AMEND CONTENT

6.2 Procurement, logistics and administration

Partner procurement, logistics and administration systems are often less developed than CARE’s. Their staff might also have limited capacity to scale-up or manage more complex procedures. This can raise concerns about compliance. Tips include:

Partner operational systems and staff should be covered by assessments. This should be done by someone who understands procurement and logistics.
Emergencies make procurement, warehousing and transport more difficult. Consider if it might be better for CARE to cover some of these functions.
Compliance does not mean that partners must mimic CARE systems. Aim for adequate accountability, not for replication of what CARE does.
Country Office procurement and logistics rules are often stricter than those of its donors; examples can include thresholds for bids and local shopping rules. Consider using this additional flexibility while still ensuring adequate controls.
Give basic guidelines for procurement and logistics to partners. Include them in annexes to contracts (including, for example, rules on source origin and nationality).
Provide sample formats for any logistics tasks that partners will undertake.
Offer on-site training on warehousing/distribution where appropriate. Also consider seconding staff or having partner staff shadow CARE operations.
Explain and, if necessary, help partners to put in place a simple system for asset management, and make sure rules on this are stated in the contract.