World Food Programme – Supply Chain Officer -SC10 (Field Preparedness Officer), Nairobi.

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The United Nations World Food Programme is the world’s largest humanitarian agency fighting hunger worldwide.  The mission of WFP is to help the world achieve Zero Hunger in our lifetimes.  Every day, WFP works worldwide to ensure that no child goes to bed hungry and that the poorest and most vulnerable, particularly women and children, can access the nutritious food they need.



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


Country Context

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

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

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


FBPP approach to Capacity Strengthening

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

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

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


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

  1. Analysis and Planning results in a stakeholder-defined Preparedness Action Plan
  2. Communication, Policy and Resource Advocacy results in that Preparedness Action Plan being endorsed, allocated and funded by stakeholders; and
  3. Support for NDMO Oversight and Coordination of Action Plan implementation results in the NDMO overseeing the Action Plan’s implementation.

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


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

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

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


PHASE I: Analysis and Planning

  1. Streamline and harmonise Global Logistics Cluster (GLC) preparedness goals with national preparedness strategy(ies), taking into account Kenya-specific context. The deliverables are:
  • Stakeholder Mapping.
  • National Working Group for HSC&L Preparedness (NLPWG).
  • Contextualised country-level Capacity Outcome Statement (COS) and Theory of Change (ToC).
  • Inclusive, multi-stakeholder information sharing procedures and strategy.
  • Risk Analysis updated in the contextualised Theory of Change
  • Contextualised Capacity Needs Mapping (CNM) guiding questions, CNM concept note/roadmap and preliminary CNM
  • CNM-informed Operational Gap Analysis Workshop/Scenario plan for Garissa and Tana River Counties
  • National humanitarian logistics action plan submitted for lead DM agency endorsement.


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

Support to Policy advocacy

  • Support to NDMA to promote the official endorsement of the HSC&L Action Plan by relevant authorities
  • Support stakeholders in mapping the policy and regulatory environment of relevance to HSC&L preparedness and identifying opportunities (and gaps) for better integration and alignment with HSC&L preparedness objectives.
  • Support the NDMA and Garissa and Tana River Counties in articulating targeted policy advocacy strategies and identifying sectoral champions Deliverable: CPRA Strategy (Policy advocacy section)
  • Support the NDMA, Garissa and Tana River Counties and key stakeholders in developing key communication and information dissemination products and messages to support the policy advocacy and revision processes.

Deliverable: Communication strategy and materials as needed

PHASE II: cont.

Support to Resource advocacy

  • Generation of evidence and articulation of sectoral value proposition statements for HSC&L preparedness to mobilise resources for Action Plan implementation
  • Deliverable: Concise report or key messages on value proposition statements, KPI and return of investment
  • Support the NDMA in leading a mapping of critical resourcing gaps and potential national and international donors to develop a range of resourcing models
  • Support the NDMA, Garissa and Tana River Counties, in articulating targeted resource advocacy strategies to explore feasibility of the resourcing models developed. Deliverable: CPRA Strategy (Resource advocacy section)
  • Support the NDMA, Garissa and Tana River Counties and key stakeholders in developing key communication and information dissemination products and messages to support the resource advocacy and revision processes.

Support to Communications

  • Support the NDMA, Garissa and Tana River Counties in developing a general Communications Strategy (including key communication and information dissemination products and messages) to support awareness raising and engagement in national and sub-national HSC&L preparedness efforts.

    Deliverable: CPRA Strategy (General Communications).


PHASE III: Support for NDMO oversight and Coordination of Action Plan implementation

Support to oversight and coordination

  • Support the NDMA, Garissa and Tana River Counties in Action Plan and delivery of project: Deliverable: Simple updated matrix/spreadsheet of stakeholder contacts, roles and responsibilities
  • NDMA, Garissa and Tana River Counties Action Plan Implementation monitoring plan (log frame)
  • Support the NDMA, Garissa and Tana River Counties in strengthening project management skills as may be required to enact timely follow-up on Action Plan implementation and related progress reporting.

Support the NDMO in strengthening data preparedness and other institutional accountability and effectiveness mechanisms as warranted by context and gaps assessment findings

CONTINOUS Accountabilites

Monitoring and evaluation

  • Track internal project activities, and, upon identification of entry-points by stakeholders, track the process milestones to achieve these.
  • Deliverables: Regularly updated Process Milestone indicators*
  • Maintain up-to-date reporting as per project requirements
  • Deliverables: Country-specific LogFrame (aligned to the agreed entry-points); Country Profile, Monthly reports, End-of-mission report.

General Duties

  • Ensure Project is implemented in compliance with the FBPP Institutional Capacity Strengthening approach (with support from the FBPP Capacity Strengthening Focal Point).
  • Act as the primary in-country focal point for GLC preparedness initiatives undertaken with partner organisations (including international, regional and national humanitarian organisations, National Disaster Management Organisations (NDMO), County Governments and private sector actors) and advocate for continued WFP involvement in preparedness activities.
  • Advise, support, coach WFP staff undertaking Logistics Capacity Assessments updates.



  • An initial workplan with timelines, aligned to the table above, agreed with the Preparedness Expert, and submitted to CO and GLC for approval within 2-3 weeks of contract issuance, noting that timelines will be altered throughout the course of the project in accordance with circumstances.
  • As outlined in the table above.


Education:     University degree in international relations, political science, humanitarian action, logistics & supply chain or a closely related field. Demonstrable equivalent combination of education and experience is also acceptable.

Experience:   A minimum of 5 years or more of post-graduate, progressively responsible professional experience in Logistics Emergency Response, Disaster Risk Reduction (DRR), capacity building, Exposure to the Logistics Cluster and working with government/national actors is required.


Knowledge and Skills:  

  • Understanding of, and commitment to, capacity strengthening concepts and approaches.
  • Able to to lead in a team-based environment and to work under tight deadlines with no supervision and minimal guidelines, and within remote working limitations where relevant;
  • Experience in humanitarian logistics and overall supply-chain management;
  • Experience in humanitarian response planning.
  • Good communication skills, oral and writing, report writing skills will be key.
  • Excellent interpersonal, communication and facilitation skills with the ability to lead large cross-cultural group exercises.
  • Ability to comfortably communicate, build and maintain relationships with high-level officials and government counterparts.
  • Proficiency in Windows, MS office (Word, Excel, PowerPoint, Outlook, SharePoint).
  • Willingness to work in challenging environments / field locations, active in identifying project risks, and having a problem-solving mindset (i.e. identifying and notifying of potential/actual issues along with a proposed way to address it).



  • Understand and communicate the Strategic Objectives: Utilizes understanding of WFP’s Strategic Objectives to communicate linkages to team objectives and work.
  •  Be a force for positive change: Proactively identifies and develops new methods or improvements for self and immediate team to address work challenges within own work area.
  •  Make the mission inspiring to our team: Identifies opportunities to further align individual contributions with WFP’s mission of making an impact on local communities.
  •  Make our mission visible in everyday actions: Helps colleagues to see the link between their individual tasks and the contributions of their unit’s goals to the broader context of WFP’s mission.


  • Look for ways to strengthen people’s skills: Is able to identify, support and encourage focused on-the-job learning opportunities to address gaps between current skillsets and needed future skillsets for WFP.
  •  Create an inclusive culture: Recognizes the contributions of teammates, and encourages contributions from culturally different team mates to recognise the value of diversity above and beyond just including it in programming for beneficiaries.
  •  Be a coach & provide constructive feedback: Provides and solicits ongoing constructive feedback on strengths and development opportunities to help develop individual skills, whilst also helping others identify areas for improvement.
  •  Create an “I will”/”We will” spirit: Sets clear targets for self and others to focus team efforts in ambiguous situations (e.g., unprecedented issues and/or scenarios).


  • Encourage innovation & creative solutions: Thinks beyond team’s conventional approaches to formulate creative methods for delivering food aid and assistance to beneficiaries.
  •  Focus on getting results: Maintains focus on achieving individual results in the face of obstacles such as volatile or fragile environments and/or organizational roadblocks.
  •  Make commitments and make good on commitments: Takes personal accountability for upholding and delivering upon team’s commitments and provides assurance to stakeholders.
  •  Be Decisive: Demonstrates ability to adjust to team’s plans and priorities to optimize outcomes in light of evolving directives, while also responding quickly in high-pressure environments, such as in emergency settings.


  • Connect and share across WFP units: Demonstrates an understanding of when and how to tactfully engage other units in conversations on impact, timing, or planning.
  •  Build strong external partnerships: Networks regularly with key external partners using formal and informal opportunities to understand each partner’s unique value proposition, and to build and strengthen relationships.
  •  Be politically agile & adaptable: Demonstrates ability to adapt engagement approach in the context of evolving partner circumstances and expectations.
  •  Be clear about the value WFP brings to partnerships: Demonstrates ability to articulate to internal and external audiences the value that individual contributions and immediate teams bring to partnerships.


Capability Name Description of the behaviour expected for the proficiency level
Supply Chain Strategy Demonstrates robust understanding of supply chain strategies. Conducts analytical
and conceptual work in support of strategy design and implementation.
Operationalizes strategies in own area of responsibility.
Supply Chain Planning Leads supply chain planning within area of operations managed. Oversees and
coordinates periodic planning across functions and with partners. Ensures consensusbased
plans are in place and aligned with strategy.
Supply Chain & Networks
Manages end-to-end supply chain within area of operations. Leads the design and
implementation of supply chain, retail and partnership networks. Oversees and
coordinates integrated delivery of supply chain services.
Supply Chain Capacity
Leads design and implementation of supply chain capacity strengthening initiatives
within area of operations managed. Leverages WFP’s supply chain capacities and
networks to strengthen national value chains and stakeholders.
Supply Chain Performance &
Leads continuous supply chain improvement and innovation initiatives within area of
operations managed. Defines operational performance targets, monitors
performance, anticipates and mitigates risks for timely corrective actions.



  • WFP is an equal opportunity employer and does not charge fees from applicants at any stage of the recruitment process. Only short listed applicants will be contacted.  
  • Qualified female candidates are particularly encouraged to apply.
  • For any queries write to
  • This position is based in Nairobi with frequet travel to Garissa and Tana River.



Deadline for application: 26 September 2021.

Female applicants and qualified applicants from developing countries are especially encouraged to apply

WFP has zero tolerance for discrimination and does not discriminate on the basis of HIV/AIDS status.

No appointment under any kind of contract will be offered to members of the UN Advisory Committee on Administrative and Budgetary Questions (ACABQ), International Civil Service Commission (ICSC), FAO Finance Committee, WFP External Auditor, WFP Audit Committee, Joint Inspection Unit (JIU) and other similar bodies within the United Nations system with oversight responsibilities over WFP, both during their service and within three years of ceasing that service.





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