Warehouse Management

Warehouse Management Policy and
Procedures Guideline
2006
TABLE OF CONTENTS
1 INTRODUCTION.................................................................................................................................................... 4
2 STAFFING NEEDS ................................................................................................................................................ 4
3 STORAGE FACILITIES ......................................................................................................................................... 5
3.1 Warehouse Considerations.............................................................................................................................. 6
3.1.1 Location and Site..................................................................................................................................... 6
3.1.2 Roofing and Flooring ............................................................................................................................... 7
3.1.3 Utilities and Services ............................................................................................................................... 7
3.1.4 Security.................................................................................................................................................... 7
3.1.5 Access ..................................................................................................................................................... 8
3.1.6 Office ....................................................................................................................................................... 8
4 ORGANIZATION of WAREHOUSE SPACE.......................................................................................................... 8
4.1 Layout............................................................................................................................................................... 8
4.2 Planning ........................................................................................................................................................... 8
4.3 Operating Schedules........................................................................................................................................ 9
4.4 Fire Safety ........................................................................................................................................................ 9
4.5 First Aid ............................................................................................................................................................ 9
4.6 Accessories ...................................................................................................................................................... 9
4.7 General............................................................................................................................................................. 9
4.8 Methods of Storage ........................................................................................................................................ 10
5 DOCUMENTATION ............................................................................................................................................. 11
5.1 Documentation ............................................................................................................................................... 11
5.1.1 Mercy Corps Goods Received Note...................................................................................................... 11
5.1.2 Mercy Corps Waybill.............................................................................................................................. 12
5.1.3 Warehouse Register.............................................................................................................................. 13
5.1.4 Stock Record ......................................................................................................................................... 13
5.1.5 Warehouse Bin Card ............................................................................................................................. 14
5.1.6 Store Release ........................................................................................................................................ 14
5.1.7 Packing List ........................................................................................................................................... 15
6 AUTHORITY and RESPONSIBILITIES ............................................................................................................... 15
6.1 Schedule of Responsibilities .......................................................................................................................... 15
7 RECEIPT of MATERIALS .................................................................................................................................... 15
7.1 Responsibilities and Procedures.................................................................................................................... 16
7.1.1 Receiving Procedures ........................................................................................................................... 16
7.1.2 Discrepancies ........................................................................................................................................ 17
8 MATERIALS in STOCK ....................................................................................................................................... 17
8.1 Responsibilities and Procedures.................................................................................................................... 17
8.1.1 Items received “damaged”..................................................................................................................... 18
8.1.2 Broken packaging resulting in loss........................................................................................................ 19
8.2 Stock Levels ................................................................................................................................................... 19
9 MATERIALS in TRANSIT .................................................................................................................................... 19
10 DISPATCH / RELEASE of MATERIALS ........................................................................................................ 19
10.1 Responsibilities and Procedures ............................................................................................................... 20
10.1.1 Collected Materials ................................................................................................................................ 20
10.1.2 Delivered Materials................................................................................................................................ 20
10.1.3 Materials on Loan .................................................................................................................................. 20
10.1.4 Operational Stock .................................................................................................................................. 20
10.1.5 Returned Materials ................................................................................................................................ 21
10.1.6 Consumables......................................................................................................................................... 21
10.1.7 Gate Pass .............................................................................................................................................. 21
11 INVENTORY CONTROL................................................................................................................................ 22
11.1.1 Carrying out an Inventory Check........................................................................................................... 22
11.2 Stock Level Adjustments............................................................................................................................ 23
11.2.1 Purpose ................................................................................................................................................. 23
11.2.2 Procedure .............................................................................................................................................. 23
11.3 Removal of Items from Inventory............................................................................................................... 24
12 DATA MANAGEMENT / FILING .................................................................................................................... 24
Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 2
12.1 Procedure .................................................................................................................................................. 24
13 REPORTING .................................................................................................................................................. 25
14 WAREHOUSE INSPECTIONS ...................................................................................................................... 25
14.1 Responsibilities and Procedures ............................................................................................................... 25
15 APPENDICES ................................................................................................................................................ 27

1 INTRODUCTION
The logistics department is responsible for receiving, storing (protecting), dispatching and accounting for
program materials.
Improper storekeeping practices can lead to substantial waste of resources due to product expiration,
spoilage, theft or the unnecessary purchase of additional materials. Defective stock management can
also result in the inability to generate accurate operating costs and so reduce the effectiveness of
program planning. Most importantly, poor storekeeping practices can cause a disruption to program
activities through supply shortages.
The nature and volume of materials that require storage will vary from program to program but the same
basic principles and procedures are applicable in all cases.
The following document will outline sound controls and effective management techniques for warehouse
operations.
The purpose of these guidelines is to provide a standardized set of definitions, policies and procedures
that relate to warehousing. These guidelines should be used to generate local warehouse management
policies. Field offices are expected to follow the procedures and are encouraged to seek clarification if
questions arise.
Field offices, including satellite or sub-offices, must maintain a printed copy of the local Warehouse
Management Policy for reference.
Authority over these guidelines rests with the Headquarters Procurement, Administration and Logistics
Manager (PALM). Field offices are encouraged to provide input, suggestions and corrections.
Periodically, the guidelines will be updated to reflect current circumstances as well as new policies and
procedures. Field offices will be notified of updates by e-mail and directed to the Mercy Corps Digital
Library to access the revised sections. The Digital Library will always reflect the most current version of
the guidelines. Field offices should contact the Mercy Corps Digital Librarian for assistance in accessing
the Digital Library if needed.
2 STAFFING NEEDS
All warehouses or stores will have an overall responsible manager. Beyond that, the size and volume of
materials through a warehouse will determine the required staffing levels.
The manager is crucial to the efficient operation of a warehouse and care must be taken when filling this
position. In the absence of a trained individual, candidates should be selected from other similar
disciplines such as accounting or fleet management (note however, that good warehousing is a practical
and skill that requires good organizational skills similar to accounting).
A clear line of decision making authority, roles, and responsibility must exist in the warehousing and
logistics staffing structure. The structure should also provide adequate internal control. An organizational
chart is a simple method of communicating this.
Warehouse management related positions include: Warehouse Labourer, Warehouse Officer, Store
Keeper and Warehouse Manager.

If budgeting or warehousing needs do not allow/require for the funding of all of these positions, the
warehouse/storage needs should be evaluated against these functions and staffing levels should be
adjusted according to actual needs.
Staff performing the warehouse functions should be fully trained on the procedures contained in these
guidelines.
Warehouse management normally falls under Logistics as a separate functional entity as depicted in
Figure 1.
Figure 1. explains Warehouse Management within the program support organizational structure.
Program Support
Functions
Administration Finance Logistics
• General Office Management • Treasury • Procurement

• Human Resources (Cash Flow Mgmt, Banking) • Materials Handling/Storage
• Property Management • Accts Payable, Cashiering (Warehousing)
• Communications • Payroll • Asset Management

• Insurance/Risk Management • Accounting • Transport Management
• International Travel • Financial Reporting • Radio Operations
• Budgeting Support
• Compliance Monitoring
Information Security
Technology
• Computers/Servers • Guards
• Internet Access • Security Monitoring
Figure 1. Warehouse Management within the Program Support structure
Related Items
Warehouse Officer National Staff Position Description

Warehouse Manager National Staff Position Description
3 STORAGE FACILITIES
This section provide guidelines for the selection, preparation and maintenance of Mercy Corps storage
facilities.

3.1 Warehouse Considerations
There is much to consider when determining warehousing requirements. In addition to evaluating the
storage needs of a single program, the logistics manager must also weigh the program’s needs in relation
to: the entire field office’s storage needs, implications on distribution of materials, ease of transport,
staffing needs, future expansion, and security.
3.1.1 Location and Site
Great care must be taken when selecting the location of a warehouse facility. During the selection
process consider the following factors:
• The location of suppliers or points of import.
• The location of program activities.
• Transport links – road, rail, air, water.
• The distance to warehouse staff homes.
• Security of the site.
• Risk posed by natural disasters (floods, hurricanes, tornadoes, earthquakes, landslides, etc.).
• Availability and reliability of utilities.
• Ensure year-round access to the proposed site.(affected by monsoons, snowfall, large herds of
migrating wild hogs)
• Building Size
The most important, yet the most difficult factor to estimate is the size of the required warehouse.
Techniques that will aid this estimate include:
• Determine the type of supplies likely to be stored – drugs / medical supplies, wat/san materials,
building materials etc.
• Determine the maximum stock levels of each item.
• Consider the physical maneuvering room required to handle items. For example, timber will
require a large area whereas small, boxed items will not.
• Consider whether forklifts or other mechanical equipment will be employed.
Wherever possible, select a building with a capacity greater than is required. Most other problems can
be worked around - but a lack of space will seriously impair the operation of the warehouse by making
the movement, the turnover, and the inventory of materials, time consuming if not impossible. When
estimating warehouse size, calculate in additional space for contingency/reserve stocks plus 25% if
possible. Inventory has a curious habit of growing into whatever space it is afforded!
Warehouse facilities should be single storey structures.
Consider the need for separate storage areas for items that may require unique care or attention such as:
drugs, foodstuffs, dangerous, flammable or polluting materials.
The structure of the warehouse itself should be of sound, non-combustible materials and well ventilated.
A single large building with sufficient access is generally preferable to separate smaller buildings,
however, a separate building or area will be required if fuels and oils or hazardous materials are to be
stored. A separate and secure loading and unloading area will enable materials to be off loaded quickly
and later stored when convenient. This helps to prevent having to re-stack materials incorrectly stored in
haste. Loading / unloading bays should be covered to allow the movement of materials in all weather.

3.1.2 Roofing and Flooring
The warehouse should be watertight, especially if perishable materials are to be stored. A good roof also
prevents the entry of birds. In addition to eating foodstuffs, bird droppings will damage many materials.
Minor leaks should be repaired if possible, and if not feasible, materials should be protected with plastic
sheeting. However, it is often a very difficult task to repair roof leaks so investigate the repair in detail if
you are considering such an option. The floor should clean easily - cleanliness is the most effective
deterrent to rodents. Ensure good drainage of the floors. Check that the floor is capable of structurally
supporting the intended loads.
It is important that the store yard has adequate drainage structures to prevent pools of water or mud from
collecting. This is especially important in high-traffic areas. Drainage ditches can be dug around the
parameters of the yard to allow run-off. If a cement floor is not available for the yard and the store yard is
made of earth, it is important to “level” the ground and make the floor as compact as possible. Raking
and pressing dirt, laying small, compact gravel are all methods for making a smoother surface.
3.1.3 Utilities and Services
The building should have access to reliable water and electricity. Electricity is more important, as it is
crucial to provide good lighting should it be necessary to work at night and for security. A good power
supply will also enable the use of computers - useful in the smallest warehouse, a must in a large or high
volume warehouse. Toilet and wash facilities must be provided for warehouse personnel. In the absence
of mains supplies, alternative sources of power and water must be provided.
3.1.4 Security
The building should be secure, and inaccessible to unauthorized persons. The presence of guards is
desirable, but the warehouse should be able to resist a fairly concerted effort at break-ins. Doors should
be lockable, and windows should be covered with some form of steel grill. When securing doors and
windows, remember to allow points of exit in case of emergency (for example, strategically placed
windows should have lockable gates in the security grill. Cages or secure bins should be installed for
small or valuable items.
If possible the warehouse should be in its own secured compound separate from the field office. If there
is a greater than normal security risk, guards should be employed in addition to floodlights. Good lighting
is a relatively inexpensive and efficient security measure. A combination of flood lights and motion
sensing lights is ideal. Consider issuing guards with VHF communications equipment.

3.1.5 Access
The warehouse should have as few points of access as possible. It is best when all access points can be
observed from one location, be it the office or the guards station. Doors should be large enough to allow
free entry or exit for large or heavy items. Doors that provide access for trucks is an advantage. There
must be sufficient space in front of doors for large vehicles to maneuver. Access to the warehouse
should be restricted to warehouse staff. Access points must be controlled during working hours.
3.1.6 Office
Care should be taken when providing a suitable office or workspace for the warehouse staff. The
warehouse’s efficiency is dependant upon having a quality area for (INSERT ACTIVITIES HERE). Size,
location, condition, climatic controls must all be considered. The office should be outfitted with the
necessary equipment to manage the warehouse properly such as a computer, communications
equipment, office supplies, calculators, file cabinets etc.
4 ORGANIZATION of WAREHOUSE SPACE
This section outlines practices and procedures that will allow for efficient management of warehouse or
storage areas.
4.1 Layout
To ensure a smooth workflow and the efficient supervision of a warehouse, it is important to consider the
relative positions of the main storage area, receiving areas, issuing areas, vehicle waiting and loading
areas, and offices.
4.2 Planning
Know ahead of time what type and quantity of materials are to be received. This will require solid
coordination between the procurement and warehousing functions. Ensure sufficient space and handling
capacity for expected items.
Having analyzed the storage space and desired flow of materials physically mark areas on the
warehouse floor. This will involve marking access areas that may not be used for storage, areas for pallet
storage and shelf areas. These areas should all be identified alpha-numerically and a warehouse layout
should be drawn up. Materials can then be classified into groups and be stored together or in “zones”.
For larger warehouses or stores holding many different items, marking an item’s location on its stock
record will save a great deal of time locating items for shipment.
A warehouse plan also allows new shipments to be stored directly in a logical area, and not haphazardly.
The latter usually requires re-stacking at a later date. A well thought out plan will also simplify the turn-
over of materials and allow for the use of inventory clearing systems such as, First In First Out (FIFO), or
in the case of certain drugs First Expiry date First Out (FEFO).

All materials must be kept separate, i.e. different items or different donors must be stored in different
bins/areas. Individual orders of the same item with different donors must also be kept separate. This is a
good practice that will save a lot of confusion.
4.3 Operating Schedules
Careful attention must be paid to warehouse operating hours, with specific and separate time periods
designated to receiving items, shipping items, inventory checking, and processing paperwork. Where the
turnover of materials is high, every effort must be made to avoid an overload where all suppliers arrive at
the same time the warehouse staff are dispatching program materials. It will be necessary to designate
(and enforce) specific days and times for suppliers to deliver, and specific times for programs to collect.
However, scheduling must consider that program needs are paramount and flexibility to meet those
needs should be maintained..
4.4 Fire Safety
The warehouse must have suitable fire-fighting equipment available at all times, and personnel must be
instructed on the actions to be taken in the event of fire. Personnel should be made aware of the variety
of dangers involved with the smoke and fumes generated by different materials and the different
characteristics of materials in combustion. Regular fire drills are recommended. If there is an elevated fire
risk, consider the installation of smoke detectors. All fire prevention and fire-fighting equipment must be
inspected on a regular basis.
4.5 First Aid
A first aid kit must be available and staff instructed on the correct actions to take in the event of an
accident. An "accident log book" should also be maintained.
4.6 Accessories
In addition to tools needed to handle materials, a supply of spare bags and boxes should be available in
order to recuperate materials whose packaging has been damaged in transit or has deteriorated in
storage. Bulk receipts often require breaking out into smaller issue quantities and this will require
additional packing materials. Pharmaceutical products such as tablets are a good example in that they
are generally shipped in large plastic tubs but issued in much smaller quantities. The store must have
suitable and appropriately sized containers available.
Warehouse staff should also be aware of any differences in “receipt” (received) and “issue” (shipped)
units of measure. Ensure that sufficient cleaning equipment and supplies are available – brushes,
dustpans, garbage containers, soap etc. Also ensure that a garbage disposal pit is available.
4.7 General
Do not allow trash to accumulate, it poses a fire risk and weakens security (in that it may lead to a staff
perception of weak inventory management). Do not allow staff to bring food or beverages into the storage
area(s) as it may contribute to a pest / rodent problem.

4.8 Methods of Storage
Materials must be stored in such a fashion that 1) they are protected from possible damage or
degradation, 2) they are accessible for inspection and movement, and 2) they may be inventoried with
ease. These three criteria are probably the most important aspects of warehousing.
There are basically four methods of storing materials,

• Shelves.
• Floor pallets.
• Stacking pallets.
• Pallet racks.
The most appropriate method will depend on available space, how the items are packaged / delivered,
how they will be issued and how long they will be stored.
Shelving offers the advantages of,

• Being able to unpack and inspect cartons
• Items can be taken directly from the shelves when preparing shipments
• Suitable for small / medium sized stores
The disadvantages are that there is more packing / unpacking of cartons and they are more difficult to
keep clean.
Pallets offer the advantages of,

• Limited unpacking / repacking (if full box or pallet loads are issued).
• Holding more stock for their space.
• Allowing easier cleaning of the storage area.
The disadvantages are that not all cartons in a pallet will be opened and inspected and palletized loads
cannot realistically be handled without a forklift or pallet trolley.
Suitable dunnage must be provided for all materials that do not lend themselves to shelving or
palletization. The free circulation of air below materials will impair the growth of moss / lichen etc., and
light will discourage insect life.
Where materials can be stacked on top of each other, care must be taken not to stack so high that the
materials are unstable and risk toppling. Further, care must be taken to ensure that the total weight does
not damage the lowermost materials. A maximum stacking height or number is often indicated on
manufacturer's cartons or boxes.
Note that even if the materials do not deteriorate, their packaging (such as cartons) may, therefore new
material should not be stacked on top of old material.
In the case of boxes or rectangular bags, alternate layers should be orientated at right angles to each
other - this will increase the stability of the stack. In the case of sheet material such as fibro-cement roof
sheet, wooden battens should be placed every 50-100 sheets to spread the load and to allow ease of
inventory. Galvanized or PVC piping should be placed in racks, organized by size.
All materials must be accessible from 360 degrees. This is to allow adequate ventilation, accurate
inventory and inspection for damage / degradation. It also ensures adequate space to work when
materials must be moved. The minimum space between different groupings of materials should be 0.7m.
Avoid stacking materials in" depth", as this makes control of the "inside" materials impossible without un-
stacking and re-stacking.
Keep heavy/bulky materials that are frequently turned over as close to the shipping/receiving door as
possible.
Labels and/or packing lists should be displayed facing out for easy recognition.
Do not allow any materials to be “tucked” into corners or behind stacks. Obsolete or damaged items must
either be removed from the warehouse or corrected stored. This is to avoid items that “move from place
to place” and eventually (when it is considered that management no longer notices) the item moves out
of the door.
Related Items
(Appendix I.1) Warehouse Floor Plan Example
5 DOCUMENTATION
The logistics department is responsible for accurately and transparently documenting all warehouse
activities. Good records will enable accurate inventory management and is a significant tool in preventing
and detecting theft.
Reports must be generated for Mercy Corps and donor management as well as to assist program
planning.
This section outlines the minimum documentation to be kept on file by a warehouse and outlines a filing
system that will provide easy access to data. This section also outlines the type and content of reports
that warehouses may be required to generate.
5.1 Documentation
Mercy Corps warehouse forms record information which reflects actual activities and transactions that
occur during each element of inventory management. When employed correctly, the documentaton will
allow for effective management and transparent activities.
• Mercy Corps Goods Received Note.

• Mercy Corps Waybill.
• Supplier Delivery Note.
• Warehouse Register.
• Stock Record.
• Warehouse Bin Card.
• Store Release.
• Warehouse Inventory Database.
5.1.1 Mercy Corps Goods Received Note
The Goods Received Note (GRN) is used to confirm receipt of materials purchased by Mercy Corps.
It will note any anomalies or discrepancies (in quantity or quality of items received) from what was
actually ordered. GRN’s also reference any supplier documentation and the Mercy Corps Purchase
Request or Purchase Order against which the materials were received. Both the supplier (or the
supplier’s representative) and the Mercy Corps receiving officer will sign the completed form. As a
confirmation of receipt of items ordered, the GRN also serves as one of the pieces of documentation
required to support the payment of a purchase or related invoice

A secondary function of the GRN is to assign a Mercy Corps tracking number to supplier documentation.
(Supplier documentation will come with no, or different numbering formats making them difficult to track).
The GRN should be printed in bloc (notepad) form, auto-copy, original with three copies, each set
sequentially numbered. Distribution:
Original Finance
Copy # 1 Logistics
Copy # 2 The supplier (or representative)
Copy # 4 Warehouse records.
See the Procurement Manual for additional information on Goods Received Notes
Related Items
(Section 7) Receipt of Materials

(Appendix II.1) Goods Received Note
(Appendix II.2) Goods Received Note Example
5.1.2 Mercy Corps Waybill
The Waybill is a transport document and its function is to precisely detail a shipments’ content, point of
origin and destination and to clearly state who is responsible for the shipment at each stage in its
movement. For inter-Mercy Corps shipments, the waybill is also the first document in the receiving
warehouse’s accounting of materials.
The Waybill should be initiated by the authority dispatching the shipment of materials and will be
completed at each subsequent transfer of responsibility.
The Waybill should be printed in bloc (notepad) form, auto-copy, original with three copies, each set
sequentially numbered. Distribution:
Copy #1 Retained on file by the originator

Copy #2 The transporter
Copy #3 The receiver
Original Returned to the originator (after completion)
Shipments composed of numerous individual items packed together, may require a detailed, packing list
with the waybill. The waybill must indicate that a packing list is attached.
Certain situations may require additional copies for Police or Customs en route.
Checklist for officers/staff initiating a waybill.
• All relevant sections are complete.

• Full description of materials and packaging.
• Quantity shipped.
• Clear physical address of destination (not postal address, or postal box).
• List of accompanying documents.

When an individual signs the waybill of a shipment, that individual assumes responsibility for its accuracy
and integrity. Therefore, the waybill must only be signed if the shipment is 100% correct. Any
discrepancies must be marked on the waybill and the Logistics Manager promptly informed.
Related Items
(Appendix II.3) Commodity Movement Waybill
(Appendix II.4) Commodity Movement Waybill Example
5.1.3 Warehouse Register
The function of the register is to keep a daily record of all warehouse activities.
The warehouse register is an accountable document and as such entries may not be erased. Mistakes
should be indicated and initialled (whiteout or destruction of the mistaken information should not occur, a
single line strikethrough is sufficient). The register must be in the form of a bound journal with numbered
pages.
The warehouse register should be maintained by the warehouse manager and will be kept for all
warehouses / stores regardless of size.
Register entries should include

• Type and quantity of items received or issued.
• Reference to all shipment documentation, Store Releases, Waybills etc
• Details of vehicles transporting goods.
• Any accidents / incidents at the warehouse.
• Any inspections, visitors etc
Related Items
(Appendix II.5) Warehouse Register: Daily Transactions Log
(Appendix II.6) Warehouse Register: Daily Transactions Log Example
5.1.4 Stock Record
The function of the Stock Record is to document the movement and balance (current balance and
historical balance) of individual items in the warehouse.
The Stock Record should have the following information,

• Item Description
• Warehouse Location
• Donor/Cost Center
• Program
• Bin Location
• Unit of Measure
• Quantity in Stock
• Details and justification of Receipts and Issues

The Stock Record is a single copy document. It is an accountable document and is the basis for inventory
taking and therefore must be kept fully up to date and each entry signed for. Separate Stock Records
have to be open for each item on a grant. For example cement on a USAID grant and on a DFID grant
will have separate Stock Records, but if the same grant receives cement again in another occasion, the
cement will be registered on the Stock Record opened at the first time for the respective item of a
respective grant. Upon completion of the record, the data will have to be entered to the Inventory
Database, and the “Record Upload” checkbox have to be checked. The Stock Record can be generated
for each item from the Inventory Database at the time of request. The Stock Record from the Inventory
Database will have to be cross-referenced with the actual hard copy which will be managed by the
Warehouse Manager. Stock Records are numbered for easy identification and cross-referencing on the
electronic database.
Related Items
(Appendix II.7) Stock Record
(Appendix II.8) Stock Record Example
5.1.5 Warehouse Bin Card
Once stored, materials will be physically marked with a Warehouse Bin Card. The Warehouse Bin Card
indicates the item description, program, donor, grant and actual quantity stocked. Individual receipts /
dispatches are not recorded on the Warehouse Bin Card, only the change in total quantity stocked. The
easiest format is plastic cards used in conjunction with white board markers.
Warehouse Bin Cards are color-coded to distinguish different types of stock: Transit Stock; Program
Operational Items; Regular Warehouse Inventory; Returned Materials
Related Items
(Appendix II.9) Warehouse Bin Card
(Appendix II.10) Warehouse Bin Card Example
5.1.6 Store Release
The Store Release (SR) form provides the authority for a warehouse manager to release materials from
the store. Managers may only approve the release of materials belonging to their own programs.
The Warehouse Manager must be provided with a list of officers able to authorize Store Releases. The
Warehouse Manager CANNOT authorize a Store Release. The Warehouse Manager will regularly
distribute updates of actual inventory to advise authorized personnel of items in the warehouse available
for release.
The SR documents the material description, stock record number, quantity, program, donor, grant and
date/consignee.
The Store Release should be printed in bloc (notepad) form, auto-copy, original with two copies, each set
sequentially numbered.

Distribution:
Original The Warehouse Manager.

Copy # 2 The person collecting the released goods.
Copy # 1 Retained by the approving officer.
Related Items
(Appendix II.11) Store Release
(Appendix II.12) Store Release Example
5.1.7 Packing List
Multiple items may be packaged together. The packing list details the contents of the carton.
Whilst cartons are in storage, packing lists should be located on the outside of the carton to facilitate
ease of identifying the contents. For the same reason, it is better to place packing lists inside cartons
when shipping them (unless an external packing list is required by customs or the transporter). Readily
identifiable items may be prone to theft.
6 AUTHORITY and RESPONSIBILITIES
This section outlines responsibilities and procedures for the various tasks undertaken by warehouse staff.
The warehouse will generally be acting on behalf of programs and therefore will only accept or dispatch
materials on approval from the relevant program manager(s).
As with procurement activities, certain tasks and responsibilities must be segregated.
6.1 Schedule of Responsibilities
There are three distinct functions of a warehouse,

• Receiving materials.
• Storing materials.
• Issuing materials.
To maintain the integrity of separation of duties, receiving officer(s) will not have any role in the
procurement process. This responsibility normally falls on the warehouse or store manager. Should
staffing levels not allow a receiving officer independent of the procurement process then the relevant
receipt documentation should bear two approved signatures. For additional information, see the FFM
Section 2.4
7 RECEIPT of MATERIALS
This section outlines the responsibilities and procedures for receiving materials into Mercy Corps storage
facilities.

7.1 Responsibilities and Procedures
The Logistic Manager will designate officers responsible for the receipt of all goods entering Mercy Corps
warehouses or storage facilities.
The Receiving Officer will confirm receipt of materials and supplies, and report to the Logistics Manager
any damage or other contractual claims arising from shipments.
Programs that procure and store materials independently of the logistics department must follow the
same procedures outlined below.
Typically, materials will enter a warehouse from three sources:
• From a supplier (new purchase).

• From another Mercy Corps facility.
• Return from a program site.
All materials purchased by the logistics department must be received by a member of the logistics
department (preferably warehouse personnel) before being delivered to, or collected by, the requesting
officer or program. This is enables the logistics department to check receipts against orders, update
records and to initiate the vendor payment process.
7.1.1 Receiving Procedures
Materials will generally arrive with the following documents:
• Waybill.
• Supplier delivery note or freight bill.
• Invoice or similar document.
Procedures:
1) Receiving & Inspection: The receiving officer will inspect shipments for obvious damage,
irregularities, or other discrepancies. Upon discovery of any damages, irregularities, non-
conformity with specifications or other discrepancies appropriate action must be taken.
Officers accepting shipments should follow these basic guidelines.
• Receipts must be checked against the Mercy Corps Purchase Order or Purchase Request. This
will require good coordination between the procurement and warehouse managers.
• Receipts must be checked against the suppliers’ delivery documentation. Suppliers sometimes
ship part orders, so the delivery will not match the order. This must be checked before initiating
any claim process.
• Do not sign the suppliers’ delivery documentation until after inspecting all incoming materials.
• Verify the number of cartons and markings listed on the freight bill with the actual number of
cartons received.
• Check contents against packing lists.
• Inspect the incoming materials for condition, conformity etc
In the case of large shipments where a complete inspection is not practical before acceptance,
delivery / receipt documentation should be signed off with the caveat “shipment accepted

unopened, pending inspection”. Generally the consignee then has 5 days in which to inspect the
cargo and notify the shipper of any discrepancies.
2) After complying with the above mentioned details, the receiving officer can sign the supplier’s
delivery documentation. The receiving officer should then generate a Mercy Corps Goods
Received Note and have the driver verify this GRN with his signature.
The GRN will detail any anomalies in the shipment and will cross reference the delivery
documentation and the Mercy Corps PR / PO, since the GRN is generated as a result of a linkage
from the PR / PO. It is imperative that program, donor and grant information is ascertained and
documented at this point.
3) Once completed and cross referenced, the warehouse manager will upload the electronic copy of
the GRN to the Inventory Database.
Note: Special attention should be given to items received from international suppliers. MC may require
further, original documentation ahead of time to clear goods from customs.
7.1.2 Discrepancies
If upon inspection, there appears to be a problem with the shipment; (shortages, incorrect items, damage
etc.) notify the Logistics Manager immediately to arrange for return, replacement or credit.
If a carton appears damaged:

• Insist that it be opened and jointly inspected before the driver leaves.
• Note any damage in writing on the supplier’s documents and have the driver sign your copy.
• Notify the Logistics Manager immediately to arrange for damaged merchandise to be returned for
proper replacement or credit.
• Retain all damaged cartons and packing materials.
• Sign and date the packing list / supplier’s documents, etc., to verify acceptance of delivery.
Note; Problems must be immediately reported to the supplier (or to the originating Mercy Corps Office if
the items were sent from another Mercy Corps facility). The supplier will issue instructions on the
procedure to follow, which may require an independent insurance inspection for example. Materials must
not be moved until the problem is fully documented on delivery documentation or the supplier has given
written approval. If materials are moved without following the above guidelines, it may become
impossible to prove where the problem occurred and Mercy Corps may subsequently be liable to cover
any repair or replacement costs.
8 MATERIALS in STOCK
Once materials have been received and accepted, they must be physically stored and entered into the
warehouse documentation.
Properly stored item(s) will be physically marked with a Warehouse Bin Card.

Data Entry Steps:
1) The data entry is made in the Warehouse Register. All details of the shipper and shipment will be
recorded in the register.
2) The GRN is uploaded to the Inventory Database
3) Details of the shipment are entered onto the items’ Stock Record. A new Stock Record is created
for new items.
Note: Stock Records are titled by item description and donor. For example, cement funded by USAID
and by DFID will have two separate Warehouse Bin Cards and stock records.
Note: Ensure that personnel are aware of the unit of measure for each item. This may appear obvious,
but confusion will arise if for example, plastic sheet is received as "rolls", dispatched as square meters,
and inventoried as running meters. Wherever possible, the material should be received and entered onto
the warehouse books in the unit of measure that it will be dispatched in.
8.1.1 Items received “damaged”
For damaged items received from a supplier, follow the procedures outlined in section 7.1.2
(Discrepancies).
Items may however be received damaged from another Mercy Corps facility. Depending on the item and
the degree of damage, the material can be;
• Returned to the dispatching facility.

• Retained at the receiving location.
If returning damaged items, detail the damage and actions taken on the delivery waybill (all copies) and
return the item(s) on another waybill that cross references the original waybill. State clearly that the
shipment is a return due to damage. If the damaged item has been shipped as a single item (by itself),
the inventory level will not change. If the item(s) is part of a larger shipment, the inventory level will only
be adjusted by the quantity accepted (undamaged items).
Note; This procedure will typically be used for non-consumable items that can be repaired or replaced at
the dispatching location.
Damaged consumable items or items can often be repaired locally and it is less costly to retain them.
Note damage on the delivery waybill. If it is a single item, the inventory level will not change. If the item(s)
is part of a larger shipment, the inventory level will only be adjusted by the quantity accepted. (Repairable
items can be included in the total quantity accepted). Items beyond repair should be disposed of and
documented with a Certificate of Disposal.
The over-riding requirement is to ensure that the documentation trail is complete and accurate so that
auditors or staff can review the paperwork at a later date and understand exactly what occurred without
having to ask questions of those involved.

Note; Mercy Corps issued POs indicate a three (3) day “return policy” should the originator of the PR not
be satisfied with the goods received.
Related Items
(Appendix II.13) Disposal of Assets Form
(Appendix II.14) Disposal of Assets Form Example
8.1.2 Broken packaging resulting in loss
Note the nature of damage, probable cause of the damage and quantity lost on the delivery waybill.
Adjust the inventory level by the quantity accepted and generate a Certificate of Disposal for the quantity
lost. The Certificate of Disposal will be signed at a minimum by the Logistics Manager. At this point the
Logistics Manager has the responsibility of following up with any further actions or claims with the
supplier.
8.2 Stock Levels
A number of factors will determine the optimum stock levels for various items.
• A safe volume of stock for the given storage space.

• A level of stock that bears in mind the general security situation.
Stock levels must be adjusted as a situation changes. Failure to do so can result in higher than
necessary “minimum” stocks being maintained or an inability to respond to increased program demand.
Related Items
(Section 10.1.6) Consumables
9 MATERIALS in TRANSIT
Warehouses will often handle materials in transit to another destination.

Such materials must be kept separate from stored materials both physically and in their documentation.
A separate TRANSIT file should be opened. Documentation may include Stock Records if the items will
be forwarded in part shipments.
10 DISPATCH / RELEASE of MATERIALS
Generally, materials will only be released from storage upon receipt of program authorization via a Store
Release Form. Warehouse staff may not release materials without this authorization. Logistics must
therefore hold a copy of documented approved Program signatories.

The mechanism to release stores is the Store Release Form.
10.1.1 Collected Materials
If materials are to be collected from the storage facility, the individual receiving the materials should sign
the Store Release Form. They will receive a copy of the SR. Once materials are released, tracking
becomes the responsibility of the consignee and the relevant program.
10.1.2 Delivered Materials
Should a Store Release include instructions that materials be delivered to another location, the logistics
department will prepare and ship the materials on a Waybill. The consignee will sign the waybill on
receipt of the materials and will retain a copy of the waybill. This ends the paper trail and Logistics’
responsibility.
Note; A single vehicle making deliveries to multiple locations on one trip requires Logistics to generate a
waybill for each location. This simplifies documentation and accounting for items as well as reducing the
risk of error.
10.1.3 Materials on Loan
The warehouse may store materials or tools that are withdrawn and returned by programs on a daily
basis. This will not result in a “real” increase or decrease in stock levels. In such cases, the warehouse
manager should open a simple “sign in / out” loan sheet for each item. The sheet will be held by the
warehouse manager or designate and if relevant, the item’s Warehouse Bin Card will note the total
quantity stocked and the quantity available for loan.
A warehouse may hold items that are used on a temporary basis but remain part of that warehouse’s
inventory such as tools or sheeting etc. This is not to be confused with materials being transferred.
A simple record card, kept with the Warehouse Bin Card / Stock Card will allow individuals to sign
materials in and out. There is no need to complete a Store Release Form or to adjust the stock level
unless these materials are transferred permanently to another location (when a Release form will be
used).
10.1.4 Operational Stock
Operational stock is a term used to define goods used for program and program support functions that
are routinely checked in and out of the warehouse for temporary storage and use. Operational Stock is
kept separately with a separate bin and stock cards than other similar items – clearly marked
“Operational Stock” distinguishing it from new materials thus, asserting there is no financial obligation to
operational stock transactions. Operational stock should be stored and organized per grant or location, if
possible. Operational stock is released from the store with a SR and/or waybill. These documents are
referred to when operational stock is returned to the warehouse to confirm quantities and condition. Any
discrepancies are noted and a Certificate of Disposal form is used, if required.

The Stock Record and Inventory Database will be adjusted accordingly and will note that the material
was returned.
Operational stock is used frequently and the goods may have a short life span. It is important to monitor
the condition and disposals made when necessary to prevent the accumulation of unserviceable items in
the warehouse.
10.1.5 Returned Materials
For a variety of reasons, materials dispatched may be returned to the warehouse. In these cases the
warehouse manager will generate a Goods Received Note that cross references the applicable Store
Release and Waybill and details the materials returned. “RETURNED MATERIALS” must be clearly
written on the Goods Received Note to distinguish the materials from a new order or shipment. As in the
case of Operational Stock, this relieves any financial obligation from the warehouse transaction. The
Stock Record and Inventory Database will be adjusted accordingly and will note that the material was
returned. Actual returned stock should be compared with an inventory list of the facility from which they
were returned – compiled from the Waybill or Store Release in terms of specification, quantity and
condition. Any discrepancies should be noted.
When possible, returned goods should be kept and stored separately from new items. It is often likely that
returned goods can be used in other locations and it is therefore important that program and other Mercy
Corps staff are aware of the presence of these items and their condition. Operational stock will need to
be inventoried at location upon receiving. For example a simple inventory sheet will be placed inside an
office door stating the number of chairs, desks, shelves etc. in the office.
Note: This simplified inventory system is not to be confused with asset tracking, where assets are
identified with asset tags and tracked using an asset register and asset movement forms. The purpose of
this method is to record the operational stock during the span of the operation, thus controlling the item
until returned.
10.1.6 Consumables
To ensure smooth operation consumables stock such as vehicle parts, motor oil, office supplies etc.
should be monitored and re-stocked stock levels go below optimum levels. The Inventory Database has a
warning feature programmed in to indicate such situation, but in any case it is the responsibility of the
warehouse staff to monitor the stock level. The Warehouse Manager should notify the appropriate officer
in charge of the materials, to re-order the goods if necessary. In the case of office supplies, it may be
best to dispatch large, monthly supplies to an office supply storage in the administration office or Office
Manager to prevent multiple, small transactions with the warehouse.
10.1.7 Gate Pass
In large warehouse operations, a Gate Pass is used as a secondary control measure. A Gate Pass is
issued by the Warehouse Manager and presented to the gatekeeper/guard who physically checks
quantities removed from the premises against quantities indicated on the waybill or store release.

Related Items
(Appendix II. 15) Gate Pass
(Appendix II. 16) Gate Pass Example
(Appendix II. 11) Store Release
(Appendix II. 3) Commodity Movement Waybill
(Section 8.2) Stock levels
11 INVENTORY CONTROL
This section outlines the procedures and responsibilities for tracking and reporting on material stocks and
movements in a warehouse.
The inventory or stock control is the definitive check on all items held by the warehouse.
Mercy Corps requires a thorough inventory control to be carried out at the end of each program or grant
and at the end of the Mercy Corps fiscal year. Year-end or grant-end inventory controls should include a
member of Mercy Corps Finance or an individual designated by them as part of a grant inventory check.
Mercy Corps also requires random counts in the warehouse to be carried out at least monthly by the
Logistics Manager. Additional inventory checks should be carried out as often as is required to ensure
against weak/incomplete documentation, theft or negligence by staff and to identify potential problems at
an early stage. Non-Logistics staff or an outside agency will undertake periodic inventories.
Accurate inventories are required by programs for planning and donor reporting purposes and are
required by Finance for insurance purposes. The Logistics Manager is responsible for ensuring that an
inventory control occurs as required or at a minimum, each month.
An inventory control will check that:
• Records are up to date.

• All records are complete.
• Quantities received, dispatched and stored correlate.
• Actual quantities correspond with documented quantities.
• Bin-cards are present, fully completed and up-to-date.
• Materials are in good condition and correctly stored - dunnage, spacing, protection, etc.
Inventory checks must be documented, signed off and approved by the Logistics Manager and those
officers who participated in the control. This documentation must be available for internal and audit
purposes.
11.1.1 Carrying out an Inventory Check
A valid inventory check requires time and concentration, the larger the inventory, the more time that is
required. An inventory check cannot realistically be carried out at the same time as normal warehouse
activities, therefore a cut-off point must be made and the check undertaken outside of working hours or
the facility closed for the period of time it takes to complete the inventory check.
There are two parts to an inventory control
1. Checking physical stock against inventoried stock.

2. Verifying that stock movement records support the documented balance.
• Generate a full inventory as of the cut-off point based on warehouse documentation.
• Generate an inventory list without the current stock levels. This is the form that staff will complete
as they physically count each item held in stock.
• For large inventories, consider two or more teams to undertake the physical counts.
• Make the physical count.
• A supervisor (the Warehouse Manager for routine checks) will undertake random counts behind
the team(s) to verify accuracy.
• Compare the physical count with the inventory generated at the cut-off point.
• Where there are discrepancies, check back through warehouse documentation for errors or
omissions and make a physical re-count of the item(s).
• Whether there are discrepancies or not, select a manageable number of (control) items to check
in detail. A representative selection should include high and low turn-over items as well as small
“attractive items”. (These could be cement and hammers for example).
• For control items, check that all the relevant documents cross-reference each other. Check total
quantity received, total quantity dispatched and current stock quantity. Quantity dispatched plus
quantity in stock should equal the total quantity received.
11.2 Stock Level Adjustments
11.2.1 Purpose
To outline the circumstances and procedures for adjusting non-asset stock levels.
11.2.2 Procedure
Should a discrepancy be noted between documented and physical stock levels, the Logistics and
Warehouse Managers have a responsibility to fully investigate the circumstances, determine if possible
the cause of the difference and to take the appropriate actions to prevent a reoccurrence of the error.
In the event of actual stock being greater than documented stock, the error will inevitably be the result of
weak warehouse procedures and documentation.
Every attempt must be made to find and rectify the error. This action must be followed up with staff
training and tighter supervision to avoid a reoccurrence.
In the event of actual stock being less than documented stock the following steps will be taken,
Check receipt and dispatch documentation for mathematical errors or omissions – going as far back as is
necessary (to the date of the last full inventory).
• Check that the Warehouse Register agrees with the documentation.
• Checks that the items (in the case of deficit) are not out on loan or are have been stored
elsewhere in the warehouse.
• Question both warehouse and security (if applicable) staff.
• Check the facility for signs of unauthorized entry.
Should the deficit be due to mathematical or documentary error, correct the appropriate entries and follow
up with staff training and tighter supervision.

Note; When making corrections, entries should be crossed through with a single line and the correct
entry made next to it (mistaken entries should still be legible under the single line). The correction should
be initialled by the Logistics Manager and explanatory notes attached if required.
Should the cause of the deficit be determined as theft, the Logistics Manager must take the appropriate
actions, including police involvement where applicable. If the value of the stolen items is of any
significance, the police must be informed. Besides investigating the theft, a police report will be required
for any insurance claim. The manner in which the theft happened must be determined if possible and the
appropriate steps taken to prevent a reoccurrence. In the absence of a clear reason for the discrepancy,
it is prudent to assume theft and take the appropriate actions.
The Certificate of Disposal form is used to document the removal of materials or equipment from an
inventory. In this case it is used to justify the decrease in a stock level.
11.3 Removal of Items from Inventory
Materials or equipment may have to be removed from inventory for various reasons.
The same procedures will be followed as for the removal of assets from inventory.
Related Items
12 DATA MANAGEMENT / FILING
This section provides guidance on how documentation can be managed for clarity and ease of access.
ALL DOCUMENTS MUST BE CROSS-REFERENCED.
12.1 Procedure
Each document will refer to the documents that precede and follow it. Under normal circumstances this
will allow an item to be traced back or forward from any point in the paper trail. The simplest method of
achieving this is to create files by form or document.
Receipts
File #1 Goods Received Note, GRN. These will cross-reference the PR, PO, invoice, supplier delivery
note or waybill that accompanied the item(s).
File #2 Waybills IN – These will cross-reference the GRN. In the case of a Mercy Corps waybill, the PR
and / or PO number should also be referenced.
Inventory

File #3 Item Stock Record Cards - These will reference the Goods Received Note, Store Release and / or
Waybill. They will also reference documents that reduce stock levels. (Certificate of Disposal,
Donation Certificate.)
Dispatches
File #4 Store Releases – will either be signed off by the recipient of the materials (as a receipt) or will
reference the waybill(s) on which the materials were delivered.
File #5 Waybills OUT – will reference the authorizing Store Release(s).
Monitoring
File #6 Inventory Reports and associated documentation.
Files may be arranged or sub-divided by sector and / or grant for ease of access to data.
13 REPORTING
Warehouse Managers must prepare a monthly report for submission to the Logistics Manager. A full
report on warehouse activities will include at a minimum:
1) An Executive Summary that outlines warehouse operations and any problems / anomalies for
the period.
2) The inventory report will be broken out by sector and grant and will be formatted as described
below:
• A balance of materials at the beginning of the period.

• Receipts for the period.
• Distributions for the period.
• Losses/anomalies for the period.
• Balance of materials at the end of the period.
Monthly summaries must be documented, signed off and approved by the Logistics Manager. This
documentation must be available for internal and audit purposes.
14 WAREHOUSE INSPECTIONS
This section provides a checklist that will assist warehouse management and staff to maintain warehouse
or storage facilities. Correctly maintained facilities are more efficient environments and reduce the risk of
loss, damage, or deterioration to materials stored in the facility.
All warehouse staff are responsible for maintaining the facility in the best physical and operational
condition possible. Warehouse management has a responsibility to implement routine facility
maintenance and inspections.

The following aspects of warehousing will be inspected,
The office is:

• securable.
• organized.
• clean.
• Accessible only by authorized staff.
The warehouse:
• Is securable.
• Accessible only by authorized staff.
• Is watertight.
• has all lights functioning.
• has fire equipment available and in order.
• has first aid materials available and in order.
• equipment such as forklifts are maintained and operational.
• floors are swept clean.
• isles are free of obstacles.
• has the correct spacing between materials and between walls and materials.
• materials are stacked safely.
• materials are stacked neatly.
• materials are stored off the ground on pallets or similar.
• materials are marked with up to date Warehouse Bin Cards.
• cleaning and maintenance material are available and neatly stored.
• staff rest areas and toilet facilities are tidy and clean.
The Logistic Manager can incorporate into the checklist additional considerations particular to a
warehouse.
Inspections.
The Warehouse Manager will make informal inspections of the facility on a daily basis and will take the
appropriate action to remedy any shortcomings.
The Logistics Manager will undertake a formal inspection of the facility at least twice per month or more
often if required.
A copy of the completed report (Inspection Checklist) will be visibly posted in the warehouse. This is part
of the process of encouraging warehouse staff to actively participate in maintaining warehouse
standards.
Related Items
(Appendix III.1) Warehouse Checklist: Physical Conditions
(Appendix III.2) Warehouse Checklist: Receiving Supplies
(Appendix III.3) Warehouse Checklist: Stock Records
(Appendix III.4) Warehouse Checklist: Storage Procedures

15 APPENDICES
(Appendix I.1) Warehouse Floor Plan Example
(Appendix II.2) Goods Received Note Example
(Appendix II.4) Commodity Movement Waybill Example
(Appendix II.6) Warehouse Register: Daily Transactions Log Example
(Appendix II.7) Stock Record
(Appendix II.8) Stock Record Example
(Appendix II.9) Warehouse Bin Card
(Appendix II.10) Warehouse Bin Card Example
(Appendix II.11) Store Release
(Appendix II.12) Store Release Example
(Appendix II.15) Gate Pass
(Appendix II.16) Gate Pass Example
(Appendix III.1) Warehouse Checklist: Physical Conditions
(Appendix III.2) Warehouse Checklist: Receiving Supplies
(Appendix III.3) Warehouse Checklist: Stock Records
(Appendix III.4) Warehouse Checklist: Storage Procedures

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Warehouse Management Policy and

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 3

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 4

Administration Finance Logistics

• General Office Management • Treasury • Procurement

• Communications • Payroll • Asset Management

Figure 1. Warehouse Management within the Program Support structure

Warehouse Officer National Staff Position Description

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 5

3.1.1 Location and Site

Warehouse facilities should be single storey structures.

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 6

3.1.3 Utilities and Services

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 7

4 ORGANIZATION of WAREHOUSE SPACE

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 8

4.3 Operating Schedules

4.4 Fire Safety

4.5 First Aid

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 9

There are basically four methods of storing materials,

Shelving offers the advantages of,

Pallets offer the advantages of,

(Appendix I.1) Warehouse Floor Plan Example

• Mercy Corps Goods Received Note.

5.1.1 Mercy Corps Goods Received Note

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 11

(Section 7) Receipt of Materials

5.1.2 Mercy Corps Waybill

Copy #1 Retained on file by the originator

Checklist for officers/staff initiating a waybill.

• All relevant sections are complete.

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 12

5.1.3 Warehouse Register

Register entries should include

5.1.4 Stock Record

The Stock Record should have the following information,

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 13

5.1.5 Warehouse Bin Card

5.1.6 Store Release

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 14

Original The Warehouse Manager.

5.1.7 Packing List

6 AUTHORITY and RESPONSIBILITIES

As with procurement activities, certain tasks and responsibilities must be segregated.

6.1 Schedule of Responsibilities

There are three distinct functions of a warehouse,

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 15

Typically, materials will enter a warehouse from three sources:

• From a supplier (new purchase).

7.1.1 Receiving Procedures

Materials will generally arrive with the following documents:

Officers accepting shipments should follow these basic guidelines.

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 16

If a carton appears damaged:

8.1 Responsibilities and Procedures

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 17

2) The GRN is uploaded to the Inventory Database

8.1.1 Items received “damaged”

• Returned to the dispatching facility.

Mercy Corps - Warehouse Management Policy and Procedures Guideline - 2006 18

8.1.2 Broken packaging resulting in loss

8.2 Stock Levels

• A safe volume of stock for the given storage space.