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3
Administrative Issues
Amenities
TimingQuestions, Discussion &
Information Sharing
Smoking Areas
Group Work & Activities
Class Distractions
Agenda
Day 1 Day 2 Day 3 Day 4
Morning
Session
Course Introduction
(including WFP overview)
Humanitarian Supply
Chain
Logistics
Assessment
Operational
Planning
Scenario Exercise
Mewong: ConOps
Presentation
Procurement
Planning and
Exercise
Supply Chain
Partnership & Intl
Coordination
Information
Management
Lunch Lunch Lunch Lunch
Afternoon
Session
Emergency Cycle
Preparedness
Scenario Exercise
Introduction: Mewong
Scenario Exercise
Mewong: ConOps
Logistics planning
Operations
Management
Recap and
Conclusion
5
WFP Logistics, We Deliver
The World Food Programme
Lesson Objectives
1Describe the World Food Programme, its logistics activities and why it is delivering this training
2Describe the logistics cluster roles and responsibilities
By the end of this lesson, you will be able to:
7
WFP at a glance
80 Countries
100Million beneficiaries per year
4 Million
600
3,000
metric tons of food a year by land, air and sea
storage facilities physically holding stocks
logisticians in country officesOver
27 % Cash Based Transfers
Assistance
73% In-Kind Food Assistance Logistics
Operations
More than
A Recognized Leader in Logistics
8
WFP Logistics – We Deliver
SEAThe bulk of WFP cargo touches water on its journey to its final destination
30 ships on the high seas any given day
In 2011, 1700 bookings moving nearly 2.5M metric tons of food worldwide
LANDWFP Logistics’ chief mode of transport is overland road transport
4,000 trucks on the road any given day, transporting 4M tons per year
WFP’s own fleet consists of 750 trucks across 20 operations
AIRFood airlifts and airdrops in emergencies
Transport of urgent relief and non-food items
60 aircraft in the skies on any given day moving cargo and passengers (UNHAS)
Specialised Logistics Capacities
CLUSTEREnsure the humanitarian community has ability to save lives through timely and reliable logistical service support & information.
Support more than 40 emergencies since 2006
Up to 200 humanitarian actors accessing Logs
Cluster annually
UNHRDFive strategically located emergency preparedness and response hubs as well as one UNHRD antenna
51 authorised users with approximately $US 90M worth of relief stocks (food and non-food)
UNHASThe “humanitarian community’s airline”
Serving 350,000 passengers to 240 destinations in 13 countries
870 UN agencies and NGOs accessing UNHAS services
9
WFP & National Governments
EmergencyFood Aid/ Assistance
Logistics
Planning
Infrastructure
Information
Training
Relief
Capacity Strengthening
Define Type of Support Required
Government Request for Assistance
Early Recovery
Development
1. Planning – Example 1
12
2. Country level training library:
1. Overarching regional course:
4: Training - Example
• Humanitarian Logistics and Supply Chain Training
TrainingOPERATIONAL
EMERGENCY LOGISTICS
PRACTICAL LOGISTICS
RESPONSE
STRATEGIC
EMERGENCY LOGISTICS
FOOD MANAGEMENT
LOGISTICS
DISASTER RESPONSE
SIMULATION
INTRODUCTION TO
HUMANITARIAN
EMERGENCY RESPONSE
Skillset Operational Operational StrategicStrategic and Operational
Strategic and Operational
Strategic and Operational
Method Classroom Physical TrainingClassroom
(+ Workshop)Physical Training Emergency Simulation e-Learning
Duration 5 days 5 days 3 days 3 days 5 days 6 hours
WFP Logistics, We Deliver
Questions
13
WFP Logistics, We Deliver
Humanitarian Supply Chain
Lesson Objectives
1Explain what the humanitarian supply chain is and what its components/parts are (sourcing to beneficiaries)
2List factors that will influence and constrain the set-up of the supply chain
3Explain how different programmes of assistance require different operational setups
By the end of this lesson, you will be able to:
14
Humanitarian Supply Chain Elements
Planning
Sourcing
Logistics
Efficiency
Effectiveness
Information
Humanitarian Supply Chain
Your Supply Chain Will Depend On:
Operational Context
Humanitarian Cargo
External Environmental
Factors
Internal Operational
Requirements
Supply, Transport & Storage Markets
15
Lo
gis
tics
Suppliers
/ P
ort
of
Ori
gin
Inte
rnational Tra
nsport
Centr
al W
are
house
National Tra
nsport
Local W
are
house
Local Tra
nsport
Co
mm
erci
al:
Co
nsu
mp
tio
n/s
ale
to c
ust
om
erH
um
anit
aria
n:
Serv
ice/
dis
trib
uti
on
to
ben
efic
iari
es
18
Downstream Network
The Programmes
Delivery Type
Delivery Frequency
Service Delivery Direct Delivery
Pipeline One Off
19
Need-to-Delivery Time
72hrs 2 wks 3-4wks 8wks
Other than Food
FoodVOLUME
WFP Logistics, We Deliver
Questions
20
Lesson Objectives
1Outline the phases of an emergency and key
responses associated with them
2Describe the basic needs of disaster affected
populations and prioritisation during emergencies
3Describe the push and pull strategy and
application of humanitarian staging areas
By the end of this lesson, you will be able to:
WFP Logistics, We Deliver
Emergency Cycle
21
Emergency Cycle
RecoveryResponse
MitigationPreparedness
• Search and Rescue
• Needs assessment
• Resource Mobilization
• Relief
• Monitor events• Forecasting• Stockpiling• Contingency
Planning• Logistics
Capacity Assessment
• Lessons learned• Mitigation
• Rebuilding and Reconstruction
Prioritization
Self-
Actual-
isation
Pursue Talent, Creativity, Fulfillment
Self-EsteemAchievement,
Mastery Recognition
BelongingFriends, Family, Community
SafetySecurity, Shelter
PhysiologicalFood, Water, Warmth
Maslow’s Pyramid
Food
(Weeks)
Water
(Days)
Heat
(Hours)
Air
(Minutes)
Generic Emergency Prioritisation (the “rule of three”)
Hierarchy of physiological needs
Medic
al M
edic
al
22
Various Relief Items
Humanitarian Cargo
Food Commodities
Cereals/Cereal Blends
Oils Salt Sugar PulsesFortified Foods
RTUF
Relief Items
Medical Items
Housing & Shelter Items
WASH ItemsFood
commodities
Operational Support
Equipment
Dangerous Items
23
Need-to-Delivery Time
BeneficiaryNeeds
Assessment
Request Made
Request Processed
Supply
Goods Moved
Beneficiary
Information Time
&
Movement Time
Push & Pull
Push Pull
First few days – Needs not clearly defined
First few weeks – Needs defined
24
Humanitarian Staging Area
Push Strategy
Push-Pull Boundary
EndCustomer
RawMaterials
Simchi-Levi et al. 2008: 190
Pull Strategy
Staging Area
Staging Area Example: IFRC Haiti
IFRC considered three different options for a staging area for the 2010 Haiti earthquake operation: Miami, Panama and Santo Domingo.
3
1
2
Inbound
Consolidation
Outbound
25
Staging Area Example: IFRC Haiti
Advantages Disadvantages
SantoDomingo
• Cheapest option• Short lead time to Haiti• Potential to build national society• Coordination with other actors
• Likely congestion• Potentially hazardous:
earthquakes, security• Customs clearance limitations
Miami
• Advanced infrastructure of major shipping port
• Regular services to Haiti and Santo Domingo
• Coordination with other actors
• Cost and time of setting up new office
• Estimated most expensive option
Panama
• Advanced Infrastructure of major shipping port
• Regular services to Haiti and Santo Domingo
• Support structure and operating knowledge already in place
• Longest distance to Haiti• Not least cost option
Prioritization
72hrs 2 wks. 3-4wks 8wks
Other than Food
FoodVOLUME
Shift from air to surfaceShift from kits to single/customized items
27
Lesson Objectives
1Describe the rationale and process of Emergency
Preparedness planning
2 Describe the Contingency Planning elements
3Describe the objective of a Logistics Capacity
Assessment
By the end of this lesson, you will be able to:
WFP Logistics, We Deliver
Logistics Preparedness
28
Logistics in the Emergency Cycle
RecoveryResponse
MitigationPreparedness
Ongoing reassessment according to
needs
Logistics Plan of Action
Operation Reporting
Build-up on ExperienceLogistics Preparedness
Logistics Assessment
RecoveryResponse
MitigationPreparedness
Logistics Assessment
Logistics Plan of Action
Operation Reporting
Build-up on ExperienceLogistics Preparedness
Logistics Preparedness
29
How to plan for Emergencies
Identify WHAT could happen
Understand WHAT would be the impact on the affected people
Consider WHAT actions would be required to meet the humanitarian needs
Determine HOW agencies/organizations would work together
Know WHAT resources are required
Recognize WHAT governments, agencies & organizations can do to be better prepared
How should we plan for emergencies?
Preparedness Planning Process
Internal Work PlanEarly
WarningInitial Response
Mitigating Actions
Minimum Prepared
ness Actions
Emergency Readiness Actions
Concept of Operations
Standard Operating Procedures
(First 72 hours of response)
Relief Operation
Risk Profile
Internal Environment
External Environment
Risk Assessment
Event
30
Prep
ared
ness:
Th
e F
ive P
illa
rs
Th
e 5
Pil
lars
Sto
cks
Peop
leC
oord
inati
on
/P
artn
ersh
ips
Sta
nd
ard
s/
S
yste
ms
Log
isti
cs
In
form
ati
on
31
Elements of a Contingency Plan
Hazard & Risk Identification and Analysis
Scenario and Planning Assumptions
Preparedness Actions
Management & Coordination Arrangements
Objectives and Strategies
Preparation
Identification & Analysis
Implementing Preparedness
Response Planning
Contingency Planning Process Elements of a
Contingency Plan
Sectorial Response Plans
Logistics Contingency Planning
Stockpiles
Procurement Systems
Quality Control Process
Warehousing Facilities
Registration, Distribution & Monitoring Processes
Airports & Seaports Infrastructure
Logistics Mechanisms (Transport & Distribution)
Transport Agreements
Staffing Capacity
32
Logistics Capacity Assessments
Resource Capacity
Transport Infrastructure
Entry PointsReviewDisaster
Identification
Disseminate
WFP Logistics, We Deliver
Questions
33
WFP Logistics, We Deliver
Logistics Assessment
Lesson Objectives
1Describe the objective and timing of a logistics
assessment
2Describe the requirements for planning and
conducting an assessment
3Outline the appropriate scope and content of a
logistics assessment
By the end of this lesson, you will be able to:
34
Logistics Assessment
Ongoing reassessment according to
needs
RecoveryResponse
MitigationPreparedness
Logistics Assessment
Logistics Plan of Action
Operation Reporting
Build-up on ExperienceLogistics Preparedness
Assessment: Objective
The ‘How?’ is logistics!
The 6 questions to answer:
For who?Where?When?What?How many?How?
35
Logistics Assessment: Planning
Thorough Planning &
Design
Thorough Preparation
Increased Assessment
Accuracy
Improved Decision Making
Improved Planning &
Organisation
Effective Disaster Response
Assessment: 3 Main Phases
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
General Overview
Global Figures
Accurate Picture
Initial Inquiries
1-2 days
Initial Rapid Assessment
2-5 days
Detailed Assessment
6-30 days
36
Assessment Process
the nature of intervention
Clarify
resources and plan for
assessment
data and information
and interpret data &
information
conclusions and provide a
logistic response plan
or modify disaster
response
Report
Design
information needs and
sources
Identify
Collect
Analyze
Mobilize
Planning an Assessment
Setting the objectives of the assessment
Establishing terms of Reference for staff
Identifying users (Logistics, Programme, Donor etc.)
Agreed reporting format
Mobilizing resources (vehicles, staff etc.)
Identifying or preparing assessment tools
Identifying and selecting team members
Objectives
Terms of Reference
Human Resources
Tools
Resource Mobilization
Reporting Format
Audience
37
Ele
men
ts a
nd
Sco
pe o
f an
Assessm
en
t
# a
ffecte
d p
eople
Dis
trib
ution P
lans
Mate
rials
Requir
ed
Ele
ctr
ic P
ow
er
Wate
r /
Sew
age
Air
port
s /
Air
cra
fts
Seaport
s
Ware
houses
Coord
ination C
apacity
Com
munic
ations
Tra
nsfe
r Poin
ts
Local Tru
ck C
apacity
Roads &
Bri
dges
Railro
ads
39
Assessment in Emergencies: Summary
Speed required
No precise figures
Information needed to start
Adapt afterwards
TIME!!!!
WFP Logistics, We Deliver
Questions
40
WFP Logistics, We Deliver
Operations Planning
Lesson Objectives
1Understand the role of Concept of Operations (ConOps)
2Understand the difference between lean and agile Supply Chain
By the end of this lesson, you will be able to:
41
Operational Planning
RecoveryResponse
MitigationPreparedness
Logistics Assessment
Logistics Plan of Action
Operation Reporting
Build-up on ExperienceLogistics Preparedness
Programme Requirements to Supply Chain Planning
Information Flow
ProgrammesProcurement
& Logistics
DistributionPartners
42
The Delivery Programmes
Delivery Type Delivery Frequency
Service Delivery
Direct Delivery Pipeline One Off
What Where When Whom
How
Phases of a Response
DevelopMobilize / Implement
Set-upManage, Monitor & Evaluate
Plan ManageExecute
Link with Programmes
Operational Planning
Operations Management
Implementation Operational
Planning
43
Tim
e-l
ine o
f a L
og
isti
cs R
esp
on
se
01
23
45
67
89
10
11
12
13
14
15
16
17
18
19
20
21
Week 1
Week 2
Week 3
Contr
acting o
f air
assets
Set
up o
f H
SA a
nd
consolidation o
f supplies
Air
lift
s w
hen r
oad
infr
astr
uctu
re n
ot
functional
Surf
ace t
ransport
thro
ughout
Fir
st
ship
ment arr
ival
45
Co
ncep
t o
f O
perati
on
s
Anticip
ate
d S
cope o
f D
isaste
r
Natu
re &
Scope o
f pla
nned O
pera
tional
Response
Com
munic
ate
s
Response S
trate
gy
to S
takehold
ers
Response O
pera
tion
Input
and A
ccess t
o
Fundin
g
Concept
of
Opera
tions
Support
s,
Expla
ins &
Facilitate
s
48
Logistics Stream in the Disaster Cycle
Preserve Life:“Time saved means lives saved”Objective: EffectivenessParadigm: AgilityPhase: Response
Sustain Life:“Costs saved mean more lives helped”
Objective: EfficiencyParadigm: Leanness
Phase: Reconstruction
RecoveryResponse
MitigationPreparedness
Logistics Stream
Triple A Supply Chain
Postponement principles
Agility
Information Flow & Relationships
Contingency plans & emergency teams
Alignment
Exchange of information & knowledge
Roles & Responsibilities, sharing of risk,
costs and gains
Balances product with technology and life cycles
Adaptability
Monitor economies for new supply markets
Evaluates needs of ultimate customer
49
Triple A Example: IFRC
Lean Supply Chain
People Involvement
What is Waste?• Over production• Waiting• Defects• Rework
Every Process must add value
Eliminate processes that don’t add value
Built-in Quality StandardizationShort Lead
TimeContinuous
Improvement
Principles of Lean
No Waste
51
WFP Logistics, We Deliver
Procurement Planning
Lesson Objectives
1Describe the models of inventory cost and
turnover
2 Describe the principles of safety and free stock
3Describe strategic procurement and investment
in suppliers
By the end of this lesson, you will be able to:
52
1. Identify your requirements
2. Develop your Procurement Plan with
reference to lessons learned
3. Coordinate your requirements with
different GOVT departments to unify
overall supply sources
4. Identify your opportunities & threats
5. Adopt your Procurement Plan
The Vision
Strategic Planning Process
Procurement Planning
Internal Users
Emergency Response /
Beneficiaries
Stock Replenishment
Central Warehouses
Procurement Sourcing
Field Warehouse /
Hubs
Internal Users
Emergency Response /
Beneficiaries
Stock Replenishment
Needs Identified DistributionOrder Management
53
Strategic Planning Process
Whether to procure
How to procure
What to procure
How much to procure
When to procure
Taking into account:
Distribution schedule & capacity
Characteristics of the product
Inventory management
Managing Numerous Supply Chains Inventories Across the Supply Chain
NationalNetworks
RegionalNetworks
Local Networks
Customer 1Frequent
Customer 2Infrequent
DeliveryPoints
Chopra & Meindl 2010: Ch. 10
54
Inventory Management
How inventory management is linked to your Procurement Planning Process
1. Free stock
2. Safety Stock
3. Emergency stock
Definition ‘Free Stock’
Physical Stock on hand
Stock on order from suppliers
Stock in Transit
Stock allocated to consignments
Stock reserved for special purposes
Free Stock
55
• Minimum stock level• Maximum stock level• EOC (Economic Ordering Cost)• EOQ (Economic Ordering Quantity)
Inventory Management System
Commercial sectors are using different methodologies such as:
Not used in emergency situations except for medical items where minimum stock level system is used.
WFP Logistics, We Deliver
Questions
56
WFP Logistics, We Deliver
Logistics Planning
Lesson Objectives
1Explain how plans are developed from
programme requirements and sourcing strategies
2Explain how logistics networks are designed and
configured
By the end of this lesson, you will be able to:
57
Logistics Planning
RecoveryResponse
MitigationPreparedness
Logistics Assessment
Logistics Plan of Action
Operation Reporting
Build-up on ExperienceLogistics Preparedness
Logistics Operation
Logistics Planning
From Preparedness to Response
Coordination &
PartnershipsPeople
Standards & Systems
StocksLogistics
Information
Operational Set-Up Implement
Operational Plan
The Operation
Logistics Preparedness
Logistics Response
58
Phases of a Response
DevelopMobilize / Implement
Set-upManage, Monitor & Evaluate
Plan ManageExecute
Link with Programmes
Operational Planning
Operations Management
Implementation
Logistics Plan Development
Exit Strategy
Staff Availability
Financial Resources
Supplies
External Infrastructure
Transport Information
Security Arrangements
IM ToolsDistribution &
Tracking
59
Phases of a Response
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
Week 1 Week 2 Week 3
Contracting of air assets
Set up of HSA and consolidation of supplies
Airlifts when road infrastructure not functional
Surface transport throughout
First shipment arrival
Transport Mode Selection and Comparison
Shipment Size
Transport Time
Transport Cost
Availability
Flexibility
Small
Fast
High
Large
Slow
Low
HighLow
HighLow
60
Logistics Network Considerations
Challenges and Constraints
Costs TimeInternational Commerce
Mode Type & Selection
Damaged Infrastructure
SecurityProduct
RequirementsBottlenecks
Direct Delivery
Distribution Centre (Hub & Spoke)
Warehouse
Warehouse
EDP
EDP
EDPEDP
EDP
EDP
EDP
HUB
EDP
EDP
Distribution Networks
EDP
*EDP: End Delivery Point
Supplier 1
EDP
EDP
Supplier 2
Supplier 3
EDP
Supplier Milk Run
EDP
EDP
61
From Planning to Implementation
Plan ManageImplement
Concept of Operations
WFP Logistics, We Deliver
Questions
62
Lesson Objectives
1Describe the resources required to manage an
emergency operation
2Describe the main activities of a manager in
emergency operations
3Describe the requirements to get a supply chain
operating
By the end of this lesson, you will be able to:
WFP Logistics, We Deliver
Operations Management
63
Phases of a Response
DevelopMobilize / Implement
Set-upManage, Monitor & Evaluate
Plan ManageExecute
Link with Programmes
Operational Planning
Operations Management
Implementation Operational Management
Managing People
To have the right people at the right time at the right place
1
2
3
4
Leading Teams
Staff Recruitment
Appraisal & skills development
Stress Management
64
Managing Assets
Managing the flow
Flow of information across the supply chain
Flow of goods from supplier to beneficiaries
Managing Financial Resources
Controlling
Defining, controlling and investigating variances of costs
65
Budgeting
Variable
Fix
ed
Direct Costs
In
dir
ect
Co
sts
Controlling
Variance Analysis
Financial Records
Corrective Action
66
Working Together
Information Sharing
Joint Assessments
Joint Training
Joint Planning
Resource Mobilization
Capacity Building
Shared Expertise
Shared Infrastructure
WFP Logistics, We Deliver
Questions
67
WFP Logistics, We Deliver
Supply Chain Partnership
Lesson Objectives
1List the different actors with whom you may sit in a logistics cluster
2Understand the perspectives and motives of the major actors
3Outline the relationship between WFP, the logistics cluster and host governments / militaries
By the end of this lesson, you will be able to:
68
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rce:
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Donors
Indiv
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Inte
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National
Local
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Local and h
ost
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Peacekeepin
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National
Inte
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Inte
rnational
National
Local
ICRC
IFRC
National
Socie
ties
Local
Bra
nches
69
The Cluster System
Logistics Cluster
What is the Logistics Cluster?
What the Logistics Cluster can do
What the Logistics Cluster can’t do
Logistics Cluster
What is the Logistics Cluster?
What the Logistics Cluster can do
What the Logistics Cluster can’t do
70
Scale of emergency and Government response
Structure of government representation in the
Logistics Cluster
Co lead / chair of logistics cluster
Observer or liaison role
Client (where services
provided)
Cluster Relationship with Host Government
72
Unsolicited Bilateral Donations
What logistics problems arise from these donations?
Assorted second hand donations
Pharmaceuticals T-shirts Used Shoes
Children’s Toys Food Baby formula
How could this best be addressed?
Outsourcing to Private Sector Partners
Your agency’s Warehouse
Your agency’s transport
DistributionRelief Goods
Privately run Warehouse
Privately run transport
DistributionRelief Goods
73
Private Sector as Humanitarian Actors
Corporate Social
Responsibility
Examples from your country?
Example:Logistics
Emergency Team (LET)
Working with the Military
Opportunities
Challenges
Logistics Capacity and Infrastructure
Security and safetyAccess to
beneficiaries
Protecting Humanitarian
PrinciplesCoordination
Competition for resources
74
Military Partners and Humanitarian Space
Mission of Military Peaceful
Direct
Indirect
InfrastructureSupport
Peace-keeping
PeaceEnforcement
CombatHumanitarianTasks
Visibilityof Task
Decreases
Availability & Impartiality of Forces Decrease
No
No
No
Yes
Yes
Yes
Maybe
Maybe
Maybe
Maybe
Maybe
Maybe
© UN OCHA
What is meant by the term ‘Humanitarian Space’?
Peace Support or Peace Operation
Implications on Meeting Management
Operational impact of the Mission
General Organizational Culture
Coordination and Information Sharing
Military Culture and Implications on Partnerships
Deployment and Support Requirements
76
WFP Logistics, We Deliver
Information Management
Lesson Objectives
1Describe the importance of information in
emergencies
2Describe the types and sources of information
across the supply chain
3Describe the logistics information management
process
By the end of this lesson, you will be able to:
77
Emergency Cycle: Information Management
RecoveryResponse
MitigationPreparedness
Logistics Assessment
Logistics Plan of Action
Operation Reporting
Build-up on ExperienceLogistics Preparedness
Importance of Information in Emergencies
Increased Stakeholder
Capacity
Foundation for Decision
Making
Supports Coordination
Links phases of the
Disaster Cycle
78
Open information exchange
Benefits Challenges
Information Exchange
Common situational awareness
Better use of resources
Builds relations
Supports future cooperation
Creates a culture of exchange
Sustains communication
Technical issues
Political issues
Timeliness of data collection & release
Unclear priorities
Confidentiality concerns
Culture of guarding information
From Data to Information
Data Collection
Collation/Filtering
Analysis
Information
79
Information in EmergenciesInformation Questions
Is it operational?
Is it our responsibility?
How can it be shared?
What is the source?
Information in the Supply Chain
Information Categories
Internal External
Evidence based decision-making
Principles
Standardized
Accurate & Relevant
Current
Information Functions
Tracking
Measure Performance
Control & Reporting
80
PURCHASE ORDER
or RELEASE NOTE
(Prepositioned)
DISPATCH
COMMENCED
LOADING
AUTHORIZATION
ENTERED
DIRECT DELIVERY
DISTRIBUTION or
WAREHOUSE
TALLY SHEET
WAYBILL ISSUED
CARGO DELIVEREDRECEIPT ENTERED
DRR PRINTED
TALLY SHEET
WAYBILL SIGNED
DRR PREPAREDWAYBILL ENTERED
DISPATCH REPORT
INVOICE PAYMENT
MODULE
INVOICE
PAYMENT REQUEST
PAYMENT FOR
SERVICE
MODE
SELECTION
Information Across the Supply Chain
SOURCING &
PROCURMENT
NEED
IDENTIFIED
CUSTOMS
CLEARING &
FORWARDING
Tracking and Tracing
Trace Track Control
81
Reporting and Evaluation
Monitoring
Evaluation
Reporting Performance
Information in Emergencies
ConOpsSituation Reports
Meeting MinutesDashboards
Maps
Infographics
Forms
SOP’s
82
Logistics Cluster Lead in IM
Operational Support
Collection & Dissemination
Info Sharing Platform
Information Management Process
Infrastructure
Relief Commodities
Fuel
Customs
Aviation
Programme Requests
Databases
GIS
Web Platform
Website
Maps
Specific Logistics Reports
Bulletins / SITREPs
Info for Logistics Coord Meetings
Commodities
Cargo Prioritization
Customs Information Guide
Data Gathering
Analysis/Info Generation
Tools for Coordination
Info Dissemination