Supply Chain Officer, Nairobi, Kenya

Organization: WFP - World Food Programme

Country: Kenya

City: Nairobi

Office: WFP Nairobi

WFP seeks candidates of the highest integrity and professionalism who share our humanitarian principles.

Selection of staff is made on a competitive basis, and we are committed to promoting diversity and gender balance.


The United Nations World Food Programme is the world’s largest humanitarian agency fighting hunger worldwide. The mission of WFP is to help the world

achieve Zero Hunger in our lifetimes. Every day, WFP works worldwide to ensure that no child goes to bed hungry and that the poorest and most vulnerable, particularly women and children, can access the nutritious food they need.



WFP as the lead agency of the Global Logistics Cluster (GLC) is mandated by the Inter-Agency Standing Committee (IASC) to complement and coordinate logistics preparedness activities and capabilities of member countries and cooperating humanitarian agencies, both before and during large-scale complex emergencies and natural disasters. Under the IASC’s Transformative Agenda, the GLC is required to "build national capacity in preparedness and contingency planning". This is reflected in the GLC’s 2016-2021 strategy which includes a special focus on strengthening preparedness and response capacity of national actors - known as the Field-Based Preparedness Project (FBPP). The FBPP is expected to run until end-2021 and provides support for national logistics preparedness and capacity building initiatives. The Project has identified several countries in the Africa, Asia-Pacific, Central and Latin America, and the Middle East regions which are at high risk of natural disaster, of which Kenya is one.


Country Context

The Government of Kenya continues to increase its investment in disaster risk management functions, both at national and sub-national level. This follows the formation of county governments after the 2013 General Election, and subsequent devolution of certain functions, including disaster risk management. WFP is collaborating with eight county governments, namely Turkana, Baringo, Samburu, Isiolo, Marsabit, Wajir, Garissa and Tana River to strengthen their emergency preparedness and response capacity informed by a capacity needs mapping. This initiative leveraged on areas of WFP’s comparative advantages including vulnerability analysis and mapping, food assistance programming and humanitarian supply chain management.

The overarching aim of the Country Strategic Plan (CSP) in Kenya (2018-2023) is to accelerate its shift from the direct provision of transfers and services to the strengthening of national systems and capacities to deliver food and nutrition security. While capacity strengthening has been integrated across the CSP, its strategic outcome 3 is the foundation for this transition. Outcome 3, as WFP exit strategy, focuses on enhancing the capacity of national and county institutions to assist food insecure and nutritionally vulnerable populations. This will be achieved through providing technical assistance in five areas; support to national and county safety nets and social protection systems (SP), support to government-owned school feeding (SMP); strengthening emergency preparedness and response capacity (EPR), ensuring effective and efficient humanitarian supply chains for food assistance (HSCM), as well as inclusive nutrition frameworks and action plans while promoting gender equality and protection. Capacities in EPR and HSCM are closely linked and form the complete continuum of identifying the needs of vulnerable people and establishing a mechanism through which food assistance is delivered to meet identified needs.

The Field Based Preparedness Project (FBPP) provides a form and structure for structured humanitarian supply chain management capacity strengthening engagements with actors at national and subnational levels to embed preparedness capacities at both governance levels in a sustainable way. The project aims to localize best practices, approaches and methodologies tested and proven in other contexts of risk and vulnerability adapted for the local context and circumstances through participatory planning and implementation of mutually agreed activities with the two counties and the national government disaster management agencies.


FBPP approach to Capacity Strengthening

Well-functioning humanitarian supply chain & logistics (HSC&L) preparedness systems depend on different capacities being able to adapt to changing contexts and circumstances and work together smoothly in a reliable and predictable manner. These capacities often reside in different people, in different locations and at different levels. The FBPP framework for institutional capacity strengthening (ICS) recognises that for this to happen, a supportive political and regulatory domain, a well-functioning organisational domain with operational infrastructure, and a critical mass of appropriately skilled people are vital.

Achieving optimal performance therefore requires transforming the capacities of both individuals and organisations - often simultaneously - with a view to gradually shifting societal capacities (including, among other things, addressing preconceptions, beliefs and expectations in and across the larger society around who should be doing what when it comes to preparedness, prevention and emergency response). Effective ICS support must address all three domains (regulatory, organisational, people), recognising the interdependencies between them. Single interventions (e.g., trainings) are not likely to make a significant long-term difference unless they represent a key leverage point that can shift an entire system’s behaviour.

Applying this holistic and systems-strengthening approach to its interventions, the Project supports stakeholder capacities along five critical pathways: (i) Policies and legislation; (ii) Institutional effectiveness and accountability; (iii) Strategic planning and financing; (iv) Stakeholder programme design and delivery; and (v) Engagement and participation of communities, civil society, private sector and academia. A comprehensive FBPP ICS Guidance Package including operational guidance and tools is available to support implementation across all Phases of the Project.


The Project is divided into three broad, and often overlapping, phases (each described in more detail below):

Analysis and Planning results in a stakeholder-defined Preparedness Action Plan

Communication, Policy and Resource Advocacy results in that Preparedness Action Plan being endorsed, allocated and funded by stakeholders; and

Support for NDMO Oversight and Coordination of Action Plan implementation results in the NDMO overseeing the Action Plan’s implementation.

To operationalise the above, the Preparedness Project adopts a fundamentally new approach to delivery and implementation: The Preparedness Officer, a senior supply chain officer, with experience of humanitarian preparedness in multiple contexts, citizen of Kenya to provide continuity in the longer term, will be expected to consistently provide enabling support to national actors, and to ensure that the lead stakeholder (NDMA) drives the processes of taking and defining action, decision-making and dialogue with other key actors (as opposed to embarking on capacity substitution where they simply carry out the task on behalf of the stakeholders).


The position is hosted by WFP country office. As such, the Officer is fully embedded in administrative and further WFP regulations, as implied by the WFP working contract.

Kenya Country Office : The Preparedness Officer will report to the Kenya Head of Supply Chain Supply and to the Activity 5 Manager Head of the Capacity Strengthening Activity to enhance Governments Capacities on Emergency Preparedness to ensure alignment with national preparedness strategy, and regular information sharing and updates. The Preparedness Officer will directly support the Logistics Cluster/Sector Coordinator in case of cluster activation, and where applicable.

Global Logistics Cluster, WFP Headquarters / Regional Bureau : The Preparedness Officer will also liaise with and report to the nominated GLC designated preparedness coordinator or preparedness desk officer, to ensure alignment with global Logistics Cluster preparedness strategy. This includes provision of monthly reports, and information sharing and updates in coordination with the WFP Country Office’s Emergency Preparedness Response Officer if applicable


PHASE I: Analysis and Planning

Streamline and harmonise Global Logistics Cluster (GLC) preparedness goals with national preparedness strategy(ies), taking into account Kenya-specific context. The deliverables are:

Stakeholder Mapping.

National Working Group for HSC&L Preparedness (NLPWG).

Contextualised country-level Capacity Outcome Statement (COS) and Theory of Change (ToC).

Inclusive, multi-stakeholder information sharing procedures and strategy.

Risk Analysis updated in the contextualised Theory of Change

Contextualised Capacity Needs Mapping (CNM) guiding questions , CNM concept note/roadmap and preliminary CNM

CNM-informed Operational Gap Analysis Workshop/Scenario plan for Garissa and Tana River Counties

National humanitarian logistics action plan submitted for lead DM agency endorsement.


PHASE II: Communication, Policy and Resource Advocacy (CPRA)

Support to Policy advocacy

Support to NDMA to promote the official endorsement of the HSC&L Action Plan by relevant authorities

Support stakeholders in mapping the policy and regulatory environment of relevance to HSC&L preparedness and identifying opportunities (and gaps) for better integration and alignment with HSC&L preparedness objectives.

Support the NDMA and Garissa and Tana River Counties in articulating targeted policy advocacy strategies and identifying sectoral champions Deliverable: CPRA Strategy (Policy advocacy section)

Support the NDMA, Garissa and Tana River Counties and key stakeholders in developing key communication and information dissemination products and messages to support the policy advocacy and revision processes.

Deliverable: Communication strategy and materials as needed

PHASE II: cont.

Support to Resource advocacy

Generation of evidence and articulation of sectoral value proposition statements for HSC&L preparedness to mobilise resources for Action Plan implementation

Deliverable: Concise report or key messages on value proposition statements, KPI and return of investment

Support the NDMA in leading a mapping of critical resourcing gaps and potential national and international donors to develop a range of resourcing models

Support the NDMA, Garissa and Tana River Counties, in articulating targeted resource advocacy strategies to explore feasibility of the resourcing models developed. Deliverable: CPRA Strategy (Resource advocacy section)