welcome [logcluster.org] · strategy & related supplies 68 items ( as a start) approach and...
TRANSCRIPT
24 November
8:30-9:00 | Coffee
9:00-10:30 | Post - 2015 Strategy
10:30-11:00 | Coffee Break
11:00-13:00 | Post - 2015 Strategy
13:00-14:00 | Lunch Break
14:00-15:00 | Pandemic Preparedness
15:00-15:30 | Coffee Break
15:30-17:00 | Preparedness17:00-17:30 | Strategy Voting
VISION
DRAFT STRATEGY
Fast and predictable humanitarian logistics operations that provide the right inputs for saving lives and for the delivery of humanitarian relief to affected populations.
MISSION
DRAFT STRATEGY
Ensure the humanitarian community has the ability to save lives through timely and reliable logistical service support and information.
Strengthen the immediate
response capacity of national and regional actors,
and identify capacities for an
effective humanitarian
logistics response
PREPARE
DRAFT STRATEGY1 2 3
Provide crucial operational services and
information in a timely way, to
support the humanitarian
community
OPERATE
Engage with various actors on
the global, regional and local levels to understand needs
of stakeholders and advocate for
humanitarian logistics role and
requirements
NETWORK & ADVOCATE
Continuously improve
humanitarian logistics operations
through learning from past
operations, identifying gaps and sharing best practices within
the Logistics Cluster
LEARN & IMPLEMENT
4
Please sign up during coffee break to work on a specific goal this is of special interest to your organization
Some background
Not to be published
Action:WFP to form a public-private partnership initiative with Henry Schein, WHO UNICEF, and others to elaborate on this concept, develop a project and advocate for funding to enable the establishment of a global integrated supply chain to enhance pandemic preparedness.
Objective:Establish a global level platform focused on the supply chain in pandemic response harnessing the respective strengths and mandates of governments, medical pandemic technical experts, logistics actors, private sector partners, INGOs, NGOs, as well as UN agencies resulting in a global supply chain for pandemic response
Initiative (Ebola related)World Economic Forum Davos 2015 discussion on P.P.P. (WFP, WHO, H. Schein)
A working group & common objectives
Not to be published
CDC Atlanta
University of Minnesota
Logistics cluster lead
Henry Schein UPS BD
Private Public Partnership
WEF
WFP, WHO, UNICEF, WB
• Virtual Supply chain of critical items (for Pandemic response)
• Strategic Reserves• Real time Information tracking
system on private sector production / capacity
• Standardisation of equipment, supplies & services (normative guidance)
Not to be published
1/ Try to map vulnerable countries
4/ pre-identify critical items, services and related standard specs
2/ Identify categories of diseases with potential large scale geo & societal impact
3/ identify the response strategy & related supplies
68 Items ( as a start)
Approach and deliverables
5/ Attempt to quantify critical items per disease
Risk estimation approach
• Country Severity (TVI profile: transmission-virulence-impact profile)
• and Vulnerability profile concept (high risk Population and capacity to respond)
• Vulnerable settings (IDP & refugees)• Past experience on major outbreaks and
pandemics (Ebola, H1N1, H7N9/ H5N1, Cholera Haiti, Zimbabwe…) Epi data review
• Endemicity, immunity, reservoirs • Priority countries (GAVI + PIP targeted )• Accessibility
Not to be published
Not to be published
SARI
Cholera
Ebola Marburg
Influenza
Rift Valley Fever
Potential Risks
More activities ahead
• Monitoring tool of global production and service capacity (data sharing system ensuring enough confidentiality)
• Log Cluster to be the owner of this tool (?)
• Access to Virtual and strategic stocks: For partners, for Member States
• Legal aspects and procurement mechanisms
• In-kind donation vs. procurement
• Associated needs: e.g. food
• Innovation /R&D
• Risk and assumptions: business continuity
• Sustainability of a working group and strategy development. Steering mechanisms. Mission statement
• Meeting in WHO 7/8 Jan 2016 & Next Davos summit 2016
Not to be published
www.gs1.ch
• Phase 1 of project – analysis and formulation of implementation plan
• February 2015 – March 2016
• Approved by HQ CoC in December 2014
• Phase 2 of project – piloting and global roll out
• April 2016 – Dec 2017 (estimated)
• ICTGB approval required
• To be presented at first ICTGB session in 2016
Joining forces to create values
Project Phases
UNHCR MATATU Project Progress Report, 01 Sep 2015
www.gs1.ch
Bring dignity to Persons of Concern:
• Transparency and efficiency in delivery of material assistance;
• Seamless, end-to-end, delivery management using GS1 Standards;
• Linked supply chain and distribution management;
• Interoperability among agencies; and
• Sector-wide scalability of solution designs.
Phase 1 focuses on analysis and development of recommended future solutions.
Joining forces to create values
Project Overview
UNHCR MATATU Project Progress Report, 01 Sep 2015
www.gs1.ch
Qualitative benefits foreseen:
• Establishing link between Supply Chain and Distribution processes
• Increased transparency and control along the entire chain
• Increased process and information reliability (particularly at warehouse and distribution levels)
• Timely and accurate information in distribution databases and assistance records
• Increased accountability to Persons of Concern and Donors
• Inventory information across different locations delivered timely and accurately
• Support in meeting IPSAS requirements
• Better information exchange with third parties (e.g. logistics service providers)
• Interoperability among agencies
• Better tracking of assistance in high risk conflict operations
Joining forces to create values
Expected Benefits
UNHCR MATATU Project Progress Report, 01 Sep 2015
www.gs1.ch
Solutions Development
SC Analysis/Integration
Last Mile Analysis/Integration
WMS Analysis/Integration
End to End Development
Implementation Plan
Complete Documentation
ICTGB Approval
RFP
Pilots and Testing
Global Rollout
Stabilization
High Level Project ScheduleQ1
2015Q2
2015Q3
2015Q4
2015Q1
2016Q2
2016Q3
2016Q4
2016Q1
2017Q2
2017Q3
2017Q4
2017
Jan/Feb 2016
www.gs1.chJoining forces to create values
Source Transport Store
Deliver
for
Distribution
Distribute
Supplier to Warehouse Plan
Distribution
Event
Target
Beneficiaries
Analyse
Distribution
(Post)
Distribution
Monitoring
Register &
Manage
PoC-Data
Manage
Unregistered
Population
Last Mile
UNHCR Processes under Analysis
www.gs1.ch
Project Timeline Phase 1
UNHCR MATATU Project Progress Report, 23 Oct 2015Joining forces to create values
2015 2016
February March April May June July August September October November December January February March
End-to-End Relief
Chain Concept02.09.2015 - 08.12.2015
Implementation Plan19.10.2015 - 18.03.2016
Complete Docu-
mentation18.01.2016 - 31.03.2016
16.03.-21.03.
Site visit I
13.04.-18.04.
Site visit II
Map Information Supply19.02.2015 - 01.09.2015
Map Information Last Mile19.02.2015 - 30.10.2015
Last Mile Integration19.02.2015 - 30.10.2015
Project Management27.01.2015 - 29.03.2016
Change Management27.01.2015 - 29.03.2016
WMS Capabilities19.02.2015 - 01.09.2015
www.gs1.ch
Pilot project
• Initial project plan created, linked to the overall project plan.
• Five scenarios for a pilot project defined (all LM inclusive)
• Goal: Provide options to accelerate the pilot whilst maintaining the focus on the “handshake” between Supply Chain and Last Mile
• Draft decision document attached as Annex to this document.
Pilot Project planned
UNHCR MATATU Project Progress Report, 23 Oct 2015Joining forces to create values
Scenario 1 Scenario 2 Scenario 3 Scenario 4 Scenario 5 (Sandbox)
Manufacturer √ X X X X
GSM √ √ X X X
Country WH √ √ √ X X
Field WH √ √ √ √ X
Distribution Center
√ √ √ √ X
Distribution Event
√ √ √ √ X
www.gs1.ch
Questions?
UNHCR MATATU Project Progress Report, 01 Sep 2015Joining forces to create values
Global Logistics Cluster meeting
Budapest, November 2015United Nations Humanitarian Response
Depot (HRD) Network
Operational
ResponseLong Term
Sustainability
Network Outreach for
Preparedness
Efficient
Processes
• Innovative supply
solutions (LAB)
• Item standardization
• Products and services
catalogue
• Warehouse optimization
(barcoding)
• Performance monitoring
and reporting tool
(Dashboard)
• Strengthen partnerships
(become part of
prepositioning and
response strategies)
• Broaden donor base
including private sector
• Increase volume of
activity and diversify
services
• Increase visibility of
UNHRD services and
Partner activities
PILLAR 1
• Response within 24-48
hours
• Expanded Customer
Service capacities
• Sourcing and stockpiling
strategy
• Augmented field
presence at onset of
emergency (RRT)
• Support to downstream
supply chain
• Connecting UNHRDs to other
prepositioning capacities
(national depots, forward
locations, staging areas)
• Support to regional and
national prepositioning and
Disaster Risk Reduction
strategies (Global Partnership
for Preparedness)
• Advance prepositioning of
white stock
Working Together - Responding as ONE
UNHRD Network Strategy 2014 - 2017
PILLAR 2 PILLAR 3 PILLAR 4
Working Together - Responding as ONE
Rapid Response
Deployment
• Trained team for deployment
• Equipment for RRT staff and
operations
• Support to Cluster, RMMI and
Partners
• Swiss STBY/P kick starting project
• RRT training in Brindisi (November
2015)
• Simulation exercise in UAE (2016)
NFI Supply and
Strategic Stockpiling
• Strengthened procurement,
stockpiling strategy, sales and
replenishment
• Developing UNHRD LAB
(Brindisi, Las Palmas, UAE)
• HPC certification
• Supply Chain Manager onboard
• Stockpile analysis and mapping, review of
ceilings and replenishment strategy
• Technical evaluation following e-Catalogue
tender underway
Network Reach
• Mapping and partnering with
global humanitarian stockpiling
initiatives to build a wider, more
comprehensive network
• Global Partnership for Emergency Preparedness (GPEP) concept documented;
• first review of ‘package’ material • ASEAN assessments for satellite
prepositioning • APS Report for Kampala (Douala, Djibouti) • Engagement with DR and RSA
• Upgrading systems to support
operations, and enhancing
analysis/reporting capabilities
• Optimizing space and
sustainability in hubs, and
improving stock management
Hub Optimization
• SC management monitoring and reporting tools
under development (dashboard)
• New racking for Accra and Kuala Lumpur
• Review/fine-tuning of barcoding in Dubai
KEY INVESTMENTS OVERVIEW CURRENT STATUS
Working Together - Responding as ONE
Sourcing and Stockpiling Strategy
Stock Analysis and Mapping
• Highest rotating stocks according to volume and value
• Current sourcing options (LTAs, White Stocks, Virtual Stocks)
Review Process
• Validate or redefine sourcing strategy of stocks
• Identify new ceilings on new assumptions (per Cluster items and with respective Cluster leads)
• Identify new products which need to be availed
New Sourcing Strategy
• Items to be stockpiled
• LTAs with supplier commitment
• LTAs w/out supplier commitment