WFP Regional Bureau for Asia and the Pacific - 2016 SPRs RBB 2016 SPRs by country | Page 269

Standard Project Report 2016
Annual Food Distribution in Country (mt)
Project Type
Cereals
Single Country
PRRO
Total Food
Distributed in 2016
Oil
Pulses
Mix
Other
Total
18,895 1,119 2,635 - 4,034 26,683
18,895 1,119 2,635 - 4,034 26,683
Supply Chain
WFP is reliant on international procurement for all food commodities since local purchase is not possible. The
procurement lead time is approximately four to six months. Under WFP oversight, the Government of DPRK
manages the handling, storage and transport of commodities from port to local food production factories, and
eventually to the beneficiary institutions. Thus the Government contributes significantly to the programme. Through
a network of WFP-supported factories across the country, WFP produces the fortified blended food (FBF) and
fortified biscuits which are distributed to beneficiaries.
WFP faces several logistical challenges in DPRK. While United Nations Security Council sanctions are not intended
to negatively affect humanitarian assistance, the country office faced significant logistical challenges following
Resolution 2270 (2016), which may be related to the sanctions. For example, at least one shipment was delayed
from May to July 2016 since private shippers were unwilling to risk delays given the required inspections mandated
by sanctions for goods entering or exiting DPRK. WFP also expects to potentially face difficulties in importing new
machinery and spare parts as factory reconfiguration is set to take place in 2017. More broadly, road conditions in
the country's mountainous north are sometimes difficult in the winter (December to February). Electricity supply also
becomes unstable in the winter, which disrupts factory operations. In addition, a lack of storage capacity forces
some factories to distribute fortified foods fast, leaving limited extra stocks available. Despite these challenges, the
logistics operation runs throughout the year with no seasonal halts.
In 2016, WFP carried out a range of capacity development activities and efficiency improvements. More long-term
agreements were signed with suppliers to reduce procurement time. The country office also made a significant effort
to improve local food production practices. WFP hired three external consultants (two food technologists and one
engineer) to evaluate and suggest improvements, with many recommendations being subsequently implemented.
One of the recommendations for the production process was to add soya lecithin to the fortified biscuit recipe, which
decreased mixing time and thus production time. Skimmed milk powder was also added to biscuits, which improved
the taste as well as the nutritional value. Machine parts in the production line were fixed to ensure proper
processing during production, which resulted in improved the taste, texture, safety and acceptability of food rations
among beneficiaries.
WFP also reiterated to staff at WFP-supported factories the importance of food safety and quality control
management in local food production. WFP provided tools and training on the use of new quality control and
production equipment for factories, which will help improve the consistency, safety and quality of products.
There were no post-delivery losses in 2016 except for some losses in local food production. WFP mitigates the risk
of loss by providing pest control tools, pallets, tarpaulins, storage tents and other equipment. Stack cards were also
provided to keep track of and organise commodities. WFP provides warehouse training as well as a manual on
warehouse management translated into Korean for local staff. WFP staff monitor warehouse practices on a monthly
basis. During each warehouse visit, checklists are completed which address quality control, storage conditions, and
verify production and distribution figures. By using these checklists systematically WFP's record keeping in the
above mentioned areas has improved.
Korea, Democratic People's Republic of (KP)
8
Single Country PRRO - 200907