 |  | Handbook for Emergencies - Second Edition (UNHCR, 1999, 414 p.) | ||
 |  | 18. Supplies and Transport | ||
|  | (introduction...) | ||
| | Overview | ||
| | Introduction | ||
| | Organization of the Supply Chain | ||
| | Supplies | ||
| | Transport | ||
| | Reception of Goods | ||
| | Storage | ||
| | Stock Management | ||
| | Key References | ||
| | Annexes | ||
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Figure
Situation
Refugee emergencies are often in locations removed from the main sources of supply and communications arteries. Exceptional efforts may be needed to ensure the provision of supplies and services. However without these, the whole operation will fail.
Objective
The timely delivery of the materials needed for the refugee operation.
Principles of Response
· There should be a single, unified "supply chain" with standardized procedures and coordinated with external agencies such as WFP. The term "supply chain" includes the sourcing, procurement, transport, import, management, storage and distribution of goods and services required to meet operational needs;
· Duplication of supply chain support within the UNHCR operation must be avoided;
· A single coordinating body of all the relevant UN agencies may be required to implement certain aspects of the supply chain such as transportation and storage (e.g. a "UN Joint Logistics Cell");
· Request urgently needed supplies from the UNHCR Central Emergency Stockpile if they are not available locally;
· Ensure there is good communication between offices involved in the supply chain and timely information exchange regarding logistical capacities and constraints;
· Transport and storage arrangements must have spare capacity: things often do not go according to plan, needs, and the demand for supplies, may increase;
· Seek technical assistance when necessary.
Action
· Make a comprehensive plan for all supply chain functions. Integrate supply chain arrangements in the overall planning from the start, coordinate with all sectors, and take into account any special requirements;
· Identify weak elements in the supply chain and inform operational managers of actions rendered critical due to lead time (the delay between the request for material and its arrival);
· Seek out knowledge on local conditions and assess implementing possibilities with local suppliers, or other agencies.
1. The vital role of the supply chain must not be overlooked in the initial planning, and the input of a logistics specialist is required on any assessment mission. The more remote the location of the refugees, the more difficult will be the logistical problems, yet these are the situations where logistic support or the lack of it becomes the key to success or failure.
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The ability to deliver the right supplies to the right place at the right time and in the right quantities is a prerequisite for an effective emergency operation. |
2. The supply chain must provide for international purchase, transport, swift unloading and duty-free clearance on arrival, local purchase, transit storage, onward transportation, and final distribution, with proper stock control at every stage. Figure 1 shows the likely major components of the system in diagrammatic form.
3. Logistical support can be disrupted by unpredictable events and many factors outside UNHCR's control including customs delays, breakdowns, looting, and the vagaries of nature. Furthermore, the numbers requiring assistance often increase during the emergency phase of an operation.
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The supply chain must provide for spare capacity because available capacity may become quickly overwhelmed. |
· A single coordinated operation is essential and duplication of supply chain services must be avoided;
· This requires a clear understanding of overall needs and the responsibilities for meeting them;
· Three key qualities of a good supply chain are: rapidity, flexibility and security.
Assessment
4. A clear understanding of the overall needs by all concerned is essential. Needs assessment and planning should be carried out together with government, WFP and NGO partners.
5. An easily understood and comprehensive list of requirements is essential as the starting point for meeting the basic material needs.
Without it, great confusion can result. With such a starting point, the balance of needs, requirements and distribution can be continuously monitored, and the effect of these relief goods or services will be immediately apparent.
Planning
6. Three key qualities of a good supply chain are: rapidity, flexibility and security. These three qualities depend on good coordination and communications as well as good planning. When planning for and developing the supply chain, ensure:
i. Rapidity: Response time is critically important in emergencies, and advance planning is essential to optimize resources, and not waste time correcting avoidable mistakes or inefficiencies. Planning must take into account lead times;
ii. Flexibility: Logistics is dictated by the circumstances of the operation and terrain, and must be able to quickly adapt to rapid changes in circumstances. Plan for the worst case scenario, and build in the required flexibility and adaptability;
iii. Security: The security of personnel and relief goods must be a priority in the logistics plan. Security risks vary from theft and looting to war;
iv. Coordination: Coordinate planning and implementation with other agencies, in particular WFP who often have good local transport and logistical capacity. WFP is normally responsible for food supplies up to the agreed Extended Delivery Point -see chapter on food and nutrition.
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Avoid duplication of logistical services by different organizations and ensure a single, coordinated operation. |
A single coordinating body of all the relevant agencies may be required to implement certain aspects of the supply chain such as transportation and storage (a "UN Joint Logistics Cell") - guidance on setting this up is given in MCDU's UN Joint Logistics Cell: Standard Operating Procedures. Ensure effective coordination by: advising team members and staff from other organizations of minimal lead times, respecting deadlines and delivering the expected supplies at the time and place agreed and keeping to agreed loading and transport schedules;
v. Comprehensive planning: Have an overview of the whole operation when planning for and managing services, materials, staff and time;
vi. Spare capacity: The logistics plan must provide spare capacity, taking into account factors which would cause delays (such as vehicle breakdowns);
vii. Cost-effectiveness: Ensure proper maintenance of warehouses, efficient stock control, and well negotiated contracts (e.g. for transport, warehouses, customs clearance, and maintenance). Ensure purchases are made from competitive sources in accordance with UNHCR regulations - although initial purchases may be made with speed as a foremost concern, plan follow on supplies in good time to be able to purchase from competitive sources;
viii. Good communication: A regular exchange of information between the offices involved in the supply chain is essential. Headquarters should give the Field as much notice as possible of procurement and shipment of goods or services, estimated times of arrival (ETA), changes in delivery schedules, and of contributions in kind. The field should advise Headquarters of any changes to importation laws, acknowledge receipt and distribution of consignments, and advise Headquarters of contributions in kind.
Figure
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There must be good communications facilities at dispatch and arrival points as well as mobile communications sets on surface transport. |
ix. Clear responsibility:
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Whatever the arrangements in the field, the, line of responsibility and reporting to UNHCR by the operational partners must be dear. |
The major decisions about supply chain issues should be taken by the same person with the appropriate responsibility and authority;
Local and Other Resources
7. The supply chain should use local resources and knowledge to the extent possible. Where there is a good existing warehousing and distribution system, outside assistance may not be necessary. Where outside assistance is required, sources include:
i. Supply and Transport Section at Headquarters (which handles procurement, logistics, fleet management, and contracting);
ii. Government disaster agencies or emergency corps, and Government Service Packages from donor governments (see chapter on implementing arrangements);
iii. An NGO or commercial firm with appropriate experience.
Setting up the Supply Chain
8. The circumstances of each emergency will determine what type of supply chain support is required - whether it is directly implemented by UNHCR, through an operational partner or as a commercial contract.
9. Steps to establish the supply chain include the following:
i. Make arrangements for the duty-free import/export of relief goods, and duty free and tax free purchase of relief goods with the appropriate governmental authorities. To avoid delays, this must be done before the goods are due to arrive;
ii. Investigate the possibility of using local suppliers;
iii. Select warehouses appropriate for their purpose (for storing food or non-food items; for transhipment, storage or distribution). Ensure that access roads and doors allow easy loading and offloading;
iv. Select appropriate transport for goods and/or passengers: determine the type and the number of light and heavy vehicles, vessels, aircraft and trains needed. Calculate fuel and maintenance requirements (tyres, lubricants, parts and mechanics);
v. Use temporary assistance during peak demand for staff;
vi. Provide the necessary staff support equipment such as office equipment and supplies, light and water, vehicles, freight handling items, power, communications, and accommodation;
vii. Put in place a documentation and filing system, and use standard forms to report on the status of relief goods. Advise and train personnel on procedures.
· Assess what is readily available on the local market: if locally available items are appropriate, make at least initial purchases locally;
· The basis for UNHCR procurement is competitive tendering;
· Standard specifications have been developed for common items;
· Certain emergency relief items are stockpiled centrally by UNHCR and can be accessed quickly in an emergency.
Introduction
10. The basis for all UNHCR procurement is competitive tendering. This process is made easier and more efficient by standard specifications.
11. Headquarters' Supply and Transport Section gives advice and provides support on all procurement and logistics matters and is responsible for international procurement. Guidance on local purchase can also be sought from other UN organizations. Tendering procedures are described in Annex 2 to chapter 8 on implementing arrangements.
12. When drawing up tender documents and purchase orders it is essential that all specifications, quantity, required delivery, packaging and payment terms be clearly stated. Care must be taken to ensure that contract terms protect the rights and immunities of UNHCR. Requests for tenders should in any event include UNHCR's standard conditions of sale. Advance payments and cash transfers to suppliers must be authorized by Headquarters.
13. If procurement is to be undertaken by implementing partners on behalf of UNHCR, the principles of competitive bidding must be followed (see A Programme Management Handbook for UNHCR's Partners, section 4). UNHCR staff should monitor local and international procurement made by implementing partners for the UNHCR-funded programmes.
14. Care should be taken to avoid purchasing different qualities of the same items.
Local and International Procurement
15. If emergency relief items are available locally, compare prices where possible with the international market. Use catalogues or send local prices to the Supply and Transport Section in Headquarters who will advise on the most appropriate course of action. Assess what is readily available on the local market: if locally available items are appropriate, make at least initial purchases locally. At the same time however, consider the cost-effectiveness of continuing such local purchases beyond the initial phase of the emergency, compared with making those purchases internationally.
16. Local procurement can offer a number of advantages over international purchases. These could include:
i. lower prices;
ii. speed and flexibility of delivery;
iii. local acceptance;
iv. benefits and incentives to the local economy (particularly in areas affected by a large refugee influx).
17. However, the disadvantages of local purchase could include:
i. higher prices;
ii. inappropriate quality;
iii. sudden price increases (due to sudden heavy demand) on the local market, adversely affecting the local consumer population and causing resentment; iv. higher maintenance costs.
18. As a rule, no more than 15% would be an acceptable premium for prices of locally procured goods over the total delivered cost of internationally procured goods1.
1 IOM116/94 FOM120/94, UNHCR 14.12.94.
Local Procurement
19. When the capacity of the local market is limited, care must be taken to avoid price increases caused by organizations bidding against each other for the same supplies. Provided there is clear agreement on the needs, coordination of purchases and even combined orders among the organizations concerned should be possible.
International Procurement
20. UNHCR has entered into a number of long term supply agreements ("frame agreements") for a range of products. The purpose of these agreements is to ensure the availability of goods of a standard quality at competitive prices, and reduce total lead time. These items include blankets, plastic sheeting, essential drugs, kitchen sets, semi-collapsible jerry cans, and buckets. Support and office items supplied under frame agreements include light vehicles, vehicle tires and tubes, generators, ballistic armour, computer and telecommunications equipment, and some office equipment and supplies.
21. The UNHCR Catalogue of Most Frequently Purchased Items gives summary specifications, reference number, price (US$), country of origin, and, where relevant, production capacity, production lead times and estimated shipping times. It also includes a list of current frame agreements.
22. When requesting Headquarters to make a purchase, be sure to use both the reference number for a product, and the name and date of publication of the catalogue. If specifications are not available for the product wanted, inform the Supply and Transport Section of the purpose of the product and the context in which it will be used.
23. Bear in mind lead times for international purchase can be lengthy.
Emergency Stockpiles
24.
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Certain common relief items are stockpiled centrally by UNHCR, or by suppliers on behalf of UNHCR, and can be accessed quickly in an emergency. |
The UNHCR stockpile includes the operations support items listed in the Catalogue of Emergency Response Resources (see Appendix 1). These items can be ordered through Headquarters.
25. Other UNHCR operations in the region may hold stocks that could be made available - these offices should be approached directly about the most urgent requirements.
26. UNICEF, WHO, WFP, the IFRCS and NGOs also maintain emergency stockpiles with supplies which may be available to UNHCR.
Specifications and Catalogues
27. There are a number of catalogues of products with detailed specifications. Using standard specifications (and frame agreements) is not intended to limit choice, but simplifies supply, and ensures better integration of equipment, spare parts and services. Generic specifications also make the procurement and tendering process fairer (e.g. comparing prices). Annex 1 gives detailed specifications of certain common relief items.
28. Catalogues of specifications include:
i. UNHCR Catalogue of Most Frequently Purchased Items. This is published annually by UNHCR's Supply and Transport Section, and distributed to all field offices. It gives brief specifications, price, and lead times.
ii. IAPSO Emergency Relief Items. This is a two volume catalogue published by the Inter Agency Procurement Services Office (IAPSO) of the United Nations. A large number of standard specifications adopted by UN are available in this catalogue, and there are additional IAPSO catalogues on other items (see key references).
iii. UNICEF Supply Catalogue. UNICEF also produces a large illustrated catalogue.
Considerations in Product Choice
Environment
29. UNHCR has a policy, also applicable in emergency situations, to ensure awareness and supply of environmentally friendlier products. Impact on the environment is considered an integral part of product quality. Where two or more suppliers are offering items which are substantially the same in terms of specifications, price, quality, and delivery time, the policy is to select a product whose manufacture, use and disposal is less harmful to the environment. For further details see Environmentally Friendlier Procurement Guidelines, UNHCR, 1997.
Shelter
30. For shelter, local materials and methods of construction should be used where possible, combined with tarpaulins or polythene sheeting if necessary. Except for nomadic tribes, tents are not a satisfactory type of long-term shelter. They are, however, a valuable last resort in emergencies. Remember that tents may deteriorate rapidly if stored for any length of time, particularly if humidity is high.
In-Kind Donations
31. In-kind donations should always be evaluated against actual needs and cultural appropriateness. All offers for in-kind donations should be discussed with Donor Relations Services and the Supply and Transport Section in Headquarters before being accepted (see chapter on implementing arrangements). Particular attention should be given to packaging (which must meet transport requirements) and expiry dates of products offered.
Clothing
32. Used clothing is often offered in emergencies but is generally an unsatisfactory way of meeting a need for clothing and should be discouraged. It often arrives in poor shape, dirty or badly sorted and will frequently be inappropriate for the customs of the refugees. Consider the alternative of purchasing particularly locally made clothes, and ensure that what is provided is culturally acceptable.
· Vehicle fleets should be standardized (same makes and models);
· Ensure there are sufficient drivers, fuel, lubricants, spare parts, tyres, maintenance personnel and facilities;
· It may be necessary to improve access roads, bridges, airport, or other infrastructure;
· A substantial margin of spare transport capacity (10-20%) must be provided;
· With health and community services, assess particular requirements for transporting refugees in a repatriation operation, and/or distribution for vulnerable groups.
International Transport
33. Arrangements must be made in advance with the relevant authorities for priority clearance and duties exemptions.
Air
34. In the emergency phase, supplies from abroad may arrive by air. Provide Supply and Transport Section at Headquarters with an update on the handling capacity of the airport (state of equipment, working hours, etc.) and the list of documents required for import and export of relief supplies.
Sea
35. As soon as details of the arrival of relief supplies by sea are known, arrangements should be made for clearance and priority allocation of an alongside berth and/or handling of cargo. In principle, relief supplies should be loaded only on vessels with the capacity for self-discharge. Whenever discharging alongside, they should do so directly onto trucks if possible. Arrangements for onward movement of the supplies and any interim storage necessary must also be made well in advance of the estimated time of arrival of the ship.
National Transport
Transport Networks
36. In many countries, existing transport services do not have a large spare capacity or may not serve the area where the refugees are located.
37. Where a suitable rail network exists, this can be an effective way of moving supplies. However, many railway systems are either congested or short of rolling stock (the locomotives and carriages used by railways) and long delays may be encountered. In most cases, onward movement by road to the final destination will be necessary.
38. Assess rail, road and inland waterway capacity, journey times, reputable transport contractors, freight rates, capacities and facilities at transhipment points (for example transferring goods from ferry or rail to road), and availability of fuel supplies and maintenance facilities.
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Evaluate various transport corridors (including reception capacity) for cost and speed Of delivery - even airlifts may not always significantly reduce delivery time. |
Road Transport
39. Light vehicles will be needed for staff and for specific purposes such as ambulances, and heavy vehicles for transporting cargo, and for transporting refugees in repatriation operations.
40. There must be appropriate servicing facilities, including fuel, spare parts, and administrative support. Special arrangements, e.g. establishing workshops, may be necessary.
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Managing a transport fleet: requires strong administrative skills, good communications and dose coordination With the procuremert and other functions to ensure efficient timing for collection and delivery. |
Assessing and planning vehicle needs and servicing facilities is described in Annex 2.
41. Drivers must be given training in UNHCR procedures. A sufficient number of drivers must be hired to ensure that recommended working hours are not exceeded.
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Accident rates increase markedly with tired drivers. |
A system must be established to monitor and control vehicle use, (see Annex 4 for an example of a vehicle log sheet). For light vehicles, drivers should be assigned to a specific vehicle for which they should be responsible.
42. In some situations, urgent action may be necessary in order to improve access roads. Technical advice will be of paramount importance in deciding how improvements should be made (seek advice through Programme and Technical Support Section at Headquarters). These improvements could be undertaken by the ministry of transport (or appropriate authority), perhaps supported by refugee labour. In some situations, careful briefing will be required about alternative routes in case usual roads are impassable.
43. Vehicles, bicycles, or animal or hand carts could be used for final distribution. Observe how local movement of supplies normally takes place.
Transport Capacities
44. If a commodity is to be transported by truck, the number of trucks needed should be calculated from the following information:
i. The quantity of goods to be transported in weight and volume;
ii. Type of truck available and its capacity in weight and volume;
iii. How long a round trip takes (including loading and offloading);
iv. Time allowed for routine maintenance capacity or time allowed for other known factors (driver breaks);
v. A margin for unpredictable events (such as breakdowns, accidents, bad weather, road and bridge repairs). The size of this margin will depend on many factors including the likelihood of new arrivals and the need to build up buffer stocks near the refugees. In difficult conditions, the theoretical capacity might need to be increased by 25% or more.
45. To give an example for food:
i. The number of refugees served is 30,000 who need 500 g/person/day, which is total 15,000 kg / day, or 15 MT /day;
ii. Truck capacity is 20 MT per truck;
iii. The rainy season journey time from the port of entry to a regional warehouse serving the 30,000 refugees is 3 days out and 2 days back;
iv. One day per round trip is added for routine maintenance;
v. The road surface can take a truck and trailer with a combined payload of 20 MT.
46. Therefore it will take 6 days for one truck to transport one 20 MT load, and 30,000 refugees will require 90 MT of food every six days.
Therefore the theoretically required capacity is for 4.5 such trucks. In such circumstances, it is clear that six trucks would be the prudent minimum.
47. Appendix 2 (Toolbox) sets out the capacities of different means of transport.
Transporting people by road
48. Logistical support will be necessary when transporting people for e.g. repatriation operations or relocating refugees to another site. Ensure there is close coordination with health and community services. Take particular care to look after vulnerable individuals, and minimize any risk of family separation. Passengers must be registered on a passenger manifest, wristbands should be used whenever possible, and water and food provided if it is a long journey. Ensure trucks have safe access (for example ladders).
49. When transporting medically vulnerable individuals such as pregnant women, it is preferable to use buses or ambulances. If trucks must be used, weigh the trucks down with sand bags to minimize the roughness of the transport. If there is a risk that some passengers might have a contagious disease, disinfect the vehicles after the journey.
50. Determine the number of light and heavy vehicles needed. These could include minibuses for 8-12 passengers to transport staff and vulnerable individuals, ambulances or mobile clinics (ask health staff about specifications), vehicles for transporting possessions, and mobile workshops.
51. If a convoy is necessary, plan for escort vehicles at the front and back of the convoy. If the operation involves many journeys over a short distance, consider having roving patrols with telecommunications, in case there are problems or breakdowns.
· Have a single consignee and address and inform Headquarters of any changes;
· Use the internationally accepted marking and packaging standards;
· Inspect goods on arrival and register insurance claims: supplies can get lost or arrive damaged;
· Advance arrangements with appropriate government authorities and freight forwarders will be necessary for rapid handling of supplies from abroad;
· Develop and promulgate a clear policy for customs clearance procedures for NGOs.
Consignment
52. Ensure offices sending supplies know who the consignee is. The consignee would normally be the Representative, with an indication in brackets of any special instructions, for example "For (name of project/NGO)".
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Have the same consignee and address for all items required from abroad for the UNHCR emergency operation. |
However, where UNHCR was not previously present it may be better to consign c/o a UN organization already well known in the country, for example UNDP, provided no delays will result. Similarly, there should be a single consignee and address at the camp level.
53. Whether purchases are made locally or abroad, proper packing, labelling, marking are essential. All organizations and donors need to use a uniform system for marking or labelling relief consignments - use the following guidelines:
i. Colour code: the colours used for the relief supplies are: red for foodstuffs, blue for clothing and household equipment, and green for medical supplies and equipment;
ii. Labelling: if necessary the consignment should bear one of the international hazard warning signs (fragile, no hooks, keep dry, etc.). Consignments of medicines should state on the outside of the package the content and the medicines' expiration date and whatever temperature controls are necessary. English or French should be used on all labels and stencilled markings, though another language may be added. It is essential that the final destination (or port of entry) appears at the bottom of the label in very large letters;
iii. Markings: all international or regionally procured goods will normally be marked with the UNHCR project code, purchase order numbers, commodity, packing specifications, port of entry and the consignee. Relief supplies should always be packed by commodity type. Mixed consignments create problems in warehousing and in the ultimate distribution at the receiving end. The colour code recommended loses its value if, for example, medical supplies are packed in the same container as food;
iv. Size and weight: packing units should be of a size and weight that one person can handle (ideally, 25 kg; up to a maximum of 50 kg) since mechanical loading and unloading equipment may not be available at the receiving end.
Advance notice should be sent to the consignee. The following information (preferably in one document) is essential, for safe transport and ease of handling at the receiving end:
i. Name of sender (or "shipper") - normally the Supply and Transport Section in Headquarters;
ii. Name of consignee;
iii. method of transport, the name of the vessel or the number of the flight or truck, estimated time of arrival, port or airport of departure, and name of transporter (e.g. aircraft of shipping company);
iv. A detailed list of contents, including weight, dimensions, and number and type of packing units;
v. A pro-forma invoice or gift certificate showing the value of the consignment;
vi. If the consignment is insured then the type of insurance, name of company, etc.;
vii. The clearing agent, including the name of the person to be contacted in the receiving country;
viii. Instructions or special requirements for handling and storing the supplies.
An acknowledgement should be sent to the sender as quickly as possible after consignments are received, and indicate whether the goods were received in good order and/or there was any loss or damage.
Clearance Procedures
54. The supplies coming in for the operation may far exceed the scope of the routine arrangements between the authorities and the local UN community. Problems and delays may be avoided by discussing in advance the procedures to be followed by UNHCR with senior officials in the foreign ministry, ministry of finance, customs authorities, and airport and port authorities. The aim is immediate release of incoming supplies.
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Arrangements for clearance procedures and duties exemptions must be made in advance. |
55. Arrangements will need to be made with:
i. The Civil Aviation Authorities (CAA) and airport authorities for priority clearances for relief flights (whether international or national) and waiver of fees. These arrangements include: over-flight clearance; free landing rights, air traffic control and parking; priority handling of aircraft and charges at cost for handling services;
ii. The ministry of finance and customs authorities for exemption from duties and taxes of goods and services (such as the tax element of landing fees and fuel tax). Ensure the ministry of finance (as well as the CAA) have been advised in advance of planned airlifts for the operation.
56. UNHCR's cooperation and/or implementing agreement with the government should allow for the duty-free import of all items, provided that they are required for the operation (see chapter on implementing arrangements, and the UNHCR Checklist for the Emergency Administrator). Special duties exemption and customs clearance procedures may have to be developed for the emergency.
Implementing partners' clearance
57. UNHCR can undertake the customs clearance for implementing partners' relief supplies, provided these meet the purposes of the emergency operation. This will allow some control over the arrival of clearly unsuitable goods, and help in the coordination of material assistance.
58. Guidelines should make it clear to all potential consignors that UNHCR will undertake to clear only supplies for which notification is received prior to dispatch and which are considered appropriate. The guidelines should be made available to implementing partners active in the operation and to new implementing partners on arrival.
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Guidelines on customs clearance for implementing partners should be drawn up as early as possible in the operation. |
A copy of these guidelines should be shared with Headquarters and reference to this general procedure made in any NGO briefings at Headquarters, as well as in the first few general sitreps.
Handling costs and other fees
59. The expenses incurred in customs clearance, handling, storage, and onward movement of supplies belonging to UNHCR should be budgeted for. UNHCR might receive supplies procured by an implementing partner on their behalf, in which case all expenses involved should normally be borne by the implementing partner, and UNHCR will be the "consignee of convenience" (not the "owner" or "donee"). However, in certain circumstances and provided the supplies are items directly foreseen in the UNHCR operation (for example blankets, tents), UNHCR may also meet onward transportation costs.
Inspection and Damage
60. All consignments must undergo a visual and quantitative inspection on arrival (by staff) and some deliveries will be required (under government regulations) to undergo a qualitative inspection by a government designated inspection company.
61. If during the inspection, visible damage is noted, the damage must be clearly indicated on the shipping documents and a claim lodged against the last transporter within three days of receipt of the goods. The claim should indicate the dollar value at which UNHCR holds the transporter fully responsible for the loss or damage. A copy of the claim should be sent to the Supply and Transport Section in Headquarters who will follow up. The value of the loss or damage must include any associated transport costs. If damage is not visible and the packaging is undamaged, transporters will only accept a claim if it is lodged within seven days of receipt of the goods.
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Do not accept supplies that do not meet contract specifications. |
Headquarters should always be informed immediately of any damage or shortfalls or if the products do not meet specifications.
Insurance
62. Some damage, whether during transport or storage, is inevitable and considerable sums may be involved in the loss. Internationally procured supplies are insured against loss or damage in transit if their value is over a certain threshold ($200,000 in 1998) or the goods are non-expendable (such as vehicles and computers). Insurance claims must be registered at once.
· There must be appropriate storage capacity, correctly sited;
· The requirement for buffer stocks must be properly calculated and forecasted - do not hoard "just to be prepared".
Basic Requirements
63. Goods must be protected from damage due to bad handling or improper stacking; the adverse climatic effects of the sun, rain, cold or humidity; attacks by pests; and bacteriological decomposition of both food and non-food items over time.
64. Storage facilities may be required for:
i. Initial storage near the port of entry;
ii. Transit storage at certain key transhipment locations;
iii. Local storage no farther than one day's transport from the refugees;
iv. Storage at camps.
See figure 1 for information about location of storage facilities.
65. Warehouses must be accessible in all seasons and weather - plan well in advance of the winter or rainy seasons. Existing government warehousing should be used if it meets operational requirements.
66. Security of supplies must be ensured. Warehouses must be secure against theft, and should be lit if possible. Storage for local purchases should be the responsibility of the supplier whenever possible. Particular attention must be paid to those items requiring special storage.
67. A single large building is better than several small ones, as long as there are sufficient loading doors and access ramps. The doors must be large enough to allow for quick loading and offloading and small enough to keep control of the entry and alleyways.
68. Organize the distribution and storage system so that supplies are handled a minimum number of times. This will not only incur less costs, but also less damage and loss. Remember the rule "first in first out" for stock management and avoid offloading in the rain.
Considerations in Warehouse Selection
69. Warehouses should be well-constructed, dry, well-ventilated, and provide protection from rodents, inserts and birds. The floor should be flat and firm and the building should be easy to access, with suitable arrangements for loading and unloading (e.g. a ramp or platform).
70. When selecting a warehouse check the following:
State of the roof and ventilation;
71. Warehouse capacity required will depend on the nature, variety and quantity of goods supplied, the numbers of refugees they serve, and what outside support they need. Buffer stocks of essential items, particularly food and fuel, should be built up close to the refugees.
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Sufficient stocks should be on hand to cover likely interruptions in the delivery schedule. As a rule of thumb, this should cover one to three months distribution. |
Conversely, care should be taken not to hold unnecessarily large stocks of items that are not immediately required by the refugees, e.g. seasonal items such as heaters or blankets.
72. The volume of a warehouse necessary to store a given commodity may be roughly estimated as follows. First calculate the volume of the goods. As an indication:
|
1 Metric Tonne of |
Occupies approximately |
|
grain |
2 m3 |
|
medicaments |
3 m3 |
|
blankets (approx. 700 heavy blankets per bale) |
4-5 m3 |
|
blankets (loose) |
9 m3 |
|
tents (approx. 25 family tents |
4-5 m3 |
If the goods can be stored to height of 2 metres, the minimum surface area occupied by the goods will be half their volume. Increase this surface area by at least 20% to allow for access and ventilation.
73. For example, the approximate size of a store to hold 2 months' supply of the cereal staple for 30,000 refugees receiving an individual cereal ration of 350 g/day would be:
350 g × 30,000 × 60 days = 630 MT
1 MT of grain occupies 2 m3
Therefore 630 MT occupies 1,260 m3.
1,260 m3 stored to a height of 2 m gives a surface area of 630 m2, add 20% for access = 756 m2 of floor space. A building some 50 m long by 15 m wide would therefore be indicated.
Warehouse construction
74. If suitable storage facilities do not exist, they may have to be built. Local techniques, materials and practices are likely to be the most appropriate in the longer term. However, for rapid construction, it may be necessary to use prefabricated (tent) warehouses as a temporary measure. These should be carefully sited, protected from surface water by digging ditches if necessary, and with raised platforms inside (for example using pallets, or groundsheets on sand). The contents must not touch the tent walls. Prefabricated warehouses are held as part of the UNHCR central emergency stockpile. They are 24 m long × 10 m wide with a capacity of between 750 to 1,100 m3.
· Effective stock management and security are imperative and must cover the whole supply chain through to the final distribution to families or individuals;
· Report on stock levels, movements, losses, damage and distribution using the UNHCR Commodity Tracking System (CTS).
75. The stock management system should ensure that initial low quantities of goods can be put to best use and quickly into distribution.
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A sound stock management and distribution system is essential in order to identify potentially critical shortages in time and assure final delivery to the beneficiaries. |
Levels of relief may not meet total requirements of the beneficiaries - the agencies involved must identify what goods should be immediately distributed and to whom.
76. The stock management and distribution system should identify what has been ordered, where the goods are, when they will be delivered, and where they have been distributed. This information must be available to those responsible for the operation.
77. Control mechanisms include verifying the bulk consignments on arrival, physical stock checks in the warehouses, individual ration cards or distribution checks at the sites and carefully calibrated measures (scales) for final distribution. The nature of these mechanisms will depend on the circumstances, but they must be in place from the start and they must provide real and not just theoretical control. The supplies actually distributed to the refugees must be reconcilable with those known to have been delivered, those remaining in storage, and those which are lost or damaged.
78. In the emergency phase certain basic controls should be established at once, in addition to the controls over actual distribution. These are described in Annex 3.
79. The UNHCR Commodity Tracking System (CTS) is a computerized tool for stock management, which uses information from purchase orders and shipping and warehouse documentation (described in Annex 3), to track goods from their arrival at the port of entry of the country of operation, to the final distribution point. An additional module ("pipeline management module"), which can be attached to the CTS, tracks goods from the point of source (globally) to the port of entry.
80. The stock control and distribution system (including CTS) provides information to fulfil reporting obligations - ensure the system takes account of reporting needs as specified by Community Services, Field and Programme Officers. See UNHCR Commodity Distribution, A Practical Guide for field staff for further guidance, in particular on setting up a reporting system for distribution.
81. A Motor Item Management system, (MIMS) is a computerized tool for fleet management, which keeps track of the maintenance and repair of vehicles, generators, etc., of fuel consumption, vehicle insurance, and the registration of vehicles, their re-deployment and disposal.
82. Assistance with setting up the CTS or MIMS can be obtained from Supply and Transport Section, Geneva.
Commodity Distribution - a practical guide for field staff, UNHCR, Geneva 1997.
Emergency Relief Items, Compendium of Generic Specifications.
Vol 1: Telecommunications, Shelter & Housing, Water Supply, Food, Sanitation and Hygiene.
Materials Handling, Power Supply.
Vol. 2: Medical Supplies, IAPSO, Copenhagen, 1995.
Environmentally Friendlier Procurement Guidelines, UNHCR, Geneva, 1997.
Field Motor Vehicles, IAPSO, 1997-1999
Office Equipment, IAPSO, 1998.
Food Storage Manual, WFP, Rome, 1983.
Heavy Vehicles, Trucks, IAPSO, 1996-1997.
IAPSO catalogues (updated periodically) with specifications, including: Most Frequently Purchased Items, UNHCR, Geneva, June 1998 (updated annually).
Stock Management, (Guide No. 6), ITC, Geneva, 1985.
Supplies and Food Aid Field Handbook, UNHCR Geneva, 1989 (this is the same as Chapter 10 of the UNHCR Manual).
UNHCR Manual, Chapter 4, UNHCR, Geneva, 1996.
UN Joint Logistics Cell: Standard Operating Procedures, MCDU, Geneva, 1997.
Annex 1 - Standard specifications for certain common relief items
These specifications can be useful in drawing up tender requests where local purchase is possible, to assist in negotiations with suppliers, and to give a clear indication of what could otherwise be supplied at short notice through Headquarters (some items are available in the emergency stockpile -see Appendix 1, Catalogue of Emergency Response Resources).
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1. Woven Dry Raised Blankets (Type A) (for warm climates) | |
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Composition: |
Woven, minimum 30% wool. Balance of new cotton/synthetic fibres; |
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Size: |
150 × 200 cm, thickness 4 mm; |
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Weight: |
1.5kg; |
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T.O.G.: |
1.2-1.6; |
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(thermal resistance |
of garment) |
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Finish: |
10 stitches/decimetre or ribbon bordered 4 sides; |
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Packing: |
In compressed water tight wrapping in pressed bales of 30 pcs. Each bale of 30 pcs would be about 0.3 m3 volume and weigh approx. 48 kg. |
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2. Woven Dry Raised Blankets (Type B) (for cool climates) | |
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Composition: |
Woven, minimum 50% wool. Balance of new synthetic fibre; |
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Size: |
150 × 200 cm, thickness 5 mm; |
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Weight: |
1.5kg; |
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T.O.G.: |
2.0 - 2.4; |
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(thermal resistance |
of garment) |
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Finish: |
10 stitches/decimetre or ribbon bordered 4 sides; |
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Packing: |
Compressed water tight wrapping in pressed bales of 30 pcs. Each bale of 30 pcs would be about 0.35 m3 volume and weigh 50 kg. |
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3. Heavy duty plastic bucket, 10 litre | |
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Type: |
Heavy duty plastic bucket, multi purpose, with lid; |
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Material: |
High density polyethylene (HDPE), food grade material, conical seamless design. |
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Handle: |
Steel-wire bale handle, fitted with plastic roller grip, rust proof; |
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Thickness: |
Minimum 1.0 mm; |
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Dimensions: |
Approx. top diameter: 30 cm Approx. height: 30 cm; volume 0.01 m3 |
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Weight: |
450 g. |
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4. Jerry Cans, 10 litre | |
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(Semi-collapsible jerry cans are the preferred option because of the much lower shipping volume, but they are sometimes difficult to obtain locally.) |
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Type: |
Semi-Collapsible plastic jerry cans for drinking water; |
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Material: |
Manufactured of food grade HDPE (i.e. containing no toxic elements); |
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Construction: |
Semi-collapsible; built-in carrying handle, wide enough for adult hand; screw cap linked to container by polymide string; jerry can opening 35 mm (inner diameter); 0.6 mm thick walls; Impact resistance: Must withstand drop from minimum 2.5 m containing maximum volume; |
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Operating | |
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Temperature: |
-20 to 50°C; |
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Weight: |
200 g/pce; |
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Packaging: |
150 pcs/wooden crate. Each crate weighs 49 kg, volume 0.38 m3 |
Non-collapsible jerry cans
As above, except non-collapsible, weight 400 g/pce; 1 mm thick walls; jerry can opening 40 mm (inner diameter)
5. Kitchen Sets Kitchen
Sets - Type A
a) 1 aluminium cooking pot, 7 litre, minimum thickness 1.75 mm, with lid minimum thickness 1 mm, two cast aluminium handles, sandpaper finish.
b) 1 aluminium cooking pot, 5 litre, as above, minimum thickness 1.6 mm.
c) 5 aluminium bowls, minimum thickness 1 mm, 1 litre capacity, rolled edge border, sandpaper finish.
d) 5 deep aluminium plates, minimum thickness 1 mm, 1 litre capacity, sandpaper finish.
e) 5 aluminium cups, minimum thickness 1 mm, 0.3 litre capacity, with handle, rolled edge border, sandpaper finish.
f) 5 stainless steel table spoons, polished finish.
g) 5 stainless steel table forks, polished finish.
h) 5 stainless steel table knives, polished finish.
i) 1 kitchen knife with stainless steel blade, cutting edge 14/15 cm long, 2.5 cm wide with moulded plastic handle.
j) 1 galvanized steel bucket, 15 litre, 0.5 mm thick, tapered with raised bottom, curled brim and metal arch handle.
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Packing: |
Individual carton: 30 × 30 × 33 cm = 0.02 m2 |
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Weight: |
Approx. 5.5 kg |
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Kitchen Sets - Type B | |
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Consists of the |
following items: a, b, c, (or d) e, f and optionally i). |
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Packing: |
4 sets per carton: 56 × 56 × 19.5 cm = 0.06 m2 |
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Kitchen Sets - Type C | |
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Consists of the following items: a, c, (or d) e and f. |
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Packing: |
4 sets per carton: 54 × 54 × 19.5 cm = 0.05 m2 |
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6. Reinforced plastic tarpaulins in sheets | |
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Sheets are 4 m × 5 m each. | |
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Material: |
Made of woven high density polyethylene fibre; warp × weft (12/14 × 12/14 per inch); laminated on both sides with low density polyethylene with reinforced rims by heat sealing on all sides and nylon ropes in hem; 1000 dernier Min. Stabilized against ultraviolet rays and excess heat for long outdoor exposure (1.5% loss of strength in yarn and in lamination); provided with strong aluminium eyelets or equivalent on four sides of the sheet at 100 cm centre to centre. |
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Dimensions: |
Thickness: 200-230 microns; weight 190 g/m2; density 0.9-.95 kg/cubic decimetre. |
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Tensile |
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strength: |
Min. 600 N both directions of warp and weft (BS 2576, 50 mm grab test or equivalent). |
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Tear resistance: |
100 N Min. both directions (BS 4303 wing tear or equivalent). |
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Heat/cold |
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resistance: |
Flammability: flash point above 200°C. |
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Colour: |
Blue one side white on reverse; UNHCR logo. |
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Weight: |
4.8 kg per piece, packed in bales of five, weight per bale 22.5 kg; volume per bale 0.045 m3. |
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7. Soap bars: | |
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Composition: |
Min. 70% fatty acid: max. 20% moisture, max. NAOH 0.2% max. NACL 1.25%; no mercury content. Local standards of lower content of fatty acid might be acceptable. |
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Weight: |
Soap bars should be approx. 125 g/piece. |
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8. Double Fly double fold centre pole tent | |
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Family sized tent. | |
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External dimensions: |
4.4 m × 4.4 m (outer fly), surface area 19.36 m2, centre height 3 m. |
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Internal |
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dimensions: |
4 m × 4 m, floor area 16 m2, centre height 2.75 m, side wall height 1.8 m (25 cm distance between outer and inner fly). |
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Material: |
Cotton canvas; 100% cotton yarn (10/2 × 10/2 twisted in warp 42/44, weft 24/26 threads per inch, plain weave); 15-16 oz/m2. Canvas to be free of weaving defects and finishing faults adversely affecting strength, waterproofness and durability. Water proofing/resistance to water penetration by paraffin wax emulsion and aluminium acetate to withstand 20 - 30 cm hydrostatic head. Stabilization against decomposition of the fabric (rot-proofing) with copper napthanate. |
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Poles/ropes/pegs: |
4 aluminium or bamboo poles for roof corners (2 m × 22 mm diameter); heavy duty sectional steel tube (or aluminium or bamboo) centre pole, plastic clad or galvanized (3 m × 50 mm diameter). Complete with ropes made of 9mm 3 strand polypropylene; 24 T-Type bars 40 mm × 40 mm, 50 cm long; 12 iron pegs (25 cm × 9 mm diameter), one iron hammer of 1 kg; one repair kit with one straight and one curved needle with 20 m of suitable thread for tent repair, illustrated assembly instructions with list of contents. |
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Groundsheet: |
Reinforced PVC groundsheet 250g/m2. |
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Packing: |
All rolled into a canvas bag. Weight 100-130 kg, dimensions: 2 m × 50cm diametre (0.4 m3). |
Annex 2 - Planning Vehicle Needs
1. Assessing needs
Assessing vehicle needs involves not only calculating the vehicles which are needed, but also assessing what vehicles it will be possible to operate and maintain in the area of operation. Make sure that the existing infrastructure (roads, workshops and fuel) is fully evaluated before obtaining vehicles.
What will the vehicles be used for and how many are needed?
Heavy vehicles
i. Will the vehicles be used for - transporting people or relief supplies?
ii. What will be the frequency of use (one off transport, or scheduled deliveries for distribution)?
iii. What is the total quantity (of goods or people) to be transported?
iv. Are any special configurations necessary: if a truck is to carry dangerous goods e.g. fuel, ensure that dangerous goods regulations are followed.
Light vehicles
i. How many vehicles are needed for staff? In an emergency, it is advisable to have a ratio between light vehicles and international staff of 1:1. In more stable situations, slightly fewer vehicles per staff member may be acceptable.
ii. What special vehicles might be needed (e.g. ambulances for transporting vulnerable refugees)? The main categories of light vehicles which might be useful are: sedan and minibus (4x2 only), and station wagon, van, pick-up, and ambulance (both 4x2 or 4x4).
What configurations of vehicles are needed?
i. What is the condition of the routes that will be used? tarmac roads, good unpaved roads (with stone or macadam surface), sand or dirt trails, or no roads (in which case consider animals for transport).
ii. How long are the journeys expected to be?
Light vehicles
i. What configuration light vehicles should be used according to road conditions: 4×2 or 4×4?
Heavy vehicles
i. What configuration for heavy vehicles should be used according to the road conditions: 4×2, 4×4, 6×2 or 6×4?
ii. Should trailers be used? Trailers can be more economical, i.e. - with a relatively small investment one is able to transport twice the amount of cargo. The following configurations for heavy vehicles (trucks/trailers) could be appropriate:
i. Truck with trailer (6×2 or 6×4) with a combined capacity of 20-40 MT for transport up to 3,000 km 2-7 day trip, normally for use on tarmac roads;
ii. Truck (6×4, 4×4, 4×2) for intermediary distribution with a capacity of 10-15 MT (normally 1 day trip) on unpaved roads with stone or macadam surface;
iii. 5-10 MT capacity trucks on tracks and trails (generally for trips of half a day or less up to distribution points).
Trailers
Prior to purchasing trailers, the following additional questions should be considered:
i. Are the roads and bridges suitable to drive on with trailers?
ii. Are the drivers capable of driving with trailers?
iii. What are the regulations in the country regarding the weight and length of truck-trailer combinations?
iv. What type of trailer is needed? Can the trucks be operated with trailers or would tractor trailers be better? Can the trailer be transported on the truck on empty runs? Ensure there are air-brakes, a towing hook, extra fuel tanks and spare wheels. Particular attention must be paid to the tow-bar strength and number of axles.
What makes and models of vehicles would be appropriate?
i. What makes of vehicles are maintained (to supplier specifications) by local service dealers? The heavy vehicle fleet must be standardized to suitable makes and models already operating in the country. If a mixture of models of truck is unavoidable, it may still be possible to standardize to a single make.
ii. What is the availability of vehicles: the spare capacity of local transport companies, and possibility of purchasing new or second hand vehicles?
Infrastructure (fuel, workshops)
i. Is there a service network available with the know how to maintain the fleet, or will it be necessary to set up dedicated workshops and fuel stations?
ii. Are there sufficient spare parts and tyres in the local market, or must they be imported?
iii. Is fuel (diesel and gasoline) and are lubricants readily available in the area of operation? (note the number of fuel stations, capacity and likely availability of fuel at each).
2. Sourcing vehicles
Vehicles (whether light or heavy) can be: rented locally, provided by the government, loaned from another UN Office in the region, re-deployed from another UNHCR operation, or purchased. Heavy duty vehicles can also be provided under a standby arrangement (see Catalogue of Emergency Response Resources, Appendix 1). If trucks are to be purchased internationally, send a request to the Supply and Transport Section in Headquarters by completing the appropriate form (Operations Analysis Form for Trucks - request this from Headquarters if necessary). In order to analyze the procurement options, take into account the following:
i. Expected length of operation. If the expected length of the operation is short, (3 - 6 months), or the situation is very unstable, it may be better to rent, loan or re-deploy rather than purchase vehicles, because of high initial costs;
ii. Comparative costs. Compare the cost of renting vehicles with the cost of purchasing them (including delivery costs). Consider purchasing second-hand vehicles if they are in good enough condition;
iii. Servicing and other benefits. Take into account that renting vehicles will include servicing and other benefits (such as drivers, insurance) which would need to be separately arranged if the vehicles are re-deployed, purchased, or loaned;
iv. Time. Light vehicles can be quickly deployed from the UNHCR emergency stockpile (see Appendix 3). Purchasing new vehicles can be very time consuming, because of long delivery times (up to 8 months if they are manufactured to order, which is usually necessary for the configuration of heavy duty vehicles for UNHCR operations). If there is an urgent need for heavy vehicles, inform Supply and Transport Section at Headquarters of the vehicle requirements and infrastructure, who will look into possible options (re-deployment, purchase etc.) in the international market and regionally. If it becomes necessary to purchase vehicles, early notification and action will be a priority;
v. Other options. Consideration could also be given to the possibility of "grafting" the heavy vehicle fleet onto a large national or regional transport organization. That organization's infrastructure, including workshops, offices, etc., would then be immediately available as would its accumulated experience of operating in the country.
The vehicles exclusively involved in the operation should be individually numbered and distinctively marked -for example, white with blue markings.
3. Fuel and Maintenance Facilities
There must be adequate servicing facilities, including sufficient supplies of fuel and spare parts. Maintenance and repair must be carried out regularly and as per manufacturers' standards, either through local service dealers or through a UNHCR workshop. Regular maintenance will prevent minor problems turning into major ones. Proper driving and care by the drivers can be an important factor in keeping vehicles on the road and prolonging their life. Adequate training, incentives and supervision will be the key to this.
Fuel and lubricants
· Assured supplies of fuel and lubricants must be available where they are needed (make sure oil and lubricants are in accordance with manufacturer's specifications - and new). This may require separate, secure storage arrangements and an additional fleet of fuel tanker vehicles. It may be necessary to establish fuel stations to ensure fuel supplies.
Spare parts and workshops
Consumable items (filters, shock absorbers, brake linings etc.) and spare parts must be available, especially tyres: tyre life may be no more than 10,000 km in rough desert or mountain conditions. Arrangements for maintenance and repair include:
i. Making use of or strengthening existing facilities:
Existing commercial, government or UN facilities (e.g. WFP or UNDPKO) may be able to service additional UNHCR vehicles or could be strengthened in order to do so;
ii Establishing dedicated workshops:
Workshops may have to be established by UNHCR solely for the operation - for example a central, fully equipped workshop, including personnel, tools, soldering capacity, spare parts store, and transport administration office. In addition, depending on the size and area of the operation, consider also having smaller workshops and transport administration offices closer to isolated destinations;
iii. Mobile workshops and heavy recovery vehicles may also be necessary:
Always ensure there is recovery capacity for trucks, such as mobile workshops, recovery trucks, winches, etc.
Annex 3 - Stock Management Systems
This annex gives an indication of the basic components of a stock management system. The minimum level of controls necessary will vary with each operation. Simple controls and accounting established from the start will be much more effective than a sophisticated system later. No system will be effective unless it is understood by those required to operate it. Training will be required for all staff involved. All these documents are UNHCR forms apart from waybills. The computerized UNHCR Commodity Tracking System (CTS) relies on the information contained in this paper system.
1. Stock Control
i. Pipeline report: each order or consignment (including contributions in kind), should be tracked using a pipeline report. This records all stages of stock movement from the initial request for goods through, as applicable, requests for tenders, placing of order, notification of shipment, planned delivery time and place, actual time of arrival, and distribution details.
ii. A simple board where progress can be monitored visually is likely to be very useful and can be set up at once.
2. Source Documents
Source documents identify the quantity of the commodity, specifications, packaging, value and origin.
i. Purchase order. This defines the order: specifications, number of units ordered, price/unit, total price, packaging, date of purchase, supplier, destination etc. It should make reference to the legally enforceable standard conditions of contract.
ii. Contribution Advice Form (CAF)/Donation Advice Form (DAF). When contributions in kind are pledged, Fund-raising and Donor Relations Services in Headquarters issues a CAF or DAF. This gives similar information to a purchase order and the information should be used to track the goods until final distribution in order to account to the donor as stipulated in the CAF/DAF.
3. Authorization Documents
i. Release Request. This is a formal request for goods which authorizes warehouse staff to release goods from stock.
ii. Transporting/Warehouse Request. This gives formal approval for NGOs to use UNHCR transport or warehouse facilities for their goods.
4. Certification Documents
There are a number of documents which are used to certify that goods have been received, delivered, and/or sent in good order.
i. Waybill/Air Waybill/Bill of Lading. This is the shipping document and contract with the transporter showing the destination and accompanies the goods from the port of loading to the contracted destination in duplicate. This document is the basis for customs clearance and enables staff to check goods actually received against those loaded. Duplicate copies are also used by procurement staff to verify goods dispatched against those ordered (i.e. against the purchase order form). Where the movement is between UNHCR warehouses, use the delivery note (attached as Annex 4).
ii. Release Note. This is used when goods are collected at the warehouse and the goods leave UNHCR's stock control system - the person (driver or consignor, for example an NGO) who collects the goods certifies that goods have been received in good order.
iii. Delivery Note (see Annex 4). The delivery note is sent with the goods when they are transported (under UNHCR's control) to another location (for example another UNHCR warehouse). The receiver of goods signs the delivery note to certify that the goods have been received in good order, and a signed copy is returned to the sender. It is used when the goods have been sent by rail, road or barge (an "Aircargo Manifest" is used where the goods have been transported by air).
iv. Receipt Note: Where goods have been received without a delivery note or waybill/bill of lading, a receipt note is signed by the receiver of the goods and sent to the sender for certification.
5. Warehouse documents
Whatever the size of the warehouse or store and wherever it may be located, the minimum recommended book-keeping controls are those outlined below. They must be complemented by routine inspection to ensure goods are properly stored and protected, and by a periodic audit.
i. Daily Incoming Shipment Log Sheet. This is used to record basic details of all inward consignments - description of goods, quantity, supplier, name of person receiving and date of receipt, with cross reference to waybills (above).
ii. Daily Outgoing Shipment Log Sheet. This is used to record basic details of all outward consignments - description of goods, quantity, destination, and date of dispatch, (with cross reference to waybill, delivery or receipt note).
iii. Stock card (sometimes called a bin card). One stock card for each different commodity in the warehouse is used to record every in and out movement of that particular commodity, with cross reference to the appropriate entries in the incoming/outgoing log sheets. It gives a running balance. Where possible those actually receiving and issuing the goods should not also be responsible for maintaining the stock card.
iv. Daily stock report (see Annex 4). This gives basic details of goods in stock and the quantity, value, weight of these commodities for each warehouse location.
v. Loss/damage report: to report loss or damage to stock (whether incurred during transport or storage).
Movement of goods
The easiest control to ensure that goods reach their destination may be to make (final) payment (for the goods, of the driver or transporter, as applicable) conditional on return of the certified duplicate of the Delivery Note or Waybill. More comprehensive controls and measures (e.g. monitors) may be required later, and are anyway needed to ensure that goods reach their destination (in the worst case, this control only indicates that they did not). But provided the signatories for both authorization and receipt are carefully chosen, and signatures controlled (combining them with a UNHCR seal is recommended), this should be an effective initial safeguard.
Annex 4
Annex 4
Figure
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