Key points are not available for this paper at this time.
By February 1981 the refugee relief operation in Somalia was close to breakdown. The Governor of Somalia and the United Nations High Commission for Refugees (UNHCR) contracted the agency CARE to manage the logistics of the operation. By August 1981 over 99 % of food received at Mogadishu was reaching the camps. Here we describe this apparent success, and attempt to diagnose the contributing factors. Chief among these are dynamic leadership, 'systems' management, adaptability of personnel, the use of professional Indian food monitors in the camps, and the support given by the Government. The chief qualification on the success of the operation has been the continued dependency on expatriate expertise. General conclusions are offered relating to the management of logistics in relief operations. The most important conclusion is that there is a prime need for logistics to be centralized in a single organization at the start of major emergencies. We point to the current inadequacy in an international relief system which fails to ensure this, and suggest that a new or existing part of the United Nations family be given a 'brief for in-country logistics' to become a UN Emergency Logistics Office.
Kemball‐Cook et al. (Thu,) studied this question.