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Supply Chain Officer [Local Consultant] - SSA 10

Kenya (Kenya)

  • Organization: UN WFP - World Food Programme
  • Location: Kenya (Kenya)
  • Grade: International Consultant - Internationally recruited Contractors Agreement - Consultancy
  • Occupational Groups:
    • Logistics
    • Supply Chain
  • Closing Date: 2021-07-26

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WFP seeks candidates of the highest integrity and professionalism who share our humanitarian principles.

Selection of staff is made on a competitive basis, and we are committed to promoting diversity and gender balance.


The United Nations World Food Programme is the world's largest humanitarian agency fighting hunger worldwide.  The mission of WFP is to help the world achieve Zero Hunger in our lifetimes.  Every day, WFP works worldwide to ensure that no child goes to bed hungry and that the poorest and most vulnerable, particularly women and children, can access the nutritious food they need.


Education: A university degree obtained from a recognized education institution in any of the following areas: Development Studies, Economics, Agribusiness, Business Management, Finance Management, Marketing, Supply Chain or any related areas

Experience: Minimum of 10 years in senior executive positions in retail, distribution and/or manufacturing

Language: Fluency (level C) in English language. 


  • The Kenya national zero hunger strategic review and the World Food Programme (WFP) Kenya Strategic Plan elaborated on priorities for achieving food and nutrition security and improving food systems:
  • Enhancing food production from both crops and livestock through improved use of land and water resources.
  • Diversifying crop and livestock production for improved nutrition.
  • strengthening market integration and addressing inefficiencies in supply chains, particularly in remote areas.
  • Shifting from traditional agriculture to agribusiness by expanding the use of new technologies and inputs and reducing post-harvest losses and other wastage. 
  • Facilitating access to credit, insurance, and other financial services for smallholders.
  • Recognizing and reducing gender inequalities as key to achieving sustainable food and nutrition security.
  • Establishing a comprehensive and inclusive social protection system that contributes to ensuring the right to adequate food for all; and
  • Integrating humanitarian and development assistance to “leave no one behind”.


The WFP Kenya Retail Engagement Strategy implementation started with the introduction of “Bamba Chakula” Cash Based Transfer Programme in Kakuma in 2015 and in Dadaab and Kalobeyei settlement in 2016.  In 2018 the strategy was expanded to Isiolo County. The objective of the strategy was to provide the best value to consumers in target markets in terms of price, quality and service, develop the retail sector to drive efficiency, profit and customer value and to provide visibility to customers’ needs, support the local retail markets to become efficient and sustainable. WFP has implemented the retail strategy by leveraging on WFP’s extensive supply chain expertise to business community engaged in food retail supply chain, particularly in remote areas where markets integration has been impacted by inefficient supply chains.  

KEY ACCOUNTABILITIES (not all-inclusive)

  • Take stock of retail engagement strategy and activities up to date, draw lessons learnt, identify opportunities to improve efficiencies and recommendations, considering external factors, Government policies and others that are limiting the current retail engagement strategy.
  • Define the future Retail Engagement Strategy to support sustainable Food Systems in Kenya including, restricted and unrestricted cash interventions and urban programming,
  • Review the Government approaches, policies, strategies related to food systems and trade, markets and retail engagement, to be considered in and linked to WFP's strategy.
  • Consider county and national governments (relevant ministries therein) plus the private sector in the strategy definition and road map.
  • Identify the criteria and thresholds to determine the point at which WFP should transition from direct/targeted support to the market and handover to a defined entity. e.g. county government.
  • Identify relevant private sector and other external stakeholders, academia, government agencies, UN agencies, trade organizations, donors, etc. that are able to contribute to vibrant and functional retail market, obtain their contributions to the new strategy and the role they can play.
  • Incorporate lessons learned from FTMA and other partnerships and models that could make the strategy innovative, sustainable, and scalable.
  • Provide specialized and substantial support to understand retail supply chains and the associated costs of various WFP modalities, including effective use of market development strategy regardless of transfer modality and cost efficiency of various modalities.
  • Consider opportunities to leverage on current or upcoming technologies in the industry.



  • Understand and communicate the Strategic Objectives: Utilizes understanding of WFP’s Strategic Objectives to communicate linkages to team objectives and work.
  •  Be a force for positive change: Proactively identifies and develops new methods or improvements for self and immediate team to address work challenges within own work area.
  •  Make the mission inspiring to our team: Identifies opportunities to further align individual contributions with WFP’s mission of making an impact on local communities.
  •  Make our mission visible in everyday actions: Helps colleagues to see the link between their individual tasks and the contributions of their unit’s goals to the broader context of WFP’s mission.


  • Look for ways to strengthen people's skills: Is able to identify, support and encourage focused on-the-job learning opportunities to address gaps between current skillsets and needed future skillsets for WFP.
  •  Create an inclusive culture: Recognizes the contributions of teammates, and encourages contributions from culturally different team mates to recognise the value of diversity above and beyond just including it in programming for beneficiaries.
  •  Be a coach & provide constructive feedback: Provides and solicits ongoing constructive feedback on strengths and development opportunities to help develop individual skills, whilst also helping others identify areas for improvement.
  •  Create an “I will”/”We will” spirit: Sets clear targets for self and others to focus team efforts in ambiguous situations (e.g., unprecedented issues and/or scenarios).


  • Encourage innovation & creative solutions: Thinks beyond team’s conventional approaches to formulate creative methods for delivering food aid and assistance to beneficiaries.
  •  Focus on getting results: Maintains focus on achieving individual results in the face of obstacles such as volatile or fragile environments and/or organizational roadblocks.
  •  Make commitments and make good on commitments: Takes personal accountability for upholding and delivering upon team’s commitments and provides assurance to stakeholders.
  •  Be Decisive: Demonstrates ability to adjust to team’s plans and priorities to optimize outcomes in light of evolving directives, while also responding quickly in high-pressure environments, such as in emergency settings.


  • Connect and share across WFP units: Demonstrates an understanding of when and how to tactfully engage other units in conversations on impact, timing, or planning.
  •  Build strong external partnerships: Networks regularly with key external partners using formal and informal opportunities to understand each partner’s unique value proposition, and to build and strengthen relationships.
  •  Be politically agile & adaptable: Demonstrates ability to adapt engagement approach in the context of evolving partner circumstances and expectations.
  •  Be clear about the value WFP brings to partnerships: Demonstrates ability to articulate to internal and external audiences the value that individual contributions and immediate teams bring to partnerships.


  • Leveraged expertise to develop multi stakeholder collaborations with academic investigators, government, and industrial partners. 
  • Project management abilities to guide multiple priorities and formulate innovative strategies and resource plans to exceed performance objectives
  • Experience working in a multicultural environment
  • Self-driven and very strong organizational and planning abilities.
  • Strong conceptual thinking to develop new strategies & innovative solutions.
  • Self-motivated and able to work with a high degree of autonomy.
  • Able to interact with a broad range of stakeholders and external audience with maturity and tact.
  • Excellent communication/presentation skills, with the ability to develop business plans and to write and deliver presentations.
  • Collaborative spirit, able to partner with a wide range of people at all levels and across different cultures and to act with credibility
  • Sets a high-level of ambition for the project and own work to achieve impact for the people we serve.


  • Previous experience in design of retail supply chain strategies in developing countries
  • Relevant experience in communications and stakeholder engagement strategies
  • Conversant with nutritious sensitive and agronutrition interventions
  • Previous experience in rural development projects and/or operational aspects of commercial transactions is an advantage
  • Experience in collaborative work with national governments, international NGOs and/or UN agencies


  • Review the retail engagement strategy and implementation in Kenya, lessons learnt and recommendations for the next 5 years.
  • Revised Retail Engagement Strategy, road map for its implementation as well as resources required.
  • Define Communication/Advocacy Strategy and Stakeholder engagements strategy for the implementation of the Retail Engagement Strategy.
  • Define and facilitate the implementation of key performance indicators to measure success and mitigate risks associated with the retail strategy and its implementation.
  • Define methodology for measuring market maturity and thus informing exit strategy, considering the different corporate available tools (Market functionality Index etc …).
  • Define the fund raising and resource mobilization strategy to ensure funding availability for the implementation of the strategy with the relevant time frame.


26 July 2021.


Female applicants and qualified applicants from developing countries are especially encouraged to apply

WFP has zero tolerance for discrimination and does not discriminate on the basis of HIV/AIDS status.

No appointment under any kind of contract will be offered to members of the UN Advisory Committee on Administrative and Budgetary Questions (ACABQ), International Civil Service Commission (ICSC), FAO Finance Committee, WFP External Auditor, WFP Audit Committee, Joint Inspection Unit (JIU) and other similar bodies within the United Nations system with oversight responsibilities over WFP, both during their service and within three years of ceasing that service.

We do our best to provide you the most accurate info, but closing dates may be wrong on our site. Please check on the recruiting organization's page for the exact info. Candidates are responsible for complying with deadlines and are encouraged to submit applications well ahead.
Before applying, please make sure that you have read the requirements for the position and that you qualify.
Applications from non-qualifying applicants will most likely be discarded by the recruiting manager.

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