Location: Port au Prince, Haiti

Contract: Fixed-term contract at 100%

Duration: 12 months

Starting date: February 2024

Deadline to apply: Until identification of the good candidate

I. CONTEXT

Haiti occupies one-third of a Caribbean Island jointly with the Dominican Republic, where, in times of crisis, the border is quickly closed. The local market is a closed market, based on imports and controlled by a small number of companies. The quality of goods found is not always up to MSF expectations, the supply is not diversified, availability is short, and price inflation is recurring. The current contextual security crisis further tightens the market and poses a real risk to our operations.

Therefore, it is more urgent for MSF to deepen our understanding of the dynamics of the local Haitian market and its connections with neighbouring markets in order to diversify our sources of supply. The establishment of a procurement support network for the mission could alleviate the pressure on the supply chain and provide alternative solutions more quickly, especially in times of crisis.

Certain MSF standards should also be reviewed and adapted to the Haitian market. For example, Haitian standards (110V) being different from European standards (220V), our facilities should be in 110V and not 220V to allow sourcing of materials/equipment locally or regionally. This would reduce our purchasing, transportation, and carbon emission costs, in addition to ensuring the continuity of operation of MSF facilities after our departure.

Given the complexity of the Haitian context and the presence of different MSF sections negotiating with the same suppliers, this joint approach should be long-term for more depth and continuity and at intersectional level for more strength and coherence.

II. PLACE IN THE ORGANISATION

• The Intersectional Procurement Manager (IPM) is part of the MSF Strategic Procurement Program (MSPP) team of MSF International. As such, the IPM is guided on his work by MSPP processes and tools and supported by MSPP advisors.
• The IPM collaborates closely with the persons responsible of coordinating the procurement /contracting of goods and services for each OC
• The IPM is accountable to the local Steering Committee, he reports functionally to MSPP Intersectional Procurement Advisor and his line manager is OCB Head of Mission for Haiti.

III. MAIN RESPONSIBILITIES

In order to diversify its sources of supply and alleviate pressure on the supply chain, the Haiti mission is considering an in-depth study of the local, regional and international markets supplying Haiti. The goal is to develop a comprehensive procurement strategy for the mission to cover regular needs and emergency scenarios for the three OCs present in the country.

Specific objectives:

1. Understand the Haitian market and its connections with neighboring markets (Dominican Republic, United States, LATAM) and define how to approach it in the current context (security situation, port situation, product scarcity, black market, etc.).
2. Based on the needs of the three regular missions in Haiti, define a local-regional-international procurement strategy using the following indicators: critical items and families (e.g., fuel, oxygen, freight forwarders, transportation companies, water and sanitation consumables, etc.) and services (e.g., service providers) corresponding to 80% of financial volumes and/or priorities identified by the OCs. This includes an spent analysis, a needs analysis (volume, frequency, schedule), a market analysis and its risks, and the development of contracts and supplier relationships.
3. Establish a procurement support group that can assist the mission among existing MSF entities (e.g., support from USI Americas, Latam, MSF Camino, regional pharmacists, HQ/ESCs references, etc.) and define its scope of intervention (terms of reference, communication lines, meeting frequencies, etc.).
4. Collaborate with respective technical referents (at mission and HQ level) to validate the technical quality of regular/alternative articles and their sources of supply.
5. Analyze neighboring markets and MSF logistics bases that can be used as a second line or in emergencies – Dominican Republic, United States, Mexico, Brazil, etc. – and identify reliable suppliers by article family and appropriate purchasing and transport conditions (quality, availability and delivery time, preferential prices, payment conditions, delivery conditions, required import documentation, etc.). Priority categories to be defined (e.g., NFI items, hygiene kits, shelters, etc.).
6. Map local suppliers, types (importers, negotiating importers, etc.) and their links with foreign suppliers.
7. Recommend the long-term setup to capitalize on and deepen the acquired knowledge and ensure the continuity of the benefits of this new type of procurement.

Out of Scope:

• Order placed to Supply Centers
• Technical validation of the sources for the Log and med items that required such validation.
• Transactional activities (order placement, good receipt, invoicing)

IV. EXPECTED RESULTS

• A global procurement strategy for the regular mission with an implementation schedule for at least three categories during the first year.
• A mapping of local, regional, and international opportunities by zone and supplier for each article/family of articles in the procurement strategy.
• A procurement support group for the mission, including the establishment of communication lines with the mission.
• Appropriation of the dynamics of the local Haitian market, identification of key players, and understanding of it connections with external markets.
• Identification of various The different stakeholders in the procurement strategy (suppliers/service providers, brokers, transporters, etc.) are identified and the collaboration conditions known.
• A long-term plan is proposed and validated by the SteerCo.
• Establishment of a virtual Eprep.