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NBM Intro Slide. Objectives. Introduce participants to the BPP process Review how the model can help the COs better manage their business Idea of how to implement within your CO / Region. Agenda. Introduction to the BPP History Relevance Integration of the BPP into the NBM PACA Cycle

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Objectives
Objectives

  • Introduce participants to the BPP process

  • Review how the model can help the COs better manage their business

  • Idea of how to implement within your CO / Region


Agenda
Agenda

  • Introduction to the BPP

    • History

    • Relevance

    • Integration of the BPP into the NBM

  • PACA Cycle

  • Model Walk through


The objective of the model is to support the implementation of the nbm
The objective of the model is to support the implementation of the NBM

  • Support Implementation of the new Project management and resource management models to the COs

  • Standardization and greater understanding of the WFP processes throughout WFP and the various functions

  • Enhancement of Quality management and excellence in project management

  • Enhancement of systematic planning, data collection and analysis and proactive decision making


Best business practices bpp
Best Business Practices (BPP) of the NBM

  • A standardized approach in order to enhance the needs and supply chain

  • The BPP was initiated in ODJ with the start of the Regional EMOP in 2003 continued with PRRO 10310

  • Further developed by field staff through a series of workshops and working groups

  • Developed in partnership with TNT as part of the Move the World Project

  • The processes have been formulated through a bottom up participative process


Standardization and greater understanding of the WFP processes throughout WFP and the various functions

  • Greater understanding of the project management processes

  • Ease cross functional coordination

  • Clearly separate responsibilities and

  • Identify and address organizational and operational weaknesses

  • Standardization of WFP key processes

  • Ease setup of new operations

  • Stable environment for rotating staff

  • Key first step for WINGS 2


Support implementation of the new project management and resource management models to the cos

WFP processes throughout WFP and the various functions

Projects

Advanced Financing

Processes

  • Food & Money Available on Time

  • Resources Used Efficiently & Effectively

Support Implementation of the new Project management and resource management models to the COs

  • In order to know your resources needs, accurate planning is essential

  • The information flow needs to be defined precisely

  • Information needs to be regularly analysed and implementation plans adjusted

  • To do so the country-specific processes have to be well defined and correspondent responsibilities understood by all staff


Enhancement of systematic planning data collection and analysis and proactive decision making
Enhancement of systematic planning, data collection and analysis and proactive decision making

The BPP processes focus on the implementation phase which is divided in a monthly Plan – Act – Check – Adjust cycle:

Assess

Design

Prepare

Implementation

Plan

Source

Deliver

Distribute

Act

Check &

Adjust

Monitor

Analyse &

report

Adjust

Close


1. Common View of the Business Process & Required Levels of Communication & Coordination

2. Understanding Roles & Responsibilities, coupled with an Appropriate Project Organisation

3. Automated Systems in Support of the Business Process & Single Source Mgt Info

Best Practice ProjectScope & Objectives

People&Organisation

Process&Procedures

Tools &Technology

4. Management & Control Cycle and a Learning Organisation


Standardisation and Enhancement of WFP’s Communication & CoordinationNeeds & Supply Business Process

  • Main areas of focus for enhancement:*

  • Common View of the business process and required communication and coordination levels:

    • Within and across the functions

    • Regional - Country and Regional – HQ

  • Understanding of Roles and Responsibilities in support of the business process:

    • Functional

    • Cross-functional

    • Regional and Country

      * Based on WFP-ODJ team members contribution and feedback


Standardisation and Enhancement of WFP’s Communication & CoordinationNeeds & Supply Business Process

  • Main areas of focus for enhancement:*

  • Automated Systems in support of the business process:

    • System usage and incentive

    • Timing and reliability of quality data

    • System infrastructure and deployment

  • Management control cycle and learning Organisation:

    • Integrated Supply & Demand Planning (Plan)

    • Coordinated Operations and Execution (Act)

    • Monitoring & Measuring of Performance (Check)

    • Collective Targets and Results (Adjust)

      * Based on WFP-ODJ team members contribution and feedback


Expected benefits of the bpp
Expected Benefits of the BPP Communication & Coordination

  • Quality Improvement of Management & Organisation

    • Enhanced management planning, performance & review process;

    • Enhanced facts/results based management & faster management decisions;

    • Standardised operations & control, improved workflow and collaboration;

    • Improved pro-active planning, flexibility & responsiveness and levelling of resources;


Expected benefits of the bpp1
Expected Benefits of the BPP Communication & Coordination

  • Operational Efficiency Improvements

    • Increased efficiency to reach the targeted beneficiaries (est. 5-10% improvement);

    • Improved pipeline management (est. 5-10% reduction in breaks);

    • On time procurement (est. 10-15% improved availability);

    • Improved CTS data (accurate, timely);

    • On time payment of invoices (est. 25-30% improvement) & improved cost control;


The evaluation of the bpp showed
The evaluation of the BPP showed Communication & Coordination

  • In October 2005 the BPP has been evaluated

  • The evaluation included documentation review, a self assessment survey and field visits including >70 interviews

  • The key findings:

  • Monthly planning has improved both at CO and SO levels

  • Several key logistics processes have been reorganised with tangible results

  • As a consequence of better planning and improved processes, operations became smoother

  • Better cross-unit communication led to improved distribution plans and freed up time

  • Key recommendations:

  • BPP process and organisational elements should be mainstreamed

  • BPP mechanisms should be made available for interested COs

  • A corporate level institutional home should be identified for BPP


Best Practice Project – Areas of Focus (1) Communication & Coordination

Process&Procedures

1. Common View of the Business Process & Required Levels of Communication / Coordination

4. Management & Control Cycle developing a Learning Organisation


Standardisation and Enhancement of WFP’s Communication & CoordinationSupply & Demand Business Process

The ‘To Be’ Business Process Definition:


Best Practice Project – Areas of Focus (2) Communication & Coordination

People&Organisation

2. Understanding Roles & Responsibilities, coupled with an Appropriate Project Organisation

4. Management & Control Cycle developing a Learning Organisation


Best Practice Project – Areas of Focus (3) Communication & Coordination

Tools&Technology

3. Automated Systems in Support of the Business Process & Single Source Mngt System

4. Management & Control Cycle developing a Learning Organisation


Best practice project oms operational management system
Best Practice Project Communication & CoordinationOMS – Operational Management System

  • Developed as part of the BPP project in ODJ to support the new business processes;

  • Web based system. Server based in ODJ

  • One point collection of Planning and Actual beneficiary and metric tonnage data with roll up from CP, SO, CO, Region

  • Import of Supply Data from WINGS/SAP and COMPAS providing drill down of the Supply Data from Head Quarters to the Distribution Points;


Operational management system what does it do
Operational Management System Communication & CoordinationWhat does it do?

  • Field Level Agreement Management

    • All Field Level Agreements are recorded in one system

    • Calendarised planning of beneficiary and tonnage requirements (DFS)

    • Standardized input of actual beneficiaries and tonnages (DFS)

    • Enables the comparison of planned, distributed, and delivered tonnages by Location

    • Short ration Calculations are possible


Operational management system what does it do1
Operational Management System Communication & CoordinationWhat does it do?

  • Supply Planning

    • Supply data (PR, PO. SI) downloaded automatically from WINGS and COMPAS pre-arrivals. (no more cutting and pasting)

    • Commodity can be allocated to FDP if desired enabling pipeline reports by RB, CO, SO, EDP, FDP

    • Delivery dates can be adjusted for arrival at port and in-country thru to FDP.


Operational management system what does it do2
Operational Management System Communication & CoordinationWhat does it do?

  • Automated Pipeline Reporting

    • Automated internal (planned FLA) and external pipeline reports (Approved Implementation Level)

  • Comparison Reports

    • Planned versus Actual (beneficiaries, tonnages, rations, supply)

    • On time delivery

    • COMPAS deliveries versus actual distribution data by FDP


Oms status
OMS Status Communication & Coordination

  • Currently being rolled out in ODJ

  • Evaluation planned for November

  • Determine possible further roll out


Best Practice Project – Areas of Focus (4) Communication & Coordination

4. Management & Control Cycle developing a Learning Organisation


  • Top 3 – Key Performance Indicators by Function: Communication & Coordination

  • Pipeline1. Minimum Pipeline Break Performance2. Pipeline Planning Reviews3. New Project and Budget Revisions Performance

  • Logistics (Region)1. Delivery at Transit Point Performance (Plan vs. Actual)2. Dispatch Performance3. En-route Performance4. Overall Delivery and Dispatch Performance


Top 3 – Key Performance Indicators by Function: Communication & Coordination

C. Procurement1. Timely Purchased Food Performance2. Timely Purchased Non-Food Performance3. Timely Execution of Contracts

D. Programme1. Output indicators2. Outcome indicators3. Food supply versus requirement (EDP / FDP)


Supply & Demand Business Process Communication & Coordination

  • Top 3 – Key Performance Indicators by Function:

  • CTS 1. On-Time Data Entry2. Data Accuracy / Quality Performance3. System Availability

  • F. LTSH1. Logistics Cost Performance – Budget vs Actual 2. Timely paid invoices3. Documentation Compliance


Agenda1
Agenda Communication & Coordination

History of the model

Relevance of the model

The PACA cycle and planning

Process model walk through

Use of the model


The plan act check adjust cycle
The Plan - Act - Check - Adjust cycle Communication & Coordination

Forecast your needs

Plan your operations

Share your plans

Adjust your plans

Take corrective action

Plan

Adjust

Act

Act upon your plans

Use your plan for coordination

Check

Monitor your actions

Analyse your performance

Report your findings


Paca brings many benefits
PACA brings many benefits Communication & Coordination

Planning Benefits

  • Having field based needs

  • Having a commonly agreed plan

Plans consider CP needs and available food and are universal

Having ONE plan as coordination instrument

Common plans ease coordination

Checking actual performance against the plan

Problems can be identified action taken in time

Adjusting programmes and plans

Programmes can be improves on a continuous basis


The paca cycle refers to your short term planning
The PACA cycle refers to your short term planning Communication & Coordination

Perspective Objective Tools

Short term planning

Mid term planning

Long term planning


Monthly short term planning and mid term planning are reinforcing each other
Monthly short term planning and mid term planning are reinforcing each other

  • The food needs data, which CPs are forecasting to distribute can be consolidated to the overall food requirements

  • The expenditure forecasts can be derived from the planned activities

  • The monthly revision of the forecast data incorporates the learning of the last months

    • The mid term forecast is a rolling plan revised regularly by the short term learning and specification

    • The short term plan is turning the mid term forecasts into fixed targets


Agenda2
Agenda reinforcing each other

History of the model

Relevance of the model

The PACA cycle and planning

Process model walk through

Use of the model


The process map aims at
The process map aims at: reinforcing each other

  • creating a common understanding of the basic WFP processes

  • The Process map may serve as a framework to define your own processes and assign responsibilities

  • It does not define the overall structure of your office and should be customized as necessary to the actual working environment

  • Provide an overview or the processes at 3 levels:

    • A project-cycle level,

    • a cross-functional sub-processes and

    • a detailed activity sheet level


The first level gives an overview of the sub processes which are contained in the phases

Source reinforcing each other

Deliver

Distribute

Assess

Design

Prepare

Call forward commodities

Receive & store commodities at port / EDP

Distribute commodities to beneficiaries

Assess situation, and food needs

Define objectives, budgets, etc.

Prepare initial allocation of food and financial resources to activities and SOs

Procure commodities

Transport commodities to EDP / FDP

Formalize relationships with partners

Negotiate, confirm and receive donor contributions

Transport commodities to country

Receive commodities

Manage contracts, payments and finances

Plan

Monitor Analyse & Report Adjust

Forecast donor contributions

  • Analyse data & prepare operational reports

  • Weekly, monthly, quarterly, annual

  • SO, CO, RB, HQ

  • Forecasts, planning reports, needs & shortfalls, pipeline, blue book, SPR, APR

Adjust overall programme design & plan as required

Monitor supply chain

Prepare contribution assignment plan

Forecast CO monthly food and financial requirements

Monitor distribution process, outputs and outcomes

Determine monthly distribution and supply requirements by activity & FDP

Prepare monthly distribution and supply plans by activity & FDP

Track in-country commodity movements

Plan monitoring and evaluation activities

Close

Close project & transfer resources

The first level gives an overview of the sub processes which are contained in the phases




The activities need to be connected to owners

CO level process definition the steps of the sub-processes

Needs & Supply Chain Process by sub process

Individual Activities by Functional Area allocated to Graded Jobs

Graded Jobs allocated to Persons

Detailed Activity Definitions

Competencies allocated to Persons

Process Definition Management

Process Definition Operations

Individual Roles & Responsibilities

Competency Development

Roles & Responsibilities

The activities need to be connected to “owners”


Agenda3
Agenda the steps of the sub-processes

History of the model

Relevance of the model

The PACA cycle and planning

Process model walk through

Use of the model


How it has been used in the pilot countries two examples
How it has been used in the Pilot countries: two examples the steps of the sub-processes

Malawi

Processes, activities and roles and responsibilities have been defined in detail

Staff defined their own Key Performance Indicators, which they are monitoring on their own

Lesotho

Monthly, the actual distributions are checked against the planned ones and detailed action plans are made

Sub Offices have been empowered and coordination with Partners substantially improved by regular SO-CP planning meetings

Both countries

Individual processes such as LTSH invoicing and Commodity tracking have been assessed, monitored and continually improved



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