EMERGENCY SUPPLY CHAIN PLAYBOOK
Response Quick Guide
PEOPLE AND PROCESSES
RESPONSE QUICK GUIDE
ACTION RESPONSIBLE TIME FRAME
Conduct initial meetings with the EOC Team to gather information on the crisis EOC Coordinator Day I
Convene the ESC team to develop initial response plan ESC Lead Day 1
Identify the key stakeholders from the ESC support network to involve in the ESC Lead, with Day 1, Ongoing
response support of the ESC
Branch
Establish liaisons mechanisms with the relevant focal points from the ESC ESC Lead Week 1,
support network (sectoral, regional, partners), to share information regarding the Ongoing
situation on the ground and the areas of support of each stakeholder
Plan and update emergency supply chain response with all the relevant focal ESC Lead Week 1,
points from the ESC support network Ongoing
GOVERNANCE AND Contact, via the relevant regional ESC focal points, all regional and local ESC Lead Ongoing
ORGANIZATION technical staff involved in supply chain to communicate response plan and
coordinate the logistics on the ground
Coordinate demobilization of resources that have been deployed on the ground ESC Lead After
containment of
emergency
Conduct after-action review with the EOC, the ESC Core team, and all the ESC ESC Lead End of
support network to determine key changes to preparedness, response, and emergency
training activities
PEOPLE AND PROCESSES
RESPONSE QUICK GUIDE
ACTION RESPONSIBLE TIME FRAME
Activate the EOC, nominate the Incident Manager and activate the response EOC Coordinator Day 1
mode of the ESC team as soon as the alert threshold is reached
Alert the relevant Ministries and International Partners Liaison Officer Day 1
Elaborate a template of Situation Report to be used daily for the debrief of the The EOC Planification Day 1, Ongoing
epidemiologic situation section
Review the risk analysis with the input from the evolution of the epidemic, in The EOC Planification Day 1, Ongoing
order to update the estimation of potential cases and high-risk geographical areas and Operation Sections
Declare the end of the sanitary crisis Incident Manager End of
emergency
Update the ‘Disease Prioritization’ tracker of the Playbook with new information The EOC Planification End of
TRIGGERS
regarding the disease profiles and re-evaluate the risk assessment Section, the ESC Lead emergency
PEOPLE AND PROCESSES
RESPONSE QUICK GUIDE
ACTION RESPONSIBLE TIME FRAME
Estimate funds required to respond to emergency based on updated risk EOC Finance & Week 1
assessment Admin,
ESC Lead
Access owned (MoPH) and external funding mechanisms by submitting EOC Finance & Week I
necessary applications Admin, ESC Lead,
EOC Command
Activate documentation protocols listed for funding mechanism access and EOC Finance & Week I,
record all expenses in adherence to funding mechanism requirements Admin, Ongoing
ESC Lead
Work with the Procurement team of the EOC Logistics function to activate the EOC Finance & Week I,
emergency processes to suspend the requirements for multiple quotes and public Admin, Ongoing
bidding Procurement team
Immediately process payments due to vendors, as any delay in payments might EOC Finance & Week I,
hinder the delivery of goods. Admin, Ongoing
FINANCING Procurement team
Document and update the ‘Response Funding Mechanisms’ tracker in the EOC Finance & Admin End of
Playbook, with the lessons learned from the crisis emergency
PEOPLE AND PROCESSES
RESPONSE QUICK GUIDE
ACTION RESPONSIBLE TIME FRAME
Identify the key datasets to be tracked and updated on a daily and/or weekly ESC Lead Day 1
basis: stock levels of identified indicator commodities, consumption rates,
procurement orders, re-supply needs
Hold bi-weekly calls from national to regional, regional to local to gather stock ESC Lead Ongoing
levels of identified “indicator” commodities
Ensure that consumption rate of key “tracker” commodities are updated bi- ESC Lead Ongoing
weekly
Ensure that consumption data are shared with Procurement Lead to inform re- ESC Lead Ongoing
supply
Reconvene and follow up with ESC Team to ensure all databases, response ESC Lead End of
protocols, and reporting have been documented and updated according to lessons Emergency
DATA VISIBILITY
learned from the emergency, and making it accessible to other stakeholders.
COMMODITY PLANNING
RESPONSE QUICK GUIDE
ACTION RESPONSIBLE TIME FRAME
Identify necessary commodities based on disease specifications and commodities EOC Operations Day 1
database, confirming with experts, and determine “indicator” commodities Section
Use the ‘Response Scenario’ tracker to forecast initial quantities required EOC Operations Day I
depending on the type of outbreak (disease, number of projected cases) Section
Convene the EOC Operations Section to validate the forecasted quantities and EOC Operations Day 2, Ongoing
make any adjustment, if necessary Section
Communicate quantities to the Logistics Lead, for him to (i) let the Stockpile EOC Operations Week 1
team know which quantity from which stockpile he needs to mobilize and (ii) Section
enable the Logistics and Transport team to prepare properly real estate and
transport options
COMMODITY If necessary, adjust the forecasted quantities by modifying the ‘Response EOC Operations Week 1,
FORECASTING Scenario’ tracker, with the input from the medical leads in charge of following- Section Ongoing
up on the evolution of the sanitary situation
Update the ‘Disease Job Aids’ and the ‘Commodities Database’ tracker to ESC Planification End of
document any modifications in the commodities list Team emergency
COMMODITY PLANNING
RESPONSE QUICK GUIDE
ACTION RESPONSIBLE TIME FRAME
Get input from the EOC Planification section regarding the list of commodities Procurement team Day 1
required and their quantities
Reach out to the Stockpiling team to know which quantities of which Procurement team Day 1
commodities they can supply
Identify the needs for procurement, based on the gap between the input from the Procurement team Day 1
EOC Planification section and the Stockpiling team
Contact all suppliers identified in “Supplier Database” to activate agreements Procurement team Day 1
and order the adequate quantities
Work with suppliers to identify any potential gaps or bottlenecks, in terms of Procurement team Day 2, Ongoing
available quantities and supplying delays
PROCUREMENT Refer to the ‘International Partners Sourcing Database’ to mobilize the remaining Procurement team Day 2
AND SOURCING commodities among international partners in case of capacity gap with the
suppliers
Provide suppliers with necessary customs protocols to follow Procurement team Week 1
Maintain clear documentation of all steps in the procurement process, including Procurement team Week 1,
inspection and documentation of goods received Ongoing
Increase limits of approval and authorization and checks signatory limits for Procurement team Week 1,
purchases Ongoing
Suspend the requirement for multiple quotes, public bidding procedures and Procurement team Week 1,
authorize single source purchase Ongoing
Update the ‘Procurement Database’ tracker in the playbook, to document any Procurement team End of crisis
additional information that you gathered on suppliers
COMMODITY PLANNING
RESPONSE QUICK GUIDE
ACTION RESPONSIBLE TIME FRAME
Contact stockpile managers to approve release stockpiles of necessary ESC Lead, Stockpiling Day I
commodities team
Calculate how long stockpile will be sufficient for to determine resupply needs Stockpiling team Week 1
Move stocks from stockpile to pre-positioning site Stockpiling team, Day I
Logistics & Transport
team
Update stock levels in information management system Logistics & Transport Ongoing
team
Resupply stockpile according the stockpiling strategy Procurement team After outbreak
Update the stockpiling strategy if necessary (e.g. modify the number of months Procurement team After outbreak
to stockpile, the levels of stockpiling)
STOCKPILING
LOGISTICS AND TRANSPORT
RESPONSE QUICK GUIDE
ACTION RESPONSIBLE TIME FRAME
Identify the relevant permanent and temporary storage and warehouses to use, Logistics & Transport Day I, Ongoing
depending on their geographical location, their capacity characteristics (e.g. cold team
chain)
Call identified permanent & temporary warehousing and storage contacts to Logistics & Transport Day I, Ongoing
share emergency response plan and ensure they are properly preparing capacity team
(e.g., clearing waste and designating emergency storage space) and get their
available capacity
Reference the usable storage and warehouses as well as their available capacity Logistics & Transport Day I, Ongoing
in the ‘Permanent Storage Database’ and the ‘Temporary Storage Database’ team
With the input from the EOC Planification Section, estimate the storage capacity Logistics & Transport Day I, Ongoing
requirements and the storage capacity gap with the help of the ‘Volume team
requirements calculation tracker’
WAREHOUSING If necessary, reach out to the Governor to requisition any additional warehousing ESC Lead Week I, ongoing
AND STORAGE
and storage in his region
Mobilize additional warehousing staff by reaching out to contacts on Logistics & Transport Week I,
Warehousing and Storage database team, ESC Lead Ongoing
If necessary, set up temporary warehousing in pre-identified sites Logistics & Transport Ongoing
tam
Institute security at all storage sites, especially for temporary warehousing, under Logistics & Transport Ongoing
the coordination of MINATD team, ESC Lead
Follow-up on notification of reception of response - by all communication means Logistics & Transport Ongoing
team
Update database of temporary storage locations by adding or removing locations Logistics & Transport End of
in accordance with effectiveness and compliance as lessons learned from the team emergency
emergency
TRANSPORT AND LOGISTICS
RESPONSE QUICK GUIDE
ACTION RESPONSIBLE TIME FRAME
Prepare the distribution plan based on the needs expressed by the planning Logistics & Transport Day I, Ongoing
section and procurement leads team
Contact Customs office to activate agreements for expedited goods Logistics & Transport Day I
team
Activate coordination mechanisms with other relevant sectors (e.g. Ministry of Logistics & Transport Day 1
Transport, Ministry of Defense, etc) to help unload cargo at airport/seaports team
Activate contracts with identified transport contacts (e.g. freight forwarders, Logistics & Transport Ongoing
third-party logistics provider) team
Share distribution plan with all transporters, including key performance Logistics & Transport Ongoing
indicators and objectives team
TRANSPORT AND Institute disease-specific safety protocols for transport and waste management Logistics & Transport Ongoing
WASTE
(with medical input from the Medical Section) team, EOC Safety
MANAGEMENT
Officer
Institute security protocols, in coordination with MINADT, to secure transport ESC Lead Ongoing
depending on the security risk of the region
Follow-up on notification of delivery or any distribution delays - by all Logistics & Transport Ongoing
communication means team
Conduct demobilization and waste management in coordination with Logistics & Transport After the
MINEDPED, according to the procedures and considerations based on waste team containment
categorization and disposal best practices
Update database of transport options and waste disposal sites by adding or Logistics & Transport End of
removing information or locations in accordance with lessons learned from the team Emergency
emergency
