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Background
After the sudden collapse of the regime in December 2024, which ended more than five decades of rule and reshaped the operational landscape for humanitarian community. Continued hostilities in northern, southern and coastal areas are driving displacement, protection concerns and access challenges. Regional dynamics, including the ongoing conflicts in Palestine, Lebanon, and Iran further contribute to a complex and highly variable operating environment, which might affect Syria operations as well.
The WFP‑led Logistics Cluster was activated in Syria in January 2013 to strengthen coordination and operational capacity among humanitarian organisations, providing tailored logistics services and improving the effectiveness of the overall response. While Syria’s political transition has brought some improvements, such as more regular trade flows, functional ports and border crossings, and improved road and fuel conditions, the operating environment remains volatile. At the same time, supplier markets within Syria are evolving, with a growing number of service providers expanding their capacity. In parallel, humanitarian partners are increasingly leveraging their internal capacities to offer complementary logistics services to the wider humanitarian community, contributing to a more diversified but still fragile logistics landscape.
Evolving regional challenges, localized clashes, explosive ordnance contamination, and fluctuating access restrictions in the northeastern part of the country require strong preparedness and flexible supply chain systems. Referring to the 2026 HPC figures, 15.6 million people are in humanitarian need with 1.5 billion USD funding requirements.
Over time, the Logistics Cluster, now transitioned to Sector, has gradually shifted from the facilitation of free common services to a focus on coordination, information management and national supply chain capacity strengthening. Despite progress, logistics operations continue to face limitations related to damaged infrastructure, insufficient temperature‑controlled facilities, bureaucratic procedures and funding constraints. In alignment with the country’s humanitarian reset and referring to the findings of the 2025 Logistics Gaps and Needs Analysis, the operation is recommended to transition from a Cluster approach to a Logistics Sector framework focusing on coordination and information management.