So first of all.

I'm sure was able to be here for
a lot of the show I saw him last night

I do have a reason for this and
I'll tell you the story.

If you're interested but we my sons and
my family want to contest from

the Boston Celtics the professional
basketball team in Boston and

we had an N.B.A. star at our house come
yesterday and as much as important as this

conference is I was able to convince them
to change the schedule of the N.B.A.

star All-Star So
that's really got to be here and

I this conference is I think one of the
unique venues to have fruitful discussions

and I'm looking for this next panel
as being one of those opportunities.

The meet your supply chains and
a lot of us in the academic community and

in other parts of communities that
have been talking about supply chains

in response to emergencies and
acute crises but

also supply chains in in where there's
chronic issues in markets not working and

providing better were to me.

Response to the needs of the citizens and
that the it's often the same supply

chain the same systems and how do we have
supply chains that are able to respond

to crises and chronic and
deal with chronic issues and

in that in that the nature of this
conference the merging of health and

humanitarian has sometimes been
a challenge whether we have two

different communities in some ways but
the supply chains.

That are needed for both of those
aspects are often the same and

how do we design and manage supply chains.

So that they can be both
effective on an ongoing basis but

then be able to ramp up
during an emergency response.

And that's what the focus the panel
will be today is how do we

think about the supply chains in a way
that they can we can adapt them and

I thought like the aspect that was
the mentioned about learning and adapting.

But how do we also adapt
operationally you know in and.

I'm aware there's a crisis to respond to
that crisis and I think that the response.

In two thousand and four thousand
five thousand and fourteen and

fifteen was a good example of
this how we can think about

leveraging the capabilities of our
health supply chains to respond to

a health emergency and it's kind of some
good discussions that came from that.

So one of the interesting aspects
about this matching supply demand

which is something that's been studied
in academia for a long time but

usually in the context of commercial
supply chains where there is a market and

there's defined actors competitors
trying to meet their demands and

realize profits from serving customers.

You know in a public health crisis or a.

Humanitarian crisis there
are a lot of different actors and

the private sector playing
an important more important job but

there's government actors not government
actors all trying to work together to find

the worst in this matching supply and
demand.

So I'm excited to have representatives
from different aspects of these these

communities and frankly one of
the speakers that we had hoped to have

John Harris from the head of supply
chain for the ministry of health and

my pay was not able to make
it as of this issues but

we have government actors who have not
given actors and private sector represent

on this panel to talk about this important
issue of matching supply and demand.

I was my pleasure to work
with my colleagues here and

have some good players in the second row
here it helping to coordinate this panel

at MIT with this year and
pushing out of as the moderator of

the panel we worked together to bring to
form a panel with people who work for

this discussion and
hopefully be an impetus for

further discussions throughout the
conference with that I'll try to put her

son to this our panelists and to moderate
the panel but that's working them out.

Thank you so good morning again.

And welcome to this panel.

The title is matching demand
supply an emergency response.

We all know what it is just
a mass demand and supply here.

And when it is emergency to sponsor you
can only imagine how hot it becomes so

this panel is going to tell you about some
things that they were going I was ations

represented here trying to do to make that
work better the challenges are very many

demand it's very hard to get visibility
into what the demand is when there

is an emergency a disaster
an acute emergency and

not only before but even during and
after the disaster and

getting visibility to demand remains a
challenge supply side once again multiple

challenges social network breaks down
infrastructure challenges one we used to

have quite a lot before it was money
doesn't get this first until the disaster

strikes and one exciting
development that that I would like

to bring out before we start the panel is
the idea of insurance reinsurance better

matric risk is now becoming much more
mainstream they've talked about this for

quite sometime when we have insurance
products which dispersed money.

The moment you meet
the threshold of a disaster and

the World Bank's new pandemic
emergency financing facilities based

on those principles it will dispose very
very quickly the moment you meet that but

I'm a trick question on the second
idea which we've also talked about is

catastrophic bonds a business experiment
a little bit with Sandy in the U.S.

But now many other countries including
some of the Caribbean States are trying to

use got to shop at one so we should
be able to get monies very quickly.

So hopefully that that bokken be
dissolved many of them as Asians

here are working with new technology
to get better demand visibility.

But also thinking about local and
global sourcing and

how we can manage when sourcing it but
fall apart and

then we've only a struggle with this
idea that there is competition amongst.

Relief organizations and N.G.O.s because

everyone wants to get their flag
first one of his off just rights and

that's what leads to funding flow and
while that still remains to be an issue I

think we have seen new models of
how to collaborate to compete.

Which means to compete on some levels but

collaborator levels which allows
us to get a better response.

Also we've talked quite a bit about
the role of commercial supply chains and

how can how can we.

What better to get out and what can
we learn from them and that's talking

to happened much more in the last few
years than we've seen in the past.

I want to find panelists here will
will highlight examples of that.

And then this issue that Janet talked
about the spectrum off emergency

to development and you know everything
in life somewhere in this continuum.

And I think the question reminder to us
is large programs which we today call as

global health and development have
the word emergency in their name and

that fighting units up
are constant reminders that

what starts as an emergency often
becomes a long standing this Pond's So

while in some cases it will be a very
it cured first acute response only to

meet the kind of emergency in many cases
and leave all to become something larger.

So it's important to keep that in mind
as we are developing the systems anyway

that's my quick background I want to
start by introducing up panel here

to my left is it was going pretty good
while the gang is helping get it.

He is the special advisor on pandemics to
the World Food Program comes with a lot

of experience at the World Food Program
in countries and Pakistan and Ethiopia.

And yeah so well things are shared what we
have peace doing on pandemic to sponsor

the next of of KANK is John John
aside John the key is that

they come into international procurement a
company does an Internet become an agent.

It's not a guy it's not I'm and
he's the business development director and

before that he used to be at the Fed He's
coordinated the different response and.

You know Leon.

Now that you've got a sponsor us lots
of field experience and how to run out.

Ebola treatment centers how to set
things up and then next to him is.

Andrew proxies at their malaria
consortium is the operations director

comes with a lot of experience at
Marlena and at Save the Children before.

What he's managed is just it's
an operations and IT by the consortium

managers that operations in the book
your man would share with us.

Some of those experiences and to
the extreme left his job really is Joe is

the head of the health and humanitarian
and emergency response function at U.P.S.

Foundation a longstanding career and
we're working with humanitarian

organizations on behalf of the U.P.S.
foundation of X. ray actively with

the job with the World Food Program
at the logistics lecture and sub.

So welcome to our panelists and
the structure we have in mind is

we discover stop analysts from having
a large number of slides or present

patient very brief remarks to get started
in that or mocks up primarily about.

What are the challenges that organization
face in managing demand and supply.

And what are they doing
new to make this happen.

Better in that organization and

once they've had a chance to give
their brief initial remarks.

Then we'll have a discussion
with questions from you and

I have a few of my own.

So let's talk about

OK.

Yes.

Just like things.

One question to be have.

I like to talk about home that if he

tries to match that mind amount of
emotions he sent I also would like to talk

about the new Michigan if that's
you try to better mention it.

The mountain supply human.

Then we got break.

Now Will most of you remember
the bird flu program is about food.

I've accomplished as this every year to
move three million times of food about

seventy countries eighty million
people need to receive such rude and

modern might think us and our
transactions are contracted commercially.

When it comes be be also as Big much
as you talking to say she told them and

they did organization further that
she sticks class stuff that she

fixed Glasgow is kind didn't mind may try
a match and see if they cry us and stop.

That's a tough call the nation also
sort of sever sense of last resort.

So special.

I've already mentioned.

I'm actually sees characterized by Spike
in that the months beyond the usual.

So you as a need for relief I tend
manpower for a crappy nation.

And so the question from the chief six of
ISIS how much external the sources do we

have to bring in trucks capacity
ships charter a commitment.

So the theme of the challenge that I'm
going to ask if I see this to also talk

about how can this matching supply and
demand be done at the most sustainable.

Way.

And that there are opportunities for

that during a crisis as the crisis
to push ahead of the Gricean this.

And after the crisis.

During the crisis what are the
opportunities during the crisis to bet on

Massa stain a plea to match supply and
demand Food Programme and

the logistics class talk when
they see an opportunity to undo

infrastructure probably next
to somebody a part is broken.

It's.

Being that apparently if it can be done.

That cause alarm day trip else.

So some some quick infrastructure
improvements that open up

a commercial challenge the child and
child them again channels again and

then of course in just about one and
a half years ago in a pilot.

Tour.

Quickly emphasized local
Lucha sticks solutions.

Meaning to rehab militate the food
cost that the purpose and

the functions are using instead of keeping
in this flying this is helicopter us and

in a very big way.

It's created a really a change in
Unitarian do you mean a town feel that

cash invites us to introduce cash and

vouchers in order to stimulate the local
economy in the Middle East refugee crisis.

You know most of the in kind of
systems has been has gone and

it's really highly emphasized.

So this is one area matching supply and

demand sustain the profession
preparedness and

that became be done just one to
two on the look is class star

has not she seeks capacity assessments for
the eighty countries most at risk.

This is a baseline that gets you into
a crisis much more informed than a crisis

hits me which I really
like to emphasize and

that's why I have a slight purse crisis.

I'm actually trying.

Maybe I'm an expert on that as me because.

After the crisis.

Everybody has a view of it's have and
that's often

what has been the problem bad have
been the gaps one should bank on that.

And on top of cost to crisis and
after the crisis is to have

easy access to money then you should
go out and try to do preparedness and

finally how I know you have to
work out and plan for that.

So all the virus West was.

Contains a special operation
was launched in Nigeria

and in the country such an could
tell everything about doing it.

And at the cost of less than five
percent of up emergency costs that.

That was a very effective handing over all
of the capacities that well established

who no problem and the government
set up in the case of a new general.

I was agency trains equipment
was handed over that's

a break from many situations in the past
good equipment was just rotting away

passages that the doctor
in the crisis of operated.

Just traces also triggered a massive off

integration development because it
To remember larvae have seen that.

I mean there are many problems but that's
meaty lushly six wasn't put on the right

it's that we are bottlenecks and
the problem is

i had its fair cough cannot go out without
protective equipment and that's nothing.

So at the time.

UNICEF supplies this critically also
the private sector tried very hard

to make a difference but
the venue handed out so

your obviousness Katsumi
prices that's comes too late.

That's where the popular private
initiative first launched

the supply chain pandemic preparedness and
response that was discussed in Davos and

for that action took place.

So clearly it does about power doesn't
start one doesn't have a private impact

force one of them the C.E.O.
of a popular private it's a U.P.S..

And I just want to tell you
what has been done so far.

In order to be practical prepare for
the next pandemic outbreak.

The world needs to.

What capacity six East.

So with the help of heads I win
a station the ten most likely pandemics

were identified the most about other
countries we identified the top sixty of

products that are needed to I was granted
identified and a framework was developed

and that strain really shows to end
how our local supply chain has to run.

Currently very strong going on.

I think if I'm going to supply us very

quickly this form all public
stock price therefore we thought.

Upstream supply routes have so
much money spent on airplanes and

your better organized can go by ship down
stream hope to set up a few weeks for

the structures in a sustainable manner and
very important because I don't think I'm

forgetting the information for
the very next time just to get ready

to test that passively impending
simulations that are going to happen next.

That makes the various for all or
some of it was not easy to recommend

involvement but
nobody has full control and then come on.

It was extremely enriching and
brought out very few ideas.

Thank you thank you thank
you both thank you.

We're going to ask shared
experiences from Sierra Leone and

other things you want to share about how
your organization foundations manage

just as.

OK hi first process can take so
long so I completely

have I come across the number
months course where there said

was I was your your government's point
man on the growth for Certainly on.

Organizing and controlling the supply
chain for making months and.

Sierra Leone from the September all the
way through to the earlier on the ship.

I think is broken said that it's no use
the world is taking stock in looking

at how do we prepare for
the next next issue because it will happen

if we better heads in the sand we
would repeat the same actions again.

And I think that could tell you intimated
whirls that in the supply chain element.

Where the world thought this was
a potential pandemic that could go global.

You had every hour in every
government in the field all pulling

at the same supply chains for
the same products globally.

Where are they were wanting to
establish and you can understand from

a governmental point of view safeguarding
their own people their own countries.

But at the same planning is completely
detracting away from the active frontline

tackling of the issue.

So we can.
I'm picked up on slightly and

hopefully the creation of
the framework are loose for

the capacity to be built into the system.

So the next time we have a partial
stop post partial agreement

that allows us to gather together
the resources necessary to tackle this.

I think a bird was a big wake up
call because the entire supply chain

was not ready for the there was
it was bad but very quickly and

we had to think of new innovative
ways to actually run or put it so

that we could actually maintain
the presence on the ground.

He question.

Sis You said it was made serious plans but
then it's going enormous to

the development phase post there so
isn't just a stop start scenario where

you then move on from just emergency start
and then move on to the next thing which

you have to leave the capacity within the
country to actually stand back up again.

Has reached critical with regards to the
health emergencies having the ability for

the health supply chain step
back up in the country.

I think from my motivation at.

They broke into a number
of faces from immediate.

Get things aren't they going to
go operational to ringfence and

control an epidemic
from our side to worse.

There was no logistic ability in
the country to handle coordination and

bring things together at the time.

When we were getting the go with of you
have he would establish in UN would stab.

Everybody was still fine
in the field on the go.

So we thought it was necessary
to coordinate and consolidate

our pick in proc operation within
Europe is necessary to do so.

So those I can.

He's a pilot hit
the ground will cooperate.

As well as a gator.

Is the key kill able of if you
don't know where you have you

don't know what you need.

We would pick and
pack not ration wise from E.M.E.A.

which is East Midlands Airport in the U.K.
flying directly through to long gig.

Twenty four hour cycle we were operating
in the first couple weeks about three to

four aircraft parody going into
Sierra Leone suppliers biggest issue

heard from P.P. was the suppliers can
produce that level of people necessary.

So it was necessary to fly
directly from the manufacturers or

most other twice to three
times a week basis.

So they were producing on a daily
basis of being consolidated informed

that the country.

That was hotelier
the the market wasn't time.

What we had there was established an order
of six ability and sentenced and support

from that we have peace in the political
facility for consolidation point.

But as we went into into December we
saw this flight coming from the C.D.C.

projecting out almost two
thousand by mid January.

So it was ten thousand
new infections a week.

So all of this pieces of
information necessary for

you to actually understand profile
the requirements that were necessary.

And simply this was a very moving.

Target within the course of one week there
was a study from the one treatment center.

Within two weeks that we study.

Within the following week it
was up to six and this was and

also complemented by two hundred
community care centers as well.

So you were literally chasing the bullet
as it moved eleven each each day

these two was almost a case of steady
state ones with established a network

established the systems was then switching
the profile of how you were managing

could logistics move into
the country especially.

So stretched into I'm supposed to retain
a ship and then as things move forward.

We then had to step by moving
to one week to two weeks but

in the same cycle we were moving cold
chain we were moving blood products

all of these things are crowds very
quick to on their own clones hard.

Data more littering temperature monitoring
of things moving into the country helping

supporting C.D.C. if you want within
the sphere of academia they're trying to

get their head that are in
sequencing of a bill of.

Similarly suppliers starting to
move things in from suppliers.

But they came to the point where the start
was stockpiles enough they were able to

terminate routes and then just be able
to bring them back into the U.K. And

sake of them both as
a standard replenishment.

We are the one consolidation point where
we created our own warehouse within three

time allows us to almost move
to up all the mines system.

And that was based on consumption
information coming from

each of the treatment centers
on the twice daily basis.

Well coordinated worth national
staff moving them around.

Look up to reordering But then again.

There was my good so stuck on the ground
in the middle creating data of information

pulling in from all sources to actually
look at how we profiled their new.

In acquirements So you didn't create
stockpiles and then one side view it

whether we're I believe you
are the critical part is really tight

was the not the enabling of the whole
systems was ability to be allocate so

as I close don't treatment
sentenced recovered to goods and

look to different forms
of either the meeting and

to N.G.O.s into the government destruction
which is very critical with regards to

damage couldn't especially pharmaceuticals
sale items which is a new point so

actually recover funds back
into the future programming.

And the apportionment of Quitman
that could be really used and

recycled into governmental program
system sustaining Ministry of Health

looking you wider governmental programs.

So the ability to recycle goods which
would normally have just been disposed of

last element.

Be enabling a health system so
recovery of pharmacist coos.

Consolidation work with UNICEF
the shipping in the pharmaceuticals

moving through to picking
part corporation and

then distribution into the health
network system on a quarterly basis and

supported by the recovered to bolus
stocks to supply the militancy

reengagement of the health systems so
because they're in centers health

facilities are pharmaceuticals so
public a little.

Thank you thank you John.

Very visual rich eliminating description
of how the response was set up next we

have to start from the Americans or
from I there when he was there.

You're right I started working
with Americans working only about

three months ago and then you

know what you call them their their
space is very different from my fact.

My background is one of
emergency humanitarian

feel largest issues in eight years in
Africa running around place doing all

the things that humanitarian logisticians
try to do well but don't often succeed.

And what I wanted to do here to add to
the panel information and to add to

the discussion and hopefully prompt
a few questions was give you a sense of

the thinking that has been going on in
the different times you'll spaces so

where the NGOs especially the multi
sector multi context N.G.O.s

working across humanitarian development
into emergency sky somewhere

here across hell to nutrition and
water sanitation and hygiene and so on.

So to give you a sense of
the thinking that's going on

within those organizations.

Yeah.
So I'm I'm just going to work through it

a little bit the slides
are a little bit heavy I'm

not going to go through all the detail in
all of them to figure out how to work this

one on the right there we go.

So from our perspective.

It's looking at demand and

demand equals need the need is obvious
from a humanitarian perspective you

six hundred fifty odd events categorized
every year I wait sixty to one hundred

depending on the year prompt
international emergency responses.

These are things that are largely
predictable plan a bull's eye clone

seasons flood seasons rain fail bring
some droughts and so on and so forth and

then looking at conflicts and a lot of
the conflicts are in classified fragile

states chronic states these are all
things that there's a lot of trends and

patterns and
data out there that we can look at.

Also the supplies that are needed for most
of these things are relatively well known

there's a lot of products
that are reuse time and

time again most of these responses don't
need a lot of new types of thinking in

relation to product it's the same stuff
it's getting it's keep people alive.

Give them back some dignity and
allow them to set up their lives again and

it's all the stuff around that and
I think one of the big.

Things for us not to spend a lot of time
on this demand but to look at the supply

from our side humanitarian
organizations work across different

the full spectrum of the implementation
from humanitarian to development

we largely work through three different
supply chains and it's these routine

supply chains then we have campaign
supply chains like National Airlines and

musk Internet distributions or
banks in campaigns in regions or

nationally and then these emergency spikes
they can it come in and hit us as we're

working along trying to do the routine in
the campaign stuff and most organizations

in the international N.G.O.s space are
working in environments where they have

to deal with all three of these supply
chains at the same time stepping in and

out of them on a regular basis and
all of these problems and

also other challenges to how
we design the supply chains.

So you know this is not going to spend a
huge amount of time because I think a lot

of the challenges are quite
clear in the supply chains and

in the operating environment in
the routine supply chains we in

theory develop our supply chains on
a on a pull system based on a preview of

the logical forecasting and seasonal
forecasting consumption data and so on and

so forth they should work relatively well
but there's a lot of challenges around

them including poor supply planning so
actually getting the individuals who

design the programs to think about
the planning when the need walk so

how does a Kroger and design or a health
expert think about supply planning so

that they say yes I am going to do this
program I'm going to require drugs in this

program and I've just written a lovely
note USA idea you give me a million quid

and my drugs will be delivered in week
two of the project into my health center

not recognising that there's no quality
you should suppliers in the country import

process is take six months in Afghanistan
and we have to find global sources to

bring them in so getting them to think
about how to actually apply and.

For the products that they need.

It's a key one.

Stretch procurement and logistics staff
one of the things that's becoming very

apparent in the NGO space is that
we have a lot of larger stations

that can be perceived as being jacks of
all trades and masters of not logistics in

the humanitarian space can be an awful lot
of things it can mean doing procurement

doing inventory warehousing doing
fleet doing facility management doing

Asset Management base management fixing
the generator changing the lightbulb.

It can be a whole range of activities and

it makes it difficult to have
the right people doing the right job.

And then access and security constraints
and a lot of these constraints for

you in your emergency.

Space as well on the campaign side.

It's about network design so
designing the right networks and

thinking about the reliability.

If you're in a truck I was in
northern Nigeria two weeks ago and

we had a whole fleet of trucks doing
a distribution campaign of some drugs and

half of the trucks poked out.

And there wasn't any other trucks to hire.

So we had to work with the freight
forwarder is to figure out how do we help

them fix their truck so
we can achieve our campaign.

Things like that and the other point
I suppose in relation to campaigns is

that sometimes from a military consortium
perspective one of the things that we do

is we do operational research into
malaria neglect tropical diseases and

part of that is looking at finding new
treatments new drug treatments new

prevention treatments and within that we
have one program at the moment where we

have a new drug coming to markets we found
a new formulation of that and existing

drug that we wanted to bring to market but
we have to create a market for that.

So we have to create the supply by
talking to the finding the manufacturers

finding the A.P.I. linking that
together talking to the donors

to subsidize the production in
the supply chain to get it there.

So we can start kick start
in the supply chain and.

And so on the demand side working
with the local communities and

the individuals in the people and so long
to actually get them to recognize that

this drug has a value in their lives and
AIDS.

Not the other drugs that are on the market
that are potentially not as good or

it's like a more expensive.

What's what's the value to them.

So looking at incentivizing supply and
demand for

certain products in the campaign space and
then in the emergency space

a whole bunch of challenges that
we regularly come across and and

very often the planning is a key
one people and bodies in the old

response I was the one of the first people
on the ground in this first second third

day on the ground we came in and
went over we're in real trouble here.

We really need to scale up everything we
need a whole bunch of stuff and we need

a whole bunch of people and we need them
quickly we were actually outside of P.P.

in a few other bits able to mobilize a lot
of stuff but we couldn't mobilize people

because at the same time we had
sixty two other emergencies and

other ongoing humanitarian
responses happening globally and

then we actually sat in rooms and
we had meetings and we figured out.

We did planning and we said this is
where all of our other emergencies are.

How do we rob Peter to pay Paul to keep
them all going to a minimum level and

which ones do we compromise on and we have
to make choices to decide to compromise on

certain ones because there
was no other way around.

If we didn't have the resources to deliver
security constrains axis constraints

quality standards concept to do nor
harm providing product that actually

makes value for people's lives rather
than suboptimal product or crap product.

So there's a lot of detail around that
is a big country knowledge the and so

on another I'm going to speed up a little
because I'm getting the time is like

one of the things we do in these states
is we look at categorizing emergency so

we stick one to five one to four we
categorize them based on their scale and

with those kind of Grazie we
look at triggering events and

then triggering immobilizing
resources we look ere operating.

Well that's at how to plan our
operation levels in a country.

No we don't do a lot of this with academic
modeling we do this with a lot of

guesswork finger in the air and a bit of
experience in this is one of the reasons

why I've come to this conference is to
figure out how can we look at these things

in a more calculated more
informed more stroke.

I'm going to skip through a lot of
this words from our perspective

the supply planning piece of already
talked about another piece is having

multi-layered supply strategies and
a multilayered supply strategy is

based around what you're organizations
ambition is what you want to be where

you want to work you want to work in
fifty countries at the same time when you

respond to every emergency when it happens
when you only respond to certain ones.

What you're funding model.

Can you afford to have huge stockpiles.

Or do you have to have
a mixture of all this and

most organizations will have a mixture of
this saying OK for my emergency I need

to know that I have this much and I have
access to that knowledge and getting

the balance right between those having
the right skills doing the right job this

is something that's becoming cutely ad
thinking a lot of thinking is going

into this looking at where do we have the
right skills to the individual space spent

a lot of time over the last fifteen years
building up the largest leak supply chains

that do everything internally and
the reality is they can't be good at

everything internally and we shouldn't be
helping Geos shouldn't be a logistics or

supply chain company they should be
helping deal with doing health and we

should be pushing out some of that to the
people who are actually good at doing it.

Purchasing agents and so on and so

forth and the other one being in
pharmacists a lot of Indios ten years

ago didn't have pharmacists but bringing
those in to help with the responses and

this is about bringing in new skills and
scaling existing.

And I suppose one point to make here this
isn't about having lots of white western

european american people running
around this is looking at NASA.

Supply chains and

having multi-layered sourcing strategies
from a national perspective having people

from a national spread spectrum of taking
those skilled people and building them up

either running in parallel ie with power
which is what a lot of charities and

done over the last ten fifteen years but
now also part of this discussion is trying

to bring in a long term bring it into
existing supply chains bring that

humanitarian space forwards a little
bit more big on technology and

business process simplification one
of the things just to be careful

of around technology is we can have
lots of systems lots of data flowing but

if you don't have good simple process is
behind them they can become extremely

painful an extremely burden some exercises
and I don't mean by coordination.

I was going if you were video present or
have one minute to show video.

Sure sure I'll thank you and

I just want to give you a sense and I'll
let you do this because I don't know how.

And I just want to give you a nearly
a one minute video sense of

what a downstream last mile supply
looks like it's sure this was a D.

or C. a few years back and
this was to say OK can we have trucks to

distribute stuff out you know we can't
have we get cars Yes We Can these roads

are solid roads that can take twenty ton
trucks about five days before it rains

you have American soil and black cars all
of these that look at efficiencies and

as soon as it brings it turn the group
lies in the first person to manage and

it's about how do you design your slating.

This is in a routine space
this is an emergency.

So this is a routine supply chain and
how do you actually

look at his wife you know that can manage
these issues when we do modeling or

talked to a couple of students and
professors here over the last few days.

There's lots of energy around
modeling supply chains and

looking at algorithms and so on and this
is something in the humanitarian space we

have not been good at and it's so.

I think we need to see how can we bring
that into our space and how do we

gather to figure out how do we model these
things but my broom in this reality.

That's it.
Thank you very much.

Thank you for

reminding us some infrastructure
challenges which I'm sure many or

many of the people in
the audience are very much.

I hope we can think of our world.

What other ways you're
finally overcome decent

thing you would consider next is our
jurors from the U.S. foundation.

Thank you for present but today I
want to give you a little bit a look.

Why why you

were good.

OK This picture here basically

shows one of the challenges of
whether it be humanitarian relief or.

Development as last mile just ticks
we know whether it's pandemic support

whether it's hunger whether it's health.

Logistics plays such a huge role
supply chains are critical.

And obviously the Holy Grail is
that last mile logistics and.

So I want to show a little bit about
how you P.S. is involved in actually

supporting the demands of our partners
because we work with all the global

agencies that are truly
committed to this is

thing about Development Goals creating
a better life for the next fifteen years.

U.P.S. is very attuned with the seventeen
sustainable development goals and

we hire developing strategies on how to
how logistics can play a critical role.

Some people say that you know
seventy cents of every dollar

in humanitarian relief.

For development is logistics and so
we're looking at solutions and really

what started the My job was created in the
aftermath of the Indonesian tsunami and

also in Katrina and it was because of
a total breakdown of supply chain.

So we figured out at that time we
had thousands of customers we had to

governments we had partners
all looking for support and.

We all know that we can't we
all have limited capacity so

what we did was we created a framework
where we understand how we can help but

it's not always with the transportation
I think because we're orders ation it's

in two hundred countries and territories
around the world people think you

know we're just always delivering But what
we're trying to do is a holistic approach

to working with partners building their
capacity we do transportation but

we also want to help them with their
demands and help build their capacity so

I'll give you some examples we
partner with all the preeminent

organizations you can see across
the bottom are four pillars and

we focus on things like working
one vaccine arrival applications

that improve the transmission
across a government lines.

We work with.

Helping to build the training
in that capacity today.

Kevin adders here.

He's our loan executive we have
a skilled volunteers that we

leverage with in place six skilled
volunteers in organizations

working on things such as
fleet management strategies.

We're currently working with you any
on their refugee responsibilities.

We've got folks working with gobby helping
develop the capacities of the ministry of

health professionals and
working with the World Food Program

as they help to reorganize and
modernize their supply

chain structure in addition to that the
third pillar is really around disaster.

Sector thought leadership and

that goes to supporting conferences
like this that bring together.

Folks from the academic
world the private sector and

from then in geo community because
we know that solving big problems

is not something that
can be done in a vacuum.

It takes it's going to take big
coalitions to solve those problems

and that's really critical.

So we work with the World Economic Forum.

We're constantly looking at
technologies we've supported and

funded organizations like good three sixty
that are helping to solve the supply and

demand around donations management and
issues like that as well as

technologies for supply chain
automation warehouse visibility

a few years ago we automated the largest
refugee camp in Africa in the dark.

So again visibility the ten million
dollars worth of inventory.

Whereas before they may have
medicines they may have supplies and

in those expired without anybody
knowing they existed and so

how does that impact
the lives of refugees.

So that's our structure.

I did want to share a little bit about our
response capability is one of the things

that U.P.S. has also done in the area
of collaboration and supply chain.

The Global just six cluster working with
Wolfgang ten years ago after the tsunami

the transportation sector came together
we now work with our competitors and

have built a core of
responders who go out and

eat aftermath of disasters we responded
to over a dozen natural disasters around

the world providing capacity for
customs clearance warehousing

transportation you can see
the disasters that we respond to.

We also do logistics capacity assessments
in high risk countries to help build

the resilience helping them to understand
what are the port capabilities

one of the airport capabilities
what are the roads look like and

we build these capacity assessments there.

In Lyon someone a disaster happens
the cluster can make them available to all

the response agencies to effect a better
more effective response in the future so

that we don't repeat the same
mistakes we have in the past.

We've been working with the logistics
emergency team for the past ten years.

We're currently in the process of
trying to motivate other sectors

to do similar work because we think again

we need to bring coalitions together
whether it's telecommunications.

Information Data Management all of
those things make a difference.

And again we're only going to get better
if we bring coalitions together in this

in this space.

I also want to share a few other

highlights of what we did
lessons learned from a boa.

Working with the W P There
was a capacity issues into.

Into West Africa we work with the W A P.

Not from a transportation perspective but

we have set up an air cargo staging
area in our cologne airport.

Which allowed more than
forty organizations who

are currently having issues trying to
get personal protective equipment into

West Africa they were able to
consolidate their shipments.

And the W A P provided
ten flights into country.

From those lessons again we have continued
to work with Wolfgang the world community

World Health Organization to

support the pandemic preparedness
supply chain initiative.

We've been working at to to provide
data and develop a database that allows

the organizations to call up all the
capacity for air into a specific country.

So now we have that ability
along with all the other

organizations that are supporting that
we work with our customers to it work.

Connector we work with organizations like
Henry Schein who are big customers of us

to connect their products working
with W.A.P. work with the C.D.C.

etc Also I do want to
talk a little bit about.

And if I.

The thing I really want to talk about
is you know looking at innovation and

looking at the potential for
new supply chains this afternoon.

We've got a workshop and will be much
more information to share about it.

But we're really excited to partner with.

Gabi the vaccine Alliance and

with zip line on a drug
manufacturer here in the U.S..

Beginning in October.

We're going to be launching what
we think is the first drone

delivery network we know there are a lot
of projects out there a lot of pilots but

we're trying to do is build a delivery
network via drone to deliver blood and

potentially vaccines and other lifesaving
commodities to rural communities and

help provide that access
to a large number of people

around the world who are marginalised
who don't have access and

we're really excited about
the outcome of this.

What if we can learn from it and
the applications not only for

public health but for

humanitarian relief and other types of
relief that will happen in the future.

So again if you are interested in
it there's going to be workshops

staff community to apply and in so
again we continue to provide

support for a multitude of UN
agencies working in cross.

All of the agencies to help you know
all of the whether it be health issues

pandemics with the refugees because
it's a skill set that U.P.S.

provides a key gap in the supply and
demand and we're also

working with the UN to try to bring more
private sector organisations into the fold

because we know that the private sector
can add a lot of capabilities of skills.

We've got a lot of people with unique
talents and by integrating those with

nonprofit organizations and
even bring in the academic institutions.

We work with Georgia Tech and Mary your
skill sets of some tremendous students

to build modeling that helps
organizations like UNICEF here and other.

And so those are the ways that
we try to be a connector and

help support support that supply chain.

THANK YOU THANK

GOD FOR part of your thinking
brain is wanting to ask questions.

So why are you sure your talk for

questions you want to ask the panelists
I'll just start with one or

two of my own and then we'll go back to
all of you for the discussion session so

let me start with for thank you talked
about this cash for voucher program and

the fact that we're shifting away from
in kind to cash in humanitarian relief

which means presumably we have to
make the local markets work better.

We need data.

Tell us little bit more about how
the where he is managing that are there

examples where we can say it's
considered success has been achieved and

what could the critical
things to watch for

when you shift from in kind
to a cash rocket program.

This is the kid theme for some of that
almost to make human agenda believe more

market friendly and therefore there's
this push for cash and vouchers which.

They're trying to first hand looks
looks like the right thing to do but

you're hinting at the right.

Hoops that might be there
because you couldn't

throw money into an area their
supply chains are interrupted.

Well what you have is inflation.

So indeed to me coming from the logistics
side we've been looking for

our markets ready to saw that demand and

at a reasonable price and
make supplies available.

So we do

our whole supply chain how will the life
of Nigerians are there bottlenecks.

Often they are what are the next
upstream like imports there.

The detail of this North only thirty
tenant two months from though was that

a very small don't know who walks
around and sees the market is

full as you can use money but they don't
know that the supply chain this week.

So indeed trying to map out how robust and

ahead of the price is how robust.

That is to supply.

And then look also for interventions
to even make the commercial sector

more efficient because the retailer of
pace to the wholesale is quite a bit.

So with that movie you're trying
that you can't bring down prices.

Has to be Joe I think we've heard time and
again from

many companies not not so much the larger
ones who probably have a seat at the table

at the economic forum to bring together
government international stakeholders and

an a commercial capability like yours but

smaller to midsize companies who say how
do we even connect how do we find out

where can we put our game our capacity
into what the government response

is what the international sponsors
are we doing something so that small and

mid-size companies can also fit in or
plug in there can't be sure we're also

funding you're supporting the UN has a new
initiative called connecting business.

They're identifying ten high
risk locations this year and

forty over the next five years and

there are opportunities for
small and medium businesses to.

Not only support through the connected
business initiative to tap into local

disaster resilience networks but another
another area that's just as important for

those small and medium businesses
is helping them to understand that

they need to be prepared for

disasters they need to prepare
prepare their employees for disaster.

So that they are able to recover and
get back into business because we know

after disasters fifty percent
of businesses will fail to come

back in those they do a good percentage
of those will make it past two years.

So you P.S.

is also working on a project with their
international country offices and

now connected to the UN to provide
business disaster resilience tools and

training through a program that
we have called solemn Coby and

we're launching that you know alignment
with the ten priority countries that

the UN is now coming out with
connecting business production and

I want to ask you about the drones because
I'm sure there are lots of people in

the audience wanting to
ask you that Andrew.

We hear a lot that when when we have
this also it's like the Ebola virus.

We often forget about routine health
care need such as malaria just

getting basic malaria medicines and
back Gnostics to people because we

Gordon the system with the things that I
need to football I am you know like you

said you know we have to do right
from one side to play the other so

has my leddy consortium figured
out a better way of managing that

have really learned something so
that we can say next time around we won't

compromise basic might be a statement
because we have to focus on the Apollo.

I don't think anybody has solved this and
I think this is still an ongoing

thinking process that's happening in
especially with the the increase in

the volume all of emergencies
that are happening emergency

spikes along with continued
Cumana Terry and routine programming.

I think I think for us it's around finding
that balance on people and supply ease

in figuring out OK Do we have multiple
sources of product that we can keep

feeding through multiple supply chains and
do we have our teams right size.

Used in their countries.

One of the graphs I was showing up
there was looking at a country and

say OK in that location.

This would be normal routine business
we forecast and expect two or three or

four spikes during the year based
on cycle seasons or whatever so

therefore we need to lift up our operating
capability in that country building in

some redundancy and building up and
remembering most of our country offices

have national stuff local staff and those
people are there they they are available

but then the big challenge with that
model is how do we fund the redundancy.

How do we fund that extra capability
to be there when the disaster

hits when the spike hits and
how do we keep it flattened and

that works if we categorize
emergencies one two three and

four one being the a bowl or
the Haiti and so on and so forth and

then going all the way down most
responses are Category three zero fours.

So if you design your your country
operating model well enough in your

supply chain well enough you can
absorb most of the spikes in

the category Tuesday need some extra help
from outside and then the category ones.

Basically that's where you get the
developments that's where you have to say

I need to rob Peter to pay Paul.

And you need to have
really hard discussions.

So I don't think we've
solved it at all but

I think from our perspective we're
looking at it from all those angles.

Thank you.

John when you had different
happiness demand from the U.K.

to set up a response in Sierra Leone.

And if you had us ask for

international procurement agent
which is your current role.

Yes.

What would you have desired war from
the kind of services the kind of

value added things that a procurement
agent can offer so that someone who's

running at a sponsor the country level
says many of my jobs are not taken.

Well by an international cricket.

Group and is County which is
innovating to offer that service

data data management inventory
management all of the only day time

to what extent necessary to understand
Take sure likes what is happening.

Well but not only data because it's very
flat and you can be taken in isolation

to actually have physical people on
the ground they're able to go to

these locations understand the problems
understand the issues because they did

will tell you one thing and that's
only if you have an educated client.

If you don't educate the client and

she's running around in the response you
need to have people that you can trust

to actually use facilities to tend
to finally need and requirement.

So that you're not consistently
firefighting because you can maintain that

for a period of plane before it comes
destroys everyone in the chain.

So Bay able to have capability
on the guy to can sanitize and

look out what is being asked and
being questioned because the times

they will ask for an item wish they
already have because they don't actually

do that have within them in Been Travers'
been cordoned somewhere differently

that you can generally just
occasion replication and

suddenly you have the dip in your supply
and trying to figure out where is it.

It's having that kind of ability to
have confidence in the information and

people to be able sometimes as much
as I visited all the locations.

I couldn't do that twice a day I would
I wish making use of that we have he

helicopter for a lot of things
by the ability to task it on

a daily basis just to do our own job
in the ground all the facilities.

So having a trust capability in
understanding what we did three stone

myself telling me to make the decisions
where necessary because when you're

starting to stop Bush transition from
a Marriage and see through to maintain.

Through to the future development points
you have to do exactly what you call of

because you're profiling for
three four months down the road but

what you're going to build into
the future development two programs.

And this is being made that point
regarding funniness in funding to

particular elements.

So unless you have sold information and
you can validate it.

You could be setting yourself up for a
future program a few months down the line

by which time whose kids are consumed or
gone or disappeared.

So this is critical and having partners
that can work together is critical.

This is not a one in this kind of
emergencies it's not a one person shoot.

You're only as good as the sum of your
parts and have those parts work together.

I was blessed with your P.
S. set and saved me and

seriously or sometimes the thing that you
know your own system to help and support.

I'm so very good solid engineer was
to provide a duck in the Bible and

so we're working together for that goal

that's that's we link to that interconnect
or to pull the pieces together for

it is so for so little information and
analysis not just data.

It's a book.

Thank you so over to you all for questions
please state your name and organization

and also if you're directing your question
to specific browser say that if it.

General by the.

Hi this is a month for
the minutes man signs to help my question.

He's put down but hopefully maybe
other than he's may comment.

So my question is about the coordination
that is just one demand but

there are different actors that
are trying to set up that the mind and

I understand that the coordination
cannot be perfect.

But I could like to know how
he did what came reality and

whether there has been lesson plan and

there is a conversation somehow to
improve it a very good question.

Reality is different from the notable
models I asked besides the course it's

five weeks on the ability spawns were
just seven days a week eighteen hour days

for Tyshan team had a team
of five working with me.

I see people were sleeping at various
times other people were doing so

the core of the nation was
dealing with a multi-headed beast

as much as we had the U.N.
system in place.

We have approximately forty seven
different actors in the field

working at different stages
different areas and coordination.

It is it is not a holy mass.

I was trying to provide some kind
of level sanity to the information

as I said I have a solid team.

And each of them with a portion of it
with particular doctors in the field.

So they are going to be to running
coordinate those we then hands that

the meetings at various points through
the latest coordinate drug response.

The one thing usable aid from all
the response was particular was necessary

to in essence put together
a military structure.

There a minister of defense came in the
different lead the minister of defense and

use their coordination skills to help
put physical boots on the ground

working with the actors working with
the military working with the police.

What kind of the hill said to
kill a cordon it was pieces.

And that that discipline came
in very helpful very helpful.

Approximately a year ago

in the HATES of will still feel
the bumpy tail of all cases.

The time flooded.

We had to evacuate four and
a half thousand people from and

the ball is on international stadium.

So you have four half dozen people no
close proximity in the enclosed area

we sneak into the water sanitation
shelter social protection and

then look in the adopting
the company of hazing.

So unless you have a very
disciplined chain of command

information flow coordination.

We're just going to hold very quickly.

So it was that it was the correct
thing to be done whether or

not it's necessary to look at the military
zation over the operation in the future

is something slightly contentious and
humanitarian sphere.

Because you're putting together two
organizations which either attack or

defendant from a military point of
view humanitarian is by going between

the middle and it's a very difficult
relationship that has a minus.

But the kind of less is less
the command control structure.

Definitely.

Elaine says sail to future large scale
events and he would like to add to that.

Yes most of them they several can of
established mechanisms the structures for

ordination like the logistics cluster and

the other cluster systems like the
humanitarian director UN Archer the office

record nation of humanitarian affairs and
in large scale emergencies.

They are activated by global triggers the
command in the end they set up the right

relationship so the cluster might send
in somebody to deal with ports and and

customs the human off action might
send in somebody to deal with

the ministries to get rapid access to
stopping people and so on and so forth and

then there's a whole host of formal and
informal networks or there's a lot of

connecting with individuals outside of
these forums and just literally sitting

down having a chat saying we're working
here we're working here we're should.

We work together and those those
mechanisms function very well in and large

kind of big spike you Virgin see in a more
normal long going routine spaces that

work well it's kind of those spaces in the
middle where where they don't always work

as well the big things are not set up and
the other things are not your goal.

But there are established
coordination mechanisms that keep you

know different points.

You can make it just just one sentence.

I agree with Andrew I think you're
charged the humanitarian coordinator

tries to bring visibility who does what.

But what I find is that.

It's all of you may know who is
responding but sector has been caught up.

Nobody ever quantifies to supply side
are coming in for the different sectors.

So you get the supplies
always coming as a surprise

that is really avoid look at
I think the reason for that.

So it's it seems strange it's not just
the fact of lack of ability to see.

But fortunately in these ideas you
have that the virtual organizations

essentially go up in their arms
around their own goods and

not wanting to share with
the White House and go and

knows that that was a difficult thing
which was experienced where there was

multiple lanes of all strains of
supply coming in but that a bunch.

This is ours.

In case of there was this and
that is we're taking care of.

So I think back in the morning I grew
enough positions to take my organizations

to understand that as a whole you will
achieve more than just taking care of

yourself and I do think people is kind of
we got to be careful not to put people

that's the the only space where this
happens because the amount of responses

that I know there are huge and there are
very good examples of where this works but

there are also examples where
it's challenge to work with.

Yes.

J.P. Fisher from America
is a similar question.

Once you have all
the quid Nation magazine.

Is in place for disaster for emergency
supply chains How do you guys conduct

exercises pre-disaster in order to get all
the players at the table to kind of see

how run you are you know you know Chad
this is the be a piece of the logistics

cluster but actually pre-disaster running
through that process especially for

those tier two in three disasters.

If your textbook and
I don't have an answer.

One could say one could do the simulation
so you would do it in a country context.

Hopefully there's a strong governmental
having a disaster management committee.

I haven't seen much reduced.

OK And you know I was actually
just thinking of the power quake.

Two years truer than in power there was
a huge amount of talk about the fact that

there are bigger quake was coming and
you know you have P. Save

the Children a whole bunch of agencies did
a huge preparedness exercise of what would

be the best routes where would be
the likely routes that would stay open.

Where are the machinery to reopen
routes should they be needed.

Where were the regional stockpiles.

So these things are starting to
happen they haven't happened a lot

say in the last ten years but
in the last one to two to three years.

They're starting to happen and
that's largely because organizations

are number one recognising
that they need to happen but

also there are funding mechanisms
available to run preparedness activities.

We can space for a supply chain
person to go into an apology for

a six week period to do some planning.

So those days now being more enabled but

we're still in the early stages of doing
it it's just that those logistics capacity

assessments are on line on global
it just exposed a website so

they make their available to all
N.G.O.s to access to see why.

You know what's the port capacity what are
the customs regulations to get supplies

and all designed to help cut time and

expedite the supply
chain to the last mile.

Can I ask a follow up question.

So yes this is morning to national context
but do we do this in domestic like

it is in the U.S. context to kind
of forget yeah you know there

are a number of organizations see American
logistics aid network run the simulations.

Actually it's another thing that U.P.S.

funds we provide funding they've
created a web based where

they bring in representatives from
the nonprofit community the government and

private sector and everybody figures out
how they're going to play and that U.S.

Chamber does scenario planning like
that for the New Madrid Fault and

other disaster scenarios
around the country.

So thanks.

Yes we can hear you.

OK five minutes about I'm from.

And Mike Huckabee part
of the presentation.

So that right with this

I cut the facade of this enough because
if I go back to the US crisis is

the response I think.

And I think from the back to
the some some folks I know.

Come back to you with a commitment
of supplies and also caution about

turning turning back problems.

I think we'll come up with as well as.

Something companies like.

I think this time for
the fourth I support this

potential suspect this is.

Just.

Quickly so I'm especially especially like.

This.

Should help us.

OK So local preparedness capacity you
want to talk and there's a chance.

I think it's a good.

It's a good question because as we've

seen as I was trying to demonstrate
a lot of these asteroids happen.

Can be predicted can be
forecast to a certain extent.

And so you're saying the funding cycles
allow us to do a lot of prepared.

So I think one of the things is
recognizing where the strengths

are in the supply chain
who's got watch strength so

looking at the public private partnerships
and and approaching donors saying that we

want to do something in a much
more coherent structured way

talking with national ministries of how
talking with the supply chain staff

through the Ministry of Health supply
chain talking with the international

companies the big private companies they
have a lot there's a lot of foundation

companies out there and and
trying to come up with more coherent

kind of big picture approaches that
are locally relevant and then going to

a donor being propositional and
saying look you've had all these money.

I asked before for care to do some
preparedness or Save the Children

to do some preparedness but can we have
something a bit more structured and

I think that is starting to happen the one
in the PA was a case in point where

multiple agencies got together and said to
donors can you fund parents' activities.

So I think it's about that
public private partnership piece

bringing it all together
to attract donors.

We shouldn't have to attract donors but
we need to sort of how do we do that.

I think what is very important.

Is that you have its effect is important.

You have to have a counterpart
to work with and

sometimes account about this very week so
occasionally class talk and.

Play a bit of a road but
you have to bring things together.

And then you can and

I like to reiterate also write my
lead to look for opportunities.

After a crisis because of Venice and

there's money in Pakistan the very
big to send a set up a year.

Subsequent to the flop in every province.

She seeks helps fund the government and

the government is actively using
them on the private sector in

the context of it will allow the girl to
comic firm is doing something exciting.

They go into some of the countries and
set this all

the private sector companies and
met I would say are they.

What is their sector off and then
connected them because the government and

said When you do or
put have a spending do it together.

Don't be for
the private sector in the planning.

So one thing I would like to add and
this is my personal opinion

that instead of saying how can we find
institutional donors to become much more

active in preparedness financing.

If we think about changing
the incentives for

why I can treat governments don't invest
as much in preparedness one thing.

That comes to mind is many of these
financial instruments and that's why

I'm I'm a big proponent of those including
got bonds or insurance linked Riveter or.

But I'm a trick insurance is
the moment you have better prepared

us your insurance premium falls the moment

you have better prepared us your
oblongs yield becomes floor.

So as a result your ability
to attract monies for

a disaster at a per financial
price will become much lower.

If you're better prepared that suddenly
creates incentives for the Treasury and

the finance minister and not so much other
agencies to say look we should put money

into this trip and that's because if we do
then we will be able to raise bonds from

these markets have a cheaper rate
otherwise those bills will cost us more.

So I think that is a way to think about
changing the incentive structure so

that not just donors but
domestic actors come together and

say let's put money into preparedness and
local capacity for preparedness and

it's just in all organisations in
take it out of the local level.

How many of you.

I know this is a global group but there's
a lot of folks from Atlanta here and

couple years ago we all got stuck
in this unbelievable snowstorm.

How many of you were prepared for
that as a family as an individual right.

How many of you have a plan have a meet
point not of communicating after

a disaster to let leveraging your text you
know the phone lines are going to go down.

So all of our organizations have
a responsibility to educate and train and

talk about personal preparedness family
preparedness because again it starts at

that base level and you can assure
that you are able to function

protecting your family and I think that's
something that from the private sector we

feel very important about we edge we
communicate to September's national

preparedness months that we've been doing
a lot to communicate to employees about

what they should be doing to
protect themselves personally.

Of the question Who is to my.

Thank you.
I'm good.

In first and I guess we have
a disruption in supply demand.

There's always going to be that and
maybe that's something but

can you recommend some
considering the group should have

especially as the response
goes towards hundred percent

infrastructure on the charts.

And in French long

time.

Somebody has to look into a liability
off the supply chain and.

Leicester City.

Responds to that injection of money.

If the price goes up a bit because
retailers have to bring in

additional supply so additional capacities
have to be mobilized that that's OK but

if you can see based on your.

Supply chain analysis that it will
be pretty much impossible for

us to bring in items and you remember
vividly situation two thousand and

eleven and some argue about a strong
ideological push using money and

that was just no way
that was a famine area.

How the private sector would quickly
be able to bring in supplies

prices shot up like crazy.

So you have to analyze.

OK we have time for one last question
I think somebody had a pet of my

previous question and
answer yes it is possible

for any state you know or
have stocks stocks for.

And this is consistent with their own.

Working with the best from patients with
their faith and expanding it so it live.

It goes back to don't miss
a chanst themselves as well

because had we been good enough to
build the case and N.G.O.s and others.

And that's very much.

When we had seen the benefits
of it in your name.

Because of course the donors now
see this that having half a million

people covering their
ability to respond and

then seeing the cost efficiency
on the other funds to give to us.

This becomes a sound spending good cycle.

So yes it is possible and

it is done and there are more when I say
Chastain units are to do it as well and

donors are seeing the effects and
they are very happy for you.

OK thank you for that coming.

I think we're running out of time so
we hopefully sparked a conversation

that you all can get over
the coffee break or lunch or.

Other social events at the conference but
that I want to tank up and listen we have

an announcement from from the organizers
Let's first thank you thanks.