1. Introduction
WFP Logistics, We Deliver

2. Lesson Plan: Introduction
LEARNING OBJECTIVES:
By the end of the session, participants will be able to:
Not applicable
Structure
Timing
Activities
Introduction
10 minutes
Introduction of the participants and facilitators through an interactive game
Overview of the training
Outline the training schedule, in-class and out of class requirements
Course Expectations
Discussion with participants of their expectations of the course
Exercise: Warm-up
15 minutes 
Discuss how Warehouse Management affect the operations in emergency
Total Lesson Length
45 minutes
This slide is for the facilitators reference only.
This slide should be hidden from the workbook and from the class presentation
DO NOT PRINT IN WORKBOOK
DO NOT DISPLAY IN CLASS
Facilitators should familiarize themselves with the lesson well in advance of the training to become familiar with the content, exercise requirements (printing etc.) and timing of the lesson. It is important to become familiar with the lesson objectives. This slide is meant only for the facilitator and should not be printed in the participant work book and should not be displayed in class. In the following slide the lesson objectives are displayed and this should be used to introduce the lesson and give a brief overview of what participants can expect for the lesson. When practicing the lesson prior to the training, facilitators should use the timing listed in this slide to ensure they have enough time for each element to avoid facilitating the lesson too quickly or running out of time.

3. Introduction Introduction:
Introductions should be done as an interactive game – pick one of the following:
In pairs, participants have a brief conversation with the person sitting next to them.
They are given 2 minutes after which they must introduce their partner to the rest of the room.
Facilitator to ask all participants to go around the table and answer their name, background and expectations for the course
All participants get up and stand in a circle.
A ball is passed around the circle; each time someone catches the ball they must state their name and their background before throwing the ball to someone else.

4. Administrative Issues
Amenities
Class Distractions
Smoking Areas
Set the ground rules for the training:
Mobile phones should be switched off; any necessary calls can be made during coffee breaks
Explain where the following can be located:
Bathrooms, Smoking areas, Coffee and lunch break areas, Fire exits
Punctuality
Facilitators to set the rule of reciprocity – if participants commit to being on time, facilitators commit to finishing on time
Interaction during the training
Emphasize that this should not be interpreted as a traditional classroom training
Questions are encouraged
Discussions are encouraged – however there should only be one discussion going on at any one time
Sharing of experiences a key aspect of the learning process – encourage participants to raise their hand and explain or discuss any relevant experiences that may come to mind as the topics are covered
Questions, Discussion & Information Sharing
Timing
Group Work & Activities

5. Emergency Warehouse Management
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Training Goals
Emergency Warehouse Management
After completing this training, participants will be equipped with a basic understanding of the following:
The role and functions of the warehouse in the Emergency Supply Chain
The resources needed to ensure the transit and the storage of goods in emergencies
The different types of storage in emergencies
The existing alternatives to commercial storage in emergencies (Mobile Storage Units – MSUs)
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6. Emergency Warehouse Management 3 ways to approach topics:
123
Facilitation Method
Emergency Warehouse Management
3 ways to approach topics:
1. Topic presentations
WFP experience, know how and training material will be used as a reference and will serve as a basis for discussion and a catalyst for questions.
2. Interactions and discussions
Facilitators and participants should share their experience, recognize the differences and similarities in Standard of Operational Procedures (SOP) and discuss what the best practices should be retained.
3. Group exercises and presentations
Short group exercises to review key knowledge during topic presentations.
Scenario exercises designed to simulate some of the key aspects of operational planning activities. These will be presented as a 3 complementary group exercises.
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7. Emergency Warehouse Management
What is your definition of ‘Warehouse’?
DO NOT PRINT IN WORKBOOK
What is your definition of ‘Management’?
Flip Chart Exercise
Organize the groups: decide in advance how the participants are to be grouped.
Participants should have been asked to prepare answers to these questions along with the pre reading for the training. Guide participants if very different from the below (displayed on the next slide). Reveal the answers on the next slide after a short discussion.
The pre reading defines humanitarian logistics as: ‘‘planning, implementing and controlling the efficient, cost-effective flow of and storage of goods and materials as well as related information, from point of origin to point of consumption for the purpose of alleviating the suffering of vulnerable people”
“Supply Chain” is a related term, but places an emphasis more on the relationships between actors than the cargo itself: “though logistics is more focused on moving something or someone from a point of origin to a destination, supply chain management mainly focuses on relationships among the actors that make such movement possible. Logistics and supply chain management are both crucial to properly set the response to a disaster.”
Regarding why these areas would be important, the pre reading lists a number of reasons – try to get the participants to list these:
Logistics is normally what makes the difference between a successful and a failed relief operation
Main source of expenditure – approx. 80% of humanitarian funds are spent on logistics costs
Disaster relief demands a higher logistics effort in terms of knowledge and cost because sudden onset occurrences require a very rapid response capacity

8. Emergency Warehouse Management
123
Emergency Warehouse Management
Warehouse: ‘‘A warehouse is a planned space for the storage and handling of goods and material.”
DO NOT PRINT IN WORKBOOK
Management: “Management (or managing) is the art of getting things done through people.”
Exercise: Answer to flip chart exercise (in previous slide)
Logistics::
‘‘planning, implementing and controlling the efficient, cost-effective flow of and storage of goods and materials as well as related information, from point of origin to point of consumption for the purpose of alleviating the suffering of vulnerable people”
Supply Chain:
“though logistics is more focused on moving something or someone from a point of origin to a destination, supply chain management goes from the demand to final delivery So it includes planning procurement and delivery .In that sense, we can say that logistics is part of the overall supply chain”
Regarding why these areas would be important, the pre reading lists a number of reasons – try to get the participants to list these:
Supply chain/Logistics is normally what makes the difference between a successful and a failed relief operation
Main source of expenditure – approx. 80% of humanitarian funds are spent on supply chain costs
Disaster relief demands a higher logistics effort in terms of knowledge and cost because sudden onset occurrences require a very rapid response capacity
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9. Agenda Day 1 Day 2 Day 3 Day 4 Morning Session Introduction
WFP Logistics
Emergency Cycle
Warehouse Staff and Equipment
Warehouse Space and layout
Emergency Items
Food Quality Control
Site Planning and Power Supply
Operating Emergency Hub
Lunch
Afternoon Session
Warehouses in Emergency
Handling humanitarian cargo & Risk Management
Documentation and Record Keeping
Exercise: Information Management
Medical Logistics
Warehouse Maintenance
Recap & Conclusion

10. Daily participant feedback
Evaluation
Course Evaluation
Daily evaluation of the course:
Explain the methods of eyes and ears, whereby one person will be nominated at each table / group to consolidate feedback from that group.
All of these people nominated will then separately sit with the facilitators and outline their groups’ concerns / suggestions for improvement.
End of course evaluation:
At the end of the overall course there will be a written survey style of evaluation.
Daily participant feedback

11. Questions
WFP Logistics, We Deliver