Nigeria: Central Contraceptive Warehouse Assessment
Publication date: 2009
Nigeria: Central Contraceptive Warehouse Assessment SEPTEMBER 2009 This publication was produced for review by the U.S. Agency for International Development. It was prepared by the USAID | DELIVER PROJECT, Task Order 1. Nigeria: Central Contraceptive Warehouse Assessment The authors' views expressed in this publication do not necessarily reflect the views of the U.S. Agency for International Development or the United States Government. USAID | DELIVER PROJECT, Task Order 1 The USAID | DELIVER PROJECT, Task Order 1, is funded by the U.S. Agency for International Development under contract no. GPO-I-01-06-00007-00, beginning September 29, 2006. Task Order 1 is implemented by John Snow, Inc., in collaboration with PATH; Crown Agents Consultancy, Inc.; Abt Associates; Fuel Logistics Group (Pty) Ltd.; UPS Supply Chain Solutions; The Manoff Group; and 3i Infotech. The project improves essential health commodity supply chains by strengthening logistics management information systems, streamlining distribution systems, identifying financial resources for procurement and supply chain operations, and enhancing forecasting and procurement planning. The project also encourages policymakers and donors to support logistics as a critical factor in the overall success of their health care mandates. Recommended Citation USAID | DELIVER, Task Order 1. 2009. Nigeria: Central Contraceptive Warehouse Assessment. Arlington, Va.: USAID | DELIVER PROJECT, Task Order 1. Abstract In Nigeria, Fuel Logistics provided technical assistance to the Federal Ministry of Health (FMOH) by conducting a needs assessment of the Central Contraceptive Warehouse (CCW) of the Central Medical Stores (CMS) from November 11 to 23, 2007. This assessment also examined the need to expand to additional warehouses in Ibadan and Kaduna, and to determine the status quo and short-, medium-, and long-term requirements of the national storage and distribution systems for contraceptives. USAID | DELIVER PROJECT John Snow, Inc. 1616 Fort Myer Drive, 11th Floor Arlington, VA 22209 USA Phone: 703-528-7474 Fax: 703-528-7480 Email: email@example.com Internet: deliver.jsi.com � � � � � � � � � � � � � � � � � � � � Contents Abbreviations and Acronyms. v Acknowledgments . vii Executive Summary . ix Methodology . ix Findings. ix Key Recommendations. ix Background.1 Purpose and Objectives of the Assessment. 3 Assessment Methodology.3 Findings.3 Visits to Ibadan and Kaduna Warehouses .11 Ibadan Warehouse Visit .11 Kaduna Warehouse Visit .12 Further Recommendations/Proposed Plan of Action .15 Appendices 1. Warehouse and Distribution Assessment List.17 2. CCW Consumption Data per State.37 3. People Met.45 4. List of Data Collectors and Monitors .47 Figures 1. Map of Proposed Distribution . 9 2. Map of Proposed Distribution—Number of Pallets .13 iii iv Abbreviations and Acronyms ASN advanced shipping notice CCW Central Contraceptive Warehouse CMS Central Medical Stores EDI Electronic Data Interchange FEFO first-expire, first-out FMOH Federal Ministry of Health GRN goods release note JSI John Snow Incorporated KPI Key Performance Indicators NPO National Program Officer ODBC Open Database Connectivity PI Perpetual Inventory POD proof of delivery RFID request for implementation date RFP Request for Proposal SKU stock keeping unit SLA service level agreement SOPs standard operating procedures USAID U.S. Agency for International Development WMS Warehouse Management System v vi Acknowledgments We gratefully acknowledge the participation, support, and guidance of USAID/Nigeria, as well as the staff of the Central Contraceptive Warehouse, the Federal Ministry of Health, and the USAID | DELIVER PROJECT in making this report possible. All those concerned contributed freely and enthusiastically to discussions, and their valuable and knowledgeable support is recognized and appreciated. Many thanks go to the Federal Ministry of Health staff, especially Lawrence Anyanwu, Greg Izuwa, Musa Odiniya, and Judith Ononose. We also thank Kayode Morenikeji for his support and participation during the assessment. vii viii Executive Summary The Reproductive Health Branch of the Federal Ministry of Health, with technical assistance from the USAID Ň DELIVER PROJECT, conducted a needs assessment of the Central Contraceptive Warehouse (CCW) in Nigeria. The assessment attempts to determine the current status of the CCW, to ascertain the need for expansion to additional warehouses in Ibadan and Kaduna, and to suggest improvements to the national storage and distribution systems for contraceptives that should be reviewed and implemented. Methodology The assessment identified the current warehouse practices and possible gaps in the areas of storage; receiving; pick, pack, and dispatch; inventory control; distribution; security; health and safety; human resources; and client relationships. The assessment was based on a questionnaire and photographs. Steps were then identified with the aim of achieving good warehouse practices, improving the infrastructure and equipment, enhancing human and financial resources, and determining whether there is a need to expand the current warehouse to additional locations in Ibadan and Kaduna. Upon completion of the necessary investigations, a proposed plan of action has been suggested that focuses on the short, medium, and long term. Findings Warehouse practices are generally good but exhibit poor storage conditions, as well as a manual warehouse operation system. Stock management is manual and does not track batch numbers and expiry dates on bin cards. In addition, no safety equipment or stock reports are in place. The warehouse employs dedicated security personnel for receiving and dispatch but has no segregated areas for those activities. No alarms, security cameras, or other security measures are in place, and the role of security personnel is limited. The distribution system is reactive, and distribution resource planning is not optimum. Currently, no performance measurement exists for subcontractors. The two zonal warehouses considered for possible expansion were also assessed. The assessment team found that storage condition was poor and that the electricity was not connected at either site. Key Recommendations x Develop standard operating procedures (SOPs), and provide on-the-job training for staff members. x Reorganize stock arrangements, and create bin locations in the CCW. x Purchase relevant equipment, and repair malfunctioning equipment (lights, forklift, fans, etc.). ix x Set up database that is inclusive of batch numbers and expiry dates. x Design a fire control plan, and implement it. x Ensure security of products in the process of distribution. x Create Job descriptions that clarify roles and responsibilities. x Review and implement service level agreements and performance management measurements. x Background The Federal Ministry of Health (FMOH), with technical assistance from the USAID | DELIVER PROJECT, conducted a needs assessment of the Central Contraceptive Warehouse (CCW) of the Central Medical Stores (CMS). The assessment will provide information in the following ways: x Identify current warehouse practices and gaps in these areas: � Storage � Receiving � Pick, pack, and dispatch � Inventory control � Distribution � Security � Health and safety � Human resources � Client relationships x Identify steps necessary to achieve good warehousing practices. x Identify infrastructure and equipment improvements, including automation. x Identify human and financial resource requirements that are necessary to achieve good warehousing practices. x Identify the need to expand the current warehouse to include additional locations in Ibadan and Kaduna. 1 2 Purpose and Objectives of the Assessment The purpose is to conduct a needs assessment of the Central Contraceptive Warehouse (CCW) and to examine the need to expand to additional warehouses in Ibadan and Kaduna. The needs assessment determined the status quo and the short-, medium-, and long-range requirements of the national storage and distribution systems for contraceptives. Assessment Methodology The assessment team comprised personnel from Federal Ministry of Health (FMOH), USAID/ Nigeria, the USAID | DELIVER PROJECT, and the Fuel Group. A complete list of data collectors and monitors can be found in Annex 5. Data collection instruments used for the assessment included checklists; structured questionnaires, as provided for in Annex 1 and 2; and photographs. Findings CCW—Product Storage Conditions On the day of the assessment team’s visit to the CCW, the warehouse was relatively empty. The staff members, however, reported that they were expecting some deliveries to come in. In general, the warehouse was in fairly good condition except for a few leakages and a termite problem. Leakage in the roof, just above a storage area A termite path in the warehouse 3 The warehouse practices were generally good, but some irregularities existed; for example, product locations and correct packing procedures were not followed. The assessment team noticed one incorrectly labeled package for dispatch. Parts of the warehouse indicated poor storage conditions, such as termite paths on the wall and leakages in the ceiling. Also, 6 out of 10 lights and four out of six fans were in working order. Many of the warehouse processes are manual, which can—and does—lead to human error. The current practice of moving pallets using trolleys is inadequate. A pallet stacker is needed for more efficient movement of pallets, as well as for staff safety. A generator that is stored in front of the warehouse and is awaiting commissioning has started rusting. The Central Medical Stores (CMS) generator provides electricity to the warehouse, but it does not have the capacity to power all the electrical appliances in the CCW. CCW—Product Flow The next photograph shows a box that has been used to pack a product different from that which it originally contained. The box, however, was not labeled with the new product name. Ideally, the storage of parts boxes should be done in plain boxes without any existing printing on the box, but as a cost-saving measure, boxes can be reused as long as their labels are changed and updated appropriately. A material-size shipment was also received and placed in the receiving or dispatch area because there was no space at the time it was received. However, the shipment has remained in that area for two years. Because space was taken up by having the shipment stored in the dispatch area, many dispatched orders were placed in the store pending loading. The result was poor workflow regarding picking and packing and an increased chance of stock being mislaid and thus not accounted for. In addition, mislaid stock could lead to stock expiry and wastage. Commodities stored in boxes with the wrong label Commodities stored in receiving and dispatch area for more than two years 4 A material-size shipment was also received and placed in the receiving or dispatch area because there was no space at the time it was received. However, the shipment has remained in that area for two years. Because space was taken up by having the shipment stored in the dispatch area, many dispatched orders were placed in the store pending loading. The result was poor workflow regarding picking and packing and an increased chance of stock being mislaid and thus not accounted for. In addition, mislaid stock could lead to stock expiry and wastage. The assessment showed that there were no standard operating procedures (SOPs) for warehouse processes in place. Tally cards did not carry stock batch numbers and expiry dates. The cards were used per product regardless of the batches and expiry dates. Technically, that use of cards means that all batches of the same product were mixed in the warehouse, on the same pallets; therefore, it is unlikely that the first-expire, first-out (FEFO) principle was followed rigidly. Main Issues Products stored in the CCW warehouse run the risk of damage. The poor storage procedures currently being used can also increase the risk of theft. Cumbersome and time-consuming put-away and order preparation processes used were not always in conformity to best warehousing practices. Manual processes are likely to lead to inefficiencies. The functioning of the FEFO principle can, therefore, not be guaranteed. Key Recommendations x Develop SOPs, and train staff members. The proper implementation of SOPs and a trained staff will ensure that warehousing functions run smoothly and effectively. That approach will also ensure that the risk of theft, damages, or mislaid stock is reduced and, in the best case scenario, avoided altogether. x Completely reorganize the current stock, and create bin locations. SOPs on picking and packing will ensure that stock is packed in the correct locations and will help to avoid stock misplacement. x Purchase the relevant equipment (forklifts, ladder, carts), and repair the current equipment (lights, fans, etc.). CCW—Stock Management and Reporting The manual stock management process as practiced in the CCW offers no tracking of batch numbers and expiry dates on bin cards and there are no stock reports in place. As a result, tracking and tracing of any batch, as well as reporting on expired stock, is cumbersome. CCW has a computer, but it did not seem to be used frequently and was not plugged in when the advisor visited the premises. No reports were in place on the day of the visit. Main Issues The manual processes currently in use in the CCW heighten the chance of human error. The FEFO principles are unlikely to be adhered to, increasing the risk of stock expiry and loss. Stock is not properly reconciled, which means that stock losses might not appear until much later. 5 Key Recommendations x Set up a database inclusive of batch numbers and expiry dates. Such an arrangement will ensure that FEFO is properly maintained and that the efficacy of stock is effectively managed. x To improve the issue of reporting and inadequate access to information, create reporting templates and define reporting cycles. x In the long term, set up a properly functioning warehouse management system and provide for staff training. CCW—Expired Stock On the day of the visit, some stock was expired. The warehouse staff reported that the last destruction exercise for expired drugs took place four months earlier, which was responsible for the reduced quantity of expired products sighted during this assessment. Six months before expiry, products are quarantined. Some stock that had expired in 2004 was sent back from one of the states. Main Issues The quarantined products are mixed up with expired products. No process or mechanism seems to be in place for the return of expired stock from the state sites. Key Recommendations x Separate quarantined products from expired products. x Review the timeline for quarantining to accommodate products with a short shelf life. Expired stock in the CCW warehouse CCW—Occupational Health and Safety Concerns Only two fire extinguishers were in the warehouse, and they had had no maintenance since they were bought; thus, the possibility exists that their efficacy has been compromised. Parts of the ceiling showed visible damage caused by a leak that had gone unattended, making water damage a very real threat and compromising the safety of stock. 6 The warehouse staff had no safety equipment, such as helmets, boots and gloves, etc., which can potentially lead to serious injuries in the event of a warehouse accident. The assessment team also observed that a ladder had been stored or placed incorrectly, possibly because of lack of space; such a situation can lead to injuries. Warehouse practices, such as leaving a ladder or trolley against a stack of stock, can lead to injuries. Main Issues One of the main issues in the CCW is the risk of fire, which unfortunately cannot be contained under the current setup. Also, the very real risk of injuries to warehouse staff members exists as a result of nonavailability of the correct safety equipment. Key Recommendations x Design a fire control plan. Purchase and install the appropriate equipment to put the plan into effect. x Procure the required safety equipment immediately. The safety of the warehouse staff is essential to any properly functioning warehouse. Train staff members in the use of safety gear purchased for their protection and educate them as to the importance of wearing the safety gear at all times. x Design and implement safety SOPs. x Thoroughly clean the warehouse, and set up a roster whereby staff members take turns in cleaning designated areas. CCW—Security The assessment team found that the CCW had five locks with two sets of keys. Two warehouse officers had a set of these keys each. This arrangement does not conform to good warehouse practices. The best practice would be (a) that at least one key from each set would be kept by the security officer to ensure that two people are present during the opening and closing of the warehouse and (b) that those two people are not from the same department. It is important that the segregation of duties in this regard be reviewed and enforced. 7 The warehouse has dedicated security personnel for receiving and dispatch. However, those two vital areas are not cordoned off from one another. The assessment team also noted that the security personnel have a very limited role. The noticeable lack of security at the warehouse is further exacerbated by the fact that no security alarm, security cameras, or closed circuit television exist. Main Issues As a result of the lack of security infrastructure, there is the risk of internal and external theft. Areas of high activity cannot be monitored, and the safety of stock during non-operational hours cannot be ensured. No historical data on the security activity are available. Key Recommendations x Seal all vehicles at the point of loading, and record serial numbers to ensure security integrity. x Implement a warehouse management system that has strict adherence to SOPs to increase internal inventory security measures. It would also be advisable to install security measures in and around the warehouse to maintain the protection of stock. CCW—Personnel and Skills In general, the staff members are very willing and enthusiastic. However, no formal individual performance reporting process exists, and the level of authority on the basic coordination of activities is very limited. Main Issues The CCW has no formal system or feedback mechanism to monitor individual performance. It is also clear that staff members, in general, were not aware of all good warehouse principles and good warehouse management practices. Inefficiencies caused by lack of training are apparent. Key Recommendations x Document and enforce job descriptions, including roles and responsibilities. It is important that management receive input from staff members when their job descriptions are being developed and discussed. x Develop performance and measurement indicators and tools with respect to specific job descriptions. Define SOPs in that regard, and institute on-the-job training. CCW—Distribution The current distribution system is reactive, and distribution and resource planning is not functioning optimally. No performance measurements on subcontractors were in place; this situation needs to be reviewed as soon as possible. A tender process was started in April and proposals were aggregated, but no follow-up has occurred since then. The drivers handling distribution of stock should be trained on best practices. Main Issues Vehicle routes are defined at the last minute and depend on the funds available. No service level agreements are in place, and, therefore, subcontractors’ performance is not monitored. 8 Key Recommendations x Review and implement service level agreements and performance management measures. x Test all drivers of the selected subcontractor or subcontractors to ensure that they have the necessary numerical and literacy skills to count boxes and to read descriptions for checking packages. x Draw up distribution SOPs, and conduct relevant training. Figure 1. Map of Proposed Distribution Note: Numbers indicate the percentage of stock distributed to those states from the central contraceptive warehouse in Lagos. 13,90 4,81 3,77 9,39 5,065,03 4,62 3,81 4,26 26,49 9 CCW—Procedures and Processes The contraceptive distribution process is relatively straightforward, but it is currently manually driven and is clearly slowed down by lack of funds and lack of the proper processes being in place. The lack of systems in place also results in poorly defined delivery timelines, as well as increased costs and inadequate reporting. In general, the CCW staff members understand the standard practices of the distribution supply chain; however, the processes currently in place better accommodate the administrative requirements than the distribution system objectives. 10 Visits to Ibadan and Kaduna Warehouses Ibadan Warehouse Visit Poor storage conditions of products at the Ibadan warehouse Infrastructure As the photographs above illustrate, the Ibadan warehouse exhibited extremely poor storage conditions. The team noted inadequate racking, termites, disconnected electricity, and numerous leaks in the ceiling. The warehouse was being used to store bed nets, expired products, and obsolete forms and stationery. There was a generator, but it was not connected to this storehouse and its attached offices. Main Issues Storage is currently very poor, owing to termite infestation, a leaking roof, and inadequate racking. Storage should be done only after the warehouse is cleaned of all the expired stock and the unused or outdated stationery. Key Recommendations x Clean out the warehouse and make repairs. Install relevant equipment, such as lights, forklift, desks, computer, cards, stationery, etc,, and train staff members in their proper use. Connect the warehouse and attached offices to the existing generator. x Set up standard operating procedures SOPs, appoint a warehouse supervisor and a team, and proceed with on-the-job training of staff. 11 Kaduna Warehouse Visit Kaduna warehouse as seen from the outside Infrastructure The assessment team could not gain access into the warehouse. However, on general inspection, poor storage conditions were noted, as well as lack of proper warehousing equipment. Leaks and damaged ceilings were clearly in evidence, and the electricity supply to the warehouse was disconnected. Main Issues Storage of products in this warehouse is possible but only after extensive repairs. Key Recommendations x Here again, the warehouse requires clean up, major repairs, and purchase and installation of relevant equipment. x Develop SOPs, and appoint a warehouse supervisor to oversee the repairs and implementation of processes. x Provide on-the-job training for the staff. 12 Figure 2. Map of Proposed Distribution—Number of Pallets 5 10 19 10 1422 11 The Ibadan and Kaduna warehouses can accommodate the current annual contraceptive consumption for their state and for neighboring states. It is, however, unlikely that either of the warehouses can support any scale-up plan. 13 14 Further Recommendations/ Proposed Plan of Action Short-term Plans (within six months): x Establish stakeholder task force to complete action plan. x Design and institute standard operating procedures at Central Contraceptive Warehouse (CCW) level, ensure staff training, and establish key performance indicators (KPIs). x Draw a complete request for proposals (RFP) for transportation and issue the RFP to the market. x Award tender, sign the standard local agreement, and define KPIs for transportation. x Standardize the reporting format. Midterm Plans (within one and one-half years): x Set up an inventory control and warehouse management system at CCW. x Upgrade the regional facilities (Ibadan, Kaduna, Kano). x Improve workflow processes, and work with all stakeholders to support a continuous system of improvement. x Set up online reporting that will be available to all relevant parties. Long-term Plans: x Complete renovation of CCW facilities to meet future commodity demand. x Complete automation of distribution reporting at all sites and for all stakeholders. x Undertake ongoing staff training and monitoring with partner organizations. 15 16 Appendix 1 Warehouse and Distribution Assessment List Warehouse and Distribution Checklist I. WAREHOUSE GENERAL INFORMATION Items assessed Available: Yes / No Satisfactory: Yes / No Comments 1. Warehouse location—Map 1.1. If existing facility: A map showing roads and elevation and expansion capability 1.2. If a planned facility: A map describing the topography and soil-bearing capacity 1.3. Warehouse is reachable directly by Roads (state of the roads) Railway (if available) Air (if available) 2. Warehouse floor plan 2.1. Total surface area 2.2. Total storage area surface 2.3. Total staging area surface 2.4. Total receiving area surface 2.5. Total office area surface 2.6. Height to the eaves 2.7. Positioning of inbound and outbound doors (Are they separate to allow segregation of tasks?) 2.8. Dock-levelers (If available, check safety procedures and inspection schedules as per drawn checklist.) 2.9. Loading docks 2.10. Container hard-standing and ramps 17 3. Staff organization (Organogram to be attached to report) 3.1. Top management: How many? 3.2. Middle managers: How many? 3.3. Supervisors: How many? 3.4. Operators: How many? 3.5. Total staff establishment 4. Statistical information 4.1. Statistics on units/orders received (12mo.) 4.2. Statistics on units/orders shipped (12mo.) 5. List of products within minimum and maximum level 5.1. Calculate the ratio of receiving units to shipping units (Ratio = # orders received to # orders shipped) 5.2. Total number of product lines 5.3. Total number of hazardous lines 5.4. Total number of cold chain lines II. INFRASTRUCTURE ASSESSMENT / BUILDING CONSIDERATIONS Items assessed Available: Yes / No Satisfactory: Yes / No Comments 1. Floor condition 1.1. Floor surface flatness 1.2. Floor surface hardness (Also check load-bearing capability.) 1.3. Floor surface general impression 1.4. Are there any visible cracks? 1.5. Are floor dressings or toppings required? 1.6.Wall architectural details, building sections, waterproofing, weatherproofing, waterproofing, fireproofing, door and window information, finishes, and accessibility requirements 1.7. Check the wall conditions: painting, quality, load-bearing capability 1.8. Electric plans (Check the location of the main electrical equipment and all subpanels.) 1.9. Electrical cutoff is located and marked. Switch is kept free of obstructions and readily accessible. Staff can turn off electrical current in an emergency. 18 1.10. Is lighting adequate and suitable for a medical store / facility? (Type of lighting used, preferably low-heating fluorescent lamps.) Is lighting adequate for reading expiry dates, and does it permit a proper working environment? 1.11. Are emergency lights in place? 2. Roof condition (Check for leaks, especially during the rainy season and during or after a storm.) 2.1. Roofing materials used 2.2. Clear height from stored products? 2.3. Adequate ventilation and cooling? 2.4. Generally in good condition? 2.5. Any visible damages, holes, etc.? 3. Security / Safety systems 3.1. Perimeter fencing 3.2.Observe access control procedures and guardhouse procedures. 3.3. Are there sufficient security guards, and are they presentable and aware of their tasks? 3.4.Check occurrence book / incident book and closure of incidents. 3.5. Gates / doors and alarms (Is the alarm activated for temperature changes?) 3.6. Closed-circuit cameras in place and in working condition 3.7. Emergency numbers prominently posted 3.8. Facility evacuation procedures and routes posted 3.9. Smoking areas properly designated and appropriate cigarette disposal containers provided 3.10. Trapdoors in the ceiling or floor, including skylights, locked 3.11. Firewalls 3.12. Fire doors 3.13. Fire extinguishers (Visually inspect fire extinguishers to ensure that pressures are maintained and extinguishers are ready for use.) 3.14. Water hoses/safety showers 3.15. First aid boxes (Are they properly maintained? Are there trained, certified first aiders?) 19 3.16. Sprinkler systems (Physically check that there is water in the reservoir and that tests have been conducted and logged.) 3.17. Safety alarms for heat, smoke, vapor 3.18. Smoke venting condition 3.19. Heating venting condition 3.20. Backup generator? Auto switch on/off? (If more than one generator is present, the backup generator is separated from the main unit.) 3.21. Positioning of fuel supplies for generator (Stored in remote areas and below ground level if possible. If not, there must be a tray to catch run off or spillages.) 3.22. Temperature monitors and loggers (Check to see that temperature has been mapped and that the data have been validated.) 3.23. Walk-in refrigeration or ordinary refrigerators used as storage units. 3.24. Pest control (Check for bird nesting, rodents, termites, or any other pests that may encroach.) 3.25. Availability of water to fight fires 3.26. Fire hydrant near the building 3.27. Level of water pressure 4. Utilities 4.1. Water supply 4.2. Electricity supply 4.3. Lighting condition 4.4. Air conditioning 5. Special areas 5.1. Space for expansion 5.2. Space for truck docking and turning; availability of an apron or canopy 5.3. Space for rail docks 5.4. Space for employees and visitors to park 5.5. Separate area for inflammables 6. General office inspection 6.1. Is lighting adequate? 6.2. Is ventilation adequate? 6.3. Is temperature adequate? 6.4. Are noise levels comfortable? 6.5. Are dust levels are kept at a minimum? 20 6.6. Are working space and equipment adequate? 6.7. Does office arrangement allow easy egress under emergency conditions? 6.8. Are walls, floors and floor coverings, and ceiling in good condition? 6.9. Is the carpeting in good condition and not badly worn or torn? III. REQUIREMENTS / OPERATIONS ANALYSIS Items assessed Available: Yes / No Satisfactory: Yes / No Comments 1. Storage requirements 1.1. Inventory categories 1.1.1. Hazardous materials 1.1.2. Special control materials / refrigeration lines 1.1.3. Special control materials / nonrefrigeration lines 1.1.4. Restricted items 1.1.5. Bulk storage item 1.2. Inventory factors 1.2.1. Temperature-sensitive items 1.2.2. Hazardous characteristics items 1.2.3. Stackability 1.2.4. Product dimensions 1.2.5. Volume 1.2.6. Weight 1.3. Storage method factors 1.3.1. Conventional counterbalance trucks 1.3.2. Narrow-aisle trucks 1.3.3. Automated storage retrieval machines 1.3.4. Manual carts 1.3.5.Automated small item systems 1.3.6. Order-picking trucks 1.3.7. Pallet types used 1.3.8. Type of racking used 1.3.9. Maximum number of pallets high 1.3.10. Any mezzanine levels? 1.3.11. Any conveyor systems? 21 1.3.12. Any flow-racking systems? 2. Material handling requirements 2.1. Order size 2.2. Equipment alternatives 2.2.1. Powered handling equipment: number? 2.2.2. Manual handling devices: number? 2.2.3. Automated devices: number? 2.2.4. Safety equipment: number? 3. Facility layout requirement 3.1. Logistically easy material flow (area proximity) 3.2. Is there work flow? 3.3. Material control flow 3.4. Safety security management 3.5. Security 4. Personnel requirements 4.1. Job descriptions / training records 4.1.1. Top management 4.1.2. Middle managers 4.1.3. Supervisors 4.1.4. Operators 4.2 Functions / activities level 4.2.1 Top management 4.2.2. Middle managers 4.2.3. Supervisors 4.2.4. Operators 220.127.116.11. Receiving check-in 18.104.22.168. Truck unloading 22.214.171.124. Security staff at the receiving area 126.96.36.199. Storage put-away 188.8.131.52. Order consolidation 184.108.40.206. Order picking 220.127.116.11. Order checking and packing 18.104.22.168. Truck loading 22.214.171.124. Shipping order processing 126.96.36.199. Information / paper work control / archives and records 188.8.131.52. Report preparation IV. WAREHOUSE MANAGEMENT SYSTEM 22 Items assessed Available: Yes / No Satisfactory: Yes / No Comments Is there a warehouse management system (WMS), or a manual system (Excel)? If WMS, then the following should be assessed: 1. Warehouse layout 1.1. The WMS allows for full warehouse layout, including different zones. Picking Quarantine 1.2. Holding, including individual holds at bin, quantity, product, and batch levels, or at all these levels Assembly checking Marshaling / Staging Dispatch Quality control Damages and sorting and Bulk storage 1.3. The WMS provides for the use of Standard pallet racking Flow racking gravity flow Steel shelving Block stacking 1.4. The WMS provides a unique identifier for each storage element, which specifies zone, aisle, row, level, and position. 1.5. The WMS provides for setting parameters and limits for each location, such as volume and maximum weight allowed. 1.6. It provides for limitations for the type of products to be held in each location (e.g., temperature sensitive). 1.7. It supports the following parameters / limits for each zone / location: Beam weights Stack height Aperture size Depth of slot Utilization for palletized / nonpalletized products only Mixed pallets permitted in a single pallet bay Location capacity 23 Maximum fill for a flow rack or shelf picking location Maximum / minimum stock levels for picking locations 1.8. It supports individual zone / location limitations in terms of the product it can hold: Temperature Product separation Level / height Batch mixing Picking frequencies—fast pick, slow pick, etc. 2. Receiving 2.1. The WMS supports advance scheduling of incoming deliveries. 2.2. It has ability to create advanced shipping notices (ASNs). 2.3. It allows for allocation of supplier details to all incoming deliveries. 2.4. It produces bar code labels for each incoming product, specifying key data (product code, supplier code, goods release note (GRN) reference, date, label per pallet, labels per individual products, etc.). 2.5. It supports quality control processes and quarantined goods pending the outcome of chemical tests. 2.6. It supports rehandling goods during receipt (e.g., splitting down pallets). 2.7. It supports recording of expiry dates and batch codes for all incoming products. It has the ability to trace the information until distribution. 2.8. It allows for setting of rules governing permissible shelf life remaining at the time of receipt. 2.9. It supports cross-docking. 2.10. It provides for a full audit trail to record discrepancies to incoming deliveries. 2.11. It allows for recording of key data at the time of receipt (product name, product ID, batch number, expiry date, purchase price, delivered price). 2.12. It places products on hold until quality checking has been successfully completed. 2.13. It facilitates the setting of rules governing the amount of shelf life that should be remaining for received items? (These rules will differ from product 24 to product.) 2.14. It supports multiple-currencies costing for received products. 3 Put-away 3.1. The WMS supports put-away either from quarantined goods or straight from goods that were received. 3.2. It allows for put-away confirmation. 3.3. It manages product pre-receipt so that suitable locations can be reserved in advance. 3.4. Put-away can be achieved totally under the control of the WMS, totally under the control of the operative, or under the control of both. 3.5. Put-away can be to a bulk location, straight to a picking location, or to a mixture of both. 3.6. WMS can produce a pallet label that is for each pallet and that designates the product and the put- away details. 3.7. WMS produces a master put-away list with summary details of all product to be put away. 3.8. It supports all product movement tracking. 3.9. It manages the put-away process in line with predefined rules: Environmental controls required, such as cold storage Secure storage Fixed warehouse location or random warehouse location Fast-moving or slow-moving item Item weight / volume 3.10. It has a standard process for dealing with an error in the put-away process. 3.11. It handles production of all standard documentation such as goods receipt notes, error reports, etc. 4. Replenishment 4.1. WMS supports automatic replenishment planning from bulk storage to the picking area with the ability to prioritize. 4.2. Replenishment will be determined by a bin maximum quantity or by pick requirements. 4.3. It can produce let-down lists at predefined intervals to direct the replenishment process. 25 4.4. It supports management of the replenishment process in line with first-expire, first-out (FEFO) rules. 4.5. It allows for replenishment confirmation, as well as a check-code on each storage location 4.6. The let-down / drop-down lists will include the following details for each product to be replenished: Product code Product name and unit Expiration date Quantity to be moved Current (i.e., bulk) location Location to be moved to 4.7. It has a standard process for dealing with an error in the replenishment process, such as “the bulk location specified does not contain the correct product.” 4.8. It has a standard procedure for removing a pallet from bulk storage, replenishing the pick-face with part of the pallet, and replacing the remainder in the original bulk location. 5. Order processing and picking 5.1. The WMS contains customer and product databases for order processing. 5.2. It provides a default order for all customers based on their most frequently ordered products. 5.3. It contains an order-processing module providing the opportunity for operatives to check the status of any given customer order on request. 5.4. It has the ability to input orders within the WMS either manually from a paper order or electronically using a standard form. 5.5. It supports the release of orders for picking continuously, by customer, by product, or in line with preplanned distribution schedules. 5.6. It supports any of the following as the basis of picking activity: sales orders, picking lists, label sheets, handheld terminals, and onboard computers. 5.7. It contains back-order functionality. 5.8. It supports generation of picking lists by order, in bulk by line or distribution route, or in bulk by zone. 5.9. It prints standard format picking lists. 5.10. It supports the generation of picking-label sheets as a form of picking control. 26 5.11. It supports the use of scanning devices during the picking process. 5.12.It provides standard error procedures and reports, such as, no stock in location, wrong stock in location, mis-picked items, damaged items discovered in picking location, etc. 5.13.It supports product rehandling, such as repacking of loose items into transit cartons. 5.14. It reserves stock for a particular customer. 5.15. It manages the picking of specified batch/lot numbers for a particular customer. 5.16. It contains WMS order processing function to provide more than one picking opportunity for the same sales order. 6. Product management and inventory control 6.1. WMS allows for assignment of unique item codes for all items. 6.2. It allows for marking all items as either “stock” or “nonstock.” 6.3. It supports perpetual and planned physical inventory counts. 6.4. It allows for data entry adjustments—with reason codes—to stock balances. 6.5. It supports the classification of all products into one or more of a number of product groups. 6.6.Provides reports filtered by product group 6.7. It supports inventory control in line with FEFO rules. 6.8. It supports minimum / maximum inventory levels, both for stock levels and picking areas. 6.9. It links a number of different pack sizes for the same generic item back to the generic item. 6.10. It permits product substitution during the replenishment or picking process in line with FEFO rules. 6.11. It provides expiry warnings reports, using a combination of current stock levels, expiry dates, and current usage rates. 6.12. It notifies that a product is in danger of falling below its minimum stock level if not ordered within a standard period (such as one month). 6.13. It supports lead-time management. 6.14. It provides expiration date management data. 6.15. It provides early warning that some or all of a particular batch of a product will expire if usage 27 continues at current rates. 6.16. It provides a standard report listing all batches that will expire within the next 12 months. 6.17. It allows stock for multiple owners to be held in the same warehouse (so that stock can be tracked independently). 6.18. It contains “pick and fill kit” functionality to support local assembly of essential test kits. 6.19. It supports profiling for each product to enable correct put-away (e.g., cold storage required) and management. 6.20. It is able to complete an ABC Analysis 7. Customer service 7.1. WMS provides a running total of the value of goods distributed to each customer during the current year and provides a comparison with the customer’s preset annual budget. 7.2. It provides the customer service team with real- time order status information for all orders. 8. Marshaling and dispatch 8.1. WMS provides goods marshaling and dispatch functionality 8.2. It manages the process of combining orders picked from several pick lists back into one customer order. 8.3. It supports repacking items into other media, such as loose items into transit cartons or transit cartons into roll cages. 8.4. It manages load assembly for specified routes. 8.5. It produces a packing list, delivery note, and invoice as standard for all orders being distributed. 9. Housekeeping 9.1. WMS provides a full audit trail for all transactions. 9.2. It manages the stock-checking / stock-counting process. 9.3. It supports changes to physical layout (see below). 9.4. it completes warehouse re-lay (including both changes to physical locations and changes to product pick-slots). 9.5. It repositions products according to changes in their usage rates (i.e., changes from fast moving to slow moving, or vice versa). 28 9.6. It contains functionality to account for the following: Damaged stock Expired stock Withdrawn stock Stock awaiting return Stock awaiting destruction Destroyed stock 9.7. It supports product recall down the supply chain to the customer and includes management of batch numbers throughout the system from receipt to dispatch. 9.8. It supports bin-sealing by location, batch, product code, pallet number, or other specified codes. 10. Warehouse resource planning and verification of tasks 10.1. InboundņWMS supports the following types of planning: Inbound scheduling of deliveries Whether an inbound schedule or activity record is provided How the schedule is determined Whether a resource planning (equipment / personnel) is provided Inbound recording of actual activity versus the planned delivery 10.2 Outbound 10.2.1. WMS assists in resource planning within the following areas: Planning of picking resources Planning of picking routes Let-down planning Dispatch planning Perpetual inventories Stock verification and adjustments 10.2.2. It aids warehouse organization (suggesting re-allocation of warehouse space based on recent activity trends). 11. Warehouse control 11.1.WMS contains standard procedures for updating following a system failure. 29 11.2. It provides standard functionality to validate picking activity and contains functionality to ensure correct loading and dispatch. 11.3. It contains standard functionality, thus allowing users to track specific batches of particular products. 11.4. It provides standard codes indicating the reason for product returns (i.e., product wrongly supplied, product damaged on delivery to customer, etc.). 11.5. WMS planning algorithms encompass all or any of the following attributes or conditions: All load, delivery, and order references Date of delivery Fixed agreed delivery time Details on incoming conditions for receiving, standard / nonstandard pallets, loose boxes, etc. Mixed product on the same pallets Standard handballing / pallet creation rates for off-loading, etc. 11.6. It validates tasks by the operatives, such as pick validation and put-away validation. 12. Reporting 12.1. WMS provides predefined reports, including Customer and supplier lists Products by expiration date Receipts including unit cost and total cost Order turnaround times Issues per month (or other defined period) per customer/province Issues per product or per product group per month Stock levels, stock outs, reorder levels, etc. 12.2. It provides for immediate transfer of report data to other applications (such as Microsoft Word and Microsoft Excel). 12.3. It provides a report writer that can be used to produce custom WMS reports. 12.4. It reports on values and/or products distributed during a user-defined period; this information is also provided in summary and/or with full transaction details. 30 12.5. It supports the creation of new reports by users without the use of technical support, which occurs through the inclusion of a report writer and without additional cost. 12.6. WMS assesses data back up and procedure. 13. Use of bar codes, labels, scanners, and real-time data management 13.1. WMS facilitates the use of bar codes in the following way: 13.2. It supports multiple bar code symbologies, TrueType fonts, request for implementation date (RFID) terminal applications, and multiple types of thermal and laser printers. 13.3. It provides a carton label that records the product code, supplier name, goods release note (GRN) reference, and date of receipt for each carton. 13.4. It provides a pallet label that designates put- away location and product detail. 13.5. The carton label (dispatch) designates customer, order reference, delivery address, carton number out of total number of cartons, date of dispatch, and route reference. 13.6. There is a pallet / roll cage label for each facility’s delivery; pallets and roll cages will be stretch-wrapped and strapped to highlight any interference with the goods in transit. 13.7. The WMS uses RFID-compliant scanners to facilitate real-time updates for replenishment from bulk to picking area. 13.8. It provides label design / barcode printing software that will ensure smooth interface between the WMS and desired outputs. 13.9. It supports RFID-compliant bar-code scanners that have LCD displays, recharge cradles, and rechargeable batteries. 13.10. Label printers conform to the following specifications: Have the current level of industrial quality. Be RFID ready. Support the highest resolution possible. Support varying and maximum printing widths. Support varying and maximum printing speeds. 13.11. Bar-code / label design / print management software should be a single-user license and should conform as follows: 31 13.12. Software is operable either from a local personal computer or through a local or wide-area network. 13.13. It is able to facilitate the adding of records to a file, ODBC source, or database. 13.14. It is configurable to receive, format, and use data from other devices without keying. 13.15. It facilitates the handling of any label design where custom formats are required (such as for categories of products that require special handling). 14. Interface with other software 14.1. WMS supports import and export of data from / to established programming interfaces such as Microsoft Office Applications (Word, Excel, Access) and Oracle 15. Electronic Data Interchange 15.1. WMS supports current Electronic Data Interchange (EDI) standards and protocols. V. DISTRIBUTION Items assessed Available: Yes / No Satisfactory: Yes / No Comments 1.1. Order invoice 1.2. Delivery note 2.1. Special labels are printed and affixed to the boxes. 2.2. Each box must have a document showing what it contains (name and quantity of products). 2.3. Copies of documents ready to be sent must also be filed according to the company’s SOP for document management. 2.3.2 Transport alternatives are as follows: Trucks, vans, cars (most common) Air transport (costly, high charges; best for heat-liable products such as vaccines; increased packing costs; low theft; best for transport to islands) Boats (specialized packaging and storage to protect against water damage) Railways (cheap and excellent; risk of theft and damage; concerns about transfers) Private-trucking transport companies, Box trailer units, small trailers (best for rural 32 area) 2.4. WMS can determine delivery routes. 2.5. It can draw up delivery schedules. 2.6. It can estimate costs and compare to outsourcing. 3. Assess distribution capacity 3.1 WMS can determine existing storage size at central and local levels. 3.2 It can assess cost-effectiveness by the following: Costs to build / rent additional storage Costs to buy / lease additional vehicles Costs to hire more staff (salaries, perks / bonuses) Costs maintenance (machineries, building, vehicles) 4. Loss control during distribution 4.1. Staff must pack goods in large boxes, and use pallet to ensure stability from movement during transport. 4.2. Each box must be filled to capacity. 4.3. Many boxes should be bound for stability. 4.4. Staff must seal boxes with special seals (prevent theft). 4.5. Liquid must be boxed separately and placed at the bottom. 4.6. Staff must fill voids (empty spaces) in carton with packaging material to avoid breakages. 4.7. Staff must protect supplies from sun and rain. 4.8. Vehicle must be loaded carefully and systematically using first-out / last-in principle. 4.9. Staff must secure vehicle doors and prevent loses or theft. 5. Maintenance of quality distribution 6. System performance monitoring 6.1. Percentage of health facilities submitting requisitions on time 6.2. Frequency of delivery 6.3. Losses due to damage and theft 6.4. Distribution costs per ton per kilometer 6.5. Vehicle availability and frequency of breakdowns 6.6. Vehicle fuel availability in different parts of the 33 country 7. Contracting out distribution 7.1. Type of service-level agreement 7.2. Duration of agreement 7.3. Contractual service obligations 7.4. Penalty clauses 7.5. Cost escalation factors 7.6. Demonstrable cost increase criteria 7.7 Rates schedule 7.8. Insurance cover 7.9. Accidental damage procedures 7.10. Theft procedures 7.11. Goods lost in transit procedures 7.12. Proof of delivery control and remittance 8. Availability of information 8.1. Information to calculate weighted distribution analysis 8.2. Information to calculate stock cover days 8.3. Information to calculate expiry days and potential expiry problems 8.4. Information to analyze and calculate service levels in terms of order fill and order percentage 8.5. Information on facilities to be supported Location Storage areas Refrigeration capacity Stock keeping unit (SKU) population Access Opening times Systems installed On a credible delivery route Frequency of order and delivery 8.6. Information to calculate key performance indicators (KPIs) Pick efficiencies Put-away efficiencies Labor utilization 34 Racking occupancy Picking errors Out-of-stocks Vehicle utilization Turnaround time from order to delivery Customer service calculations: Order fill percentage Items supplied percentage 8.7. Is PI (cycle counting) used? 8.8. How frequent is the stock taken? 8.9. Incidence of emergency orders 8.10 Incidence of returns compared to orders 8.11 Incidence of rejected / damaged goods 35 36 Appendix 2 CCW Consumption Data per State Products States Female Condoms Volume Male Condoms Volume Depo Provera Volume Exluton / Microlut Volume Abia 1,600 0.110 21,600 0.375 600 0.010 0 0.000 Abuja 19,445 1.340 278,380 4.831 8,780 0.147 1,690 0.121 Adamawa 0 0.000 108,000 1.874 3,300 0.055 0 0.000 Akwa Ibom 0 0.000 0.000 7,644 0.128 0 0.000 Anambra 146 0.010 28,800 0.500 2,575 0.043 900 0.065 Bauchi 0 0.000 0.000 0.000 0 0.000 Bayelsa 310 0.021 0.000 2,000 0.033 0 0.000 Benue 0 0.000 33,958 0.589 340 0.006 3,005 0.215 Borno 500 0.034 54,400 0.944 3,000 0.050 0 0.000 Cross River 1,963 0.135 122,400 2.124 2,540 0.042 1,440 0.103 Delta 3,000 0.207 93,600 1.624 6,000 0.100 1,290 0.092 Ebonyi 270 0.019 27,774 0.482 4,096 0.068 1,290 0.092 Edo 0 0.000 69,465 1.206 2,900 0.048 835 0.060 Ekiti 0 0.000 0.000 1,033 0.017 697 0.050 Enugu 0 0.000 8,208 0.142 0.000 0 0.000 Gombe 2,840 0.196 41,110 0.713 3,947 0.066 1,360 0.097 Imo 0 0.000 21,600 0.375 300 0.005 500 0.036 37 Jigawa 0 0.000 1,460 0.025 1,700 0.028 1,020 0.073 Kaduna 0 0.000 0.000 4,083 0.068 1,000 0.072 Kano 0 0.000 0.000 0.000 0 0.000 Katsina 0 0.000 2,160 0.037 3,475 0.058 0 0.000 Kebbi 0 0.000 0.000 2,075 0.035 1,000 0.072 Kogi 0 0.000 72,000 1.250 2,000 0.033 0 0.000 Kwara 0 0.000 10,000 0.174 500 0.008 200 0.014 Lagos 0 0.000 158,400 2.749 4,170 0.070 2,532 0.181 Nassarawa 591 0.041 1,193,725 20.717 8,827 0.148 130 0.009 Niger 0 0.000 0.000 4,000 0.067 0 0.000 Ogun 300 0.021 517,440 8.980 8,930 0.149 0 0.000 Ondo 0 0.000 36,000 0.625 0.000 0 0.000 Osun 2,650 0.183 216,000 3.749 5,000 0.084 720 0.052 Oyo 0 0.000 28,800 0.500 2,500 0.042 1,100 0.079 Plateau 10,000 0.689 580,350 10.072 7,850 0.131 0 0.000 Rivers 0 0.000 55,110 0.956 2,550 0.043 0 0.000 Sokoto 0 0.000 0.000 750 0.013 250 0.018 Taraba 0 0.000 37,296 0.647 60,000 1.003 0 0.000 Yobe 0 0.000 0.000 0.000 0 0.000 Zamfara 0 0.000 0.000 0.000 0 0.000 Arfh Ibadan 0.000 432,000 7.497 2,000 0.033 120 0.009 Pffn Headquarters 5,000 0.345 0.000 12,000 0.201 0.000 Prevention Hiv/Aids 0.000 344,466 5.978 0.000 0.000 Stop Aids 0.000 237,600 4.124 0.000 0.000 Fct Smoh 2,200 0.152 0.000 0.000 0.000 Un 0.000 150,000 2.603 0.000 0.000 Others 200 0.014 144 0.002 0.000 30 0.002 Totals Qqties/Pallets 51,015 3.516 4,982,246 86.467 181,465 3.034 21,109 1.513 38 Qtties Reported Dist Jan-Oct07 0 0.000 4,422,454 117,197 0 Expired/Quarantined 41,620 2.868 259,383 Issued After Quarantined 0.000 2,160 Returns 5,000 0.345 Dimensions 0.069 0.125 0.017 0.052 Products States IUCD volume Lo- Femenal Volume Microgynon Volume Noristerat Volume Abia 800 0.060 100 0.003 1,000 0.072 0.000 Abuja 2,289 0.173 5,915 0.184 2,486 0.178 13,050 0.294 Adamawa 50 0.004 2,420 0.075 450 0.032 0.000 Akwa Ibom 433 0.033 0.000 600 0.043 3,777 0.085 Anambra 0.000 500 0.016 900 0.065 2,000 0.045 Bauchi 0.000 2,441 0.076 866 0.062 2,684 0.060 Bayelsa 0.000 0.000 1,260 0.090 1,600 0.036 Benue 0.000 675 0.021 280 0.020 0.000 Borno 0.000 1,200 0.037 2,160 0.155 3,000 0.068 Cross River 0.000 0.000 7,560 0.542 6,000 0.135 Delta 1,050 0.079 3,585 0.112 8,640 0.619 10,400 0.234 Ebonyi 350 0.026 0.000 0.000 0.000 Edo 0.000 2,045 0.064 1,575 0.113 6,720 0.151 Ekiti 647 0.049 375 0.012 1,833 0.131 0.000 Enugu 0.000 0.000 0.000 0.000 Gombe 204 0.015 3,047 0.095 3,140 0.225 8,800 0.198 Imo 0.000 500 0.016 900 0.065 0.000 Jigawa 240 0.018 1,900 0.059 636 0.046 1,300 0.029 39 Kaduna 200 0.015 1,000 0.031 1,000 0.072 5,400 0.122 Kano 0.000 0.000 0.000 0.000 Katsina 0.000 2,400 0.075 1,980 0.142 5,900 0.133 Kebbi 0.000 1,950 0.061 1,885 0.135 2,349 0.053 Kogi 2,000 0.151 0.000 0.000 0.000 Kwara 200 0.015 1,000 0.031 298 0.021 500 0.011 Lagos 2,850 0.215 1,000 0.031 2,400 0.172 4,550 0.102 Nassarawa 0.000 0.000 88 0.006 17,193 0.387 Niger 0.000 1,200 0.037 720 0.052 4,000 0.090 Ogun 1,900 0.144 2,425 0.076 6,480 0.464 4,240 0.096 Ondo 2,975 0.225 1,000 0.031 0.000 0.000 Osun 3,000 0.227 3,600 0.112 2,880 0.206 5,060 0.114 Oyo 2,000 0.151 900 0.028 1,000 0.072 1,500 0.034 Plateau 955 0.072 6,450 0.201 2,775 0.199 19,563 0.441 Rivers 0.000 2,400 0.075 2,940 0.211 8,805 0.198 Sokoto 500 0.038 2,400 0.075 1,020 0.073 0.000 Taraba 0.000 0.000 20,160 1.445 0.000 Yobe 0.000 0.000 0.000 0.000 Zamfara 0.000 0.000 0.000 0.000 Arfh Ibadan 0.000 0.000 9,996 0.716 1,000 0.023 Pffn Headquarters 0.000 40,000 1.246 43,200 3.096 16,000 0.360 Prevention Hiv/Aids 0.000 0.000 0.000 0.000 Stop Aids 0.000 0.000 0.000 0.000 Fct Smoh 0.000 0.000 0.000 0.000 Un 0.000 0.000 0.000 0.000 Others 50 0.004 0.000 0.000 0.000 Totals Qqties/Pallets 22,693 1.715 92,428 2.879 133,108 9.539 155,391 3.501 Qtties Reported Dist Jan-Oct07 22,333 92,528 117,962 143,425 40 Expired/Quarantined 360,999 Issued After Quarantined Returns 4,202 2,000 Dimensions Products States Implaton Volume Jadelle Volume Hand Gloves Volume Vol. per State in Number of Pallets Abia 0 0.000 20 0.001 0.63 Abuja 79 0.034 370 0.020 7.32 Adamawa 74 0.032 0.000 2.07 Akwa Ibom 69 0.029 59 0.003 0.32 Anambra 64 0.027 30 0.002 0.77 Bauchi 64 0.027 32 0.002 0.23 Bayelsa 0.000 5 0.000 0.18 Benue 64 0.027 34 0.002 0.88 Borno 84 0.036 0.000 1.32 Cross River 129 0.055 30 0.002 3.14 Delta 114 0.049 120 0.007 3.12 Ebonyi 0.000 0.000 0.69 Edo 96 0.041 0.000 1.68 Ekiti 64 0.027 66 0.004 0.29 Enugu 184 0.079 16 0.001 0.22 Gombe 64 0.027 169 0.009 1.64 Imo 0.000 15 0.001 0.50 Jigawa 0.000 53 0.003 0.28 Kaduna 139 0.059 25 0.001 0.44 41 Kano 64 0.027 0.000 0.03 Katsina 64 0.027 0.000 0.47 Kebbi 64 0.027 10 0.001 0.38 Kogi 114 0.049 20 0.001 1.48 Kwara 70 0.030 10 0.001 0.31 Lagos 74 0.032 150 0.008 3.56 Nassarawa 64 0.027 53 0.003 21.34 Niger 0.000 0.000 0.25 Ogun 64 0.027 37 0.002 9.96 Ondo 64 0.027 100 0.005 0.91 Osun 64 0.027 200 0.011 4.76 Oyo 64 0.027 42 0.002 0.93 Plateau 1,024 0.437 250 1.000 110 0.006 13.25 Rivers 96 0.041 130 0.007 1.53 Sokoto 64 0.027 0.000 0.24 Taraba 64 0.027 0.000 3.12 Yobe 64 0.027 0.000 0.03 Zamfara 128 0.055 0.000 0.05 Arfh Ibadan 30 0.013 15 0.001 8.29 Pffn Headquarters 0.000 0.000 5.25 Prevention Hiv/Aids 0.000 0.000 5.98 Stop Aids 0.000 0.000 4.12 Fct Smoh 0.000 0.000 0.15 Un 0.000 0.000 2.60 Others 300 0.128 650 0.000 0.15 Totals Qqties/Pallets 3,828 1.634 900 1.000 1,921 0.105 114.90 Qtties Reported Dist Jan-Oct07 3,885 700 1,878 Expired/Quarantined 42 Issued After Quarantined Returns Dimensions 43 44 Appendix 3 People Met Surnames Names Title Organization/Affiliation Kwateng-Addo Akua Team Leader USAID Fossand Karla Asst. Team Leader USAID Maiwada Abdulahi Activity Manager USAID Morenikeji Kayode Asst. Activity Manager USAID Odiniya Musa Asst. Chief Prog. Officer FMOH Quadri Kafilat Asst. Store Officer CCW Anyanwu Lawrence Principal Health Planning Officer FMOH Oladipo Esther Asst. Chief Health Sister CCW Izuwa Greg Principal Program Officer FMOH Ononose Judith Asst. Chief Program Officer FMOH Kachiro Alexander Zto Kaduna NPHCDA KADUNA Olekwu Jane Ene Team Leader NPHCDA KADUNA Salisu S. Zto Kaduna NPHCDA KADUNA Ajayi Folarin Cust. Rel. Man. MDS LOGISTICS Ajibola Babatunde Asst. Exec. Officer CCW Oyesiji Dr. M. O. Zonal Tech. Officer NPHCDA IBADAN Adebiyi J. K. Zonal Store Officer NPHCDA IBADAN 45 46 Appendix 4 List of Data Collectors and Monitors Isabelle Creamer, FUEL GROUP Lawrence Anyanwu, FMOH Musa Odiniya, FMOH Judith Ononose, FMOH Greg Izuwa, FMOH Elizabeth Igharo, USAID | DELIVER Elizabeth Ogbaje, USAID | DELIVER Kayode Morenikeji, USAID 47 48 For more information, please visit deliver.jsi.com. 49 50 USAID | DELIVER PROJECT John Snow, Inc. 1616 Fort Myer Drive, 11th Floor Arlington, VA 22209 USA Phone: 703-528-7474 Fax: 703-528-7480 Email: firstname.lastname@example.org Internet: deliver.jsi.com
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