We are responsible for coordination, information management, and for facilitating access to common logistics services to ensure an effective and efficient logistics response takes place in humanitarian emergency missions.


The cluster approach was adopted in 2005 to address consistent gaps and weaknesses and to improve international responses to humanitarian crises. It is a means to strengthen response capacity, coordination and accountability by enhancing partnerships in key sectors, and by formalising the lead role of particular organisations in each of the following sectors: WASH, Shelter, Protection, Nutrition, Health, Food Security, Emergency Telecommunications, Education, Early Recovery, Camp Coordination and Camp Management, and Logistics.

Clusters are groups of organisations and other stakeholders designated by the Inter-Agency Standing Committee (IASC), and committed to commonly address humanitarian needs in each of the aforementioned sectors. The Emergency Relief Coordinator can activate one or more clusters when there exists response and coordination gaps in addressing humanitarian needs, and the existing national response or coordination capacity is unable to meet needs in a manner that respects humanitarian principles. The de-activation of clusters may be considered when at least one of the reasons for its activation is no longer present.

The Logistics Cluster

The Logistics Cluster provides coordination and information management to support operational decision-making and improve the predictability, timeliness and efficiency of the humanitarian emergency response. Where necessary, the Logistics Cluster also facilitates access to common logistics services. Due to its expertise in the field of humanitarian logistics, the World Food Programme was chosen by the IASC as the lead agency for the Logistics Cluster . WFP hosts the Global Logistics Cluster support team in its headquarters in Rome. WFP also acts as a ‘provider of last resort’ offering common logistics services, when critical gaps hamper the humanitarian response. Click here for a visual overview of the Logistics Cluster and here for 2019 highlights.


The central role of the Logistics Cluster is to act as a liaison between humanitarian actors, where logistics operations are concerned. To that end, Global Logistics Cluster staff organise and participate in a variety of inter-organisational fora and working groups, prepare and disseminate regular updates on Logistics Cluster activities. At field level the Logistics Cluster organises and chairs coordination meetings to streamline activities, avoid duplication of efforts and ensure the optimal use of resources. The Logistics Cluster Global ConOps Map provides a full overview of active operations and current activities.

Information Management (IM)

Global Logistics Cluster IM officers serve as the communications link between field operations and the humanitarian community; they ensure global standards and continuity across operations are maintained. Global Logistics Cluster IM officers support operations providing guidance and support to field staff, deploying as surge capacity at the onset of an emergency and filling the position of field IM Officer when needed. Field IM Officers collect and analyse operational information and develop high quality, timely, and accurate information products disseminated to stakeholders through the appropriate channels, following the principles outlined in the Information Management Guide .


Logistics Cluster logisticians design and manage logistics cluster activities, offering logistics solutions and technical support to responding organisations. Global Logistics Cluster logisticians act as the focal point at the global level for Logistics Cluster operations, providing expertise, regularly deploying to on-going activities or in response to sudden onset emergencies and supporting field staff.

Annual Report 2019

Download the latest annual report by the Logistics Cluster

Logistics Cluster Strategy 2016-2021











This strategy builds on the 2013-2015 strategy of strengthening and professionalising the work of the Logistics Cluster to ensure that the humanitarian community has the ability to save lives through timely and reliable logistical service support and information. The Logistics Cluster will continue to provide coordination, information management and ensure access to common logistics services where appropriate. Therefore, this strategy will carry forward and strengthen the work of the Logistics Cluster in the ongoing active operations and will serve as a foundation in preparation for new emergencies. An increased focus will be on leveraging the capacities of the Logistics Cluster partners to optimise the response.

The collaboration among the Logistics Cluster partners continued to strengthen throughout the 2013-2015 strategy period, and the Logistics Cluster Global Meetings, conducted twice a year, became a forum to raise and discuss developments, challenges and opportunities in humanitarian logistics, leading to new partnerships and shared best practices.

To reinforce even further the collaboration among Logistics Cluster partners a Strategic Advisory Group (SAG) was created in 2017. The SAG is composed of eight members, the Global Logistics Cluster Coordinator is Chair, five members are elected among the partners, one is nominated by WFP as lead agency and one field Logistics Cluster Coordinator sits as observer. The SAG aims at providing strategic support and guidance, improving accountability, facilitating decision making and fostering shared ownership of the cluster.

This collaboration will continue and further emphasis will be given to improving knowledge sharing among stakeholders. In addition, the 2016-2018 strategy includes a special focus on preparedness and on strengthening the response capacity of national actors. The work on preparedness will concentrate on six identified disaster-prone countries in which support will be given for national logistics preparedness and to create a network of local, regional and global stakeholders.

At the Global Meeting in Leysin, Switzerland in November 2017, there was general satisfaction with the 2016-2018 strategy amongst participants, and overall consensus to continue in the same strategic direction for an additional three years. In order to enable informed decision-making, it was agreed that a review of the strategy with a focus on its sustainability in a changing humanitarian context should be commissioned. Please find the full review here. Following the review, a group was established consisting of the Strategic Advisory Group (SAG) and nine additional partner organisation representatives to start developing an implementation plan with a related framework.

Following this review of the strategy and subsequent discussions held at the Washington DC Global Logistics Meeting in May 2018, it was decided to create a Strategy Implementation Plan based on the current strategy, expected to be delivered in November 2019. The Strategy Implementation Plan will work towards creating measurable outcomes and enhance the accountability of the Logistics Cluster to the strategy. Following consultations and in support of this ongoing work, the Strategic Advisory Group endorsed the decision to extend the strategy in its current form for an additional two years through to 2020. At the Dubai Global Logistics Meeting in April 2019, it was decided to further extend the strategy until 2021. This will allow one year to pilot the implementation plan and use the learnings to develop the next strategy.

Download the Logistics Cluster Strategy 2016-2021