CONSULTANCY Initial Terms of Reference Outbreaks and Humanitarian Emergencies Supply Chain Development Project This consultancy is requested by: Unit: Outbreaks & Humanitarian Emergencies (OHE) Department: Operations Support & Logistics (OSL) Ref: 2016/OHE/PSR/0001 1. Purpose of the Consultancy Develop the overall vision, mission, strategy and tactics for the emergency supply chain that incorporates the integration of other Operational Support & Logistics (OSL) units, the World Health Organization (WHO) areas of work in the emergency response program, regional and country offices, suppliers and partners. This includes operations throughout the business model and value chain and the global strategic stockpile. The assignment will require an appropriate level of data gathering encompassing WHO resources, processes, and historical data. Additionally, the consultant/firm will interact with key WHO and external stakeholders via meetings, working groups, and committees as necessary. The supply chain of OSL is a critical component of its mandate; thus, the assignment will require dedicated and diligent focus from the consultant/firm which may include travel to various regional and country offices within the WHO and external partners. Additionally, across the 3 levels of the organization, non-emergency procurement and supply chain development are undergoing extensive reviews and reforms. The consultant/firm is expected to work with the various units and stakeholders involved in these efforts to ensure that any emergency system is compatible and efficiently coordinated with the procurement and supply chain system of the organization as a whole. 2. Background: WHO Emergency Response Initiative The WHO is currently developing an emergency response program. The Ebola crisis of West Africa exposed the international community s lack of capacity to respond to health emergency outbreaks. As a response, the WHO has been granted the mandate to develop an emergency response program to ensure that the international health community has the capacity to provide the necessary support to mitigate any public health crisis. As part of this reform effort, the WHO is forming a new unit, the Outbreaks & Humanitarian Emergencies (OHE), which will include the development of the Operational Support & Logistics (OSL) unit to provide the necessary operations capacity and logistical support to ensure an effective emergency health crisis response. The mission of the emergency supply chain is to support WHO s OHE across the 3 levels of the organization by securing and delivering in the most optimal and required timeframe essential medical and non-medical supplies during any given emergency. To create robust service and functional capabilities: Strategy and Planning, Requesting, Procurement, Warehousing and Shipping spread across an end-to-end supply chain Page 1
To create end-to-end capability which includes international and local suppliers, a global strategic stockpile in strategically situated depots, local and international partners, and end-users at numerous event sites To create a global emergency supply chain incorporating HQ, Regional and Country supply chain entities, staffing, and operations Supply chains for public health emergency responses are unique due to the criticality of the response and the timeliness required. Furthermore, Member States of the WHO look to the organization as the leader in public health emergencies. In this context, the development of a specialized supply chain must address inherent dynamics in its operations. Uncertainty and unpredictable requirements that are specific to each event Diverse geographical locations with extreme externalities Lack of appropriate infrastructure, specifically at the distribution and last mile portion of the supply chain High interdependence amongst all stakeholders Developing a fully functional supply chain focused on emergency health responses is an opportunity for all stakeholders across the emergency response supply chain to build the necessary assets, resources, and capabilities to effectively respond to any public health emergency. Differentiation: Create leading, speciality supply chain focusing on public health emergencies Global Integration: Create a seamless supply chain incorporating linkage with Regular Procurement operations, suppliers, global strategic stockpile, regional authority and country-managed responses 3. Objectives of Assignment OSL seeks to develop a robust and comprehensive supply chain to support WHO s public health emergency response activities. WHO seeks to engage a consultant or consultancy firm that will work with members of the OSL, the WHO emergency response reform, and relevant staff members within the regional and country offices to determine the vision, mission, structural design, tactics and operations. It will build upon the general model and desires of the OSL and supply chain team currently at WHO. Based on the overall mission, strategy, and tactics of the Operational Support and Logistics unit of the WHO emergency response reform program and validated by the OSL Lead and Supply Chain Management Lead, the Supply Chain Consultant is expected to successfully pursue the following objectives: Design and support the establishment of the WHO s emergency response supply chain that includes a comprehensive review and analysis of best practices, appropriate strategies, and applicable tactics that are essential to a comprehensive supply chain in an emergency environment. Install the basic components of capacity building that may include coordination with other working units within the WHO, designing appropriate operational plans as part of the reform efforts, and assisting in the development of the necessary staffing resources. Design the systems, tools, and processes necessary to ensure the harmonization, coordination, and integration of supply chain activities across the 3 levels of the emergency response program. Design and support the development of a global strategic stockpile for emergency response including stockpile development strategies, prepositioning strategies, replenishment operations and overall management of the global strategic stockpile Design and support the strategies to implement and manage effective partnerships with suppliers and external stakeholders Design the mechanisms and processes that will ensure compliance with WHO s governance rules, policies, and guidelines while successfully achieving the overall mission of the OSL. Page 2
Provide the necessary technical expertise necessary to build the most efficient supply chain utilizing best practices. Assist in the development of an experienced supply chain management team including the assessment and review of appropriate positions and corresponding Terms of References, establishment of training modules and employee review mechanisms, and the design of the overall supply chain organizational chart as it adapts to the evolving needs of the WHO emergency response program. Develop the long term strategy to pursue innovative models, technologies, operational mechanisms, etc. to ensure a dynamic supply chain in the future. Take responsibility to drive this project ensuring milestones have been completed, procurement network members are involved, and deliverables are secured. OSL expects the consultant/firm to research, explore, and define the following areas of work; A) Definition of an Emergency Supply Chain, B) Design of an Emergency Supply Chain, C) Investment and Resource Requirements of an Emergency Supply Chain, D) Development of Emergency Supply Chain Operations, and E) Capacity Building Roadmap. A. Definition of Emergency Supply Chain By defining to all relevant stakeholders what the supply chain is and why it is absolutely critical to any emergency response, it will create the foundation from which to build the supply chain and to gain the necessary internal and external support. It will describe how supply chains are integrated into emergency responses and how it supports the variety of stakeholders within and external to WHO. It will define the vision and the mission of the supply chain and how it is critical to the success to any emergency response. Additionally, the consultant/firm will be responsible for designing and establishing the Steering Committee including defining its Terms of References, securing and coordinating the members of the Steering Committee and managing its overall functions. B. Design of an Emergency Supply Chain There are complex and numerous components to a public health based, emergency supply chain. Contextually, the structure comprising the various components includes diversified staffing needs, dispersed geographical locations, complex geopolitical considerations internal and external to WHO, deficient infrastructure and diversified objectives and agendas. The consultant/firm will have to design a supply chain that takes all of this into consideration while integrating across OSL and the 3 levels of the organization. OSL also seeks to create an emergency supply chain that is dynamic and innovative. The mechanisms, the detailed functions and the appropriate staffing should be designed in a way that allows for continuous learning, enables the experimentation of new products, new processes, new funding mechanisms, and new technologies. C. Investment and Resource Requirements To build the emergency supply chain, the consultant/firm will assess the investment and resource requirements to secure highly experienced staff, build and manage the global strategic stockpile, build and manage the day-to-day operations, and all the tools to monitor and evaluate results and impact. This includes initial investment resources as well as estimated annual operating costs. D. Development of the Emergency Supply Chain Operations It is the objective of the WHO to create an emergency response programme that will provide resources on a timely basis in the most efficient manner possible for multiple, simultaneous emergencies. To achieve this objective successfully, the consultant/firm will develop the Page 3
appropriate management and operational mechanisms and procedures and processes. The operations must seamlessly integrate across the OSL platform as well as with all relevant stakeholders the supply chain supports. These management processes will need to be designed in a way that allows for flexibility and adaptability while maintaining the appropriate level of transparency. E. Capacity Building Roadmap The consultant/firm is expected to develop a roadmap detailing how the Business Case will use the investment resources to develop the supply chain. This includes, but is not limited to, the required steps to build the emergency supply chain, who are the relevant stakeholders that need to be directly involved, and the timeline associated with each activity and expected milestone. It should be used as an overarching project management template to ensure efficient investment of scarce resources, results driven methodologies and accountability. 4. Planned timelines (subject to confirmation) Duration: 6 months Estimated Start date: 30 June 2016 Estimated End date: 31 December 2016 5. Deliverables The consultant/firm will work closely with the management team of the OSL and the various stakeholders across the organization incorporating the strategic requirements as defined by WHO s Outbreaks & Humanitarian Programme, the tactical requirements of OSL, and the operations and policies of the WHO. Though this assignment concentrates on the emergency response programme being designed by the WHO, the deliverables from this assignment should reconcile with the efforts by the WHO to reform its organization-wide procurement and supply chain operations. A. Business Case Development a. Develop the overall vision, mission, strategy and tactics for the emergency supply chain while taking into consideration the entire organization s procurement and supply chain needs. b. Develop 3 different options for the design and management of the supply chain consisting of structure, operations, and roles and responsibilities of the relevant stakeholders and supply chain system across the 3 levels of the organization including immediate and intermediate strategic plans and roadmaps. c. Taking into consideration current procurement and supply assessments within the WHO, develop an assessment of the current state of the supply chain operations focused on emergency responses. d. Develop Best Practice review of supply chain strategies, tactics and operations being implemented by other UN agencies, private sector companies and academic literature and compare to current state of WHO s supply chain capabilities e. Develop business case and strategic options for the development, management and operations of the physical and virtual strategic stockpiles to create a global strategic stockpile for emergency responses B. Establishment of the Emergency Supply Chain Working Group a. Design and establish Objectives and Terms of References b. Secure internal support across the various procurement units throughout the 3 levels of the organization c. Develop external support and feedback mechanisms for the development and management of a global strategic stockpile Page 4
d. Launch periodic workshops to secure feedback from members as well as informal gatherings as part of the development process C. Organizational structure a. Develop a detailed analysis and assessment of the required functions necessary to build the emergency supply chain. b. Based on the 3 developed design options, develop the potential staffing structures for each options (positions, TORs, candidate profiles, etc.) over the three levels of the Organization including associated costs, capital expenditures and annual operating costs that incorporate all facets of the supply chain model including the global strategic stockpile. c. Develop the overarching project management template that will detail how the capacity building will take place, how the resources will be used, expected milestones and specific roles and responsibilities assigned to all relevant stakeholders. d. Launch periodic workshops to secure feedback from stakeholders, staff, partners, etc. D. Development of Management Processes and Standards of Procedures a. Develop a list of required policies, management processes, tools and standards of procedures to be developed for the efficient management and operations of the supply chain. b. In coordination with and with the support of other stakeholders, develop the individual policies, management processes, tools and standards of procedures. E. Timeline and milestones a. In coordination with the OSL team and relevant stakeholders throughout the 3 levels of the organization who are involved in the development of the emergency response programme, develop a timeline of capacity building activities that include, but are not limited to, stockpile development, policies, processes, standards and procedures. b. Develop key milestones to be tracked and secured with attached deadlines c. Develop key decision making points required from OSL team lead, emergency reform managers and any other external stakeholder. 5. Technical Supervision The selected Consultant will work on the supervision of: Responsible Officer: Jean-Christophe Azé OSL Lead Manager: François Jorda Procurement Officer 6. Specific requirements Qualifications & Experiences: Minimum of 10 years experience in supply chain development and management, ideally in an emergency response context including strategy, tactics, and operations. Demonstrated field experience in managing supply chain operations. Familiarity with the UN system is a substantial advantage. Diverse network of professionals within the supply chain sector as well as humanitarian and developmental sectors. English language required with additional official UN languages desirable. Experience and leadership capabilities in change management. Professional aptitude in oral and written communications. Strong interpersonal skills and the ability to lead diverse project teams. Ability to participate and lead working group sessions. Page 5
Skills / Technical skills and knowledge: Demonstrated ability of building and implementing high level strategies and tactics while being able to translate those into operational readiness. Experience in all aspects of supply chain development and management including Needs/Planning, Purchasing, Stock Management, and Transport and Distribution. Demonstrated ability to work with multiple stakeholders in diverse international settings. A strong network of professionals and other organizations within the emergency supply chain system including private sector suppliers, international aid organizations, UN agencies, and/or government agencies. Comfort working in a UN environment. Ability to work with multiple partners in an unstructured setting. Ability to take the initiative while balancing the need to work well within a dynamic team setting. Language requirements: English Expert French Intermediate is an asset 7. Place of assignment The Consultant will mostly to perform in WHO HQ Geneva. However, the consultant is expected to travel and to be in possession of a non-restricted passport. 8. Medical clearance The selected Consultant will be expected to provide a medical certificate of fitness for work. 9. Travel The Consultant is expected to travel according to the itinerary and estimated schedule below: Travel dates Location: From TBD To TBD TBD Purpose: TBD All travel arrangements will be made by WHO WHO will not be responsible for tickets purchased by the Consultant without the express, prior authorization of WHO. While on mission under the terms of this consultancy, the Consultant will receive subsistence allowance. Visas requirements: it is the consultant s responsibility to fulfil visa requirements and ask for visa support letter(s) if needed. Page 6