GHSCPSM Say1q2 Final

USAID GLOBAL HEALTH SUPPLY CHAIN
PROCUREMENT AND SUPPLY

MANAGEMENT PROJECT
SEMI-ANNUAL & QUARTERLY REPORT

YEAR 1 QUARTER 2, APRIL 1 TO JUNE 30, 2016
July 29, 2016

This publication was produced for review by the United States Agency for International
Development. It was prepared by Chemonics International Inc. under Global Health Supply
Chain-Procurement and Supply Management Contract No. AID-OAA-I-15-00004; Task Order
01 Contract No. AID-OAA-TO-15-00007; Task Order 02 Contract No. AID-OAA-TO-15-
00009; and Task Order 03 Contract No. AID-OAA-TO-15-00010.
Recommended citation: USAID Global Health Supply Chain – Procurement and Supply
Management Single Award IDIQ. 2016. USAID GHSC-PSM Semi-Annual/Quarterly Report
Year 1 Quarter 2. Washington, D.C.: Chemonics International Inc.
Chemonics Contact:
Anthony Savelli
Procurement and Supply Management Project Director
251 18th Street South, Suite 1200
Arlington, VA 22202
P 202-955-3487 | M 202-684-1479
asavelli@GHSC-PSM.org
DISCLAIMER
The authors’ views expressed in this publication do not necessarily reflect the views of the
United States Agency for International Development or of the United States government.
CONTENTS
ACRONYMS...................................................................................................................................... 1
EXECUTIVE SUMMARY ................................................................................................................. 3

From Start Up to Transition to Operations................................................................................................ 3
ORGANIZATION OF THE REPORT ......................................................................................... 11
A. HIV/AIDS TASK ORDER (TO1) .............................................................................................. 12

1. Highlights ............................................................................................................................................ 12
2. Progress Against the Transition Plan ........................................................................................... 13
3. Exhibit I. (TO1) Plans, Progress, and Status ............................................................................... 13
4. Challenges, Opportunities, Key Learnings .................................................................................. 15
B. MALARIA TASK ORDER (TO2) .............................................................................................. 16
1. Highlights ............................................................................................................................................ 16
3. Exhibit 2. (TO2) Plans, Progress, and Status .............................................................................. 17
C. POPULATION & REPRODUCTIVE HEALTH TASK ORDER (TO3) ................................ 19
1. Highlights ............................................................................................................................................ 19
3. Exhibit 3. (TO3) Plans, Progress, and Status .............................................................................. 20
D. GLOBAL SUPPLY CHAIN ...................................................................................................... 23
1. Highlights ............................................................................................................................................ 23
3. Exhibit 4. Global Supply Chain Plans, Progress, and Status ..................................................... 26
E. COUNTRY PROGRAMS TECHNICAL ASSISTANCE ......................................................... 28
1. Highlights ............................................................................................................................................ 28
3. Exhibit 5. Country Programs Technical Assistance Plans, Progress, and Status ................ 30
5. Exhibit 6. Local Distribution Centers by Country .................................................................... 32
F. GLOBAL COLLABORATION .................................................................................................. 35
6. Highlights ............................................................................................................................................ 35
8. Exhibit 7. Global Collaboration Plan and Progress ................................................................... 37
G. PROJECT MANAGEMENT ...................................................................................................... 40
1. Highlights ............................................................................................................................................ 40
3. Exhibit 8. Project Management and M&E Plans, Progress, and Status .................................. 41
H. KEY PERFORMANCE INDICATORS ..................................................................................... 43
ACRONYMS
3PL ........................................................................................................................................................ third-party logistics
4PL ...................................................................................................................................................... fourth-party logistics
ACT .................................................................................................................. artemisinin-based combination therapy
AIDS.................................................................................................................. acquired immune deficiency syndrome
ARV .................................................................................................................................................................. antiretroviral
AS/AQ ......................................................................................................................................... artesunate/amodiaquine
CARhs .......................................................................... Coordinated Assistance for Reproductive Health Supplies
CDC ...................................................................................................... Centers for Disease Control and Prevention
CO......................................................................................................................................................... Contracting Officer
COR ..................................................................................................................... Contracting Officer’s Representative
CSP ........................................................................................................................ Coordinated Supply Planning Group
DFID ........................................................................................................Department for International Development
DSIP .......................................................................................................................... demand supply inventory planning
eLMIS ...................................................................................... electronic logistics management information system
FASP ............................................................................................................................... forecasting and supply planning
FBP&A ........................................................................................................................... freight, bill, payment, and audit
FMIS ............................................................................................................. financial management information system
FOMP ........................................................................................................................ field office-managed procurement
FP2020 .............................................................................................................................................. Family Planning 2020
GHSC ................................................................................................................................... Global Health Supply Chain
GPC .................................................................................................................................................. Global Product Code
HIV .................................................................................................................................. human immunodeficiency virus
IAPHL .................................................................................. International Association of Public Health Logisticians
IDIQ ..................................................................................................... indefinite delivery indefinite quantity contract
IHS ............................................................................................................................................... Imperial Health Sciences
IPPF ....................................................................................................... International Planned Parenthood Federation
IQC ......................................................................................................................................... indefinite quantity contract
ISO ................................................................................................................. International Organization for Standards
KPI ........................................................................................................................................... key performance indicator
LDC .............................................................................................................................................. local distribution center
LLIN ........................................................................................................................................ long-lasting insecticidal net
LMIS ............................................................................................................. logistics management information system
M&E .......................................................................................................................................... monitoring and evaluation
Global Health Supply Chain-Procurement and Supply Management

SEMI-ANNUAL & QUARTERLY REPORT YEAR 1 QUARTER 2 | 1
MIS ................................................................................................................................ management information system
MOU .............................................................................................................................. memorandum of understanding
OAA ........................................................................................................ USAID Office of Acquisition and Assistance
PEPFAR .......................................................................................... U.S. President’s Emergency Plan for AIDS Relief
PMI.........................................................................................................................................President’s Malaria Initiative
PMP ................................................................................................................................. performance management plan
PPMR .................................................................................................. Procurement Planning and Monitoring Report
PSI ................................................................................................................................ Population Services International
PSM .................................................................................................................... Procurement and Supply Management
QA.............................................................................................................................................................. quality assurance
QC.................................................................................................................................................................. quality control
QMS ...................................................................................................................................... quality management system
RDC ........................................................................................................................................regional distribution center
RDT ..................................................................................................................................................... rapid diagnostic test
REOI......................................................................................................................... request for expressions of interest
RFP ................................................................................................................................................... request for proposals
RFQ ................................................................................................................................................ request for quotations
RFX....................................................................................................................................request for offer (unspecified)
RHSC .............................................................................................................. Reproductive Health Supplies Coalition
RMI .................................................................................................................................... Remote Medical International
RTK .................................................................................................................................................................. rapid test kit
SCMS ........................................................................................................................ Supply Chain Management System
SLA ................................................................................................................................................service level agreement
S&OP ................................................................................................................................. sales and operations planning
SOP ................................................................................................................................... standard operating procedure
SOW ......................................................................................................................................................statement of work
TDM ............................................................................................................................ technical direction memorandum
TLE ........................................................................................................................ Tenofovir, Lamivudine and Efavirenz
TLP ........................................................................................................................................ targeted local procurement
TO .......................................................................................................................................................................... task order
UNAIDS ................................................................................................ Joint United Nations Program on HIV/AIDS
UNFPA ....................................................................................................................... United Nations Population Fund
UNSPSC ............................................................................. United Nations Standard Products and Services Code
UPS................................................................................................................................................... United Parcel Service
USAID .................................................................................................... U.S. Agency for International Development
VMI ......................................................................................................................................... vendor-managed inventory
VMMC .................................................................................................................. voluntary medical male circumcision
WHO .................................................................................................................................... World Health Organization

EXECUTIVE SUMMARY
At the six-month mark, the USAID Global Health
Supply Chain-Procurement and Supply USAID Global Health Supply
Management team is pleased to report a Chain – Procurement and
successful transition period with most milestones Supply Management
achieved and few issues of concern. During this
The USAID Global Health Supply
period, the team has moved from officially
Chain program includes six
launching the project and opening our Crystal
projects aimed to strengthen
City headquarters in January and February to
health supply chain systems.
placing our first procurement order and making
The Procurement and Supply
our first delivery while also preparing to open 12
Management project specifically
country offices by July 1 – within three months of
provides commodity procurement
initial scoping activities.
and logistics services, strengthens
Achieving so much in such a short time has supply chain systems, and
required sustained focus, effort, collaboration, promotes global collaboration.
and communication among partners, incumbents,
With operations in Africa, Asia, Latin
the USAID team, and the project’s many talented
America, and the Caribbean, the
staff. Consultative systems and tools such as the
project supports the U.S. President’s
Transition Plan, Transition Working Groups, and
Emergency Plan for AIDS Relief
Commodity Councils proved indispensable to
(PEPFAR), as well as the President’s
bringing key stakeholders together and helping
Malaria Initiative (PMI) and USAID’s
the team achieve the project’s ambitious targets
family planning and reproductive
and goals.
health programs.
This report serves as both the Semi-Annual and
second Quarterly reports, summarizing project
activities and outcomes for Year 1, Quarter 2,
April 1 to June 30, 2016. The Executive Summary provides an overview of project achievements
and results over the past six months. The subsequent sections articulate each area’s key
achievements and challenges, with a focus on this past quarter’s activities.
This report also closes out the project’s Transition Plan and notes where activities have moved
to routine operations. The project is pleased to report that we have exceeded our transition
milestone by preparing to begin operations on July 1 in 12 countries; the remaining country
offices will become operational on a rolling basis.
Subsequent Semi-Annual reports will focus on current work plan progress.
FROM STARTUP TO TRANSITION TO OPERATIONS

In the past six months, the project has moved from startup and establishing ourselves as a
project to transitioning incumbents’ services and operations to completing that transition phase
and successfully launching our independent operations.

Project Startup
As part of project start up, the team opened our temporary Crystal City office and oversaw
build out of our permanent office site, with the move scheduled for Aug. 1. Systems were put
in place to hire staff, with more than 240 headquarters staff (181 billable staff and 59 project
support staff) and 170 country office staff hired as of June 30. Collaborative management and
communications structures were put in place vis-à-vis Commodity Councils and Transition
Working Groups. And a transition framework and plan were put in place, with the first
startup and collaboration conferences held in January.
Warehousing Transition
While implementing project start-up activities, teams also began to establish service provider
contracts and agreements to replace incumbent services as part of the project transition.
In March, the project established initial regional distribution center (RDC) capability. Contracts
were put in place to transition incumbent RDCs to the project, including Imperial Health
Sciences (IHS) warehouses in Ghana, Kenya, and South Africa, and United Parcel Service (UPS)
warehouses in the Netherlands and Singapore.
In April, after a detailed RDC network optimization analysis, the team released
a global RFP for warehouse services to
establish a new RDC network in 2017. The
team released a request for proposal (RFP)
for air and ocean freight forwarding services
as well, competing 1,500 lanes.
At the country level, teams launched

processes for inventory transfers, and
conducted and reconciled stock counts at
local distribution centers (LDC) in Ghana,
Haiti, Liberia, Malawi, Mozambique, and
Nigeria.
Project Procurement Begins

As we stood up systems, the project quickly
began to receive and process client
requisition orders, with the first orders
coming in April. These orders originated
from a variety of countries, including
countries that have or will have country
offices and those that will not have offices;
encompassed various stages of work, from
issuing RFP/requests for quotations (RFQs)
to selecting providers to placing purchase
orders; and included a range of incumbent
involvement.

The team handled this rapidly increasing volume of requisition orders while leveraging a detailed
manual requisition order management process and building the project’s management
information system (MIS). As of June 30, the project had received, by task order (TO):
• HIV (TO1): 76 requisition orders (including 1 restocking order),

representing 580 line items
• Malaria (TO2): 134 requisition orders, representing 161 line items
• Population and Reproductive Health (TO3): 61 requisition orders, representing
71 line items.
By June, the project began to engage in regular operations activities and experienced many firsts
such as our first:
• Commodity purchase order, a $1 million order for Panther specialty condoms from
Malaysia to Zimbabwe
• Shipment, of female condoms from Malaysia to the Democratic Republic of the Congo,
scheduled for delivery in July
• Product quality control testing, using FHI360 to test samples of long-lasting insecticidal
nets (LLIN)
12 Country Offices Prepare to Launch July 1
The shift from project transition mode to full operations perhaps is best illustrated by the
effective preparation to launch 12 country offices on July 1. With the exception of Mozambique,
scoping trips first began in March, providing three months to fulfill the necessary staffing,
systems building, planning, and collaboration needed to establish country programs in Ghana,
Haiti, Lesotho, Liberia, Madagascar, Malawi, Mozambique, Nigeria, Pakistan, Rwanda, Zambia,
and Zimbabwe.
To launch these required country operations and platforms, the Country Programs team
benefitted greatly from close collaboration and communications with USAID teams and the
incumbents while leveraging the expertise of other teams within the project, including the
Program Operations team; the Global Supply Chain team; the Supply Chain Solutions’ Security
Management unit and others – putting in action the spirit of the project’s one-team approach.
For example, Program Operations ensured installation of Office 365 equipment on all field office
computers for staff upon their arrival. This set up the project for unified and coordinated
communication and information organization. The country teams were thus able to access
Chemonics’ Global Quality Management System (QMS) as well as the standard operating
procedures (SOPs) developed in coordination by the Global Supply Chain and Systems
Strengthening teams for Day One operations.
Critically, the team also secured the all-risk marine and storage insurance to cover project
commodities, with an effective date of July. The project’s global commodity insurance coverage
was in place on June 30.

GLOBAL HEALTH SUPPLY CHAIN’S
GROWING GLOBAL PRESENCE

The Risk Management team also
Global Health Supply Chain Realizes assisted with the transition of
First Savings subcontracts from the incumbent to
New View to Warehouses Saves USAID Millions the project to ensure no gaps in service
of Dollars to stakeholders, such as ensuring that
subcontracts and leases were in place
Changes negotiated to set up warehouse with third-party logistics (3PL)
facilities and processes under the USAID Global providers and central medical stores,
Health Supply Chain-Procurement and Supply as well as security contracts to ensure
Management project will save the program commodity safety.
millions of dollars in years to come.
The Monitoring and Evaluation (M&E)
A new agreement with Imperial Health Sciences team supported start up assignments as
(IHS) will save more than 20 percent in well by providing guidance and input
warehousing costs for space in the Africa into the transition of incumbents’ M&E
Regional Distribution Centers (RDCs) in systems and M&E plan development,
Ghana, Kenya, and South Africa based on which will feed into country work
historical activity. That savings equates to plans. The M&E team also finalized the
nearly $1 million in the first year alone. project IDIQ and task order M&E plans,
and presents a report shell of the
In Nigeria staff devised a new plan to directly project’s key performance indicators
ship commodities to Abuja, eliminating (KPIs) for review and feedback (see
chartered flights from the Ghana RDC (where Key Performance Indicators section).
commodities currently are housed), which is
estimated to save the program more than $3 The M&E team has continued to
million per year. expand relevant indicator
methodologies and data collection tools
Once the Ghana RDC lease expires, the team to align interpretation and ensure
expects to create additional efficiencies to cut correct application of the M&E plan in
costs further by: highlighting project progress toward its
objectives. The team, working with
• Consolidating malaria and HIV warehouses
functional area team leads and USAID,
into one warehouse contract for increased
has established an important project
economies of scale
business rule – minimum delivery
• Developing a plan for the project to assume
window – to be defined and measured
fourth-party logistics (4PL) responsibility
as “promised customer window plus
from IHS for the transportation of HIV
five business days.”
commodities
• Eliminating IHS as an intermediary and The project’s one-team approach was
contracting directly with Axios International crucial to preparing for the launch of
Inc. for the management of warehouses the 12 country programs, which
• Replacing one-off transportation required key global supply chain and
negotiations with an indefinite quantity other systems to be in place. Moreover,
contract (IQC), which will set pricing for this collaborative spirit inspired the
a year and reduce staffing expenses Systems Strengthening team to initiate
several additional collaborative task

forces to provide guidance and leadership in supply
chain technical areas to further assist with GS1 International Standards Ease
transition and country office start up activities. Global Collaboration, Reporting
These task forces include:
USAID has mandated that the Global
• Forecasting and supply planning – Health Supply Chain management
to ensure high-quality technical support information system (MIS) incorporate GS1
in forecasting and supply planning by global supply chain standards, which
applying a systematic approach to calibrate promote supply chain visibility, efficiency,
the level of competency in the field. safety, and collaboration. Achieving these
• Targeted local procurement – standards also eases the agency’s
to ensure the smooth transition of collaboration with other large
incumbent field office-managed international donor organizations to
procurements (FOMP) currently in- synchronize procurement and distribution
process and uninterrupted local efforts.
procurement capability in incumbent
field offices. The project’s MIS product e-catalog has
• Warehousing and logistics – to been structured to support the GS1
develop SOPs for use in field offices for standards in product categorization and
country activities to collect and monitor identification. GS1 supports two product
country data, identify improvement classification hierarchies, the United
opportunities, and coordinate with Nations Standard Products and Services
regional warehouses and logistics Code (UNSPSC) and the Global Product
activities. Code (GPC), both widely used around the
• Logistics management information world. Every product in the e-catalog
systems (LMIS) – to support country is classified and assigned a code for its
programs in the development and appropriate place in the hierarchical
implementation of “lean” LMIS systems structures, which aids in cross-
that support various supply chain work organizational reporting and collaboration.
processes and provide real-time,
actionable information to users; increase Moreover, each product has many
efficiencies in procurement; and ensure attributes important to both the supply
country programs have access to and chain and other industry-wide processes.
knowledge of tools and other SOPs that The GS1 organization, through the Global
reflect best practices in the strengthening Data Synchronization Network (GDSN),
of LMIS systems. has identified some 250 product attributes
across many industry functional areas. As
Management Information System Launches part of the system design process, the
project has tailored that list and identified
A dynamic, reliable supply chain MIS is core to those GDSN attributes of particular
achieving USAID’s vision to create one end-to- interest and usefulness to the project in
end, comprehensive health supply chain that the areas of IT development, database
provides real-time data and reliable services to management, and supply chain
country programs. Also embracing the one-team optimization.
spirit, the MIS team worked with multiple other
project teams to move aggressively to release the
base version of the system (basic contracting and
ordering capability) and gather system requirements. Having released several beta versions over
the past six months, the team is on track for the Version 1.0 launch on Aug. 29, 2016.
Ultimately, the system will allow users to process orders for all health commodities. The product
e-catalog also will support a multitude of product attributes based on international standards, such
as GSI, United Nations Standard Products and Services Code (UNSPSC) and Global Data
Synchronization (GDSN) (see related story), which all vendors will be expected to adopt. The
platform further allows the project to centrally manage all orders, including capturing and assessing
complete order history information.
As of the end of June, users could place:
• Commodity purchase orders to be shipped directly from suppliers to USAID recipients

• Distribution orders to be sourced and shipped from RDC inventory
• Replenishment orders to suppliers to restock inventory in the RDCs and manage
inventory centrally
Global Collaboration Ramps Up
This semi-annual period prioritized the transition and establishment of procurement and country
technical assistance activities, with USAID concurrence, which placed Global Collaboration as the
last project objective to begin startup, transition, and operational activities. The team fully staffed
up in May and June, at which point activities began to take shape.
As of the end of June, the project had established collaborative relationships with:
• U.S. Centers for Disease Control and Prevention (CDC) and USAID: The project
participated in discussions with seven viral load manufacturers
• Global Fund: The Fund expressed interested in the project’s 4PL, Command Center,
Commodity Councils, and new RDC model
• International Association of Public Health Logisticians (IAPHL): The project participated in
discussions on the future structure of this group
• People that Deliver: The project attended the 2016 bi-annual board meeting
• United Nations Population Fund (UNFPA): UNFPA will participate in the project’s
Commodity Councils
• World Health Organization (WHO): The project will share HIV (and possibly malaria)
data with the Global Price Reporting Mechanism and will likely host the Global
Forecasting Technical Working Group for HIV
The Global Collaboration team also assumed the additional responsibility of overseeing and
maintaining the Procurement Planning and Monitoring report (PPMR), which collects data from 34
countries and 54 programs. A number of partners in the Coordinated Assistance for Reproductive
Health Supplies Group use this data to make informed program decisions, including UNFPA,
FP2020, the Bill & Melinda Gates Foundation, and the U.K. Department for International
Development (DFID).
The Global Collaboration team also began working with USAID to lead planning for the
project’s first supplier summit, tentatively scheduled for early 2017
KEY PROJECT MILESTONES AT 6-MONTH MARK
JANUARY FEBRUARY MARCH APRIL MAY JUNE
Transition High-level Transition Initial RDC FBP&A RFQ Performance Preparations in

Framework Plan submitted capability released Monitoring Plan place to launch
Agreement established in place 12 Country
proposed __________ ________ Offices July 1
________ _________
________ Country Transition RFP for _________
Plan submitted Malaria warehouse MIS version 0.6
Transition Procurement services with functionality in 3 purchase orders
Working Group __________ Table semi- incumbents place submitted to
plan initiated monthly released manufacturers
Contracts for Health
reporting _________
________ Commodities report
launched ________ _________
submitted Africa RDC
Collaboration ________ Transportation Warehousing 5 framework
conference held __________ RFP released: Contract in place contracts in place
MIS Release 0; 1,500 lanes
Strategic Sourcing
initial contract competed _________
report submitted
management
First product
__________ completed
QA testing done
First procurement
requests processed
__________
MIS blueprinting and
hosting build out
began

ORGANIZATION OF THE REPORT
The report is organized as follows:
• HIV/AIDS Task Order (TO1)

• Malaria Task Order (TO2)
• Population and Reproductive Health Task Order (TO3)
• Global Supply Chain
• Country Programs Technical Assistance
• Global Collaboration
• Project Management
• Key Performance Indicators
In each section, we highlight significant achievements; describe progress against each activity and
milestone scheduled for the reporting period; and discuss challenges and lessons learned.

HIV/AIDS TASK ORDER (TO1)
1. HIGHLIGHTS
The HIV/AIDS Task Order team (TO1) has contributed to project efforts to establish needed
systems and crucial staffing and expertise in the countries that currently have bought in to the
USAID Global Health Supply Chain program, 21 of which specifically requested HIV
programming. These countries and regions include: Botswana, Burma, Burundi, Cambodia,
Cameroon, Central America, Ethiopia, Ghana, Guyana, Haiti, Lesotho, Malawi, Mozambique,
Namibia, Nigeria, Rwanda, South Sudan, Uganda, Vietnam, Zambia, and Zimbabwe.
The team also worked closely with USAID, external partners, and the project’s internal teams
to think through the supply chain implications of meeting the 90-90-90 testing and treatment
targets, such as viral load scale up, while ensuring that local sourcing and procurement provides
the best value to USAID and its partners.
Quarter 2 highlights and final transition activities are summarized below:
Supply chain. The HIV/AIDS Task Order team led a series of integrated supply chain meetings
with the incumbent project and USAID. These meetings resulted in contributions to several
technical direction memorandums (TDMs) regarding ordering and warehousing, which have
smoothed the way for the project to take over a high volume of requisition orders from the
Supply Chain Management System (SCMS) project for antiretroviral (ARV) medicines and
laboratory products, including reagents for early infant diagnosis and viral load monitoring.
Targeted local procurement. Targeted local procurement of laboratory commodities

related to the monitoring of HIV treatment is critical to the countries’ 90-90-90 efforts and is
a complex aspect of the HIV/AIDS Task Order procurement work. The team is developing
standard operating procedures (SOPs) on how to achieve timeliness and quality in reviewing and
placing these orders, centrally and through quality assurance (QA) mechanisms and technical
assistance to country lab and procurement teams.
Laboratory procurement. The team planned and led weekly meetings with the USAID team
that oversees the project’s laboratory work. The project will assume the ForLab and LabEquip
contracts. ForLab is an important tool for quantifying laboratory needs and tracking instrument
utilization and quality issues, and a meeting with its developer will help shape the project’s new
contract with them. The team met with Llamasoft regarding follow-on work with LabEquip.
By the end of June, the project had received more than 70 requests for HIV products, including
orders transitioned from SCMS in accordance with USAID’s TDM. Country offices will procure
approximately half of the order requests.
Commodity Councils. The team held the second Commodity Council meeting for
Commodity Council 1 covering HIV-related pharmaceuticals, primarily ARVs; and Commodity
Council 2 for laboratory equipment and medical supplies, including voluntary medical male
circumcision (VMMC) kits and related commodities. The meetings highlighted key sourcing
strategies and next steps for each. The strategies have guided the project’s sourcing activities,

such as assessment of vendor offerings and examining reagent rental and vendor-managed
inventory.
MOU with Remote Medical International (RMI) for Rapid Test Kit procurement.
The team held two meetings with USAID and RMI to articulate the respective roles of each in
ensuring the forecasting, supply, and distribution of rapid test kits to countries in which the
project has an operating office, where a multi-award contractor provides technical assistance,
or where there is no USAID contractor country presence. Both parties detailed their respective
roles in the memorandum of understanding (MOU), which was expected to be signed in July.
Plan. The Plan team received the ARV supply plans from 12 countries, via the incumbent, and
completed the first round of the demand supply inventory planning (DSIP) process. Modeled
after the commercial best practice of sales and operations planning (S&OP), DSIP entails a
thorough review and validation of the project’s anticipated ARV demand-and-supply plan,
to inform an approved ARV restocking order.
2. PROGRESS AGAINST THE TRANSITION PLAN
Exhibit 1 lists the HIV/AIDS Task Order activities and milestones planned for this quarter,
summarizes progress, and indicates the status of planned activities.
EXHIBIT 1. HIV/AIDS TASK ORDER (TO1) PLANS, PROGRESS, AND STATUS
PLAN AND PROGRESS STATUS
Execute, with approval from USAID Office of Acquisition and

Assistance (OAA), transitional framework agreements with key
commodity suppliers. The team made progress in developing transitional
framework agreements with key commodity suppliers:
• ARVs. We released an RFQ for short/mid-term agreements for

ARVs. The USAID Contracting Officer (CO) is expected to On track
approve several agreements in July for top volume ARV suppliers.
• VMMC kits. We launched an RFQ for restocking the warehouse
with VMMC kits. The bid results will be leveraged when releasing
an RFQ for short/mid-term agreements.
• Modular warehousing. An RFI was being issued to solicit interest
in providing modular warehousing.
Review weekly open order updates from SCMS. As per TDM PSM
#2016-01-01, SCMS converted requests from USAID country missions to
PDF requests. SCMS and the project have established an ongoing line of Ongoing
communication about the orders.
SCMS has issued large purchase orders to serve the clients who had to

destroy/return stock of Hetero’s Efavirenz/Lamivudine/Tenofovir. Some

of these purchase orders will transition to our team for delivery. We will
hold strategic meetings with SCMS to review additional orders.
Transfer country technical assistance from SCMS (3 months prior

to the SCMS program end). Transition work plans have been developed
and approved by USAID following scoping trips to Burma, Ghana, Malawi,
Mozambique, Nepal, and Zimbabwe. Work plans for Haiti, Lesotho,
Namibia, Nigeria, Rwanda, Vietnam and Zambia were either completed, On track
under revision, or being reviewed prior to approval.
The team is providing technical assistance to Burma for tuberculosis lab

commodity forecasting through a laboratory consultant.
Hold HIV/AIDS Task Order integrated supply chain meetings

with USAID and SCMS. The team hosted integrated supply chain
meetings on the following dates and topics:
• April 26: Process and timing for SCMS to transfer orders; Ongoing
discussion led to a TDM
• May 3: Non-field offices and at-risk countries discussed with SCMS
• June 21: Consignment of Tenofovir, Lamivudine and Efavirenz
(TLE) restocking orders
Hold HIV/AIDS Task Order internal supply chain meetings. Global

Supply Chain leads meet together periodically to clarify results, next steps
and deadlines; interdependencies to ensure order fulfillment and delivery,
Ongoing
and issues requiring SOPs and further action. The Source team also meets
periodically with Regional Managers to clarify orders and issues
with country offices.
Hold weekly lab strategy meetings with USAID. These meetings

reviewed local procurement strategies for laboratory commodities; the
ForLab and LabEquip software contract transfer; a review of routine orders;
strategies for building country laboratory capacity and improving the quality Ongoing
and timeliness of order fulfillment; and key meetings and approaches for
further collaboration with CDC and suppliers of viral load and other lab
commodities and instruments.

Document QA responsibilities for HIV/AIDS Task Order

commodities. The team drafted and shared an MOU with contractor
On track
FHI360. The MOU went through several iterations and is expected to be
signed in July.
3. CHALLENGES, OPPORTUNITIES, KEY LEARNINGS
90-90-90 Challenges
An important insight gained this quarter is the degree of complexity around demands for
laboratory support as well as the need to fully support viral load scale-up as a component of
90-90-90.
The team’s participation in key Technical Working Groups also proved essential in managing the
technical complexity. The HIV/AIDS Task Order Director and corresponding Systems
Strengthening Director participated in the USAID VMMC Partners’ Technical Working Group
meeting. The HIV/AIDS Task Order Director also was invited to serve on the Technical
Advisory Group of Project SOAR, a USAID project conducting research on VMMC. This type of
project team participation aims to improve our ability to provide more accurate forecasts for
VMMC needs by regularly gathering data from implementing partners through their country
studies, databases, and other sources.
Order Transfers and Staffing

Other challenges have been assuming the orders transferred from SCMS per the TDM PSM
#2016-01-01 and the task of recruiting staff to fill the laboratory and VMMC advisor positions.
The TDM instructed SCMS to transfer orders to the project. The complexity of orders that
were delayed in fulfillment and that require local procurement has proven challenging in terms
of meeting short lead times from the time of notification to delivery. The project is also
assuming responsibility for fulfilling some local tenders, which is more complex than doing
international procurement. Despite the challenge, having our project manage these
procurements allowed the incumbents to more quickly complete their closeout activities.
Finding available laboratory experts who have worked on aspects of a laboratory supply chain
for HIV also has been a significant challenge. Through networks, our team has succeeded in
identifying lab team managers, including lab experts who are experienced with viral load
instrumentation, quantification, and national strategies for harmonization and optimization
of lab instrumentation.

MALARIA TASK ORDER (TO2)
1. HIGHLIGHTS
The Malaria Task Order team (TO2) assumed responsibility for all malaria commodity
procurement requests, beginning in February, which helped lay the foundation for the project’s
overall order processes and systems. This task order also was the first to meet the project’s
contract and delivery milestones.
Of the 26 countries that have bought in to the USAID Global Health Supply Chain-Procurement
and Supply Management project, 14 have specifically bought in to the Malaria Task Order:
Burkina Faso, Burma, Burundi, Cambodia, Ghana, Liberia, Madagascar, Malawi, Mozambique,
Nigeria, Rwanda, South Sudan, Zambia, and Zimbabwe.
Quarter 2 highlights and final transition activities are summarized below.
Requisition orders: The team received approximately 100 requisition orders for malaria
commodities from country missions, which are at various stages of the procurement sourcing
process. By the end of June, the team had issued 34 requests for quotations (RFQs) for all main
commodities under the President’s Malaria Initiative (PMI).
The team also began routine preparation and submission of weekly Task Order Malaria tables to
USAID, which provide updates on the status of all orders submitted for malaria commodities.
Highlights include:
• The project is finalizing our long-lasting insecticidal nets (LLIN) request for expressions
of interest (REOI) for supplier preselection. All submissions have been received and
related products tested. The team is awaiting non-objection from PMI.
• The Malaria team began submitting Restricted Commodities Approval requests to
USAID, which build in additional approvals. The first two packages were Sulfadoxine
Pyrimethamine for Guinea and Artesunate/Amodiaquine (AS/AQ) for Angola.
Staffing. The Malaria Quality Assurance (QA) team was fully staffed. QA team hired the PMI
QA/Quality Control (QC) Manager and PMI QA/QC Liaison, who join the core team of
QA/QC resources based in SGS Holland. The Malaria Source team continued to operate under
a staff moratorium requested by USAID.
Emergency orders. The project team received a request for urgent items to Angola, including
rapid diagnostic tests (RDTs), artemisinin-based combination therapy (ACT), arthemeter
injectables, and artesunate injectables to be delivered by the end of September. The project has
worked to procure these commodities, prioritizing delivery of RDTs and ACTs. Athemeter and
Artesunate will take a bit longer due to production lead times.
Quality assurance. The team is finalizing development of a QA plan for the Malaria Task
Order and the project quality management system (QMS). The QA plan will ensure the task
order QA deliverable is met and will be used as the foundation for the project’s QMS for ISO
9001 certification. PMI approved this approach to the QA plan.

The team also began developing a QA standard operating procedure (SOP) to describe the
macro-level process for project QA/QC responsibilities for all commodity groups that the
Malaria Task Order procures. Specific work instructions are being developed to supplement the
SOP as well. At the end of June, 18 QMS documents had been submitted to PMI for review and
approval.
Finally, the team drafted the first RFP (to be disseminated in July) to select a pre-qualified pool
of quality control laboratories, which will perform third-party analysis of pharmaceuticals and
LLINs procured under this task order.
Operational Milestones. The project processed its first paid invoice, which went to FHI360
to provide quality control analysis of samples of LLINs. This analysis will inform the project’s
broader efforts to select a pool of LLIN manufacturers that the Malaria Source team will tender
over the next year.
As part of the project’s first delivery, the team picked up 247 pallets of AS/AQ valued at $1.4
million from the manufacturer in France and delivered them to the regional distribution
warehouse in the Netherlands, where they are being stored for final import authorization
and delivery to the Democratic Republic of the Congo.
Exhibit 2 lists the Malaria Task Order activities and milestones planned for this quarter,
EXHIBIT 2. MALARIA TASK ORDER (TO2) PLANS, PROGRESS, AND STATUS
Execute, with USAID Office of Acquisition and Assistance (OAA)

approval, transitional framework agreements with key
commodity suppliers. We continue to manage one-off procurements of On track
malaria commodities while we develop the project’s long-term framework
agreements with suppliers.
Issue RFP to labs. Drafted an RFP focused on selecting a pre-qualified

pool of quality control laboratories to perform third-party analysis of
On track
pharmaceuticals and LLINs procured under the task order. The RFP will be
disseminated in July.
Transfer country technical assistance from USAID | DELIVER

PROJECT to the project (3 months prior to the incumbent’s On track
technical assistance program ending). Two transition meetings were
held to prepare a plan for the transition of the management of the

Procurement Planning and Monitoring Report (PPMR) and end use

verification oversight responsibilities from the USAID | DELIVER PROJECT.
The transition will be completed in Fiscal Year 2016 Quarter 3.
Request quality control testing data on past procurements for

historical supplier performance. The project presented analysis and an
overview of historical data received from the incumbent to PMI. The team On Track
also requested certificates of analysis and certificates of conformance from
the incumbent for products that failed the testing (non-conformities).
Develop project QA plan and policy. The Quality Assurance team is

On track
finalizing development of a QA plan, which has tentative approval from PMI.
Align Source and Deliver/Return SOPs with QA SOPs. The project

needs to add QA specifications to the SOPs to include: the quality of the
Complete
products (products that have damage, need to be quarantined, and/or have
a quality issue) that end up in country.
Develop QMS-associated documents. The team received approvals on

the QA plan approach, the SOP on end-to-end QA/QC responsibilities, and On Track
pharmaceuticals work instructions 1 and 2.
Warehousing
In setting up the United Parcel Service (UPS) Netherlands warehouse, the project learned that
the warehouse had not received RDTs, specifically the warehouse had no records for the
product, either as a registered product in the UPS system or the customs database, which
caused initial delivery efforts to be rejected. To help resolve the issue, our team provided
Power of Attorney privileges to UPS to act on our behalf and register the project into the
customs system. The product is expected to be registered in July.

POPULATION AND REPRODUCTIVE HEALTH TASK ORDER
(TO3)
1. HIGHLIGHTS
The Population and Reproductive Health Task Order team (TO3) helped lead the way to
achieving several project firsts, notably a first shipment (of condoms) and first bid (for female
condoms) as well as the first transfer of commodities from the USAID | DELIVER PROJECT at
the Singapore and Netherlands warehouses. (Commodities for the other task orders will begin
their transfers in the next quarter.)
The team also continued to build and clarify processes, systems, and standards, with
implementation of the inventory transfer technical direction memorandum (TDM) playing a key
role in facilitating final transition responsibilities and accountability between the project and the
incumbent.
In addition to Central America, 12 countries have bought into this task order: Ethiopia, Ghana,
Haiti, Liberia, Madagascar, Malawi, Mozambique, Nepal, Nigeria, Pakistan, Rwanda, and Zambia.
Quarter 2 highlights and final transition activities are summarized below.
Commodity Councils. The Commodity Councils (CC) for reproductive health commodities,
which launched in February 2016, held their first quarterly meetings in May 2016. The mandate
of these councils – reproductive health pharmaceuticals and devices under CC5 and condoms
and lubricants under CC6 – includes the development of project charters that include
harmonizing procurement with the United Nations Population (UNFPA), defining a registration
management strategy, exploring expansion of the supply base, and leveraging vendor-managed
inventory services. CCs are working to leverage the potential opportunities from the market
and draw from the analysis and thinking of the Market Dynamics team to offer the best value for
the money to our client.
Transition. The transition of activities from the USAID | DELIVER PROJECT essentially had
been completed by quarter’s end. In May the incumbent and our team put together a Service
Level Agreement (SLA) for orders managed jointly (the incumbent procures and our team ships
the commodities). This SLA clarified agreed-upon roles and responsibilities between the two
parties. Both projects have been working collaboratively as instructed by the guidance. And both
parties have agreed to continue to meet biweekly to examine new orders, discuss changes to
standing orders, and inform USAID of any issues until the management information system
(MIS), which has a built-in capability to manage all orders from start to end, is up and running
(scheduled
for Aug. 29).
The planning of the warehouse transfers to Singapore and the Netherlands went well. Stock
counts were completed by the end of June and the documents were signed by both parties. On
June 30 the team was waiting for Contracting Officer (CO) consent to assume responsibility for
the inventory.

Staffing. The Finance Manager and Global Collaboration Manager for Population and
Reproductive Health started work on April 1 and May 16, respectively.
Core work plan. The team submitted the core work plan to the Contracting Officer’s
Representative (COR) on April 23. While the approval process is ongoing within USAID, the
COR instructed the project to proceed with some activities related to transitioning from the
incumbent including: the Procurement Planning and Monitoring Report (PPMR), Coordinated
Assistance for Reproductive Health Supplies (CARhs) group, Reproductive Health Interchange
(RHI), Coordinated Supply Planning Group, global engagement and leadership with People that
Deliver, and the International Association of Public Health Logisticians (IAPHL).
Exhibit 3 lists the Population and Reproductive Health (TO3) activities and milestones planned
for this quarter, summarizes progress, and indicates the status of planned activities.
EXHIBIT 3. POPULATION AND REPRODUCTIVE HEALTH (TO3)

PLANS, PROGRESS, AND STATUS
Execute, with USAID Office of Acquisition and Assistance (OAA)

approval, transitional framework agreements with key
commodity suppliers. The project focused on the establishment of
bridge subcontracts for each reproductive health commodity category with
On track
manufacturing contractors. These short-term subcontracts (lasting 1 year to
18 months) give our team time to develop sourcing strategies and set up
framework agreements based on CC recommendations. With the first CC
meetings in May 2016, the team is equipped with established sourcing
strategies and ready to execute framework contracts with the key
commodity suppliers.
Place the urgent, high priority Sayana Press order. The project
On track
awarded the request for quotation (RFQ) to Pfizer in June 2016 and is in
the process of negotiating the subcontract. As soon as the subcontract is
signed, the project will place the Sayana Press order.

Request task order standard operating procedures (SOPs) from

USAID and FHI360, and document roles and responsibilities of
USAID/FHI360/PSM in a memorandum of understanding (MOU). In progress
The team began coordination activities with FHI360 counterparts on task
order quality assurance, and documented roles and responsibilities in an
MOU that was sent to FHI360 and awaits signature. FHI360 cannot provide
its SOPs until the MOU is executed.
Develop a work plan for core-funded activities. The team submitted

the work plan and budget in early Quarter 2 as a number of related
On track
activities ramped up. The transition for the PPMR continued with the hiring
of two PPMR administrators, slated to start work on July 11. The MIS team
assessed the support needs for the PPMR and is testing hosting
arrangements with Amazon Web Services.
Reporting on Reproductive Health Interchange (RHI): RHI provides

access to harmonized data on contraceptive orders and shipments for more
than 140 countries. The data currently reflects more than 80 percent of
contraceptive supplies – worth more than $2.3 billion – provided by donors
during the last several years. The RHI data comes from the central
procurement offices of major contraceptive donors and other organizations On track
that procure contraceptives, such as USAID, International Planned
Parenthood Federation (IPPF), Marie Stopes International (MSI), Population
Services International (PSI), and UNFPA, among others. Our team and
UNFPA had several calls to discuss and review reporting requirements. The
project expects to start RHI reporting in September.
Global Collaboration and Engagement. The Global Collaboration

Manager participated in a two-day learning exchange about transparency
and accountability strategies and reproductive health systems, as well as a
meeting on increasing family planning advocacy collaboration in anticipation
of upcoming work plan activities in these areas. On Track
Additional Global Engagement activities were undertaken with UNFPA,

People that Deliver, and the Reproductive Health Supplies Coalition
(RHSC), which are detailed under Objective 3, Global Collaboration.

Urgent Orders with Framework Contracts
The project has received urgent orders for lubricants and cycle beads for which we do not yet
have framework contracts. To respond to these requests and ensure no stockouts, the project
has established bridging contracts with suppliers. The project also is looking at ways to establish
long-term agreements to leverage savings and more efficiencies.
Registration
The project increasingly is involved in the Registration Task Force led by USAID. Our point of
contact attends the meetings and maintains a registration tracker by product and by country,
which helps the team to validate which countries do not require registration of certain
commodities, and ensure they will not require registration in the near future. Recently, the team
has been faced with countries scheduled to receive products for which registration does not
exist or are nearing expiration. When those cases arise, the project team either collaborates
with the mission and the supplier to seek a waiver, or waits until the registration is renewed.
FHI360 has advised on which countries historically are difficult to navigate to obtain a waiver
a registration. That information has helped our team in planning efforts.

GLOBAL SUPPLY CHAIN
1. HIGHLIGHTS
The Global Supply Chain team works as an integrated group of functional teams – Plan, Source,
Deliver/Return, and Quality Assurance (QA) – while also developing a project management
information system (MIS) to provide end-to-end visibility of global supply chain data. The
processes, procedures, and infrastructure created this quarter to support supply chain activities
across the project were vital to our successful transition of incumbent activities and initial
launch of independent operations, ranging from supply chain planning and requisition order
management to logistics infrastructure implementation.
Key achievements include the rapid ramp up of requisition orders, sourcing events, and
contracting. Requisition orders in process grew from 49 through March to 271 by the end of
June. The team conducted about 60 RFX events for product manufacturer framework
agreements and spot tenders across the three task orders.
The team worked collaboratively with USAID logistics points of contact to finalize an Optimized
Regional Distribution Center (RDC) Network Design, which provided the foundation for the
Global Warehousing request for proposal (RFP). The team also executed contracts with
incumbent RDC providers Imperial Health Sciences (IHS) and United Parcel Service (UPS),
achieving projected annual cost savings of $1 million from lower storage rates.
Moreover, our work with USAID to refine the Malaria Quality Assurance/Quality Control
(QA/QC) standard operating procedures (SOPs) puts processes and standards in place to
ensure the security and quality of these commodities while laying the groundwork for the
project’s ISO 9001 certification.
Quarter 2 highlights of cross-cutting supply chain support and final transition activities follow.
Supply Chain Planning. The Plan team completed May and June monthly central planning
process reviews (Demand/Supply reviews) for all Population and Reproductive Health (TO3)
commodities. As a result of the analysis, restocking orders were provided to the Source team
for IUDs and oral contraceptives to ensure that proper stocking levels are maintained within
the RDCs. The team also completed the June 2016 quarterly Country Supply Plan aggregation
process and developed restocking order recommendations for antiretroviral (ARV) medicines
to ensure proper stocking levels are maintained within the RDCs.
The Supply Chain Optimization sub-team presented a draft Optimized RDC Network Design
to USAID and received approval to move forward with a Global Warehouse RFP. The team
also conducted a brown bag session with USAID in June to address questions, and prepare for
a follow-up brown bag session in July. In support of the Global Freight Forwarding RFP effort,
the team developed a mathematical optimization model to do the optimal selection and
allocation of forwarding lanes to suppliers, and conducted numerous scenario analyses to
support final award decisions.

The Plan team also documented supply chain incident/risk management SOPs and communicated
processes across the organization to mitigate operational risks.
Sourcing and procurement. The Source team held regular meetings with USAID, Supply
Chain Management System (SCMS), and USAID | DELIVER PROJECT to ensure a smooth
transition of all procurement activities to the project through the review of orders submitted to
the incumbents. During these meetings, order decisions were made to: (1) keep some orders
under the control of the incumbent (either ordered or shipped), (2) have orders placed by the
incumbent and have our team pick them up for shipping, or (3) place and ship the orders by our
project. The result has led to the rapid increase in source activities. As of the end of June, the
team had received by task order:
• HIV: 76 requisitions orders (including 1 restocking orders) which represent

580 line items
• Malaria: 134 requisitions orders which represent 161 line items
• Population and Reproductive Health: 61 requisition orders which represent
71 line items
The requisition orders covered the following 33 countries: Angola, Bangladesh, Benin, Burma,
Burundi, Cambodia, Cameroon, Democratic Republic of the Congo, Dominican Republic,
Ethiopia, Ghana, Guinea, Haiti, Liberia, Madagascar, Malawi, Mali, Mozambique, Nepal, Nigeria,
Rwanda, Senegal, South Africa, South Sudan, Swaziland, Tajikistan, Tanzania, Thailand, Togo,
Uganda, Vietnam, Zambia, and Zimbabwe.
Integrated logistics. Thanks in part to close collaboration with the incumbent and guidance
from USAID, the Deliver/Return team began to actively ship commodities for the Malaria and
Population and Reproductive Health task orders. These shipments included receiving
replenishment supplies from vendors into RDCs in the Netherlands and Singapore as well as
picking up shipments Ex Works to ship directly to receiving countries.
The Deliver/Return team signed contracts with existing RDCs used by the incumbents to
streamline transition of existing inventory. The contract with IHS includes warehouse facilities
in Ghana, Kenya, and South Africa that serve the region. The contracts with UPS include
warehouses in Singapore and Roermond, Netherlands. As soon as the contracts were signed,
the project began to expedite electronic data integration, which will facilitate transparency in
inventory management.
In late June, the Deliver/Return team participated in the first stages of inventory transfer for
the Population and Reproductive Health Task Order in Roermond and Venlo, Netherlands
and Singapore.
The contract for Freight Bill Payment & Audit (FBP&A) was awarded to TranzAct. As the new
quarter began, TranzAct was reviewing the contract.
The Deliver/Return team also conducted a RFP for Freight Forwarding, which went out to
eight potential bidders. As the quarter came to a close, the RFP process had selected the

five providers and the Source team selection committee was defining air and ocean freight
lane awards.
Quality assurance. The Malaria Task Order QA team is now fully staffed. The PMI QA/QC
Manager and PMI QA/QC Liaison join the core team based in SGS Holland who have been part
of the team from the start of the project. The team is finalizing development of a QA plan for
malaria and the project quality management system (QMS), and developing macro-level SOPs
and commodity-specific processes. See the Malaria Task Order section for more information
and additional QA accomplishments.
MIS/data visibility. The MIS team continued to achieve the base version release targets this
quarter. The team is on track for the go-live date of Aug. 29, 2016 for Release 1.0 and remains
under budget.
The project MIS team finished blueprinting, began and completed micro design, and moved into
the build phase of the system. On May 18, the team held a signing ceremony with the project
and USAID, marking completion of the blueprinting phase and signing off on the finalized MIS
requirements. The team conducted multiple sessions with Chemonics and Kuehne+Nagel teams
to finalize integration requirements with the financial management information system (FMIS)
and logistics management system (LMIS). The development of interfaces between these systems
is crucial for automatic data exchange between the systems, with the FMIS processing invoices
to USAID and making payments to project suppliers, and the LMIS tracking project shipments as
well as providing an interface for the QA teams (SGS and FHI360) and suppliers.
The team also continued development of the product e-catalog for commodities, a cornerstone
of the MIS system and one of the primary interfaces for users who will access the requisition
order entry portal. Trainings for base version releases were completed in June and a robust
training program for the system is being created, which is scheduled to begin in August.
The MIS team continues to support the Country Programs team. This support includes an
ongoing technical assistance assignment for an electronic LMIS (eLMIS) assessment in Cambodia,
the stock and MACS system transfer in Haiti, and assisting in recruitment efforts for country
office MIS staff and consultants. The project has recruited an MIS Systems Strengthening
Director who is due to be on-boarded in July.
Exhibit 4 lists the planned activities and milestones scheduled this quarter for Global Supply
Chain activities, summarizing progress and indicating the status of planned activities in the
transition plan.

EXHIBIT 4. GLOBAL SUPPLY CHAIN PLANS, PROGRESS, AND STATUS
Establish initial warehouse capability with current service

providers. The Deliver/Return team established contracts with the
Complete
incumbents’ existing RDCs in Africa and the warehouse depots in Singapore
and the Netherlands.
Sign contract with incumbent warehouse provider IHS. Agreement

Complete
for three Africa RDCs was signed.
Sign contract with incumbent warehouse provider UPS. Agreement

Complete
for Singapore and the Netherlands RDCs was signed.
Develop QA plan and policy. The QA team drafted a malaria QA

plan and policy, and reviewed it with USAID. The document will be On target
finalized in Q3. The project’s overarching QMS is under development.
Determine MIS functional requirements. The MIS team completed

blueprinting to document MIS functional requirements, and obtained project Complete
and USAID sign off on the MIS requirements.
Place routine commodity orders. The Source team has begun placing
On target
purchase orders with manufacturers and distributors
Assume full responsibility for SCMS and USAID | DELIVER

PROJECT inventory and RDC capability. The transition of USAID |
DELIVER PROJECT inventory in the Netherlands and Singapore was guided
On target
by a technical direction memorandum (TDM) from USAID. At the end of
June, the project was awaiting USAID Office of Acquisition and Assistance
(OAA) approval of the inventory transfer.
Establish new RDCs (2017). The Global Warehousing RFP was released
On target
in June.

Supplier performance measurement scorecard template

On target
developed by July 2016.
Contracts with labs to provide quality control. The Lab Services RFP
On target
will be released in July.
MIS Release 0.6 and 1.0 (Aug. 29, 2016). MIS development is on track. On target
Establishment of Framework Contracts
Development of framework contracts and long-term agreements has been uneven across the
task order Source teams, largely due to the varying level of sourcing experience of personnel.
This has been addressed through training and hands-on involvement of the Global Supply Chain
Director and Procurement and Logistics managers.
Contracting with UPS

The Deliver/Return team experienced delays in establishing RDC warehousing agreements in
the Netherlands and Singapore due the difficulty in negotiating and finalizing contract language
with the management and legal teams at UPS. After escalation to UPS senior leadership, the
team was able to resolve issues and finalize the contracts.

COUNTRY PROGRAMS TECHNICAL ASSISTANCE
1. HIGHLIGHTS
Country program activities this quarter focused on opening 12 country offices by July 1
in Ghana, Haiti, Liberia, Lesotho, Madagascar, Mozambique, Malawi, Nigeria, Pakistan,
Rwanda, Zambia, and Zimbabwe. Efforts ranged from registering country offices and securing
and/or transferring office space and equipment to recruiting local technical teams, among
other activities.
The team accomplished this ambitious feat with only three months of concentrated effort and
worldwide collaboration – the first scoping trips took place at the end of March, with the
exception of Mozambique in January. Moreover, the team did this while managing many other
program activities, including identifying and fostering additional country program interests.
Teams visited Burundi, Ethiopia, Guyana, Haiti, Liberia, Nepal, Nigeria, Pakistan, Rwanda,
Vietnam, and Zambia to scope activities and interest.
This period also saw the project establish the first communications with five additional
programs: Burkina Faso, Cameroon, the Greater Mekong Region, South Sudan, and Uganda.
By June 30, the project had received a total of 26 country buy-ins.
Staffing. To meet the July 1 launch deadline, the team prioritized filling key positions for
the first 12 country offices, including country directors. Beginning with the initial scoping visit,
the team worked with missions and other key stakeholders to lay the groundwork to identify
needed staff as well as plan for a seamless transition of staff from the incumbent project
as appropriate.
The country director staffing process was managed in a central database to ensure no
duplication of effort and that the best candidates were being considered for the appropriate
countries. For all positions, the project used centralized job descriptions and a central database
to streamline the recruitment and hiring processes to identify the best candidates, eliminate
duplicate efforts, and ensure consistency.
Within three months, the project had hired more than 170 country office staff, including nine
country directors.
Operations and country platforms. In the spirit of a one-team approach, the Country
Programs team leveraged the expertise of the Program Operations team (including Finance and
Risk Management), the Global Supply Chain team, the Supply Chain Solutions’ Security
Management Unit, and others, to prepare for the July 1 launch. Activities ranged from setting
up local computer networks and management information systems to various contracting
mechanisms. See the Executive Summary for more detail.
Country quantification preparation. The team collaborated closely with SCMS to ensure
that the standard country antiretroviral (ARV) supply plans were available to the Plan team for
analyses and subsequent determination of the quantities that the Source team should procure to

restock the regional distribution centers (RDCs) in Africa. The Systems Strengthening team
initiated an assessment of countries' quantification activities, a review of country office staffing
plans for this technical area, and an inventory of staff capacity to identify potential gaps and
requirements for short-term technical assistance over the transition period. Standard Operating
Procedures (SOPs) were drafted for country-level forecasting and supply planning.
Warehousing and distribution and stock disposition. In nine of the countries

transitioning to the project by July 1, the team initiated either a third-party logistics (3PL)
subcontract, lease, master services agreement, or in the case of Madagascar, a convention to
secure warehouse space for the country commodities. Our scoping trips, where appropriate,
included trained subcontracts specialists from the Risk Management Division or Warehousing,
Distribution and Transportation specialists to take a deeper look at creating efficiencies in the
contracting of warehousing and other services, and to determine cost-savings opportunities in
the restructuring of the current incumbent system.
See Exhibit 5 for details on the contractor or lessee, mechanism, stock count, and target stock
transfer for the nine countries with local distribution centers.
Implementation of Cross-Objective Task Forces
In June, the Systems Strengthening team within Country Programs initiated a number of task
forces envisioned to provide guidance and leadership in technical areas of the supply chain to
support country programs.
Forecasting and supply planning (FASP) task force: Ensures high-quality technical
support in forecasting and supply planning by applying a systematic approach to calibrate the
level of competency in the field. The approach entails defining a competency framework of
overarching FASP tasks, skills, and knowledge requirements, inventorying field staff with FASP
roles and responsibilities, and gaining a better understanding of current and needed capacity
to apply appropriate strategies to achieve high competency levels. The framework and compiled
survey results are being used to determine existing strengths, identify areas for improvement,
and develop and/or adapt relevant capacity building approaches from among those used in
public health and commercial supply chain sectors to standardize staff capacity levels across
the project.
Targeted local procurement (TLP) task force: Ensures the smooth transition of Supply
Chain Management System (SCMS) field office-managed procurements (FOMP) currently in-
process as part of the transition; that the project has uninterrupted HIV/AIDS Task Order
(TO1) local procurement capability in SCMS field offices scheduled to transition by July 1; and
develops and implements new a TLP policy, procedures, technical standards, quality assurance
regime, performance metrics (including economic and sustainability indicators), management and
governance procedures, and a clear communications protocol for TLP across task orders by
August 30, 2016. The TLP task force completed the following deliverables: interviewed identified
field offices to determine a baseline preparedness for TLP Day One and develop country-specific
FOMP to TLP transition plans and timeline; and developed process maps, SOPs, work
instructions, templates, and a field office guidance manual.

Warehousing and logistics task force: Develops SOPs for use in field offices; collects and
monitors country data; identifies improvement opportunities in costs, services, and
technologies; responds to field requests efficiently and effectively; implements strategic
interventions; strengthens capacity of staff fundamental to supply chain operations; and
coordinates with regional warehouses and logistics activities.
Logistics management information systems (LMIS) task force: Supports country

programs in the development and implementation of “lean” LMIS systems that support various
supply chain work processes and provide real-time, actionable information to users; increases
efficiencies in commodities procurement by developing linkages between country-level LMIS
data and global supply chain quantification and forecasting activities to better inform supply
needs across project-supported commodities; and provides global leadership by assuring country
programs have access to and knowledge of tools and other SOPs that reflect best practices in
the strengthening of LMIS systems.
Exhibit 5 lists the Country Programs activities and milestones planned for this quarter,
EXHIBIT 5. COUNTRY PROGRAMS TECHNICAL ASSISTANCE PLANS, PROGRESS,

AND STATUS
Open 17 field offices (staff, leases, inventory) by July 1, 2016.

Preparations were made to open 12 country offices by July 1, with On target
additional offices to open on a rolling basis.
Transfer country technical assistance from SCMS and USAID |

DELIVER PROJECT. The team initiated a number of task forces this period
On target
to provide guidance and leadership in technical areas of the supply chain to
support country programs and successful transitions.
Scoping Visits
Many countries promptly submitted their expressions of interest quickly following project
startup in January, which resulted in requests for initial scoping visits in rapid succession. The
team focused on meeting mission needs to mobilize quickly to the countries where the project
was initiating operational and technical start up, following the necessary approval process as
outlined by USAID. Being able to respond to multiple countries and fielding scoping teams
concurrently posed challenges in how to organize lean technical teams to accommodate a

multitude of requests across countries simultaneously. We had to allocate limited human
resources effectively to ensure that we were appropriately staffing teams with the needed
skill mix.
A major factor that ensured the project’s success in addressing this challenge was the close
coordination and support from USAID staff on the Transition Working Group 9, which allowed
the Country Programs team to quickly access guidance and prioritize requests for assistance
from the field. The USAID team facilitated communication with USAID missions and tempered
expectations where needed. Also, through leveraging the matrixed makeup of the project team,
we were able to use the Systems Strengthening specialists as well as three task order Directors
to help lead scoping visits in addition to the regional managers.
Inventory/NXP Transfer
As 12 countries prepared to transition their operations, our team diligently worked to ensure
the transition of office equipment from the incumbent projects as applicable. This process was
greatly enhanced by a clearly articulated process of necessary approvals to officially transition
goods. The project field staff and headquarters Program Operations team worked closely with
the incumbents to evaluate and document the conditions of goods to be transferred, generally
accepting inventory that was labeled in good or acceptable condition, including IT equipment,
office furniture, and project vehicles.
Occasionally the project did not receive disposition lists from the incumbent in a timely manner,
which proved a challenge as the project could not turnaround our own NXP request until the
USAID-approved disposition list was received. The Technical Working Group 9 helped to
resolve this challenge as USAID counterparts were able to communicate with the incumbents
and identify process bottlenecks. Ultimately, the project was able to accept necessary inventory
in most cases according to the guidelines provided by USAID, and, where absolutely necessary,
procure crucial equipment such as laptops.
Staffing Transition
The tight transition period proved challenging to staffing up the country offices. The project and
incumbents sometimes experienced competing needs for local field staff who were needed on
both projects during the transition period as some contracts overlapped. To best resolve these
issues, our team focused on fulfilling only the most crucial positions to ensure that no supply
chain functions were interrupted. As key technical staffing positions were filled, our team was
able to negotiate with the incumbent to arrive at a mutually acceptable solution for other
conflicting staffing decisions. Together, we agreed that as technical functions transitioned to the
project, related staff would transition as well.
Through this flexible approach that built on a commitment to job security, transparency and
continuous communication, SCMS and USAID | DELIVER PROJECT were positioned to
successfully complete their close-out activities and our project was positioned to execute a
successful startup.

EXHIBIT 6: LOCAL DISTRIBUTION CENTERS BY COUNTRY
TARGET
CONTRACTOR OR STOCK
COUNTRY MECHANISM STOCK
LESSOR COUNT
TRANSFER
6/29/2016-
Ghana IHS 3PL Subcontract 7/1/2016
6/30/2016
Lease
Fleuriot Warehouse
Haiti 6/25/2016 7/1/2016
PSM-Operated
3PL Subcontract
Axios Foundation,
Inc.
3PL Subcontract 6/14/2016 7/7/2016
Warehouse 1,
Monrovia
Liberia
Axios Foundation,
Inc.
3PL Subcontract 6/17/2016 7/7/2016
Warehouse 2,
Monrovia
Convention for
SALAMA N/A as stock is and will remain
Madagascar storage and
Parastatal Warehouse in MOH custody
distribution
ECOP Imobiliaria 5/28/2016-

Lease 7/1/2016
Maputo Warehouse 6/20/2016
Mahomed Hanif
5/28/2016-
Mozambique Mahomed Beira Lease 7/1/2016
6/20/2016
Warehouse
Milenio Center 5/28/2016-

Lease 7/1/2016
Nampula Warehouse 6/20/2016

Wing Koon Limitada
Lease TBD 9/26/2016
Nampula Warehouse
Regional Warehouse
TBD, Maputo Lease TBD 9/26/2016
Warehouse
Regional Warehouse
TBD, Lease TBD 9/1/2016
Beira Warehouse
IHS
Malawi 3PL Subcontract 6/30/2016 6/30/2016
Lilongwe Warehouse
Master Logistics
MDS Logistics Limited Services 6/20/2016 7/1/2016
Agreement
CHAN-MediPharm
3PL Subcontract 6/20/2016 7/1/2016
Ltd/Gte
Sustainable
Nigeria Healthcare 3PL Subcontract 6/20/2016 7/1/2016
International Ltd/Gte
Sustainable
Healthcare 3PL Subcontract 6/20/2016 7/1/2016
International Ltd/Gte
Axios Foundation,
3PL Subcontract 6/20/2016 7/1/2016
Inc.
Subcontract,
Medical Procurement
materials N/A as stock is and will remain
Rwanda and Production
handling fee in MOH custody
Division (MPPD)
schedule

Medical Stores
N/A as stock is and will remain
Zambia Limited Lease
in MSL custody
Katanga II Warehouse

GLOBAL COLLABORATION
1. HIGHLIGHTS
The Global Collaborations team has been the last to begin startup activities as overall project
efforts have focused on the successful transition of incumbent contracts and managing a severely
contracted launch period (three months) to open 12 project country offices. This quarter saw
the Global Collaboration team fully staff up, with the majority of the team coming on board in
May and June, which allowed activities to begin to take shape and move forward. That said,
transition-management mechanisms, such as the Global Collaboration Technical Working
Group, have yet to be launched. Progress was further hampered this period by the delay in
receiving USAID approval on the project naming convention and branding plan.
Quarter 2 highlights are summarized below.
Global Strategic Engagement
To ensure effective collaboration with USAID as the project engages with external partners,
USAID and the project established the following protocol: When contacted by or considering
reaching out to a new organization, the project will first contact the appropriate Contracting
Officer’s Representative (COR) team member(s) for consent and advice on how to proceed. If
new activities are then suggested through these existing relationships, the project will contact
the appropriate COR team member(s) for advice and consent on how to proceed with the new
activity.
Following this protocol, the project made significant progress in collaboration with the following
organizations:
• HIV: The Global Fund. USAID hosted introductory discussion with key Global Fund
and project staff to determine possible ways to collaborate. Global Fund staff expressed
particular interest in learning more about our fourth-party logistics (4PL) model, the
project’s Command Center once operational, understanding our new Network
Optimization Strategy once final, and participating in appropriate Commodity Councils.
USAID agreed to our team hosting The Global Fund on a tour of our new offices as a
way to continue discussions this fall.
• HIV: Viral load strategy. Seven viral load equipment and diagnostics manufacturers
met with U.S. Centers for Disease Control and Prevention (CDC), USAID, and project
staff to assess progress and think through challenges toward meeting global targets.
Suppliers shared detailed information on their equipment, services, and use of local
distributors/agents that could support increasing viral load testing in program countries.
Participants discussed in-depth, country-specific strategies to facilitate optimal
placement, performance, and maintenance of viral load instruments, and to improve
procurement processes.
• Supply Chain: People that Deliver. The Procurement and Supply Management
Director participated in the People that Deliver bi-annual board meeting. People that
Deliver is a global partnership that builds global and national capacity to implement
evidence-based approaches to plan, finance, develop, support, and retain the national

workforces needed for the effective, efficient, and sustainable management of health
supply chains.
• Population and Reproductive Health: United Nations Population Fund
(UNFPA). Project staff joined USAID staff in New York to introduce UNFPA’s Jagdish
Upadhyay and others to the USAID Global Health Supply Chain program. The leaders
identified four common paths where USAID and UNFPA could work together to
achieve shared goals:
o Country programs – Better connecting and sharing information from
Country Programs offices to support FP2020 (Family Planning 2020) goals
o Visibility analytics network – Continuing and building on work already
underway to improve collaborative supply planning for family planning
commodities
o Capacity building and technical assistance – Better coordinating Country
Program technical assistance and other capacity building efforts and investments
to avoid duplication
o Global coordination and collaboration – Working together to shape and
achieve global agendas, including Interagency Supply Group, Coordinated
Assistance for Reproductive Health Supplies (CARhs), and Coordinated Supply
Planning Group (CSP)
• HIV: Voluntary Medical Male Circumcision (VMMC) working group. See HIV/AIDS
Task Order section for more information.
• HIV: World Health Organization (WHO). By Quarter 3, the project will begin
submitting HIV data to the Global Price Reporting Mechanism, a database recording
international transactions of HIV, tuberculosis and malaria commodities purchased by
national programs in low- and middle-income countries. Project staff will work with the
Malaria Task Order team to determine if malaria data also should be submitted.
• Population and Reproductive Health: Reproductive Health Supplies Coalition
(RHSC). RHSC invited our team to conduct a parallel session at its upcoming General
Membership Meeting. Entitled "Supporting FP2020 goals through innovations in supply chain
optimization," the presentation details the supply chain innovations we bring to improving
family planning product availability at the last mile.
• Population and Reproductive Health: RHSC. An agreement was reached between the
RHSC, Track20, and our project regarding the modalities and definitions for reporting the
RHSC Universal Stockout Indicator to Track20 as well as the provision of data needed
to calculate the Range of Methods Offered indicator. This fulfills the commitment USAID
made to the Coalition’s campaign Take Stock.
Market Dynamics
The Market Dynamics team fully staffed up in May and began initial assessment and strategy
development activities. Since staffing up, the team has actively engaged with all of the task order
teams and Commodity Councils to identify how best to communicate, share information and
support related activities.
In May and June, the team worked to refine and focus the scope of work (SOW) for a broad
market dynamics evaluation involving HIV, malaria, and reproductive health markets. The SOW
is in its final stages prior to submission to the USAID Contracts Office for approval.
Knowledge Management and Communications
The Knowledge Management and Communications manager joined the project in mid-May.
Meetings were quickly set up with USAID and incumbent communications points of contact to
review existing content, data, and other incumbent resources to be transferred to the project.
A full suite of templates and project branding guidelines were developed as a resource toolkit to
support the July 1 launch of 12 country offices. During the final review, USAID revisited the
naming convention for this project (and others under the Global Health Supply Chain program),
which put these resources on hold.
With agreement from USAID, the team decided to take a phased approach to website
development to accommodate the crucial unknown – how to resource and staff for a dynamic
website given current resource constraints. An interim site, scheduled for a fall release, will
establish an online portal for the product e-catalog and related resources and training. During
this time, additional visioning and strategic decisions will be made as part of the Fiscal Year 2017
work planning process to inform and shape an Online Engagement Strategy – to include website
development – and work plan that aligns with project resource realities. The fuller website
would be launched in early 2017.
Similar to the website, a phased-approach was taken to accommodate other communications

needs – such as visibility, information sharing, and community building – with establishing a
Twitter account set as a first priority. A social media strategy was developed and presented to
USAID communications points of contact, with tentative sign off pending a final decision on the
project name.
The team began to issue regular news updates to the Global Health Supply Chain USAID and
mission contacts. These email updates highlight key project activities and results.
Working closely with Monitoring and Evaluation (M&E), Country Programs, and task order
teams, staff has begun to socialize the idea of establishing a project learning agenda to guide
reflective activities and products to further enculturate the USAID Collaboration, Learning and
Adaptation principles. This tool also could aid in better understanding harder-to-measure
project goals and objectives such as questions related to sustainability and value.
Exhibit 7 lists the Global Collaboration activities and milestones for this quarter, summarizes
progress, and indicates the status of planned activities.
EXHIBIT 7: GLOBAL COLLABRATION PLAN AND PROGRESS STATUS
Establish working relationships with global health actors. Global

collaboration managers for HIV and Population and Reproductive Health On track
joined, and the manager for Malaria was scheduled to join July 5. We
established initial relations with several organizations, including the Global

EXHIBIT 7: GLOBAL COLLABRATION PLAN AND PROGRESS STATUS
Fund, UNFPA, and WHO.
Website and blog established. The Knowledge Management and

Communications manager joined May 18, delaying significant
communications planning. A temporary website is schedule to be Postponed
established in fall 2016, with a permanent website scheduled for release in
early 2017.
Strategic engagement plan developed. With all current positions

scheduled to be filled July 5, we will develop a Year 1 work plan for Fiscal On track
Year 2017.
Quarterly newsletter launched. The newsletter and other key

communication channels are being considered as part of the overall
Knowledge Management and Communications strategy. In the meantime, On hold
the project awaits final word on project naming, which has delayed this and
other communications activities.
Social media campaign developed and branded. An initial social

media strategy and Twitter plan were presented to USAID. We received
On hold
tentative sign off on moving forward with Twitter, which is on hold awaiting
final word on project naming.
Project Naming Convention
USAID is revisiting naming conventions for this and the other projects under the Global Health
Supply Chain program. Due to this delay in establishing the project name, we are on-hold with
the Branding Implementation Plan, all project templates, social media accounts, and all other
communication products. In the meantime, we are providing case-by-case advice to field offices
who ask about business cards, letterhead, technical report templates, and other communication
products.

Staffing
As of July 5, all current Objective 3 staff positions will be filled. However, there is significant
understaffing in Knowledge Management and Communications to meet the anticipated demands
from country offices and USAID to provide needed support for country program
communications strategy, website, social media, and other communication channels.

PROJECT MANAGEMENT
1. HIGHLIGHTS
The Project Management team proved crucial to the success of the project’s overall ability to
move quickly and efficiently to establish critical procurement and supply systems and processes
while undergirding the many efforts needed to prepare to launch the 12 country offices and
establish other country programs. Whether Finance, Contract Management, Training or
Monitoring and Evaluation (M&E), this team worked diligently with USAID, missions,
incumbents, and others to define the cross-cutting standards, responsibilities, and
communication flows that ensured the successful transition and maturity of project activities.
Quarter 2 highlights of project management and M&E activities follow.
Finance
• Concluded the activities of the Finance Transition Working Group and clarified
expectations on budgeting and reporting against information specifications. Task Order
Finance managers and their USAID counterparts shifted to routine, task order-specific
meetings to address operational issues such as financial tracking and reporting.
• Developed and submitted country office budgets in accordance with information
specifications and task order funding allocations. Accommodated USAID request to
present budgets by activity, which required clarifying expectations with finance points
of contact around the presentation costs.
• Finalized cost recovery rates with task order Contracting Officer’s Representatives
(CORs), which have been communicated to missions.
Contract Management
• Continued biweekly calls with Contracting Officers (CO) to address questions and
issues in real time, and clarify internal USAID processes regarding approval requests.
This collaborative approach has developed trust and common understandings to rapidly
generate and process required approvals.
• Secured all-risk marine and storage insurance to cover project commodities, with an
effective date of July. Also secured global commodity insurance coverage, effective June
30.
• For the Malaria Task Force (TO2) in particular, we are learning the President’s Malaria
Initiative’s (PMI’s) requirements and preferences, and are refining and revising approval
requests in collaboration with the USAID Malaria Task Order (TO2) team.
• Created an approvals email address from which all approvals are sent to Task Order
CORs and the COs, to facilitate client's approval review and tracking. The project
also submits a weekly pending approvals summary to COs and CORs to facilitate
approval processes.
• The In-Country Transition Working Group has been instrumental in developing
standard operating procedures (SOPs) for approval processes, including streamlining
communication flows and concurrences needed from activity managers and country

backstops. The group has been configured to continue as the In-Country Technical
Working Group.
Training/Orientation
• Supported preparations to launch 12 country offices by July 1, which included
establishing Microsoft’s cloud-based Office 365 software suite with webmail, SharePoint
and various business applications such as Word, Excel, and others. Each country office
now has a unique SharePoint site that includes access to a universal project folder
structure and links to Chemonics’ Global Quality Management System (QMS) portal,
which extends principles of quality management to country offices through the use of
standardized procedures, work instructions, guidance documents, and templates for
program operations.
Monitoring and Evaluation

• Working with the USAID M&E points of contact within the M&E Technical Working
Group, the M&E team attained major project transition milestones by finalizing the IDIQ
and task order project M&E plans. The M&E team has continued to expand upon
relevant indicator methodologies and data collection tools to align interpretation and
ensure correct application of the M&E plan in highlighting project progress toward its
objectives.
The team, functional area team leads, and USAID have worked to define and set an
important project business rule – a minimum delivery window – as “promised customer
window plus five business days.”
• As requested by the Haiti and Malawi missions, the M&E team supported start-up
assignments by providing inputs into the transition of incumbents’ M&E
systems/processes, and M&E plan development. The M&E team has nearly concluded
a country M&E plan template to aid M&E plan development and country project work
plan alignment, during Fiscal Year 2017 work planning.
• The team also has made significant progress toward establishing a DevResults database,
which will enable organization, aggregation and storage of country-level data.
Exhibit 8 lists the Quarter 2 project management and M&E activities and milestones scheduled
in the transition plan, summarizes progress, and indicates the status of planned activities.
EXHIBIT 8. PROJECT MANAGEMENT AND M&E PLANS, PROGRESS, AND STATUS
Fully Staffed and Functioning Office in Crystal City. 83 percent of

headquarters staff have been hired and are in place. The team is on track to On track
move to our permanent Crystal City location on Aug. 1.

Determine global supply chain, country, and cross-cutting

indicators. The M&E team developed a comprehensive set of KPIs for On track
USAID’s consideration.
Submit Performance Management Plans (PMPs). The M&E team

On track
submitted the PMPs (since renamed M&E plans) for each of the task orders.
Time and Communications Challenges
The project transition has been a learning experience for all parties, which often required more
effort, more time, and more communications than anticipated. The management processes put
in place helped us to work closely with clients to clarify approval request process and other
systems, which helped with the clients’ internal coordination as well.
In-Country and M&E Transition Working Group Successes
The In-Country Transition Working Group proved to be an effective forum for facilitating
communication with missions and streamlining USAID/Washington responses. This close
collaboration was vital for preparations leading to achieving the July 1 target of opening 12
country offices. The team will continue to build on the close coordination to ensure that the
next wave of countries will transition on time.
Collaborating within the M&E Transition Working Group also has been invaluable to setting
up project M&E processes, particularly in ensuring that the client’s expectations are well
incorporated into the M&E plan, tools and Quarterly Report format. This approach has afforded
the project regular communications with the client on M&E related issues, while ensuring the
pragmatic application of USAID guidelines and principles into the project’s M&E plan
development and implementation. We anticipate that continuous engagement with the M&E
Technical Working Group will ensure seamless implementation of the project’s M&E plan,
finalization of business rules/targets, and other concomitant M&E activities.

KEY PERFORMANCE INDICATORS
The following key performance tables are examples of high-level key performance indicators
(KPIs) by project and by task order that will be reported in upcoming Quarterly Reports.
The project currently has no data to report. The team expects to have project data to report
beginning with Quarter 3, Fiscal Year 2016.


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USAID GLOBAL HEALTH SUPPLY CHAIN

PROCUREMENT AND SUPPLY

SEMI-ANNUAL & QUARTERLY REPORT

July 29, 2016

EXECUTIVE SUMMARY ................................................................................................................. 3

A. HIV/AIDS TASK ORDER (TO1) .............................................................................................. 12

Global Health Supply Chain-Procurement and Supply Management

Global Health Supply Chain-Procurement and Supply Management

Subsequent Semi-Annual reports will focus on current work plan progress.

FROM STARTUP TO TRANSITION TO OPERATIONS

Global Health Supply Chain-Procurement and Supply Management

At the country level, teams launched

Project Procurement Begins

Global Health Supply Chain-Procurement and Supply Management

• HIV (TO1): 76 requisition orders (including 1 restocking order),

12 Country Offices Prepare to Launch July 1

Global Health Supply Chain-Procurement and Supply Management

Global Health Supply Chain-Procurement and Supply Management

Global Health Supply Chain-Procurement and Supply Management

As of the end of June, users could place:

• Commodity purchase orders to be shipped directly from suppliers to USAID recipients

Global Collaboration Ramps Up

JANUARY FEBRUARY MARCH APRIL MAY JUNE

Transition High-level Transition Initial RDC FBP&A RFQ Performance Preparations in

Global Health Supply Chain-Procurement and Supply Management

• HIV/AIDS Task Order (TO1)

Global Health Supply Chain-Procurement and Supply Management

Quarter 2 highlights and final transition activities are summarized below:

Targeted local procurement. Targeted local procurement of laboratory commodities

Global Health Supply Chain-Procurement and Supply Management

2. PROGRESS AGAINST THE TRANSITION PLAN

EXHIBIT 1. HIV/AIDS TASK ORDER (TO1) PLANS, PROGRESS, AND STATUS

PLAN AND PROGRESS STATUS

Execute, with approval from USAID Office of Acquisition and

• ARVs. We released an RFQ for short/mid-term agreements for

Global Health Supply Chain-Procurement and Supply Management

destroy/return stock of Hetero’s Efavirenz/Lamivudine/Tenofovir. Some

Transfer country technical assistance from SCMS (3 months prior

The team is providing technical assistance to Burma for tuberculosis lab

Hold HIV/AIDS Task Order integrated supply chain meetings

Hold HIV/AIDS Task Order internal supply chain meetings. Global

Hold weekly lab strategy meetings with USAID. These meetings

Global Health Supply Chain-Procurement and Supply Management

Document QA responsibilities for HIV/AIDS Task Order

3. CHALLENGES, OPPORTUNITIES, KEY LEARNINGS

Order Transfers and Staffing

Global Health Supply Chain-Procurement and Supply Management

Quarter 2 highlights and final transition activities are summarized below.

Global Health Supply Chain-Procurement and Supply Management

2. PROGRESS AGAINST THE TRANSITION PLAN

EXHIBIT 2. MALARIA TASK ORDER (TO2) PLANS, PROGRESS, AND STATUS

PLAN AND PROGRESS STATUS

Execute, with USAID Office of Acquisition and Assistance (OAA)

Issue RFP to labs. Drafted an RFP focused on selecting a pre-qualified