• State the consequences of the problem.
The consequences should be directly related to the issue. Do not suggest overly broad consequences and do not overstate the consequences. Saying, “the system will collapse because of this problem,” is probably an overstatement.
• Suggest a course of action or actions to solve the problem.
Suggest a SMART (the acronym for specific, measurable, attainable, realistic, and timely) course of action. The action should resolve the problem at the lowest cost, with as little disruption as possible. Do not suggest revising and reprinting the LMIS forms, for example, if training or a new job aid is sufficient.
• Identify who should take action on the recommendations.
Remember that donors and outside organizations also play a role in taking action. Donors may be asked to provide additional
resources, and other organizations may be involved where training is necessary. Make sure that donors agree that the action is within their scope of interest and ability to support before you
recommend it.
• Identify the levels of the logistics system that will be affected by the recommendations.
If you organized your report by administrative level, this will be obvious. Otherwise, the implications of the recommendation should be explained.
• Identify the types of resources necessary to complete the recommended actions.
Include all the resources you think will be required. Because most organizations prepare work plans annually, this may be your only opportunity to gain financial and human resource commitments.
• Identify the timeframe required to complete the actions.
The timeframe should be realistic, but it should also reflect the urgency of the problem.
TABLE 7-2.
Common Logistics Problems, Causes,
and Examples of Possible Solutions
Theft and pilfe Failure to move products Administrative bo
Problem Probable Causes Possible Solutions
Expired stock
■ Oversupply
■ Failure to use oldest products first
■
near expiration date
■ Nonuse due to deteriorated packa
■ See the solutions for over
■
ctices.
■ Implement policy that products must have a minimum shelf life re
■
use damaged items for training; implement policy to refuse ing
warehousing pra
maining when received.
Improve storage and shipping procedures; reduce handling;
delivery of damaged products.
supply above.
Implement first-to-expire, first-out procedures; improve
g
Accepting products at or
Damaged stock
■ Improper han
■
■ ging
■ ctices
■ Give warehouse staff feedback; increase supervision to improve handling procedures; reduce handling; encourage supply transactions in lot sizes.
■
personnel and increase supervision; repair/renovate storage facilities; reduce product exposure to light, water, chemicals, and pests.
■ Specify type of packaging that supplier should use; use better materials for repack
■ Improve shipping conditions; seek alternate transportation.
Review policies on proper storage of supplies with warehouse dling
Inadequate packa Poor shipping pra Improper storage
aging.
Stock records disagree withphysical inventory
■ Incorrectly recorded receipts and issues and faulty arithmetic
■ Tardy entries
■ Use of improper count units
■ Failure to conduct physical inventories frequently enough
■ Same products stored in different locations
■ rage
■ Promote care in recording entries and doing computation;
ning for staff.
simplify forms and records; provide refresher trai
■
■
cycles of pills).
Encourage prompt entries and checking of all transactions.
Implement policy that everyone uses the same units (e.g., ing
■ Ensure that inventories are conducted periodically; provide funds to conduct inventories.
■ Consolidate same products in one location.
■ Improve security.
Over-supply
■ Poor forecast
■ Inaccurate or incomplete counts of products on hand
■ Seasonal decline in product use
■ Decline in product use due to user preference
■ ttlenecks
■
rapidly to SDPs
■ Same product now available from other sources
■ Improve data used for forecast
■ Review inventory control procedures.
■ Adjust subsequent issue quantities; transfer products to high-use areas.
ing.
■ Train staff to deal with side effects and rumors.
■ Streamline bureaucratic proc dures.
■ Transfer products to a
■
customers use other sources.
eas of high use.
Improve coordination with other programs; investigate why e
ing
r
■ Poor forecast
■ Inaccurate or incomplete count of products on hand
■ Seasonal increase in product use
■ Slow administrative procedures
■ Failure to move products rapidly
■ Inadequate or infrequent supply
■ Improve data used for forecast
■ Review inventory control procedures.
■ Adjust subsequent issue quantities; transfer product from low-use areas.
■ Improve port clearance and inspection procedures.
Under-supply
ing.
e
■ Streamline distribution proc dures; seek alternate transport.
■ Find alternate donor or other source of supply.
ing
7.4.2 Common Logistics Problems, Causes, and Possible Solutions
Table 7-2 lists common logistics problems, causes, and solutions. This can serve as a resource as you think through your recommendations.
7.4.3 Presenting Recommendations
After you develop your recommendations, present them to the appropriate implementers. You can do this as a series of meetings with each implement-ing agency or through a simplement-ingle meetimplement-ing of all concerned. A simplement-ingle, larger meeting of all implementers is preferred to allow collaboration and sharing of resources. Include all donors and related program heads, as appropriate.
Focus your presentation on the program you are assisting. Although your assessment may be donor-sponsored, your customer is the program you have assessed. During your presentation, be prepared to modify your rec-ommendations and take note of specific plans for implementation. These will form part of your implementation plan.