What are the main challenges and best practices of coordinating logistics clusters in emergencies?

1 The role of the Logistics Cluster

The Logistics Cluster was created in 2005, after the Indian Ocean tsunami, to improve the coordination and information sharing among humanitarian logistics actors. It is activated by the Inter-Agency Standing Committee (IASC) when there is a large-scale emergency that overwhelms the existing logistics capacities of the affected country and the humanitarian community. The Logistics Cluster provides common logistics services, such as transport, storage, customs clearance, and fuel supply, to all humanitarian organizations that request them. It also facilitates the exchange of logistics information, such as assessments, maps, gaps, and needs, among the cluster members and other stakeholders.

2 The challenges of coordinating logistics clusters

Coordinating logistics clusters in emergencies is a difficult task, as it involves complex and dynamic situations, such as insecurity, access constraints, infrastructure damage, and changing needs and priorities. It also requires managing multiple actors with their own mandates, agendas, and capacities. Common challenges for logistics cluster coordinators include establishing trust and collaboration among cluster members and other partners, balancing the demand and supply of logistics services in a timely, efficient, and equitable manner without duplication or gaps, adapting to the changing needs and phases of the emergency from response to recovery and transition, communicating effectively with all stakeholders using appropriate tools and platforms, and measuring and reporting on the impact of the cluster services.

3 The best practices of coordinating logistics clusters

Logistics cluster coordinators face many challenges, but there are also best practices to help them achieve their goals and improve their effectiveness. These include building strong relationships and partnerships with national and local authorities, the military, the private sector, and other humanitarian actors, conducting regular and inclusive cluster meetings and consultations, developing a clear and coherent cluster strategy and work plan, establishing a robust information management system, and strengthening the capacity and preparedness of the cluster members. Training, mentoring, guidance, advocacy, and promoting best practices and innovations in humanitarian logistics are also important components of this.

4 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?