The evaluation of the supply function reviewed the complete supply cycle, documented and assessed the supply systems and capacity for UNICEF to supply the right goods to right place at the right time and price.
The purpose of the report is to examine how well UNICEF is placed to improve children’s access to essential commodities and to strengthen national capacity to make them available by testing the relevance, efficiency, effectiveness (including cost-effectiveness) and impact of the UNICEF supply process. The evaluation has reviewed the complete supply cycle, documented and assessed the supply systems and capacity for UNICEF to supply the right goods to right place at the right time and price.
Country case studies were selected to be illustrative rather than representative. The evaluation intentionally focused on countries and supplies where UNICEF has been providing strategic supplies ‘at scale’. Eight country cases were selected for the evaluation by the evaluation steering group. The evaluation included regional office visits, online surveys of country offices, partners and offshore and local suppliers.
UNICEF’s work on essential supplies is highly relevant to the needs of children and an important component of UNICEF programming. Essential commodities supplied by UNICEF are providing a range of benefits for children although it is not clear that UNICEF is targeting the poorest of the poor through its supply function. Led by the Supply Division, UNICEF has successfully increased its focus on strategic supplies and now has well developed competencies in a range of strategic supplies. The UNICEF supply chain has become increasingly efficient in recent years but significant weaknesses remain especially in supply planning and in on-time delivery. The organization has not taken advantage of new IT-based business models now widely adopted in the commercial, and increasingly in the not-for-profit sector. The current business model employs a highly decentralized country-based programme function with a locally managed supply function. In general, supply transactions are not clearly visible beyond the country office and there is no supply performance monitoring. As a result, it is difficult to effectively manage or oversee the whole UNICEF supply chain and to deliver significant performance improvements. The supply activities in country offices are largely administrative and relatively inefficient. Supply staff outside the Supply Division are relatively isolated and in need of a networked community from which they can learn and through which their career progression can be better planned. UNICEF is likely to receive more requests for supply capacity building assistance in the future and in response will need to dedicate more resources and revise its approach. UNICEF procurement services are appreciated by customers, are well-focused on essential supplies and have potential for carefully managed growth, supported by a more transparent fee structure. UNICEF is not equipped to properly assess and understand the difference made by supplies, reflecting UNICEF’s under-investment in monitoring and evaluation.
Annexes to the Report
A. Benefits Assessment Methodology [ZIP]
B. Supply Benefits Exemplars [ZIP]
C. Results Tables [ZIP]
D. Country Office Reports [ZIP]
E. Country Office De-Briefs [ZIP]
F. Combined Country Office Capability Analysis [ZIP]
G. Supply Division Analysis [ZIP]
H. Human Resources Analysis [ZIP]
I. Supply Competency Descriptions [ZIP]
J. External Audit - Supply related recommendations [ZIP]
K. Launch Workshop Materials (Copenhagen) [ZIP]
L. Findings Workshop Materials (Paris) [ZIP]
M. New York Final Presentation [ZIP]
N. On-line Surveys [ZIP]
O. Conceptual Supply Chain Flow [ZIP]
P. Report on Partnerships with NGOs [ZIP]
Q. Inception Report [ZIP]
R. Interim Report [ZIP]
S. Example of Supply Planning [ZIP]
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