Save the Children International

Title: Country Logistics Manual

Country: Pakistan

Version: SC-IM-10 Version 1.13

Approved by: Borja Delailah Date:

Approved by: Sean Rafter Date:

Review Date:

Author: Faisal Ahmed, Director Logistics

Responsible
Delailah Borja, Deputy Country Director Program Implementation
Director:

Country Logistics Manual Page 1 of 30

CONTENTS
1. INTRODUCTION .......................................................................................................................... 4
2. SUPPLY PLANNING ...................................................................................................................... 4
3. PROCUREMENT ............................................................................................................................ 5
3a. Procurement Thresholds (Procurement Manual Ref: 7)........................................................ 6
3b. Procurement Requests (Procurement Manual Ref: 7.1) .......................................................... 7
3c. Procurement and Tender Committees (Procurement Manual Ref: 7.4) ................................. 7
3d. Due Diligence (Procurement Manual Ref: 7.5) ..................................................................... 9
3e. Contract Management (Procurement Manual Ref: 8) ............................................................ 9
3f. Delivery Lead Times (Procurement Manual Ref: 8.7) ........................................................... 9
3g. Procurement Tracking & Reporting (Procurement Manual Ref: 8.6) .................................... 10
3h. Order Filing (Procurement Manual Ref: 8.5) ..................................................................... 10
3i. International Procurement (Procurement Manual Ref: 7.1) .............................................. 11
3j. Importation & Customs Clearance ....................................................................................... 11
3k. Medical Procurement ............................................................................................................ 12
3l. Construction ......................................................................................................................... 12
4. STOCK & WAREHOUSE MANAGEMENT................................................................................. 13
4a. Receiving Stock (Warehousing Manual Ref: 6.1) ................................................................ 13
4b. Releasing Stock (Warehousing Manual Ref: 6.3) ................................................................ 13
4c. Warehouse Reporting (Warehousing Manual Ref: 9.1) ...................................................... 13
4d. Transit Stock (Warehousing Manual Ref: 6.2)................................................................... 14
4e. Stock Checks (Warehousing Manual Ref: 8) ..................................................................... 14
4f. Transport (Warehousing Manual Ref: 6.3) ........................................................................ 14
4g. Warehouse Filing .................................................................................................................. 14
5. FLEET MANAGEMENT ................................................................................................................ 16
5a. Authorised Drivers ............................................................................................................... 16
5b. Vehicle Safety and Security ................................................................................................... 16
5c. Vehicle Movement Planning .................................................................................................. 17
5d. Vehicle Usage Recharging ..................................................................................................... 17
5e. Driver Management .............................................................................................................. 18
5f. Vehicle Maintenance ............................................................................................................. 18
5g. Maintenance Strategy ............................................................................................................ 18
5h. Vehicle Insurance .................................................................................................................. 18
5i. Renting Vehicles .................................................................................................................... 18
5j. Fleet Reporting and Analysis ................................................................................................. 19
5k. Vehicle Procurement ........................................................................................................... 19
5l. Generators ............................................................................................................................ 19

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 5m. Fuel Management .................................................................................................................. 19
5n. Fleet Documentation filing .................................................................................................... 20
6. ASSET MANAGEMENT................................................................................................................ 21
6a. Asset Purchase ...................................................................................................................... 21
6b. Asset Register and Reporting ............................................................................................... 21
6c. Physical Verification of Assets .............................................................................................. 21
6d. Repair/Return of Assets ........................................................................................................ 22
6e. Asset Disposal ....................................................................................................................... 22
6f. General Programme Equipment (GPE) ................................................................................. 22
6g. Asset Filing System ................................................................................................................ 22
7. GIFT IN KIND (GIKs) .................................................................................................................. 23
7a. GIK Tracking ......................................................................................................................... 23
7b. GIK Stock Management ........................................................................................................ 23
7c. GIK Reporting ....................................................................................................................... 23
8. FRAUD AWARENESS & ANTI-BRIBERY .................................................................................... 23
ANNEX 1 - Functional Focal Points per Location (complete with position, not names).................... 25
ANNEX 2 – Focal Points for Logistics Reporting (complete with position, not names) .................... 26
ANNEX 3 - Procurement Form Signatories ........................................................................................ 27
ANNEX 4 – SCI Supply Chain Management Process Flow .................................................................. 28
ANNEX 5 – Fuel Management per Location........................................................................................ 29
ANNEX 6 - Change Control History ................................................................................................... 30

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1. INTRODUCTION

This document should be the first point of reference for key Operations and Logistics staff in the
country. It sets out the roles and responsibilities that govern Logistics functions in Pakistan and is
populated with local procedures, thresholds and positions of responsibility. By summarising these ways
of working, the aim of this document is to facilitate the smooth running of logistics in country while
ensuring accountability to Save the Children’s beneficiaries, and that our work is open, transparent
and compliant and meets good practice standards.

The roles and responsibilities contained in this country specific document must be followed by all staff
within the country; however it is important to note that donor guidance and the SCI Logistics Policies
and Manuals supersede any guidance contained in this document.

It is recommended that the following SCI staff become familiar with the following logistics systems to
support their day to day programming. All of the SCI Logistics Policies, Manuals, forms and templates
can be found on the logistics section of the SCI OneNet:

Budget Holders /
Country Operations Logistics Logistics Programme
Programme
Director Director Managers Staff Staff
Managers
SCI Logistics
√ √ √ √
Policies
SCI Logistics
√ √
Manuals
Country
Logistics √ √ √ √ √ √
Manual
Reporting
√ √ √ √
Templates
Tools (forms) √ √ √ √

This document is a live working document and therefore should be updated by the [insert position-
senior Logistics focal point] annually as the context, staffing, team structure and systems within the
country programme develop or change.

Throughout this document the roles and responsibilities for each function are defined, with the
relevant positions per office being defined in Annex 1, and the positions being responsible for various
logistics reports in Annex 2.

A summary of the SCI supply chain process is outlined in Annex 4.

2. SUPPLY PLANNING

To support effective supply planning the country office must generate a ‘Country Supply Chain Plan’
for use and reference by the SMT when generating Country Strategic (CSP) and Annual Plans (CAP),
and by Programme Managers when generating project proposals, to support programme delivery
decisions. The Director Logistics is responsible for updating the ‘Country Supply Chain Plan’ every year.

As well as having strategic ‘Country Supply Chain Plans’ all awards with procurement of >USD$50,000
must have a Procurement Plan (form ref: SC-PR-03). For each new award the Programme Managers,

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Budget Holder are responsible for generating a Procurement Plan, in conjunction with the Programme
Procurement focal point (see Annex 1), at the proposal development stage, ensuring that it is in line
with the proposal work plan and budget and has sufficient resources built in to effectively deliver on
the project.

3. PROCUREMENT

The procurement of specific supplies and services is split across several departments within the
country programme, with the full list of the types of procurement and the responsible departments
outlined in the below table.

Department Procedures to
Cat Procurement Focal Point
Responsible be Followed
Goods: tangible products or
items that are being taken into
Procurement Procurement
A SCI’s possession for use in Logistics
Officers Manual
programming (buckets,
vehicles, pharmaceuticals)
Goods: tangible products or
items that are being taken into
Procurement Procurement
B SCI’s possession for support Logistics
Officer Manual
activities (office supplies, IT
equipment and repairs )
Construction works or Procurement
Procurement
C services: the creation or repair Logistics Manual/Construction
Officer
of buildings Guideline
Services: support or activities
provided by another
organisation to SCI for use in Procurement Procurement
D Logistics
programming (freight, vehicle Officers Manual
rental, clearing agents, cargo
flight services)
Services: support or activities
provided by another
organisation to SCI for support
Procurement
activities (utilities, rented Procurement
E Logistics/Administration Officer/Admin
accommodation, insurance, Manual
Officer
hotel bookings, passenger
flights, communications airtime,
legal services, auditor firm)
Consultancy services
HR Recruitment
F (consulting individuals for Human Resources HR Director
Procedures
defined pieces of work)
e.g. HR Recruitment
G Staff Recruitment Human Resources HR Director
Procedures
Partner Focal SCI Procurement
H Partnership Procurement Partner
Point Manual

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In the country office the Procurement Manager is responsible for all procurement. The sub office (field)
Procurement focal points are listed in Annex 1 at the end of this document.

Administration Department can procure items for kitchen, hotels/guest houses reservation,
conference hall reservation, air tickets, routine repairs and maintenance of offices and residences.

NB: All procurement conducted by any department should follow Save the Children’s
Procurement Manual.

3a. Procurement Thresholds (Procurement Manual Ref: 7)

The procurement processes to be followed by all staff procuring any services or supplies within SCI
will always be determined by the Procurement Thresholds as set out below.

Goods & Services Standard

Thresholds
Process USD PKR
Open International Tender <500,000 <50,000,000
Open International Tender (construction) <1,000,000 <100,000,000
7,500,100-
Open Tender 75,001-500,000
50,000,000
75,001- 7,500,100-
Open Tender (construction)
1,000,000 100,000,000
501,000-
Formal Quotations (min. 3) 5,001-75,000
7,500,000
Simple Quotations (min. 3) 1,001-5,000 101,000-500,000
Single Quotation 100-1,000 10,000–100,000
Cash & Receipt <100 <10,000

Annex 3 outlines the signatures that are required for each of the documents in the SCI procurement
process.

Emergency Note: The below table outlines the two options available to a Country Senior
Management Team when responding to an emergency, allowing them to temporarily increase the
procurement thresholds to support reduced processes and more rapid procurement and delivery.

Goods & Services Goods & Services

Country Emergency Global Emergency Thresholds
Thresholds
Process USD PKR USD PKR
Open International 50,000,100 +
$500,001 + 50,000,100 + $500,001 +
Tender
$100,001 – 10,000,100- $150,001 – 15,000,100 –
Open Tender
$500,000 50,000,000 $500,000 50,000,000
Formal Quotations $10,001 – 1,000,100- $20,001 – 2,000,000 –
(min. 3) $100,000 10,000,000 $150,000 15,000,000
Simple Quotations $1,001 – 100,100- 100100 –
$1,001 – $20,000
(min. 3) $10,000 1,000,000 2,000,000

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 Single Quotation $101 – 1,000 10,100-100,000 $251 – $1,000 25,100-100,000
Cash & Receipt $0 – 100 0-10,000 $0 – 250 0-250,000

Country Emergency Thresholds: These emergency thresholds can only be implemented once an
emergency has been categorised by the SCI Humanitarian Department. Once categorised, the Country
Director must approve in writing a temporary implementation of the Country Emergency Thresholds,
defining the date on which this temporary approval will expire (maximum 3 months), following which
all procurement must immediately revert to the Standard Thresholds. Once approved the Country
Director must communicate this temporary change in the thresholds, with its expiry date, to all
relevant staff through their official email address.

Global Emergency Thresholds: These emergency thresholds can only be implemented once an
emergency has been categorised by the SCI Humanitarian Department. Once approved the SCI centre
Director of Financial Management must approve in writing a temporary implementation of the Global
Emergency Thresholds, defining the date on which this temporary approval will expire (maximum 3
months), following which all procurement must immediately revert to the Standard Thresholds. Once
approved the Country Director must communicate this temporary change in the thresholds, with its
expiry date, to all relevant staff through their official email address.

3b. Decentralization of procurement

Field offices are encouraged and authorised to process all procurements where individual transaction
cost is up to US$ 25,000. However, where provincial logistics structures are in place procurement
exceeding US$ 25,000 and up to US$ 50,000 will be processed by the provincial logistics office.

3c. Procurement Requests (Procurement Manual Ref: 7.1)

Procurement Requests (form ref: SC-PR-07) should be raised by the staff requiring the items, and not
by the procurement staff. All Procurement Requests (PRs) being raised should have clear specifications
and be submitted electronically or in hard copy to the positions as outlined in Annex 1 in each location.

Procurement Requests can only be submitted from Monday to Thursday each week to Country Office
Procurement and Sub Office Procurement focal points.

Procurement Requests can be signed off by Programme Managers or Budget Holders in writing or by
email; they do not have to be approved in line with Scheme of Delegation as they are not an
authorisation to commit funds. Procurement Requests should include the following key information:
 Budget Codes to be charged
 Value of the Procurement Request
 Description of items
 Reference to donor approval (if the donor rules are stricter than SCIs procurement Manual)

Once the Procurement Focal point has checked the information, they will sign the Procurement
Request, enter it onto their Procurement Tracker and open a new procurement file, starting the
procurement.

3c. Procurement and Tender Committees (Procurement Manual Ref: 7.4)

A Procurement Committee should have at least 3 relevant SCI staff members, as follows:
1. Programme Manager +/- Technical Expert (relevance to programme, technical specifications,
quality)

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 2. Finance – financial verification (compliance to procurement/donor rules, are there sufficient
funds, financial credibility)
3. Logistics/procurement (compliance to SCI procurement rules, bidder due diligence &
capacity assessment)

The relevant Programme Manager or Budget Holder (budget code check, sufficient time
remaining in award) will then sign off on the decision.

Procurement committees for formal quotation processes can be done as a short meeting to review
the submitted quotes or in a discussion by e-mail/phone. Tender Committees for Open and
International Tenders must happen as a meeting to review all the bids, these should be organised by
the Focal Point responsible for the procurement.

In all cases, the recommendation must be documented, signed off by all members of the Committee
and then endorsed by the Programme Manager or Budget Holder. The Budget Holder will then
authorise the Purchase Order.

Procurement committee shall function according to the following terms of reference.

 Check that the envelopes containing the quotations were properly sealed and there are no signs
of tampering or change of envelope.
 The PC should be vigilant for symptoms of quotation being received from the same source with
different names or the source of quotation is not as purported on the quotation. The signs may
include similar envelopes and identical drafting of quotations by different sources.
 It should be ensured by the PC that the quotations being entertained were received before the
last date for submission of quotation as mention in the advertisement. This should involve review
of the mailing register. Quotations received after the closing date should be ear marked as late
received however PC may include those quotations in the procurement process for reasons to
be documented in the PC minutes.
 Each quotation should be signed by the PC member after being opened.
 PC should review the bid evaluation document to ensure that the gap between the quoted prices
of similar items / services should not be unreasonably large. A quotation too low should be
investigated for feasibility before selecting the lowest bidder. This may involve benchmarking the
quotation by doing research online or by calling different vendors.
 PC should ensure that the contract amount of the selected vendors falls within the bounds of
the approved budget as per the IPR.
 PC should ensure coherence between tender pack, IPR and the quotation to ensure that the
required specifications are properly transferred to tender pack and the quotations meet all of
the requirements of tender pack. All exceptions should be clearly documented in the PC minutes
for further actions.
 Quotations should be carefully read by the PC to ensure that the terms and conditions of the
supplier do not contradict SC policy or general practices.
 Quotation collection process should be reviewed for compliance with the policies and the
amount of the IPR should be regarded as reference amount for the determination of applicable
procurement policy.
 PC should inquire from the procurement department and relevant staff member for the
performance of selected vendors. The decision should be reviewed if there is a previous history
of SC with vendor for poor performance and other irregularities.
 If the number of competing vendors is less than the required number of vendors the PC should
suspend the current procurement process and require the commencement of a new process
possibly with a different strategy. If ever PC recommends going ahead with lesser number of
vendors the reasons for the same should be documented and the decision shall be taken as valid
only if there is a concurring approval of CD.

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 PC should ensure that the criteria for evaluation of the quotations are developed before the
quotations are opened. Further if there is a dire need to have such criteria the same should be
developed by PC itself and should be generic in nature and should be restrictive in nature to
avoid a particular supplier to be selected. If the said criteria are developed after the quotations
are opened by PC a concurring approval for such criteria should be obtained from CD.

3d. Due Diligence (Procurement Manual Ref: 7.5)

All procurements should follow the due diligence as outlined in the SCI Procurement Manual,
including getting references and visiting suppliers where necessary and by checking compliance with
the international anti-terrorism lists by emailing compliance@savethechildren.org.

3e. Contract Management (Procurement Manual Ref: 8)

The contract management focal points per location (as per Annex 1) are responsible for tracking the
cumulative spend on all contracts and for determining the projected spend for new contracts to
determine the procurement process to follow.

The Procurement Assistant at the country office is responsible for collecting and filing a copy of all
goods and service contracts within the Pakistan country office, including Framework Agreements,
Construction Contracts, Service Contracts, etc.

3f. Delivery Lead Times (Procurement Manual Ref: 8.7)

The approximate delivery lead times for goods and services are outlined in the table below and should
be used for planning purposes when generating Procurement Requests. These lead times are based on
the time it takes from receipt of a Procurement Request for supplies to receiving them at the SCI
requesting office.

Simple Open /
Requestin Quotations Formal
Purchase Location Single Internationa
g location Quotes
l Tender

Sub office Sub office 1- 2 weeks 2 – 4 weeks 6 - 8 weeks N/A

1- 2 weeks 6 - 8 weeks
Sub office Country Office 2 – 4 weeks 10 - 12 weeks

Country 1- 2 weeks 6 - 8 weeks

Country Office 2 – 4 weeks 10 - 12 weeks
Office
Sub / International/Region
up to 14
Country al Procurement up to 8 weeks up to 10 weeks
weeks
*NA
office Unit
* Open / International Tenders are led by Country Offices not the international procurement units.
Note:
(1) If prior approval of Waiver is required from the donor then process will take additional number of days estimated between
3 weeks to 2 months.
(2) In some cases samples inspection is required in which case number of days required to place the order may exceed the
standard days.
(3) Addition number of days estimated between 1-8 weeks is required in case of procurement of medicine and/or items requiring
manufacturing & installation.

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 (4) If less than minimum number of quotations is received then extension in response time is given to the suppliers.
(5) Procurement exceeding US$ 150,000 requires the approval of regional office. Regional office normally takes 3 - 4 days for
granting approval.
(6) For any procurement (except petty procurement) under USAID funded project sales tax exemption is required which may
take a month and in some cases even more.
(7) In case of procurement of capital asset using private funds approval of the regional office is required.
(8) Economic, political and security situation in the country and abroad may impact delivery lead time.

3g. Procurement Tracking & Reporting (Procurement Manual Ref: 8.6)

The relevant Procurement focal points in the each office, as outlined in Annex 2, must maintain a
Procurement Tracker (form ref: SC-PR-04) for all programme and facilities procurement.

The Country Office Procurement Tracker should only capture Procurement Requests originating at
the country office level and those requests sent from sub offices for procurement by the country
office. All sub offices are expected to maintain their own Procurement Trackers which will include all
requests originating from that sub office (including all PRs for local procurement and all PRs sent to
the country office for procurement), and any PRs received from another sub office for procurement
at that location.

The Country and Sub Office Procurement Trackers should be sent to all Budget Holders and
Programme Managers within their office and the Country Logistics Focal Point on every Friday to
allow them to monitor and understand the status of their Procurement Requests. Budget Holders can
search the Procurement Tracker using the filters by Location, Source of Funds (SOF) Code, Project
Code etc.

Any correspondence from requesters or Logistics staff regarding the status of orders placed should
be directed to the relevant Procurement Tracker Focal Point.

Emergency Note: In emergencies it is essential to ensure that Procurement Trackers are continually
updated, including any procurements that are being done internationally on behalf of the emergency
response. This is to ensure effective supply delivery and decision making in support of the emergency
response.

3h. Order Filing (Procurement Manual Ref: 8.5)

For all procurements, the original documentation must be collated and submitted to finance for
verification before payment and filing – depending on the procurement process this can include the
PR, RFQs/tender, Quote(s)/Bids, CBA, PO, Invoice/Receipt, GRN, and Payment Authorisation Form,
and any other relevant backing documentation, correspondence or waivers.

The checklist on the Payment Authorisation Form must be completed by the relevant procurement
and the finance officers, with the Procurement Officer signing to confirm the documentation they have
handed over, and the Finance Officer signing to confirm they have received and checked the
documentation for completeness, accuracy and authorisation, allowing them to make the relevant
payment.

Exception: For all tenders the Logistics Department is required to store the originals of the tender
documents, while originals of the Purchase Order (with tender file reference number), Invoice, GRN
and Payment Voucher must be provided to Finance for payment and filing.

Finance must update the relevant Procurement focal point on a weekly basis for any payments that
have not happened more than 2 weeks after the relevant procurement file has been accepted by
Finance.

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[Detail any Finance Country Office specific procedures such as:
 Thresholds for cash payments
 Rules on advance payments
 Any procedures for logging payments in a Record book/Register

It is the responsibility of the [insert either Finance or Procurement Officer] to contact suppliers to alert
them to the fact that their payments are ready for collection.

3i. International Procurement (Procurement Manual Ref: 7.1)

Only the Director Logistics and Procurement Manager at the Country Office in Islamabad can submit
International Requests (form ref: SC-PR-08) to the International Procurement Unit (IPU) at the SCI
centre in London.

When requesting procurement, the requester must submit an approved Procurement Request as
normal to the Procurement Focal Point in their office. If the requested items are to be procured by
the IPU then the Director Logistics and Procurement Manager will complete an International Request (IR)
and will forward this to the IPU.

International Requests do not need to be authorised in order to request a quote; however once the
decision to purchase has been made, they need to be authorised by the Country Director, or their
designate, by email from their official email address, so that the IPU can place the Purchase Order on
behalf of the country.

3j. Importation & Customs Clearance

Administration and External Affairs Department shall be responsible for applying and coordination
with the Government of Pakistan for securing no objection certificate (NOC) for goods whose import
to Pakistan require prior approval i-e medicine, telecommunication equipment etc of the government,
tax exemption and clearing of goods from port and custom authorities. Administration and External
Affairs Department shall appoint a clearing agent who shall be responsible for clearing goods from
port and custom authorities. Clearance of goods from port and custom authorities require the
following documents:

1- Bill of Lading or air way bill

2- Commercial Invoice
3- Packing list
4- Certificate of origin (for medicine)
5- Certificate of analysis (for medicine)
6- Certificate of manufacturer (for medicine)
7- Certificate of donation
8- No objection certificate (for medicine, telecommunication equipment etc)

There is prohibition on import of contraband items, liquor, pornography material, sildenafil citrate,
Indian manufactured goods etc.

Common cost associated with the import of goods are Delivery Order (DO) charges, Port handling
charges, warfage charges, craine charges, demurrage charges, container rent, security deposit for
containers (refundable), terminal handling charges and miscellaneous admin related expenses.

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3k. Medical Procurement

Due to potential risks of distributing fake pharmaceutical products, all pharmaceutical providers in the
country must be audited for quality purposes by qualified pharmacists (either employees of Save the
Children or consultants engaged for this purpose) under the guidance of Global Pharmacist. The audit
shall be for a specific period of time and before the expiry the pharmaceutical provider shall be re-
audited. Pakistan program shall procure pharmaceuticals from only those providers that are approved
by the Regional Logistics Manager or the SCI Head of Logistics and the SC Pharmacist.

3l. Construction

Before a Procurement Request can be raised for a construction contract, the Construction technical
expert must review all building designs, Bills of Quantity and tender documents to ensure that they are
fit for purpose and if national and, if applicable, international regulations are being met. This applies to
permanent, semi-permanent and temporary structure(s), or major (>$2,000) rehabilitations of existing
structures. The Construction technical expert must also form part of the Procurement Committee
related to any procurement of construction services.

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4. STOCK & WAREHOUSE MANAGEMENT

Different stocks are managed by different departments and several different positions:

Managing
Stocks Country Focal Point
Department
Programme Stocks Logistics Director Logistics
Facility Supplies Director Logistics / Senior
(Stationary Stocks / Logistics/Admin Manager Admin &
Office supplies, etc) External Affairs

Warehouses/stores and stocks are managed by the Stock Management focal points as detailed in
Annex 1. It is the responsibility of each Stock Management focal point to ensure that all warehouses
and stores are maintained in a safe and secure manner and that the conditions of storage do not
reduce the quality of the supplies being stored.

4a. Receiving Stock (Warehousing Manual Ref: 6.1)

Once new supplies (procured or GIK) arrive at a store/warehouse (with relevant shipping
documentation) they should be inspected by the requester or appointed delegate from the programme
team to verify the quality of the items before SCI officially accepts them. Once verified a Goods
Received Note (GRN) (form ref: SC-PR-15) must be prepared and signed by the requester and the
person managing the store/warehouse.

4b. Releasing Stock (Warehousing Manual Ref: 6.3)

Requesters must complete a Stock Release Form (SRF) (form ref: SC-WH-06) before stock can be
released from an SCI warehouse or store. All SRFs must contain details of the items and their
destination and must be approved by the relevant Programme Manager or Budget Holder.

Each SCI office must have a completed ‘Stock Release Approval List’ (form ref: SC-WH-07), which
defines who can authorise the release of the various stocks in each location and has a copy of their
signature. Email authorisation can also be accepted, however it must be from an official SCI email
address and must clearly state:
 A description of the items to be released and the quantity
 The destination
 The SOF and Project Code

This email authorisation must then be printed off and attached to the Stock Release Form by the
requester.

4c. Warehouse Reporting (Warehousing Manual Ref: 9.1)

All SCI offices in Pakistan must maintain an SCI Warehouse Report (form ref: SC-WH-10) for all stock
maintained in a store or warehouse in their location. Each Warehouse Report must be circulated by
the Warehouse Report Focal Point (see Annex 2) to the relevant Budget Holders and
Project/Programme Managers by 7th day of every month.

Budget Holders and Project/Programme Managers should analyse the Warehouse Report to
understand what stock they have available to better allow them to plan its use or distribution.

Country Logistics Manual Page 13 of 30

Expired and damaged stock should be highlighted in the report and if appropriate the
programme/project manager should communicate this to the donor.

Emergency Note: In emergencies it is essential to ensure that Warehouse Reports are continually
updated. This is to ensure effective supply delivery and decision making in support of the emergency
response.

4d. Transit Stock (Warehousing Manual Ref: 6.2)

All stock being held in one location for transport to another location must be registered on a stock
database. However, unlike non-transit stock which also requires a Stock Card (from ref: SC-WH-04),
transit stock does not require a stock card.

4e. Stock Checks (Warehousing Manual Ref: 8)

As well as random spot checks, regular structured Sample Stock Checks must be completed on semi-
annual basis by a field manager, programme/project manager or finance manager, supported by the
Stock Management focal points.

The person responsible for conducting the stock check must use the Sample Stock Check procedure
to complete the check and generate stock count accuracy for the relevant store/warehouse. They
should then sit with the Stock Management Focal point (see Annex 1) and their line manager to outline
the stock count accuracy (%) and its interpretation.

Any expired, lost, missing and/or damaged stock must be reported to the relevant Budget Holder
and/or Programme Manager. An investigation must be carried out for any unexplained shortages, a
Missing & Damaged Report (form ref: SC-WH-11) must be completed and where necessary donors
must be informed.

4f. Transport (Warehousing Manual Ref: 6.3)

All stock transported outside the office must be accompanied with a Waybill (form ref: SC-WH-08)
(+/- a Packing List (form ref: SC-WH-09)) and must be signed by the sending warehouse and the
transporter driver at departure, and by the consignee on arrival at its destination, with any
discrepancies noted, and acknowledged by the transporter on the Waybill before signing. One signed
copy of the Waybill should be returned to the sender as soon as possible.

The programme Procurement focal point (see Annex 1) in each location is responsible for hiring
transport, including trucks, boats air charters.

4g. Warehouse Filing

Each store/warehouse should have some or all of the following paper files, as well as a soft copy of
their warehouse/store database(s):

 Goods Received Notes (filed numerically – referenced on the Stock Card, with any delivery
notes attached)
 Stock Cards (filed alphabetically)

Country Logistics Manual Page 14 of 30

  Waybills In/Delivery Note (filed numerically – referenced on the Stock Card, with any Packing
Lists attached)
 Waybills Out (filed numerically – referenced on the Stock Card, with any Packing Lists
attached)
 Stock Release Forms (filed numerically – referenced on the Stock Card, with any email
authorisation attached)

Country Logistics Manual Page 15 of 30

5. FLEET MANAGEMENT

The Director Logistics has overall responsibility for the country fleet, with the Fleet Management focal
points (as per Annex 1) responsible for the day to day management of the fleet and drivers in their
respective offices.

Fleet management focal points are responsible for hired drivers, vehicle movement planning, ensuring
that Vehicle Trip Logs (form ref: SC-FL-04) are completed for all trips (including private and work use)
and for ensuring that all vehicle safety and medical kits are present and in good working order. Any
staff refusing to complete the Vehicle Trip Logs will be reported to the Provincial Director and
Program Head in sub offices and DCD PI in the country office.

5a. Authorised Drivers

The HR Department at the country office is responsible for maintaining and updating a list of all staff
authorised to drive Save the Children vehicles within the country.

Only Save the Children staffs are allowed to drive vehicles owned by Save the Children. All staff who
are not hired specifically as drivers must obtain written permission from the CD, and have the below
relevant documentation before they can drive SCI vehicles.

National staff International

Hired SCI
Documents Required driving SCI staff driving
Drivers
vehicles SCI vehicles
Written permission from the CD to drive
√ √
in the Country (filed with HR)
Valid Driving Licence from their home
country, relevant to vehicle type
√ (Not required
International Driving Licence if have local
license)
√ (Not required
Local Driving Licence (relevant to vehicle if have
√ √
type) international
license)
Signed Driver’s Handbook (filed with
√ √ √
HR)
Signed Child Safeguarding Policy (filed
√ √ √
with HR)
Signed Code of Conduct (filed with HR) √ √ √

5b. Vehicle Safety and Security

All vehicles owned or used by SCI in the country office, provincial office and sub offices must be parked
in their designated parking location by [insert time, e.g. 10:00pm] from Monday to Friday and by [insert
time, e.g. 12:00pm] on Saturdays and Sundays.

All vehicles owned or used by SCI in sub offices [or insert a list of specific sub offices] must be parked in
their designated parking location by [insert time, e.g. 10:00pm] from Monday to Friday and by [insert
time, e.g. 12:00pm] on Saturdays and Sundays.

Country Logistics Manual Page 16 of 30

Safety and Security focal points in each office (see Annex 1) must report all vehicle incidents/accidents
to the Country Office Safety and Security focal point within 24 hours, who must subsequently report
them through the Save the Children online incident register.

Once reported, the Safety and Security focal point in the relevant location must investigate
accidents/incidents, submitting the final report to the Country Office Safety and Security focal point
who will report any issues to the Senior Management Team and update the SC online incident register.

The Safety and Security focal point per location (see Annex 1) must conduct inspections of vehicle
safety and medical equipment on a monthly and communicate any issues or concerns to the Fleet
Management focal point.

All SCI hired drivers will undergo medical examination including eye testing on hiring, and subsequently
every two years during their service with SCI.

5c. Vehicle Movement Planning

The Fleet Management focal points (Annex 1) are responsible for organising all vehicle movements in
their office.

Vehicles for use within a town or for short trips (<20km) can be requested verbally at least 1 hour
before the movement to the Fleet Management focal point and should be tracked on a vehicle
movement board in each office.

For all trips that will be >20km, a Travel Authorisation Request through online system
(https://pkanet.savethechildren.org/pi/Logistics/Fleet/SitePages/newTARForm.aspx) must be
completed and approved by the [enter position(s) eg Programme Managers and/or Safety and Security Focal
Points] within the office. Once completed and approved forms must be submitted to the Fleet
Management focal point at least 2 days before the movement to allow for efficient and effective vehicle
movement planning. All of these movements should be tracked on a vehicle movement board in each
office.

For all trips that will be >20km, a lead passenger must be designated and notified to the Radio/Phone
Communications focal point. The lead passenger must check in with Radio/Phone Communications
focal point as necessary.

The Safety and Security focal points in each location must approve all trips that will stay outside of an
SCI base for 1 night or more, and approve the locations where there will be a stopover outside of an
SCI base.

Certain vehicles within the country are specific to programmes/projects while others are pooled to
allow maximum efficiency within the country fleet. Regardless of whether vehicles are pooled or for
specific programmes all vehicle movements must be recorded on the vehicle movement board in each
office by the Fleet Management focal point.

5d. Vehicle Usage Recharging

To support correct finance coding of vehicle usage, the Fleet Analysis focal points (Annex 2) in each
location are responsible for providing Finance with relevant data from the Vehicle Trip Logs on
monthly basis.

Country Logistics Manual Page 17 of 30

5e. Driver Management

In each office the Fleet Management focal point (See Annex 1) is responsible for driver scheduling and
management. Responsibilities relating to drivers include:

[Detail any information on driver entitlements if drivers are temporarily reassigned to a different duty station-
per diems, accommodation etc. This must be in accordance with HR policies.]

5f. Vehicle Maintenance

The Fleet Management focal points (see Annex 1) are responsible for vehicle servicing and ensuring
that it is done as per the guidance in the vehicle manual or logbook.

It is the responsibility of the driver of each vehicle to observe and alert the Fleet Management focal
points when a vehicle is approaching its next service or is in need of repair.

Drivers must carry out regular vehicle checks, including safety and medical kits, at least on a weekly
basis, and a Vehicle Maintenance Request form must be completed by the driver for any scheduled or
unscheduled maintenance or repair work, with subsequent Procurement Requests being signed off by
the Fleet Management focal points (Annex 1) in each location.

5g. Maintenance Strategy

SCI offices shall identify suitably qualified and skilled service providers for repair and maintenance of
vehicles for each location. Framework agreement shall be signed with the service provider for a specific
period i-e 6 or 12 months etc

5h. Vehicle Insurance

All SCI owned vehicles shall be insured under comprehensive insurance policy including third party
coverage. Insurance company shall be selected on annual basis through a rigorous and competitive
process by the Country Office Procurement Department. All vehicle insurance claims will be filed by
the Fleet Officers.

5i. Renting Vehicles

Requests for vehicle rental should be made using the standard Procurement Request form including
the following basic information:
 Primary use of the vehicle
 Type of vehicle needed - Pick up, Hardtop, Town Vehicle etc.
 Where vehicle would be stationed
 Duration of time vehicle is needed
 Budget codes and budget available

All vehicle rental contracts must be done in accordance with the relevant SCI procurement process,
in line with the estimated cumulative value of proposed contract.

All drivers accompanying rental vehicles must have a relevant valid driving licence and must be taken
through the Save the Children Drivers Handbook, Code of Conduct and Child Safeguarding Policy by
the Fleet Management focal points.

Country Logistics Manual Page 18 of 30

5j. Fleet Reporting and Analysis

The Fleet Monthly Analysis Report (form ref: SC-FL-03) for each location must be completed by the
relevant focal points as per Annex 2 and must be submitted to the Director Logistics for analysis by
the 15th of each month. The analysis must then be summarised into the monthly logistics report (fleet
status, cost and utilisation), in order to support optimising the country’s fleet.

The Director Logistics is responsible for reviewing this Fleet Analysis Report, following up on any
questions that arise, and for detailing and updating a country vehicle replenishment plan: monitoring
need and utilisation and taking into account when vehicles have become too costly to repair and need
replacing or when vehicles need to be returned to donors/donated to ministries/partners etc.

This replenishment plan should inform proposal development, highlighting vehicles in current
programmes that need replacing and gaps in vehicle provision for planned activities.

5k. Vehicle Procurement

All 4 wheel vehicles must be procured through the Procurement Department in the Country Office.
Selected brands should have servicing and warranty options available in country where possible.

Fleet Officer in the country office is responsible for handling Vehicle Registration, Tax and Insurance
once a new vehicle arrives in country. In case of import of vehicles Senior Manager Admin & External
Affairs shall be responsible to apply and liaise with the Government of Pakistan for tax exemption and
clearance of shipment.

All vehicles must be bought new, with the exception of:

 Vehicles where local laws prevent new vehicle importation or where local restrictions/taxes
and cost make purchase of new vehicles unrealistic in terms of budget; or
 Cars intended for town-only or limited mileage use, where purchase and maintenance of a
second-hand car is more cost effective and donor permission is granted if donor funded

5l. Generators

The Fleet Management focal points in each location (Annex 1) are responsible for generator
operations, including
 Maintaining the Scheduled Generator Hours
 Completing the generator log sheet
 Fuelling
 Servicing and maintenance

5m. Fuel Management

All fuel procurement should be managed in accordance with the SCI Procurement Manual by the
Procurement Focal points in each location.

All fuel purchased must registered onto the vehicle/generator log sheet by the Fleet/Generator focal
points (Annex 1).

Country Logistics Manual Page 19 of 30

All fuel stored by SCI should be managed using the standard Warehousing and Stock Management
Manual (GRN, Stock Card, Stock Checks, Stock Release Form).

Annex 5 outlines details of fuel management contacts and voucher approvers per location.

5n. Fleet Documentation filing

Each vehicle in an SCI fleet should an Office File and a Vehicle File which contain forms used to
effectively manage vehicles in each location

Country Logistics Manual Page 20 of 30

6. ASSET MANAGEMENT

The Asset Management focal point in each location (Annex 1) is responsible for ensuring that all assets
are recorded, managed and disposed of according to the SCI Asset Guidance within the SCI Finance
Manual (section 5), with tasks including:.
 Tagging of all new assets
 Filing of all relevant documents associated to the assets
 Ensuring that Asset Register focal points update the Asset Register per location
 Issuing and Filing of all Asset Issue Forms, ensuring they are approved by the relevant Budget
Holder
 Ensuring damaged or broken assets are reported and filing of all Repairs/Return Requests
 Managing temporary loans of assets, from pooled assets (using the Asset Loan Register).

6a. Asset Purchase

All assets should be purchased as per the SCI Procurement Manual.

6b. Asset Register and Reporting

Asset Register focal points (Annex 2) must maintain a local Asset Register for all assets and General
Programme Equipment (GPE) used/maintained by staff in each location1.

Once registered onto the local Asset Register, Sub Office Asset Register focal points must send the
data to the Country Asset Register focal point who must update the Country Asset Register.

The Country Office Asset Register must capture data on all assets and GPE used/maintained by the
staff in the country office, and must also register asset data (not GPE) as received from the sub office
Asset Management focal points.

The Country Asset Register must be sent to the Finance Department by 20th of each month.

Emergency Note: In emergencies it is essential to ensure that an Asset Register is set up/maintained
to ensure effective asset management in support of the emergency response.

6c. Physical Verification of Assets

The physical verification of assets should be conducted by a committee comprising of Asset

Management focal points, Finance and Program representatives on annual basis. Any losses or damages
must be reported to the relevant Programme Manager and an investigation should be carried out and
when necessary donors must be informed.

Following this verification the Country Asset Register must be updated and approved by the Country
Director.

1
See the SCI Asset Register guidance for definition of Assets and General Programme Equipment (GPE) which requires less
stringent controls and monitoring than assets.

Country Logistics Manual Page 21 of 30

6d. Repair/Return of Assets

If an asset is damaged/needs repair, the person to whom the asset is assigned completes an Asset
Repair/Return form and gives to the Asset Management focal point (Annex 1). Any assets assigned for
general use (for example pooled assets or generators) should be reported to the Asset Management
focal points.

The Asset Focal Point in each location will determine from the Asset ID form whether an asset is
covered under warranty and whether the warranty will cover the particular problem incurred. If
covered under warranty, they will arrange for the asset to be returned to the supplier for
repair/replacement. If it is not covered by the warranty then they will need to determine (using internal
expertise wherever possible) as to whether the item can be repaired in house or whether it will need
to be repaired by an external specialist. In the case of external repair, a Procurement Request must
be raised by the Asset Management focal point and submitted to the relevant Facility Procurement
Focal Point (Annex 1). In the meantime a temporary asset may need to be assigned, using the Asset
Loan Register.

6e. Asset Disposal

Equipment may be disposed of if:

 it is technologically redundant, beyond economic repair or ineffective; or
 it has become uneconomic or unsafe to maintain/operate

All requests for asset disposal should go through the Asset Management focal point in the country
office (Annex 1).

All assets must be disposed of according to donor guidelines and Save the Children Asset Disposal
Policy within the SCI Finance Manual.

6f. General Programme Equipment (GPE)

As well as maintaining an Asset Register, each office within the country must maintain a General
Programme Equipment (GPE) register which should be managed by the Asset Register focal point
(Annex 2). This GPE register does not need to be centralised for the country.

Physical checks of the GPE must be carried out on annual basis by the Asset Management focal points.

6g. Asset Filing System

A softcopy of the Country Asset Register is filed by the Country Office Asset Management focal point,
with a backup taken every quarter.

There should be one file for Asset ID forms divided by asset category with file separators and then
filed by asset sequential number. Any relevant Asset Repair/Return forms or disposal forms should be
attached to the relevant Asset ID form.

A separate file is required for Asset Issue forms which should be filed alphabetically (by the surname
of the person who was issued the asset).

Country Logistics Manual Page 22 of 30

7. GIFT IN KIND (GIKs)

Within SCI GIKs are managed as Awards, processed through the SCI Award approval process and
included in the SCI Finance Management System (FMS). All GIKs are accounted for in the FMS as they
are distributed (not when they are received) and are reported according to the donor reporting
requirements.

7a. GIK Tracking

The Senior Warehouse Officer in Country Office is the GIK Management Focal Point for SCI Pakistan. It
is the responsibility of GIK Management focal point at the country office to register, track and report
on all GIKs received in SCI Pakistan onto the Country GIK Tracker (including both services and
supplies).

GIK Tracking focal points in each location (see Annex 2) must send all relevant information to the
Country Office GIK Tracking focal point on a monthly basis for them to update the Country GIK
Tracker. This includes information from:
 GIK details, budget codes and values from Programme Managers who are receiving GIKs
within their programme activities
 Waybills In, Delivery Notes and Goods Received Notes (GRNs) related to the receipt of GIKs
from the Stock focal points
 Waybills Out related to the dispatch of GIKs to a distribution point from the Stock focal
points
 Distribution Reports from relevant Programme Staff who are managing the distribution of
relevant GIKs

7b. GIK Stock Management

If GIKs enter an SCI warehouse/store then they must be managed in exactly the same way as Save the
Children stock with the same stock management tools (GRNs, Stock Cards, Stock Release Forms
(SRFs), Waybills, etc.). Stock Management focal points (Annex 1) will be required to support
programme staff by providing the necessary information in order to complete quarterly reports on
distribution and losses to the Finance team to input into Agresso (the Finance system).

7c. GIK Reporting

The [insert country office GIK Management focal point position from above] is responsible for submitting
the Country Tracker to the Finance team [insert periodicity, weekly/monthly/ quarterly], following which
the Finance team will input the distribution data against the Awards within the Finance Management
System.

8. FRAUD AWARENESS & ANTI-BRIBERY

Save the Children staff and volunteers must immediately report any suspicions of fraud or dishonesty
to the Country Director. If the staff member or volunteer does not feel able to report the issue to
the Country Director, they must immediately report their suspicion via their line manager to the
Regional Director or to scifraud@savethechildren.org.

Country Logistics Manual Page 23 of 30

 Facilities Programme Safety & Radio / Phone Stock Fleet
Procurement Contract Asset
Office Procurement Security Communicati Manageme Management
(Supplies & Management Management
Services)
(Supplies & Services) Focal Point ons nt focal Point

e.g.
Country e.g. Admin e.g. Procurement e.g. Admin e.g. Security e.g. Logistics e.g. Logistics e.g. Logistics
Warehouse
Office Manager Manager Manager Manager Officer Officer Officer
Officer

Sub e.g. Admin e.g. Procurement e.g. Logistics e.g. Logistics e.g. Radio e.g. Admin e.g. Admin e.g. Radio
Office 1 Assistant officer Officer Officer Operator Assistant Assistant Operator

Sub e.g. Admin e.g. Logistics e.g. Field e.g. Logistics e.g. Logistics e.g. Logistics e.g. Admin
e.g. Admin Officer
Office 1 Assistant Officer Manager Officer Officer Officer Assistant

Country Logistics Manual Page 24 of 30

ANNEX 1 - Functional Focal Points per Location (complete with position, not names)

Country Logistics Manual Page 25 of 30

ANNEX 2 – Focal Points for Logistics Reporting (complete with position, not names)

Facilities Programme Store /

Fleet Analysis
Office Procurement Procurement Warehouse GIK Tracker Asset Register
Template
Tracker Tracker Reports

Country Warehouse Programme

Procurement Assistant Logistics Assistant Logistics Officer IT Officer
Office Officer Support Officer

Sub Programme
Admin Assistant Admin Assistant Logistics Assistant Radio Operator Admin Assistant
Office 1 Assistant

Sub Programme
Logistics Officer Logistics Officer Logistics Officer Admin Assistant Logistics Assistant
Office 1 Assistant

Country Logistics Manual Page 26 of 30

ANNEX 3 - Procurement Form Signatories
Stage in the OPEN INTERNATIONAL FORMAL QUOTATIONS SIMPLE QUOTATIONS
Document to be OPEN TENDER SINGLE QUOTATION CASH & RECEIPT
procurement TENDER (MINIMUM 3) (MINIMUM 3) Purpose of signtaure
signed
process
$500,001 + $100,001 - $500,000 $10,001 - $100,000 $1,001 - $10,000 $101 - $1,000 0 - $100
To confirm the goods required and
Program Manager Program Manager Program Manager Program Manager Program Manager
timetable, for delivery of the project
Procurement
Plan Finance/Grants Manager Finance/Grants Manager Finance/Grants Officer Finance/Grants Officer Finance/Grants Officer To confirm available budget
Plan
To confirm the procedures required, and
Head of Logistics Head of Logistics Procurement Officer Procurement Officer Procurement Officer
that timetable and costs are realistic
Program requester (unless Program requester (unless Program requester (unless Program requester (unless Program requester (unless To confirm requirement for goods and
also the Program Manager) also the Program Manager) also the Program Manager) also the Program Manager) also the Program Manager) correct technical specifications
Procurement To ensure that PRs raised have budget
Program Manager Program Manager Program Manager Program Manager Program Manager
Request available. Not an authorisation to spend
Verification and acceptance of PR for
Procurement Officer Procurement Officer Procurement Officer Procurement Officer Procurement Officer
action
Confirms information is correct and
Procurement Officer (Capital) Procurement Officer (Capital) Procurement Officer (Capital) Procurement Officer (Capital) Procurement Officer (Capital)
procurement to be done at SCI HQ
International Country Director or above (as Country Director or above (as Country Director or above (as Country Director or above (as Country Director or above (as Financial authorisation (commitment to
Request per SoD) per SoD) per SoD) per SoD) per SoD) spend, so that PO can be signed at HQ)
International Procurement International Procurement International Procurement International Procurement International Procurement Acceptance of IR for action, and
Unit Unit Unit Unit Unit verification of CD authorisation
Request
Confirms information on the form is
Program requester Program requester Program requester Program requester Program requester
accurate, including technical specification
Confirms requirement for waiver &
Budget Holder (as per SoD) Budget Holder (as per SoD) Budget Holder (as per SoD) Budget Holder (as per SoD) Budget Holder (as per SoD)
Procurement commitment to spend on this basis
Process Waiver To confirm that exception is allowed
Head of Logistics Head of Logistics Head of Logistics Head of Logistics Head of Logistics
under SCI Procurement Procedures
Country Director or above (as Country Director or above (as Country Director or above (as Country Director or above (as Country Director or above (as Waiver approval, taking responsibilty that
per SoD) per SoD) per SoD) per SoD) per SoD) it is justified and in line with procedure
Request for Confirms bona fide offer that will be
Supplier Supplier Supplier Supplier Supplier
Quotation adhered to should the supplier win
Petty cash Financial authorisation (commitment to
Budget Holder (as per SoD)
voucher spend)
Program Manager (/Technical Program Manager (/Technical Program staff (/Technical Recommendation of supplier (in
Expert) Expert) Expert) particular technical quality)
Recommendation of supplier &
Finance/Grants Manager Finance/Grants Manager Finance/Grants Officer
Supplier Competitive Bid compliance with donor rules
selection Analysis Head of Logistics / Field Recommendation of supplier &
Head of Logistics Head of Logistics Head of Logistics
Manager adherence to SCI procedures
Approval of supplier choice and
Program Manager Program Manager Program Manager Program Manager
procedural compliance
Confirms accuracy of contract/PO and
Head of Logistics Head of Logistics Procurement Officer Procurement Officer Procurement Officer
procedural compliance
Contract
Relevance of purchase & financial
Order placing / Purchase Budget Holder (as per SoD) Budget Holder (as per SoD) Budget Holder (as per SoD) Budget Holder (as per SoD) Budget Holder (as per SoD)
authorisation (commitment to spend)
Order
Acceptance of contract/PO and
Supplier Supplier Supplier Supplier Supplier
readiness to act accordingly
Confirms receipt of goods into the
Goods Recieved Logistics Officer Logistics Officer Logistics Officer Logistics Officer Logistics Officer
programme / completion of services
Receipt Note / Services
Completion Note Programme Manager Programme Officer Programme Officer Programme Officer Programme Officer Verification of quality and quantity
Payment Requestor / Payment Requestor / Payment Requestor / Payment Requestor / Payment Requestor / Ensure invoice matches PO & GRN/SCN,
Procurement Officer Procurement Officer Procurement Officer Procurement Officer Procurement Officer and expenditure was authorised
Payment
Payment Authorisation Budget Holder (as per SoD) Budget Holder (as per SoD) Budget Holder (as per SoD) Budget Holder (as per SoD) Budget Holder (as per SoD) Payment authorisation
Form
Verification and acceptance of
Finance Officer Finance Officer Finance Officer Finance Officer Finance Officer
procurement file for payment

Country Logistics Manual Page 27 of 30

 ANNEX 4 – SCI Supply Chain Management Process Flow
Save the Children Supply Chain Summary

PLAN SOURCE STORE DELIVER

Country Supply Chain Plan

developed
Procurement Request
raised by programme
Goods delivered by supplier
and checked on receipt
Transportation arranged

Procurement Plan developed

at proposal stage Procurement Request
checked and registered on
Procurement Tracker
Goods entered onto the
Warehouse Report Direct release to requester
at an SC office

Proposal and budget are

reviewed using the Logistics
Proposal Review Checklist
before proposal is submitted
Procurement file started
Transit Stock is packed and
dispatched with
Waybill (+/- Packing List)
Distribution to
beneficiaries or donation
to partner organisation,
with Waybill (+/- Packing
List)

Quotes / tenders requested

from suppliers

Award Kick Off Meeting,

including discussion on Stock received at final
procurement plan and warehouse
logistics requirements Stock Donation Certificate
or signed Beneficiary List
Supplier selection generated & filed by
programme

Stock Card (+/- Bin Card)

generated for Programme
Award of business made to Stock
supplier and Purchase
Order / Contract signed

Stock Release Form (SRF)

Goods Received Note or generated by programme to
Services Completion Note request stock
completed

Invoice/Receipt received,
Payment Authorisation
Form completed and
procurement file passed to
Finance for payment

Country Logistics Manual Page 28 of 30

ANNEX 5 – Fuel Management per Location

Fuel Voucher Position who Minimum fuel

Office Fuel Contracts or SCI Fuel can Authorise stocks to be
Stocks used Fuel Vouchers held

Country
Procurement Assistant Fuel Voucher Logistics Officer 200L
Office

Sub
Logistics Officer SCI Fuel Stocks Logistics Officer 0
Office 1

Fuel procured as
Sub
Logistics Officer needed from local Admin Officer 400L
Office 1
suppliers

Country Logistics Manual Page 29 of 30

ANNEX 6 - Change Control History

Version no.: Approval Approved Change:

date: by:

Country Logistics Manual Page 30 of 30