1 / 42

NBM Intro Slide

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

grover
Download Presentation

NBM Intro Slide

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. NBM Intro Slide

  2. 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

  3. Agenda • Introduction to the BPP • History • Relevance • Integration of the BPP into the NBM • PACA Cycle • Model Walk through

  4. 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

  5. Best Business Practices (BPP) • 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

  6. 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

  7. WFP 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

  8. 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

  9. 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

  10. Standardisation and Enhancement of WFP’s Needs & 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

  11. Standardisation and Enhancement of WFP’s Needs & 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

  12. Expected Benefits of the BPP • 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;

  13. Expected Benefits of the BPP • 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;

  14. The evaluation of the BPP showed • 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

  15. Best Practice Project – Areas of Focus (1) Process&Procedures 1. Common View of the Business Process & Required Levels of Communication / Coordination 4. Management & Control Cycle developing a Learning Organisation

  16. Standardisation and Enhancement of WFP’s Supply & Demand Business Process The ‘To Be’ Business Process Definition:

  17. Best Practice Project – Areas of Focus (2) People&Organisation 2. Understanding Roles & Responsibilities, coupled with an Appropriate Project Organisation 4. Management & Control Cycle developing a Learning Organisation

  18. Best Practice Project – Areas of Focus (3) Tools&Technology 3. Automated Systems in Support of the Business Process & Single Source Mngt System 4. Management & Control Cycle developing a Learning Organisation

  19. Best Practice ProjectOMS – 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;

  20. Operational Management SystemWhat 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

  21. Operational Management SystemWhat 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.

  22. Operational Management SystemWhat 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

  23. OMS Status • Currently being rolled out in ODJ • Evaluation planned for November • Determine possible further roll out

  24. Best Practice Project – Areas of Focus (4) 4. Management & Control Cycle developing a Learning Organisation

  25. Top 3 – Key Performance Indicators by Function: • 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

  26. Top 3 – Key Performance Indicators by Function: 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)

  27. Supply & Demand Business Process • 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

  28. Agenda History of the model Relevance of the model The PACA cycle and planning Process model walk through Use of the model

  29. The Plan - Act - Check - Adjust cycle 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

  30. PACA brings many benefits 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

  31. The PACA cycle refers to your short term planning Perspective Objective Tools Short term planning Mid term planning Long term planning

  32. 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

  33. Agenda History of the model Relevance of the model The PACA cycle and planning Process model walk through Use of the model

  34. The process map aims at: • 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

  35. Source 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

  36. The second level gives an overview on the cross-functional links of the sub-processes

  37. The third level defines activities and responsibilities for the steps of the sub-processes

  38. CO level process definition 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”

  39. Agenda History of the model Relevance of the model The PACA cycle and planning Process model walk through Use of the model

  40. How it has been used in the Pilot countries: two examples 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

  41. Process improvements in individual functions reinforced each other

More Related