Dennis Kasievera

Professional Summary: I have sixteen (16) years of progressive experience enhancing cost-effectiveness and efficiency along the supply chain. I believe in integrating essential contracting functions to maximize service delivery, bringing value for money.  

April 2009 – To date       Logistics Assistant – Contracting and Operations 

                                        United Nations: World Food Programme (WFP) – Somalia (based in Nairobi, Kenya)

• Leading the implementation of the contracting cycle for WFP Somalia, monitoring and providing recommendations that enable timely tendering processes. 
• Participated in developing the Expression of Interest (EOI) questionnaire for each supply chain service. Each questionnaire per service enables specialization and division of labor, quality control/management, and helps generate specific Key Performance Indicators (KPIs) per service.
• Introduced a cost dynamics report. This analysis report establishes how adequate the supply chain capacity meets the operational needs and the implication of cost variation to WFP’s operations based on cost composition. E.g., changes in fuel pricing. 
• Pioneered the development of a multimodal transport contract. This aimed at eliminating losses experienced at Bossaso port by engaging several vendors. Multimodal transport reduces the risk because it advocates for one vendor to be engaged other than multiple vendors. In addition, the approach eliminated losses by 100%.
• Led a joint market assessment for the Berbera – Ethiopia overland corridor. The main objective was to justify that the transport rate (forty USD/MT) counteroffered to vendors for road transport from Berbera to Jijiga in Ethiopia was within the market rate. 
• Introduced vendor relationship management due to increased cases of rejection of award letter(s) upon issuance by WFP. This improved efficiency, understanding bottlenecks that led to contract rejection (s), and optimized service delivery. As a result, the rejection of contracts reduced from 25% in 2017 to 2% in 2021.
• Led close collaboration with operations and payment teams to align contracting activities with supply chain integration.
• Developed a market assessment tool that the Nairobi Regional Bureau recommended as the best in the region.

July 2022 – Oct 2022        Logistics Officer – Contracting (TDY) 

                                       United Nations: World Food Programme (WFP) – Kabul, Afghanistan

• Led the development of training manuals on contracting processes, cost dynamics analysis, presentation to the Local Transport Committee (LCC), market assessment procedures, and reporting. 
• Reviewed the overland transport contract from Pakistan to Afghanistan and proposed the inclusion of several clauses to enhance service delivery. I recommended the inclusion of Free-On-Truck origin to Free-On-Truck (FOT) destination to address the gray area on demurrage charges claimed by transporters. FOT origin to FOT destination pushes the responsibility of overhead costs to the transporter. 
• Proposed merging Customs Clearance contract with Transport contract for inbound cargo to Afghanistan, to one as Clearing and Forwarding (C&F) contract. Bundling the two agreements into one will reduce the fixed costs of running them separately. In addition, it will enhance efficiency and minimize documentation. 
• Trained the National staff on comparative and cost dynamics analysis. 
• Developed Expression of Interest questionnaires based on Afghanistan supply chain needs. 

Feb 2008 – May 2008     Warehouse Supervisor  

Non-Governmental Organisation: Lutheran World Federation (LWF) – Kakuma, Kenya

• Introduced the user department’s quality verification of inbound cargo on arrival—these reduced costs related to order returns by 50%. 
• Introduced segregation of duties based on commodities handled per storage unit, enhancing accountability. 

Jan 2005 – Jan 2008        Logistics Officer 

Non-Governmental Organisation: Salesian of Don Bosco (SDB) – Kakuma, Kenya

• Developed a strategic supply chain integration model. The cost-saving approach model helped to save 20% on operational costs by the end of 2015.
• Shifted from unplanned to planned periodic requisitions for all training departments. As a result, this approach reduced requisition documentation costs by 50%.

Jan 2014 – June 2016          Bachelor’s degree in Supply Chain and Procurement at St. Paul’s University, Kenya           

Jan 2010 – Dec 2011           Diploma in Business Management at KCA University, Kenya.

Jan 2003 – Dec 2004          Diploma in Logistics Management at PIMs College, Kenya.