Earthquake Relief-Warehouse Recovery Leader

The mandate

Earthquake damage closed sections of two warehouses while unsolicited donations filled temporary stores without dependable identity, ownership or programme demand. District teams requested the same items through parallel channels, and dispatched relief could not always be tied to accepted community receipt. The national warehouse lead was evacuated after injury. The interim assumes inventory and dispatch authority while government coordination, programme leaders and structural engineers retain their decisions.

A seven-day mobilisation precedes eight months aligned to relief-programme cycles, temporary-building safety decisions and the first monsoon. The opening seventy-two hours remove unsafe floor space from capacity and seal restricted or identity-poor donations. A joint census then assigns each unit a source, condition, programme owner and permitted destination before new dispatch priorities are set. District allocation resumes by verified cohort, while temporary stores are either upgraded, consolidated or given closure dates. Permanent recruitment runs alongside that rationalisation; the final live event transfers stock from a suddenly closed store without duplicating requests or losing safeguarding custody.

The relief agency accepts transition only when the appointee has directed closure of one temporary store, reconciled six district allocation cohorts and resolved a mixed-donation quarantine without forcing unusable goods onto programmes. Every remaining unit needs a lawful owner and next action, and each unsafe facility must stay excluded even during the unannounced capacity-loss drill. Facility dossiers, donor restrictions, programme priorities, partner remedies, residual donations, security and safeguarding exceptions, disposal approvals and the monsoon transfer board pass to the successor as one signed inventory-control account.

The interim may quarantine uncertain goods, allocate agency-controlled stock and transport under approved programme priorities, open temporary stores inside budget, suspend unsafe partners and require physical counts. Beneficiary selection, structural access, medical allocation, government priority, permanent appointments, disposal of restricted goods or expenditure above USD5 million requires programme, engineering, health, government or board approval. Warehouse and driver safety stops remain protected.

Needs assessment, shelter construction, clinical delivery, donor fundraising and structural rehabilitation are outside scope. Recovery cannot improve dispatch by duplicating requests, count unsafe stores as capacity, substitute unsolicited donations for specified goods or pressure districts to accept unusable items. The remit is safe inventory custody, transparent allocation and a controlled transition from emergency stores to permanent relief logistics.

Why this seat is open

The earthquake simultaneously damaged storage and multiplied incoming material, while injury removed the leader joining programmes to physical inventory. Another seasonal hazard is approaching. A disaster-warehouse executive is needed to stabilise custody and allocation until facilities, teams and permanent succession are dependable.

What you will own

• Reconcile donor or supplier source, item identity, ownership, condition, warehouse location, programme allocation, dispatch and district receipt.
• Decide safe storage, agency stock, vehicle and temporary-capacity allocation within coordination-cell and programme priorities.
• Reset donation intake, quarantine, request validation, picking, loading, transfer, receipt and unaccepted-goods routines.
• Establish evidence for inaccessible stock, damaged goods, duplicate demand, partial dispatch, refused delivery and unresolved donation.
• Close coordination actions through physical counts, sampled district journeys, facility observations and accountable programme owners.
• Exercise aftershock closure, monsoon damage, inventory-system loss, vehicle shortage and simultaneous district demand.
• Induct the permanent leader and transfer facility risks, partner cures, residual goods and seasonal readiness decisions.

Candidate qualifications

• Has held executive humanitarian warehouse authority through earthquake or comparable sudden-onset disaster response.
• Can evidence recovery where dispatched relief and donated volume overstated accepted programme or district supply.
• Understands temporary stores, inventory custody, unsolicited donations, programme allocation, transport, security and disposition.
• Has allocated scarce assets while preserving government, programme, engineering, health and safeguarding authority.
• Can distinguish received donation, identified stock, safe inventory, programme release and accepted district receipt.
• Has handed an emergency warehouse command to permanent leadership after facility-loss and systems-loss exercises.

Non-negotiables

• Can reach Kathmandu within one week and rotate weekly through affected district warehouses.
• Will not select beneficiaries, approve structural entry, allocate clinical use or override safety stops.
• Brings direct sudden-onset relief warehousing command; development-programme or commercial warehouse experience alone is insufficient.
• Will preserve unsafe, unidentified, unwanted, damaged, refused and disposition-pending goods in reporting.

1. 49 words maximum. Which relief-warehouse measure most seriously overstated usable stock after a disaster?
2. 49 words maximum. How did you control unsolicited donations without displacing programme-defined demand?
3. 49 words maximum. Confirm your Kathmandu arrival date and largest emergency warehouse perimeter.