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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

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

4

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.’


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

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.


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


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


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.


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.


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.


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 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’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


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


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.

28

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


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.


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

32

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.


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.


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.


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

38

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


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.

http://docustore.wfp.org/stellent/groups/public/documents/manual_guide_proced/wfp259937.pdf

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


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?

42

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


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

Pages2-3:UNAMID/AlbertGonzalezFarran,NorthDarfur

Pages7,9and26basemap:Ekler/Shutterstock.com

Page9:WFP/OSLSArchives.Kenya

Page13:WFP/DinaEl-Kassaby,AdruOumaliya,Damascus,Syria

Page15map:UNHRD

Page17:WFP/AnthonyChaseLim,Cebu,thePhilippines

Page19:LogisticsCluster,Roxas,thePhilippines

Page21:WFP/NielsOlsen,Sudan

Page22:WFP/DinaEl-Kassaby,Safita,Syria

Page23basemap:OCHA

Page25:Jean-FrançoisCuche,thePhilippines

Page29:LogisticsCluster

Page30:WFP/HervéSerefio,C.A.R.;WFP/BarryCame,Yemen

Page31:WFP/ReinSkullerud,C.A.R.;WFP/LeonorFernandez,Mozambique

Page32:WFP/AmjadJamal,Quetta,Pakistan

Page34:WFP/KikyWirahadiandWFP/MarcoFrattini,thePhilippines

Page35:DinaEl-KassabyandWFP/AbeerEtefa,Syria

Page37:WFP/SebastienPaque,Ecuador

Page39:WFP/SimonCosta,Uganda

Page40:WFP/AmjadJamal.Sindh,Khairpur,Pakistan

Insidebackcover:WFP/AmjadJamal,Quetta,Pakistan

Backcover:WFP/AnthonyChaseLim,thePhilippinesThe new humanitarian response facility at Quetta, constructed by WFP for Pakistan’s National Disaster Management Authority.

For more information:[email protected]

World Food Programme ViaC.G.Viola,68/70-00148Rome,Italy-Tel:+390665131

Printed:August2014

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