The supply community UNICEF’s supply activities require knowledgeable and skilled staff to support the diverse and interlinked elements of the supply chain. The graph below reflects UNICEF’s response to the increased complexity and intensity of the UNICEF supply operation between 2005 and 2012. During this period, supply throughput increased by 70 per cent from $1.1 billion to $1.86 billion, while UNICEF’s supply community grew from 620 to 855 staff (38 per cent). As innovation and technology influence the effectiveness and range of life-saving products available, UNICEF procurement specialists have expanded their knowledge beyond supply, demand and quality. Work on financial innovation initiatives and market research are reducing funding interruptions and increasing value for money. With countries increasingly focused on reaching unreached children and mothers, UNICEF’s supply community is helping to bridge gaps and surmount barriers that prevent commodities arriving where they are needed. In recent years, an intensified focus on delivery – which includes shipping, customs
clearance, warehousing and distribution – has contributed to an 84 per cent increase in the number of UNICEF logistics staff. The supply chain management function, which combines procurement and logistics, has also grown by 22 per cent since 2005. These staff support supply chain optimisation activities that complement countries’ own procurement and logistics strengths. In the last seven years, there has been a steady growth in UNICEF’s advisory role as governments gain expertise in managing their own supply chains.
The supply community by function 2005-2012
2005 329
Procurement
412 152
Logistics
280 103
Supply chain management
126 36
Support
37
0
8 Supply Annual Report 2012
2012
50
100
150
200
250
300
350
400
450