1. UN Peacekeeping Rapid Deployment Workshop
Supporting Mission Start-up Through Rapid Deployment

2. Agenda DFS transition to Supply Chain Management
Mission Supply Chain Network
Priorities – Goods & Services
Sourcing
Medical, Rations, POL, Aviation, Transportation
Challenges
These are the topic to be briefly covered. Point 5- not covering these areas in detail, but I want to indicate some of the available options.

3. DFS Supply Chain Management Strategic Vision
In May 2015 the USG DFS signed off on a vision, strategy and implementation roadmap for supply chain management (SCM) in field support.
The SCM Vision & Strategy outlined a Department-wide vision to strive for a “well-managed and agile supply chain to support UN Field Missions with effectiveness and efficiency.”
DFS is currently embarked on a transition to Supply Chain Management. It is a several year programme guided by a clear vision, to strive for a “well-managed and agile supply chain to support UN Field Missions with effectiveness and efficiency”.
The end goal is to ensure the right resources are at the right place and at the right time, and this requires lead time and planning.

4. SCM Blueprint
The SCM Blueprint, based on the SCM Vision & Strategy, functions as the operational-level document outlining the planned end-state of supply chain management (SCM). “The future-state of supply chain management in DFS is an integrated end-to-end supply chain, where structured planning and decision-making processes allow global optimization of resource utilization, while simultaneously improving effectiveness and efficiency in field missions.”
Blueprint, 24 October 2016
Signed in October 2016, the Supply Chain Management Blueprint is the operational level document outlining the planned end-state of supply chain management for the Department of Field Support (DFS), as well as the envisaged activities required to get there.

5. The DFS SCM strategy:
End-to-end supply chain processes with clearly defined functions, roles and responsibilities;
Tailored solutions for different situations, customer needs and challenges;
Stronger organization and enablers, supported by appropriate infrastructure, technology, resources and personnel; and
A performance management framework to ensure measurement, monitoring and control of effectiveness and efficiency..
The SCM strategy has 4 essential building blocks
End-to-end supply chain processes with clearly defined functions, roles and responsibilities;
Tailored solutions for different situations, customer needs and challenges;
Stronger organization and enablers, supported by appropriate infrastructure, technology, resources and personnel; and
A performance management framework to ensure measurement, monitoring and control of effectiveness and efficiency..

6. Supply Chain
A supply chain is a system of organizations, people, activities, information, and resources involved in moving a product or service from supplier to customer. Supply chains include every business that comes in contact with a particular product, including companies that assemble and deliver component parts to the manufacturer.
We use the term liberally, but what do we mean by supply chain? Basically it is all the individual components and processes joined together to provide a service or product to a customer. In industry supply chain is most often associated with product manufacture and delivery; obviously we do not manufacture but we need to deliver.

7. Products of SCM facilitating rapid deployment
Optimization of the chain of activities bringing goods and services to missions
Flexible, rapid and tailored solutions for different situations
Greater visibility of global inventories
Better visibility and tracking of goods moving along the supply chain
Increased performance management
System contracts better suited to end users
Recognising the implementation of the SCM Blueprint will be carried out over multiple years, transformation to SCM will be progressive with the aim of optimising, facilitating solutions, having greater visibility, etc. On-going projects like the centralised warehousing project and acquisition planning initiative are steps in the transformation.

8. Application of SCM to rapid deployment capabilities
Planning is essential to the whole process
Lead times are paramount to getting goods and services into the mission area
Need to match expectations with resources
Need to identify and close the gap between resources and requirements
Innovative, realistic and timely solutions are achievable
Need to recognise flow rates into the mission and plan accordingly or find ways to optimise flow rates
Processes need to be established/adopted in new mission environments to facilitate the end-to-end supply chain of required goods and services
SCM is not a all-inclusive solution to logistics requirements for mission start-up, surge activities and daily operations; however, the aim is to achieve effectiveness and efficiencies. Some essential requirements, not specific to SCM, are listed: importance of planning, lead times, reducing gaps.
In all the planning and execution it is important to recognise flow rates and plan accordingly.

9. Rapid deployment - Establish mission supply chain network
Develop the new mission supply chain network to meet expanding mission requirements; ensure network infrastructure is identified and integrated into overall network (e.g. APOD, SPOD, warehouse(s), container park(s), etc.)
Recognise and identify network limitations; seek alternate solutions
Map local import procedures to facilitate navigation
Coordinate with host government regarding exemptions, dangerous goods (e.g. ammunition, weapons), etc.
Partner with global and local freight forwarders
As support providers, we need to establish a supply chain network. At the mission start-up level this includes the identification of the APOD, SPOD, warehouses, container storage areas. It also incorporates the processes to navigate the network.

10. Critical goods and services requirements
Goods and services requirements will originate from UN systems contracts, local contracts, turn-key solutions, stocks in other missions, other mission capacities and the Strategic Deployment Stocks held at the GSC. DFS inventory management is providing better visibility and flexibility regarding global holdings.
As discussed there is a time sensitive requirement to source priority and routine goods, services, infrastructure and real-estate (land).
Critical items can be sourced locally, regionally or globally depending on commodity, service and requirement.

11. Mission area priority requirements
Requirement to source priority goods, services, infrastructure and real- estate (land).
Essential host country support and cooperation:
Land/real-estate
Government buildings/infrastructure
Utilities
Import/export, customs and excises
Need to establish contracts, through Procurement Division for lease of land, facilities, local core requirements (e.g. construction material, etc.). Accurate SOR/SOWs are essential and should be based on previous SOR/SOW/contracts.
Select items require host country support and cooperation. Is the SOFA in place? Draft SOFA?
Land/real-estate
Government buildings/infrastructure
SOFA
Utilities
Vehicle licensing/insurance
Import/export, customs and excises
Procurement and OLA (Legal) are essential partners in these areas.

12. Sourcing priority and routine goods and services
• Medical • POL • Rations • Construction materials • Other engineering commodities (e.g. Defensive stores, etc.) • Transportation (Ground, air, marine) • Aviation • Communication & IT equipment • Cargo handling/freight forwarding • Other commodities (i.e. General supply items, Goods and services can be satisfied through a variety of options, each with inherent advantages, disadvantages and limiting factors.
These are some of the key goods, services and other commodities required for a successful start-up rapid deployment, similarly many are required for surge operations.

13. Sourcing Options
Depending on the commodity and the criticality to mission start-up and advance deployment there are multiple options available to acquire goods and services:
Options:
Leverage UNCT / Agency contracts established in mission area
Local commercial options (Procurement)
Regional commercial options (Procurement)
Global system contracts (Procurement)
UN Strategic Deployment Stocks (SDS)
UN Reserve
Intermission transfer
Turn-key solution (Local, regional, global)
Hybrid (UNOE and local labour)
Depending on the commodity and the criticality to mission start-up and advance deployment there are options available satisfy requirements. In no particular order:
Leverage UNCT / Agency contracts established in mission area
Local commercial options (Procurement)
Regional commercial options (Procurement)
Global system contracts (Procurement)
UN Strategic Deployment Stocks (SDS)
UN Reserve
Intermission transfer
Turn-key solution (Local, regional, global)
Hybrid (UNOE and local labour)

14. Optimise enabling capacities
Enabling includes capacities to plan, transport, construct, install, integrate, commission, maintain, manage, service, operate and decommission for and on behalf of end users. Enabling capacities can be provided by the United Nations, member states or by contractors.
United Nations provided enabling capacities include:
Mission integrated support services (Service Delivery)
Military formed units (force engineering and logistics units)
Mission Support Teams (MST) deployed from the Global Service Centre and other missions
Self enabling and sustainment capacity of the end users (military, police formed units, civilians and staff officers)
A point identified multiple times, enablers are essential. Land that is not prepared for occupation is of little value. Getting and preparing land sites for occupation is a limiting factor in rapid deployment. There are 3 main enabling sources:
UN provided capacities, including TCCs already deployed within the mission (if any)
Mission integrated support services
Military formed units
Mission Support Teams (MST)
Any self enabling and sustainment capacity of the end users

15. Optimise enabling capacities (Cont)
Member states provided enabling capacities include:
Individual experts, Civilian professional agencies and member state contracted capacities
Specialized services provides under Letter of Assist
Contractual enabling capabilities include
Global, regional and local contractors
Camp services providers
Supply and installation of materials, equipments and service systems
Transportation and distribution services
Member state provided enabling capacities:
Individual experts, Civilian professional agencies and member state contracted capacities (THW)
Specialized services provides under Letter of Assist
Contractual enabling capabilities include
Global, regional and local contractors
Camp services providers
Supply and installation of materials, equipment and service systems
Transportation and distribution services

16. Medical
Medical requirements are based on the risk analysis conducted and the existing civil facilities, if any, present in the mission area
Initial deployment will most probably need to integrate local medical resources
Sourcing options:
Deploying Advanced Trauma Kits (Level 1) + internal UN resources or contracted 3rd party medical services, etc.
Depending on geographical location start-up may piggy- back on neighbouring medical chain contract(s)/systems
Commercial contracts for civilian medical team available but should be considered as a stop gap arrangement
TCC/PCC Medical Services
Bilateral agreement with member state for medical staff; UN to provide facility and equipment
Medical services are essential and can be sourced in a variety of ways:
Internal UN resources
Contracted 3rd party medical services
Avail of neighbouring mission medical chain contract(s)/systems
Commercial contracts for civilian medical team
TCC/PCC Medical Services
Bilateral agreement with member state for medical staff; UN to provide facility and equipment

17. Medical (Cont)
Immediate response protocols and system of evacuation IAW UN policies (i.e )
AMET(Aero Medical Evacuation Team) is required for each mission
Must meet established UN Policies

18. Rations
Rations market is evolved, mature, and sophisticated, providing competitive global sourcing options. Vendors are responsive, experienced and can be fully mobilized within 9 months. New mission start-up can ‘piggy-back’ on neighbouring existing contract(s). Normally 8-10 weeks to activate; eating in weeks Can take 5-6 months to fast-track a new turn-key contract solution. United Nations has developed robust and comprehensive Statement of Works which can be tailored for new mission start-ups T/PCCs normally need to deploy self-sufficient for X days (30-60?). System contract for CRPs provides qty 75,000 ready for shipment in 14 days)
Turn-key solutions. Rations market is mature and sophisticated, providing competitive global sourcing options. Vendors can be fully mobilized within 9 months. Can take 5-6 months to fast-track a new turn-key contract solution.
Security?
New mission start-up can ‘piggy-back’ on neighbouring existing contract(s). Normally weeks to activate; eating in weeks
Can take 5-6 months to fast-track a new turn-key contract solution for arriving T/PCC.
United Nations has developed robust and comprehensive Statement of Works which can be tailored for new mission start-ups
T/PCCs normally need to deploy self-sufficient for X days (30-60?). System contract for CRPs provides qty 75,000 ready for shipment in 14 days)

19. POL POL: Petroleum – Fuel + LPG (LPG - different supply chain)
Oil & Lubricants
Identify requirement . Minimize types (Diesel, Jet A1, etc.)
Need to have reasonable estimations: fuel types, quantities/consumption, locations
Options:
Leverage UNCT / Agency contracts established in mission area
Evaluate local infrastructure and commercial options
Seek turn-key solution
Last resort – deploy rapid deployment equipment, fuel trucks, bladder, pump unit, etc.
POL. The reality of fuel is it needs to be a local turn-key solution. If necessary UN/TCC resources can be used as a temporary solution.

20. Aviation
Multiple options exist to establish aviation support to the Advance Rapid Deployment Capability:
Leverage an existing contract from an existing mission, essentially ‘sharing’ of resources
Mobilize aircraft using the Standby Air Charter Agreement
Commercial sourcing – through PD using standard or compressed timeframe (<30 Days)
Utilise commercial air services* (passengers/cargo)
* Commercial carriers are subject to DSS approval
Multiple options exist to establish aviation support to rapid deployment and new mission start-up.

21. Movement Control
Strategic transport capability is available commercially and though agreements with some member states or regional agencies
Synergy between Movement Control Section and the Procurement Division can facilitate expedited bidding
Qualified and experienced Movement Control staff within DFS
Availability of contracted commercial Movements Specialists to aid T/PCCs during deployment or to aid supported field missions during start-up or surge requirements
Limiting factors are often based on document or equipment readiness, infrastructure or governmental restrictions
Strategic transport capability is available.
Synergy between Movement Control and the Procurement Division can facilitate expedited solutions
Qualified and experienced Movement Control staff within DFS
Contracted commercial Movements Specialists are available
Limiting factors are often infrastructure (APODs) or governmental restrictions

22. Engineering enabling capacity
Options:
-UN In-house capability = MST (Mission Support Team)
Use of local skilled/unskilled labour
-TCC Enabling capacity
Rapid deployment to meet timeline?
Available in neighbouring mission?
-Member State enabling capacity (THW or equivalent)
-Stand-by engineering capacity (Under development)
-Hybrid arrangements: Tripartite MOU + UN engineering equipment + other
Site preparation is a significant challenge (Priorities, heavy equipment, ground fill, levelling, etc.)
Finally, Options:
-UN In-house capability = MST (Mission Support Team)
Use of local skilled/unskilled labour
-TCC Enabling capacity
Rapid deployment to meet timeline?
Available in neighbouring mission?
-Member State enabling capacity (THW or equivalent)
-Stand-by engineering capacity (Under development)
-Hybrid arrangements: Tripartite MOU + UN engineering equipment + other
Site preparation is a significant challenge (Priorities, heavy equipment, ground fill, levelling, etc.)

23. Challenges (random order)
Start planning as early as possible, before mandate, support issues require lead time
Essential to have accurate AOR technical assessment information for focused planning
Need to work with Agreed planning assumptions
Realistic forecast of deployments and readiness estimates
Timely decision making during planning process
Buy-in by leadership relating to rapid deployment costs
Support/agreement of host nation and regional government (Security, land freedom of access, etc.)
Neighbouring governments cooperation
Availability and identification of land and infrastructure
Local and regional capacities (construction, fuel, transportation, skilled labour, services, etc.)
Early planning is essential, before mandate, support issues take time
Need accurate AOR technical assessment information for focused planning
Need establish and work with Agreed planning assumptions
Realistic forecast of deployments and readiness estimates Mission/TCC/PCC
Need timely decisions
Host nation support
Securing of land and infrastructure
Local and regional capacities (construction, fuel, transportation, skilled labour, services, etc.)

24. Plans are of little importance, but planning is essential.
Winston Churchill
Plans are of little importance, but planning is essential.
Winston Churchill

25. Questions
Discussion
UNITED NATIONS | FIELD SUPPORT