Distribution by Region

Distribution by Organisation Type, Document Type, Region and Year

Logistics occurs mostly in documents published in Europe, followed by Asia, Africa, North America and Oceania with comparatively smaller contributions. Overall, the top five contributors in terms of occurrences are IGO, RC, NGO, NGO_Fed and Found organisations.

IGO, RC, NGO, NGO_Fed and Found documents provide the greatest number of occurrences, primarily from activity reports published in Europe.

Logistics ...

• is a/an

  • industry

  • delivery of supplies & services

  • service

  • departmental unit

  • competency

  • system

• is characterised by

  • geographic scope

• • response type

• is managed at sites/in departmental areas

• is overseen by responsible parties

• has main components

• includes various activities

  • providing supplies

  • procurement, ethical purchasing

  • fleet management

  • warehousing

  • building networks of offices

  • staffing & training

  • frameworks, action plans

  • performance indicators

  • quality assurance

  • risk management

  • data management

  • improving/simplifying procedures

  • partnership with external sectors

• has challenges

  • lack of capacity

  • weak infrastructure

  • insecurity

  • limited partnership

  • poor planning

  • low access

  • high cost

  • restrictive regulation

  • corruption

  • logistics sprawl

• has solutions

  • changing organisational structure

  • improving infrastructure

  • using cash grants to sidestep logistical challenges

  • fostering partnership

  • participation and leadership from local actors

  • implementing new tools/systems

• is sometimes synonymous with supply chain / supply chain management when referring to the distribution of goods

Logistics – Delivery of medical and nutrition supplies and services, construction services, building materials and related logistical supplies.

Logistics is what gets the right supplies delivered to the right place at the right time, and is crucial in responding to large-scale humanitarian emergencies.

• industry

  • transport, agriculture, technology

• delivery (of supplies & services)

• service

  • protection, assistance, law, communication, cooperation within the movement, humanitarian diplomacy, external resources, human resources, finance

• departmental unit

  • operations, procurement, security

• competency

• system

  • grant management, financial management, procurement

• geographic scope

  • global

  • regional

  • national

• response type

  • emergency

  • humanitarian

  • nutrition

  • medical

• sites/departmental areas

  • logistics centre

  • logistics hub

  • logistics division

  • logistics department

  • logistics base

• responsible party

  • logistics officer

  • logistics coordinator

  • logistics assistant

  • logistics professional

  • logistics team

• components

• logistics management

• logistics capacity

• logistics training

• logistics activity

• logistics response

• logistics assessment

• logistics preparedness

• logistics support

It is the world's second largest logistics hub, and from here it is possible to reach one third of the world's population within four hours, and two thirds within eight hours.

MOVE is a logistics information management tool developed by eHA to provide health facilities with vaccination and supply information.

The new Certified Humanitarian Logistics Training programme was discussed and agreed at inter-agency level (WFP, UNICEF, UNHCR, ICRC, Médecins sans frontières, Oxfam, Care, etc.) and readied for launch in 2006.

Construction work on a new logistics centre is to start in spring 2009.

Logistics capacity assessment In close cooperation with UNICEF's Supply Division, the Regional Office commissioned a logistics capacity assessment for Central Asia.

Another key trend is logistics sprawl, or the spatial de-concentration of logistics facilities in metropolitan areas. Confronted with the severe land pressure in large cities, as well as with the large urban renewal projects that took place during the 1960s and 1970s, logistics and trans port companies began to follow centrifugal locational patterns (Box 4.5) [....] Greater land requirements and better accessibility to highways were two of the main driving forces.

While it results in the creation of new spaces, better fitting the functional and operational charac - teristics of freight distribution, logistics sprawl also creates challenges.

• providing supplies

• procurement, ethical purchasing

• fleet management

• warehousing

• building networks of offices

• staffing & training

• frameworks, action plans

• performance indicators

• quality assurance

• risk management

• data management

• improving/simplifying procedures

• partnership with external sectors

Smart Logistics Solutions now processes some 11,000 metric tonnes of beans and grain from more than 5,000 farmers every year, helping make affordable nutritious food available to everyone.

The Logistics Cluster has streamlined the complex administrative procedures required for each transport by undertaking the part of the administrative procedure on behalf of individual organisations, providing a UN umbrella to facilitate access for NGO cargo, and promoting recognition of convoys at checkpoints.

Without functional supply and logistics systems, for example, a primary-care network cannot function properly: in Kenya, for example, children are now much better protected against malaria as a result of local services providing them with insecticide-treated bednets2. This has only been possible because the work of primary care was supported by a national initiative with strong political commitment, social marketing and national support for supply and logistics.

The chart below represents the distribution of logistics between 2005 and 2019 in terms of the number of occurrences and relative frequency of occurrences. It also allows you to view the distribution across Regions, Organisations and Document types.

• challenges

  • lack of capacity

  • weak infrastructure

  • insecurity

  • limited partnership

  • poor planning

  • low access

  • high cost

  • restrictive regulation

  • corruption

  • logistics sprawl

• solutions

  • changing organisational structure

  • improving infrastructure

  • using cash grants to sidestep logistical challenges

  • fostering partnership

  • participation and leadership from local actors

  • implementing new tools/systems

The extremely poor condition of road, bridge, and airstrip infrastructure is identified by the humanitarian community as one of the main obstacles to the effective delivery of relief items to vulnerable populations in remote areas. The Logistics Cluster has been supporting humanitarian actors in identifying and addressing logistics bottlenecks and gaps, especially regarding road and air access and in road rehabilitation, including bridges and dams.

We want to see more of the collaboration that is emerging with logistics companies to assist in humanitarian assistance distribution and tracking. For example, a global logistics company mobilises hundreds of its staff to volunteer during a humanitarian crisis, working alongside aid organisations to manage airports, expedite customs clearance, and support the distribution and tracking of humanitarian supplies.

Three critical success factors stand out. First, as a middle-income country with an active private sector, Filipino companies – together with the Philippines arms of international businesses – led the private sector THE TYPHOON HAIYAN RESPONSE response. These companies understand the local context, they have established relationships with local government and civil society and they were able to quickly deploy local resources. For example, 90% of the pro bono personnel deployed by the Logistics Emergency Teams were Filipino.

Logistics needs to become a floating unit between support services and programmes so that it can respond to emergencies quickly and efficiently, in addition to performing day-to-day activities.

The tsunami experience demonstrated once again that a lack of back-room capacity results in front-line failures. This was particularly true for the supply chain (the process of assessing, mobilising, transporting, tracking, warehousing and distributing supplies and relief items).

Effective supply chains are essential for the delivery of drugs and diagnostics to patients – and a poorly functioning supply chain undermines all areas of the health system.

Supply chain management is an integrated approach to logistics. Starting with the choice of commodity, it includes sourcing, procurement, quality assurance, packaging, shipping, transportation, warehousing, inventory management and insurance.

Almost 90 per cent of the companies researched in our 2017 Ethical Fashion Report participated constructively and continue to collaborate to address the issues of forced and child labour in their supply chains.

The supply chain represents 60% of the cost of a humanitarian response to a natural disaster and we operate in unstable contexts where infrastructures are unreliable and where the challenges the populations face in terms of access are increasingly acute.