Dear Joseph:
Good questions indeed!
I would first reply that logistics data is used not only for M&E purposes, but for logistics transactions, particularly determining how much of each vaccine or consumable to supply to each facility for routine immunization. So Logistics MIS data is very different from HMIS data. Data flows up the pipeline (as with HMIS), so that decisionmakers can make informed decisions on supplies flowing down the pipeline (the uniquely transactional element). This difference is essential when determining system requirements. For example DHIS is a widely used system for managing HMIS data, but so far has been unable to support the transactional requirements of supply systems--requistioning/order, order fulfillment, inventory management, etc. LMIS data can and should also be used for M&E purposes to monitor supply chain performance, and to validate (and be validated by) HMIS data on coverage. Now to answer your questions:
1. Key data requirements for logistics will vary, but at the most basic, the truly essential data items are consumption (dispensed or used, depending on the commmodity, or issued for use) and stock on hand. Optimally, losses and adjustments (from transfers, returns to inventory, etc.) should also be collected. For vaccines, other data might be included as well, related to cold chain monitoring (especially functionality of cold chain equipment) or wastage rates. Inventory data includes receipts, issues, stock on hand, batch/lot number, and expiry dates. For KPIs, one can measure reporting rates and timeliness, order fill rates, lead time for resupply, losses, emergency orders, and other indicators of supply chain performance. The benefit of using LMIS data to validate HMIS data is apparent when calculating or validating wastage rates. Wastage reported though HMIS can be independently verified by consumption and stock-on-hand data reported through the LMIS--the difference between reported doses administered (HMIS) and vials issued to vaccinators (LMIS), adjusting for remaining stock on hand, provides a basis for validating reported wastages, especially when aggregated at the district, regional, or national level.
2. There are a number of organizations with the necessary expertise to help programs determine logistics data requirements. I can only speak on behalf of JSI, which has been doing this work in many countries through a variety of projects and funders, and has gained recent experience integrating vaccines and related supplies into other health commodity LMIS and to a limited degree into integrated supply chains. Others might include AMP, BioForce, MSH, i+solutions, for example.
3. There are standard tools for assessing supply chains or elements (such as LMIS) within supply chains to assess current performance, identify gaps, and develop interventions
(PSM Toolbox is a good source, as is the
USAID | DELIVER PROJECT). LMIS assessments require a mapping of existing tools and systems, mapping data and resupply processes, mapping and engaging stakeholders, and identifying/mobilizing leadership and resources in the country. Ultimately, the assessment must make a strong "business case" for investing in new systems, and inform a strategic planning process based on a common vision of the end-state: data visibility to ensure availability of vaccines and related supplies, and efficient supply chains that constrain costs (to the degree possible) and manage risks. This is key to building the stakeholder commitment to make change happen. For change management, this requires a communication and training strategy at every step--let poeple know change is coming, how they (or their work) will benefit, what their roles will be, when they will be trained, how they will be supported, how performance will be monitored. There must be active and committed champions at every level who are engaged in decision-making about the new system, and who can be change agents among their peers. There must be user support resources for post-roll-out support and mentoring, troubleshooting, bug fixing, etc. The change management component is a long-term investment and must be factored into the total cost of ownership of any new MIS solution or IT system. And the entire system most not remain static--systems must be put in place to enable continuous improvement and evolution to happen based on changing circumstances--new vaccines, new approaches, new facilities, etc.
Sorry for the long-winded answer, but this is really only scratching the surface of a process that, to succeed, requires commitment and resources over the long term.
Chris