Far from the traditional image of humanitarian agencies flying in food from far-off lands, the World Food Programme (WFP) sources more than 65 percent of supply chain costs for food, goods and services in locations where we operate.

Whether it is sorghum in Mali and Sudan, maize meal in the Democratic Republic of the Congo, or large transport contracts in Darfur, WFP “buys local”, or at least regional, wherever possible. As the largest purchaser of staple crops in Africa, WFP also increasingly buys from smallholder farmers. 

Even in the depth of crisis, we turn to local suppliers, thereby supporting local economies. In Syria, in spite of the conflict, we purchase 100 percent of the salt we need for our operations from national producers, whom we have helped raise quality to meet international procurement standards.

To fulfil our mandate in tackling hunger, WFP bought more than 1.97 million metric tons of food – mainly cereals, pulses and specialized nutritious foods – worth US$1.4 billion in 2024. For our cash-assistance operations, we purchased an annual value of US$1.96 billion in cash-based transfers, which was spent in local retail markets. 

But for this food to be transported and delivered, we also need to procure an array of goods and services, ranging from fuel to vehicles and spare parts, ICT equipment and services, temporary and permanent infrastructure, storage, insurance and others.

To secure the availability of quality food, achieve on-time deliveries and reduce costs, WFP commodity experts – who come from backgrounds including economics, business, procurement and market intelligence analysis – design sourcing strategies that look at demand for the following 12 months and suggest how best to serve it.

Factors like seasonality, market intelligence and the choice of the best type of contract can produce important savings, allowing WFP to maximize the number of people it can assist. 

Buying specific foods right after the harvest season – when supply is highest and prices lowest – identifying opportunities for the purchase of large quantities of main commodities at favourable prices, and using contracts that allow WFP to obtain bulk purchase discounts – all result in obtaining quality products at competitive prices.

As well as supporting our own operations for the benefit of millions of people around the world, WFP’s experience and expertise in procurement can also be valuable to others. This includes governments – whose supply chains and social safety net programmes serve many more food-insecure people than WFP alone – as well as the private sector and other humanitarian agencies.

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