The Humanitarian Logistics Workshop, held in Mongolia from the 24th to the 27th September 2012, was an intensive four-day training and exercise. It was designed to enhance emergency response management knowledge and build capacity among senior logistics managers from a wide range of national and international organisations and agencies.

The workshop modules were developed and implemented by the WFP Logistics Development Unit (LDU) and the Global Logistics Cluster Support Cell (GLCSC) in Rome.

A facilitation team of four people from WFP/LDU, the GLCSC, and UNICEF was required to present the various training modules and conduct the exercises.

The team was also tasked with taking charge of the organisation and the logistics arrangements, both before and during the training, including the translation off all supporting documents from English to Mongolian.

PARTICIPANTS

  • Twenty senior staff from the Mongolia National Emergency Management Agency (NEMA), several Mongolian Technical Services representatives, the Mongolian Red Cross Society, UNICEF, IFRC, Save the Children, ACF, World Vision, and other national and international organisations and agencies attended the training.
  • The Participants brought a substantial degree of humanitarian experience to the training and some specific skills and knowledge of different sectors [i.e. civil aviation, warehouse, customs, inspection, railway, etc.]
  • Most of the participants are members of the existing Logistics Working Group in Mongolia.

OBJECTIVE

The main objective of the workshop was to enhance the logistics response capacity of the humanitarian community in Mongolia.

AGENDA

The preparation for this training required an adaptation of existing WFP/Logistics Cluster training modules, exercises, and role plays. The material presented included:

  • The Logistics Cluster role, mandate, activation process, Services Portfolio and tools.
  • The WFP supply chain, inter-agency logistics services, emergency response, and preparedness tools.
  • Presentation and discussions regarding challenges encountered in the Emergency Supply Chain, Planning & Sourcing, Transport, and Emergency Storage.
  • Working Group exercises, identification of logistics gaps and needs, elaboration of Concept of Operation.

IMPACT

The workshop provided a forum for discussions and instruction to promote a clearer understanding of the role the participants play in inter-agency logistics mechanisms, vis-à-vis their respective organisation or technical services. In addition to the above, brainstorming sessions were organised; workshop attendees were dispatched in groups and requested to develop a list of issues or challenges that they would be likely to face in an emergency in the areas of: supply chain, planning in emergencies, transport, emergency storage, and other challenges related to managing humanitarian logistics. The issues and challenges were captured and the participants were asked to provide a list of actions that would allow for the reduction or removal of the risks and challenges and a proposed owner for further action.