomaliathroughOperationAtalanta.*In2013,WFPdeliveredmorethan64,000metrictons(mt)ofWFPfoodassistanceandhumanitarianrelief,whichreached1.2millionpeopleinSomalia.
WFPalsooffersthisservicetothewiderhumanitariancommunityonacost-recoverybasis.
During2013,over5,600cubicmetresofinter-agencycargowastransported,withcostrecoveryofmorethanUS$653,000.Consolidationofpartnercargo,facilitatedbytheLogisticsCluster,enabled23humanitarianorganizationstosupporthealth,nutrition,protectionandeducationprogrammesthroughoutSomalia.
BothWFPandhumanitarianpartnershavebenefittedfromthisservice,whichischaracterizedbysecurity,flexibility,reliabilityandcost-effectiveness.
* The EU’s anti-piracy operation off the coast of Somalia.
Ensuring safe and predictable ocean services to reach affected communities in Somalia
suppliers.FurthersavingsweregainedwhenWFPwasabletoarrangeitsowncargounloadingandbagginginsteadofrelyingonsupplierstoprovidetheseservices.
Intotal,WFPsavedUS$11.35milliononoceanfreightin2013—someUS$3millionmorethanin2012.
WFP Logistics in 2013 9
Percentage of total metric tonnage handled by top ten ports in each category*
Load port* Discharge port
* In the load category, three ports in the USA and two in Turkey — all in the top ten — are aggregated by country.
Fig 2. WFP’s top 10 load and discharge ports in 2013
Top 10 load ports Top 10 discharge ports
The vessel ‘Caroline Scan’ is loaded with inter-agency cargo.
Aviation
Whenaccesstocommunitiesaffectedbyconflictornaturaldisasterisblockedbyinsecureroadwaysordamagedinfrastructure,WFPturnstotheskies.
WFPAviationmanagestheUnitedNationsHumanitarianAirService(UNHAS),whichenablesnon-governmentalorganizations(NGOs),UNagencies,donorrepresentatives,thediplomaticcommunityandhumanitarianimplementingpartnerswiththeaccesstheyneedtopromptlyreachremoteorinaccessiblebeneficiaries.In2013,thisconstituted80percentofWFPAviation’sactivities.(FordetailsofUNHASoperationsin2013,pleaseseetheCommonandBilateralLogisticsServicessectiononpages16–17).
WFPAviationalsosupportsUNagencies,includingWFPandotherexternalclientsonrequest.Servicesinclude:strategicairliftsofreliefitemsandoperationalequipmentinsupportofhumanitarianinterventions;airfreightservicesforthetransportationofcargo;dedicatedthirdpartyservices(onacost-recoverybasis);andbilateralpassengerservicesnotcoveredbyUNHAS.Asalastresort,airdropsforfooddeliverycanbeorganized.
In2013,WFPAviationdeliveredvitalreliefitemsinresponsetoemergenciesintheCentralAfricanRepublic,thePhilippines,SouthSudanandSyria.
BetweenNovemberandDecember2013,WFPAviationtransportednearly1,200mtofcargotoCebuandManilainthePhilippines.Thiswasachievedusingacombinationoffullycharteredaircraft,chartersthatwerecost-sharedwithUNHRDpartners,andcommercialairfreight.ThisflexibilityallowedWFPAviationtomakethebestuseofavailableairassetsandcargospacewhilemaintainingcostefficiency.Cargotransportedincludedoperationalsupportitemssuchasmobilestorageandaccommodationunits,telecommunicationsequipmentandgenerators.Specializednutritiousfoodsforchildren,suchasHighEnergyBiscuits,werealsodeliveredtoassistaffectedpopulations.
InSyria,thehumanitariansituationcontinuedtodeterioratein2013.Overlanddeliveryofcargowasseverelyhampered,andsoWFPAviationperformedseveralairliftstotransportoperationalequipmentand
reliefitems.Some700mtofcargowasairliftedtoandwithinthecountry.
Inadditiontoitscontributiontoacuteemergencies,WFPAviationalsotransportedfoodandnon-fooditemstocountriessuchasBangladesh,BurkinaFaso,LebanonandSomalia.
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WFP Aviation: 2013 at a glance
2,165metrictonsofcargotransported
49aircraftchartered
130 passengers
(For UNHAS key figures, please see page 16.)
Fig 3. Breakdown of WFP Aviation’s activities in 2013
WFP Logistics in 2013 11
Land transport
Usinganintricatenetworkofroad,railandriverroutes,WFPdeliversfoodtosomeofthemostremoteandinaccessibleareasoftheworld.Indifficultoperationalenvironments,WFPreliesonitsownfleetofnearly700heavyduty-trucksthataredesignedtocopewiththetoughestroadconditions.However,commercialtransportersareusedinmostcountrieswhereWFPoperates.
WFP surface transport management in 2013
Withcommercialtransportersaccountingfor95%ofWFP’sfooddeliveries,strongoversightandfocusonefficiencyincontractingisessential.Surfacetransportaloneincludesnotonlytransportation,butalsolandsidelogisticsservicessuchaswarehousing,storageandfumigation,etc.In2013,WFPawarded28,000commercialcontracts,theglobalvalueofwhichwasUS$469million.
Compliance and oversight of transport contracting
Toensurethatstaffresourcesandoperationalfundingareappropriatelyallocated,WFPhasinplacestrongglobalguidanceandinternalprocessesthatserveasthefoundationforalllogisticscontracting.
Toenableeffectivenessandefficiencyindeep-fieldandemergencycontexts,surfacetransportcontractingisdelegatedtoCountryOfficesandWFPlogisticiansatthelocallevel.OversightisensuredthroughsystematicquarterlyreviewsofcontractsbytheCommitteeonCommoditiesandTransport.ChairedbytheDeputyExecutiveDirector,thesequarterlymeetingsreviewarandomly-drawnsampleofcontracts,aswellascasesofexceptionalcontracting.TheCommitteescrutinizestheagreementsforcompliance,andtodetectanyscopeforfurtherstrengtheningWFP’spoliciesandsystemsfortransportmanagement.
Inhard-to-reach,insecureareaswherecommercialtransportcapacityisnotavailable,andcashorvoucherschemescannotbeimplemented,WFPmustrelyonitsowntrucksandregionalfleetstodeliverfood.
In2013,WFPsucceededinoptimizingtheuseofitstruckfleet,improvingperformance,emergencyresponsecapacitiesandreducingimpactonthelocalenvironment.
WFP Land Transport: 2013 at a glance
3.1 millionmetrictonsofcargotransported
28,000contractswithcommercialproviders
700trucksinWFP’sfleet
Fig 4. Breakdown of landside transport in 2013
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Fig 5. Value of landside contracts by region in 2013
Sudan Fleet team wins international Fleet Forum award for excellence in land transport
WFP’sSudanofficewonglobalrecognitionforhumanitariantransportwhentheywerepresentedwiththeBestTransportAchievementAwardinMarch2013.TheawardwasgivenbyFleetForum,whicheveryyearidentifiesahumanitarianorganizationthatmostexemplifiesexcellenceinoneormorefleetmanagementareas.Theseincluderoadsafety,fleetsafety,environmentalimpactandcostefficiency.
FleetForumisaninteragencyorganizationwhichworkstopromotesustainableefficiencyandeffectivenessinthetransportsectorinlow-andmiddle-incomecountries.ThejurywasmadeupofrepresentativesfromUPS,TNTExpressandIndianaUniversity,whorecognizedeffortsmade
byWFP’steaminSudantobetterreachisolatedcommunitiesinDarfurandSouthKordofan—whileatthesametime,improvingtheefficiencyoftheirfleet.
‘DespitetheharshanddangerousenvironmentwhereWFPoperatesinSudan,theystillmanagedtomakeahugeimprovementintheeffectivenessandefficiencyoftheirfleet.Theyachievedatruckfleetutilizationrateof79percent;11percentbetterthantheyearbefore.ThismeantsavingUS$1millionwhileevenreachingmorebeneficiariesinSouthKordofan,makingthemagreatexampleforotherorganizationsinthehumanitariansector.’—Paul Jansen, Executive Director, FleetForum
WFP Logistics in 2013 13
Adra Oumaliya village, Damascus, Syria, 3 December 2013. A truck carrying bags of wheat flour arrives at the Adra Oumaliya distribution site where Syrian Arab Red Crescent (SARC) volunteers distribute monthly WFP food rations to internally displaced families.
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The United Nations Humanitarian Response Depot
TheUnitedNationsHumanitarianResponseDepot(UNHRD)isanetworkofsixdepotsaroundtheworld.Suppliesarepre-positionedinthedepotsforhumanitarianpartners,readyforimmediatedispatchduringemergencies.Fromtentsandblanketstomedicinesandemergencyfoodrations,UNHRDprocures,stores,transportsandassemblesonthegroundthemostcrucialemergencyreliefequipmentandsuppliesonbehalfof59partners.
In2013,theUNHRDNetworkstockpiledapproximatelyUS$60millionworthofreliefitemsatitsstrategiclocationsworldwide.Italsoprovidedcomprehensivesupplychainsolutionsto32ofitshumanitarianpartners.Withnearly30,000cubicmetresofreliefgoodsdispatchedthrough951shipmentsto90countries,thetotalvalueofservicesprovidedtohumanitarianpartnersamountedtoUS$35million.EmergenciesinMali,Syria,SouthSudan,CentralAfricanRepublicandthePhilippineswereallsupportedbyreliefitemsdispatchedfromtheUNHRDNetworkonbehalfofthehumanitariancommunity.
UNHRDstrengtheneditsoperationalcapacityin2013throughenhancedupstreampipelinecoordinationandcargoconsolidation,aswellasincreasedfielddeploymentsandcapacity-building.ItalsoestablishedasixthdepotinLasPalmas,Spain,toserveasagatewaytoWestAfricaandtheAmericasandimprovethenetwork’semergencyresponsecapacityinthoseregions.
ImprovingoperationaleffectivenesswasoneofUNHRD’sprioritiesduring2013.Reducingitscarbonfootprint,inlinewithWFP’sstrategicgoal,wasanother.Tothisend,UNHRDinstalleda24kWphotovoltaicsystemandsolarpanelsattheAccrahub,whichprovidemostoftheelectricityneededfortheoffice.
Commonandbilaterallogisticsservices
UNHRD: 2013 at a glance
59humanitarianpartners
951shipmentsworldwide
90countriesserved
30,000cubicmetresofreliefgoodstransported
Typhoon Haiyan: rapid multi-hub response served 24 partners
ThePhilippinescrisisandthescaleoftheemergencyresponseweremassive.ThenearestUNHRDinSubang(Malaysia)wasassistedbythoseinDubai(UnitedArabEmirates)andBrindisi(Italy).
Within24hoursoftheonsetoftheemergency,UNHRDdispatchedlife-savingcommoditiesfromtheDubaiandSubanghubsonbehalfofWFP,governmentsandhumanitarianpartners.BetweenNovember9thandtheendof2013,UNHRDconsolidatedanddispatched1,500mtofcommodities,valuedatoverUS$8.2million,onbehalfof24partners.
DailycharteredflightsandcommercialfreightconsignmentsweredispatchedtoCebu,ManilaandTaclobanairportsinthePhilippines.EmergencydispatchesfromDubaiincluded42mtofHighEnergyBiscuitsandITequipment.ShipmentsfromSubangincluded20mtofmobilestoragetentsforCebu.Ananentirecrewwasdeployedtosetthemup.DepletedstockswereimmediatelyreplenishedtopreserveUNHRD’semergencyresponsecapacity.
WFP Logistics in 2013 15
Fig 6. UNHRD global outreach in 2013
Fig 7. Types of relief items dispatched by UNHRD in the six weeks following Typhoon Haiyan
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The United Nations Humanitarian Air Service
TheUnitedNationsHumanitarianAirService(UNHAS)providescommonairservicestosomeoftheworld’smostremoteandchallenginglocations.Withnootherwayofreachingisolatedcommunities,aidworkerscanrelyonUNHAStofacilitateaccess,helpingthemtocarryouttheirlife-savingwork.WhatsetsUNHASapartfromanyothercommercialairlineistheirmission:toflytoremotedestinationswhereothersdonotusuallygo.
Whereaccessislimitedbyinsecurity,poorinfrastructure,longdistancesandalackofsafe,reliablecommercialproviders,UNHASconductsflightsforhumanitarianactorsattherequestoftheUNCountryTeamortheHumanitarianCoordinator.
In2013,UNHAStransported364,236passengersand1,934mtoflightcargo.Nearly240regular,andoverahundredadhocdestinationswereserved.UNHASoperatedinAfghanistan,CentralAfricanRepublic,Chad,DemocraticRepublicofCongo,Ethiopia,Mali,Mauritania,Niger,Somalia/Kenya,SouthSudanandSudan,andalsointhePhilippinesinresponsetoTyphoonHaiyan.ItalsoprovidedanairpassengerserviceinYemen.
Mali: growing humanitarian needs triple air transport requirements
InMali,wherehumanitarianaccessisconstrainedbyinsecurity,UNHAShasbecomethebackboneofinterventions—especiallyinconflict-affectedareasintheNorth,wheremanyfragilecommunitiesreside.Roadtravelisextremelydangerous,andthelackofsafeaccommodationinthethreenorthernregionsofGao,TimbuktuandKidalmakeovernightstaysforhumanitarianstaffdifficult,limitingUNpresenceintheseareas.Asaresult,agencieshavebeenprovidingassistancemainlythroughlocalnon-governmentalorganizations(NGOs).ThankstoUNHASMali,humanitarianaidworkerscannowmakeone-daytripstotheselocationstomonitorandoverseetheirprojects.
UNHAS: 2013 at a glance
14countriesserved
237regulardestinationsserved
364,236passengerstransported
2,068medicalandsecurityevacuations
1,934 metrictonsoflightcargotransported
In2013therehasbeenasignificantincreaseindemandforUNHASservicesduetothescale-upofhumanitarianpresenceinthecountry.Duringthefirstthreemonthsof2013,averagemonthlypassengernumbersrosefrom441to1,255,andlightcargofrom1.8to4.3mt.Inresponsetoincreaseddemand,asecondaircraftwasaddedtothefleetinmid-June.
Aswellasprovidingregularairpassengerservices,UNHASconductsemergencyevacuations.Thevalueofmedicalandsecurityevacuationsisdifficulttoquantify.However,thecostsavingsforhumanitarianagenciesarelikelytobeverysignificant:commercialprovidersoftenchargetensofthousandsofUSdollarsperpatient.
WFP Logistics in 2013 17
Table 1. Performance overview of UNHAS Special Operations in 2013
* Fleetsizevariesaccordingtooperationaldemands,andfiguresgivenhererepresenttheaverage.Thenumbersofstand-byhelicoptersoperatinginChadandDRChavebeenaddedinbrackets.StatisticsforEmergencyResponsestand-byhelicoptersandfixed-wingaircrafthavebeenincludedinfiguresreportedforthecountriesintowhichtheyweredeployed(Chad,DRC,Niger,Somalia/Kenya,SouthSudanandSudan).Thesameappliesforadhocaircraftthatsupportedvariousoperations.
** Someuserorganizationsoperatedinseveraldifferentcountries,whichiswhynototalisgiveninthiscolumn.
Country Fleet Hours Passengers Cargo Medical and Number of Number of size* flown (mt) security regular user evacuations destinations organizations
Afghanistan 3 2,118 23,321 88 6 22 159
C.A.R. 2 2,091 9,401 272 50 15 67
Chad 3 (+1) 3,779 57,838 227 121 19 112
DRC 4 (+1) 4,277 40,374 320 79 33 180
Ethiopia 3 2,556 9,096 32 80 8 60
Mali 2 1,952 11,614 37 6 5 97
Mauritania 2 1,032 4,547 14 10 6 40
Niger 1 1,675 17,140 40 5 6 139
Somalia/Kenya 7 6,706 60,540 356 43 25 133
South Sudan 9 7,346 83,841 255 1,624 35 291
Sudan 7 5,733 43,359 279 32 40 120
Philippines 4 466 2,262 13 12 20 82
Yemen 1 100 903 1 0 3 20
Total 48 (+2) 39,831 364,236 1,934 2,068 237 N/A **
An UNHAS plane at Cebu airport in the Philippines.
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The Logistics Cluster
In2013,theLogisticsClustersupportedhumanitarianlogisticsactivitiesglobally,includingCentralAfricanRepublic(C.A.R.),DemocraticRepublicofCongo(DRC),Mali,Mozambique,SouthSudan,Syria,Yemen,andthePhilippines.LogisticsClusterstaffassistedinprovidingcoordination,informationmanagementandlogisticsservices(air,sea,riverandroadtransport,storageandfueldistribution).
Providing 30 organizations with humanitarian logistics solutions in the aftermath of Typhoon Haiyan
TyphoonHaiyanragedthroughthecentralPhilippineson8November,killingnearly6,000peopleanddisplacingsomefourmillion.Rapidtransportationofreliefgoodstotheaffectedareawasvital.
Thegeographicareaaffectedwasvastandincludednumerousislands.Attheoutset,damagedinfrastructureimpededaccessandseverelyhamperedhumanitarianoperations.
Inordertoprovidelife-savingsuppliesquicklyandefficientlytothoseinneed,particularlyinhard-to-reachareas,reliefagenciesneededlogisticssupport.
TheLogisticsClusterestablishedcoordinationcellsinsixlocations,includingtheworst-hitcitiesofTaclobanandGuiuan.Together,thecellsprovidedasupportplatformforlogisticscoordinationandinformationforallhumanitarianactors.
Congestionatairports,portsandferrycrossingsinitiallyhamperedreliefefforts.TheLogisticsClusterworkedcloselywiththePhilippineGovernmenttoeaseconstraints,minimizeduplicationofactivities,limitcongestion,provideup-to-dateinformationonlogisticscapacity,andfacilitateaccesstocivil-militaryassets.
Inthefirstweeksoftheresponse,severalothergovernmentshelpedtoensuretherapiddispatchoflife-savingassistancebyprovidingoperationalsupportandmilitaryassetsincludingships,helicoptersandcargoplanes.By31December,theLogisticsClusterhadfacilitatedthetransportof3,000m3ofinter-agencycargofor32organizations,usingmilitaryassets.
Logistics Cluster: 2013 at a glance
9activeoperations
31countriessupported
>26,000 cubicmetresofreliefitemstransported,viaWFP-contractedvessels,trucksandaircraft,onbehalfof37organizationsinthePhilippines
>24,280cubicmetresofreliefitemsstoredonbehalfofover60organizationsinSouthSudan
Between18Novemberandtheendof2013,WFP-contractedvesselstransportedover10,300m3ofinter-agencycargofromCebutoBantayanIsland,Guiuan,Iloilo,Ormoc,TaclobanandRoxasfor29differentorganizations.
Roadtransportationservices,augmentedbytheLogisticsCluster,alsoassistedinthedeliveryofpriorityreliefcargoandurgentfuelsuppliestosupport26differentorganizationsinandaroundCebu,RoxasandTacloban.SupportwasalsogiventothePhilippinesDepartmentofSocialWelfareandDevelopment(DSWD)withtheirdistributionactivitiesonLeyteIsland.
WFP,astheleadagencyoftheLogisticsCluster,providedsome8,000m2ofstoragespacetohumanitarianorganizationsinthekeylocationsofCebu,Guiuan,Ormoc,RoxasandTacloban,includingassistanceintheassemblyofvariousMobileStorageUnitsforpartners.
WFP Logistics in 2013 19
A Logistics Cluster truck departs Roxas warehouse carrying High Energy Biscuits and Plumpy’doz, a ready-to-eat food, on behalf of humanitarian partners.
Fig 8. Metric tonnage of cargo transported and number of locations served in support of the Typhoon Haiyan response
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Bilateral Service Provision
AswellascommonservicesprovidedthroughUNHAS,UNHRDandtheLogisticsCluster,WFPoffersbilaterallogisticsservicestohumanitarianpartnerssuchasNGOsandUNagencies.Withapresenceinmorethan70countries,WFPdeliversaidandreliefonbehalfofpartners.Theorganizationisabletodosothankstoitsextensiveexperienceinhumanitarianlogistics,andmorethan2,500skilledstaffwithunrivalledlocalknowledge.WFP’srangeoflogisticsservicesspanstheentiresupplychain,andincludesshipping,landtransportandaviation.
In2013,WFPcompleteditsfirstserviceprovisioncatalogue,outliningalloftheservicesthatcanbeprovidedtopartnersuponrequest.
Theseinclude:
• shippingandcharteringsolutions;• landtransport,storageandhandling;• fleetandworkshopmanagement;• fuelprovision;• managementofcomplexlogisticsoperations,coveringtheentiresupplychain;and
• arangeofairservicesthatincludesthird-partyservices,airfreightandexecutivepassengerservices,andmedicalandsecurityevacuations.
In2013,WFPprovidedlogisticsservicesin20countries.ThenumberofWFP’scustomersrosefrom80fromthepreviousyear’s63,andincludedDFS,MSF,MercyCorps,UNDSS,UNHCRandUNICEF.
Bilateral Service Provision: 2013 at a glance
80humanitariancustomers
20countries
US$18 millionserviceportfoliovalue
0 20 40 60 80 100
2009
2010
2011
2012
2013
Fig 9. Number of WFP Logistics Service Provision customers, 2009–2013
WFP Logistics in 2013 21
WFP supports the UN Sudan Peacekeeping Mission
WhenSouthSudanbecameindependentinJuly2011,theUnitedNationsMissioninSudan(UNMIS)relocatedsouthwards,therebycreatingacorrespondingmissioninSouthSudan(UNMISS).
Withnearly15,000personnel,UNMIShadbeenavastoperation.WFPwasaskedtohelpmovenearly3,300piecesofheavyequipment—includingcontainers,generators,fork-liftsandothervehicles—fromtheoldUNMISlogisticsbaseinElObeidtothenew,UNMISSoneinJuba.Usingbargeoperations,WFPstartedtotransportthecargofromtheportatKosti,downtheRiverNiletoMalakal,Bor,JubaandotherlocationsinSouthSudan.
Towardstheend2012,theborderbetweenthetwocountrieswasclosedandanewtransportroutehadtobeidentified.ThealternativewastomovethecargobyroadtoPortSudan.There,itwascontainerized
andloadedontoWFP-contractedships,whichsailedaroundtheHornofAfricatoMombasa.ThefirstshipwastheM/VJollyPerla,aRoll-on/Roll-offvesselcarryingall256unitsofequipment,followedby461containersontwolinervessels.AllarrivedsafelyatMombasaportduringFebruary/March2013.There,attherequestofUNMISS,badgeshadtobeallocatedforforwardingtoKenyaandUganda.ThejointWFP/UNMISSpresenceatMombasa—fordailydispatchprioritization—andatNimulebordercrossing—toensurecontinuedfollow-upwithauthoritiestominimizecostlytransitdelays—provedtobeofkeyimportance.Bytheendof2013,all3,300itemshadbeensuccessfullyrelocated.
ThiscomplexoperationinvolvedcoordinationbetweenseveralWFPCountryOffices,andclosecollaborationwiththeUNDepartmentofFieldSupport(DFS).TheprojecthashelpedpavethewayforWFPtoprovidelargeandcomplexlogisticsservicestoUNmissionsandotherpartners.
UNMIS on the move
22
Surgeteamsofexperiencedlogisticiansweredeployedtoallfourcountries.Forthefirsttime,WFPLogisticsalsodeployedsupplychainanalysts,whodevelopedthefield-levelfoundationfortheSupplyChainDashboard,amanagementinformationanddecisionsupporttoolthatwasfirstintroducedin2012inresponsetotheSahelcrisis.(Pleasesee‘Efficiencysavings:supplychainmanagement’onpage41.)
Responding to the Syrian crisis
Syria crisis: 2013 operational snapshot
SincethebeginningoftheSyriacrisisinMarch2011,thenumberofSyriansinneedofhumanitarianassistancehasrisendramatically.AsthehumanitariansituationdeterioratedinMarch2013,WFPscaledupitsresponseandincreaseditsfoodassistancetargetfrom1.5millionSyriansto4millionbytheendoftheyear.
InsideSyria:
• Peopleinneedofhumanitarianassistance:9.3 million
• Internallydisplacedpopulation:6.5 million• WFP’stargetreachinJanuary:1.5 million• WFP’stargetreachinDecember:4 million• ReachedbyWFPin2013:3.7 million
Inneighbouringcountries:
• SyrianrefugeesinneighbouringcountriesandNorthAfrica:2.2 million
• SyrianrefugeesinneighbouringcountriesandNorthAfricaassistedbyWFP:1.48 million
Emergency response
In2013,WFPexperiencedanunprecedentednumberofsimultaneous,large-scaleemergencies—inCentralAfricanRepublic,SouthSudan,SyriaandthePhilippines.AllofthesecriseswereLevel3emergencies—thehighestWFPcategory,whichrequiresthemobilisationofaglobal,corporateresponsetosupporttheCountryOfficeand/orRegionalBureauinvolved.
Excellenceinhumanitarianlogistics
Safita Warehouse (near Tartous), Syria. In 2013, staffat the warehouse repackaged enough food for nearly 15,000 people every day. WFP’s food assistance programme in Syria has created jobs for over 5,000 people including drivers, staff implementing WFP’s assistance programmes and people working in repackaging facilities. Most of the people working in Safita repackaging facility, including the woman in the photo, are internally displaced people.
WFP Logistics in 2013 23
WFP’s integrated supply chain solutions
Aflexiblelogisticsset-upwasestablishedtosustaintheupscale.Againstabackdropofgrowinginsecurity,itwasdesignedtoensurecontinuityofoperations.Componentsincluded:
• alternativesupplyroutestopreventbottleneckscausedbyconstantlyshiftingaccessconditions;
• amulti-countrycorridorplan;
• adiverseoceantransportoperationofferingavarietyofoptions,suchascontractingcargolinersandsecuringtimecharters;
• adecentralizedwarehouseandpackagingoperation—hubsinDamascus,SafitaandLattakia
wereexpanded,andweredesignedtooperateindependentlysothatdisruptioninonewouldnotcompromiseoperationsinanother;
• targetedairliftswhenroadwayswereblockedorinaccessible;
• facilitatinghumanitarianaccesstopartnersthroughtheLogisticsCluster.In2013,31jointhumanitarianconvoystothemostinaccessibleareaswereorganizedonbehalfof13organizations.
WFPreceivescargoforSyriainbulk.Therationsarepre-packagedintoamaximumof800,000family-sizedparcelsbeforedistributioneverymonth.Theprocessinvolvesalarge,flexiblenetworkofsupplyroutesandhubs,asshownbelow.
IRAQ
TURKEY
JORDAN
LEBANON
ISRAEL
WestBank
HOMS
ALEPPO
DEIR-EZ-ZORHAMA
AR-RAQQA
AL-HASSAKEH
RURAL DAMASCUS
IDLEB
DAR'A AS-SWEIDA
TARTOUS
LATTAKIA
QUNEITRA
Tadmor
Duma
Homs
Deir-ez-Zor
Al-Hassakeh
Menbij
Ar-Raqqa
Abu Kamal
Tell Abiad
Al-Thwarah
As SalamiyehHama
Quamishli
AfrinRas Al Ain
Al Mayadin
Al Bab
Idleb
Dar'a
Al Malika
Ain Al Arab
Al Maghrim
As-Sweida
A'zaz
ShahbaIzra'
Salkhad
As Safira
Jebel Saman
Quneitra
Al Qutayfah
Qatana
An Nabk
Lattakia
Harim
Ariha
Masyaf
Ma'arrat An Nu'man
As Sanamayn
At Tall
Yabrud
Banyas
Al Hafa
Jablah
Tartous
Jarablus
Al Fiq
As Suqaylabiyah
Al Quasir
Safita
Az Zabdani
Tall Kalakh
Rural Damascus
Muhradah
Jisr-Ash-Shugur
Al Qardaha
Ar RastanDreikisch
Sheikh Badr
DarayyaDamascus
Med
iterr
anea
n Se
a
100 km
Creation date: 17 Jan 2013 Sources: UNCS, OCHA, Government of Syria
Syrian Arab Republic: Reference Map
The boundaries and names shown and the designations used on this map do not imply official endorsement or acceptance by the United Nations.
From Iraq
From Mersin,Turkey
Internationalocean freight
30%
45%
25%
Fig 10. Key supply routes and warehouse networks into and within Syria in 2013
‘AconcertedefforttocoordinatebetweenalllevelsoftheWFPsupplychainisthemainreasonforoursuccessinreaching3.7millionpeopleinSyrialastyear.DespitethechallengesWFPfaced,thisintegratedapproachwasthekeytoourbuildingasupplychainofagility,flexibilityandcontinuity.’ — Matthew Dee, Head of Logistics, Syria
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Philippines typhoon response: docking in damaged ports
FromtheonsetofWFP’semergencyresponsetothePhilippinesTyphoon,itwasevidenttoourshippingexpertsthatseatransportationwouldbeanoperationalmainstay.Numerousislandpopulationswereaffected.Toreachthemwithlife-savingassistance,WFPanditshumanitarianpartnerswouldrequirevesselsimmediately.
Inthefirstweek,WFPhiredthreePhilippine-flaggedvesselstovisittheislandsanddelivervarioustypesofhumanitarianaidforWFPandpartners.Decisiveactionwascriticalaslocalvesselswereinshortsupplyintheaftermathofthetyphoon.
Damagedports;limitedberthingandport-handlingcapacities;aninitiallackofport-basedoperatingstaff;and,occasionally,heavyrainsalladdedtothechallengeforWFP’smaritimespecialists.
VersatilityincharteringwasparticularlyimportanttoenhancingWFP’sshippingcapacity.Shippingstaffcontractedoceanvessels,self-propelledlanding
craftandbarges—aswellasaroll-onroll-offvessel,aptlynamedthe‘SuperShuttleRoRo’.ThisfleetenabledWFPtomoveverydifferenttypesofcargo—forinstance,WFPtruckspreloadedwithfood;non-fooditemsinboxesforpartners;andbreak-bulkcommodities,suchasbaggedrice.Crucially,thevarietyofvesselsizesandcharacteristicsenabledWFPtoreachalltheportsintheaffectedarea–whatevertheharbour’ssize,conditionorcapacity.
Inthatinitialphase,WFP,throughtheLogisticsCluster,facilitatedthemovementofhumanitarianrelieffor29organizationsonWFP-charteredvessels.(Formoredetails,pleaseseepages18–19oftheLogisticsClustersection.)
As2013drewtoaclose,WFPshifteditsfocustosupportingtheregionalfoodprocurementeffortsoftheHaiyanresponse.Fourinternationalchartervesselsandseveralcontainershipmentswerecharteredtocarrysome50,000mtofbaggedricefromThailandandVietnamintotheaffectedareas.
Tacloban shore staff save the day
OtherchallengesfacedattheportsweresolvedwithinnovativesolutionspioneeredbyWFP’sexperiencedshorestaffinTacloban.Continuousrainswereslowingtheunloadingprocess,posingarisknotonlytothecommoditiesbutalsoto
thesupplypipeline.OurshorestaffrosetothechallengebycomingupwithanewapplicationforWFPMobileStorageUnits(MSUs).Erectingthestructuresoverships’holds,theyinvented‘all-weathershelters’,andinsodoingsavedtheday.
Connecting aid workers to typhoon-affected island communities
InaccessibilitywasasignificantconstrainttothehumanitarianresponseinthePhilippines.Damagedinfrastructure,includingblockedroadsanddebris-scatteredairfields,wasamajorlogisticalobstacle—particularlywhenmultipliedacrossnumerous,devastatedislands.
On16November,UNHASPhilippinescommencedoperations.Usingacombinationoffixed-wingaircraft
andhelicoptersoperatingoutofManilaandCebu,itprovidedairtransportservicesforthehumanitariancommunityto20differentlocations.
Bytheendoftheyear,UNHASPhilippineshadtransported2,262passengersandover13mtoflightcargo,consistingofmedicalreliefitems,emergencytelecommunicationsequipmentandnutritionalfoods.Morethan80humanitarianorganizations,includingNGOs,UNagencies,donorsandthediplomaticcommunity,reliedonUNHAStotransportthemtonumerouslocationsacrossthePhilippinessothatthey
WFP Logistics in 2013 25
Strengthening emergency air transport capacities
Tominimiselead-timeindeploymenttoemergencylocations,WFPAviationmaintainsarosterofpre-evaluatedserviceprovidersacrosstheworld.Inrecentyears,inanefforttofurtherenhancetheeffectivenessofWFPAviation’s
emergencyresponsecapacity,thedivisionhasinvestedinenlargingtherostertoincludelocaloperatorsintheAmericasandAsia.Italsohasstand-byairassetsinAfrica,andashortlistofoperatorsforadhoccharters.
couldconductneedsassessments,andimplementandmonitorhumanitarianprojects.Visitingrepresentativesofvariousinstitutions,suchastheUNSecretaryGeneralandtheNorwegianMinisterofForeignAffairs,alsotravelledwithUNHAStoreachaffectedareas.
Anoutbreakofdenguefeveraccountedformostofthe12medicalevacuationsofhumanitarianpersonnelconductedbyUNHAS.ThepatientswereupliftedfromvariousremotelocationsandflowntoCebu,whereadequatemedicalfacilitieswereavailable.
ByJanuary2014,roadshadreopenedandcommercialflightshadresumed,greatlyreducingtheneedforahumanitarianairserviceinthePhilippines.InlinewithWFP’sexitstrategy,theregularUNHASoperationwasdiscontinuedon15February2014.
The humanitarian logistics storage area in the Philippines, nicknamed the ‘Palo Hub’. This facililty was managed by WFP as well as the Logistics Cluster, who facilitated the storage of inter-agency relief items.
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Emergency responses in Africa: bringing food that final mile
Incrisis-afflictedcountries,numerousfactorsconspiretomakedeliveryofemergencyassistancetobeneficiariesahighlycomplex,andoftendangerousundertaking.Globally,WFPreliesontheexpertiseandlocalknowledgeofmorethan2,500logisticians,managingthelastlegofdeliveryinover70countries.TheabilitytogothatfinalmilehasearnedWFPitsreputationastheworld’sleadinghumanitarianlogisticsorganization.
WFPusuallyusessurfacetransporttodeliverfoodtodistributionpoints.Thisfinalstageofthesupplychainisaccomplishedusingwhichevermeansisbestsuitedtothecontext.Wherepossible,trucksareused.Butoften,circumstancesrequireothermeans,suchasriverbarges,trainsorevenanimalstobringcommoditiestowheretheyareneeded.
WFPreviewstransportoptionscontinuously,
constantlystrivingtoprepareforalleventualitiesandeliminatepipelinebottlenecks.DeployingWFP-ownedtruckstospeedupassistancetobeneficiariesinAfricanemergenciesisonesuchexample.
Regional truck fleets respond to emergencies across Africa
In2010,WFPkickedoffanewprojectinwhichsurplustrucksfromWFP’sCountryOfficeswereusedtoestablishregionalfleetstosupportemergencyresponse.
TwooftheseregionaltruckfleetsarebasedinAfrica—inAccra,GhanaandKampala,Uganda—andwerecreatedtoenableWFPtorapidlydeploytruckstolocationsinwhichlittleornolocaltruckingcapacityexists.In2013,thesesupportedemergencyresponsesinC.A.R.,DRC,MalawiandSouthSudan.
Fig 11. Regional fleet deployments serving emergency responses in Africa
WFP Logistics in 2013 27
Central African Republic
ThecrisisinCentralAfricanRepublicwasamassivechallengetotheentirehumanitariancommunity,includingWFP,particularlyintermsoflogistics.Thecountryisoneoftheworld’smostremoteandleast
developedareas,andthedynamicsoftheconflictimpactedheavilyoncommercialtruckingcapacities.ThankstotheregionalfleetinAccra,WFPwasabletosendtruckstoC.A.R.atonlyafewdays’notice.Theresultinglocalfleet,whichwasmanagedbyWFP,provedindispensabletothehumanitarianeffort.
Story from the field: strengthening WFP’s fleet capacity in Central African Republic
‘Sendasmanytrucksasyoucan.’
SocametherequestfromCentralAfricanRepublicHeadofLogistics,Jean-PierreLeroy.Astheconflictescalated,so,too,didthehumanitariancrisis.Bynow,severalhundredthousandinternallydisplacedpeoplewerescatteredacrossthecountryandindesperateneedofassistance.WFP’semergencyoperationfacedamajorchallenge.Therewasnotenoughlocaltruckingcapacitytodeliverthefood.
Fortunately,ThomasGoransson,ManagerofWFP’sregionaltruckfleetinGhana,wasinapositiontohelp.TheAccra-basedfleetof40truckswasonstand-byandreadyforemergencydeployment.
What’smore,theregionalfleetbaseislocatednexttoWFP’sAccraUNHRD.Humanitarianequipment—suchasstoragetents,officemodulesandgenerators—werepromptlyloadedonto11trucks,alongwithsparepartsandamobilemaintenanceworkshopforthevehicles.
InDecember,theconvoy’slongjourneytoBanguibegan.Loadedontoaroll-on,roll-offvesselatthecommercialportofTema,Accra,ittravelledbyseatoDoula,Cameroon.There,stafffromWFP’sDoulawarehouseloadedfoodintoanysparespaceonthetrucksbeforetheoverlandlegtoC.A.R.commenced.
The1,500kmjourneytoBanguiwaslongandtough.OnceinC.A.R.,thetrucksrequiredarmedescortbytheAfricanUnionbecauseofthesecuritysituation.
Whentheyreachedtheirdestination,thefleetwasserviced,repaired,anddeployedforfooddistribution,mainlyintheBanguiarea.Whensecurityallows,theywillbeusedintherestofthecountry.
TheeleventruckshavealmostdoubledthecapacityofWFP’sfleetinC.A.R.In2014,thecapacitywillbefurtherincreasedwiththearrivalofapproximately40KamaztrucksfromWFP’soperationsinAfghanistan—allnewadditionstotheAccraregionalfleet.
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Partnerships for emergency preparedness and response
Logistics Emergency Teams support the humanitarian community’s response in the Philippines
LogisticsEmergencyTeams(LETs)aregroupsofexperiencedlogisticspersonnel,suchaswarehousing,fleet,andairofficers,whoarereadytoprovidesurgecapacitytohumanitarianreliefeffortsindisaster-strickencountries.Responseteamsdeploytoemergencieswithin48hoursofarequestbyWFPonbehalfoftheLogisticsCluster.
Asacross-company,privatepartnership,LETmembersAgility,Maersk,TNTExpressandUPShaveprovidedlogisticsexpertise,humanresources,andin-kindservicessuchaslogisticsassets.Inrecentyears,LETpartnershavealsocontributedtoemergencypreparednessbyprovidingstaff,aswellasknowledgeoflocalinfrastructurefortheproductionofLogisticsCapacityAssessments.Theirinputhasbeeninvaluable,particularlyinemergency-pronecountrieswhereWFPhasnopresence.
In2013,inresponsetoTyphoonHaiyaninthePhilippines,LETpartnerscontributedimportantlogisticssupportintheformofheavyequipment,logisticsassets,fuelandstaff,inallthemainportsreceivinghumanitariancargo.
Standby Partner deployments in 2013
WFPStandbyPartnersareorganizationsthatmaintainarosterofrapidly-deployablestaffandequipmenttoaugmentWFP’scapacityinemergencyoperations.WFPcurrentlyhasagreementswith20organizations.In2013,13ofthemsupportedWFPoperationsin41countrieswith166staffandwithservicepackages.Twoadditionalpartnerssupportedwithservicepackageswhichincludedtheprovisionofoperationalequipment.Insodoing,theycontributedstaffandequipmentworthUS$16.1million.
OnthedayTyphoonHaiyanmadelandfall,WFP’sStandbyPartnersrespondedrapidly.WithindaysofWFP’srequest,theirfirstexpertarrived.Overthenextfewweeks,70candidateswereproposedandalldeploymentrequestsweremet.Somepartnersevencontinuedtoprovideassistanceinthemostaffectedlocations3-to-5monthslater.AnotherrequestwasmadetotheInternationalHumanitarianPartnership(IHP)todeploythreelightandoneheavybasecamptoaccommodate64peopleinGuiuan.IHPdeployedthecampsonshortnotice,togetherwithcampmanagementstafftohandlethefacilities.InthePhilippinescrisis,everysecondcounted,andthespeedatwhichtheStandbyPartnersincreasedWFP’scapacitygreatlystrengthenedtheresponse.
Fig 12. Standby Partner staff deployments in 2013, by organization
WFP Logistics in 2013 29
Tools for emergency preparedness and response
The Relief Item Tracking Application: streamlined cargo management
TheReliefItemTrackingApplication(RITA)isaglobally-accessiblesystemthatkeepstrackofallcargomovedthroughtheLogisticsCluster.Itisaweb-accessibleapplication,developedbyWFPLogistics,thatallowsanytrainedlogisticsofficertomonitorandreportonin-countrytransportandstorageservicesinemergencies.RITAhasbeensuccessfullyfieldtestedbyLogisticsClusteroperationsinthePhilippines,SouthSudanandSyria,andalsosupportsWFPserviceprovisionactivitiesinMozambique,ZambiaandZimbabwe.
Logistics Capacity Assessments: ensuring a baseline for operations and assessments
Havingquickaccesstowell-structuredinformationaboutacountry’slogisticsinfrastructureisoftenacriticalfactorforeffectiveemergencyresponse.ALogisticsCapacityAssessment(LCA)isasingledatasourcethatdetails,forexample,thecapacityofports,maintransportroutes,warehousing,andcustomsregulations.LCAsarepreparedandregularlyupdatedbyWFPlogisticsofficers,increasinglywithsupportfromourprivatesectorpartners.
WFPLogisticshasbeenusingLCAsformanyyears.In2008,itbecameastandardizedtool.In2013,itwasdevelopedintoawikiformatandrolledoutonlineforusebytheentirehumanitariancommunity.Thenewweb-based,user-friendlyformat,whichcanbeviewedatdcla.logcluster.org,offerssignificant
Fig 13. Overview of RITA’s functions and uses
Fig 14. Overview of LCAs
benefitstoanyoneneedingcomprehensive,up-to-dateinformation,anditprovidesasimplesystemofreferenceforLogisticsOfficersupdatinganLCA.
ThenewLCAplatform:
• iseasytoupdate(thisiscriticalinsuddenon-setemergencies);
• ismadeupofmoderatedcontent,allowingforWFPHeadsofLogisticsandRegionalLogisticsOfficerstoensuredataaccuracy;
• featuresup-to-datemapping,providedbytheWFP’sGeographicInformationSystems(GIS)team;
• allowsattachmentscontainingin-depthinformationtobeuploadedinanyfileformat;
• exportseasilytotheubiquitousPDFandWorddocumentformats;
• isversatileandcanaccommodatenewcontentsectionsifneeded.
30
Developing staff skillsets to deliver new food assistance solutions
WFPstaffarethebackboneoftheorganization.Theirknowledgeandpracticalexperienceinformthestronginternalprocessesthatensureefficiencyandeffectiveness,anditistheywhoimplementcorporatepolicy.WFP’sshiftfromfoodaidtofoodassistanceiscausingchangethroughouttheorganization,andstaffhavebeenbusilypreparingtomovethistransitionforward.
In2013,WFPLogisticsbegandevelopinganinnovativestaffingstrategythatincludesthedesignofsupplychain-orientedprofiles,andanalysisoftheskillsorcapacity-buildingrequired.Theinitiativestemmedfromanassessmentofcurrentlogisticscompetenciesamongstaff,andthiswasmeasuredagainstfutureneeds.ForLogistics,thishasbeenanecessarymovebecauseWFP’srangeoffoodassistanceinterventionshasexpandedandweneedtoensurethatwecanadequatelysupportthefullspectrum.
Theknowledgewehavegainedfromthisprocesswillalsoenableustobettersupporthumanitarianpartnersandgovernments.WFPisincreasinglybeingaskedtohelpstrengthennationalpreparednessandcapacities,andlogisticscanlinkdirectlywithacountry’sNationalDisasterManagementAuthority(NDMA).Offeringthemthebenefitofourexperienceintrainingandcapacity-building,andhelpingthembuildtheirownresponseandresiliencemechanisms,isagoodexampleofemergencypreparednessinaction.
WFPLogisticshasalsostrengtheneditshumanresourcecapacityinemergenciesbydevelopingouremergencysurgepool.Thispoolconsistsofmorethan450individuals,bothinternalandexternal,whocanbemobilizedquicklyintheeventofasudden-onsetdisaster.
In2014–15,wewillcontinuetodeveloptoolsandtrainingstobuildanddiversifytheskillsoflogisticsstaff.WewillmodelthisglobalstaffdevelopmentframeworkbasedonourforecastsofcompetenciesrequiredtosupportanevolvingWFP.
Fig 15. Diversifying skillsets of logistics staff: the ‘hybrid’ logistician
Logistics specialist
• Aviation
• Shipping
• Fleet
• Insurance
• Commodity tracking
Hybrid logistician
• Supply chain analysis
• Service provision
• Special operation design and management
• Cash and voucher
• Logistics Cluster coordination
• Capacity development
• Conventional logistics
Conventional logistician
• Food management
• Transport contracting
• Warehouse management
• Logistics funds management
Left: WFP warehouse staff in C.A.R., and food distribution in Yemen; and (right) at camps in C.A.R. and Mozambique.
WFP Logistics in 2013 31
OPweb: logistics information now easily accessible and integrated
InOctober2013,anewjointprojectwaslaunched,involvingthreeWFPdivisions—Logistics,EmergencyPreparednessandIT.OPwebisaninternal,commonoperationalportal,createdbymergingtwoexistingplatforms:EPweb,managedbyEmergencyPreparedness,andtheLogisticsPortal,managedbyLogistics.Amock-upcanbeseenbelow.
OPwebwillprovideseveralbenefits.
• ThesystemwillhostWFP’skeyoperationalinformationinasinglelocation.
• ItwillbethecentralworkingtoolforWFPHQ,RegionalBureauxandfieldstaffonmattersoffoodassistance,emergencypreparednessandresponse,logisticsandsupplychain.
• Itwillhighlightcapacitydevelopmentandcoordinationissues.
• Byenablingamoreinteractiveoperationalresponse,itwillensurethatcontentandupdatesonlarge-scaleoperationsandemergenciesarepublishedquicklyandareeasilyaccessible.
• Byencouragingandfacilitatinggreaterinteractionamongoperationalstaff,itwillserveandenhanceemergencycoordination.
• Itwillreduceoverlapsandincreaseinformation-sharing,therebypromotingoveralloperationalefficiency.
ThefirstversionofOPwebwillbelaunchedinthethirdquarterof2014.
Fig 16. A mock-up of the new OPweb
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National preparedness: sharing our logistics expertise
Inmajoremergencies,theeffectivenessandefficiencyofinternationalhumanitarianresponseoftendependsgreatlyonthestateofpreparednessoftheaffectedcountry’snationaldisastermanagementorganizations.Wheregapsorweaknessexistatthenationallevel,WFPisincreasinglybeingaskedtoextendcapacity-buildingtrainingtotheseauthorities.Often,governmentsalsoneedtodesignandbuildemergencyresponsenetworkstoimplementpreparednessstrategies.WFPhelpsthemaccomplishthisthroughstrategic,long-termprojects.ThreeexamplesfromPakistan,IndonesiaandNigeriaillustratethiswork.
Pakistan: building a humanitarian response network
InJulyandAugust2010,heavymonsoonrainstriggereddevastatingfloodsinPakistan.Theyresultedinnearly2,000deaths,aswellasdestructionofhomes,populationdisplacement,lossoflivelihoodsanddamagetopublicinfrastructureonanunprecedentedscale.Nearly20millionpeoplewereaffected.
Theextentofthedestructionthrewintosharpfocustheneedforenhancednationalresponsepreparednessindisaster-proneareas.
FollowingconsultationswiththeNationalDisasterManagementAuthority(NDMA),theProvincialDisasterManagementAuthorities(PDMA),thehumanitariancommunityandotherstakeholders,WFPanditspartnersconcludedthatacountrywidenetworkofHumanitarianResponseFacilities(HRF)wasthekeytobuildingnationalresponsecapacity.
In2012,WFPdrewupinitialdesignsandbegantheconstructionofthefacilities,takingthisprojectfromasharedvisiontoareality.
Locationsforthehubswereselectedthroughconsultationwithpartners,andonthebasisofstatisticalanalysisofhistoricaldisasterfrequencyandpopulationdensity.Eighthubsareplanned,withadedicatedfacilityineachprovince,andtwofacilitiesineachofthelargerprovincesofPunjabandSindh.
Significantprogresswasmadein2013towardsachievingthisgoal.Bytheendoftheyear,thefirstwarehousehadbeenbuilt.In2014WFPplanstocompleteconstructionoftwomorewarehousesandhandthemovertotheGovernment.ThefacilitieswillbemanagedandmaintainedbytheGovernment,andwillstorenationalcontingencystocksoffoodandreliefitemsfromhumanitarianorganizations.
Quetta, Pakistan. This is one of six humanitarian response facilities constructed by WFP for Pakistan’s National Disaster Management Authority. The warehouses are fully equipped with essentials, such as pallets, forklifts and office space.
WFP Logistics in 2013 33
Thehubsarestate-of-the-artandenvironmentallyfriendly,andincludelargeopenspacesfortrainingandtemperature-controlledstorageareas.ManagedbythePakistanCountryOfficeandsupportedbyWFPFieldEngineering,asecondSpecialOperationwillbelaunchedinmid-2014tocompletetheremainingfivefacilities.
Indonesia: a multi-year partnership strengthens disaster preparedness and response
Duetoitstectonics,climateandtopography,Indonesiaissubjectedrepeatedlytonaturaldisasters.Inrecentdecades,earthquakes,tsunamis,volcaniceruptions,mudflowsandseverefloodinghavecausedhugelossoflife,disablement,anddestructionofproperty.
Emergencypreparednessandresponseplanningcouldsavethousandsoflives.Tothisend,WFPandtheIndonesianNationalBoardforDisasterManagement(BNPB)havelaunchedamulti-yearcapacity-buildingpartnership.Threemainareasoffocushavebeenidentified:emergencyoperationalplanning,supplychainmanagementandtraining.Substantialprogresswasmadeineachofthemin2013.
Thefirstmilestonewasthecompletionofathoroughsupplychainanalysis,basedonahypotheticalinternationalresponsetoanearthquakeandtsunamiaffectingthePadangregion.In2014,theresultsofthisanalysiswillserveastheplatformformoredetailedplanningbytheGovernmentofIndonesia.Tofurtherinformsupplychainplanning,WFPhasalsoconductedfiveLogisticsCapacityAssessmentsacrossfivedifferentregions.
Guidanceinstockmanagementofhumanitarianreliefsuppliesisanotherkeycomponent.WFPwasaskedtolendassistanceindevelopingthefunctionaldesignandasetofStandardOperatingProcedures(SOPs)foroptimizingmanagementoffoodand
reliefitemsinaplannednewGovernment-managedwarehouseinJakarta.
WFPalsodevelopedanddeliveredhumanitarianlogisticstrainingsforover560Governmentstaffin2013.Thesewereheldindisaster-proneprovincesthroughouttheyear,contributingtologisticsemergencypreparednessattheprovinciallevel.
Lastly,WFPstaffprovidedhands-ontrainingtothenationaldisastermanagementauthority,BNBP,onpracticalaspectsofemergencylogistics,suchassettingupmobilestoragehubsandsupportinglogisticsoperationsinresponsetothreeemergenciesacrossthecountry,includinganearthquakeinAceh,floodsinJakarta,andavolcaniceruptioninNorthSumatra.
Nigeria: strengthening emergency preparedness
WFPandtheNationalEmergencyManagementAuthority(NEMA)ofNigeriahavebeenworkingtogethertopromoteandreinforcethecountry’semergencypreparednessandresponsecapacity.NEMAisresponsibleforensuringnationalpreparedness,andisofteninvolvedfurtherafieldasafirstrespondertoemergenciesincountriesacrosstheSahelregion.
ForthisprojectWFPpartneredwithUPS,whosepresenceinNigeriapermittedsharingitsexpertiseinlocallogistics.TheobjectiveistosupportNEMA’senhancementofNigeria’semergencyresponsecapacitytoensurestabilityandfoodsecurityinthecaseofanaturaldisaster.
During2013,aWFPteamconductedassessmentmissionstoidentifyNEMA’sgaps,opportunities,andeffectivepractices.ThefinalmissionidentifiedthreekeyareasforWFPtofocuson:developingNEMA’sinstitutionallogisticscapacity;improvingoperationalplanningandprocesses;anddevelopinganationalemergencylogisticsplan.
34
Special Operations
WFPlaunchesSpecialOperations(SOs)toaddressspecificlogisticsprojectrequirements.
WFPmanagesfourmaintypesofSOs:
• logisticsaugmentation—roadconstruction,portrehabilitation,etc.;
• UNHAS—commonairpassengerservicesforthehumanitariancommunity;
• Cluster—commonservicesorcoordinationforpartners,viatheLogisticsCluster,ETC,andFoodSecurityCluster;or
• amixtureoftwoormoreoftheabove.
ThenumberandtypesofSOhavegrownconsiderablyinthepastdecade,andfundingcontributionshavebeensteady.
In2013thereweretotalof38projectswithacombinedannualvalueofUS$336million.Ofthese,88%(US$296million)werefunded,includingcostrecovery.
UNHASoperationswerefullyfundedbygenerouscontributionsfromdonorsandincomegeneratedfromcostrecovery.LogisticsandEmergencyTelecommunicationsClusterwas81%funded;andLogisticsAugmentationprojectswere54%funded.
Fig 17. WFP Special Operations in 2013: funding needs by project type (US$ millions)
Two of the Special Operations in 2013 — in (left) the Philippines, and (right) Syria.
WFP Logistics in 2013 35
0 5 10 15 20 25 30 35 40
Australia
Belgium
Canada
Denmark
Estonia
European Commission
Finland
France
Germany
Ireland
Japan
Luxembourg
Netherlands
Norway
Private Donors
South Sudan
Spain
Sweden
Switzerland
UN CERF
UN Common Funds and Agencies (excl CERF)
United Kingdom
USA
Fig 18. 2013 Donor funding received for Special Operations in 2013 (US$ millions)
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Cash and vouchers: assuring supply and supporting local markets
TheintroductionofcashandvouchershasbroughtnewwaysforWFPtoprovidefoodassistancetopeopleincrisis.However,forcashandvoucherschemestowork,participatinglocaltradersneedtohavefunctioning,uninterruptedsupplychains.
In2013,Logisticshasbeenincreasinglyactiveinsupportingcashandvoucherprojects,intwomainareas:
•assuringthesupplychain,and• stimulatinglocalmarketrecovery.
Worldwide,variousWFPoperationsareimplementingcashandvouchersprogrammes,andtheorganizationisresearchingbestpractices.Belowaretwoexamples.
Sudan: monitoring retail vouchers
In2013,WFPdeliveredvouchersto550,000peopleinSudan.Beforethislargeprojectwasrolledout,Logisticsconductedathoroughmarketassessmentandanalysis,visitingmorethan20locationsacrossDarfur,KassalaandNorthKordofanstates.
Alargesinglecontractwithasolesupplierisnotthebestoptionforavoucherproject.Inordertoaidmicroeconomicrecovery,WFPisincreasinglytryingtoencouragebeneficiariestospendlocally.Withthisinmind,Logisticssoughtandassessedmorethan1,000smalltraderswhowereclosetobeneficiariesandcouldmeetthesupplycriteria.Theselectionprocesswasmeticulous:eachtradercompletedaquestionnaireandwasthenvisitedbyWFPattheirstore.Ofthe1,000tradersassessed,300wereselectedtosupply23locations.
Supplychains,particularlyintheselocations,arefragileandcantaketimetorespondtodifferentshocks.Toensureanuninterruptedsupplyoffoodforwhichbeneficiariescouldexchangetheirvouchers,LogisticsinSudanreviewedeachvendoreachmonth
Logisticsinnovation
usingatailored-madeperformanceassessmenttool,summarisedhereinthebox.
Astheyearprogressed,thelogisticsteamwasabletostandardizetheirtraderselectionprocess,streamlinestaffroles,andmaintainareliablelistofshortlistedandcontractedtradersinalllocations.
Ecuador: integrated supply chain approach underpins groundbreaking cash and voucher project
InEcuador,auniquecashandvoucherprojectdevelopedbyWFPprovidesanexcellentexampleofanintegratedsupplychaininaction.
WFPtechnicalexpertsinlogistics,finance,programmeandITteameduptoplan,implementandmonitortheroll-outofcashandvouchers,which,bytheendof2013,accountedfor60%ofWFP’sfoodassistanceinthecountry.
Atthecoreoftheprojectisbeneficiaries’needfornutritionandawell-balanceddiet.WFPgivesbeneficiariesarechargeablee-cardthattheycanusetopurchaseselectnutritiousfoodsfromlocalretailers.Torechargethecard,recipientsmustattendmonthlytrainingsonnutritionandhealthyeating.
Logistics’rolewastosourceandvetretailers;distributee-cardstobeneficiaries;andmonitor
Sudan logistics team: vendor performance criteria
Vendorsmustbeableto:
• providegoodqualityfood;• reliablysupplyfoodpertheirdeclaredcapacity;
• offeragoodvarietyandamountoffoodstuffs;and
• completerequiredvoucherdistributionreportsinatimelymanner.
WFP Logistics in 2013 37
farmersoftenlosepartoftheirharvestbecauseofproblemswithstorage,transportandhandling.
Thisiswhereinnovativelogisticscomesin.WFPLogisticshasbecomeinvolvedinagriculturaleducationinitiativesdesignedtominimisesupplychainlosses,includingtheprovisionofnewstoragetechnologies.
OnbehalfofthePurchaseForProgress(P4P)initiative,wemanagedtheproductionofaTraining Manual for Improving Grain Postharvest Handling and Storage,andalsohelpeddevelopmodelsforreducing‘on-farm’losses.Anactionresearchpilotprojectinvolving400farmingfamiliesinBurkinaFasoandUgandaproducedhighlyencouragingresults(pleaseseetheboxonthenextpage).
Followingthesuccessoftheresearchtrials,WFPlauncheda14-monthSpecialOperationtohelp41,000farmingfamiliesacrossBurkinaFasoandUgandareducetheirpost-harvestlosses.TheSpecialOperationwillpromoteequalparticipationofmenandwomen,anditaimstoincreasefarmerincomesthrough:
• reductionofpost-harvestlossesby>70%;• increasedfarmercontroloverthetimingofcropsales;and
• increasedfarmerabilitytoaccessquality-orientedmarkets.
productspurchased,transactionsmadeandvouchersredeemed.
Tomonitorcashandvoucherdistributions,ICTandLogisticsdevelopedatransferandtrackingsystem.ThiscaptureskeyinformationforseveralWFPdepartments.Forexample,informationonchangingdietaryhabitscanbeusedbyProgrammefortargeting,andmonthlyretailerpaymentsareusedbyfinancestaffforaccountingandauditpurposes.
Ananalysisofthecashandvoucherproject,conductedjointlywiththeInternationalFoodPolicyResearchInstitute(IFPRI),notedthattheschemeachieved:
• highercostefficiencythangeneralfooddistribution,and
• apositiveimpactondietarydiversity,especiallyinurbanenvironments.
Encouragedbytheseresults,WFPEcuadorexpandedthescopeoffoodvoucherprojectsinEcuador.By2015,WFPplanstodeliverallofitsfoodassistanceinthecountrythroughcashandvouchers.
Post-harvest losses
Everyyearasignificantportionoffoodislostinthesupplychain.Foralltheirhardworkinthefields,
WFP Ecuador uses vouchers in the form of electronic cards to improve the diet and integration of people affected by conflict
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Changing lives, changing communities
Estherisalow-incomefarmerinEasternUganda.Everyyearsheandherneighbourslostupto40%oftheirharvestedcropsduetoinsectinfestation,birds,rodents,weather,andinadequatedryingandstorageequipment.Toreducetheimpactofspoilageontheirincome,theywereforcedtoselltheircropsasquicklyaspossible.Thismeantthattheycouldnotcapitalizeonmarketfluctuationstomaximizetheirreturn.In2013,Esther’sworldchanged.
WFPLogistics,incollaborationwithP4Pandlocalfarmerorganizations,invited400low-incomefarmersinBurkinaFasoandUgandatoparticipateinanactionresearchtrial.Designedtomeasuretheimpactofreducingpost-harvestlosses,theprojectofferedparticipantstraininginpost-harvestmanagementtechniques,andnewtechnologyintheformoffarmingequipmentfromdevelopedcountries.
ThetrialwasconductedineightdifferentfarmingdistrictsbetweenSeptember2013andApril2014.Participatingfarmers,includingEsther,weregiventrainingandnewstoragetechnologytotryoutduringtheirnextharvest.Inreturn,eachfarmerwasaskedtostoreasmallportionoftheircropintheirtraditionalstorageunits,withtherestbeingstoredinthenewunits.Thecropsstoredinbothtypesofunitwasexaminedat30,60and90days.Attheendofthethree-monthtrial,participantsdiscoveredthatthenewunitsachieveda98–100%reductioninlosses.
Top and middle: Esther and her family with their traditional storage unit, and then their new one.
Bottom: Maize (left) after 90 days in the traditional storage unit; (right) after 90 days in the new one.
00
20
40
60
80
100
9060300
500
1,000
1,500
2,000
2,500
9030
Fig 20. Market price (UGX/kg) at 30 and 90 days for maize, sorghum and beans
Fig 19. Average recorded post-harvest losses using traditional storage units
WFP Logistics in 2013 39
Specialized nutritious foods
SpecializednutritionproductsmakeupagrowingshareofthefoodWFPprovidestotheworld’shungry,anduseoftheseproductsissettogrowby15%in2014.However,managingasupplychainfortheseproductsisamajorlogisticalchallenge.
SinceWFP’sinceptionin1962,theorganizationhasaccumulatedvastexpertiseinprocuring,transportingandstoringbaggedandbulkcommodities.Butspecializednutritiousfoods(SNF)presentanewsetofchallengesduetotheirlimitedavailability,longerproductioncycles,sensitivitytotemperatureandhumidity,andcomparativelyshortshelflife.Theyarealsomoreexpensivethantraditionalcommodities.EveryaspectofWFP’ssupplychainhashadtoadapttodeliverSNFquicklyandsafelytovulnerable,malnourishedindividuals.
In2013,weachievedtwoimportantmilestones.
ThefirstwaspublishinganewsetofguidelinesbyWFP:Managing the Supply Chain of Specialized Nutritious Foods.Atmorethan200pages,themanualsharesbestpracticesandprovidespracticalguidanceonthespecialcharacteristicsofSNF,supplychainplanning,determiningdemand,foodquality,procurement,logisticsanddistribution.AswellasexplaininghowSNFshouldbeused,itcontainsawealthofinformationonsafetyconsiderations,suchasadaptingwarehousestoimprovetemperaturecontrol,stockmanagement,anddetectingandmanagingfoodincidents.
ProducedbyadedicatedteamwithintheLogisticsDevelopmentUnit(LDU)thatbroughttogethereighthumanitarianorganizationsandthreeacademicinstitutions,thismanualisnowavailabletosupportfieldoperationsfornotonlyWFP,butthehumanitariancommunityasawhole.
Onthebasisoftheseguidelines,athree-daytrainingwasdevelopedforWFPstaff,partnersandgovernments,andwassuccessfullypilotedinEthiopia.
Inthecomingyear,WFPwillcontinuetofocusonimprovingsupplychainmanagementforSNF.Thisincludesrollingouttrainingsinvariouscountries,developinganewsupplychainassessmenttool,qualitycontrol,andworkingtowardsstandardizationofSNFproducts,includingpackagingandlabelling,regardlessofthesupplier.
WFP’s new guideline for the humanitarian community: ManagingtheSupplyChainofSpecializedNutritiousFoods.
SNF distribution in Sindh Province, Khairpur, Pakistan.
40
Greater cost savings allow WFP to reach more people in need
In2013,WFPLogisticsachievedaUS$25millionreductioninthecostofhandlingandtransportationoffoodassistance.Fromthemomentthatfoodentersacountry—mostcommonlyatthedischargeport—allcosts,suchasvesselunloading,landtransport,storageandhandling,etc.,thatareincurredduringthejourneytoitsfinaldestinationarereferredtoasLandTransportStorageandHandling,orLTSH.In2012,averageLTSHcostsamountedtoUS$179/mt.Despiteparityintransportratesandthecomplexityofsupplyroutes,in2013,WFPachievedcostsavingsofUS$7/mt.ThiswasaccomplishedbyWFPLogisticsthroughthefollowingactions.
• Were-establishedateamofbudgetmanagementexpertsintheFreightAnalysesandCommodityAccountingUnit.BasedatHQ,theteamoverseesandcoordinatesglobalLTSHcosting,budgetingandfundsutilisationinclosecollaborationwithexpertsinthesixRegionalBureauxinBangkok,Cairo,Dakar,Johannesburg,Nairobi,andPanama.
• Weintroducedmorestreamlined,analyticalprocessestoencouragelogisticsstaffinCountryOfficestooptimisesupplychainefficiency,forexamplebyselectingmultiplecorridorsandtransportmodes.
• Welaunchednew,easy-to-useoversighttoolstosupportdetailedanalyticsanddata-gathering.ThesetoolsallowlogisticsstaffandfundsmanagerstocomparebudgetedLTSHrateswithactualexpenditures.Amongotherthings,thisenablesthemtomaketimelyadjustmentsthroughthenewBudgetRevisionLiteprocess.
ForWFPthisisabigsuccess,asitmeansmorefundsareavailabletoreachmorepeoplewithlife-savingassistance.
LESS: enhanced efficiency for WFP’s food supply chain
TheLogisticsExecutionSupportSystem(LESS)isanewintegratedsystemforsupplychainmanagement,inventoryaccountingandreal-timetracking.LESSwillputWFP’sentirefoodsupplychainonlineforthefirsttime,meaningthatallWFPofficeswillbeconnectedandabletomonitorcommodityinformationinreal-time.Thatincludesportofficesandwarehouses,allthewayuptoHQ.WebeganpilotingLESSin2011byintroducingitinSierraLeonaandLiberia.Thepilothasprovedverysuccessful,pavingthewayforroll-outtoWFP’soperationsaroundtheworld.
In2013,LESSreceivedstrongbackingfromanindependentexternalevaluation,whichconcludedthatthenewsystemwillyieldareturnofUS$1.35foreveryUS$1invested.Followingthispositivefeedback,theExecutiveDirectordeclaredLESSacorporatepriority,andWFP’sExecutiveBoardapprovedanappropriatefinancingmechanismatitsNovember2013session.Implementationwillbeginin2014,andtheglobalroll-outwilltakethreeyears.
LESSisscheduledtobeintroducedinAfghanistanandPakistan,startinginmid-2014.Otherlargeandmedium-scaleoperations,whichaccountformorethan80%ofWFP’sfoodcommodityvalue,willbenextonthelisttoreceivethesystem.AlllocationswhereWFPoperationstakeplacewillbesupportedbytheendof2016.
Costefficiencyandeffectiveness
WFP Logistics in 2013 41
Supply chain optimization
During2013,WFPfacedamassivesupplychainchallengeinmanagingfoursimultaneousL3emergencies–CentralAfricanRepublic,thePhilippines,SouthSudanandSyria.Supplychainsforsome450,000mtoffoodcommoditiesneededtobemanagedthroughmultiplecorridorstoensurethataround6.5millionpeopleaffectedbythesecrisesreceivedtimelyhumanitarianassistance.
Tosupporttheseenormouslycomplexoperations,theSupplyChainManagementWorkingGroup(SCMWG)andtheSupplyChainManagementDashboardwereinstitutionalizedandactivatedwithin48hoursofemergencies.
ChairedbytheAssistantExecutiveDirectorofOperationsServicesandconsistingofseniormanagementfrombudget,pipeline,donorrelations,procurementandlogisticsdivisionsatHQandrelevantfieldoffices,theSCMWGmakescollectiveoperationaldecisionsonthebasisofinformationprovidedbytheDashboard.
DevelopedbyLogisticsDevelopmentUnit,theSupplyChainManagementDashboard(pleaseseeexamplebelow)isakeytoolforoperational
analysis,discussionsanddecisions.TheDashboardconsolidatessupplychaininformationfromallcorporatelevels.Insodoing,itprovidesanintegrated,visualoverviewofoperationalstatus,includingneeds,fundingandadvancedfinancingoptions,aswellasinformationonfoodassistancesourcinganddeliverystatus,risksandopportunities.
TheSCMWGhasbeenusingtheDashboardtosupportoperationaldecision-makinginL3emergenciessincethe2012SahelCrisis.Thetoolhasenabledleadtimereductions,andmaximizeduseofavailableresourcesandfinancingmechanismstoassistpopulationsinneed.
‘TheintegratedsupplychainmanagementapproachadoptedbytheSupplyChainWorkingGrouphelpedusrealizethestrengththatcomeswithunity—howeachofushasaroletoplay,regardlessofunit,divisionordepartment.Inworkingtogethertowardsgreateroperationalefficiency,weareultimatelyreachingpeopleinneedfasterandmoreeffectively.’— Mirjana Kavelj, Head of the WFP Logistics Development Unit
Please note that this graph is for visualization purposes only and displays hypothetical data.
Fig 21. Supply Chain Dashboard overview: operational requirements vs. supply
• Globaldemand• Suppliermapping• Sourcingplanandstatus• Deliveryroutes
• Storagelocations• Stockpositions• Stockrotationmanagementviaalertson
‘bestbefore’dates
What can be visualized on the Dashboard?
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Tangible results of an integrated supply chain approach
In2013,oneoftheL3emergencyoperationswasonly79%funded.ButintegratedsupplychainmanagementhelpedWFPtoreach90%ofplannedbeneficiaries.
Thiswasachievedbyoptimizingfoodbasket,sourcinganddeliveryoptions,aswellastheuseofadvancefinancing.
Contributingtothissuccesswerethefollowing:
• US$2.9 millionwassaved,withoutcompromisingnutritionalimpactorbeneficiaries’dietarypreferences,byusinglesscostlylentilsandintroducingchickpeas;
• US$1.8 millionwassavedthroughleveragingopportunitiesinthepulsesmarket;
• US$2.4 millionwassavedbyreducingdeliverynetworkcosts.
Enhancing the performance of UNHAS operations
In2013,WFPAviationlaunchedanewprojecttoincreasetheefficiencyandeffectivenessofUNHASoperations.ThePerformanceManagementProjectaimstostrengthenUNHAS’abilitytoachieveValueforMoney—bothforitspassengersandforthemanydonorswhosupportitsoperations.
ForUNHAS,achievingValueforMoneymeansbalancingthelevelofaccessandserviceitprovidestopassengers(effectiveness)againstthecostsofoperatingtoeachdestination(efficiency).Aperformancemanagementtooliscurrentlyunder
Review of the supply chain Business Process
In2013WFPsetupaBusinessProcessreview(BPR)toensurethatcorebusinessprocessesarefullyinlinewiththeWFP’sneworganizationaldesignandstrategicpriorities,andoptimizedfordeliveringmaximumefficiencyandeffectiveness.Aneedforshort-andlong-termimprovementswasidentifiedinseveralprocessareas(SupplyChainManagement,ProgrammeCycleManagement,ResourceManagementAllocation&Utilisation,andMonitoringReporting&Evaluation),andseveralshort-termimprovementswereimplementedduring2013.
SeveralkeyrecommendationswereidentifiedforimprovingthemanagementofWFP’ssupplychain.Eachrecommendationincludeskeyperformance
indicators.Thesearemeasuredbytheirefficiency,effectivenessandeconomy,orcostsavings,andincludethefollowing.
• InstitutionalizingsupplychainmanagementacrossWFP,includingcoordinatedoperationalplanning,andcostandleadtimeanalyses.
•Strengtheningthedeploymentofnewinitiatives,includingthesupplychainofspecializednutritiousfoods.
•IntegratingcashandvouchersintotheWFPsupplychaintoensureefficienttransitionsbetweenin-kindandcash/voucheroperations,andtoassuresupply.
developmenttoassessandmonitortheseindicators.QuantifyingandvisualizingthedatawillhelpWFPAviationoptimizeitsfleet,routestructuring,destinationsserved,flightschedulesandoperationalprocessesatbothHQandthefieldlevel.
Measuring efficiency and effectiveness in UNHAS operations
ThenewtoolwillprovideWFPAviationstaffwithasituationalawarenessofhowanUNHASoperationisbeingmanaged.Keyperformanceindicatorsarebeing
WFP Logistics in 2013 43
establishedforoperations,andthetoolwillenableuserstocomparebenchmarkswithprogressmade,andmonitorandimproveperformanceuntiltherequiredlevelisattained.
How efficiency and effectiveness for a countrywide UNHAS operation can be visualized
Inthefollowingdemonstration,basedonahypotheticalscenarioinDRC,UNHASdestinationsareplottedonacharttomeasureeffectiveness
(bookingrequestsserved)againstefficiency(costperpassenger/kilometre).Thus,thetoolprovidesWFPAviationstaffwithaninstantsnapshotofeachroute’sperformance.
Thedotsonthegraphrepresentindividualroutes,allofwhich,inthisexample,originatefromKinshasa.Thegraphontheleftillustratesaconventionalscenario,whilethegraphontherightfactorsinbenchmarkstodemonstratewhatoptimizationmightachieve.
Fig 22. Comparing actual and potential efficiency and effectiveness
Interpreting the data and finding scope for improvement
What does it mean to be efficient, but not effective? And vice versa?
Bypickingonepointonthechart—Goma—onecanseethisdestination’sefficiencyisreasonablygoodwhileitseffectivenesscouldbeimproved.
Thisdescrepancymightbeexplainedasfollows.Iftheaircraftisatfulloccupancy,thenitisrunningat
anoptimallevel(highefficiency).However,ifmorepassengersneedtoflytothisdestinationthanthereareseatsavailable,thentheserviceisnotoptimalintermsofUNHAS’remit,andthatequatestoloweffectiveness.
Pickinganotherpoint—Mbandaka—onecanseethatefficiencyisrelativelylowwhileeffectivenessishigh.ThismightbebecauseUNHASneededtocharteraspecializedaircraft,thusincurringhigherrunningcosts,inordertoprovideaccesstothedestination.Althoughallpassengersarereachingtheirdestination
Please note that this information is an example for visualization purposes, and is based on hypothetical data from UNHAS DRC. Both graphs depict routes with Kinshasa as the origin.
Scenario A: The status quo Scenario B: Potential optimization
44
inatimelymanner,thecostoftransportingthemisrelativelyhigh.
What does it meant to be both efficient and effective?
Foraflightservicetobebothefficientandeffective,UNHASneedsto:
• usetherightaircraftwiththerightcapacitytomeetcurrentdemand,andensurethatallpassengerswho
needtotravelaretransported;and
• optimizecostsperpassenger/kilometretoensureoperationalsustainabilitywithintheresourcesavailable.
Thisfinalexample,whichdepictsadifferentscenario,demonstrateshowtheToolcanassistinidentifying,ataglance,disparitiesbetweeneffectivenessandefficiencyinallrouteswithinacountryfromasinglepointoforigin.
Fig 23. Geographic visualization for comparison of efficiency and effectiveness
Please note that this information is an example for visualization purposes, and is based on hypothetical data from UNHAS DRC.
Picture credits
Frontcover:WFP/WaqarKhattak,Kenya
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Printed:August2014