Storage Handbook en 2005

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StorageStorageHandbookHandbook

May 2005


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Logistic DepartmentAction contre la Faim


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Document revision history:

Revisiondate

Author Summary of changes

25/15/2004 Logistic

Department

Initial release

01/05/2005 LogisticDepartment

Correction various mistakes, new format

Notes:

Action contre la Faim - Kit Log V 2.0 Page 3 / 37V 2.0 English/ 03 storage 01/05/2005


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Table of contents:

1. Introduction...............................................................................................62. Stock within the supply chain....................................................................63. Warehouse characteristics.........................................................................7

3.1. Warehouse location.............................................................................73.2. Requirements for the building.............................................................73.3. Construction of a warehouse...............................................................83.4. Storage volume and space needed.....................................................83.5. National or local legislation...............................................................103.6. Initialisation.......................................................................................11

4. Alternative storage..................................................................................134.1. Containers.........................................................................................134.2. Rubber hall........................................................................................134.3. Emergency storage............................................................................14

5. General organisation...............................................................................155.1. Human Resources..............................................................................155.2. Small equipment and materials.........................................................155.3. Warehousing materials......................................................................165.4. Space management...........................................................................165.5. Sharing with other NGOs..................................................................185.6. Security.............................................................................................19

6. Physical stock management....................................................................20

6.1. Cleaning.............................................................................................206.2. Monitoring: warehouse control plan..................................................206.3. Reception of products - Inspection....................................................206.4. Storing items.....................................................................................216.5. Delivering items................................................................................226.6. Rodent eradication ...........................................................................22

7. Food storage specificities........................................................................247.1. Management of food items quality in the warehouse........................247.2. Storage requirements........................................................................257.3. Temperature and humidity monitoring..............................................257.4. Temperature and humidity regulation...............................................26

7.5. Inspection of food items....................................................................268. What to store and stock levels.................................................................29

8.1. What to store.....................................................................................298.2. Contingency and buffer stock............................................................298.3. How to determine the buffer stock?..................................................29

9. Drug storage............................................................................................319.1. Logistician role..................................................................................319.2. Medical & Nutritional Coordinator role..............................................31

10. Annexes.................................................................................................3310.1. Storing Food and Equipment...........................................................33

10.2. Metric system and conversion tables for measures, surfaces,weights sand volumes..............................................................................35



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1. Introduction

This handbook is part of Action contre la Faim Logistic Kit. The objective isto provide technical support for the logisticians and storekeepers but also

for project stocks such as Therapeutic Feeding Centre storage.

This first version is the compilation of information previously included inQuality Control, General Logistic and Base Opening modules.

Efficient storage depends on the following three factors:- Warehouse characteristics- Techniques of warehousing- Quality management of items in the warehouse

This guideline refers to the technical aspects, the general organisation andthe physical management of warehouses. It is valid for transit warehouse,central warehouse and base warehouse.

- Refer to the Quality Control module for quality aspectsand sampling.

- Refer to the Storage procedures for forms, reports andadministrative follow-up.

- Refer to Human Resources chapter for subject related towarehouse employees.

2. Stock within the supply chain

Humanitarian programmes deal with a high turnover of items in a shortperiod of time.

Basically, to respond to an order the logistician has two options: To purchase the goods

To deliver them from stock

The purchase can be direct or through another base or stock. Action contrela Faim supply chain procedures and procurement procedures are time-consuming and very strict.

Therefore a just in time, or no-stock supply chain management is usuallynot possible. The context of interventions, with bad road conditions andinsecurity, plus the necessity of a quick response to the needs require thestorage of items.



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The stock acts as a regulating buffer between the supplies (stock entries)that are normally intermittent and the needs (stock deliveries) that arenormally regular or oppositely unexpected (emergency).

A stock has a cost for Action contre la Faim: the price of items plus thewarehousing charges (building rental, human resources, materials). A goodstock management requires the right balance between costs and responseto the needs.

3. Warehouse characteristics

The list of requests for the best cost-effective warehouse is long. Most ofthe time, it is almost impossible to find a building matching allrequirements and you'll have to settle for the most adequate buildingavailable.Afterwards, Action contre la Faim will take measures to enhance theexisting storage conditions.

3.1. Warehouse location

Criteria for the location of the warehouse should take into account thefollowing requirements:

- Easy access to the main entrance by road for delivery trucks- Parking space in front of the warehouse- Short distance between office and warehouse- Soil conditions: humidity and stability- Topographic conditions: risk of flooding, landslides- Security consideration: neighbours, presence of potential targets or

repeated looting area.- No stagnant water in the surroundings (humidity and mosquitoes)

3.2. Requirements for the building

The following requirements will determine the choice of the building:

- Useful storage space- Located inside a compound- General good condition for roof and walls- Drainage of rainfall

-Hard floor supporting heavy weight (minimum 1000 Kg/m2)

- Large entrance and solid doors, locks or padlocks



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- Orientation: wind and sun influence humidity and temperature- Good natural lighting- Good ventilation: openings and high ceilings- Public services (if available)- Sealed against pests (insects, rats)- Easy maintenance and tidiness (concrete or plastered floors and

walls)

In addition some specific requirements may depend on the items to bestored: cold chain for drugs, isolated building for fuel or explosives.

Storage requirements for products are normally given with the technicalspecifications.Requirements mostly concern humidity, darkness and temperature.

3.3. Construction of a warehouse

It may happen that no building is suitable or even exists; in this case, theoption is to build the warehouse.

The construction method will depend on the duration of the activities andon the items to store. There are several choices from the light structure tothe solid building.

The basic requirement is a concrete floor to prevent soil humidity androdents.

3.4. Storage volume and space needed

The items and quantities to store are based on:- The programs needs within a given period- The buffer stocks based on the time necessary to replenish- The security stock

-Storage requirements and lifetime of products

- Critical or non-critical goods (therapeutic milk is critical while floppydisks are not)

To determine the warehouse size, the total weight of items to store is notthe essential factor. The volume and the floor-space needed for storage aremore accurate.

The storage height depends on items and packaging.A 2-meter stacking height is appropriate for the majority of items.



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Piling over 3 meters is dangerous and may jeopardise thepackaging of the bottom layers.

Table 1 shows various "volume and weight" for some goods regularly usedfor humanitarian projects. Note that these data are approximations. Volumefluctuates according to temperature and weight fluctuates according tohumidity.

For items not included here, the logistician can estimate the volume bycomparison.If feasible, a sample of 10 litres of product can be weighted to give a goodapproximation.

Table 1Items Volume

m3/1000 kg

Weight

kg/m3

Remarks

Sand 0.625 1600

Gravel 0.556 1800

Stone 0.667 1500

Stone (granite) 0.345 2900

Cement 0.694 1440

Wood: European Oak 1.429 700 15% humidity

Wood: timber 2.222 450 15% humidity

Brick (red) plain 0.556 1800

Steel 0.128 7800

Cement mortar 0.500 2000

Reinforced concrete 0.400 2500 (Latrine slab)

Masonry, stone 0.400 2500

Masonry, hollow block 0.667 1500

Masonry, solid block 0.465 2150

Masonry, hollow brick 0.714 1400

Oils (including vegetable) 1.111 900 15

Diesel 1.183 845 15

Gasoline, Super 95; 98 1.325 755 15

Water 1.000 1000 Net volume

Sugar 1.050 952 Gross volume

Wheat in grain 1.282 780 Net volume

Wheat flour 1.700 588 Net volume

Lentil 1.050 952 Net volume

Rice 1.235 810 Net volume

Salt 0.833 1200 Net volume

Vegetable oil (carton) 1.818 550 Gross volume

Therapeutic Milk F75 3.240 309 Gross volume

Therapeutic Milk F100 2.730 366 Gross volume

Plumpy nut 1.940 515 Gross volume

BP 5 1.250 800 Gross volume

SP 380 / SP 450 / THP 380 / THP 450 2.120 472 Gross volumePharmaceuticals (global est.) 3.000 333 Gross volume



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Dispensary tent kit 25 m2 3.200 313 1 tent = 125 Kg

Blankets (ballot of 30 pces, 465

gr./m2)

3.570 280 1 ballot = 55 Kg

Plastic sheeting (roll 50m x 4m) 3.27 305.81 1 roll = 42 Kg

Additional space is necessary to load, unload, and re-packdamaged bags. This extra space will also facilitate the ventilation.A good ratio is 30 % for access and 70 % for storage.

Example: Calculation of the storage space required

Action contre la Faim plans a distribution of 10 000 rations of:4 litres of oil15 kg of wheat flour1 kg of iodised salt

Note: Packaging weight and volume is negligible for wheat and salt.

Net weight VolumeOil 4 * 10 000 * 0.9 = 36 000 kg 36 * 1.818= 65.448m3Wheat flour 150 000 kg 150 * 1.7 = 255 m3Iodised salt 10 000 kg 10 * 0.833 = 8.33 m3

Total 196 000 Kg 328.778 m3

Total weight for the distribution is a key factor for transportation as it willdetermine the number of trucks or trips needed.

Storage space with a stacking height of 2 meters will be:

328.778 / 2 = 164.389 m2

This surface is only the space needed for storage. Suitable surface foraccess and ventilation is:

164.389 / 7 * 3 = 70.452 m2

The logistician will need roughly 235 square meters.

3.5. National or local legislation



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Besides the requirements for storage given by the technical specification ofthe products, a national legislation may apply and define standards.

Action contre la Faim policy is to comply with the highest standards.

Any other option in terms of storage requirements will place Action contrela Faim in a problematical position if a quality problem occurs.

3.6. Initialisation

Once the warehouse is chosen and the rental contract signed, it will takeseveral days to make the building suitable. It is wise to allow one weekbefore starting the storage of goods, the logistician having to:

Recruit employees and train them

Prepare the storage zones and various areasOrganise the entire cleaning of the compound:- Cleaning of the surrounding (10 m around the building)- Disinfection with chlorine-based products and pesticides if

requiredPerform a thorough checking for fissuresOrganise maintenance tasks

3.6.1. RoofThe roof is of paramount importance. It must be completely watertight. Theraising of temperature due to sunlight will be smaller with a light colouredroof which overhangs the walls.A ceiling below the covering itself reduces the temperature.The arrival and departure decks should be protected from rain by eaves.

3.6.2. WallsInternal painting makes the cleaning work easier. Pesticide paints exist;check conformity with food storage. A smooth-coated surface (internal andexternal) offers no place for pests to hide or lay their eggs.The external coating, waterproof and clear-coloured, reflects sunlight andprevents moisture from penetrating.

Painting the walls and the floor with quicklime will get rid of all larvae andeggs, which insects could have laid.

3.6.3. FloorThe floor must be perfectly smooth to be easily cleaned. It should have nocracks where insects could take refuge.Traces or residues on the floor can be signs of water infiltration. The risk ofmoisture infiltration by the floor is reduced if there is an empty space of 1m high between the floor and the ground. This raised floor will simplifyloading and unloading and make warehouse access more difficult to ratsand others rodents.



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3.6.4. DoorsMetal doors offer a greater resistance to invasions of insects than woodendoors.Note that an opening of 6 mm is sufficient to allow the intrusion of a mouse.Wooden doors must be reinforced, in their lower part, with an iron sheet (atleast 50 cm high).

3.6.5. VentilationThe openings of ventilation should have an adjustable opening/closingsystem to control ventilation when relative humidity is low inside thebuilding and to evacuate the heat when needed.

As an indication, the size of the openings for ventilation must be:- 0.5 m2 for 100 m2 of storage surface for air intake (lower

openings). 50 cm above floor.- 1.5 m2 for 100 m2 of storage surface for air evacuation (higher

openings). 50 cm below roof.

3.6.6. Loading/Unloading deckIf the floor inside the warehouse is at ground level, building a loading deckwill facilitate loading and off loading of heavy goods.The angle to access this deck should not exceed 25 %, extraprecautions are needed when loading and unloading drums orrolling items.


Loading/Unloading deck


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4. Alternative storage

4.1. Containers

For small volumes, containers 20 or 40 feet can be alternative storagefacilities.

Containers offer a strong and waterproof structure. They are easy to secureand to transport. The negative point is poor ventilation, leading to hightemperatures and humidity. Windows can correct this point. A secondweightless roof above the container can reduce the temperature due tosunlight.

Containers with shelves offer convenient storage for spare parts and non-

food items.

Before purchasing a container, the logistician must check its condition. Thecontainer must be suitable enough for transportation and storage. A goodinspection is only possible if the container is empty and clean.

The metallic corners of a container are necessary for handling andtransport. A fissure of these parts is not acceptable. The structure (chassis),the doors and their seals must be in good condition as well as the walls, theroof and the floor. No light should be visible inside the container.

The handling of containers when the appropriate equipment is notavailable is very delicate. The weight of an empty 20 feet container is2000 kg. Workers should use winches and highjack to pull the container.

Once in the appropriate location the container is installed on stone orconcrete blocks.Before using the container marking from previous contractors must beremoved.

4.2. Rubber hall

The rubber hall is large tent designed for storage purpose. Small tents canbe installed without special equipment. The weakness of the rubber hall issecurity. A thief with a knife can easily enter into the tent.

The location of the tent will determine the quality of storage and itslifetime.It is necessary to prepare an efficient drainage around the tent forrainwater.To avoid mud, you must use gravel or light concrete on the access roads

and surroundings.



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When possible the tent must be placed:- On a dry, hard and flat surface- On high ground to avoid flooding

After heavy rains or winds the structure might need some rectifications.Cables and bolts must be tightened. Periodic checking is also necessary todetect and repair potential perforations in the textile.

After use the tent can be dismantled, washed, dried and stored. Allelements of the tent must be stored together with appropriate identificationto avoid problems after relocation to another project.

4.3. Emergency storage

For a brief period and if no better solution is found an emergency storage

can be organised.

The minimum material required is plastic sheeting and wood.

Then the logistician must:- Prepare a flat surface- Prepare drainage around the surface for rainwater- If available, spread gravel on the surface- Lay the plastic sheeting on the flattened ground- Set the wooden pallets on the plastic sheeting- Pile up items on the pallets

-Cover with a top plastic sheeting to protect the items from sunlightand rain

- Remove top plastic sheeting regularly for ventilation

This kind of solution is only acceptable for a short period, such as one-shotdistribution.



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5. General organisation

5.1. Human Resources

Job descriptions for the positions are given in the Human Resourceschapter.

5.1.1. Storekeeper

There must be an employee in charge of the warehouse and storagemanagement. For a small volume of activity this function can be cumulativeto another logistic function.Above a given volume in stock or frequency of deliveries, a storekeeper has

to be recruited to take care only of the warehouse management.

The main responsibilities and tasks are:- To ensure a correct physical and administrative stock management- To manage the team of loaders- To check the safety of the warehouse and goods

The storekeeper is responsible for the implementation of all necessarymeasures related to the maintenance of the quality of stored food items. Ifa problem cannot be solved at the storekeeper's level, the logistician has tobe informed.

The storekeeper is responsible for the items stored. A discrepancy with thestock book will lead to disciplinary sanctions.

5.1.2. Loaders

The loaders are under the responsibility of the storekeeper.They have to load, move and unload goods. They also undertake minorrepair and repacking of damaged bags.

The number of persons will depend on the volume and also on the storagefacilities.The status of the loaders permanent employees, daily workers or a teampaid per ton or unit carried depends on the frequency of activities.

Action contre la Faim generally hires a team of loaders to cover regularneeds and extra loaders on a daily basis (or for a specific task) to face anadditional workload.

5.2. Small equipment and materials



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To guarantee a correct stock management, some simple equipment andmaterials are necessary.

The list below is non-exhaustive:

- Stock management procedures

-Basic stationary, adhesive tape, calculators, and other office

supplies- Stock cards, delivery notes and other forms- Conversion tables (weights, measures and volume)- Desk and chair- Metallic archiving cupboard with a lock- First-Aid Kit- Sand, buckets, axes and appropriate fire extinguishers- Small equipment for maintenance and repair of damaged

packaging

-Cleaning materials

- Traps for rodents/rat glue- Tools for opening/closing crates and cartons

For central warehouses, the storekeeper should computerise the data on adaily basis. A basic computer with spreadsheet software will save thelogisticians time if stock reports are already in electronic format.

5.3. Warehousing materials

To perform adequate storage and safe handling some, materials arenecessary. These materials will depend on the availability and practices inthe country of operation:

- Pallets or wooden platforms- Shelves- Trailer or wheelbarrows- Hydraulic loading and moving equipment- Manual scale and precision scale- Measuring tape

-Empty bags and boxes

- Ladder (to access the top of piles)

5.4. Space management

Inside the warehouse it is important to define zones for activities and areasfor storage.These areas and zones can be identified by painting on the floor or whenfeasible by metallic chicken wire grids with a secure locking system.



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The example given below is for a central warehouse with Watsan andNutritional programs.

Arrival zone: During unloading, the storekeeper will inspect thedelivery for quality and quantity. If correct, the

storekeeper will accept and register the products.

Packing zone: For some deliveries the storekeeper must prepare theorder. The packing zone can also be used for repacking.

Delivery zone: To save time during loading and to avoid disorder, itemsready to be delivered are stored per destination.

The organisation of storage zones will depend on:

- The volume and nature of products to store

- The turnover of products, the highest turnover must be moreaccessible

- The compatibility of products:

Food items cannot be stored with chemicals of any kind

(including cement)

Drugs and medical supplies need a separate building or room.These products are usually under the responsibility of a pharmacist.



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Fuel and spare parts for vehicles need a separate storage, ifpossible close to the workshop.

For high turnover stocks with numerous products, space identification canbe organised. A reference will assign:

- The precise division or building- The shelf or rack- The column and row or bin within the shelf

This reference will be mentioned on the Stock card in order to find theproduct physical location within the warehouse.

Example: The location reference for a product stored within the Non-Food

item stock on the shelf 10, 3rd column in the 2nd row could be: NFI/10/3 -2

When the difficulty is not the location of products but the confusionbetween similar batches the use of Bin cards is more accurate and simpleto implement.

5.5. Sharing with other NGOs

It may be a good solution to share a warehouse with several divisions or acompound with several buildings with another NGO. It could reducesignificantly the cost for rental and security.

However it should never involve sharing a single undivided space: MSF (orany organisation) and Action contre la Faim items in a same section, forexample, for. it would be the source of further problems in terms ofcoordination, responsibility and procedure.

In case an organisation asks for temporary storage in an Action contre la

Faim warehouse, the logistician has to clarify:- Duration of storage- The person entitled by the other organisation to release the goods- The documentation used to release the goods- The cost in terms of pallets, cleaning, and labour if any.

The logistician must also explain that Action contre la Faim cannot beresponsible for the goods in case of war damage, natural disaster, looting,or theft.



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5.6. Security

The value of the products in the warehouse is significant and the insurancesystem is usually not functional in the areas where Action contre la Faim isoperating. Below is some advice for the logistician to reduce the risk caused

by five common threats:

5.6.1. Internal pilferingClear procedures, documentation and responsibility for the warehouse limitthis threat.One person should be responsible for the keys; spare keys are kept in theadministrative or logistic safe.Only authorised staff enter the warehouse.All vehicles entering the warehouse compound must be registered in alogbook.

5.6.2. RobberyA team of watchmen or a private company guard have a dissuasive effect,the number of people involved depends on the value of the stock.Reinforcing passive protection means strengthening the warehouse: highwalls, barbed wire, metal gates and doors, strong padlock, grids on thewindows and ventilation openings.

5.6.3. Looting by state or non-state armed groupsPrevention is possible by reducing the quantities in stock and by choosing awarehouse located in a non-exposed area. It may lead to a zero stock policyin the operating zone.

5.6.4. FirePrevention is essential. Smoking is forbidden inside a warehouse.Sensitive items (fuel, oils, chlorate) are kept in separate divisions.Fire extinguishers and sand must be available.

5.6.5. Natural disasterThe choice of the location and the resistance of the building itself mayprotect the stock; this applies in particular to flooding or typhoons.



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6. Physical stock management

This chapter only describes the physical management of a

warehouse, please refer to the Storage procedures foradministrative aspects.

6.1. Cleaning

A good warehouse is a clean warehouse. Walls, floor and piles (stacks) mustbe free of dust.The surroundings of the building must be cleared of any items and thevegetation must be controlled. (Immediate area with a 5 to 10 meters

radius)

Defining a periodicity for a complete cleaning should not be necessary:when the warehouse is dirty the storekeeper has to do or to organise thecleaning.

The destruction of cleaning residue has to be immediate, i.e. burned, orburied if non toxic.

6.2. Monitoring: warehouse control plan

The storekeeper must:

- Control the installations (electricity, water) and warehouseinfrastructure both inside and outside.

- Ensure the building is rain proof (fill cracks and holes in doors andwalls)

- Maintain and repair the equipment and the building both inside andoutside (roof, walls, doors, sewers, ventilation) or inform the logisticdepartment.

- Sweep floors/Clean and sweep walls, ventilation passages, protectionrailings, stacks of bags and roof supports (with a broom specificallyfor that purpose which should be different from the one for cleaningthe floor).

- Check the state of equipment (tarpaulin, pallets, lifting equipmentetc.) and ensure that the machines and equipment are cleaned afteruse.

- Carry out controlled airing and ventilation.

6.3. Reception of products - Inspection



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The storekeeper must be informed in advance by the logistician aboutdeliveries, to be ready for storage (sufficient clean space) and to recruitloaders if necessary.

The storekeeper must know:- The quantity of items

-The delivery date

- The supplier/organisation name for external deliveries

In case of grain delivery, the storekeeper must know the final use: humanconsumption or seeds (food security projects)

Delivery inspectionThe inspection is the crucial stage of a delivery. If the inspection indicatespoor quality, the storekeeper must refuse the delivery. It is easier for Action

contre la Faim to request the exchange of products at this stage.

The storekeeper checks that the quantity delivered matches the quantitymentioned on the delivery note: count and/or weigh the items whenneeded.

The storekeeper performs an administrative check: generaldocumentation, consistency between the batch numbers, conformitycertificates (or composition) and delivery notes.

The storekeeper must refuse goods of an obviously poor quality: torn

bundle, leaking drums, signs of bugs, rusty tins, bad smells, wet goods.

Weakened packages must be repaired before storage.

If a perishable item has no date on the package the storekeeper must writethe date of entry in stock on all the bags/final packaging.

6.4. Storing items

The storekeeper must implement the following rules:

- Always store on pallets or shelves- One pile per product, per packaging, per expiry date and per donor

- Regular stacks to facilitate the physical inventory- On each layer, alternate the direction of boxes to prevent a stack

from tipping over- Leave 70 cm of empty space between stacks and walls- Do not exceed a height of 3 meters for stacks- Do not store above 1 MT per square meter



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When the number of pallets is not sufficient, the goods less vulnerable tohumidity will stay temporarily on the floor. If available, the storekeeper willlayer the floor with plastic sheeting.

BAD STORAGE PRACTICES- Non regular piles: impossibleto count- Not stored on pallets

- Not in a closed area

GOOD STORAGE PRACTICES- Regular piles: easy to count- Stored on pallets- Closed area and well ventilated

Could be improved by crossing thelayers to increase stability

6.5. Delivering items

FIFO is the basic rule for delivery: FIRST IN, FIRST OUT.

Besides this rule, the storekeeper must follow instructions on the ReleaseOrder: stocks are frequently earmarked for a donor and their use is

restricted to the funded project.

The storekeeper should prepare the order before loading: bring all the smallitems into the departure zone. Thus, loading is easier to supervise and thestorekeeper can concentrate on checking quantities instead of organisingthe work of the loaders.

The storekeeper must be vigilant with food items: the expiry date may notagree with the FIFO principle.

6.6. Rodent eradication

Prior to the eradication of rodents, the storekeeper must find out how theyinfiltrated the warehouse and implement necessary measures to preventfrom further infiltration.

Here are some common ways to destroy rodents:Poison should be used with extra care:

- The storekeeper must sensitise all staff



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- The poison must have instantaneous effect, otherwise rodents maydie in non-accessible places and the storekeeper will faceputrefaction problems

- The poison must not contaminate the food products or water storageitems.

The local population have frequently developed their own traps. Localtraps are usually low cost, and are reasonably effective.

Rat glue. The glue is spread on large cardboard sheets placed on the floor.When walking on the cardboard, rodents are stuck by the glue. Thestorekeeper must check the warehouse every morning to remove therodents from the sheet and exterminate them.

Previous generations of logisticians usually had cats to catch rodents. There

are several limitations, especially regarding food storage: animals can bringdiseases and urinate on products. In addition, cats may avoid big rodents.Cats must be restricted to the compound, outside of the warehouse. Thestorekeeper must also consider birth control if male and female are presentin the surroundings.

Refer to Treatments & fumigation En 2005.doc for eradication ofinsect pests.



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7. Food storage specificities

7.1. Management of food items quality in the

warehouse

In a food aid or nutritional programme, losses of food items due to badstorage conditions have direct consequences for the beneficiaries.Implementing good storage techniques reduces the risks of food waste; it isthe starting point of good practices but not yet the guarantee that food willnot be damaged.

Food quality management is the continuation of the physical stockmanagement as it allows detection of any possible damage. Several steps

can be taken to halt any spoilage and consequent loss.

The storekeeper is responsible for the maintenance of stored fooditems quality. Even if already mentioned orally, the stock keepermust highlight on the stock report any quality problems and allgoods close to the expiry date.

A weekly detailed report gathers information about the area around thewarehouse, the inside and outside infrastructure, general aspect of stacks

of food items, possible presence of pests, any other problems and providedsolutions

The storage of food items should:- Preserve the initial nutritional value of food- Preserve the initial quantity- Guarantee an efficient protection against insects and rodents- Guarantee a permanent access to the whole products- Protect the food from all harmful agents (fuel, chemicals, moistures)

Daily monitoring

The storekeeper must inspect the warehouse: check for flying or crawlinginsects, traces of rodents, birds, or other potential danger.

If a good is contaminated and if there is a danger of contamination thestorekeeper must remove the good from the stock and store it in a separatearea outside of the warehouse. The destruction of the good occurs onlyafter the agreement of the logistician.



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7.2. Storage requirements

The majority of non-food items can be stored in a non-optimal way forseveral days without major damage regarding their future use, whereas

food items deteriorate very quickly or immediately.

Storage requirements are much more stringent for food items than for non-food items.Their non-respect will jeopardise the quality of food items.

As an example, if it rains on wheat flour bags, the flour must be usedimmediately and cannot be stored any longer.

Generic storage requirements are listed in the annex 1; specificrequirements are indicated on the packaging of food items.

If no specification is mentioned, good practices require:- A mid dark place (no direct sunlight on the goods)- A dry environment (less than 70 % humidity)- A temperature between 0 and 30 C

7.3. Temperature and humidity monitoring

A thermohygrometer is a tool measuring temperature and humidity.Digital and portable models are easy to use, give accurate results and areaffordable.(Range price: 50-150 Eur)

Example of a digitalthermohygrometer

Technology Corp. Mod 310

When storage legislation exists, recording storage conditions with athermohygrograph can be precious. Installation of the equipment may haveto be certified by a private laboratory to avoid any contestation of therecords.

The choice of analogical and paper recording thermohygrograph ispreferable to digital ones as they are easier to calibrate. (Range price: 400800 Eur)



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Example of a thermohygrograph

Abbeon Inst. Mod 8145

7.4. Temperature and humidity regulation

In tropical regions, high temperature and humidity are not favourable to theconservation of food quality. Food humidity and temperature are directlyand quickly linked to room temperature and humidity.

Effective ventilation reduces temperature and eliminates humid air, thusreducing the risk of food items getting spoiled.

If ventilation is not enough to control temperature, the logistician can setup an air-conditioned room for sensitive food items. The following has to betaken into account:

- Duration of storage- Volume to store

-Availability of electricity to run the air-conditioner

- Thermo-isolation of the room- Technical knowledge for repair and maintenance

Usually air-conditioned rooms are installed in the Capital warehouse tostore specific nutritional items, watsan consumable and drugs.

7.5. Inspection of food items

The storekeeper must be very attentive to the quality: the deliveryinspection of food items is meticulous. In addition to the usual quantity andadministrative checking, the storekeeper will perform an organoleptic test.The purpose is to have a first overview of the quality.

Organoleptic test = Sensory Evaluation, is the sensory analysis doneon a sample (consisting of a number of sample units) taken to represent abatch, to determine the acceptability according to a recognised standard.

For specific products, such as nutritional items, a quality protocol documenthelps the storekeeper to be attentive to particular signs of deterioration.

Similar information should be available within the technical specification ofthe product.



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The storekeeper will look for- Suspicious quality- Contamination by insects or rats- Bad smell, such as rancid for powder milk- Strange aspects

-Rust, leakage and pressure for tins

The storekeeper must refuse items when the packaging isdeteriorated or when the item obviously does not meet therequested quality. If a contaminated item enters the warehousethe risk is global contamination of all stored articles.

The mission Logistic Coordinator must elaborate the inspection protocol for:

-Humidity of the product delivered

- Quick tests (Usually aflatoxin)

The mission protocols will define whether the storekeeper has to performthese tests (product, certain quantity, origin) or the sampling method.

7.5.1. Humidity of the product.

The storekeeper has to be vigilant when receiving flour and grains ashumidity has a major influence on the storage of these products. Most ofthe products with more than 15% humidity will develop moulds and toxines

(aflatoxins, ochratoxins etc.) while a dried out product can be storedwithout any inconvenience.

There are several kinds of meters (moisture-meter) to measure thehumidity of a product, some requesting a sampling and some using pins assensor. A tester will give an approximate result while a meter will measureprecisely the humidity level.

The storekeeper has to verify that the instrument is calibrated to measurethe grain or flour inspected. (Range price: 250 - 1000 Eur)

DELMHORST EIFS INSPECTIONKIT (DIGITAL)M655K

(GRAIN)



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G WONGMK-308

(FLOUR)

WILE55

(GRAIN)

7.5.2. Aflatoxin content

Aflatoxin B1 is one of the more commonly spread contamination of fooditems. Aflatoxin can cause lever cancer. The storekeeper can proceed to aquick testing of aflatoxin levels when receiving a delivery and beforeaccepting it.

A half-day training is necessary to use the testing kit correctly.The sampling and testing will take one hour, depending on the volume toinspect. The results are immediate. If aflatoxin concentration is too high,

the storekeeper must refuse the delivery.

R-biopharm France. Aflacard B1.

Note that other tests are available in this quick and simple kit format.

7.5.3. Laboratory test

For sensitive food items, the logistician can request an independent qualitycontrol conducted by an independent and specialised organism before thedelivery. Acceptance of the product will depend on the results. Thestorekeeper must verify the consistency between the documentation issued

by the laboratory and the batch number of the delivery.



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8. What to store and stock levels

8.1. What to store

The determination which articles to store in the warehouse is a verypragmatic process.

Considering Action contre la Faim logistic is based on stock, it is easy todeem all articles used for a programme will transit or be stored in awarehouse.Regular exceptions are construction materials bought locally (sand, gravel)and fresh food items for nutritional programmes.

8.2. Contingency and buffer stock

The quantity per item in stock is based on two elements:

8.2.1. Contingency stock (or minimal stock)The contingency stock answers to unexpected events or situations. Onlyvital articles form contingency stock. The contingency stock level is theresult of a coordination between the Logistic Department and the Technicaldepartment. The contingency stock depends mainly on the humanitarianand security situation.

8.2.2. Buffer stockThe buffer stock is the necessary quantity to supply the on-going programswithout using the contingency stock.

8.3. How to determine the buffer stock?

The buffer stock can be broken down to three components:

- Working stock: Main part of the buffer stock, used to supply theprojects- Reserve stock: Program needs can increase, the reserved stock is apercentage of the estimated monthly consumption- Anticipation stock: The anticipation stock covers theunpredictability of the demand. Its usually a percentage of the estimatedmonthly consumption

For the calculation, the reserved and anticipation stock are consolidated asa single factor.



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The following data are necessary to determine the buffer stock per article:- Estimated monthly consumption of the article- Frequency of orders to replenish the stock- Standard delivery time of the orders

Example: Calculation of the buffer stock for therapeutic milk F100and preparation of a replenishment order

Considering that:- Estimated consumption is 160 cartons (of 30 individual packs) per

month- Delivery time is 1 week (= 0.25 month)

- Order frequency is one month- Stock for reserve and anticipation is month of estimated

consumption

Calculation of the buffer:

Anticipation and reserved stock = 160 * 0.5 = 80 cartonsNeeds until delivery = 160 * 0.25 = 40 cartons(Estimated consumption * delivery time)Needs during the order period = 160 * 1 = 160 cartons(Estimated consumption * order frequency)

TOTAL buffer stock needed = 80 + 40 + 160 = 280cartons

Considering that:- Actual quantity in stock is 150 cartons- There is no pipeline (order in process not yet arrived)- Contingency stock is 40 cartons

Calculation of replenishment order:

Quantity to order = buffer stock + contingency stock - actual stock -pipeline

Quantity to order = 280 + 40 - 150 - 0 = 170 cartons



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9. Drug storage

The pharmacy stock is under the control of the Nutritional and MedicalCoordinator for the technical supervision and under the Logistic Coordinator

for the administrative aspects.

The institutional donors rules and the general physical stock managementapply to drug storage.

The additional specificities are:- Necessary temperature control- Strongly secured room (narcotics and high value items)- Commercial or usual denomination when different from the molecule

name- Large variety of batch numbers and dosage

A basic training is necessary for non-medical employees to be responsiblefor a pharmacy.

Action contre la Faim has developed some particular administrative toolstailored to the pharmacy management.

9.1. Logistician role

It is essential to have a clear overview of the organisation of medical items

on the mission.

The first task of the logistician will be to define and implement a clearsupply chain for medical items. To simplify management, Action contre laFaim asks all missions to have a central pharmacy based in the Capital. Thiscentral pharmacy will supply directly the programs or secondarypharmacies.

The Logistic Coordinator is responsible for:

Implementation and follow-up of logistic proceduresApproval of all Release OrdersInstitutional donors reporting

9.2. Medical & Nutritional Coordinator role

Regarding the pharmacy, the CMN is responsible of:

Recruitment and supervision of Human Resources for the pharmacyControl of physical storage practices

Orders to replenish the stock, based on stock reportsValidation of field orders to the central pharmacy



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Control of program consumptionPreparation of release ordersForecast of stock utilisation

Refer to Pharmacy management for precise information regardingthe procedures.Refer to MSF Cold Chain Management Guidelines for drugsrequiring a cold chain.



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10. Annexes

10.1. Storing Food and Equipment

Type ofsupply

Desiredcondition

Humidityconsideration

sUseful Life Remarks

Graincereals

Dry, withoutgerminating,withoutimpurities.Maximum15% humidity.

Dry place,cool, wellaired. Onpallets.Maximum 70%environmentalhumidity.

Approx. 6months

Inspect odour,humidity level,and evidence ofparasites.

Cereal flour

Dry, not tootightly stowed,sweetish odour.Maximum 15%humidity.

Same as graincereals.

Approx. 6months

Same as graincereal.

Cannedfood

No rust, noswelling,In goodcondition,expiry date OK,with labelsidentifying

content.

Preferably onpallets.

6-12 months,dependingon expirydate

Detect deformedtins. If whenopening one, gascomes out, itmeans thecontent is spoiled.

Poweredskimmedmilk(In bags)

Dry, clearodour, ivorycolour.

Dry place, cool,well ventilated,preferably inthe shade.

One year.

Can keepbetween 2-3 yearsin the dark atabout 15 C.Milk sometimeshardens; this doesnot alter quality,as long as odourand colour do notchange.

Powderedwhole milk(In bags)

Dry, clearodour, ivorycolour.

Dry place, cool,well ventilated,preferably inthe shade.

8-10 months.Same as skimmedmilk.

Sugar

Dry,granulated,without lumps,shiny.

Dry place, well-aired stowageracks.

Severalyears

Absorbs humidityvery quickly.Lumpy humidsugar is fit forhumanconsumption.

Drugs Expiry date OK.In original

packaging.Packs without

Dry, cool, well-aired place. On

pallets. Somerequire

Depends onexpiry dates

Controltemperature if

products requirerefrigeration.



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tears;No exposure tothe elements.

refrigeration

BlanketsPacked.Prevent

humidity.

Dry place, well-aired stowage

racks.

Damp blanketsshould be driedimmediately.

Beware of fleasand moths.

TentsPacked.Preventhumidity.

Dry place, well-aired stowageracks.

Damp packsshould be driedimmediately.

Data from: Handbook for Delegates. International Federation of Red Crossand Red Crescent Societies. (IFRC), Geneva, 1997



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10.2. Metric system and conversion tables formeasures, surfaces, weights sand volumes.

1 metre = 100 centimetres1 kilometre = 1000 metres

1 litre = 1000 cubic centimetres1 cubic metre = 1000 litres = 1,000,000 cubic

centimetres

1 are = 100 square metre1 hectare = 10,000 square metre1 square kilometre = 1,000,000 square metre

1 Kilogram = 1000 grams1 ton = 1000 Kilograms= 1000,000 grams

Measures

United States and Imperial fiMetric system

Metric system fi United Statesand Imperial

1 Inch (in) - US 25.40005 mm1 millimetre(mm)

0.03937 in (US)

1 Inch (in) - Imp 25.39996 mm1 millimetre

(mm)0.03937 in (imp)

1 Foot (ft) = (12 in) - US0.304800

6m 1 metre (m) 3.28083 ft (US)

1 Foot (ft) = (12 in) - Imp0.304799

5m 1 metre (m) 3.28083 ft (imp)

1 Yard (yd) = (3 ft) - US0.914401

8m 1 metre (m) 1.093611 yd (US)

1 Yard (yd) = (3 ft) - Imp0.914398

4m 1 metre (m) 1.09361 yd (imp)

1 Mile (mi) = (1,760 yd) -US

1.609347 km1 kilometre(km)

0.6213699 mi (US)

1 Mile (mi) = (1,760 yd) -

Imp

1.609341 km1 kilometre

(km)

0.6213724 mi (imp)

1 Nautical mile (imp) 1.853181 km1 kilometre(km)

0.5396127 n.mi (imp)

Surfaces

U.S./Imperial fi Metric system Metric system fi U.S./Imperial

1 Acre - US0.404687

3ha 1 hectare (ha) 2.471044 acre (US)

1 Acre - Imp0.404684

2ha 1 hectare (ha) 2.4711 acre (imp)

1 Square inch (sq. in) - US 6.451626 cm3 1 square centimetre(cm2)

0.1549997 sq. in (US)



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1 Square inch (sq. in) - Imp 6.451578 cm31 square centimetre(cm2)

0.155sq.in(imp)

1 Square foot (sq. ft) = 144sq in - US

0.09290341

m3 1 square metre (m2) 10.76387 sq. ft (US)

1 Square foot (sq. ft) = 144sq in - Imp

0.09290272

m3 1 square metre (m2) 10.7639sq. ft(imp)

1 Square yard (sq. yd) = 9 sq.ft - US

0.8361307 m3 1 square metre (m2) 1.195985

sq. yd(US)

1 Square yard (sq. yd) = 9 sq.ft - Imp

0.8361245

m3 1 square metre (m2) 1.196sq. yd(imp)

1 Square mile (sq. mi) = 640acres - US

2.589998 km31 square kilometre

(km2)0.3861006

sq. mi(US)

Volumes

U.S./Imperial fi Metric system Metric system fi U.S./Imperial1 Cubic inch (cu. in) -US 16,871 cm3

1 Cube centimetre

(cm3)

0.06102509 cu. in (US)

1 Cubic inch (cu. in) -Imp

16,38698 cm31 Cube centimetre

(cm3)

0.0610241

cu. in (imp)

1 Cubic foot (cu. ft) -US

28,31702 dm31 Cube centimetre

(dm3)

0.03531544

cu. ft (US)

1 Cubic foot (cu. ft -(Imp)

28,3167 dm31 Cube decimetre

(dm3)

0.0353148

cu. ft (imp)

1 Cubic yard (cu. yd) -US

0,7645594 m

31 Cube metre (m

3) 1.307943 cu. yd (US)

1 Cubic yard (cu yd) -Imp

0,7645509 m

3 1 Cube metre (m3) 1.307957

cu. yd(imp)

1 fluid ounce (fl oz) -US

295,735 cm3 (orml)

1 Cube decimetre(dm3)

33.814 oz

1 fluid ounce (fl oz) -Imp

284,131 cm3 (or ml)1 Cube decimetre

(dm3)35.195 fl. oz

1 Bushel (US) 35,23829 dm3 (or

litre)

1 Cube decimetre

(dm3)

0.0283782

bu. (US)

1 Bushel (imp) 36,3677 dm3 (or

litre)

1 Cube decimetre

(dm3)

0.02749692

bu. (imp)

1 Gallon (US) 3,785329 dm3 (or

litre)

1 Cube decimetre

(dm3)

0.2641779

gal. (US)

1 Gallon (imp) 4,545963dm3 (orlitre)

1 Cube decimetre

(dm3)

0.219975

4 gal. (imp)

1 Liquid pint (US)0,473166

1dm3 (orlitre)

1 Cube decimetre

(dm3)2.113423 liq. pt (US)

1 Pint(pt) = 20 fl oz -Imp

0,5682454

dm3 (orlitre)

1 Cube decimetre

(dm3)1.759803 pt (imp)

Weight conversions

U.S./Imperial fi Metric system Metric system fi U.S./Imperial1 Grain (gr.) US = 1 Grain (gr)- Imp 64,79892 mg 1 milligram (mg)

0.01543236 gr (US)

1 Ounce (oz) US = 1 Ounce 28,34953 g 1 gram (g) 0.035273 oz av. (US)



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(oz) - Imp 96

1 Pound (Ib) = 16 oz - US = 16oz - Imp

0,4535924

kg 1 kilogram (kg) 2.204622 lb av. (US)

1 Cental (imp) 45,35924 kg 1 kilogram (kg)0.022046

22ctl (imp)

1 Long ton (l tn) = 2240 Ib - US 1,016047 t 1 tonne (t)0.984206

4

l.tn (US)

1 US Ton = 2000 Pounds0.907184

8t 1 tonne (t)

1.102311238

US Ton

1 Ton (imp) 1,016047 t 1 tonne (t)0.984206

4tn (imp)

Data from www.thermexcel.com, for internal use only, not forpublication.

Storage Handbook en 2005

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