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The Logistics function in humanitarian organisations is made up of people, processes and systems working together to support efficient and effective delivery of services. Controls are normally put in place to monitor weaknesses, poor designs in projects and improper implementation of programs. Based on continuous monitoring, these weaknesses or shortfalls against targets or objectives set can be corrected or revised in order to continually improve performance, thus reducing . This reduces the risk of exposure and strengthening strengthens the response to needs. 

Monitoring and evaluation are integral parts of management and provide a link between planning and implementation. While monitoring focuses on the activities and outputs, evaluation focuses on the outcome and goals.

Monitoring is initiated at the beginning of a programme, project or emergency response and built is built into the design, assessment of the assessment and planning phases of the logistics aspect. It focuses on inputs and outputs and basically tracks and assesses implementation of the logistics aspect of the programme, project or emergency response. It is the continuous process of gathering logistics and programme information to measure against pre-set key performance indicators (KPI's), benchmarks or previously base-lined indicators that are aligned to the goals and objectives of the program.


Together monitoring and evaluation provide the basis for performance management. Also Another key to performance management is aligning performance metrics to the goals and objectives of the program.

Without alignment, monitoring and evaluation is ineffective as the direction in which the program is heading is unknown and therefore Aligning performance metrics ensures the M&E is unfocused and potentially disruptive to targeted and does not disrupt the program.

Without alignment you do not know what to monitor or how to evaluate it.