WELCOME

LOGISTICS CLUSTER GLOBAL MEETING

v

BUDAPEST 24 NOVEMBER 2015

Network: BSC

Password: vng384vng384

#LogClusterGM

logcluster.org | logcluster | @logcluster

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

GLC STRATEGY

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.

VALUES

DRAFT STRATEGY

1. Accountability

2. Partnership

3. Professionalism

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

GROUP WORK

Please sign up during coffee break to work on a specific goal this is of special interest to your organization

COFFEE BREAK

Session will re-start at 11:00

GLC STRATEGYGROUP WORK

LUNCH BREAK

Session will re-start at 14:00

PANDEMIC PREPAREDNESS

Pandemic preparedness A Global Supply Chain Initiative (P.P.P.)

Not to be published

A pandemic is the worldwide spread of a new disease.

Not to be published

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Not to be published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

Not to be published

THANK YOU

COFFEE BREAK

Session will re-start at 15:30

PREPAREDNESS

www.gs1.ch

Nov 16th, 2015

UNHCR Project MATATU

Internal

circulation only

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

GS 1 System of Standards

Manufacture

Distribute

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

UNHRD

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

END OF DAY TWO