Shipping instructions are critical in any transport operation, and even more so in the international movement of humanitarian goods. Shipping instructions must be created per destination and updated regularly to show the most up-to-date information.

It is the responsibility of the logistics manager in the country of destination to ensure the shipping instructions are up to date.

Typically, shipping instructions must provide the below details:

Shipping instructions can be shared by and to anyone along the supply chain.

From: consignee
To: shipper
Where the shipper is the seller of the goods or the transporter

From: shipper
To: transporter
Where the shipper is arranging for transportation of the goods

From: consignee
To: freight forwarder/customs agent
Where the agent is in charge of delivery from entry point to final destination, per shipping instructions

Read the next section on Special considerations here.

Download the full section here.

Note: In the following sections, vehicles can be cars, trucks, planes, or ships. Where variations from the process occur, they are detailed at each step.

When planning inbound movements of freight (i.e. receiving a consignment):

Preparing for reception

The sender must always inform the consignee ahead of shipping goods, sharing as much information as possible on the shipment before the vehicles leave for delivery.

The receiver should confirm their capacity to handle the inbound shipment and make necessary arrangements.

Arrange your reception area to ensure the full consignment can be temporarily stored before being moved into the bulk storage area – if necessary, make temporary adjustments to the warehouse layout to accommodate the incoming consignment.

Communicate temporary changes to the layout to the warehouse team. 

Note: where the shipper of the goods is the supplier of the same goods, the same details must be obtained from them.

At the time of reception

Available to download here.

Note: counting the contents of sea freight containers (pallets, boxes, loose goods, etc)  can often not be done at the port and has to be done either at the final delivery place or at the freight forwarders/clearing agent’s premises.

Road consignments will usually be delivered straight to the delivery point. At the time of offloading, make sure every unit (pallet or box) is accounted for, and store them separately until the entire content of the boxes has been reviewed against the shipping documents accompanying the truck. Where a transhipment is needed, all pallets and boxes must be accounted for during the transhipment.

Offloading trucks

If available, use loading docks or platforms. Otherwise, position the truck on level, solid ground, as close as you can to where the goods must go to.

Allow enough space for movement around the truck, especially if you are using a forklift truck or hand pallet truck.

If you have inbound trucks and outbound trucks available simultaneously, consider whether it is worth trans-shipping directly from one truck to the other (as long as you can control the process and ensure accurate counting is done).

If handling equipment is not available, do not throw unidentified goods from a truck but hand them down carefully.

If goods must be manually handled because there is no handling equipment, use a chain of people (with one person in charge). The chain must have enough people for each person not to have to ‘walk’ more than one step. The people should be placed facing alternately along the chain to avoid unnecessary ‘twisting’.

View an example diagram of correct offloading of trucks here.

Avoid handling goods more times than you must by only putting them down where they have to go, in the stack they have to go in (see the Storage options section of Setting up a warehouse for more information on stacking). If the person you are handing the goods to is not ready, call the chain to stop.

Always maintain height if you can. Do not put goods on the floor if they must be lifted up again.

Make sure someone who is not handling the goods is counting as the goods are moved. That person should keep a tally (marking off per layer removed or built, for example), in case they get interrupted and cannot remember where they had counted to.

A check count should be done when each stack is created.

When all goods are offloaded, cross-check offloaded quantities against shipping documents and make note of any discrepancy.

Remember to take breaks when needed during offloading and make sure drinking water is readily available.

Documenting the reception

For details on how to receive goods in a warehouse, see the Receiving stock, Document the reception, Receiving stock for the British Red Cross (in UK or at Regional Logistics Units) and Releasing stock sections of the Warehousing chapter.

After reception of the goods

Record all received quantities on the appropriate stock cards and bin cards, referring to the GRN/CTNCommodity Tracking Number as appropriate.

Transfer the goods from the reception area to the main storage area as soon as possible.

In case of any claims, follow up on resolution options with the sender/transporter, agreeing on corrective measures to be put in place for future shipments where relevant.

Log the shipment in a shipment tracker, with complete details of the consignment – this will be used in the activity reporting process.

Inform the requestor and sender of completed delivery: share a copy of the GRN. Detail any measures being taken to address claims and raise (where applicable).

For more details on the reception of IFRCInternational Federation of Red Cross and Red Crescent Societies international cargo, refer to the Warehousing chapter.

Preparing outbound shipments

When planning outbound movements of freight (i.e. shipping a consignment):

The sender must always inform consignee ahead of shipping goods, sharing as much information as possible on the shipment before the vehicles leave for delivery.

Move the goods to be shipped to a designated dispatch area. The dispatch area can be temporarily modified as necessary, but make sure the warehouse team is informed of any changes.

Inspect the goods to be shipped: are all packaging units in good condition? Ensure cartons/pallets are stripped of any markings that could lead to confusion.

What are the packaging/labelling requirements? Be sure to ask the transporter and the consignee about any specific requirement they may have. Shipping instructions will also be helpful to find information about such requirements.

What will be the route of the vehicle, and the shipping mode? This will impact the loading plan and must be agreed with the transporter as early as possible. When sending sea shipments, control over the loading plan will be with the shipping line.

Where temperature control is required, cold chain materials (thermometer, temperature tracking devices, cool boxes, icepacks, etc.) must be made available.

Raise a final packing list with all details of the consignment. In the Red Cross movement, the waybill is often used as a packing list however it is sometimes easier to use both documents separately (for very large consignments for example).

Use a load optimisation tool to determine best transport options (this only works for road shipments).

Place the request for the necessary vehicles well in advance (as per the terms of the service-level agreement defined in the contract, where relevant), ensuring that you receive driver/pilot details and a vehicle registration certificate before the shipping date.

Ensure the necessary manpower and loading equipment will be available for loading the vehicles.

When using shipping containers, make sure the use of the containers is optimised and suggest changes in quantities where relevant (e.g., when five per cent of the order does not fit into a single container, the consignee might be willing to postpone the delivery to save the cost of the extra container).

Based on the number of packaging units shipped, prepare a loading sheet to give to the loaders, so they can track the progress of the loading process.

Where multiple vehicles are transporting multiple items, agree in advance the load composition (i.e. whether each vehicle holds a combination of all the items or only one type of item).

Loading trucks

View an example diagram of a truck loaded for direct distribution here.

At the time of dispatching

The shipper and the driver must sign the waybill and one copy must stay at the origin.

Documenting the consignment

It is safer to ensure that drivers/pilots are issued with a mission order, confirming that they are moving humanitarian goods. A standard mission order should be available in each delegation/mission/project.

After dispatch

Read the next section on Shipping instructions here.

Download full section here.

Some donors, destination countries and governmental bodies require that goods are inspected when they arrive in country, to ensure they have not been damaged in transit and that the goods entering the country match the customs declaration (shipping documents) and respect the quality standards imposed by the country.

There is a limited number of companies that provide inspection services and their rates are usually based on their local branches’ fees, transport fees and laboratories’ fees. These rates will often lack transparency and are hard to pass on to donors if they have not been pre-agreed in an approved budget, so it is important to include an assessment of the needs for inspection services in the review of the project design phase (see International Quality Methodology (IQM) guidance documents for more details on this). SGS and Intertek are the two major inspection service providers in the world.

Wherever possible, ensure that the inspection process is managed by either the selling or the shipping party, as they will manage the relationship with the service provider more effectively.

Inspection controls can also be required at departure. They are usually best managed by the selling party, but this is not always permitted, and donors or governments may have appointed independent inspection agents to sample and test some shipments.

Read the next section on Planning, tracking and reporting on transport here.

Download full section here.

Procuring for transport

Organisations often do not have the means to fulfil transportation requirements internally. The appropriate fleet might not be available, or the right skills may be difficult to source; knowledge of the local market, infrastructure or legal framework may also be scarce.

When transport requirements cannot be fulfilled with internal resources, they must be outsourced to professional companies. Transport service providers must be selected carefully, as they will be handling goods and materials owned by the organisation and, in most cases, distributing them to beneficiaries.

Be aware that in the context of crises or an increased humanitarian response, it might be difficult to source those services as competition for them increases. In those situations, it is recommended that organisations share the available resources by liaising with other Red Cross Movement partners to identify efficiency gains through sharing fleet.

Where operational, the Logistics Cluster can organise shared transport services on standard routes. Local/national authority coordination resources (such as the National Disaster Management Office) may also support resource-sharing where the Logistics Cluster is not mobilised.

Sourcing transport services

The supply chain strategy for a programme may include the procurement of vehicles to transport people and goods. Where this is not included, renting/leasing vehicles (and possibly drivers) will need to be considered.

In some contexts, a single service provider will be able to provide transport services for both goods and people, but in most cases two separate suppliers will have to be identified.

Selecting a transport service provider for the movement of people

For selecting a transport service provider for the movement of people, refer to the Procuring fleet: process, selection criteria, delivery section of the Fleet chapter.

Selecting a transport service provider for the movement of goods

Below are a set of criteria that should be considered when sourcing a transporter. Note that these criteria are particularly relevant in long-term agreements and less so where transport services are sourced ad hoc.

Transport needs assessment

Before going to market to source transport providers, it is recommended that you complete a needs assessment and to capture its result in the issued sourcing document (RFQ, tender or EOI – see the Sourcing for procurement section for details on the sourcing process). The needs assessment should detail the below requirements at minimum.

Assessing the local transport services’ market may include pre-qualification of service providers available. This will involve identifying as many potential suppliers as possible and asking them a series of questions to assess their suitability.

Depending on the expected volume of expenditure, and following applicable procurement procedures, an RFQ or RFP can then be sent to these pre-qualified suppliers with the details of the services needed.

Sourcing process

The sourcing document should clearly reflect the findings of the needs assessments and set out the selection criteria. For details on the recommended procurement processes, refer to the Procurement processes in the British Red Cross and Sourcing for procurement sections of the Manual.

Prior to the award of the contract, it is recommended to have face-to-face interviews with the successful supplier to review contractual terms such as:

Remember to select the right costing options for your needs – you can request a quotation per day, per type of vehicle, per ton or per route.

A template transport contract is available here and at the end of the section.

Available to download here.

Transport service provider evaluation and performance management

It is important to agree evaluation criteria for the service provider’s performance monitoring, so the service provider has an opportunity to improve their performance across the duration of the contract.

It is good practice to hold quarterly meetings with regular service providers to review performance against set key performance indicators (KPIs). This requires careful recording of performance data on all shipments carried out by the service provider, a task that must be appropriately resourced internally.

Appropriate points of analysis and performance to evaluate transport service providers may include the below data points.

Transport service providers can also be contracted for single operations, whether they involve a single transportation or multiple pick-ups and deliveries. In that case, the right selection and procurement processes must be followed for the estimated cost of the operation and the contract terms will slightly differ, as the costs and services will be pre-agreed. Penalties should still be agreed, but where the services required are to be completed over a short period of time (less than three months), the supplier performance review is limited.

Sourcing clearing agents

Clearing agents

Clearing agents can offer similar services to freight forwarders – they occasionally offer transport services from the point of entry into the destination country to the final delivery place. However, their “core” service offer is the clearance of goods through the destination country’s customs.

Clearing agents can be a valuable source of information in helping to anticipate issues that may arise during the customs clearance process.

In some countries, the government will impose a mandatory clearing agent; some shippers (senders/sellers) will offer services from a partner clearing agent in their quote, and some consignees (receivers) may recommend a partner clearing agent. Where clearing agents are recommended, it is usually good practice to use them rather than sourcing alternative agents. Where there are no suggested clearing agents, these must be sourced through a procurement process.

Selecting a clearing agent

The process and selection criteria are like those used when selecting a freight forwarder, with some more specific criteria to consider (that should have been identified in the transport needs assessment).

Below are some key requirements that should be included in the RFQ/EOI/tender document.

Sourcing a clearing agent

The sourcing document should also specify the criteria that will be used to evaluate the offer, some of which should be based on the list in the Selecting a clearing agent section above. As a result of responses to the above requirements, you may want to contract multiple clearing agents (one for air shipments and one for sea shipments, for example). You can also choose not to have contracts in place but a list of pre-qualified, pre-vetted agents, who would provide you with quotes on a shipment-by-shipment basis.

Note that the clearing agent’s fees structure is typically quite complex, and includes the following:

Remember to ask your clearing agent to provide the breakdown of the costs they forward to you in their invoices. Demurrage costs in particular should be clearly explained ahead of the clearing process.

Clearing agent evaluation and performance management

It is important to agree evaluation criteria for the clearing agent’s performance monitoring in the contract (or as an annex to the contract if they are linked to penalty fees). That way, the clearing agent will have a clear understanding of their client’s expectations and they are given an opportunity to improve their performance through the duration of the contract.

It is good practice to hold quarterly meetings, with regular reviews of performance against the KPIs that have been set. This requires a careful recording of performance data on all shipments carried out by the service provider, a task that must be appropriately resourced internally.

Appropriate key performance indicators to review clearing agents’ performance may include:

Note: demurrage costs are charged by port or airport authorities when shipments stay on their premises beyond an agreed number of days. They can add up very quickly as they are usually formulated per container or per pallet and incurred daily. They can be avoided through pre-defined agreements or preferential arrangements between clearing agents and port or airport authorities. They should be paid by the party responsible for the delay, but they are extremely difficult to waive once incurred.

Working with clearing agents

To process a shipment through customs, the sender or receiver of the goods (depending on the incoterm in place) will generally have to submit the shipping documents to the clearing agent in advance of the arrival of the cargo.

The type of documents understood by “shipping documents” will vary from shipment to shipment but will almost always include:

Available to download here.

Note: a gift certificate template is available in the resources for this section.

Read the next section on Sourcing inspection services here.

Download the full section here.

Road, air, rail, sea and animal

Below is a matrix to assist with the selection of the most appropriate mode of transport:

Ratings are from one to five, where one is the strongest at the individual criterion.

Available to download here.

Choosing modes of transport and designing a strategy around it

In both local and international transport operations, the objective should always be to optimise the utilisation of resources used. This is easier to achieve in large international shipments than in the local management of transport, where there are usually multiple delivery points and sizes can vary widely.

In general, the objectives will always be to maximise the load being moved and minimise distances travelled and loading/offloading time, at a total cost that delivers value for money (VfM). However, factors influencing the optimisation process vary from one type of transportation to another.

Factors to consider include:

The transport chosen will depend on multiple factors.

Read the next section on Procuring and sourcing for transport here.

Download the full section here.

Local transportation is often required in countries where the national market can supply goods for the purpose of the ongoing programmes, in which case transport is from market to distribution point, with potential transit through a local warehouse (also known as ‘primary distribution’).

Local transportation is also required when goods have been delivered in country at a central warehouse and need to be further distributed to smaller regional or local warehouses, or distribution points. Sometimes these delivery points are served by a single transport movement; this is called “secondary distribution”.

Primary distribution

Primary distribution is usually straightforward and can be organised either by the selling party or the buyer of the goods.

For fragile loads, refrigerated goods or controlled supplies (chemicals, drugs, etc.) it is often better to leave the organisation of the transport to the seller, who will have a better understanding of the safety or regulatory requirements and a knowledgeable network of transporters.

For general supplies with no specific requirement, the buyer can organise transportation, either mobilising their own resources or outsourced fleet (rented trucks or chartered flights, for example).

Secondary distribution

Secondary distribution often requires more in-depth planning, to avoid wastage of time and resources.

Optimisation factors will include:

Specifics of international movements

International movements involve transportation from the origin country to the destination country, via ports, roads, airports or train stations.

Moving goods internationally will require interventions of third parties such as customs officials, clearing agents who may be required to support the customs clearance process, and freight forwarders who may be needed in case the sending or receiving party cannot supply the necessary vehicles.

International shipments are usually arranged as part of the sourcing or contracting process under specific terms and conditions, commonly known as incoterms, or International Commerce Terms. Click here to access a guide to Incoterms and a summary table.

Incoterms are defined by the International Chamber of Commerce (ICC) and are a series of pre-defined commercial terms that ensure sellers, shippers and buyers have a shared understanding of the commercial terms governing the commercial transactions they enter.

The agreed-upon incoterm will determine several conditions of the sale but most importantly, it will define who has responsibility (over costs and process) of:

Planning for all of the above and selecting the right incoterm will avoid surprises during the transportation of the goods.

For a list of the most up-to-date incoterms, see the ICC website or the incoterms guide or summary table.

Read the next section on Modes of shipment here.

Download the full section here.

Origin and destination

Learn more in the Types of movements: local and international section.

People and goods

Learn more in the Types of movements: local and international section.

Local and international

Learn more in the Types of movements: local and international section.

Air, sea, road, rail, other

Learn more in the Modes of shipment section.

How to select the best transport mode

Learn more in the Modes of shipment section.

How to contract transport services and how to monitor performance of transport services

Learn more in the Procuring and sourcing for transport, Sourcing transport services, Sourcing clearing agents and Sourcing inspection services sections.

Standard transport documentation

Learn more in the Shipping instructions and Transport documentation sections.

Transport data analysis

Learn more in the Transport data analysis section.

Elements of the transport of people can be found in the Fleet chapter.

Download the whole Transport chapter here.

In a warehouse there is the potential for serious incidents or accidents to occur.

Every effort should be made to reduce the risk of accidents:

Guidelines for the manual handling of heavy loads

When undertaking a site risk assessment, contact the local health and safety focal point. This will usually be the IFRCInternational Federation of Red Cross and Red Crescent Societies in multilateral operations, but it can also be coordinated by the ICRCInternational Committee of the Red Cross or the HNSHost National Society. For warehouses in the UK, the focal contact person is the Health and Safety adviser, who must inspect all buildings used and rented by the British Red Cross.

Fire safety in the warehouse

Warehouse staff must be trained as fire wardens – see the Safety training pathway section below.

For UK warehouse-staff, contact the health and safety team to receive fire warden training (a three-hour, face-to-face course).

Find detailed information on fire safety in the warehouse here.

Different types of fire extinguishers can be identified by a coloured band:

Wet chemical extinguishers are not widely used in the Movement – fire blankets are available for cooking areas.

Examples of useful fire signage:

Available to download here.

Managing dangerous goods

See the Storing dangerous goods section of Managing a warehouse for details on handling dangerous goods.

There are different regulations in place for different modes of transport and in every country.

Ultimately, for all modes of transport – sea, air, rail, road and inland waterways – the United Nations Committee of Experts on the Transport of Dangerous Goods and other organisations, which includes the International Air Transport Association, have assigned dangerous or hazardous substances one of nine classes, in order to help make the transportation of dangerous goods as safe as possible.

Note that the number of the class of dangerous goods does not indicate the degree of danger.

Dangerous goods require specific documentation and handling methods: packing, moving and transporting them is highly regulated and should be overseen by a third-party service provider.

Safety training pathway

The British Red Cross employs a full-time health and safety advisor to facilitate a variety of training, most of which is bespoke. Below is a list of the most common training delivered, most of which can be delivered remotely. The health and safety team are working on collating a standard catalogue of the available training; in the meantime, feel free to contact them directly.

The below training courses address safety from an occupational safety perspective and not from a personal security perspective, which is addressed in the HEATHostile Environment Awareness Training courses developed and managed by the security team based in UKOBRC headquarters in London - UK Office. The below falls under the delegate refresher requirement and must be refreshed every two years.

Available to download here.

Read the next chapter on Transport here.

Download the full section here.

Stock that is not used by its owner should be donated or disposed of, depending on the context and on the quality of the items. In either case, the stock movement must be recorded like any other, and the value of stock transferred must come off the inventory. Stocks owned by the British Red Cross are written off, i.e. taken off the logistics balance sheet.

Donation to staff is strictly prohibited, though staff and volunteers are permitted to bid on items which are on sale.

There are various reasons to write stock off:

Donating stock

Before donating stock, make sure that:

The prospective receiver wants the items -> ask: “Do you want the items?”

The prospective receiver can safely use the items -> ask: “Can you provide guarantees that you have the means to use and control the items safely?”

A donation can be made to a partner organisation or to a separate project within the same organisation, though it is then more of a transfer.

In all cases, the process to follow is the same:

The donation certificate:

Finance must be informed of the value of the donated or transferred stock so they can reallocate the values accordingly. Ideally, the total value of donated stock must be communicated to finance on at least a yearly basis, through a donation report.

When receiving donated stock, the donating partner or programme must raise the donation certificate, and the receiver of the donation must record the quantity as an inbound stock movement. The total value of received stock must be reported on a similar basis as the donated stock. See stock donation tracker format. The format must be used for recording asset and stock donations – see the Assets chapter for more details on asset donations.

Disposing of stock

Disposing of stock means destroying it and should be a last resort. Where stock is disposed of, this must be done in a safe and legally compliant way.

The process to follow is:

The disposal certificate must:

Finance must be informed of the value of the disposed stocks, so they can write its value off accordingly. Ideally, the total value of disposed stock must be communicated to finance on at least a yearly basis, through a donation report.

When disposing of food items, medical supplies, dangerous goods or chemicals, it is recommended to liaise with the appropriate local authorities to understand the rules that apply. Where destruction is required, it must be documented by a destruction certificate, signed by the NSNational Society disposing of the stock and the authority overseeing the destruction. Note that authorities usually charge a fee for destruction.

If stock is returned to the UK damaged or if items in stock in the UK or in any of the global IFRCInternational Federation of Red Cross and Red Crescent Societies warehouses expire (e.g., water purification drops, first aid kit), they must be written off in a stock write-off form, in which the logistics officer must justify the reasons for the write-off and propose options for dealing with the stock which could include:

The logistics officer documents different options, stating the preferred option in the recommendation section and gets this signed off by the head of logistics.

When the form is signed, the logistics officer gets this agreed or written off by finance and actions the agreed outcome.

Note: additional funds will need to be requested for higher value asset write-offs, as they are deducted from logistics management’s budget.

Recording a stock loss or theft

An incident report must be completed when stock is stolen or lost to damage, destruction or bad management, where the total value of the loss is above £100.

The incident report must be raised by the warehouse staff in charge of the stock, with proposed follow-up actions reviewed by the Logistics delegate and approved by the logistics coordinator. The incident report must specify the estimated value of the total loss.

Where the incident report is raised to report on stocks held in UKOBRC headquarters in London - UK Office , Bulwick or in the IFRCInternational Federation of Red Cross and Red Crescent Societies’s RLUsRegional Logistics Units, the incident report must be prepared by the logistics officer, reviewed by the logistics manager and approved by head of logistics and international finance. See SOPs for more details on these procedures.

The quantities declared as lost must be reported on the stock card and report, with reference to the incident report.

Read the next section on Health and safety in the warehouse here.

Download the full section here.

Inventories (stock takes) are helpful to:

Stock takes should follow two separate patterns:

Cycle counting

It is good practice to have five per cent of stock, or a minimum of ten stock cards, checked each month.

This process should be led by the warehouse manager or team, with a stock spot check report prepared and shared with the finance team member in charge of stock and balances, and with the stock owner.

All differences must be recorded on the stock spot check report and investigated and explained within one month or before the next stock spot check takes place. This should be done by the warehouse manager, under the supervision of the logistics delegate.

All boxes/pallets that are counted can be sealed and strapped after the finance and programme business partner have accepted the spot check, so they don’t need to be counted again during the 100 per cent stock takes.

Cycle counting can also be done on a predetermined cyclical schedule. Effective cycle counting requires the counting of a pre-set number of items every workday and should result in the counting of all warehouse stock twice a month (refer to the below section on cycle counting procedure).

Cycle counting procedure

The number of stock cards determines the frequency of the cycle count.

To calculate the number of items to be counted daily in order to permit a complete count of all warehouse stock twice during the month, multiply the number of stock cards by two and divide the result by the number of workdays in the month.

For example:

30 stock cards in warehouse: 30 x 2 = 60
20 workdays in month: 60/20 = 3
In this example, the items listed on three stock cards are to be counted each day.

A schedule for conducting cycle counts is then established and integrated into the daily or weekly routine. Bin cards, stock cards and the documents certifying receipt or dispatch (waybills, GRNGoods Received Note) of the supplies being controlled are verified.

The latest global stock report is crosschecked against the stock cards. A physical count is performed for the selected items and crosschecked with the stock cards and bin cards. When variances are found, the cause (e.g., count error, recording error, unrecorded dispatch, theft) is identified and appropriate corrective actions are taken.

100 per cent stock audit

It is mandatory to conduct at least one 100 per cent stock take each year.

It is good practice to conduct two 100 per cent stock takes per calendar year.

All counted quantities should be reported on a stock take report, with all discrepancies recorded and investigated, and the report approved by relevant authority (usually head of logistics or head of delegation) and shared with all stock owners and the head of logistics or delegation within one month of the stock take.

Before a stock take:

Available to download here.

During a stock take:

Available to download here.

After a stock take

Available to download here.

Note: stock audits can be conducted by internal or external auditors, outside of scheduled stock takes. The warehouse manager will have to produce the necessary documents to conduct a four-way match between physical stock, stock cards, stock report and GRNGoods Received Note/waybill/donation certificates/POPurchase Order.

Stock reporting

The stock report

The summary of all stock cards is the stock report or stock movement report, which is used for reporting and overall stock management.

The stock report should be in a simple format, capturing the opening balance, quantities received (split between purchases and donations) or issued (split  between requests, losses, donations or disposal), and closing balance for each item in stock.

Stock reports are usually updated on a monthly basis and shared with stock owners as a snapshot of the available quantities in the warehouse, though finance and UKOBRC headquarters in London - UK Office-based logistics coordinators may also request to receive them. In emergency operations, this report can be required to be shared on a weekly or a daily basis.

In addition to the above, the periodic stock report should ideally highlight:

Annexes to the stock report

Always consult with the stock owner to be informed of any specific donor requirements. Donors will usually want to know the value and content of the stock balance at the end of a project they fund.

Read the next section on disposing of and writing off stock here.

Download the full section here.