UNHRD sees a clear opportunity to further develop its role and become a pro-active partner for the humanitarian community; offering a platform that is efficient, innovative and unique in facilitating the procurement, prepositioning and delivery of life-saving assistance to those in need. In doing so, UNHRD will enable Partners to focus on their core business and will bring organizations together, leading to better coordination, more economies of scale, value for money, and minimal duplication.
Through this initiative, UNHRD is formalizing the Rapid Response Team deployment mechanism whereby trained staff are ready for deployment at the onset of an emergency within 24 to 48 hours, equipped with critical supplies to set up operations, as well as equipment for handling and securing relief cargo.
UNHRD is expanding its role as an innovative, effective and cost-efficient procurement platform by serving as a bridge between humanitarian organizations and the industry that supports their work. With increasing supply demands from a growing number of Partners, UNHRD sees the need to revamp its supply approach (what, where and how to buy). UNHRD is augmenting its procurement team, and optimizing aid stockpiling and rotation strategies in its facilities.
This initiative builds a strategic approach made up of two projects that seek to identify gaps and optimize geographical coverage and supply chain routes. The Advanced Positioning Centre (APC) project operates internally within WFP, whereas the Global Partnership for Emergency Preparedness (GPEP) is targeted at support to Partners, primarily governments and regional associations to assist in the capacity strengthening of current setups and infrastructure.
The initial project will be built on, compounding the material development work and expanding the partnership base to include academia (further research and strategic mapping), the private sector (best practices, secondments and exploration of alternative infrastructure use), and other key WFP units.
A continuation of engagement with donors to seek both partnership and investment in the initiatives and to move past consultation and assessment work towards an initial infrastructure pilot development for GPEP, and completion of APC facilities linked to regional UNHRDs.
The Network Reach is not a short term strategic initiative and should be seen as a long-term UNHRD ambition that supports the WFP Supply Chain’s objective 4 – Strengthen National Capacities and Markets.