CDC/JSI FAMILY PLANNING

•

LOGISTICS MANAGEMENT

•

Pocket Guide to Managing

Contraceptive Supplies

DEPARTMENT OF HEALTH & HUMAN SERVICES

Centers for Disease Control and Prevention

National Center for Chronic Disease Prevention and Health Promotion

Atlanta, Georgia 30333 C C

CENTERS FOR DISEASE CONTROL

AND PREVENTION

D
This guide was prepared with the technical 

assistance and support of the Centers for Disease Contr

Prevention (CDC). The United States Agency for Intern

Development provided funding for the project throu

Participating Agency Service Agreement with 

CDC (HRN-P-00-9700014-00).
Pocket Guide to 

Managing Contraceptive 

Supplies

October 1998

Revised February 2000

PREFACE

The Pocket Guide to Managing Contraceptive Supplies addresses 

the most important components of any program that provides 

planning services—the logistics system that manages the deli

quality, and storage of contraceptive supplies. These supplies 

essential; without them, family planning services cannot be pr

This guide is for the staff of family planning or health clinics w

manage contraceptive supplies and for the supervisor who ov

these logistics activities. This booklet is not a complete logisti

its purpose is to be a quick reference for logistics formulas and 

principles to help you manage your supplies (both contracepti

other commodities) correctly and efficiently.

Part I of this Pocket Guide is a reference for staff in clinics and 

warehouses and for their supervisors. It explains the basic pri

of logistics, how to keep appropriate levels of contraceptive su

on hand, good warehouse practices to follow, how to use logi

data, and common logistics problems and their solutions.

Part II is for supervisors. It discusses the principles of supervis

contains a questionnaire for supervisors to use during superv

visits to assess logistics activities. Clinic staff can also use the 

questionnaire to informally evaluate their logistics system.

If you would like a complete textbook on how to manage 

contraceptive supplies, you can obtain a free copy of the Fami

Planning Logistics Guidelines by contacting:

Assistant Director for Health Policy and Communication

Division of Reproductive Health, MS K-20

Centers for Disease Control and Prevention

4770 Buford Highway, NE

Atlanta, GA 30341-3717 USA

Phone: (770) 488-5200

Fax: (770) 488-5374

E-mail: ccdinfo@cdc.gov

Web site: http://www.cdc.gov/nccdphp/drh

Additional copies of this Pocket Guide can also be obtained fr

address.
Acknowledgments

This Pocket Guide was written by Susanna Binzen of the 

Centers for Disease Control and Prevention, based on texts 

written by CDC (Family Planning Logistics Guidelines, 1993), 

Family Planning Logistics Management project of John Snow

Inc. (Family Planning Logistics Management Course of Septemb

1995, Contraceptive Fact Sheets: A Tool for Logistics Advisors, 19

and Concepts of Logistics System Design by Richard Owens an

Timothy Warner, 1992) and the Family Planning Manageme

Development project of Management Sciences for Health 

(“Improving Contraceptive Supply Management” in Volum

Number 4 of The Family Planning Manager, 1992 and The Fam

Planning Manager’s Handbook: Basic Skills and Tools for Manag

Family Planning Programs, James Wolff, Linda Suttenfield, an

Susanna Binzen, Eds., 1991).

The author would like to thank the following colleagues for 

their helpful suggestions and expert reviews of the text: 

Timothy Johnson, Tim Miner, Diego Berrio, Marion Aldrich, 

Jack Graves, David Gittelman, Lori de Ravello, Suzanne Hurl

and Mary Schauer of the CDC; Rich Owens, Barry Chovitz, 

Glenn Dixon, and Jamie Browder of FPLM/JSI; Jane Hutchin

of PATH; John Crowley of USAID; Bernard Mijoni of the 

National Family Welfare Council of Malawi; and Dhanhang 

Limbu of the Child Survival/Family Planning Services Proj

in Nepal. The author is indebted to Barbara Lord of CDC fo

her excellent graphics and layout skills.
TABLE OF CONTENTS

INTRODUCTION

WHAT DOES CONTRACEPTIVE LOGISTICS MEAN? ————

BRIEF LOGISTICS GLOSSARY —————————————

PART I

MANAGING CONTRACEPTIVE SUPPLIES —————————

Essential Logistics Data ———————————————

The Stock Card ———————————————————

The Daily Activity Register ——————————————

The Requisition and Issue Voucher———————————

The Maximum/Minimum Inventory Control System———

Assessing Your Supply Status —————————————

Ordering Supplies ——————————————————

FOLLOWING GOOD WAREHOUSING PRACTICES —————

First-to-Expire, First-Out (FEFO)————————————

When Contraceptive Supplies Arrive——————————

Shelf Life and Storage Conditions ———————————

When to Check Contraceptive Quality —————————

How to Check Contraceptive Quality —————————

Problems with Contraceptive Quality —————————

Managing Complaints about Contraceptives ——————

Conducting a Physical Inventory ———————————

Warehouse Space Requirements ————————————

USING LOGISTICS DATA ———————————————

Forecasting —————————————————————

Couple-Years of Protection ——————————————

COMMON LOGISTICS PROBLEMS, PROBABLE CAUSES, 

POSSIBLE SOLUTIONS————————————————

PART II

SUPERVISING SUPPLY MANAGEMENT ——————————

Principles of Supervision ———————————————

Conducting a Site Visit ————————————————

Contraceptive Supply Manual—————————————

Resources for Further Information —————————

Index ——————————————————————

1

INTRODUCTION

What Does Contraceptive Logistics Mean?

The contraceptive logistics system is a vitally important 

any program that provides family planning services. It 

system that is responsible for getting the contraceptives 

the manufacturer to the family planning client. It encom

a number of activities along the way, such as transportin

storing the contraceptives, maintaining adequate supply 

and keeping records. If the logistics system is not workin

service delivery sites will not have the contraceptive sup

their clients need.

The purpose of a contraceptive logistics system is to get 

right quantities of the

right contraceptives to the

right places at the 

right time in the

right condition at the

right cost.

In other words, the staff who manage contraceptive sup

need to determine

how much (quantity and cost)

of what (contraceptive) needs to go

where (what location) 

when and 

how to get it there in good condition

To provide family planning clients with good contracep

services, you must make sure that you have

■ The right amount of supplies on hand (not too man

too few).

■ Contraceptives of good quality (not expired, not 

damaged).

■ A full selection of the contraceptive methods that y

program offers and clients request.
2

Brief Logistics Glossary

The following logistics terms are used in this guide.

Contraceptive method: A category of contraceptive, such as 

oral contraceptives, intrauterine devices (IUDs), injectable 

contraceptives, and condoms.

Contraceptive product: The method and brand name of a 

contraceptive. Different brands of the same contraceptive 

method are considered to be separate products. For exampl

Lo-Femenal® and Microgynon® are different brands of 

combined oral contraceptive pills, and are separate 

contraceptive products.

Dispense (to user): To provide a contraceptive or other item 

its ultimate user (the client). A service provider dispenses 

contraceptives to a family planning user at a clinic or other 

outlet.

Dispensed-to-user data: The number of units of a product 

(usually a specific brand or contraceptive method) provided 

clients of family planning services (contraceptive users) ove

specified time period.

Issue: To provide a contraceptive or other item to a storage 

service delivery facility. A storage facility issues supplies eith

to an outlet or to another storage facility (but not to a user). 

Lead time: The interval between the time that supplies are 

ordered (or allocated) and when they are received and availa

for use.

Outlet or service delivery point: A clinic or other site where 

contraceptives are dispensed to users.

Review period or order interval: The routine interval betwe

reviews of stock levels to determine whether an order should 

placed, or between regularly scheduled orders of supplies.

Stockout: When an outlet or storage facility has no stock on 

hand of a particular item.
3

PART I

Managing Contraceptive Supplies

To properly manage any activity, including contraceptiv

supplies, a manager must

➠ Get the necessary information.

➠ Analyze it.

➠ Decide what to do.

➠ Act!

For example, a manager in a family planning clinic coul

receive a report on the number of cycles of pills dispens

users in the most recent quarter, calculate the average m

consumption and notice that it has increased since the la

report, analyze how long current supplies of pills will la

that supplies will run out before the next scheduled ship

and place an emergency order for pills or borrow some 

another facility.

Essential Logistics Data

The person in charge of managing contraceptive supplie

service delivery site needs to have the following inform

about each contraceptive product used at the outlet.

■ Stock on hand: What is the quantity of usable prod

hand? (Sources of information: stock cards and phy

inventory)

■ Rate of consumption: What quantity is being dispen

users each month, on average? (Sources of informati

daily activity register or monthly or quarterly repo

■ Losses and adjustments: What quantity of supplie

being lost in the system, and why? (Sources of 

information: stock cards or other inventory records
4

The Stock Card

Each contraceptive product (each brand of each method) in 

storage area should have a Stock Card. This card provides 

essential information on the quantities of stock on hand of th

product, any losses or adjustments to the inventory, and lea

time. It is sometimes called an Inventory Control Card or, wh

kept with the supplies, a Bin Card.

The purpose of the stock card is to provide an up-to-date reco

of all transactions (the quantities of that product that have be

received and issued or otherwise disposed of) and the amou

currently in stock. 

Use the stock card in the following situations:

➠ Every time stock is added to the shelf or removed from the sh

Enter the date and the amount on the stock card, and 

calculate the new balance on hand.

➠ Whenever a physical inventory is conducted. The quantit

found during the inventory should be written on the sto

card. Any difference between the physical count and th

calculated balance should be noted in the Loss/

Adjustment column and explained in the Remarks 

column.

➠ Whenever supplies are lost (such as due to damage or 

expiration) or there are any other adjustments to the sto

quantity such as samples taken to test the quality.

Lead times can be calculated for each product by counting 

number of days between the date the order was placed (if th

outlet places orders) and the date the supply arrives and is 

available for use. Both dates should be noted on the stock ca

The card on the next page is just an example. Stock cards ca

record other important information in addition to that shown 

the example, such as the price, source, and expiration date o

the contraceptive.
5

Stock Card

Product: Combined orals—Lo-Femenal Warehouse Location: Aisle A Row 1Stock Number: 47201

Maximum Stock Level: 4 monthsMinimum Stock Level: 2 monthsUnit of Packing: 100 cycles per box

Maximum Quantity: 1,360 cyclesMinimum Quanity: 680 cyclesMost Recent AMC: 340 (6/98)

Date

Requisition 

and Issue Quantity Balance 

on Hand Remarks Voucher 

Number From/To Requested Received Issued Loss/ Adjust

6/10/98 880 Balance brought 

forward

6/15 322 To Dr P 200 6807/2 323 To Reg Warehs 7007/6 324 To Nurse S 100 5807/10 323 Fr RW 700 1,280
6

Filling Out the Stock Card

Product should include both the contraceptive method and 

brand.

Warehouse location describes where in the storage facility t

product is kept (this is needed only if the storage area is larg

Stock number is the number assigned to the product by eith

the manufacturer or the central warehouse (this may not be 

necessary in some systems).

Maximum stock level and Minimum stock level refer to 

highest and lowest levels that should be maintained for this 

product at this outlet, expressed as months of supply (the 

Maximum/Minimum inventory control system is explained 

page 13).

Unit of packing is the number of individual pieces contain

in the standard package for this product.

Maximum quantity and Minimum quantity are the high

and lowest quantities that should be on hand for this produc

this outlet, at current rates of use. The stock levels are 

multiplied by the Average Monthly Consumption (AMC) to 

these quantities (explained on page 16). Write these quantit

in pencil, as you must recalculate them regularly. Always 

express quantities as individual pieces, not as larger units su

as boxes or cartons.

Date refers to the date of the transaction being recorded. Th

date is used to calculate average lead time.

The Requisition and Issue Voucher number column recor

the number on the voucher used for the transaction. 

From/To indicates where the supplies are arriving from or t

whom or to what facility they are being issued.
7

The Quantity Requested, Received, and Issued colum

used whenever this contraceptive is ordered/requested, 

received from the warehouse, or issued from the storage 

Record the amount and date (and voucher number if 

necessary). 

The Loss/Adjustment column is used to record any non

standard changes to the inventory, such as damaged or e

contraceptives removed from stock, a correction after a ph

count, or quantities removed to conduct quality testing.

The Balance on Hand should be calculated whenever a

stock is added or removed. Compare the new total with 

maximum and minimum quantities at the top of the car

When a physical count is done, enter the number counte

this column.

The Remarks column should be used to explain entries 

Loss/Adjustment column and any other needed clarific
8

The Daily Activity Register

The Daily Activity Register records information on every cli

who comes to the family planning outlet, what contraceptiv

product she or he received (by method and brand), and how 

many units were dispensed to this client. 

The data in the daily activity register are summarized in 

monthly or quarterly reports. This dispensed-to-user 

information is the best kind to use for logistics calculations, 

because it shows exactly what quantities are being dispensed 

users and the rate of consumption (how many units per mont

A daily activity register can be a big sheet of paper or a book

An example is on the next page. The register should collect 

following information:

■ Date

■ Name of client

■ Client number (assigned by the program)

■ Client type (new client or revisit) if your program track

clients this way

■ Number of units of contraceptives (e.g., cycles of pills, 

individual condoms, doses of injectable contraceptive) 

dispensed at this visit, by

✖ Method of contraception (Oral contraceptive, IUD, 

injectable, Norplant®, condom, foaming tablet, refer

for sterilization)

✖ Brand of contraceptive (for example, Oral—LoFemenal® and Microgynon®; IUD—Copper T and 

Multiload)

The daily activity register can also collect other client-specifi

data your program needs for management and planning. In 

example here, the register is used to track referrals for 

sterilization and natural family planning.
9

DAILY ACTIVITY REGISTER

Clinic name: Month: Year:

Date Client name

Client 

number

Quantity of Contraceptives Dispensed at this Visit Referrals

Client 

Type

Combined Oral 

Contraceptives

ProgestinOnly Orals Injectables IUDs

Condoms

Foaming Tablets

Sterilization

Natural Family Plan.

New

Revisit

Microgynon

Lo-Femenal

Eugynon

Ovrette

Microlut

Depo-Provera

Noristerat

Copper T

Multiload

Nova T
10

The Requisition and Issue Voucher

In facilities that order their supplies, the Requisition and Iss

Voucher (RIV) is used to place an order for supplies and as 

receipt when the supplies are delivered. It is signed at each s

of the ordering and delivery process. 

The RIV should have one original and three copies. One co

should be kept by the person placing the order when the ord

is placed; a second by the person preparing the shipment; a 

third by the person receiving the order; and the final copy is 

returned to the person who shipped the order, as assurance t

the shipment arrived. Some programs may wish to have an 

additional copy for approving officials.

In push or allocation systems where stock transactions are 

initiated by higher-level facilities, an Issue Voucher is used 

instead. This form is completed in quadruplicate by the issu

warehouse, which keeps one copy as a record of shipments 

process. Three copies accompany the supplies; one copy is k

by the receiving facility, one is kept by the shipper, and the 

remaining copy is returned to the warehouse as proof of rece
11

REQUISITION AND ISSUE VOUCHER

 

 Voucher No: ___

Date: _______________ Ship to: ____________________

 ____________________

 ____________________

Requisition Issue

Rem

Article Quantity 

on Hand

Quantity

Requested Shipped Received

REQUISITION

Requested by: ____________________________ Date: ______

Approved by: _____________________________ Date: ______

ISSUE

Approved by: _____________________________ Date: ______

Shipped by: _____________________________ Date: ______

RECEIPT

Received by: _____________________________ Date: ______
12

ISSUE VOUCHER

 Issue Voucher Number: ___________

Date: ___________ Ship to: ______________________________

 ______________________________

 ______________________________

Serial 

number Article

Quantity Issued

Remar

Shipped Received

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

Approved by: _______________________________ Date: ________

Shipped by: _______________________________ Date: ________

Received by: _______________________________ Date: ________
13

The Maximum/Minimum Inventory Control System

Using a Maximum/Minimum (Max/Min) inventory con

system will help you to prevent both over-stocking (whi

leads to wasted contraceptives) and shortages or stocko

contraceptive supplies. A Max/Min system makes sure 

the amount of stock on hand is always between establish

maximum and minimum levels.1

In this system, each organizational level of the program 

assigned maximum and minimum levels for its supplies

Maximum and minimum levels are expressed in numbe

months of supply. For example, a clinic might be requir

keep a maximum of four months’ worth of supplies on h

all products and a minimum of one month; a regional 

warehouse might have a maximum of six months and a 

minimum of three. 

To find out the maximum and minimum quantities for 

contraceptive product, multiply the level by that produc

Average Monthly Consumption.

The Average Monthly Consumption (AMC) is equival

one month's supply. It is usually the monthly average o

quantity of that product that has been dispensed to user

during the past 3 months. (The information on the quan

dispensed is taken from the daily activity register or sum

reports of dispensed-to-user data.)

1. The system described here is called a forced ordering system in w

products are ordered on a fixed schedule. To read about other variat

the Max/Min inventory control system, please see the Family Plannin

tics Guidelines.

Average

Monthly

Consumption

=

Quantity dispensed

in 3 months 

3
14

However, if the amount dispensed has been erratic and has n

followed a general trend, then the average should be calcula

based on the most recent 6 months.

The AMC must be calculated separately for each contracept

product (method and brand). The AMC should be recalcula

regularly, either every time you place an order or on a month

or quarterly basis.

Worksheet for Calculating Average 

Monthly Consumption (AMC) 

Three-month average

+

Amount dispensed

three months ago

+ Two months ago

+ Last month

Total =

÷ 3 =

= Average Monthly 

Consumption

Six-month average

+

Amount dispensed 

six months ago

+ Five months ago

+ Four months ago

+ Three months ago

+ Two months ago

+ Last month

Total =

÷ 6 =

= Average Monthly 

Consumption
15

Setting Maximum and Minimum Levels

In some family planning programs, maximum and mini

levels are set for all facilities by the central office. If you

program does not have an established policy, you may w

set your own. The instructions here are for a forced ord

pull system, in which outlets order their supplies on a re

schedule. Other systems would set maximum and mini

levels somewhat differently.

To set maximum and minimum levels, follow these step

➠ Calculate your Average Lead Time by looking at p

records of orders and deliveries on the stock cards 

copies of the requisition and issue voucher and taki

average. If there are very large variations in lead ti

your system, it is safer to use the longest lead time 

than the average.

➠ Determine the Safety Stock, which is expressed in m

and should be equal to at least half the time betwee

regular orders (called the Order Interval or Review P

or regular deliveries. If there are usually great fluctu

in demand during the year or if deliveries are unre

then the safety stock should be set higher. 

The Minimum Stock Level is equal to safety stock (in m

of supply) plus average lead time (in months). 

Safety Stock

(in months) +

Lead Time 

(in months) = Minimum SLevel

Worksheet for Calculating Minimum Stock Leve

Safety Stock

(in months) +

Lead Time 

(in months) = Minimum SLevel

+ =
16

To get the Maximum Stock Level, add the order interval or 

review period to the Minimum Stock Level.

Calculating Maximum and Minimum Quantities

The maximum and minimum stock levels (in months) are 

multiplied by the AMC to get the maximum and minimum 

quantities. 

Minimum Stock 

(in months) +

Order Interval 

Stock

(in months)

= Maximum Stoc

Level

Worksheet for Calculating Maximum Stock Level

Minimum Stock 

(in months) +

Order Interval 

Stock

(in months) =

Maximum Stoc

Level

+ =

Maximum stock 

level (months)

AMC = Maximum quantity 

(number)

Minimum stock 

level (months)

AMC = Minimum quantity 

(number)
17

Whenever you recalculate the AMC, you should also 

recalculate the maximum and minimum quantities and n

new numbers on the stock card. 

Whenever contraceptive supplies are received or issued a

quantities are entered on the stock card, you should com

the new balance on hand with the maximum and minim

quantities. If supplies for any contraceptive commodity 

below the minimum level, ask yourself the following que

■ Was this an exceptional circumstance, or is demand 

that contraceptive generally increasing? If so, recal

the AMC.

■ Are resupplies late in arriving? If so, find out why 

whether the problem can be corrected. If not, incre

safety stock level.

Worksheet for Calculating Maximum and Minimum Qua

Maximum 

stock level

Minimu

stock le



Average 

Monthly 

Consumption



Aver

Month

Consum

=  Maximum 

Quantity =  MinimQuant
18

Assessing Your Supply Status

To make sure your supplies are adequate, do the following 

calculation for each of your contraceptive products.

This calculation will tell you how long your current supply w

last if consumption stays at the current rate. If the months o

supply on hand are less than the time remaining before you

next delivery of supplies, then you may need to arrange for 

emergency delivery.

The following is an example of months of supply on hand f

four contraceptive products.

Stock on 

Hand ÷ AMC = Months of Supply oHand

Worksheet for Calculating Months of Supply on Hand

Stock on 

Hand ÷ AMC = Months of Supply oHand

÷ =

Product Stock on 

Hand ÷ AMC Months Supply

Lo-Femenal®

Combined Orals

470 cycles 180 2.6

Ovrette® ProgestinOnly Orals320 cycles 45 7.1

Blue & Gold Condoms 1,200 

condoms

420 2.9

Depo-Provera® 520 vials 92 5.7
19

Ordering Supplies

Whenever you are ready to order supplies, you should 

recalculate the AMC with the most recent figures and 

recalculate the maximum and minimum quantities.

To order supplies (from a warehouse) or issue supplies (

outlet), use the following formula for each contraceptive 

product:

Maximum 

Quantity  ̄

Stock on 

Hand  ̄

Stock on 

Order = OrdQuan

Worksheet for Calculating Order Quantity

Maximum Q

– – Stock on 

= = (Su

– – Quantity already on 

(but not re

= = Quantity to 
20

Following Good Warehousing Practices

Proper warehousing means storing supplies so that product

are always available, accessible, and in good condition.

To make sure contraceptives are not damaged while they ar

being stored, follow the guidelines below. Outlets that dispen

few contraceptives may keep their supplies on a shelf or in 

cabinet rather than in a storeroom, but the same principles 

apply.

GUIDELINES FOR PROPER STORAGE

Clean and disinfect the storage area regularly.

Store contraceptives in a dry, well-lit, and well-ventilated storag

area out of direct sunlight.

Make sure no water can leak into the storage area.

Make sure fire safety equipment is available and accessible.

Store cartons of condoms away from electric motors and 

fluorescent lights.

Stack cartons of contraceptives at least 10 centimeters (4 inches) o

the floor, 30 centimeters (1 foot) away from the walls and from 

other stacks, and no more than 2.5 meters (8 feet) high.

Arrange the cartons so that the identification labels and expiratio

dates or manufacturing dates are visible.

Store contraceptives in a manner accessible for First-to-Expire, 

First-Out distribution (described next), for counting (such as 

during an inventory), and for general management.

Store contraceptives separately, away from insecticides, chemical

old files, office supplies, and other materials.

Separate and dispose of damaged or expired contraceptives 

without delay, according to local and donor regulations.

Assure proper security.
21

First-to-Expire, First-Out (FEFO)

To make sure contraceptives do not expire before they a

dispensed, follow the First-to-Expire, First-Out policy, k

as FEFO. The idea behind this system is to always use t

oldest stock first.

➠ When cartons of contraceptives arrive, clearly mark 

carton with the date of expiration, as described in the 

following section.

➠ Stack the cartons by date so that the older supplies are 

of or in front of the newer supplies and can be reac

most easily.

➠ Issue the oldest supplies first, making sure that they a

near or past their expiration date.

When Contraceptive Supplies Arrive

When contraceptive supplies arrive, follow these proced

➠ Look for their date of expiration. If the box is marked w

date of manufacture instead, calculate the expiratio

by adding the shelf life (given in the table on the nex

to the manufacture date. 

➠ Write the expiration date on the box in large letters an

numbers.

➠ Think about the expiration date, and make sure there 

enough time left before expiration to allow for som

storage both by the program and (if pills, condoms

spermicides) by the client before the products are u

the expiration date is too close, return the product t

supplier to prevent dispensing expired contraceptiv

mistake.

➠ Check the cartons for any damage before you open the

there is any damage, you will need to examine the co

carefully. You should also make a note on the stock 

and the requisition and issue voucher that these ite

arrived damaged.

➠ Check a few of the contraceptives to make sure they ar

good condition and not damaged. (See “How to C

Contraceptive Quality” later in this section for mor

details.) 
22

Shelf Life and Storage Conditions

If stored under proper conditions, contraceptives will remai

effective for a number of years after their manufacture; this 

period is known as their shelf life. Contraceptives should b

stored under the conditions described in the table below to ha

their full shelf life.

Information on the product packaging supersedes the 

information in this table.

Type of 

Contraceptive

Required 

Storage Conditions Shelf Life

Oral 

Contraceptives

Store away from direct 

sunlight in a cool, dry 

location.

5 years

Condoms Below 40°C.

No long exposure to high 

humidity, direct sunlight, or 

ozone. Don't store near 

chemicals.

3–5 years

IUDs 15–30°C.

Protect from direct sunlight 

and excessive moisture.

7 years

Spermicides 15–30°C.

No extreme fluctuations in 

temperature or humidity.

3–5 years 

(5 years for 

USAID-donated

3 years for othe

Norplant® Below 30°C.

Dry location.

5 years

Injectable 15–30°C.

Away from direct sunlight.

Store vials upright.

4–5 years 

(4 years for 

USAID-donated

5 years for 

others)
23

When to Check Contraceptive Quality

It is very important to make sure that the contraceptives 

good condition before they are distributed. Contracepti

quality should be checked at several points:

➠ When contraceptive supplies arrive, the staff in cha

managing supplies should examine both the outer b

the inner boxes for signs of damage. 

➠ The staff who dispense contraceptives should check 

before dispensing them.

➠ If the supplies are in good condition on arrival and 

dispensed within 6 months, they should not have t

checked again unless there is an unusual situation, s

flood damage. 

➠ If the supplies remain in storage longer than 6 mont

the storage conditions are poor (for example, high h

humidity), they should be checked periodically. 

How to Check Contraceptive Quality

The following steps will help you conduct a thorough ch

➠ When contraceptive supplies arrive or when condu

routine inspection, take a random sample from one 

of the cartons. It is important that the sample be take

throughout the carton, not just one section. For exa

take an inner box from the top, bottom, and one or m

the sides of the carton. 

➠ From each of these inner boxes, select one or two 

individual product units (e.g., IUDs or pill packets)

➠ Inspect their quality and record the findings. 

➠ When the inspection is complete, make certain to re

each unit to the inner box from which it came. 

➠ Return all inner boxes to the carton. 

➠ Date and initial the carton and note that it has been 

inspected.
24

Contraceptives are produced in lots or groups. For exampl

500,000 condoms are produced at one time; they are all in on

lot and all have the same lot number. Each lot has its own 

unique lot number. If supplies of a contraceptive have more 

than one lot number, be sure to take a sample from each lot. 

sure to record the lot number with your findings.

When you are inspecting the contraceptives, look for the 

following warning signs and reject any products that show 

these signs:

CONTRACEPTIVE QUALITY WARNING SIGNS

Do Not Use or Distribute If:

Oral Contraceptives

■ Pills are visibly damaged (broken, cracked, crumbled, 

discolored).

■ The aluminum packaging for any of the pills is broken.

■ The packet is missing any pills.

■ There are signs of deterioration (brown spots, pill crushe

easily).

Condoms

■ Any condom packets in the batch are brittle or otherwis

damaged.

■ Any condom packets in the batch have yellowed.

■ The seal of the condom packet is not intact.

IUDs

■ The sterile packaging has been broken or perforated.

■ Any of the product contents are missing from the packag

Note: The effectiveness of copper-bearing IUDs is not damaged if th

copper darkens or tarnishes.

Injectables

■ Solid material remains on the bottom of the vial even aft

vigorous shaking.

■ The cap is no longer on the glass vial.

Note: If the contents of the vial have separated, shake the vial imme

ately before using. The solution must always look milky white, witho

solid material, to be used.
25

CONTRACEPTIVE QUALITY WARNING SIGNS — CONTIN

Do Not Use or Distribute If:

Implants

■ The implant’s sterile packaging is broken.

■ One or more of the capsules is missing or discolored 

white).

■ One or more of the capsules is broken or bent.

Spermicidal Jelly

■ The jelly tube is wrinkled or leaking.

■ The applicator cannot easily be screwed onto the top 

tube.

Foaming Tablets

■ The package has broken or missing tablets.

■ The package is puffy (this indicates a moisture leak)

■ The foil laminate has cracks.

■ The tablets are discolored (they should be white).

■ The tablets are soft, wet, damp, or crumble easily.

Diaphragms

■ The package seal is damaged.

■ The diaphragm looks dirty (only the service provide

needs to check for this).

■ The diaphragm shows holes or cracks when held up 

light (only the service provider needs to check for th
26

Problems with Contraceptive Quality

If you detect a problem with a contraceptive when receiving 

supplies, doing a periodic random check, dispensing a 

contraceptive, or through documented complaints by client

then the contraceptives in that box or lot number should be 

more thoroughly examined. Take a sample (as described earl

in How to Check Contraceptive Quality) and see if other un

also have the problem.

If the defective contraceptive that was found initially seems 

be the only one with a defect, dispense the rest to clients, but 

even more alert than usual to problems or complaints.

If others in the box have problems, mark the box "Potentiall

defective" and set it aside where it will not be used. Report 

problem to your supervisor. Make sure to include the follow

information in your report: 

If it is determined that the contraceptives are defective, they 

should be disposed of according to government and donor 

regulations.

CONTRACEPTIVE QUALITY PROBLEMS REPORT

■ Product

■ Brand

■ Lot number(s)

■ Manufacturer

■ Donor or provider

■ Nature of complaint or problem

■ Source(s) of complaint or information

■ Number of complaints

■ Transportation history

■ Storage history
27

Managing Complaints about Contraceptives

All complaints from clients about contraceptives should 

taken seriously. Not only is the health of the clients extr

important, but so is their confidence in the contraceptive

clients doubt the quality of the contraceptives, they prob

will not use them and may lose faith in the program’s se

Whenever there is a complaint from a client, collect the 

following information and write it down:

■ Date of the complaint 

■ Product 

■ Brand 

■ Formulation or type 

■ Lot number

■ Nature of the complaint 

You will need this information later if you submit a repo

your supervisor, as described above.

Try to determine whether the complaint is actually due 

quality problem. For example, a provider may complain 

the copper IUDs are discolored or that the injectable solu

has separated, but in fact they are still effective and safe 

Sometimes a so-called problem is not really a problem w

product but rather reflects a lack of knowledge by the cl

provider. This situation can be handled by providing co

information and some reassurance.

If complaints are due to an identified or suspected quali

problem (e.g., pills crumbling, condoms breaking), look a

more samples of that brand and lot for more evidence o

problem. If other units from that lot also have the probl

remove that supply from use, document the problem, an

report it to your supervisor.

If supplies from one lot have a quality problem and you 

have supplies from other lots, inspect samples from thos

as well.
28

Whenever there is a problem with quality, try to determine t

reason for it. Were the supplies stored inappropriately? Ar

they known to have suffered poor conditions during transpo

Were they nearing expiration when they arrived? If the caus

something that can be prevented in the future, make sure to 

take steps to correct it.

Remember, clients must receive contraceptives of good qual

and they must be satisfied with the contraceptives they receiv

Take every complaint, and every suggestion, seriously.

Conducting a Physical Inventory

A physical inventory is a count of all the contraceptives in sto

Its purposes are to: 

■ Verify that the quantity on the shelves is the same as th

quantity listed in the stock-keeping records.

■ Correct the records if necessary.

■ Determine how many items of stock are not usable due 

damage, loss, or expiration and remove them.

■ Identify any corrective actions that need to be taken to 

ensure that contraceptives are safely and effectively 

received, stored, and accounted for.

■ Provide an opportunity to organize the storeroom.

Staff should conduct an inventory at least once a year. 

Inventories should be conducted more often if there are man

discrepancies between the actual balances on hand and the 

balances listed on the stock cards or if the outlet is small. Sm

outlets would not have to follow as formal a process as the o

described next, but staff should frequently check the actual 

amounts on hand against the stock card.
29

To conduct an inventory in a facility with a substantial s

of contraceptives: 

➠ Choose a date in advance, and set a cutoff date severa

earlier. The inventory should include only contrace

that are received or shipped before that date. Any 

contraceptives received after the cutoff date should 

aside (and not entered into the records) until after t

inventory.

➠ Prepare the inventory area. Make sure that all stock r

are up to date, cartons are neatly stacked so that all 

commodities are readily accessible, and any partial 

cartons are visible and not concealed under full car

➠ Arrange for staff to be present the day of the inventor

cartons will need to be moved and restacked.

To be accurate, two people should do separate physical 

and then compare them. If the two counts are not the sa

recount should be made of the items in question until the 

of the discrepancy is discovered.

Develop a clear procedure to record the count: 

➠ Begin at one end of the aisle and work to the other 

before starting the next aisle (if your storage area is 

large).

➠ Go from the top of the shelves to the bottom. Do n

any stacks or rows. 

➠ Record all counts in single units (i.e., numbers of cy

pills, numbers of condoms) rather than cartons or b

because the quantity of their contents varies. Be su

count the actual quantities in partial (open) cartons

➠ If the same contraceptive method has different bran

formulations, count and record each brand or formu

separately.

➠ If any supplies are damaged or expired, record this 

information on a separate sheet specifically for dam

and expiration. Remove these supplies from the st
30

The staff conducting the inventory should also look for any 

contraceptives that are due to expire shortly, and record the 

expiration date and the quantity of those contraceptives.

When the physical inventory is complete, compare the physi

count for each item with the amount on the stock card. If th

are any discrepancies, you will have to try to find the cause

Discrepancies could be caused by:

■ Miscount during the current inventory or a previous 

inventory.

■ Items previously removed from inventory or received in

inventory but not recorded on the stock cards.

■ Missing a carton during the inventory.

■ Damaged or expired contraceptives recorded on a separ

sheet but not deducted from the balance on the stock ca

■ Items not in their proper place.

■ Theft.

Record the reasons for any discrepancies on the physical 

inventory form. 

When the inventory and stock card amounts have been 

reconciled, do the following:

➠ Record the amounts on the stock cards and write “Physi

Inventory” in the remarks column.

➠ If the inventory amount is different from the calculated 

amount, note in the remarks column that you are maki

a correction, for example, “Corrected by physical count” 

“Found expired during inventory.”

The inventory record form should be signed and dated by t

person(s) who performed the inventory and the manager in 

charge of supplies. The form should be filed as a permanent 

record.
31

In larger warehouses that handle many products, this com

physical inventory process may be disruptive if the facil

very busy. It is always best to choose the least busy time 

or quarter to take a complete physical inventory.

An alternative method is cycle counting or continuous 

physical inventory. With this method, one or a few pro

are counted at a time each day, week, or month, rather t

closing down the warehouse and counting everything o

same day. The sampling procedure might be simple (for 

example, count one product during the first week of eac

month, so that everything is counted at least once per ye

more targeted (count all expensive or fast-moving items 

per year, and count the rest only once). Cycle counting 

strategies require more thought, but are less disruptive t

routine warehouse operations.
32

PHYSICAL INVENTORY

Program: ______________________________ Warehouse/Location: _________________________

Product Lot No. or Bin No. Expiration Date Balance on Hand Balance on Stock Cards Discrepancy Comments

Comments:Signature: _____________________ Signature: _______________________ Signature: ______________________Title: __________________________ Title: ___________________________ Title: __________________________Date: _________________________ Date: __________________________ Date: __________________________
33

Warehouse Space Requirements

If the demand for contraceptives is growing and your st

space is already near capacity, you may have to arrange 

more storage space.

To calculate the amount of storage space that will be need

the following: 

➠ Pick a date in the future (however far ahead you ar

planning). 

➠ For each contraceptive, estimate what the Average 

Monthly Consumption (AMC) will be at that time i

current trends continue. (See the next section on 

Forecasting for how to do this.) 

➠ For each contraceptive, multiply the maximum stoc

by its estimated AMC to see how many units of eac

contraceptive will need to be stored. 

➠ Use the following formula to calculate the total stor

space for each contraceptive product:

Calculating Storage Space Requirements

This will give you the volume of storage space required in 

feet or meters. After calculating the space needed for eac

contraceptive product, add them together. 

Number of 

cycles/units 

to be stored

÷

Number of 

cycles/units 

per carton

= Number of ca

Number of 

cartons Carton size(volume) = Storage sp

required
34

If your calculations are for a large supply of contraceptives, y

must remember that cartons should be stacked no more than 

meters high, so you need to divide by 2.5 to determine the 

minimum required floor space in square meters. Then, to all

room for aisles (if your storage facility is that large), handlin

and ventilation, you should at least double the floor space. 

Finally, take the square root of this figure to calculate the leng

and width of the room you will need, or calculate another 

length-by-width combination. Use the following formulas, 

information, and worksheet for your calculations. 

Storage space 

required

÷ 2.5 = Floor space

Floor space 2 = Total space require

 Total space 

required = Length and width of floor space

Carton sizes (volumes) for USAID-donated contraceptives

Condoms (6,000 units) 0.11 meters3 3.7 feet3

Oral contraceptives 

(1,200 cycles)

0.04 meters3 1.3 feet3

IUDs (200 IUDs) 0.04 meters3 1.3 feet3

Injectable 

(Depo-Provera®) 

(400 vials)

0.04 meters3 1.3 feet3

Vaginal foaming tablets 

(4800 tablets)

0.05 meters3 1.6 feet3
35

Worksheet for Calculating Storage Space

Quantity of units

  How many units per c

Volume of cartons 

(in cubic meters)

  Add together volume 

all contraceptive prod

 2.5  Height limit of stacks 

(2.5 meters)

  Square meters of floo

to be taken up by box

2 2 for handling space, 

room for aisles

  Total square meters

 Take the square root

  Length Width of flo

space
36

Using Logistics Data

Forecasting

You may find it useful to analyze your data on contraceptiv

dispensed to users to look for trends and to make a forecast 

plan ahead. Although official contraceptive forecasting for a 

family planning program is usually done at the central leve

outlet staff can benefit from doing their own forecast, 

particularly if demand is changing. Even if you don’t do a 

complete forecast, it can be useful to examine trends in 

contraceptive use. Increasing demand for contraceptives cou

mean that the outlet may have to arrange for more 

contraceptive storage space or more service delivery space, h

more service providers, or make other adjustments.

To do a simple outlet-level forecast, follow these steps for ea

contraceptive method (and for each brand or formulation if y

dispense more than one): 

➠ Collect all your data on the number of contraceptives 

dispensed to users (for example, 810 cycles of LoFemenal® dispensed in Quarter 1, 792 dispensed in 

Quarter 2, etc.)

➠ The more data you have, the more accurate a picture y

will have. If you are doing a forecast by year, try to have 

least 3 years of past data; if you are doing a quarterly 

forecast, have at least 6 quarters of data.

➠ For each contraceptive, plot on a graph the amount tha

was dispensed to users for each time period (year or 

quarter). 

➠ See if you can detect a trend. (If you are doing a quarte

forecast, you may see a seasonal trend.)

➠ If you see a basically linear trend (i.e., when the points 

connected, they form a fairly straight line), continue th

line in that same direction into the future, up to the poi

for which you are making the forecast.
37

➠ Look at the date in the future for which you are mak

forecast, and see where the projected line intersects 

you are looking at quarterly data, this point refers t

amount to be used in one quarter; if annual data, th

amount used in one year.

The following figure shows a forecast based on six quar

worth of data.

The figure indicates that by the tenth quarter, the outlet m

using almost 900 cycles of Lo-Femenal® per quarter.

Unfortunately, dispensed-to-user data rarely fall neatly 

straight lines. If there is no linear trend, use the semi-av

technique:

➠ Divide the data into two equal time periods and ca

the average for each period. 

➠ Plot these two points on the chart, connect them wi

line, and continue that line to the right.

900

850

800

750

700

Quarters



1 2 3 4 5 6 7 8 9 10

Number of cycles of Lo-Femenal dispensed to users
38

This figure also indicates that by the tenth quarter, the outle

may be using almost 900 cycles of Lo-Femenal® per quarter

With any of these techniques, you must also consider what 

factors might cause a change in the lines’ directions. Future 

demand could be affected by current or future events, such 

campaigns advocating more long-lasting contraceptive 

methods, an increase in condom use for HIV prevention, or n

providers offering contraceptives or services. Looking to the 

past, if the program experienced any stockouts, then use of 

stocked-out contraceptives would have been lower than actu

demand. In this case, you may wish to estimate what use 

would have been if there had been enough supplies, and us

that figure instead.

The farther into the future a forecast is made, the less accurat

is likely to be, so you must do new forecasts periodically. 

Once you make a forecast, keep it and refer to it. Your estim

of future use is just a guess; you have to monitor the actual u

to see how accurate your estimate was. If there is a significa

difference from your estimate, try to figure out why. What 

could you have known that you didn’t know? What happen

that you might have anticipated? What happened that you 

couldn’t have anticipated? Is the discrepancy large enough t

you may need to modify your forecast and future orders?

Semi-Average



Quarters 1-3 Quarters 4-6

700

750

800

850

900

Number of cycles of Lo-Femenal dispensed to users

10
39

Couple-Years of Protection

Couple-Years of Protection (CYP) is a tool for looking at d

the quantities of contraceptives that have been dispense

estimating how many clients (or couples) those contrace

served. CYP is sometimes used to evaluate a program o

targets. It can also be used to analyze a clinic or program

method mix.

CYP translates products into people; if one couple woul

4 doses of injectable contraceptive in a year, then 8 dose

injectable dispensed are equivalent to two couples, or tw

CYPs.

Family planning outlets may wish to take their dispense

user logistics data (i.e., how many of each kind of contrac

were dispensed in a year) and estimate how many CYPs 

provided. Standard CYP calculations are presented in th

on the next page; they allow for conditions such as lost a

damaged supplies and early removal of IUDs and impla

Your program may wish to use different conversion fact

based on local practices or conditions if you have accura

on usage rates.
40

How to Calculate Couple-Years of Protection (CYPs)

Contraceptive 

Method Factor Description

Pills (cycles) ÷ 15 15 cycles per couple per yea

Condoms

(pieces/units)

÷ 120 120 units per couple per yea

IUDs

(pieces/units)

3.5 On average provides 3.5 yea

of protection

Injectables

(vials/doses)

 Depo-Provera®

 Noristerat®

÷ 4

÷ 6

4 units per couple per year

6 units per couple per year

Norplant®

(units)

3.5 On average provides 3.5 yea

of protection

Sterilization

(procedures)

10 (Asia, 

Latin Am.) or 

8 (Africa, 

Near East)

On average provides 10 or 

8 years of protection
41

In the example below, a clinic has taken its dispensed-to

data for the previous year and analyzed its method mix

CYPs can also translate people into products; if you hav

estimate of how many people you will serve, you can ca

how many contraceptives you will need. To do this, use 

numerical factors in the table on the previous page, but fo

condoms, and injectables multiply the factor instead of 

dividing. For example, if you plan to provide 100 couple

pills, multiply 100 by 15. For IUDs and Norplant®, no 

multiplication is necessary because the number of coupl

becoming acceptors of these methods is the same as the n

of IUDs or Norplant® sets that would be required for th

Contraceptive 

method

Units 

dispensed CYPs % metho

Oral Contraceptives 750 50 24.

Condoms 3,000 25 12.

IUDs 16 56 27.

Injectable (Depo®) 144 36 17.

Norplant® 5 17.5 8.

Sterilization 2 20 9.

Totals 204.5 10
42

Common Logistics Problems, Probable Causes, 

Possible Solutions

The following table presents five common logistics problem

along with their probable causes and possible solutions.

Problem Probable Causes Possible Solutions

Undersupply Poor forecasting Improve the data used for 

forecasting.

Inaccurate or 

incomplete counts 

of products on hand

Review inventory control 

procedures (i.e., record 

keeping and inventories).

Seasonal increase in 

product use

Adjust order amounts or iss

amounts for seasonal 

variation.

Oversupply Poor forecasting Improve the data used for 

forecasting.

Inaccurate or 

incomplete counts 

of products on hand

Review inventory control 

procedures (i.e., record 

keeping and inventories).

Seasonal decline in 

product use

Adjust order amounts or 

issue amounts for seasonal 

variation.

Decline in use due 

to client preference

Train staff to deal with side 

effects and rumors, or adjus

forecasts if trend continues.

Same product is 

now available from 

other sources

Improve coordination with 

other programs; investigate 

why clients use other sourc

Damaged 

Stock

Improper handling Give feedback to warehous

staff; increase supervision to 

improve handling procedure

Improper storage Review policies on proper 

storage of supplies; increas

supervision of storage; repa

or renovate storage facilities

reduce product exposure to 

light, water, chemicals, and 

pests.
43

Expired 

Stock

Oversupply (See solutions for overs

above)

Failure to use oldest 

product first

Use First-to-Expire/First

procedures; improve 

warehousing practices.

Accepting products 

at or near expiration 

date

Implement a policy that 

products must have a 

minimum shelf life rema

when they are received

Not used because 

of deterioration of 

packaging

Improve storage proced

use damaged items for 

training; implement poli

to receive damaged pro

Stock 

Records 

Disagree with 

Physical 

Inventory

Incorrectly recorded 

receipts and issues 

or faulty arithmetic

Take greater care in rec

entries and in computat

simplify forms and reco

conduct refresher traini

staff; obtain calculators

Tardy entries of 

transactions

Encourage prompt entr

checking of all transact

Use of improper 

accounting units

Implement policy that 

everyone uses the sam

(e.g., cycles of pills, not 

cartons).

Failure to conduct 

physical inventories 

frequently enough

Ensure that inventories 

conducted periodically.

Same product 

stored in different 

locations

Consolidate all of the sa

product in one location

Theft, pilferage Improve security.

Problem Probable Causes Possible Solution

45

PART II

Supervising Supply Management

This section is intended for the person who supervises th

responsible for managing contraceptive supplies. In add

logistics staff can use this section to informally evaluate 

logistics system.

Principles of Supervision

Good supervision is essential to a well-run family plann

program. A supervisor’s primary job is to guide and su

staff so they can perform their tasks well. The superviso

make sure that staff have the knowledge and skills to car

their logistics activities; this can mean providing on-the-

training if an employee’s skills need improvement.

It is extremely important for a supervisor to notice and 

comment on things that are being properly managed as w

to solve problems.

A supervisor’s tasks are to:

■ Praise and reinforce good work.

■ Support employees by helping them get what they n

do their jobs well.

■ Work with staff to resolve problems.

■ Identify staff training needs.

■ Train staff in the necessary skills, or arrange for tra

■ Follow up on problems and requests.

■ Motivate staff and remind them of the principles and 

of the family planning program.

■ Ensure that established logistics guidelines and 

procedures are known and followed.
46

Conducting a Site Visit

When a supervisor visits a service delivery site, the 

contraceptive logistics system is one of the aspects of the 

program that should be examined. The supervisor can use 

or some of the following questions, grouped by category, to 

check whether the logistics system is operating properly. 

Any “No” answer indicates a problem that should be 

addressed.

Inventory Management

Yes No

Record keeping:

Are the inventory records up to date? 

(Check the stock cards/inventory 

control records to see how recently 

they have been used.) 

Are the inventory records accurate? 

(Do they agree with what’s on the shelves?)

Is the arithmetic correct? 

Are complete records kept of the quantities

of contraceptives dispensed to users? 

Do the calculated quantities on the

stock cards generally agree with the

inventory quantities? 

Stock levels:

Are the stock levels for each 

contraceptive between the minimum 

and maximum levels? 

Has the Average Monthly Consumption 

been calculated recently and accurately? 

Has the outlet successfully 

avoided stockouts? 47

Yes N

Quality assurance:

Is there a system for performing 

quality checks to ensure that 

contraceptives are usable? 

Are contraceptives checked for 

quality immediately before they are 

dispensed to users? 

Are all reported problems documented? 

Physical inventory: 

Is a physical inventory conducted at least 

once a year? (In a small facility it should 

be every one to two months.) 

Ordering:

If the outlet orders its supplies, are orders 

placed on time in order to maintain 

inventories between the set maximum 

and minimum levels? 

Are the quantities to order calculated 

correctly? 

Reporting:

Are reports submitted on time? 

Are any reports missing in the 

last six months? 

Are reports filled out correctly? 

Is the information in the reports accurate? 
48

Yes No

Disposal:

Is there an annual survey of expired 

or damaged contraceptives, or physical 

inventories when unusable contraceptives

are set aside? 

Are damaged or expired contraceptives

removed and disposed of according 

to program guidelines? 

Materials:

Is there a logistics or supply manual 

available to the staff? 

Is there an adequate supply of the correct 

forms for reporting and ordering? 

Storage Conditions 

Properly stacked supplies:

Are cartons stacked no more 

than 2.5 meters high? 

Are stacks off the floor 

(on pallets or shelves)? 

Are stacks away from the wall? 

Is there adequate space 

(at least 30 centimeters/1 foot) 

between stacks? 49

Yes N

Organization:

Are the most frequently used 

commodities stored in an 

easily accessible place? 

Are the contraceptives stored 

separately by method and product? 

Are the unusable contraceptives 

stored away from the usable ones? 

Preventing expiration:

Are the boxes clearly marked 

with expiration dates? 

Are the boxes arranged according 

to FEFO? (Are the commodities that 

will expire first kept in front or in a 

more readily accessible location?) 

Temperature:

Is the temperature of the storage 

area below 40°C? 

Ventilation:

Are there fans or a ventilation system 

to circulate air throughout the storage 

area during hot weather? 

Dryness:

Are the floors and walls dry? 

Are roofs, windows, and doorways 

without leaks? 
50

Yes No

Work space: 

Is there sufficient storage space for 

all the needed commodities? 

Is the storage area large enough to 

allow for distributing, receiving, 

and checking supplies? 

Lighting:

Is there sufficient light to read 

product identification marks 

and labels easily? 

Are contraceptives protected from 

direct sunlight and fluorescent light? 

Cleanliness:

Is the storage area clean, tidy, 

and free of dust? 

Orderliness:

Are only contraceptives and other 

necessary supplies kept in the 

contraceptive storage area? 

(Chemicals should be kept away 

from contraceptive supplies, and 

the area should not be cluttered with 

broken medical equipment, old files 

and materials, and other objects.) 

Preventing damage:

Are open condom cartons kept 

away from electric motors, 

fluorescent lights, and heat? 51

Yes N

Pest-free:

Are storage areas free from signs 

of pests and rodents (live or dead 

insects, insect eggs, cartons that 

show signs of chewing or boring)? 

Security and safety:

Is there a security system that limits 

access to the storage area? 

If the storage area has doors and 

windows, are they secured? 

Are fire extinguishers readily accessible? 

Access:

Is an authorized person with a key 

available during all service hours 

so that clinic staff can get supplies 

when they need them? 

If you answered NO to any of the questions above, then 

situation needs to be corrected. Remember that a manage

is to: search out the necessary information, analyze it, de

consultation with staff what actions need to be taken, an

act.

If there is a problem, begin by talking with the employe

ask them the reason (or reasons) for the problem. Then 

with them to develop a solution.

If you find a problem on one visit and work with the sta

identify a solution, you should check that situation again 

next visit to see if things are going well or more assistan

needed.
52

In addition to asking the questions above, a supervisor mus

consider the following situations:

■ Has there been a change in demand lately? (Look at th

trend in Average Monthly Consumption) 

■ Have there been any shortages or stockouts? (If so, ident

the cause)

■ Have there been any problems in getting supplies (such 

delays and insufficient quantities sent)?

■ What is the rate of loss of commodities in the system (i

loss due to expiration, damage, disappearance, etc.)? I

this rate so high that it constitutes a problem?

■ What are all the logistics activities that have been well 

managed lately?
53

Contraceptive Supply Manual

A manual that describes how the contraceptive supplies s

is organized and managed is an essential tool for both th

worker and the supervisor. Both new and experienced s

need to be able to look up logistics procedures.

The contraceptive supply manual should describe how 

■ Properly store all contraceptives.

■ Calculate the AMC and maximum and minimum 

quantities.

■ Order supplies (regular orders and emergency orde

the facility orders its own supplies.

The manual should also contain the following:

■ The Max/Min levels to be maintained.

■ The schedule of ordering and delivery.

■ All the forms used in the clinic and instructions for 

them out.

■ Supervisory tools, instructions, and guidelines.

■ Job descriptions for the person(s) in charge of mana

supplies.

Such a manual would usually be produced by the progr

central office. If one does not exist, the supervisor shoul

upon the central office to produce one.

55

RESOURCES FOR FURTHER INFORMATION

Available from the Assistant Director for Health Policy and 

Communications, Division of Reproductive Health, Center

Disease Control and Prevention, Mail Stop K-20, 4770 Bufo

Highway, NE, Atlanta, GA 30341-3717 USA Phone: (770) 48

Fax: (770) 488-5374 Web site: http://www.cdc.gov/nccdph

Family Planning Logistics Guidelines, Centers for Disease Contr

Prevention and the Family Planning Logistics Management 

John Snow, Inc. December 1993. Spanish edition, Guías Log

Para Programas de Planificación Familiar, June 1996.

Available from the Family Planning Logistics Management pr

John Snow, Inc., 1616 North Fort Myers Drive, 11th Floor, Ar

VA 22209 USA Phone: (703) 528-7474 Fax: (703) 528-7480 

Web Site: http//www.jsi.com/intl/fplm

Pipeline Monitoring and Procurement Planning System User’s Gu

(PMPP Version 1.2). March 1998.

Contraceptive Fact Sheets: A Tool for Logistics Advisors, Family Pl

Logistics Management Project, John Snow, Inc. January 199

(continuously updated).

Contraceptive Guidelines for Refugee Settings. January 1996.

Directives de Logistique pour la Planification Familiale (French ve

the Logistics Guidelines). December 1995.

Pest Management for Warehouses Storing Contraceptive Products 

Developing Countries. Prepared for FPLM by the Program f

Appropriate Technology for Health (PATH), July 1994.

The Forecasting Cookbook: A Commodity Forecasting and Requirem

Estimation Manual for Family Planning and AIDS/STD Preven

Programs. December 1994.
56

Available from the Family Planning Management Development 

project, Management Sciences for Health, 891 Centre Street, Bost

MA 02130 USA Phone: (617) 527-7766 Fax: (617) 527-1363

Web site: http://www.msh.org

Management Strategies for Improving Family Planning Services: The 

Family Planning Manager Compendium, Janice Miller and James 

Wolff, Eds., Family Planning Management Development Projec

Management Sciences for Health, 1996.

“Improving Contraceptive Supply Management,” The Family Plann

Manager, September/October 1992, Volume I, Number 4. 

The Family Planning Manager’s Handbook: Basic Skills and Tools for 

Managing Family Planning Programs, James Wolff, Linda Suttenfi

and Susanna Binzen, Eds. Kumarian Press, West Hartford, 

Connecticut, 1991.
57

INDEX

Average lead time––––––––––––––––––––––––––––––––––––––

Average Monthly Consumption (AMC) –––––––––––––––––––

formula ––––––––––––––––––––––––––––––––––––––––––––

worksheet ––––––––––––––––––––––––––––––––––––––––––

Bin card ––––––––––––––––––––––––––––––––––––––––––––––

Carton sizes (volumes) –––––––––––––––––––––––––––––––––

Complaints about contraceptives–––––––––––––––––––––––––

Contraceptive method ––––––––––––––––––––––––––––––––––

Contraceptive product––––––––––––––––––––––––––––––––––

Contraceptive quality how to check––––––––––––––––––––––––––––––––––––––––

managing complaints ––––––––––––––––––––––––––––––––

problems with ––––––––––––––––––––––––––––––––––––––

when to check–––––––––––––––––––––––––––––––––––––––

Contraceptive quality problems report––––––––––––––––––––

Contraceptive supplies, receipt of ––––––––––––––––––––––––

Contraceptive supply manual –––––––––––––––––––––––––––

Couple-Years of Protection (CYPs) –––––––––––––––––––––––

how to calculate –––––––––––––––––––––––––––––––––––––

Daily activity register–––––––––––––––––––––––––––––––––––

example ––––––––––––––––––––––––––––––––––––––––––––

Damaged stock ––––––––––––––––––––––––––––––––––––––––

Dispense––––––––––––––––––––––––––––––––––––––––––––––

Expiration date ––––––––––––––––––––––––––––––––––––––––

Expired stock––––––––––––––––––––––––––––––––––––––––––

First-to-Expire, First-Out (FEFO) –––––––––––––––––––––––––

Inventory control card ––––––––––––––––––––––––––––––––––

Inventory form ––––––––––––––––––––––––––––––––––––––––

Inventory management, supervisory questions ––––––––––––

Inventory, physical –––––––––––––––––––––––––––––––––––––

Issue –––––––––––––––––––––––––––––––––––––––––––––––––

Issue voucher –––––––––––––––––––––––––––––––––––––––––

example ––––––––––––––––––––––––––––––––––––––––––––

Lead time –––––––––––––––––––––––––––––––––––––––––––––

Logistics data

essential––––––––––––––––––––––––––––––––––––––––––––

using ––––––––––––––––––––––––––––––––––––––––––––––

Logistics problems, common ––––––––––––––––––––––––––––

Losses and adjustments–––––––––––––––––––––––––––––––––

Lot number –––––––––––––––––––––––––––––––––––––––––––

Maximum and minimum levels––––––––––––––––––––––––––

formula ––––––––––––––––––––––––––––––––––––––––––––

Maximum and minimum quantities ––––––––––––––––––––––

calculating––––––––––––––––––––––––––––––––––––––––––

Maximum/Minimum Inventory Control 

System (Max/Min)–––––––––––––––––––––––––––––––––––

Method–––––––––––––––––––––––––––––––––––––––––––––––
58

Order interval–––––––––––––––––––––––––––––––––––––––––––––

Ordering supplies ––––––––––––––––––––––––––––––––––––––––– 

formula –––––––––––––––––––––––––––––––––––––––––––––––– 

Outlet––––––––––––––––––––––––––––––––––––––––––––––––––––

Oversupply––––––––––––––––––––––––––––––––––––––––––––––– 

Physical inventory ––––––––––––––––––––––––––––––––––––––––– 

example of form –––––––––––––––––––––––––––––––––––––––– 

Problems and possible solutions ––––––––––––––––––––––––––––– 

Product ––––––––––––––––––––––––––––––––––––––––––––––––––

Quality of contraceptives ––––––––––––––––––––––––––––––––––– 

Rate of consumption –––––––––––––––––––––––––––––––––––––––

Receiving contraceptive supplies –––––––––––––––––––––––––––– 

Requisition and issue voucher––––––––––––––––––––––––––––––– 

example –––––––––––––––––––––––––––––––––––––––––––––––

Review period ––––––––––––––––––––––––––––––––––––––––––––

Safety stock ––––––––––––––––––––––––––––––––––––––––––––––– 

Sample––––––––––––––––––––––––––––––––––––––––––––––––––– 

Semi-average technique –––––––––––––––––––––––––––––––––––– 

Shelf Life ––––––––––––––––––––––––––––––––––––––––––––––––– 

Site visit –––––––––––––––––––––––––––––––––––––––––––––––––– 

Stock Card–––––––––––––––––––––––––––––––––––––––––––––– 4

example –––––––––––––––––––––––––––––––––––––––––––––––

Stock on hand–––––––––––––––––––––––––––––––––––––––––––––

Stockout––––––––––––––––––––––––––––––––––––––––––––––––––

Storage conditions, supervisory questions –––––––––––––––––––– 

Storage guidelines ––––––––––––––––––––––––––––––––––––––––– 

Storage space requirements

formula –––––––––––––––––––––––––––––––––––––––––––––––– 

worksheet–––––––––––––––––––––––––––––––––––––––––––––– 

Supervision, principles of––––––––––––––––––––––––––––––––––– 

Supplies, ordering ––––––––––––––––––––––––––––––––––––––––– 

Supply manual–––––––––––––––––––––––––––––––––––––––––––– 

Supply status, assessing –––––––––––––––––––––––––––––––––––– 

Trends in contraceptive use ––––––––––––––––––––––––––––––––– 

Undersupply ––––––––––––––––––––––––––––––––––––––––––––– 

Warning signs for contraceptive quality –––––––––––––––––––––– 
The Pocket Guide to Managing Contraceptive Supplies is f

one of the most important people in any clinic or out

that provides family planning services—the person who 

in charge of managing the supply of contraceptives.

This brief guide to contraceptive supply manageme

provides easy-to-use information on

How to keep the right amount of supplies in stock

How to store contraceptives properly

How to order the correct amount of supplies

How to make sure the contraceptives are of 

good quality

The Pocket Guide also contains these helpful practic

tools:

worksheets for calculation

sample supply management forms

step-by-step instructions