The current protocols used in humanitarian aid management date back to the 1970's. Since the introduction of these protocols, there is little evidence to suggest that a paradigm improvement in overall efficiency has occurred in humanitarian aid compared for example, to industrial process improvements within the same time frame. Fundamentally, humanitarian aid is an end-to-end process demonstrating similar aspects to any other business organisation (for profit or not). This raises the possibility that the use of supply chain theories, including the Supply Chain Operating Reference (SCOR), are relevant and can play a part in developing initiatives to improve the end-to-end process for humanitarian aid management. Through a case analysis of the "Waters of Ayole'", this paper will discuss how implementing SCOR in the planning process creates the potential for the development of logical and measurable frameworks to provide secure, practical protocols for the end-to-end process of the delivery of aid initiatives, which would at the same time reduce waste.