View
382
Download
3
Category
Tags:
Preview:
Citation preview
Phase I – Launch Workshop
Phase I Launch Workshop
DRMFSS Food-Tracking System
Food Management Improvement Project(FMIP Pillar II)
Welcome (Day 1)
Phase I – Launch Workshop
Schedule Overview
Look at the current systems, processes and problems
Day 2: Where to next?Set priorities for software development and process changes
Day 1: Where are we now?
Phase I – Launch Workshop
Schedule – Day 1
Aims of this workshop Aims of FMIP Pillar II Current systems and processes Current Issues Day 1 summary
Day 1: Where are we now?
Phase I – Launch Workshop
• Reach a clear, shared understanding of the current DRMFSS systems and work-processes
• Agree on the direction the Food-Tracking system is to take
Aims of this WorkshopOverall Aim
Phase I – Launch Workshop
Reach a clear, shared understanding of the current DRMFSS systems and work-processes by:• Recapping the purpose of the FMIP Pillar II Project• Validating the mapping of the current systems and
processes• Presenting issues found during the information
gathering exercise, and open the discussion for any other issues
• Inviting the DRMFSS business units to discuss their requirements
Aim of Day 1Aims of this Workshop
Phase I – Launch Workshop
Agree on the direction the Food-Tracking system is to take through:• Explaining the recommended software development
approach• Identifying the project risks• Setting the project scope• Deciding priorities for software development and
process-change• Reviewing findings
Aim of Day 2Aims of this Workshop
Phase I – Launch Workshop
Aims of this Workshop
Thank you
Phase I – Launch Workshop
Schedule – Day 1
Aims of this workshop Aims of FMIP Pillar II Current systems and processes Current Issues Day 1 summary
Day 1: Where are we now?
Phase I – Launch Workshop
• FMIP is a programme to support the capacity development of DRMFSS in food management in Ethiopia
• Initiated by the DRMFSS and WFP in response to gaps in monitoring and reporting on commodity movement and distributions
• Aimed at strengthening processes around food assistance programmes
Aims of FMIP Pillar IIBackground to FMIP
Phase I – Launch Workshop
FMIP is made up of three pillars:• Pillar I covers data reconciliation and report
production for food handled by the DRMFSS between the years 2007-2009 and was finalized in early 2011
• Pillar II is the development of a new food-delivery tracking system, and supporting procedures
• Pillar III focuses on capacity development – improving the overall food-delivery infrastructure – including assessing warehouse locations, transport contracting and staff-training
Aims of FMIP Pillar IIBackground to FMIP
Phase I – Launch Workshop
Currently, food tracking and the recording of performance metrics is highly manual. This makes it difficult for DRMFSS and WFP to:o Obtain up-to-date figureso Reconcile discrepancieso Trace specific donations and report to donors
Aims of FMIP Pillar IIBackground to Pillar II
Phase I – Launch Workshop
These difficulties impact DRMFSS in three critical areas:1. Direct financial impact due to delayed ITSH
payments. The sole purpose of Pillar I was to analyse three years’ worth of data to determine and finalise outstanding payments.
2. Willingness of Donors to contribute depends upon the visibility of their aid from initial receipt into the country through to final distribution.
3. Reporting lags make it difficult to track missing consignments in a timely manner
Aims of FMIP Pillar IIBackground to Pillar II
Phase I – Launch Workshop
All of this led to a report entitled “Evaluation of DRMFSS commodity tracking databases”, dated January 2011.The recommendations from this report form the basis for the aims of the tracking system.
Aims of FMIP Pillar IIBackground to Pillar II
Phase I – Launch Workshop
Improve Key Performance Indicators (KPI):• Currently comprised of Dispatch from the
warehouse, Delivery to the FDP and Distribution to the beneficiaries
• The ITSH payments depend directly on the accuracy of the KPI Receipt, Dispatch, Delivery and Distribution
• Continued donor contributions depend upon transparency and auditability of all KPIs
Aims of FMIP Pillar IIAims of the Tracking System
Phase I – Launch Workshop
Improve Forward Visibility of Deliveries:• Key factor in reducing fraud and loss (or at least, of
improving the recording of it)• FDPs often only become aware of a delivery when it
physically arrives, and cannot prepare storage space.• It also means when a scheduled delivery does not
take place, the Woreda/FDP will have no way of knowing this
Aims of FMIP Pillar IIAims of the Tracking System
Phase I – Launch Workshop
Improve Confirmation-of-Delivery Notification:• Speed up notification of deliveries to Region and
Federal governments• Rapid reporting increases the visibility of fraud• Allows warehouses to see the results of their work
(currently no feedback one the truck leaves the hub)• ‘Current’ status of deliveries can be quickly obtained• Better transport statistics
Aims of FMIP Pillar IIAims of the Tracking System
Phase I – Launch Workshop
Improve Document Tracking:• Documents recording a Distribution often contain no
reference to the parent Dispatch and Delivery, making tracing distributions difficult
• The WFP Shipping Instruction (SI) number is lost upon Dispatch from the DRMFSS hubs
Aims of FMIP Pillar IIAims of the Tracking System
Phase I – Launch Workshop
Reduce Commodity Losses:• Better visibility means problems are caught more
quickly, and remedial action can be taken
Aims of FMIP Pillar IIAims of the Tracking System
Phase I – Launch Workshop
In summary:• Improve Key Performance Indicators (KPI)• Improve Forward Visibility of Deliveries• Improve Confirmation-of-Delivery Notification• Improve Document Tracking• Reduce commodity losses
Aims of FMIP Pillar IIAims of the Tracking System
Phase I – Launch Workshop
Aims of FMIP Pillar II
Thank you
Phase I – Launch Workshop
Schedule – Day 1
Aims of this workshop Aims of FMIP Pillar II Current systems and processes Current Issues Day 1 summary
Day 1: Where are we now?
Phase I – Launch Workshop
Current Systems and Processes
Information is not just about computers! For the tracking system to work, we have to understand all the different ways information moves
We need to know what we have now before we can select which parts to change effectively
We need to see how each part of the organisation relates to the other parts
Why have a process map?
Phase I – Launch Workshop
Current Systems and Processes
Everyone makes mistakes! The purpose of reviewing the model is to find and correct mistakes
This workshop is a part of the information gathering exercise!
Common understanding:It helps people from different parts of the
organisation understand the wholeIt will help the potential development companies
in the room better understand your requirements
Why review this process map?
Phase I – Launch Workshop
Current Systems and Processes
Assessment / Appeal Allocation / Requisition Warehousing Distribution Finance
Current Systems and Processes
Phase I – Launch Workshop
Current Systems and ProcessesAssessment / Appeal
DRMFSS Federal (Assessment (‘Relief’) Processes)
[r] RMS(Appeal)
1.1:Needs A’ment(W/Z/R)
1.2:Comple Results(EWCT)
N.AsesResults
1.4:Launch Appeal(EWCT)
HRD
CmtdStock
Loans/Swaps
[r] RMS(Pledge)
1.5:Record Pledges(EWCT)
1.6:Record Pipeline(EWCT)
[r] RMS(Pipeline)
WFPPipeline
N.AsesResults
1.3:Record HRD(ICT)
HRD
PledgeLetter
ContributionLetter
3.2:Raise RRD
(EWCT)
#1
3.1:Rqst Alloc’n
(Region)
HRDN.AsesResults
From #4.17(DRMFSS Hub)
Currently not in use
Currently not in use
Pipeline appears to have no link to the later receipt of the Gift Certificate
Phase I – Launch Workshop
Current Systems and Processes
Assessment / Appeal Allocation / Requisition Warehousing Distribution Finance
Current Systems and Processes
Phase I – Launch Workshop
Current Systems and ProcessesAllocation / Requisition
DRMFSS Federal (Allocation Processes)
3.2:Raise RRD
(EWCT)
3.4:Assign Source Hub
(Logs)
3.5:T’port Tender
(Fin, TC)
3.6:Inform Hub
(Logs)
RRD[2,3]
RRD[1]
RRD-ARRD-S
RRD-A
RRD[1]
RRD-ARRD-SCTWL
RRD[1]
3.7:Inform T’Porter(Logs)
T’portLetter
Transporter
CmtdStock
RgnlRqst
#1
RRD-ARRD-SCTWL
RRD-A/S
3.1:Rqst Alloc’n
(Region)
Pay 10%Deposit
FO #2
#3/Fax/
HRD
[r] RMS(Alloc’n)
Loans/Swaps
Notification ofAllocation
AllocationLetter
3.3:Notify Woreda(Region)
WoredaOfficial
N.AsesResults
From #4.17(DRMFSS Hub)
[r] RMS(D/Plan)
[r] RMS(T/Req’n)
3.8:Loans/Swaps(Logs)
3.9:Loan Repaymnts
(Logs)
Pipe-line
To #4.15(DRMFSS Hub)
To #4.11(DRMFSS Hub)
Further investigation of Loans & Swaps needed
Currently not in use
Currently not in use
Phase I – Launch Workshop
Current Systems and Processes
Assessment / Appeal Allocation / Requisition Warehousing Distribution Finance
Current Systems and Processes
Phase I – Launch Workshop
Current Systems and ProcessesWarehousing
DRMFSS Hub
FO
6.3: WFP T’porterPayment
4.4: TransfrWFP Cargo 4.11: Dsptch
DRMFSS Cargo4.5: Receive
Other Cargo
4.9: StoreDRMFSSCargo
4.13: RcrdDispatch
GIN[4]
Storekeeper(Dispatching) Information
GIN[2,3]
GIN[1]
GIN[5] GIN[4]
GRN[1]
GRN[2,3]
4.16: Regi-stration
CmtdStock
/Fax/
Daily Dsptch(Excel)
GRN[4]WWB[3]
WWB[1,2]
Accounts
Registration
GRN[4]
4.14: Asgn Store
Storekeeper(Receiving)
GRN[5]
WWB[4]
4.15: Info Control
RRD-ARRD-S
4.17: Cmtd Stock Rprt
StoreReport
#1
FO
Store Update
StoreReport CTWL
#2
#3(Dispatch)
RegionalOffice
NotifyOf Dispatch
RRD-A
To #1.4 (EWCT), #3.4 (Logs)
From #3.6 (Logs)
To #4.7 (WFP)
Phase I – Launch Workshop
Current Systems and Processes
Assessment / Appeal Allocation / Requisition Warehousing Distribution Finance
Current Systems and Processes
Phase I – Launch Workshop
Current Systems and ProcessesDistribution
Transporter
FOFO
Empty truck
FDP
WoredaOfficial
FDP ReceivingOfficial
5.3: DeliverDRMFSS Cargo
5.4: DistribDRMFSS Cargo
5.5: Sign frDRMFSS Cargo
5.1: CollectDistrib’n
Docs[f] FATS
(Delivery, Distribut’n)
[f] Delivery,Distribution
GIN[2,3]
GRN[3] GRN[4]
GIN[2]
GIN[2,3]
GIN[3]
Other Docs?Model 33 / Payroll / etc
IssueVoucher
FO
GRN[5]
GRN[2]GRN[1]
Signs for unseen cargo
Colours of these GRN don’t match those of warehouse receiving
UnknownDestination
Phase I – Launch Workshop
Current Systems and Processes
Assessment / Appeal Allocation / Requisition Warehousing Distribution Finance
Current Systems and Processes
Phase I – Launch Workshop
Schedule – Day 1
Aims of this workshop Aims of FMIP Pillar II Current systems and processes Current Issues Day 1 summary
Day 1: Where are we now?
Phase I – Launch Workshop
Current Issues
Different people have a different view of the operation, and a different view of the problems
By talking about the issues, we start to understand the problem from others’ point of view
We need to have a common understanding of the problems before we can proceed with prioritisation
Why talk about the Issues?
Phase I – Launch Workshop
Current Issues
– Is the issue valid?– Why is it caused?– What problems will it cause?– What are some possible solutions?
Current Issues
Phase I – Launch Workshop
Current Issues
When goods are dispatched from the warehouse, the FDP official is not aware that a consignment is arriving.• Cannot plan for storage requirements• Unable to inform beneficiaries in advance of upcoming
distributions• Provides scope for fraud – including theft, damage, and so
on
Dispatch Notification
Phase I – Launch Workshop
Current Issues
When goods arrive at a Woreda/FDP, there is no quick way for the FDP/Woreda to notify delivery to the Hub, Region or DRMFSS.• Cannot obtain current delivery figures – minimum 1-2
month lag in reporting• Deliberate fraud or missing cargo cannot have an immediate
alert triggered
Delivery Notification
Phase I – Launch Workshop
Current Issues
When food arrives is distributed from the FDP storage location, the numbers of the Goods Received Note, Goods Issue Note and Request for Relief Distribution document are often not recorded of the distribution documents. • A break in the document chain means the origins of a
commodity are difficult to trace• This has implications for donors who require transparency
and accountability for distributed food• This has the potential to reduce future contributions
Break in document chain
Phase I – Launch Workshop
Current Issues
Shipments from WFP are tracked by using the Total consignment tonnage – slash – Allocated tonnage – slash – dispatched tonnage (eg. 45000/15000/3000). Where two or more separate shipments have the same tonnage, it becomes difficult to distinguish the different shipments.• Reduces the ability to accurately and easily trace
distributions back to the donor• Affects the reporting obligations of WFP to the contributing
donors
Non-Unique Tracking Number
Phase I – Launch Workshop
Current Issues
WFP consignments an SI attached, identifying the original Donor and the programme. The SI is recorded when entering the DRMFSS warehouse, but is lost upon dispatch.• The lack of SI number reduces cargo transparency and
visibility, impacting WFP’s obligations to the donors• Tracking with DRMFSS documents is also difficult because of
the break in the document chain and the non-unique tracking number
WFP Shipping Instruction (SI) Number
Phase I – Launch Workshop
Current Issues
The flow of documents from DRMFSS Hub to FDP to transporter and finally back to DRMFSS Addis can take months.• Leads to delays in reporting – especially important around
the end of reporting periods (financial year, end of allocation round, etc)
• Complicates resolving problems, as they only become visible months after the event
• Delays the final 10% ITSH payments• Reduces the ability to monitor and reprimand transport
companies not meeting their obligations
Document Transfer Times
Phase I – Launch Workshop
Current Issues
Following the needs assessment and the Launch Appeal, conducted semi-annually, the number of beneficiaries may be altered depending upon the availability of food-aid. It appears that this revised number is not communicated back to the regions.
Feedback to Regions from Launch Appeal
Phase I – Launch Workshop
Current Issues
Other Issues?
Phase I – Launch Workshop
Schedule – Day 1
Aims of this workshop Aims of FMIP Pillar II Current systems and processes Current Issues Day 1 summary
Day 1: Where are we now?
Phase I – Launch Workshop
Reach a clear, shared understanding of the current DRMFSS systems and work-processes by:• Recapping the purpose of the FMIP Pillar II Project• Validating the mapping of the current systems and
processes• Presenting issues found during the information
gathering exercise, and open the discussion for any other issues
• Inviting the DRMFSS business units to discuss their requirements
Review Aims of Day 1Aims of this Workshop
Phase I – Launch Workshop
Phase I Launch Workshop
DRMFSS Food-Tracking System
Food Management Improvement Project(FMIP Pillar II)
Welcome (Day 2)
Phase I – Launch Workshop
Schedule Overview
Look at the current systems, processes and problems
Day 2: Where to next?Set priorities for software development and process changes
Day 1: Where are we now?
Phase I – Launch Workshop
Agree on the direction the Food-Tracking system is to take through:• Explaining the recommended approach to software
development• Identifying the project risks• Setting the project scope• Deciding priorities for software development and
process-change• Reviewing findings
Aim of Day 2Aims of this Workshop
Phase I – Launch Workshop
Schedule – Day 2
Recap current issues Recommended Approach Project Risks Project Scope Prioritisation Review and Next Steps
Day 2: Where to next?
Phase I – Launch Workshop
Current Issues (Recap)
The issues raised yesterday will feed directly into the prioritisation exercise
Recap Issues
Phase I – Launch Workshop
Schedule – Day 2
Recap current issues Recommended Approach Project Risks Project Scope Prioritisation Review and Next Steps
Day 2: Where to next?
Phase I – Launch Workshop
Recommended Approach
• Divide the development risk – The failure of a small component has little impact on already implemented components
• Bring forward external risks – Avoid waiting 1-2 years to implement a complete system, only to find that it doesn’t work due to some external risk.
• Continuously Test Assumptions – Small component frequently implemented mean that an incorrect assumption is quickly caught and rectified
• Less dependency on providers – If the software developer does not meet standards, it is more possible to replace them mid-project
Break the development into smaller pieces
Phase I – Launch Workshop
Recommended Approach
• Gradually change introduce – System changes means process changes. Smaller system changes means smaller process changes
• Design can be changed to meet changing needs – Each iteration of the development allows changes of direction or priorities
Break the development into smaller pieces (Cont’d)
Phase I – Launch Workshop
Recommended Approach
• Quick-win first – Find areas that can be quickly and simply implemented – either process changes or system development. Confidence can work wonders.
• High-Risk next (Related to ‘Bring forward external risks’):“A chain is only as strong as its weakest link”If this fails, there is no point continuing. If it succeeds, the rest will be so much easier.
• Change fatigued last – Areas that are tired from frequent change should be left till later – give them time to see the benefits first
Group by Risk/Reward Profile
Phase I – Launch Workshop
Recommended Approach
Look for areas that have no existing systems in place, and analyse why there is no system. For example:• If it’s due to user resistance, rate it lower in the
development schedule. Give them time to see the benefits to others.
• If there is no system because it’s a new unit, maybe prioritise the development. Enthusiasm is a big factor in acceptance
• Look for dependencies – they may need to be developed first
Fill the gaps first… (maybe…)
Phase I – Launch Workshop
Recommended Approach
By Addressing external issues – The best computer system in the world won’t work if people won’t use it. Some areas to discuss are:• Changes to existing processes• Training• Additional staff/resources• Incentives
Address underlying problems
Phase I – Launch Workshop
Recommended Approach
It is important to always remember: The business must drive the development – Not the other way round!
Focus on the Business, not the computer
Phase I – Launch Workshop
Schedule – Day 2
Recap current issues Recommended Approach Project Risks Project Scope Prioritisation Review and Next Steps
Day 2: Where to next?
Phase I – Launch Workshop
• Risk is the potential that a chosen action or activity (including the choice of inaction) will lead to a loss (an undesirable outcome). Wikipedia
• Measuring the risk:
Risks of FMIP Pillar IIWhat is Risk
Phase I – Launch Workshop
• Scope Creep• Human Element• Lack of available infrastructure• Change fatigue• Lack of support at all levels
(management/staff/developers)• Financial / resource scarcity• Ongoing Maintenance• Acceptance by the Regions/different
stakeholders• Confused and blurred procedures• Incompatibility with systems:
internal/other systems
Risks of FMIP Pillar IIPotential Risks for the project
• Lack of funds• Lack of skilled manpower/resources• Connectivity• Staff turnover• Restructuring/policy changes• Lack of commitment from management,
staff / developer, designer• Software developers not understanding
requirements• Lack of maintenance & support
(funds/skills)• Project Delay• System incompatible because it is
developed without sufficient interaction from business units
Phase I – Launch Workshop
Group Work – Risk Assessment
Consequence of Risk
Like
lihoo
d of
Ris
k
Rare
Possible
Unlikely
Insignificant
Probable
Almost Certain
Minor Moderate Major Catastrophic
Phase I – Launch Workshop
• Choose one of the three top risks in the matrix and answer the following questions:– What are the reasons for this risk?– What business units/position can influence this risk?– What business units/positions are influenced by this risk?– What activities should be taken to mitigate this risk? By
whom?
Risks of FMIP Pillar IIGroup work
Phase I – Launch Workshop
Schedule – Day 2
Recap current issues Recommended Approach Project Risks Project Scope Prioritisation Review and Next Steps
Day 2: Where to next?
Phase I – Launch Workshop
Project Scope
• DRMFSS-transported only: Only commodities transported by DRMFSS are tracked
• Relief (including emergency response) and PSNP: These two programmes make up the bulk of transported aid
• Food only: Including non-food bring sa whole new level of complexity to a tracking system
• MT/Quintal only: DRMFSS commodities are quantified by weight – not by sack, bag, box or bale.
Boundaries are good!
Phase I – Launch Workshop
Accounting UnitUnits of Measurement Definition
The number of things that the owner of the cargo is interested in, or that the beneficiaries will see:
Example: Total number of health kits, tarpaulins, generators, radios, boats, etc
Phase I – Launch Workshop
Minimum Logistics Unit (MLU)Units of Measurement Definition
The smallest thing that the warehouse / transport agent will see; the smallest things that a person can pick up and carry:
Boxes, drums, etcWhat the MLU is NOT:•Vials of medicine•Packets of biscuits•Individual items in a kit
If it makes no sense to put the thing directly on a Pallet or into a container, it probably isn’t an MLU
(eg, It doesn’t make sense to put a single vial on a pallet; but it is sensible to put a box of vials on a pallet).
Phase I – Launch Workshop
BundlesUnits of Measurement Definition
The way in which the MLUs will be carried:
Loose, Pallets, 20’ sea container, etc
This may change throughout the journey – The goods may be transported on pallets initially, then placed in a sea container, and then finally loose (no bundle)
Phase I – Launch Workshop
MLU Vs BundlesUnits of Measurement Definition
Where the MLUs are not bundled, they are classified as “Loose” cargo.
When MLUs are bundled, we normally carry one or more MLUs per bundle:
• 10 boxes per pallet (‘box’ is the MLU, ‘pallet’ is the bundle)
• 50 bales per pallet (‘bale’ is the MLU, ‘pallet’ is the bundle)
• 600 bales per 20’ container (‘bale’ is the MLU, ’20’ container’ is the bundle)
Phase I – Launch Workshop
MLU Vs Accounting Units (Part 1)
This is were the real confusion begins!
It is usual to have multiple Accounting Units per one MLU:
•2 radio kits per box (‘radio kit’ is the accounting unit; ‘box’ is the MLU)
•5 blankets per bale (‘blanket’ is the accounting unit; ‘bale’ is the MLU)
Units of Measurement Definition
Phase I – Launch Workshop
MLU Vs Accounting Units (Part 2)
BUT!
It is also possible to have one Accounting Unit spread over
multiple MLU:
• 1 generator spread over 2 crates (‘generator’ is the accounting unit; ‘crate’ is the MLU)
• 2 health kits spread over 5 boxes (‘health kit’ is the accounting unit; ‘box’ is the MLU)
Units of Measurement Definition
Phase I – Launch Workshop
SKU MLU Bundles
Accounting units (SKU) are what the owner is interested in; and what will be distributed to the beneficiaries.
Minimum Logistics Units (MLU) are what the warehouse and transporter will see; what is easily counted without knowing the contents of the item.
Note: Warehouse staff will only know there are 500 boxes on a truck or 30 bales on a pallet. They will not have the time, resources or the need to check the contents of the MLU!
Bundles are collections of MLU, and are generally what the transporter is interested in
Units of Measurement Definition
Phase I – Launch Workshop
And then we have boxes on pallets in containers
Units of Measurement Definition
Phase I – Launch Workshop
Prioritisation Matrix
Recommended