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Apply to WHO-Supply Planning Officer-P3-Jerusalem, oPt
Position Title: Supply Planning Officer
Receiving Agency: WHO
P Level: P3
Location: Jerusalem, Palestine
Duration: 6 months/until 31 March
Language: Fluency in English required, knowledge of Arabic an asset
Background
The humanitarian and health emergency in the occupied Palestinian territory (oPt), particularly in Gaza, requires a highly coordinated, responsive and resilient health supply chain. WHO manages and facilitates significant volumes of medicines, medical supplies, equipment and other health commodities through multiple supply corridors and operational locations supporting Gaza and the West Bank.
The operating environment is characterized by changing access conditions, complex regulatory and clearance requirements, variable corridor capacity, extended procurement and transportation lead times, warehousing constraints, rapidly evolving health needs and significant dependency on external actors.
At the same time, WHO increasingly supports the broader humanitarian health response by facilitating and coordinating supplies for health partners, requiring improved visibility not only of WHO-managed commodities but also, where appropriate, of relevant partner pipelines and anticipated requirements.
These conditions require an integrated supply-chain planning function capable of connecting health needs with procurement pipelines, inventory availability, logistics capacity, access constraints and distribution priorities.
The Supply Chain Planning Officer will strengthen end-to-end visibility and forward planning across the WHO oPt health supply chain and provide the analysis required to anticipate supply gaps, optimize available resources and support operational and management decision-making.
Purpose of the Position
Under the direct supervision of the OSL Team Lead, the Supply Chain Planning Officer will lead integrated supply-chain planning, pipeline management, supply-chain analysis and performance monitoring for WHO oPt.
The incumbent will connect programme demand with procurement, incoming pipelines, inventory, transport, warehousing and distribution planning to provide an integrated view of supply requirements and operational capacity.
The Officer will support the transition from reactive supply-chain management toward a more systematic, data-driven and forward-looking approach, enabling WHO to anticipate requirements, identify bottlenecks and make timely operational decisions.
The position will not replace the accountability of Procurement, Logistics, Warehouse or Programme functions for execution of their respective activities. Rather, it will provide the planning, integration, analysis and coordination layer connecting these functions across the end-to-end supply chain.
Key Duties and Responsibilities
1 Integrated Supply-Chain Planning
• Lead the development and maintenance of an integrated WHO oPt supply plan covering Gaza and the West Bank.
• Consolidate requirements from Health Operations, technical programmes and other authorized sources into forward supply plans.
• Translate programme requirements into supply-chain planning assumptions, timelines and operational requirements.
• Develop rolling short-, medium- and longer-term supply outlooks, normally covering a minimum three-to-six-month planning horizon.
• Incorporate procurement lead times, existing stocks, incoming pipelines, expected consumption, expiry considerations, transport capacity, warehouse capacity and access constraints into planning.
• Identify potential shortages, excess inventory, duplication and emerging supply gaps.
• Develop contingency and scenario-based supply plans for changes in access, corridor availability, emergency requirements or operational capacity.
2 End-to-End Pipeline Management and Visibility
• Establish and maintain consolidated visibility of priority commodities throughout the supply chain.
• Monitor the progression of supplies from approved requirement through procurement, shipment, regulatory/clearance processes, arrival, receipt, storage and planned distribution.
• Consolidate pipeline information from Procurement, Logistics, warehouses and relevant operational systems.
• Ensure pipeline information clearly differentiates between planned, ordered, ready for shipment, in transit, pending approval/clearance, arrived, received and distributed status, as applicable.
• Monitor expected arrival dates, outstanding actions and dependencies.
• Identify delayed, blocked or at-risk consignments and escalate them through established mechanisms.
• Reconcile pipeline information regularly with responsible operational teams.
3 Demand and Supply Planning
• Support programmes in translating health needs and priorities into structured supply requirements.
• Review historical consumption, available demand information, stock positions, programme plans and other relevant information to support forecasting.
• Compare projected demand against available stocks and incoming supplies.
• Identify anticipated supply gaps and recommend appropriate planning actions.
• Support prioritization when requirements exceed available supply or logistics capacity.
• Document assumptions, data limitations and significant changes affecting forecasts.
• Analyze recurring emergency or unplanned requests to identify opportunities to improve upstream planning.
4 Inventory and Stock Planning
• Work closely with warehouse and logistics teams to maintain planning-level visibility of available inventory across relevant WHO locations.
• Monitor stock levels, projected consumption, pipeline replenishment and expiry risks for priority commodities.
• Support identification of potential stock-outs, overstocking, slow-moving items and commodities approaching expiry.
• Recommend stock positioning and replenishment priorities based on programme requirements and operational conditions.
• Support establishment of appropriate minimum, maximum or contingency stock parameters for selected critical commodities where applicable.
• Ensure supply plans consider available and projected warehouse capacity.
5 Procurement Planning Interface
• Work closely with Procurement to translate consolidated programme requirements into forward procurement planning.
• Incorporate procurement lead times and sourcing timelines into supply plans.
• Provide visibility of anticipated requirements to support proactive procurement planning.
• Monitor procurement pipelines from a supply-planning perspective and identify risks affecting required delivery timelines.
• Ensure significant changes in demand or priorities are communicated promptly to Procurement.
• Support consolidation and sequencing of procurement requirements where this may improve supply-chain efficiency.
Segregation of duties: The incumbent does not undertake procurement actions unless formally delegated in accordance with WHO procedures and established segregation of duties.
6 Logistics and Corridor Planning Interface
• Coordinate with Logistics to align incoming supply plans with realistic transport, corridor, clearance and reception capacity.
• Incorporate known access and regulatory constraints into supply planning.
• Provide advance visibility of anticipated shipment volumes and priorities.
• Support sequencing and prioritization of incoming consignments according to health needs and operational feasibility.
• Monitor logistics constraints affecting supply availability and reflect these in planning scenarios.
• Support contingency planning for disruption or closure of individual supply routes.
• Ensure planning distinguishes between administrative/regulatory approval, physical movement and confirmed receipt of commodities.
3.7 Distribution Planning and End-User Visibility
• Coordinate with Health Operations, technical programmes and Logistics to ensure supply planning incorporates intended distribution and end-user requirements.
• Support development and consolidation of distribution plans for priority supplies.
• Compare incoming supply quantities with planned allocation and distribution requirements.
• Support visibility from incoming pipeline through planned distribution to the extent permitted by available information and systems.
• Identify significant discrepancies between procurement quantities, available stocks and distribution requirements.
• Support planning to minimize unnecessary storage, congestion and delayed distribution.
8 Partner and Inter-Agency Supply-Chain Coordination
• Support consolidation of relevant partner supply requirements and pipeline information where authorized and operationally appropriate.
• Liaise with relevant UN agencies, NGOs, Health Cluster structures and humanitarian supply-chain actors.
• Identify potential gaps, duplication and opportunities for coordinated planning.
• Support planning for WHO-facilitated partner supplies in accordance with established agreements and procedures.
• Maintain appropriate confidentiality and information-sharing controls regarding partner information.
• Contribute supply-chain analysis to inter-agency planning discussions when requested.
9 Bottleneck and Risk Management
• Establish and maintain systematic visibility of significant supply-chain bottlenecks.
• Analyze constraints related to procurement, suppliers, regulatory requirements, transportation, access, warehousing, inventory and distribution.
• Assess operational implications and identify commodities or programmes potentially affected.
• Maintain a structured bottleneck and risk tracker with responsible functions and required follow-up.
• Escalate critical constraints to the OSL Team Lead and relevant management structures.
• Analyze recurring constraints and recommend corrective or preventive actions.
• Support development of supply-chain contingency and business-continuity measures.
10 Supply-Chain Performance Management
• Develop and maintain relevant supply-chain Key Performance Indicators (KPIs).
• Monitor performance across planning, procurement pipeline, inventory, logistics and distribution interfaces.
• Analyze lead times and identify major sources of delay.
• Track trends in stock availability, pipeline aging, bottlenecks and planning accuracy.
• Produce periodic supply-chain performance analyses.
• Recommend improvements based on identified trends and operational lessons.
11 Data, Dashboards and Management Reporting
• Define minimum data requirements for integrated supply-chain planning.
• Work with Information Management and operational teams to develop and maintain dashboards and analytical products.
• Ensure consistency of supply-chain status definitions and reporting methodologies.
• Produce weekly and periodic pipeline and supply-planning reports.
• Present complex supply-chain information in concise, decision-oriented formats.
• Clearly differentiate confirmed information from forecasts, assumptions and unverified information.
• Provide ad hoc analyses to OSL and senior management when required.
12 Process Improvement and Capacity Strengthening
• Review supply-chain planning workflows and identify opportunities for simplification, standardization and improved coordination.
• Develop standard planning tools, templates, SOPs and guidance as required.
• Promote common terminology and status definitions across the supply chain.
• Support implementation and improvement of supply-chain information-management systems.
• Provide technical guidance and capacity-building to relevant staff on supply planning and pipeline management.
• Document lessons learned and incorporate them into planning processes.
Expected Outputs and Performance Indicators
Output 1 – Integrated Supply Plan
• Integrated supply plan established and maintained.
• Plan updated at least weekly during emergency operations.
• ≥95% of priority requirements reflected with available planning information.
• Rolling three-to-six-month supply outlook maintained.
• Major supply gaps and planning assumptions documented and communicated.
Output 2 – End-to-End Pipeline Visibility
• ≥95% of active priority pipeline records reflected in the consolidated pipeline based on available information.
• Pipeline reconciled regularly with Procurement, Logistics and warehouse information.
• Key milestones and outstanding actions recorded.
• Delayed or at-risk pipelines systematically flagged.
• Pipeline status clearly differentiates between approval, movement, arrival, receipt and distribution stages.
Output 3 – Improved Demand and Supply Planning
• Demand-versus-supply analysis maintained for selected priority commodities.
• Potential shortages and excess inventory identified and communicated.
• Significant forecast assumptions and data limitations documented.
• Recurring urgent requirements analyzed to identify planning improvements.
Output 4 – Improved Inventory Planning
• Priority inventory regularly reconciled with supply plans.
• Stock-out and expiry risks identified and escalated.
• Warehouse capacity considered in incoming supply plans.
• Recommendations provided for replenishment or stock positioning where required.
Output 5 – Improved Planning Timeliness
• ≥95% of scheduled planning products issued within agreed deadlines.
• ≥90% of priority pipeline records reviewed or refreshed during the agreed reporting cycle.
• Critical confirmed supply risks escalated within one working day.
• Material data discrepancies followed up with responsible functions within two working days.
Output 6 – Strengthened Cross-Functional Coordination
• Regular supply-planning coordination mechanism established.
• Key actions, responsibilities and deadlines documented and followed up.
• Significant changes in demand communicated to affected functions.
• Major pipeline discrepancies addressed through cross-functional reconciliation.
Output 7 – Partner Pipeline Visibility
• Mechanism established for capturing relevant partner pipeline information.
• Potential gaps or duplication identified and communicated to appropriate coordination structures.
• WHO-facilitated partner pipelines reflected in operational planning as appropriate.
• Confidential partner information managed according to applicable requirements.
Output 8 – Supply-Chain Bottleneck Management
• Bottleneck/risk tracker established and routinely maintained.
• Critical constraints categorized by impact, responsible function and required action.
• Aging constraints reviewed regularly.
• Recurring bottlenecks analyzed and improvement measures proposed.
Output 9 – Management Decision Support
• Weekly pipeline/supply-chain overview produced.
• Periodic performance dashboard maintained.
• Reports highlight priority gaps, risks, expected arrivals, constraints and decisions required.
• Forecasts and assumptions clearly distinguished from confirmed operational status.
Output 10 – Standardized Supply-Chain Planning Processes
• Standard templates and status definitions developed and applied.
• Supply-planning workflow documented.
• Relevant staff oriented on tools and processes.
• Data-quality issues systematically identified and followed up.
5. Overall Performance Measures
Overall performance should demonstrate measurable improvement in the following areas:
• Pipeline visibility: reliable consolidated visibility of priority requirements, procurement, incoming supplies, inventory and planned distribution.
• Planning quality: health needs translated into realistic supply plans incorporating procurement lead times, stocks and operational constraints.
• Anticipation: potential supply gaps, stock-outs, capacity constraints and bottlenecks identified before they become critical whenever available information permits.
• Coordination: Programme, Procurement, Logistics, Warehousing and Health Operations operate against a common planning picture.
• Timeliness: planning information and significant risks communicated within agreed reporting cycles.
• Data quality: planning products distinguish confirmed information, assumptions, forecasts and data gaps.
• Operational efficiency: supply-chain analysis supports better sequencing, prioritization and utilization of available logistics capacity.
• Decision support: senior management receives concise, actionable information regarding supply-chain priorities, risks and decisions required.
Performance accountability note: Indicators relating to supply entry or delivery shall take into account factors outside the incumbent's control, including regulatory approvals, access restrictions, corridor availability, supplier performance and other external operational constraints.
6. Qualifications and Experience
Education
Essential: Advanced university degree in supply chain management, logistics, business administration, operations management, engineering, economics or another relevant field.
Desirable: Professional certification or specialized training in supply-chain management, humanitarian logistics, forecasting, inventory management, procurement or related disciplines.
Experience
Essential:
• Minimum five years of progressively responsible professional experience in supply-chain management, logistics, supply planning, procurement planning or related functions.
• Demonstrated experience in demand planning, pipeline management, inventory planning and/or supply-chain analysis.
• Experience developing analytical reports, dashboards or decision-support products.
Desirable:
• Experience in humanitarian or emergency operations.
• Experience in health or medical supply chains.
• Experience working in complex or access-constrained environments.
• Experience with WHO, the United Nations or another international/humanitarian organization.
• Experience coordinating supply-chain activities involving multiple organizations or operational locations.
7. Skills and Functional Knowledge
• Strong knowledge of end-to-end supply-chain management.
• Strong analytical and quantitative skills.
• Knowledge of demand and supply planning methodologies.
• Understanding of procurement, logistics, warehousing and inventory-management processes.
• Ability to analyze complex pipelines and identify operational risks.
• Ability to translate large datasets into concise management information.
• Strong planning, prioritization and coordination skills.
• Ability to work across technical and operational teams without duplicating functional accountabilities.
• Strong proficiency in relevant digital tools, spreadsheets, databases and supply-chain reporting systems.
• Ability to work effectively under pressure in a rapidly changing emergency environment.
8. WHO Competencies
• Teamwork
• Respecting and promoting individual and cultural differences
• Communication
• Producing results
• Moving forward in a changing environment
• Ensuring the effective use of resources
9. Languages
Essential: Expert knowledge of English.
Desirable: Working knowledge of Arabic and/or another WHO official language.
10. Organizational Relationships
The Supply Chain Planning Officer reports directly to the OSL Team Lead and works across the OSL structure while maintaining clear functional accountabilities.
The incumbent will work particularly closely with:
• Procurement;
• Logistics and corridor management;
• Warehouse and inventory teams;
• Health Operations and technical programmes;
• OSL Information Management;
• Partnership/partner-support functions;
• Finance and programme management functions, as required;
• WHO sub-offices and operational locations; and
• Relevant UN agencies, Health Cluster structures, NGOs and humanitarian partners.
The position serves as a cross-functional planning and analytical link and does not supersede the authority or accountability of designated Procurement, Logistics, Warehouse, Programme or other functional leads.
11. Classification Justification – P3
The position is appropriately classified at the P3 Professional level because it requires independent technical judgment, advanced supply-chain expertise and responsibility for designing and maintaining integrated planning mechanisms across a complex emergency operation.
The incumbent is expected to analyze multiple interdependent components of the supply chain—including demand, procurement pipelines, inventory, logistics capacity, access constraints and distribution requirements—and translate them into forward-looking operational plans and management recommendations.
The role extends beyond transactional logistics or routine pipeline reporting. It requires the Officer to:
• Develop integrated supply-chain planning methodologies;
• Independently analyze complex operational and supply data;
• Identify systemic risks and bottlenecks;
• Develop forecasting and scenario-planning approaches;
• Coordinate across multiple professional functions and operational locations;
• Support inter-agency and partner supply-chain coordination;
• Formulate technical recommendations for OSL and senior management; and
• Develop and institutionalize systems and processes that influence the performance of the overall WHO oPt health supply chain.
The complexity of the operating environment, degree of independent analysis required, cross-functional coordination responsibilities and direct contribution to operational and strategic decision-making are consistent with the expected level of responsibility of an international P3 professional position.
CANADEM and its partners have a no-tolerance policy for inaction to prevent, respond to and follow up on alleged cases of Sexual Exploitation, Abuse, and Harassment (SEAH). For this reason, we adhere to all policies, procedures and training of the United Nations on The Prevention of Sexual Exploitation, Abuse, and Harassment (PSEAH). CANADEM mandates all deployees successfully complete the PSEA online course. This e-learning course is composed of a set of lessons designed to raise awareness about SEAH, become familiar with a range of measures to combat SEAH, understand the impact on victims and the consequences for UN Personnel who commit Sexual Exploitation, Abuse, and Harassment.
Receiving Agency: WHO
P Level: P3
Location: Jerusalem, Palestine
Duration: 6 months/until 31 March
Language: Fluency in English required, knowledge of Arabic an asset
Background
The humanitarian and health emergency in the occupied Palestinian territory (oPt), particularly in Gaza, requires a highly coordinated, responsive and resilient health supply chain. WHO manages and facilitates significant volumes of medicines, medical supplies, equipment and other health commodities through multiple supply corridors and operational locations supporting Gaza and the West Bank.
The operating environment is characterized by changing access conditions, complex regulatory and clearance requirements, variable corridor capacity, extended procurement and transportation lead times, warehousing constraints, rapidly evolving health needs and significant dependency on external actors.
At the same time, WHO increasingly supports the broader humanitarian health response by facilitating and coordinating supplies for health partners, requiring improved visibility not only of WHO-managed commodities but also, where appropriate, of relevant partner pipelines and anticipated requirements.
These conditions require an integrated supply-chain planning function capable of connecting health needs with procurement pipelines, inventory availability, logistics capacity, access constraints and distribution priorities.
The Supply Chain Planning Officer will strengthen end-to-end visibility and forward planning across the WHO oPt health supply chain and provide the analysis required to anticipate supply gaps, optimize available resources and support operational and management decision-making.
Purpose of the Position
Under the direct supervision of the OSL Team Lead, the Supply Chain Planning Officer will lead integrated supply-chain planning, pipeline management, supply-chain analysis and performance monitoring for WHO oPt.
The incumbent will connect programme demand with procurement, incoming pipelines, inventory, transport, warehousing and distribution planning to provide an integrated view of supply requirements and operational capacity.
The Officer will support the transition from reactive supply-chain management toward a more systematic, data-driven and forward-looking approach, enabling WHO to anticipate requirements, identify bottlenecks and make timely operational decisions.
The position will not replace the accountability of Procurement, Logistics, Warehouse or Programme functions for execution of their respective activities. Rather, it will provide the planning, integration, analysis and coordination layer connecting these functions across the end-to-end supply chain.
Key Duties and Responsibilities
1 Integrated Supply-Chain Planning
• Lead the development and maintenance of an integrated WHO oPt supply plan covering Gaza and the West Bank.
• Consolidate requirements from Health Operations, technical programmes and other authorized sources into forward supply plans.
• Translate programme requirements into supply-chain planning assumptions, timelines and operational requirements.
• Develop rolling short-, medium- and longer-term supply outlooks, normally covering a minimum three-to-six-month planning horizon.
• Incorporate procurement lead times, existing stocks, incoming pipelines, expected consumption, expiry considerations, transport capacity, warehouse capacity and access constraints into planning.
• Identify potential shortages, excess inventory, duplication and emerging supply gaps.
• Develop contingency and scenario-based supply plans for changes in access, corridor availability, emergency requirements or operational capacity.
2 End-to-End Pipeline Management and Visibility
• Establish and maintain consolidated visibility of priority commodities throughout the supply chain.
• Monitor the progression of supplies from approved requirement through procurement, shipment, regulatory/clearance processes, arrival, receipt, storage and planned distribution.
• Consolidate pipeline information from Procurement, Logistics, warehouses and relevant operational systems.
• Ensure pipeline information clearly differentiates between planned, ordered, ready for shipment, in transit, pending approval/clearance, arrived, received and distributed status, as applicable.
• Monitor expected arrival dates, outstanding actions and dependencies.
• Identify delayed, blocked or at-risk consignments and escalate them through established mechanisms.
• Reconcile pipeline information regularly with responsible operational teams.
3 Demand and Supply Planning
• Support programmes in translating health needs and priorities into structured supply requirements.
• Review historical consumption, available demand information, stock positions, programme plans and other relevant information to support forecasting.
• Compare projected demand against available stocks and incoming supplies.
• Identify anticipated supply gaps and recommend appropriate planning actions.
• Support prioritization when requirements exceed available supply or logistics capacity.
• Document assumptions, data limitations and significant changes affecting forecasts.
• Analyze recurring emergency or unplanned requests to identify opportunities to improve upstream planning.
4 Inventory and Stock Planning
• Work closely with warehouse and logistics teams to maintain planning-level visibility of available inventory across relevant WHO locations.
• Monitor stock levels, projected consumption, pipeline replenishment and expiry risks for priority commodities.
• Support identification of potential stock-outs, overstocking, slow-moving items and commodities approaching expiry.
• Recommend stock positioning and replenishment priorities based on programme requirements and operational conditions.
• Support establishment of appropriate minimum, maximum or contingency stock parameters for selected critical commodities where applicable.
• Ensure supply plans consider available and projected warehouse capacity.
5 Procurement Planning Interface
• Work closely with Procurement to translate consolidated programme requirements into forward procurement planning.
• Incorporate procurement lead times and sourcing timelines into supply plans.
• Provide visibility of anticipated requirements to support proactive procurement planning.
• Monitor procurement pipelines from a supply-planning perspective and identify risks affecting required delivery timelines.
• Ensure significant changes in demand or priorities are communicated promptly to Procurement.
• Support consolidation and sequencing of procurement requirements where this may improve supply-chain efficiency.
Segregation of duties: The incumbent does not undertake procurement actions unless formally delegated in accordance with WHO procedures and established segregation of duties.
6 Logistics and Corridor Planning Interface
• Coordinate with Logistics to align incoming supply plans with realistic transport, corridor, clearance and reception capacity.
• Incorporate known access and regulatory constraints into supply planning.
• Provide advance visibility of anticipated shipment volumes and priorities.
• Support sequencing and prioritization of incoming consignments according to health needs and operational feasibility.
• Monitor logistics constraints affecting supply availability and reflect these in planning scenarios.
• Support contingency planning for disruption or closure of individual supply routes.
• Ensure planning distinguishes between administrative/regulatory approval, physical movement and confirmed receipt of commodities.
3.7 Distribution Planning and End-User Visibility
• Coordinate with Health Operations, technical programmes and Logistics to ensure supply planning incorporates intended distribution and end-user requirements.
• Support development and consolidation of distribution plans for priority supplies.
• Compare incoming supply quantities with planned allocation and distribution requirements.
• Support visibility from incoming pipeline through planned distribution to the extent permitted by available information and systems.
• Identify significant discrepancies between procurement quantities, available stocks and distribution requirements.
• Support planning to minimize unnecessary storage, congestion and delayed distribution.
8 Partner and Inter-Agency Supply-Chain Coordination
• Support consolidation of relevant partner supply requirements and pipeline information where authorized and operationally appropriate.
• Liaise with relevant UN agencies, NGOs, Health Cluster structures and humanitarian supply-chain actors.
• Identify potential gaps, duplication and opportunities for coordinated planning.
• Support planning for WHO-facilitated partner supplies in accordance with established agreements and procedures.
• Maintain appropriate confidentiality and information-sharing controls regarding partner information.
• Contribute supply-chain analysis to inter-agency planning discussions when requested.
9 Bottleneck and Risk Management
• Establish and maintain systematic visibility of significant supply-chain bottlenecks.
• Analyze constraints related to procurement, suppliers, regulatory requirements, transportation, access, warehousing, inventory and distribution.
• Assess operational implications and identify commodities or programmes potentially affected.
• Maintain a structured bottleneck and risk tracker with responsible functions and required follow-up.
• Escalate critical constraints to the OSL Team Lead and relevant management structures.
• Analyze recurring constraints and recommend corrective or preventive actions.
• Support development of supply-chain contingency and business-continuity measures.
10 Supply-Chain Performance Management
• Develop and maintain relevant supply-chain Key Performance Indicators (KPIs).
• Monitor performance across planning, procurement pipeline, inventory, logistics and distribution interfaces.
• Analyze lead times and identify major sources of delay.
• Track trends in stock availability, pipeline aging, bottlenecks and planning accuracy.
• Produce periodic supply-chain performance analyses.
• Recommend improvements based on identified trends and operational lessons.
11 Data, Dashboards and Management Reporting
• Define minimum data requirements for integrated supply-chain planning.
• Work with Information Management and operational teams to develop and maintain dashboards and analytical products.
• Ensure consistency of supply-chain status definitions and reporting methodologies.
• Produce weekly and periodic pipeline and supply-planning reports.
• Present complex supply-chain information in concise, decision-oriented formats.
• Clearly differentiate confirmed information from forecasts, assumptions and unverified information.
• Provide ad hoc analyses to OSL and senior management when required.
12 Process Improvement and Capacity Strengthening
• Review supply-chain planning workflows and identify opportunities for simplification, standardization and improved coordination.
• Develop standard planning tools, templates, SOPs and guidance as required.
• Promote common terminology and status definitions across the supply chain.
• Support implementation and improvement of supply-chain information-management systems.
• Provide technical guidance and capacity-building to relevant staff on supply planning and pipeline management.
• Document lessons learned and incorporate them into planning processes.
Expected Outputs and Performance Indicators
Output 1 – Integrated Supply Plan
• Integrated supply plan established and maintained.
• Plan updated at least weekly during emergency operations.
• ≥95% of priority requirements reflected with available planning information.
• Rolling three-to-six-month supply outlook maintained.
• Major supply gaps and planning assumptions documented and communicated.
Output 2 – End-to-End Pipeline Visibility
• ≥95% of active priority pipeline records reflected in the consolidated pipeline based on available information.
• Pipeline reconciled regularly with Procurement, Logistics and warehouse information.
• Key milestones and outstanding actions recorded.
• Delayed or at-risk pipelines systematically flagged.
• Pipeline status clearly differentiates between approval, movement, arrival, receipt and distribution stages.
Output 3 – Improved Demand and Supply Planning
• Demand-versus-supply analysis maintained for selected priority commodities.
• Potential shortages and excess inventory identified and communicated.
• Significant forecast assumptions and data limitations documented.
• Recurring urgent requirements analyzed to identify planning improvements.
Output 4 – Improved Inventory Planning
• Priority inventory regularly reconciled with supply plans.
• Stock-out and expiry risks identified and escalated.
• Warehouse capacity considered in incoming supply plans.
• Recommendations provided for replenishment or stock positioning where required.
Output 5 – Improved Planning Timeliness
• ≥95% of scheduled planning products issued within agreed deadlines.
• ≥90% of priority pipeline records reviewed or refreshed during the agreed reporting cycle.
• Critical confirmed supply risks escalated within one working day.
• Material data discrepancies followed up with responsible functions within two working days.
Output 6 – Strengthened Cross-Functional Coordination
• Regular supply-planning coordination mechanism established.
• Key actions, responsibilities and deadlines documented and followed up.
• Significant changes in demand communicated to affected functions.
• Major pipeline discrepancies addressed through cross-functional reconciliation.
Output 7 – Partner Pipeline Visibility
• Mechanism established for capturing relevant partner pipeline information.
• Potential gaps or duplication identified and communicated to appropriate coordination structures.
• WHO-facilitated partner pipelines reflected in operational planning as appropriate.
• Confidential partner information managed according to applicable requirements.
Output 8 – Supply-Chain Bottleneck Management
• Bottleneck/risk tracker established and routinely maintained.
• Critical constraints categorized by impact, responsible function and required action.
• Aging constraints reviewed regularly.
• Recurring bottlenecks analyzed and improvement measures proposed.
Output 9 – Management Decision Support
• Weekly pipeline/supply-chain overview produced.
• Periodic performance dashboard maintained.
• Reports highlight priority gaps, risks, expected arrivals, constraints and decisions required.
• Forecasts and assumptions clearly distinguished from confirmed operational status.
Output 10 – Standardized Supply-Chain Planning Processes
• Standard templates and status definitions developed and applied.
• Supply-planning workflow documented.
• Relevant staff oriented on tools and processes.
• Data-quality issues systematically identified and followed up.
5. Overall Performance Measures
Overall performance should demonstrate measurable improvement in the following areas:
• Pipeline visibility: reliable consolidated visibility of priority requirements, procurement, incoming supplies, inventory and planned distribution.
• Planning quality: health needs translated into realistic supply plans incorporating procurement lead times, stocks and operational constraints.
• Anticipation: potential supply gaps, stock-outs, capacity constraints and bottlenecks identified before they become critical whenever available information permits.
• Coordination: Programme, Procurement, Logistics, Warehousing and Health Operations operate against a common planning picture.
• Timeliness: planning information and significant risks communicated within agreed reporting cycles.
• Data quality: planning products distinguish confirmed information, assumptions, forecasts and data gaps.
• Operational efficiency: supply-chain analysis supports better sequencing, prioritization and utilization of available logistics capacity.
• Decision support: senior management receives concise, actionable information regarding supply-chain priorities, risks and decisions required.
Performance accountability note: Indicators relating to supply entry or delivery shall take into account factors outside the incumbent's control, including regulatory approvals, access restrictions, corridor availability, supplier performance and other external operational constraints.
6. Qualifications and Experience
Education
Essential: Advanced university degree in supply chain management, logistics, business administration, operations management, engineering, economics or another relevant field.
Desirable: Professional certification or specialized training in supply-chain management, humanitarian logistics, forecasting, inventory management, procurement or related disciplines.
Experience
Essential:
• Minimum five years of progressively responsible professional experience in supply-chain management, logistics, supply planning, procurement planning or related functions.
• Demonstrated experience in demand planning, pipeline management, inventory planning and/or supply-chain analysis.
• Experience developing analytical reports, dashboards or decision-support products.
Desirable:
• Experience in humanitarian or emergency operations.
• Experience in health or medical supply chains.
• Experience working in complex or access-constrained environments.
• Experience with WHO, the United Nations or another international/humanitarian organization.
• Experience coordinating supply-chain activities involving multiple organizations or operational locations.
7. Skills and Functional Knowledge
• Strong knowledge of end-to-end supply-chain management.
• Strong analytical and quantitative skills.
• Knowledge of demand and supply planning methodologies.
• Understanding of procurement, logistics, warehousing and inventory-management processes.
• Ability to analyze complex pipelines and identify operational risks.
• Ability to translate large datasets into concise management information.
• Strong planning, prioritization and coordination skills.
• Ability to work across technical and operational teams without duplicating functional accountabilities.
• Strong proficiency in relevant digital tools, spreadsheets, databases and supply-chain reporting systems.
• Ability to work effectively under pressure in a rapidly changing emergency environment.
8. WHO Competencies
• Teamwork
• Respecting and promoting individual and cultural differences
• Communication
• Producing results
• Moving forward in a changing environment
• Ensuring the effective use of resources
9. Languages
Essential: Expert knowledge of English.
Desirable: Working knowledge of Arabic and/or another WHO official language.
10. Organizational Relationships
The Supply Chain Planning Officer reports directly to the OSL Team Lead and works across the OSL structure while maintaining clear functional accountabilities.
The incumbent will work particularly closely with:
• Procurement;
• Logistics and corridor management;
• Warehouse and inventory teams;
• Health Operations and technical programmes;
• OSL Information Management;
• Partnership/partner-support functions;
• Finance and programme management functions, as required;
• WHO sub-offices and operational locations; and
• Relevant UN agencies, Health Cluster structures, NGOs and humanitarian partners.
The position serves as a cross-functional planning and analytical link and does not supersede the authority or accountability of designated Procurement, Logistics, Warehouse, Programme or other functional leads.
11. Classification Justification – P3
The position is appropriately classified at the P3 Professional level because it requires independent technical judgment, advanced supply-chain expertise and responsibility for designing and maintaining integrated planning mechanisms across a complex emergency operation.
The incumbent is expected to analyze multiple interdependent components of the supply chain—including demand, procurement pipelines, inventory, logistics capacity, access constraints and distribution requirements—and translate them into forward-looking operational plans and management recommendations.
The role extends beyond transactional logistics or routine pipeline reporting. It requires the Officer to:
• Develop integrated supply-chain planning methodologies;
• Independently analyze complex operational and supply data;
• Identify systemic risks and bottlenecks;
• Develop forecasting and scenario-planning approaches;
• Coordinate across multiple professional functions and operational locations;
• Support inter-agency and partner supply-chain coordination;
• Formulate technical recommendations for OSL and senior management; and
• Develop and institutionalize systems and processes that influence the performance of the overall WHO oPt health supply chain.
The complexity of the operating environment, degree of independent analysis required, cross-functional coordination responsibilities and direct contribution to operational and strategic decision-making are consistent with the expected level of responsibility of an international P3 professional position.
CANADEM and its partners have a no-tolerance policy for inaction to prevent, respond to and follow up on alleged cases of Sexual Exploitation, Abuse, and Harassment (SEAH). For this reason, we adhere to all policies, procedures and training of the United Nations on The Prevention of Sexual Exploitation, Abuse, and Harassment (PSEAH). CANADEM mandates all deployees successfully complete the PSEA online course. This e-learning course is composed of a set of lessons designed to raise awareness about SEAH, become familiar with a range of measures to combat SEAH, understand the impact on victims and the consequences for UN Personnel who commit Sexual Exploitation, Abuse, and Harassment.