- 15. Logistics
- 1. Introduction
- 2. Critical steps in supply chain management
- 3. Logistics preparedness
- 4. Logistics assessment and planning
- 5. Transport
- 5.1 Defining transport needs
- 5.2 Forms of transport
- 5.3 Specific planning considerations for road transport of supplies to programme sites
- 5.4 Transport contracting
- 5.5 Insurance
- 5.6 Incoterms
- 6. Warehousing and storage
- 5.7 Transport documents
- 5.8 Ensure controls at the time of packing and arrival
- 5.9 Customs procedures
- 6. Warehousing and storage
- 6.1 Stock management
- 6.2 Storage volume and space needed
- 6.3 Warehouse selection and design considerations
- 6.4 Receiving goods and delivery inspection
- 6.5 Space management
- 6.6 Piling systems for ease of checking
- 6.7 Rotation systems
- 6.8 Food storage and safety checklist
- 6.9 Alternative storage options when warehousing is unavailable
- 6.10 Warehouse management tools
- 6.11 Warehouse staffing
- 6.12 Warehouse handling material and equipment
- 6.13 Sharing a warehouse with other NGOs
- 6.14 Safety standards
- 6.15 Security
- 7. Logistics collaboration
- 8. Case study: Good practices from the 2005 tsunami emergency response
- 9. Annexes
- 16. Procurement
- 1. Role of procurement in an emergency
- 2. Critical steps for procurement
- 3. Enacting emergency procurement policies and procedures
- 4. Donor compliance requirements
- 5. Assessment of material needs and procurement planning
- 6. The procurement sourcing and acquisition process
- 7. Contracting
- 8. Importing goods
- 9. Receipt and dispatch
- 10. Documentation and record keeping
- 11. Additional guidelines for non-presence operations
- 12. Annexes
- 13. Other resources
- 17. Finance
- 1. Role of finance in an emergency
- 2. Critical steps in financial management in an emergency
- 3. Finance structure
- 4. Cash and cash equivalents control procedures
- 5. Cash disbursement control procedures
- 5.1 Introduction
- 5.2 Cash disbursements: Internal control checklist
- 5.3 Minimum requirements
- 5.4 General procedures
- 5.5 Cash float disbursements: CARE staff
- 5.6 Cash float disbursements: Operating cash
- 5.7 Petty cash funds
- 5.8 Travel advances, settlement and reimbursements
- 5.9 Disbursements through cash facilitators
- 6. Grants and contracts procedures
- 7. Budget development and management
- 8. Annexes
- 9. Other resources
- 18. Administration
- 1. Role of administration in an emergency
- 2. Critical steps in administration management in an emergency
- 3. Travel and logistical arrangements for emergency staff
- 4. Equipment and property management
- 4.1 Equipment requirements for the emergency response
- 4.2 Management of property
- 4.3 Requisition and issue of materials or equipment from inventory
- 4.4 Storage of materials and equipment
- 4.5 Physical count and inventory reconciliation
- 4.6 Transfer of non-expendable inventory items
- 4.7 Disposal of items
- 4.8 Building and equipment service and maintenance
- 4.9 Insurance of assets
- 5. Communications and filing systems
- 6. Establishing a new office
- 7. Establishing a compound in remote areas
- 7.1 Basic site establishment
- 7.2 Compound staff
- 7.3 Office space and living quarters
- 7.4 Inventory of compound furniture, fixture and equipment (FFE)
- 7.5 CARE compound security
- 7.6 Utilities for the compound
- 7.7 Health and hygiene
- 7.8 Procurement of food supplies
- 7.9 Canteen and recreation facilities
- 8. Vehicle management
- 9. Fuel management
- 10. Establishing CARE’s presence in a new country or area of operation
- 11. Annexes
- 12. Other resources
- 19. Distribution
- 1. Introduction
- 2. Critical steps in distribution
- 3. Distribution planning
- 4. Targeting
- 5. Recipient registration
- 6. Site storage accounting
- 7. Site security
- 8. Recipient notification
- 9. Recipient verification
- 10. Tally and receipt sheets
- 11. Commodity ration measurement
- 12. Procedures for a typical distribution
- 13. FFW distributions
- 14. Cash distributions
- 15. Reports
- 16. Monitoring
- 17. Annexes
- 20. IT and Telecommunications
- 1. Introduction
- 2. Telecommunications and security
- 3. What to do: Critical actions for telecommunications and IT
- 4. Telecommunications and IT assessments and planning
- 4.1 Telecommunications and IT minimum standards
- 4.2 Telecommunications options
- 4.3 Telecommunications and IT capacity for the assessment team
- 4.4 Conducting an assessment of the telecommunications and IT situation
- 4.5 Determining the requirements for CARE’s planned operations
- 4.6 Implementing the telecommunications and IT systems plan
- 5. Telecommunications system details and options
- 6. Computer requirements and options
- 7. Hardware support and maintenance
- 8. Procurement, import and regulations
- 9. Communications procedures
- 10. Collaboration with other agencies
- 11. Case study: Good practices and recommendations from the 2005 tsunami
- 12. Additional guidelines for non-presence operations
- 13. Annexes
- 21. Human Resources
- 1. Role of human resource management in an emergency
- 2. Critical steps in human resource management in an emergency
- 3. Organisational planning and staffing requirements
- 4. Personnel mobilisation
- 4.1 Factors to consider when selecting emergency personnel
- 4.2 Mobilising the Country Office Emergency Response Team (ERT)/redeploying existing CO staff to the emergency
- 4.3 Emergency personnel from other CARE offices
- 4.4 Rapid recruitment process for national staff
- 4.5 Rapid recruitment process for international staff
- 5. Pre-deployment planning
- 6. Insurance
- 7. Contract administration
- 8. Induction and orientation
- 9. Per diem and travel policy guidelines
- 10. Maintenance of personnel files
- 11. Coordination between HR and finance units
- 12. Staff well-being
- 12.1 Safety and security
- 12.2 Managing work hours
- 12.3 Rest and relaxation (R&R)
- 12.4 R&R entitlements for national staff
- 12.5 R&R entitlements for international staff
- 12.6 Emergency personnel support programme
- 12.7 Critical incident/severe stress
- 12.8 Emergency support for disaster-affected families of staff
- 13. Performance management
- 14. Completion of assignment
- 15. Additional guidelines for non-presence operations
- 16. Annexes
- 17. Other resources
- 22. Capacity Building in Emergencies
3.1 Activating temporary emergency procurement procedures
- Before activating any emergency procurement procedures, first check the donor requirements and restrictions for specific projects. Note: EC manual requires CMP approval for all purchases 100,000. EURO and up. (not PS related but good to note)
- The Country Director and/or Senior Management team should authorise any changes required to speed up the procurement process.
- These changes should be temporary and valid only for the 90 days. Any extension must be approved by submitting a waiver – per CAREs CI Harmonization Procurement Policy.
- The nature of the changes, their validity and duration should be documented clearly, approved in writing by the Country Director, communicated to all procurement staff and maintained on file for audit purposes.
- Establish a process to review the application of emergency procedures to determine when they should be suspended or extended.
- Ensure that procedures revert back to normal procurement policy requirements when the duration of waiver ends.
Note that COs are required to follow CAREs CI Harmonization Procurement Policy relating to procurement. If the Lead Member policy and procedures conflicts with the advice below, the Lead Member policy will take priority and shall be binding on all emergency procurement activities. Refer to the Lead Member procurement unit for further advice.
