How can you effectively manage logistics partnerships with humanitarian aid organizations?

Effectively managing logistics partnerships involves establishing clear goals, maintaining open communication, and creating mutually beneficial agreements. It's essential to assess the capacity and capabilities of all parties and share critical information. Additionally, proactive risk assessment and the use of technology to enhance visibility are crucial. Training, ethical considerations, and feedback mechanisms should be in place to continuously improve operations while adhering to legal and regulatory requirements. Flexibility, adaptability, and collaboration with local communities are critical to successfully managing humanitarian logistics partnerships and ensuring aid reaches those in need efficiently and ethically.

Humanitarian aid organizations usually spend public money (tax payers money). Thus, logistics partners should understand the limitations that these organizations have in terms of contractual arrangements and procurement challenges, especially in relation to competitive bidding, due diligence, compliance, human rights due diligence, etc. Partners should educate themselves about these parameters.

First and foremost, all must have unshakeable concerns about the missed humanitarian aid goals. In recent years, we have sadly witnessed a complete collapse of humanitarian values be it in Ukraine, Israel, Palestine, and African hotspots that are smoldering and need urgent attention. It is unfortunate to see missed action plans on humanitarian aid partnerships. Strategies for ensuring that support reaches the most vulnerable are missing. Countless children have died. Aid prioritization for aid disbursal in the shortest possible time must be ensured. Multi-stakeholder consultations and efficient ICT tools for transparently tracking logistics are badly needed. UNRWA, IFRC, and other organizations deserve safety, freedom, and respect.

>It is great idea to know or understand their needs, their goals, in what they focus, what is their priority and where. > What was their achievement from previous activities? What were and are their gaps? How is their acceptance in communities? >

I would specify here the need to be able to take calculated security risks. Humanitarian aid is most of the times delivered in harsh security environments and logistics partners should be equipped to operate in such environments. This includes good communication channels, coordination with authorities, including de facto authorities, guards and protection services, etc.

Flexible and adaptable solution is a key step. -No overlap -No unnecessary resource to be mobilized -Minimal wastage of resource -Resource allocation

The role of ICT in managing humanitarian logistics is immense. Cloud interlinked with GPS ensures aid reaches the vulnerable at the earliest. Logistics movement can be tracked. Grassroots needs must be captured in the app Currently Gaza communities are in dire need of clean water; hospitals need oxygen and critical lifecare support systems; however many humanitarian organizations are not aware of the exact needs. The humanitarian logistics tools must be accessible to aid workers. Grassroots info is captured instead of top-down information. Transportation is a critical component. In the event of surface, sea, and airspace blockade the media reporters and volunteers must become foot soldiers. Inventory management must be included in the app.

Common values, similar rules of engagement, complementary mandates are critical for envisaging effective partnerships. Interoperability of systems is a clear asset. Organisations willing to partner should clearly define the How and What: develop preparedness plans; ensure both management teams, logistic staff and supply chain know each other, rehearse together, plan jointly; preposition assets and equipment for humanitarian crisis and/or develop joint contracting.