Introduction WFP Logistics, We Deliver

Lesson Plan: Introduction LEARNING OBJECTIVES: By the end of the session, participants will be able to: Not applicable Structure Timing Activities Introduction 10 minutes Introduction of the participants and facilitators through an interactive game Overview of the training Outline the training schedule, in-class and out of class requirements Course Expectations Discussion with participants of their expectations of the course Exercise: Warm-up 15 minutes  Discuss how Warehouse Management affect the operations in emergency Total Lesson Length 45 minutes   This slide is for the facilitators reference only. This slide should be hidden from the workbook and from the class presentation DO NOT PRINT IN WORKBOOK DO NOT DISPLAY IN CLASS Facilitators should familiarize themselves with the lesson well in advance of the training to become familiar with the content, exercise requirements (printing etc.) and timing of the lesson. It is important to become familiar with the lesson objectives. This slide is meant only for the facilitator and should not be printed in the participant work book and should not be displayed in class. In the following slide the lesson objectives are displayed and this should be used to introduce the lesson and give a brief overview of what participants can expect for the lesson. When practicing the lesson prior to the training, facilitators should use the timing listed in this slide to ensure they have enough time for each element to avoid facilitating the lesson too quickly or running out of time.

Introduction Introduction: Introductions should be done as an interactive game – pick one of the following: In pairs, participants have a brief conversation with the person sitting next to them. They are given 2 minutes after which they must introduce their partner to the rest of the room. Facilitator to ask all participants to go around the table and answer their name, background and expectations for the course All participants get up and stand in a circle. A ball is passed around the circle; each time someone catches the ball they must state their name and their background before throwing the ball to someone else.

Administrative Issues Amenities Class Distractions Smoking Areas Set the ground rules for the training: Mobile phones should be switched off; any necessary calls can be made during coffee breaks Explain where the following can be located: Bathrooms, Smoking areas, Coffee and lunch break areas, Fire exits Punctuality Facilitators to set the rule of reciprocity – if participants commit to being on time, facilitators commit to finishing on time Interaction during the training Emphasize that this should not be interpreted as a traditional classroom training Questions are encouraged Discussions are encouraged – however there should only be one discussion going on at any one time Sharing of experiences a key aspect of the learning process – encourage participants to raise their hand and explain or discuss any relevant experiences that may come to mind as the topics are covered Questions, Discussion & Information Sharing Timing Group Work & Activities

Emergency Warehouse Management 123 Training Goals Emergency Warehouse Management After completing this training, participants will be equipped with a basic understanding of the following: The role and functions of the warehouse in the Emergency Supply Chain The resources needed to ensure the transit and the storage of goods in emergencies The different types of storage in emergencies The existing alternatives to commercial storage in emergencies (Mobile Storage Units – MSUs) 456

Emergency Warehouse Management 3 ways to approach topics: 123 Facilitation Method Emergency Warehouse Management 3 ways to approach topics: 1. Topic presentations WFP experience, know how and training material will be used as a reference and will serve as a basis for discussion and a catalyst for questions. 2. Interactions and discussions Facilitators and participants should share their experience, recognize the differences and similarities in Standard of Operational Procedures (SOP) and discuss what the best practices should be retained. 3. Group exercises and presentations Short group exercises to review key knowledge during topic presentations. Scenario exercises designed to simulate some of the key aspects of operational planning activities. These will be presented as a 3 complementary group exercises. 456

Emergency Warehouse Management What is your definition of ‘Warehouse’? DO NOT PRINT IN WORKBOOK What is your definition of ‘Management’? Flip Chart Exercise Organize the groups: decide in advance how the participants are to be grouped. Participants should have been asked to prepare answers to these questions along with the pre reading for the training. Guide participants if very different from the below (displayed on the next slide). Reveal the answers on the next slide after a short discussion. The pre reading defines humanitarian logistics as: ‘‘planning, implementing and controlling the efficient, cost-effective flow of and storage of goods and materials as well as related information, from point of origin to point of consumption for the purpose of alleviating the suffering of vulnerable people” “Supply Chain” is a related term, but places an emphasis more on the relationships between actors than the cargo itself: “though logistics is more focused on moving something or someone from a point of origin to a destination, supply chain management mainly focuses on relationships among the actors that make such movement possible. Logistics and supply chain management are both crucial to properly set the response to a disaster.” Regarding why these areas would be important, the pre reading lists a number of reasons – try to get the participants to list these: Logistics is normally what makes the difference between a successful and a failed relief operation Main source of expenditure – approx. 80% of humanitarian funds are spent on logistics costs Disaster relief demands a higher logistics effort in terms of knowledge and cost because sudden onset occurrences require a very rapid response capacity

Emergency Warehouse Management 123 Emergency Warehouse Management Warehouse: ‘‘A warehouse is a planned space for the storage and handling of goods and material.” DO NOT PRINT IN WORKBOOK Management: “Management (or managing) is the art of getting things done through people.” Exercise: Answer to flip chart exercise (in previous slide) Logistics:: ‘‘planning, implementing and controlling the efficient, cost-effective flow of and storage of goods and materials as well as related information, from point of origin to point of consumption for the purpose of alleviating the suffering of vulnerable people” Supply Chain: “though logistics is more focused on moving something or someone from a point of origin to a destination, supply chain management goes from the demand to final delivery So it includes planning procurement and delivery .In that sense, we can say that logistics is part of the overall supply chain” Regarding why these areas would be important, the pre reading lists a number of reasons – try to get the participants to list these: Supply chain/Logistics is normally what makes the difference between a successful and a failed relief operation Main source of expenditure – approx. 80% of humanitarian funds are spent on supply chain costs Disaster relief demands a higher logistics effort in terms of knowledge and cost because sudden onset occurrences require a very rapid response capacity 456

Agenda Day 1 Day 2 Day 3 Day 4 Morning Session Introduction WFP Logistics Emergency Cycle Warehouse Staff and Equipment Warehouse Space and layout Emergency Items Food Quality Control Site Planning and Power Supply Operating Emergency Hub   Lunch Afternoon Session Warehouses in Emergency Handling humanitarian cargo & Risk Management Documentation and Record Keeping Exercise: Information Management Medical Logistics Warehouse Maintenance Recap & Conclusion

Daily participant feedback Evaluation Course Evaluation Daily evaluation of the course: Explain the methods of eyes and ears, whereby one person will be nominated at each table / group to consolidate feedback from that group. All of these people nominated will then separately sit with the facilitators and outline their groups’ concerns / suggestions for improvement. End of course evaluation: At the end of the overall course there will be a written survey style of evaluation. Daily participant feedback

Questions WFP Logistics, We Deliver