Management of the disaster relief supply chain : humanitarian aid and emergency logistics / Gyöngyi Kovács and Karen M. Management of the relief supply chain, however, does not include the development aid aspect of humanitarian logistics.
Chapter 1
Operation HESTIA is the contribution of the Canadian Forces to the humanitarian response to the earthquake that struck Haiti on January 12, 2010. Airline Ambassadors International8 Airline Ambassadors International (AAI) is mobilizing "the world's most valuable resource: men and women of goodwill - traveling to Make a difference." AAI cooperates with many other organizations and people, including "volunteer tourists", in the interests of doing work.
Chapter 2
For example, one of the donors hired and seconded trained personnel directly to the UNJLC. UNJLC was activated in Sudan in February 2004 to meet the needs of the humanitarian community in the South.
Chapter 3
The third section describes the proposed Thai aid supply chain response model and its simulated result. Possible types of activity constraints (non-exhaustive list) used in the aid supply chain response simulation model.
Chapter 4
Haiti is one of the poorest countries in the world with limited internal resources leading to Although these speeds were ambitious, they were achievable due to the urgency of the situation and the priority given to emergency dispatches. The first phase in the establishment of the US military base was also completed (CNNa, 2010).
The earthquake had a dramatic impact on the early stages of the relief operation, as the port of Port-au-Prince was rendered inoperable for several days due to the severe damage caused to both the infrastructure and the superstructure. The main characteristics of the logistics environments of the respective countries are shown in Table 4. In the case of the Wenchuan earthquake, a kind of freight relay system was deployed.
In Haiti, the impact of the earthquake was almost unprecedented in terms of human casualties.
Chapter 5
KPIs are developed both for individual elements of the supply chain (eg transport, warehousing, production) and more importantly for the supply chain as a whole. The top level of the map shows the physical elements that make up the supply chain including factories, ports, goods - Figure 5. Specific KPIs for each activity are shown in data boxes under each element of the chain.
Lead time – in terms of the ability to deliver the requested goods to the beneficiaries on time. Cost – in terms of the total costs of operating a supply chain, including production costs, transport costs and storage costs. Key Performance Indicator (KPI): Methods and Metrics for Measuring Supply Chain Performance.
KPIs can be used to evaluate the performance of the existing supply chain or evaluate alternative strategies.
Chapter 6
In most cases, multi-country cooperation is required, thus adding global implications to the development of aid efforts. As logistics efforts constitute a very significant part of humanitarian aid expenditure (van Wassenhove, 2006), many researchers are pointing out the crucial importance of having an efficient and effective logistics system. While the focus in the immediate response phase is one of time efficiency, the later reconstruction phase has a long-term focus and thus, deals with more predictable demand and the possibility to plan for constant schedules (Maon et al., 2009; Taylor and Pettit, 2009).
In particular, the chapter sheds light on two large European housing renovation programs with the aim of increasing understanding of the overall design of the supply chain. The chapter begins with a review of the relief supply chain literature, with a particular focus on supply chain design and performance in disaster recovery. The study's research methods are then presented, followed by empirical evidence from housing renovation programs.
The chapter reports the findings of a comparative analysis of two studies of reconstruction housing programs.
Housing
Another innovation is that emergency relief efforts rarely remain within the borders of individual countries. But as Kovács and Spence (2007) argue when it comes to humanitarian aid, an important distinction needs to be made between logistical activities dealing with 'ongoing aid work' vs. However, distinct phases can also be seen within disaster relief, such as such as preparation, immediate reaction and reconstruction (Kovács and Spence, 2007).
In other words, while reconstruction demand is fairly predictable, reconstruction supply chains dealing with post-military conflicts must consider the potential of renewed hostilities (Taylor and Pettit, 2009). Many families who had their homes damaged or destroyed were not among the most vulnerable beneficiaries, but did not have the resources to fully pre-finance their rapid reconstruction. In addition, since the 2000-2001 housing reconstruction program targeted approximately 12,000 homes, the houses to be assisted in reconstruction had to be carefully selected.
Finally, the damage assessment carried out by the International Management Group (IMG) in 1999 revealed problems with the supply of housing materials.
Housing
Quite comparable to other construction projects (see Fearne and Fowler, 2006), renovation supply chains are designed for temporary purposes, albeit without the potential reassembly of the same supply chain members for subsequent projects. Case study data were collected from members of the restoration supply chain as mentioned above, including a random sample of village committees, in in-depth interviews. Thus, humanitarian organizations involved in the needs assessment process become part of an already complex (recovery) supply chain (see Figure 1).
Reconstruction supply chains are also designed for a given time, following the temporality of the aid program that serves as their background. In the later phases of the program, material supply was organized through international open tenders for each municipality. This was caused by a lack of experience of suppliers in the housing material trade, as well as by the sheer scale of the Housing Reconstruction Programme.
A review of progress in the adoption of supply chain management (SCM) relationships in the construction industry.
Chapter 7
Exploration – the phase of bilateral contact where the parties test each other and present expectations; Expansion – a phase of increasing interdependence where trust and increased risk are typical signs. By local procurement we mean procurement in the area of a military peacekeeping operation.
To create a lasting peace, it is important to identify which dominant factors can stabilize a weak peace and, says Korac, underlines: “ ..the need for long-term peacebuilding initiatives that must critically include identifying and supporting local capacities for peace" (Korac 2006, p. 518). As the domestic market was immature – often only one supplier was available – NSE avoided a very close tie, as it was in their interest to get more than one supplier and they tried to take this into account when dealing with suppliers. . Local Source: is the source in the military peacekeeping operational theater area, defined by e.g.
Military Logistics: In accordance with the NATO definition: “The science of planning and executing the movement and maintenance of forces.
Chapter 8
The Australian Defense Force's doctrinal definition of logistics is: "The science of planning and executing the movement and maintenance of forces. The Berlin Airlift, just after World War II, was a classic early case of military involvement in humanitarian supply chains. 127 Military involvement in humanitarian supply chains. resistance ; provide limited administrative assistance and restoration of essential services.
These complexities make it particularly difficult to assess the level of performance and effectiveness of the military engagement, as well as the level of efficiency of the military and humanitarian supply chains. Disaster relief supply chains are characterized by ambiguous objectives due to the initial lack of knowledge of the disaster area. One of the key strengths of military supply chains lies in their self-sustaining autonomy.
FUTURE RESEARCH DIRECTIONS Some of the key roles of military organizations in humanitarian supply chains are discussed.
Chapter 9
For the military, the first step to better coordination is a better understanding of the aid community. Civil-military cooperation (CIMIC) has become increasingly important within the military as a necessary tool to assist the commander in successfully completing the mission. However, the military is not monolithic and the use of the word 'military' should be treated with caution (Connaughton, 1996).
On the other hand, military organizations receive resources to be prepared for a disruption (i.e., capacity development), while humanitarian organizations receive such resources only in response to a disruption (Kovács & Tatham, 2009). Conversely, those with lower overhead costs—the most valued indicator of efficiency—are often rewarded with additional voluntary donations. The DMTP Logistics Manual states that "the overall effectiveness of aid logistics often depends on the level of prior investment in transport and communications infrastructure and the extent to which aid requirements have been considered in planning" (DMTP, 1993, p. 12).
Military organizations may have specialized divisions and units (eg the army, navy, logistics and communications) that must be interoperable, but they still belong to the same army.
Chapter 10
While in the opposite sense, Fawcett et al. 2008) cite lack of trust as one of the most important barriers to effective management of supply chains and networks. This is all the more important in the case of disaster relief, when there are no prior rules, shared training or shared history. The initial development of trust is the focus of Meyerson et al. 1996) article outlining the psychological processes at work in building interpersonal trust and coined the phrase.
To achieve this, the chapter will begin by discussing hastily formed networks in the context of disaster relief in greater detail before a rapid trust model, developed from the work of Meyerson et al. 1996), will be used to examine the implications from the perspective of the leader of an HFRN. In the final section, a suggested avenue for further research is developed to help implement the concept. The concept of HFNs is therefore preferred over other similar concepts in the humanitarian context – although the rapid trust model is applicable to all of the above (cf. Majchrzak et al., 2007).
While it is suggested that such a newly formed team works towards a common goal and should combine the resources of otherwise independent organizations (Smith & Dowell, 2000), Fitzgerald (2004) argues the importance of a "catalyst" in the form of an individual or organization that coordinates (and ideally leads and monitors) the entire team.
