Global Logistics Service (GLS) Annual Report 2013 (MAA00028)

This report covers the period 1/01/2013 to 31/12/2013

Overview

Operating within a five year strategic plan – Logistics 2015 – the IFRC Global Logistics Service (GLS) is working toward reinforcing and further developing its global logistics capacity to ensure that the IFRC – as a global network of National Societies – has access and control of a competent, efficient and effective logistics service to carry out its humanitarian assistance activities and achieve the goals outlined in Strategy 2020. Logistics 2015 focuses on three strategic objectives, namely:

1. support the enhancement of National Society logistics capacity;

2. increase the IFRC’s logistics capacity to deliver logistics services for preparedness and operational activities;

3. provide agreed logistics services to pre-selected humanitarian agencies.

During the reporting year, GLS continued implementation of development projects that support the delivery of Logistics 2015 and its strategic aims, combining it with ongoing work and regular logistics support to operations. Key accomplishments of 2013 included:

• GLS continued to provide logistics services to the Red Cross Red Crescent network directly supporting the delivery of Logistics 2015 strategic objective 2. On average, 21 operations per month received logistics support, with a major focus on Syria and neighbouring countries and the Philippines typhoon Haiyan operations. For Syria, GLS delivered 6,750 tons of life-saving aid in support of the tireless humanitarian work of Syrian Arab Red Crescent staff and volunteers. For the Philippines, during the first 4 weeks of the operation 25 logistics staff were deployed and goods worth of CHF 40 million were mobilized, delivered and reported.

• Development of the Disaster Management Delivery System (DMDS) which started in 2013, targeted mapping of nearly 60 business processes and two testing releases of the system. A new IT system to support cash transfer programing was successfully piloted in Senegal in December 2013.

• GLS continued to apply the National Society Logistics Capacity Enhancement (NSLCE) tool and process in NS logistics capacity development activities. By the end of 2013, 19 NS were engaged in the process globally.

• GLS implemented initiatives to upgrade the Emergency Items Catalogue, to revise the IFRC Procurement Manual and to initiate 3rd edition of the IFRC Fleet Manual. The draft of the Procurement Manual was finalized in 2013, and will be circulated for stakeholder validation in 2014.

• GLS developed Procurement and Supply Management Plans for 2 Global Fund Projects (CAR and Niger).

• A market and logistics assessment mission was conducted to MENA region, which produced a supply chain strategy for Syria and neighboring country operations. The newly established regional food procurement chain drastically reduced the delivery time of food supplies to Syria.

• Direct technical support and services were extended to over 20 NS, health and logistics ERUs.

• Compared to the previous year, the global procurement value handled by GLS increased by 51%. The number of managed contracts went up by 11%. Procurement worth of 23 million CHF was reviewed to ascertain accountability and quality assurance.

• The value of services extended to external partners grew from CHF 253,541 (2012) to CHF 8.8 million (2013). The external service documentary package was updated.

• A 5-year lease agreement was negotiated with the International Humanitarian City of Dubai, offering free of charge facilities and utilities to the GLS Dubai office, at a total annual contribution cost of CHF 505,921.

• A technical agreement was signed with the Spanish Red Cross regarding Las Palmas sub-regional stock and new operating procedures were established.