1. Improvement of the NGO’s
Performance
“Food Assistance Germany”
MBA-NGO Management
Examination 2012
Module:2.3, Disaster
Management & Logistics and
TQM
Submitted by:
Divyanshu Singh
Enrol Nr.: 9018499

2. Introduction
• Disaster and natural
calamities come uninvited and
uniformed.
• Destruction caused is cruel
• Always need to effectively provide emergency supplies and
services.

3. Strategic planning : 4 stages
1. Strategic Planning Stage 2. Preparedness Stage
Tasks: Tasks:
 Determine community needs • Selection of Supply Vendors
 Estimate disaster conditions (uncertainty, • Selection of Logistics Support Vendors
information quality, complexity) • Selection of Storage Locations
 Develop Coordination plans • Data Collection
 Improved communications • Scenarios and their probabilities
(internally/externally) • For each scenario
 Rationalize supply base • Demand distribution
 Investment in long term relationships and • Supply Channel Capacity distribution
institutional memory
 Setup logistics vendor certification/selection • Lead-times
criteria
 Develop cross-functional teams Decisions
 Encourage trust and commitment throughout • Storage Amount for each Location
the logistics chain • Supplies Purchasing Plan
 Finalize Objective Function for Lower Levels • Logistics Support
Tools: Tools:
 Supply Chain Management Strategies • Stochastic Optimization

4. Strategic planning : 4 stages
3. Pre-Event Response Stage 4. Post-Event Response Stage
Tasks:
Decisions • Data Collection about Damages
• Data Collection about the • Demand Locations
Event • For each Location
• Demands for supplies
• Evacuation Plans • Priority/Urgency
• Supply Purchase Plans • Available Supply Channels and
• Shifting Supplies among Capacities
Storage Locations • Implementation
• Logistics Plans • Amounts of supplies to be purchased
• Supply Routing and Scheduling
Tools: Tools:
• Decision Analysis • Scheduling and Optimization

5. NGO Quality
• Quality: Doing the right thing, right, the first time. Doing it better the next time.”
• Definition of Quality: Proper Performance (according to standard) of
intervention that are known to be safe, that are affordable to the society in
question and have the ability to produce an impact on mortality, morbidity,
disability and malnutrition
M.I. Roemer and C. Montoya Aguilar. WHO 1998
Components of a System
Inputs Processes Outcomes
Outputs Effects Impacts

6. system
Quality Assurance All the arrangements and activities that are
meant to safeguard maintain and promote the quality of care.
INPUTS PROCESSES OUTCOMES
•Client expectations •Quality Design •Staff performance
monitored
•Organizational structure •Planning for quality
•Compliance with
•Trained personnel •Setting standards standards
•Budget •Monitoring quality •Increased efficiency
•Standards •Supervision •Culture of quality
•Political support •Quality Improvement •Increased access
•Organizational culture •Accreditation and utilization
•Satisfied clients
•Improved health
outcomes

7. Continuous Improvement
Definition of Quality Improvement:
“…an approach to the continuous study and improvement of
the processes of providing health care services to meet the
needs of patients and others. Synonyms and near synonyms
include continuous quality improvement (CQI), continuous
improvement, performance improvement, and total quality
management.“

8. Quality Control
• Quality Assessment
– non-regular measures
– often associated with facility-wide measures
• Quality Monitoring
– routine data collection and interpretation
– self-evaluation is powerful
– may be associated with supervision
Monitoring
“The periodic collection and analysis of data for selected
indicators that enable managers to determine whether key
activities are being carried out as planned and are having
the expected effects on the target population”

9. Purposes of Monitoring
• Determine if quality goals are met
• Identify problems or opportunities for improvement
• Ensure improvements are maintained
What is an Indicator?
• A measure
• Points to something that may be of interest
• Derived from standards
Tools:
• Self- Assessment
• Supervisory Monitoring
• Feedback
• Feedback of comparative Data
• External Monitoring
• Client’s Monitoring

10. Logistic Concept into account Commercial and Humanitarian principle
• “…..the basic task of humanitarian logistics is the acquisition
and delivery of requested supplies and services, at the places
and times they are needed, whilst ensuring best value for
money.”

11. Logistics planning addresses the following questions:
• What resources are needed and in what quantity? How can they be
procured?
• How can they be transported to the affected location?
• Which teams are taking part in the operation?
• How is coordination achieved between different teams?
To address these questions, it is necessary to determine the availability of
strategic resources for logistic support by utilizing the following methods:
• Analyzing the capacity of the transport infrastructure to move supplies
• Finding potential sites for logistic hubs and distribution centers
• Assessing the capacity of the ports and airports and whether they can
handle emergency operation under different conditions
• Analyzing government policies, plans and preparation for logistic
support

12. Supply Chain Disaster Preparedness
Stages Planning Mitigation Detection Response Recovery
Major 1. Establish a planning 1. Define 1. Develop 1. Implement 1. Review and
Steps team mitigation detection plan response plan implement
opportunities recovery plans
2. Analyze capabilities 2. Develop 2. Acknowledge 2. Evaluate 2. Ensure
and hazards mitigation plan warnings direction and continuity of
control management
3. Develop the plan 3. Initiate 3. Evaluate and 3. Evaluate 3. Maintain
development act on communications employee
observations support
4. Implement the plan 4. Continuous 4. Decide on 4. Evaluate life
improvement need for further safety 4. Resume
program action operations
5. Continuous 6. Evaluate
improvement public services
7. Evaluate
community
outreach
Source: Adapted from Helferich and Cook (2002, p. 53)

13. Changes in Product
After Chnages
Before
Ready to eat meal Water Purification
Ready to eat meal Water Purification
Canned Bread Multipurpose paper
Canned Bread Multipurpose paper
HBs /Glucose Moistened tissue
Biscuits Moistened tissue Biscuits
Spread matches Instant coffee matches
Snack Instant coffee Milk Powder Dry or canned Fish
Jam Chewing Gum Jam Multivitamin tablets
Instant Tea Chocolate Instant Tea Canned Rice/ Wheat
Instant fruit drinks Chocolate
Instant fruit drinks Salt
Sugar Salt
Sugar Coffee whitener
Electrolyte Drink Water
For Children 2 to 5 year : Separate food Packet which contain canned fruits, dried milk
powder, Canned mash rice or vegetables.
For Children under 1 year: Bottled milk, water

14. Changes in Warehouse Location
• Rheinbach warehouse shifted to
Berlin
• Reduce total reacting time to 6
hours
• More stable logistic approach
• Near to the international Airport
• Near to the Germany's biggest Point B: Berlin, C: Tiraspol Moldova , A: Hamburg Port
Ship dock (Harbour ) Hamburg, Rheinbach to Berlin to
about 2:30 hr. Tiraspol Tiraspol
• Reduce road transportation time -Distance: 2169 km. 1617km
-Time: 25:20 hr. 19 hrs.
• Reduce one International Border -International 03(Austria, 02.(Poland
• Now NGO able to act within 24 hr. Borders: Hungary and Romania) and Ukraine )
-Distance to 200Km, 30min.
to the disaster location. International Airport: 2 hrs.
Distance to Harbour: 470 km,. 290km,
4:40 hrs. 3hrs

15. Protocol: Logistics
agc,
NGO
FA
Germany
Strategy communication
Planning, Route 30 minutes
Warehouse in Berlin
planning and
response time Cross checking
After relocation:
NGO has more
time for planning Communication b/Berlin
Information
of Disaster
Received Start Point 19 hrs
Support from Local NGO in
Tbilisi
End Point Outside Outside
NGOs NGOs
Distribution
Communication b/w Berlin and
local NGO’s
2 hrs
Drop point Govt. or Military support Warehouse in Tbilisi