WELCOME LOGISTICS CLUSTER GLOBAL MEETING

Transcription

1 WELCOME LOGISTICS CLUSTER GLOBAL MEETING v BUDAPEST 24 NOVEMBER 2015

2 Network: BSC Password: vng384vng384 #LogClusterGM logcluster.org

3 24 November 8:30-9:00 Coffee 9:00-10:30 Post Strategy 10:30-11:00 Coffee Break 11:00-13:00 Post Strategy 13:00-14:00 Lunch Break 14:00-15:00 Pandemic Preparedness 15:00-15:30 Coffee Break 15:30-17:00 Preparedness 17:00-17:30 Strategy Voting

4 GLC STRATEGY

5 DRAFT STRATEGY VISION Fast and predictable humanitarian logistics operations that provide the right inputs for saving lives and for the delivery of humanitarian relief to affected populations.

6 DRAFT STRATEGY MISSION Ensure the humanitarian community has the ability to save lives through timely and reliable logistical service support and information.

7 DRAFT STRATEGY VALUES 1. Accountability 2. Partnership 3. Professionalism

8 DRAFT STRATEGY PREPARE OPERATE NETWORK & ADVOCATE LEARN & IMPLEMENT Strengthen the immediate response capacity of national and regional actors, and identify capacities for an effective humanitarian logistics response Provide crucial operational services and information in a timely way, to support the humanitarian community Engage with various actors on the global, regional and local levels to understand needs of stakeholders and advocate for humanitarian logistics role and requirements Continuously improve humanitarian logistics operations through learning from past operations, identifying gaps and sharing best practices within the Logistics Cluster

9 GROUP WORK

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

11 COFFEE BREAK Session will re-start at 11:00

12 GLC STRATEGY GROUP WORK

13 LUNCH BREAK Session will re-start at 14:00

14 PANDEMIC PREPAREDNESS

15 Pandemic preparedness A Global Supply Chain Initiative (P.P.P.) Not to be published

16 A pandemic is the worldwide spread of a new disease. Not to be published

17 Some background Initiative (Ebola related) World Economic Forum Davos 2015 discussion on P.P.P. (WFP, WHO, H. Schein) 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 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. Not to be published

18 A working group & common objectives Logistics cluster lead Henry Schein UPS BD Private Public Partnership WEF 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) University of Minnesota Not to be published WFP, WHO, UNICEF, WB CDC Atlanta

19 1/ Try to map vulnerable countries Approach and deliverables 2/ Identify categories of diseases with potential large scale geo & societal impact 3/ identify the response strategy & related supplies 4/ pre-identify critical items, services and related standard specs 68 Items ( as a start) Not to be published 5/ Attempt to quantify critical items per disease

20 Risk estimation approach Country Severity (TVI profile: transmissionvirulence-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

21 Potential Risks SARI Cholera Ebola Marburg Influenza Rift Valley Not Fever to be published

22 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

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24 THANK YOU Not to be published

25 COFFEE BREAK Session will re-start at 15:30

26 PREPAREDNESS

27 Internal circulation only UNHCR Project MATATU Nov 16 th,

28 Project Phases 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 UNHCR MATATU Project Progress Report, 01 Sep

29 Project Overview 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 UNHCR MATATU Project Progress Report, 01 Sep

30 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 Expected Benefits Better tracking of assistance in high risk conflict operations Joining forces to create values UNHCR MATATU Project Progress Report, 01 Sep

31 High Level Project Schedule Q Q Q Q Q Q Q Q Q Q Q Q Solutions Development SC Analysis/Integration Last Mile Analysis/Integration WMS Analysis/Integration End to End Development Implementation Plan Complete Documentation ICTGB Approval RFP Jan/Feb 2016 Pilots and Testing Global Rollout Stabilization

32 UNHCR Processes under Analysis Last Mile Register & Manage PoC-Data Manage Unregistered Population Target Beneficiaries Supplier to Warehouse Plan Distribution Event Source Transport Store Deliver for Distribution Distribute (Post) Distribution Monitoring Analyse Distribution Joining forces to create values

33 GS 1 System of Standards Manufacture Distribute

34 Project Timeline Phase February March April May June July August September October November December January February March Change Management Project Management Last Mile Integration Map Information Last Mile Map Information Supply WMS Capabilities End-to-End Relief Chain Concept Implementation Plan Complete Documentation Site visit I Site visit II Joining forces to create values UNHCR MATATU Project Progress Report, 23 Oct

35 Pilot project Pilot Project planned 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. 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 Distribution Event X X Joining forces to create values UNHCR MATATU Project Progress Report, 23 Oct

36 Questions? Joining forces to create values UNHCR MATATU Project Progress Report, 01 Sep

37 UNHRD

38 United Nations Humanitarian Response Depot (HRD) Network Global Logistics Cluster meeting Budapest, November 2015

39 Working Together - Responding as ONE UNHRD Network Strategy PILLAR 1 PILLAR 2 PILLAR 3 PILLAR 4 Operational Response Efficient Processes Network Outreach for Preparedness Long Term Sustainability Response within hours Expanded Customer Service capacities Sourcing and stockpiling strategy Augmented field presence at onset of emergency (RRT) Support to downstream supply chain Innovative supply solutions (LAB) Item standardization Products and services catalogue Warehouse optimization (barcoding) Performance monitoring and reporting tool (Dashboard) 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 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

40 Working Together - Responding as ONE KEY INVESTMENTS OVERVIEW CURRENT STATUS 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 Hub Optimization Upgrading systems to support operations, and enhancing analysis/reporting capabilities Optimizing space and sustainability in hubs, and improving stock management SC management monitoring and reporting tools under development (dashboard) New racking for Accra and Kuala Lumpur Review/fine-tuning of barcoding in Dubai

41 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

42 END OF DAY TWO