Reshaping the way we prepare for humanitarian crises
Let’s start with the facts. Humanitarian crises are becoming increasingly complex and more frequent. According to the UNDRR[1], the number of disasters per year will jump from 400 per year in 2015 to 560 in 2030. That’s a 40% increase. This is our new normal.At the same time, the funding available for humanitarian activities is increasing at a much slower rate. In 2023, aid increased by $0.9 billion, while humanitarian needs increased by $5 billion[2]. In monetary terms, this means funding of “only” $29 billion committed towards a total need of almost $57 billion (only 38% of the total, which is well less than half).[3].
“The traditional approach to stock prepositioning is no longer sufficient. The current system, where organisations operate within the comfort of their silos, often leads to duplication, inefficiencies, and delayed responses that can cost money and time, not to mention lives.” ESUPS Project Manager, Florent Chané, believes it’s time for a radical shift. He explains why we need an approach to humanitarian preparedness driven by collaboration, digitalisation and localisation.
As part of that, it is estimated that logistics account for around 75% of the total cost of humanitarian responses[4]. Stock management takes up a large part of this financial load. In the face of this reality, there is a growing awareness among humanitarians that we need to enact a bold vision for the future, one where collaboration, openness, and localisation are at the core of our approach to humanitarian action.
A hidden truth
Humanitarian organisations have long prided themselves on their ability to respond swiftly to emerging crises. It’s a mantra repeated all too often, almost as though there were an award for the fastest responder. Of course, it would be grossly unjust to downplay the life-saving assistance they provide to populations in some of the most challenging environments.
Yes, the prepositioning of relief items has made a tremendous difference in supporting affected populations throughout such emergencies. However, the reality is that the stock prepositioning strategies enacted by these organisations have also hindered those efforts.
Why is this? I believe it is largely due to inefficiencies caused by a lack of collaboration at the preparedness stage of disaster management planning.
The urgent need for collaboration
When humanitarian organisations work independently of each other, they sit in their comfort zones, following the path of least resistance. I have seen this play out in many contexts around the world. And it’s understandable to a certain degree.
Organisations across the world face the common challenge of resource scarcity, and so are forced to make sacrifices. Often this comes at the expense of efficiency. It is a vicious cycle that constantly feeds itself. In my experience, the primary limitation is not a lack of awareness of this issue. I have met countless supply chain coordinators who are acutely aware of the problem. Yet, at an organisational level, there has been a lack of commitment or investment in an approach that looks at the system as a whole.
Whether driven by an aversion to risk or a lack of courage towards change, the effect has been stagnation—despite acknowledgement of the need for change. The result for stock management is a fragmented landscape where resources are unevenly distributed, and vital supplies are either overstocked in some areas or completely absent in others. So, what is the answer?
The case for a collaborative approach
Above all other factors, I believe the answer is collaboration. A collaborative approach to stock management means adopting a shared, collective strategy towards the stockpiling of relief items. Joint planning can leverage each organisation’s assets, open the door to methods like loan-borrowing and branding postponement, and optimise decision-making.
The overall goal of collaboration is to ensure a more coherent distribution of stock across regions—where critical supplies are available when and where they are needed most. Collaboration also allows for shared risk, reduced costs, and a more agile response. It also nurtures a sense of solidarity among organisations, promoting trust and opening doors for even greater collective action in the future.
Information sharing as a catalyst for change
At the heart of this collaborative approach is the need for broad information sharing. When organisations operate in isolation, they have little to no knowledge of what resources are available within the broader humanitarian community. This lack of transparency leads to inefficiencies and missed opportunities.
But there is a better way.
At ESUPS, we envision a world where every humanitarian organisation and local government agency has access to a central source of information containing the location, quantity, and status of prepositioned stock. Such a system would not only enhance coordination but also enable more informed decision-making.That system already exists. It’s called STOCKHOLM.
Information sharing seen not as a threat, but as an opportunity
STOCK of Humanitarian Organisation Logistics Mapping (STOCKHOLM) is a platform set up to facilitate the exchange of data between humanitarian organisations engaged in stock prepositioning. It is a tool for data collection and exchange, as much as it is a stimulus for organisations to work together on a much deeper level.
STOCKHOLM’s visual mapping of stock data goes some way towards this goal. However, it is the analysis function that truly demonstrates the power of collaboration. Through an algorithm designed by Penn State University and MIT, and utilising the data provided by the various organisations registered on the platform, STOCKHOLM provides recommendations for the optimisation of prepositioned stock at national and sub-national levels.
STOCKHOLM is therefore an opportunity to reduce gaps and overlaps in stock availability, increase rotation and reduce redundancy in existing stockpiles, and lessen the environmental impact of humanitarian action. Ultimately, this can lower the cost and increase the speed of our response. The tool is made available at no cost, demonstrating ESUPS’s commitment to promoting and facilitating collaboration and information sharing.
An opportunity not fully realised—until now
Of course, prepositioning is only one part of a long supply chain. And stock data is only one fraction of the humanitarian logistics information required to optimise humanitarian preparedness activities and operations overall. However, with the increasing sophistication of digital platforms like STOCKHOLM, it is now possible. The Logistics Cluster, for example, has developed LogIE, an integrated humanitarian stock and logistics platform that offers comprehensive logistics insights to support humanitarian operations.
Collaboration and digitalisation in action
Several organisations have now come together to connect their stock-related platforms to LogIE and provide a more integrated solution for humanitarian operations across the preparedness, anticipation and response phases. Wanting to lead by example on collaboration, ESUPS has been a driving force in this shared initiative.
Data from STOCKHOLM now feeds into LogIE, alongside data from the Humanitarian Logistics Databank, to offer a consolidated dashboard of stock availability at regional, country, and sub-national levels. This system of interconnected platforms is therefore allows for emergency preparedness to be undertaken in a much more strategic and coherent way, with decisions being based on data-driven analysis.
We also know our systems are only as good as the data we feed into them. So we are also pushing forwards to connect STOCKHOLM to existing inventory and warehouse management systems, such as those currently utilised by international NGOs for their stock management. This will streamline the data collection process, eliminating the double-handling of data at the point of entry. Most importantly, it will ensure that the information in the hands of the user is always accurate and updated in real time.
Reversing established power dynamics
A truly transformative stock prepositioning strategy must go beyond collaboration between international organisations. It must also empower local actors—particularly, local governments and NGOs. These stakeholders are often the first responders when disaster strikes, yet counter-intuitively, they are often the least informed about resources of all actors on the ground. This practice runs counter to the concept of localisation and must be overhauled.
A decentralised approach
Empowering local actors means providing them with the resources, training, and information they need to manage stock effectively. It is precisely the approach we take when supporting the roll-out of the STOCKHOLM platform.
Local leadership should set the agenda and design prepositioning strategies that are tailored to the unique needs of each country. Governments at the local level should have much greater awareness of the resources available in their country and the information needed to lead emergency management activities.
A decentralised approach like this not only enhances the resilience of national authorities but also increases their capacity to respond inter-dependently, reducing their reliance on international aid.
The case for collective ownership
For this new paradigm to succeed, there must be a shift in mindset—from competition among actors to collective ownership. Organisations must recognise that prepositioned stock is not just a resource to be guarded, despite the resource challenges, but a shared asset that can be deployed to assist wherever humanitarian need arises, no matter the logo on the box.
By sharing information, pooling resources and coordinating efforts, organisations can—in concert with local leaders—ensure that prepositioned stock is strategically located and accessible to those who need it most. With this mindset, we can provide the best possible outcomes when disaster strikes.
Cultural change within organisations
I am not naïve. I know this cultural shift is not easy. But just because it’s hard, doesn’t mean it can’t be done. It’s a matter of prioritisation.
Collaboration, information sharing and local leadership must be prioritised over the protection of individual interests. It also necessitates the development of shared standards and protocols, ensuring that prepositioned stock can be easily accessed and utilised by any organisation when needed. Our work with STOCKHOLM, together with the other platforms mentioned above, continues to drive this agenda across countries, organisations and clusters.
Leading the way forward
If we are truly committed to fulfilling our mission as humanitarian organisations, to maximise the impact of the resources available, then we cannot ignore or delay our responsibility to shift to a collaborative and localised approach. When it comes to the question of stocks, ESUPS has willingly taken on the responsibility to lead this transformation. We gladly challenge the status quo and push for a more collective, transparent, and inclusive approach to stock prepositioning.
We believe we can work together with humanitarian organisations and institutional donors to set a new standard for the sector—one that prioritises the collective good over self-preservation and empowers local actors to maintain a leading role. This is probably the fastest, most efficient way to reduce costs and increase the effectiveness of humanitarian operations.
An immediate call to action
It is clear to me and to many that sustainable success in humanitarian interventions is greatly enhanced by our ability to work together. By adopting a better approach to prepositioning strategies, we can create a more effective and resilient humanitarian response system.By embracing openness with their organisation-level stock data, organisations can build trust and create synergies that amplify their impact. This is not just an aspiration; it is a necessity.
So here is the call to action: accept this invitation to join ESUPS and other like-minded actors in the humanitarian sector to embrace the necessary change. This includes the 600 users and 120 agencies who have already responded to the call by sharing their stock information in STOCKHOLM. But we still have a long way to go.
The time for sector-wide change is now, and we must be the ones to drive it together.Let’s commit to this collective vision and take the steps towards a more inclusive approach to humanitarian logistics. The lives of those we serve depend on it.
Florent Chane
Project Manager, Emergency Supply Prepositioning Strategy (ESUPS)
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[1] GAR2022: Our World at Risk (GAR) | UNDRR
[2] Global Humanitarian Overview 2024, February Update (Snapshot as of 29 February 2024) | OCHA (unocha.org)
[3] Why is the world’s humanitarian aid gap getting bigger? | Context
[4] Assessing the value of supply chain management in the humanitarian context – An evidence-based research approach | Emerald Insight