Enablers and barriers to implementing a digital logistics system: A qualitative evaluation of OpenLMIS for Nigeria’s vaccine supply chain

Ifeoluwa Adebola Noiki, Lola Aladesanmi, Suruchi Gupta, Patricia Mechael, Erica Layer, Smisha Agarwal and Dustin Gibson

PLOS Global Public Health, 2026, vol. 6, issue 9, 1-16

Abstract: Logistics management information systems (LMIS) strengthen health commodity distribution and decision-making. Nigeria introduced OpenLMIS, an electronic LMIS, in August 2021 to track COVID-19 vaccines, and a routine immunisation (RI) module was deployed nationwide in 2023. This evaluation examined enablers and barriers to effective implementation and sustained use. A qualitative design combined desk reviews of LMIS documents, 42 key informants interviews, and 16 structured observational assessments with Cold Chain Officers. Data collection occurred in three states, the Federal Capital Territory, Lagos, and Niger, and nine Local Government Areas (LGA; three per state), which were purposively selected to capture diverse operational contexts. OpenLMIS has been rolled out across all 835 Nigerian cold stores at the zonal, state, and LGA levels. Adoption was driven by strong government stewardship (through policy prioritisation, allocation of personnel, and facilitation of site access), particularly the National Primary Health Care Development Agency (NPHCDA), and consistent financial and technical support from partners, including Gavi, the Vaccine Alliance, the Clinton Health Access Initiative (CHAI), and UNICEF. Persisting challenges include high staff turnover disrupting continuity; limited user training, often online-only, and insufficient where connectivity is poor; unreliable power and internet are hindering timely data entry and access; and inadequate, unsustained funding for data bundles, which shifts costs to users and undermines utilisation and data quality. OpenLMIS is advancing digitisation and visibility of Nigeria’s immunisation supply chain for informed decision-making. However, qualitative evidence from national stakeholders and the 3 sampled, states indicate that to maximise its benefits, stakeholders should address individual-level disincentives (e.g., turnover, training gaps), invest in reliable power and connectivity, and ensure sustainable financing for data and system operations alongside continued improvement in functionality.

Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:plo:pgph00:0005581

DOI: 10.1371/journal.pgph.0005581

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