Supply chain management for humanitarian programmes
What a humanitarian supply chain covers, from needs to delivery, with a simple seven-stage flow, key controls, and tips for small NGOs in Myanmar.
Short answer
Humanitarian supply chain management is the planning and control of goods and services from identifying a need to delivering them to people. It covers needs and specifications, procurement, transport, storage, distribution and records. For small NGOs, the core is a written requisition process, fair procurement, goods received notes, stock records and close cooperation between programme, logistics and finance.
Key points
- The supply chain runs from needs identification to final delivery and records.
- No purchase without an approved requisition with a clear specification and a real date.
- Programme, logistics and finance must plan together from the start.
- Keep paper trails: requisition, order, goods received note, stock record, distribution record.
- Plan for lead times, seasons and access limits so you avoid emergency buying.
What is a humanitarian supply chain?
A supply chain is the whole path that goods and services take from the first idea to the person who uses them. The IFRC's supply chain department lists what that path includes: needs identification and analysis, sourcing and tendering, supplier selection and relationship management, transport, customs clearance, warehousing, insurance, quality inspection, and managing risk and compliance.
In humanitarian work, the aim is to deliver the right items, in the right quantity and quality, at the right time and place, at a fair cost, and with transparent procedures. The IFRC describes its own aim as value for money through fair competition and transparent procedures.
What are the stages of the supply chain?
| Stage | Question | Main control |
|---|---|---|
| 1. Needs and quantities | What do we need, how many and when? | Measured needs, not guesses |
| 2. Requisition | Who asks, with what specification? | Approved requisition form |
| 3. Sourcing and procurement | Who supplies, at what price? | Quotes or tender, approval, conflict-of-interest check |
| 4. Receiving | Did we get what we ordered? | Goods received note, quality check |
| 5. Storage | Is it safe and recorded? | Stock records, secure store, regular counts |
| 6. Transport and distribution | How does it reach people? | Dispatch plan, waybills, distribution lists |
| 7. Records and reporting | Can we prove what happened? | Complete file for audit |
Our separate guides cover logistics planning for distributions, procurement policy and asset management.
How does a good requisition work?
A procurement manual of the Somali Red Crescent Society, hosted by the IFRC, states a golden rule: no purchase without an approved requisition. It adds that a requisition should have:
- A clear, objective specification. Using a brand name can favour a supplier, unless the brand is essential.
- A specific delivery date, not "as soon as possible."
- A budget code and approval from the budget holder and finance, to confirm funds are available.
- No splitting of one requirement into smaller orders to avoid approval levels.
The same ideas work in any NGO. If you do nothing else, introduce this one form.
Why must programme, logistics and finance plan together?
The IFRC's green logistics guide, written for logistics and management staff, says programme staff (requesters) and logistics staff (buyers) must work closely. It recommends a joint procurement plan produced by programme and logistics teams when designing a new response, with logistics giving lead times for main items and programme teams forecasting when items are needed. It also advises measuring needs instead of assuming them, to avoid urgent orders and overstocking.
Practical steps:
- At project design, list the main items and the months you will need them.
- Ask your logistics officer for realistic lead times, including transport and customs where relevant.
- Build one procurement plan with dates, and share it with finance.
- Combine orders across projects where donor rules allow, to save money and shipments.
- Review the plan monthly, and update after any change in budget or access.
What controls protect goods and money?
- Separate duties. The person who requests should not be the only person who buys, receives and records.
- Fair competition. Keep written quotes or tender records, and declare relationships with suppliers.
- Goods received note. Count and check items on arrival against the order, and sign.
- Stock records. Record every item in and out, and count regularly.
- Dispatch and delivery records. Waybills and signed distribution lists connect the store to the final user.
- Supplier files. Keep contact details, prices and performance notes for repeat buying.
Fraud often hides in procurement and stock, so see fraud prevention for small NGOs.
What changes in constrained settings?
In Myanmar, programmes may face road closures, rainy-season delays, checkpoint delays, banking limits and price swings. Consider:
- Buying locally where quality and rules allow, which can save transport and support markets. See local procurement and market support.
- Pre-positioning essential items before the rainy season, where storage is safe.
- Keeping a list of alternative suppliers and transport options.
- Using phone or video checks for receiving when staff cannot travel, with photos and signed notes from a trusted local focal person.
- Keeping records in a secure cloud folder, and avoiding sensitive details in shared files.
Donor rules for procurement differ and may override your own policy. Check your grant agreement and ask your donor when unsure.
What can small teams do first?
- Write a one-page procurement and requisition procedure.
- Create the three core forms: requisition, goods received note, stock card.
- Name one person to coordinate supply chain, even part time.
- Train programme staff on specifications and lead times.
- Hold a monthly supply chain meeting with programme, finance and logistics.
How EMPO can help
EMPO is a reliable, Yangon-based training and consultancy provider and one of Myanmar's leading names in practical NGO training, with 1,200+ people trained and 15 partner organisations. Supply Chain Management is one of our training topics, delivered in English and Burmese, online over Zoom or in person across Myanmar. See our services or contact us to plan a session for your team.
Sources
- Supply Chain Management — International Federation of Red Cross and Red Crescent Societies (IFRC)
- Green Logistics Guide — IFRC, 2023
- Procurement manual — Somali Red Crescent Society, hosted by IFRC, 2020
Questions people ask
What is the difference between logistics and supply chain management?
Supply chain management covers the whole flow, including needs, sourcing and procurement. Logistics is mainly the movement and storage of goods inside that flow.
Can a small NGO run a supply chain without a logistics department?
Yes. One trained officer, clear forms and a rule on who approves what are enough to start. Keep duties separate between the requester, buyer and storekeeper.
How do we avoid delays?
Ask logistics for lead times at the design stage, make a joint procurement plan, and order early for seasons when roads are closed.