Humanitarian Supply Chains & Disaster Relief Management - Assignment Example

Humanitarian supply chains & disaster relief management Table of Contents Serial Description Page 1. Introduction 5 2. Research Hypothesis 7 3. Aims and objectives of research 7 4. Literature Review 7 5. Methodology 12 6. Conclusions 16 7. Recommendations 17 8. Appendix 20 Humanitarian supply chains & disaster relief management Executive Summary This study is concerned with the various impacts of humanitarian logistics and supply chain activities in the context of disaster management. There could not be much of a differentiation between for profit enterprises’ and not-for-profit organizations and institutions’ when it comes to supply chain management and logistics because, both essentially focus upon the correct and desirable channelizations of goods, services and utilities from the point of donor/production to the ultimate consumer/recipient. Again, “New nonprofit leaders and managers have to develop at least basic skills in financial management.” (Basic guide to non-profit financial management, n.d.). Perhaps, SCM and logistics need to be more competently and robustly applied in the case of donor goods since the prospects of malpractices and corruption are more pronounced in this sphere. Add to this is the fact that recipients have little control over their receipts and with a lowered SCM and logistics system, it is quite possible that the goods, services or utilities may not reach the segments for which they were originally intended. There has been documented evidence corroborating the fact that funds and materials have been used for buying weapons or to fund illegal activities of drug cartels and criminal syndicates. The role of global agencies in this direction like the UNO, UNDP, UNDAC and several notable NGOs like International Red Cross, Red Crescent, and CARE add to the efforts of unnamed voluntary and humanitarian organizations who prefer to work behind the scenes. “In addition, international humanitarian law and international criminal law prohibit acts of torture and ill-treatment not limited to those perpetrated by government forces, but also by members of armed groups.” (Caring for human rights challenges and opportunities for nurses and midwives, 2006). However, it is necessary and even imperative that disasters need to be stopped on their tracks through global satellite positioning techniques and Early Warning Systems (EWS). But this is easier said than done. Nevertheless, “practicing information gathering during a non-critical event or during a disaster to which the team is not responding is an excellent way to practice and hone skills.” (Budd n.d, p.14). There needs to be maximum consistency, co-ordination and assimilation between discrete, independent and diverse agencies along the humanitarian supply chain if the main objectives of such efforts are to fructify the threat of disasters itself rather than to undertake relief and rescue operations after the horses have bolted from their stables. Humanitarian supply chains & disaster relief management Introduction: This study considers the critical appraisal and evaluation of the importance of logistics and supply chain management aspects and their impacts on humanitarian supply chain and disaster relief management. Humanitarian logistics underpin relief and rescue operations throughout the world. “The process of planning, implementing and controlling the efficient, cost-effective flow and storage of goods and materials as well as related information, from the point of origin to the point of consumption for the purpose of meeting the end beneficiary’s requirements.” (Kovacs, G., n.d.). It is well documented that humanitarian relief work and disaster management are very sensitive and critical issues, not only in terms of economic values but also in terms of the promptness and right processes and procedures that need to be inculcated. Thus, it would not be wrong to surmise that in the event, the logistics and sound practical aspects of SCM are not enforceable and implemented in humanitarian and disaster relief; the very purpose of such exercises would be defeated and there would be very little to be gained. “Supply management must therefore be the focus of an integral approach that looks at all the links in the sequence and never loses sight of their interdependence. This is known as supply chain logistics.” (Humanitarian Supply Management and Logistics in the Health Sector: Introduction, 2001, p.xi). Thus, supply chain logistics demand that the proper routing and delivery system mechanism be followed that should not only ensure that these are free of hazards but also free of undesirable or corrupt practice along the humanitarian supply chain path. More often than not, it is evidenced that humanitarian relief does not follow expected and traversed routes but is often diverted through unofficial routes to designations of profits. There is nothing more reprehensible and abhorrent than these kinds of practices, since the very purpose of providing humanitarian aid and supplies is to provide succor and relief to dying and destitute people all over the globe and not to thicken the pockets of unscrupulous middlemen and go-betweens along the supply chain of human destitution and poverty. For instance, the BBC has uncovered allegations that large amount of dollars donated to the 1984-85 Ethiopian famine relief was actually used “to buy weapons.” (Famine relief aid to Ethiopia diverted? A misleading BBC allegation, 2010). Haiti disaster and after: In the aftermath of the Haiti disaster, many NGO personnel have gained rich experiences that could hold them good stead during later encounters. “By listening to the needs and experiences of these partner organisations, INSEAD HRG has obtained first-hand knowledge of the issues affecting humanitarian logistics in responding to disasters. HRG has developed a rigorous methodology to analyse these issues, develop solutions, and disseminate knowledge to those working in and with the humanitarian sector.” (Haiti earthquake: Reaction from the INSEAD humanitarian research group, 2010). Thus, the main purpose of this study is to consider the important aspects of logistics and SCM on humanitarian supply chain and disaster relief management, what are the major constraints and limitations, what are its causes and effects, and how these aspects could be resolved in the best interests of all concerned. There are also major concerns with regard to the correct deployment and usage of humanitarian aid supplies and disaster relief programs, especially since major global donors are concerned. Further, it is believed that “Both natural and man-made disasters are expected to increase another five-fold over the next fifty years due to environmental degradation, rapid urbanization and the spread of HIV/AIDS in the developing world.” (Thomas & Kopczak 2005, p.3). Moreover, there are also concerns about various entries, intermediate and final levels of the supply chain and logistics management in the best possible way for providing best practices for humanitarian supply chain and disaster relief management systems. This being the case, it is necessary to consider which would be the best strategy and system that could address various issues connected with the topic under review. Research Hypothesis: Application of theories/techniques of logistics and supply chain management (SCM) in areas of humanitarian supply chain and disaster relief management. Aims and Objectives of this Research: The principle aim and objective of this study is to consider and expose the impact of logistics and supply chain management (SCM) in the areas of humanitarian supply chain and disaster relief management. “Recent examples of posts on this blog on humanitarian supply chains are  community resilience in times of disaster, showing how public-private partnerships can improve the recovery after a disaster, or managing supply chains in times of disaster, a review of journal articles related to supply chains and disasters.” (Humanitarian logistics: A new source for my blog, 2010). There are also secondary aims and objectives in terms of how these management precepts, processes, practices and programs could benefit, or negate areas of humanitarian supply chain and disaster relief management systems. In other words, how positive and constructive use of these systems could benefit the community and, conversely, how its adverse and detrimental aspects could cause reversal of fortunes. At yet another level, this study would seek out proposed strategies by which current practices could be further empowered and facilitated, thereby yielding enhanced results for the entire supply chain management systems and logistic systems on a global basis. Literature Review: It is first of all necessary to consider the definition of “humanitarian logistics” or humanitarian supply chain management systems. This is defined as “the process of planning, implementing and controlling efficient, cost-effective flow and storage of goods and materials as well as related information.” (Scholten et al n.d.p.2). How humanitarian logistics/supply chain systems could be deployed for humanitarian supply chain/disaster relief management: Some of the interesting aspects regarding humanitarian logistics (HL) and SCM must now be analyzed and assessed. In any given institution - profitable or non-profitable- there are many streams or disciplines like planning, organizing, distributing, financing and merchandising. “While the classifications of functional processes are useful for other purposes, it is inadequate for expressing connectivity in an architectural model. This classification rarely represents an integration of processes with a customer centric view.” (Whittle 2009). Thus, it is believed that there are many discrete and disjointed aspects in any business that impact upon the overall business planning and delivery systems. This could well be disastrous when surrounded with challenges, especially in the context of disaster management where speed and alacrity of providing relief is very critical and need based. Moreover, these differentiated and discrete areas in any world organization whether voluntary or business oriented is severely tested during crisis or whether man made acts like terrorist attacks, war, internal strife and civil wars, nuclear disasters and aircraft accidents of a major kind. For instance, in earth quake ravaged Haiti, “The International Federation of the Red Cross and Red Crescent Societies has a permanent emergency task force on standby and is pre-positioning emergency items in 10 towns and cities, and shelter agencies are working to ensure sufficient emergency shelter materials are available.” (In quake-ravaged Haiti, UN and partners plan for worst-case hurricane season scenario, 2010). Hurricane “Katrina came ashore Monday between New Orleans and Biloxi, Miss., inundating large areas of Louisiana, Mississippi and Alabama.” (Pentagon expands rescue, relief operation: National Guard contingent to storm-hit region to be nearly doubled, 2005). “The hurricane hit New Orleans and Buras, Louisiana and is the third most intense hurricane on record in the US. The hurricane is estimated to have caused over 11,000 deaths and displaced over a million US citizens. The Hurricane caused up to $120 billion of damage due especially to the flooding of New Orleans.” (Natural disasters, 2005). Natural disasters like drought, cyclone or floods like the one that hit New Orleans also demands a kind of well concerted and well coordinated disaster management plan that could address all issues connected with dealing and coping with such phenomenon, like gathering and organizing relief materials and squads, airdropping food and essentials, rescuing trapped and dead people, hospital and medical aids, trauma and accident management, etc. These perhaps require professionalized personnel, trained and experienced in these areas, proficient in rescuing lives under extreme duress and dangers. Thus, these separate parts lack a singe, concerted and unified action program. This could, however be provided by humanitarian supply chain management programs which seeks and ensures the co-ordination, co-operation and concerted efforts of many disciplines and skills like planning, organizing, convening, managing and administering relief and rehabilitation measures that would be necessary under the circumstances. Thus, humanitarian SCM along with disaster management could go a long way in ensuring the optimum and effective use of scarce resources as well as to provide timely and efficient relief and succor to the affected. Another aspect is that supply chain management may need to rope in several companies and institutions for efficient and effective movement of goods, services and utilities along the humanitarian supply chain and logistics. These could be transportation and clearing and forwarding (C&F) agencies, bankers, financial institutions, insurance and underwriters, airlines companies, road transportation and even sea transporters. Besides logistics and relief goods movements, there are also impacts of auxiliaries and intermediaries, like air and road freighting companies, middlemen and fleet management companies for surface transporters etc. Besides this, aspects of co-ordination and cohesive efforts of different independently serving companies and institutional units’ need to be analyzed. Thus, another major responsibility of supply chain managers is also to fuse together efforts of all channel members and also harmonize and organize different aspects of business towards a concerted and cohesive whole unit, capable of handing any eventuality in terms of disasters and relief management. (Howden 2009, p.3). It is now necessary to distinguish between humanitarian supply chain management and logistics. Sometimes these two terms are used synonymously, but there is the need for differentiation in the context of the fact that SCM embodies a wider perspective than logistics. “Practitioners and educators have variously addressed the concept of supply chain management (SCM) as an extension of logistics, the same as logistics, or as an all-encompassing approach to business integration.” (Copper et al 1990). HSC entails, inter alia, implementation programs, managing donor grants, budgetary control aspects, and monitoring activity where there is need for co-ordination with logistic units. There are also aspects wherein the logistics would deal with the movement of goods from one point to another, and the activities and routing required therein, where SCM would be the entire gamut involved right from the time the materials are received from donors until they reach the hands of the people for whom it is intended, in the first place. This aspect of supply chain in the context of humanitarian logistics assumes special significance since if there is a lack of responsibility, accountability and exercised caution and care at each stage of the SCM, there are possibilities that materials may be illegally diverted to different pockets, or sold by unscrupulous people for major profits. Thus logistics need to be properly made. “Coordination among independent firms, such as raw-material suppliers, manufacturers, distributors, third-party logistics providers and retailers, is the key to attaining the flexibility necessary to enable them to progressively improve logistics processes in response to rapidly changing market conditions.” (Simatupang 2002, P.1). Thus, there are major fears and risks involved in the supply chain systems that could be seen in terms of better co-ordination and co-operation between parties and players along the supply chain management system. Thus there needs to be proper planning in taking up the major aspects of creating and sustaining a well knit supply chain unit that could sustain the activities of supply chain and logistics. Logistics, in the context of humanitarian supply chain also needs to rely heavily on information and data of movements of goods, services and utilities connected with disaster management and humanitarian supply chain management. For one thing, it is believed that creating a set of short terms goals and objectives could be integrated into the ultimate and paramount objective - the safe and secure receipt of such goods from the site of the donor to the hands intended. For another, the humanitarian service organization differs from other profit motivated institutions in that, here, the recipient has little choice over the items that are being bestowed on them, and therefore, it becomes important that necessary strategies are made that could consider the needs and objectives of research. Besides, there are also impacts that could lead to greater impact of external factors in the case of humanitarian aid, including the conditional ties imposed by the donors and hosts. “The unpredictability of global emergencies (e.g., volcanic eruptions, earthquakes, floods) and the stakes of adequate and timely delivery dominate the uniqueness and challenge of managing material flow in the humanitarian relief chain, which holds as its ultimate objective to deliver the appropriate level of resources to locations worldwide in order to minimize human suffering and loss of life.” (Beamon 2010). Methodology: For a research of this genre, it is necessary to conduct primary research in terms of face-to-face interviews and questionnaire sessions with representatives of donors, institutional charitable organizations and world bodies like CARE, CRY, International Red Cross and other European and Swiss organizations which provides relief to people of affected countries. These agencies and institutions are directly and deeply concerned with human hardship and sufferings throughout the world, and are also entrusted by countries and governments to offer their infrastructure and global supply chain management systems to their best possible way. For instance the International Red Cross Society and Red Crescent have taken relief to another level. “The Movement has taken its commitment to humanitarian values one step further, leading the way in creating a code of conduct for humanitarian organizations and agencies. It believes that applying these ethical principles and professional standards to today's humanitarian challenges will help solve some of tomorrow's problems.” (Humanitarian values and response to crisis: Putting principles in to practice, 1995). Thus, they would be ideal to address the various issues that emanate from humanitarian aid management and logistics and also the different visages of disaster management. However, as mentioned above, data and information form the mainstay of disaster management, not only in its preventive and pre-emptive reasons but also to provide needy aid to victims and succor to aggrieved. Again, ethnic violence and internal strife and armed violence overtake the peace in many urban settings of the world. “With rapid urbanization, the context for violence is changing, creating new challenges for those giving aid and working to prevent conflict.” (Serafin 2010). “Another crucial finding points to the need for detailed, reliable and disaggregated geo-demographic and socioeconomic records as a resource base for informing relief and rehabilitation interventions.” (Srinivasan & Nagarag 2007). There is the need for both primary and secondary data collections. The former could deal with fundamental questions that arise in humanitarian aid management like where the materials come from, where are they destined, who are the go betweens, what are the ultimate destinations where they need to be consigned and who would be in charge of sending them - the modus operandi and the monitoring and reviewing of the progress of anti-disaster mitigation programs in the country. There are also concerns regarding how best these issues could be gleaned through primary research and original efforts of specialists. These are because of “The difficulties of the operating environment, the need to act quickly in situations of immediate crisis, an organisational culture that values action over analysis and the fact that there is little consensus around the core objectives of humanitarian aid – all these issues make analysing impact difficult.” (Measuring the impact of humanitarian aid: A review of current practice, 2004). The United Nations Disaster Assessment and Co-ordination (UNDAC): The UNO is a premier global agency which is deeply concerned about human lives and welfare anywhere in the world. The United Nations Disaster Assessment and Co-ordination (UNDAC) has always-on-duty teams that control and remedies major disaster management projects. ”Upon request of a disaster-stricken country, the UNDAC team can be deployed within hours to carry out rapid assessment of priority needs and to support national Authorities and the United Nations Resident Coordinator to coordinate international relief on-site.” (United Nations disaster assessment and coordination (UNDAC), n.d.). The United Nations Department of Humanitarian affairs is an organ of the United Nations and is heavily engaged in rescue and relief operations throughout the world for providing relief during man-made and natural disasters. “UNDHA is intended to mobilize and coordinate international disaster relief, promote disaster mitigation (through the provision of advisory services and technical assistance), and promote awareness, information exchange, and the transfer of knowledge on disaster-related matters.” (Non-governmental agencies (NGOs), private voluntary organizations (PVOs), and international organizations (IOs), n.d.). Coming to secondary research, it is believed that many papers and deliberations made during conferences and workshops on disaster management could be considered for gaining in-depth insight into the various disasters and their impacts. This would include papers on 2004 Tsunami, the 2005 Katrina disaster, massive earthquakes of the kind witnessed in Pakistan and Turkey and the major Haiti disaster, that calls for the kind of humanitarian aid and disaster management on an unprecedented and massive scale, both in terms of resources and personnel involved in relief and rescue operations. Besides, “Planning for disaster risk reduction has become an increasingly important focus for governments and organisations involved in humanitarian action. A United States study of natural disaster management has calculated that every dollar spent on disaster risk reduction saves $4 in future response.” (Humanitarian and emergency assistance: Natural disasters, 2007). “Considering the number of organisations, workers and relief items arriving on the ground, it is vital during a disaster response operation that these nine steps are carried out under the umbrella of communication, collaboration and coordination.” (Van Wassenhove et al n.d. p.1). The work of major UN sponsored agencies needs particular mention. The most conspicuous among these are the relief operations conducted by the United Nations Development Program. “In disaster situations, the UNDP Country Office can help governments in areas such as channelling international assistance requests. The Country Office may also coordinate a Disaster Management Team (UN-DMT) comprising representatives of the various United Nations agencies, whose goal is to provide effective and coordinated assistance to governments in the wake of a disaster and during subsequent recovery and reconstruction efforts.” (Humanitarian Supply Management and Logistics in the Health Sector: Introduction, 2001, p.30). The following are the major steps that need to be followed in any kind of relief operations from disaster. (Van Wassenhove et al n.d. p.1). This could also be considered as humanitarian logistics (HL) that need to be followed in the event of a major catastrophe either natural or man-made. These aspects are very important in that in the event of a major emergency, relief work should begin immediately and all kinds of resources, human and machinery need to be pressed into service in order to alleviate the pains and sufferings of the injured and to hand over bodies of dead to their claimants. These are by no means easy tasks, since resources are limited and relief work needs to be co-ordinated. One could do little for the dead, but it is quite possible to provide succor, medical aid, medicines and food to the living and injured persons, especially the women-folk and children. Thus, this methodology would also consider actual field experiences of the respondent groups in order to provide graphic details of impacts of HL and humanitarian supply chain management. Conclusions: The matter of the application of techniques of logistics and supply chain management in the context of humanitarian supply chain and disaster management is indeed a challenging and complex task. “Humanitarian relief supply chains can be seen as a systems exercise, involving the integration and co-ordination of widely scattered groups of specialists.” (Military involvement in humanitarian aid operations: The supply chain in humanitarian aid operation, n.d). It is besotted as it were, with deficiencies in data, the imposition of several factors, external and intrinsic like communication network, co-ordination and coherent interactions between various players and institutions. Finally, the networking and integration of all supply chain systems and policies into a unified, coherent and solid plan of action and reporting system. There are also aspects characteristic to host country, like languages and customs, government policies and regulations and infra-structural issues that could become major constraining factors for effectively carrying out relief and rescue mission operations. For example, in Haiti, the entire communication lines collapsed and even the airport and seaports were to be closed down due to the impact of the earthquake. Thus, it became extremely difficult and hazardous for rescue volunteers to enter Haiti to help save lives and extricate people from the bowels of earth under tons of rubbles and debris. “The capital’s port was wrecked, its airport badly damaged, and its roads choked with bodies. More than 200,000 people were dead; at least two million were homeless.” (Beiser 2010) “Post-disaster needs assessment has been labelled one of the key unresolved challenges in the disaster management context. Therefore, this inventory is not intended to be the last word on the subject, but rather a starting point to build awareness of resources already in use and new resources as they become available.” (Assessment for disaster response and early recovery, 2010). “Micro-level early warning and early response mechanisms, often called “citizen-based early warning” or “third generation early warning”, are a new wave in the field of conflict early warning.” (Kanno 2010). Recommendations: It would indeed be infructous and presumptuous to blame the early warning systems (EWS) for any kind of disasters, man-made or natural. This is because, not all EWS could be engineered to detect and prevent natural calamities, especially those on a large scale that could beat the radar. Besides the incongruity and lack of co-ordinated and concerted efforts between the signallers and its interpretation by enforcing agencies is also a matter of concern and alarm. Many EWS are just not acted upon, either due to lack of appropriate back up services or lack of infra-structure to set the ball rolling. “Nevertheless many gaps still exist in early warning technologies and capacities- especially in the developing world- and yet a lot has to be done for the development of a global scale multi-hazard system. Operational gaps need to be filled for slow-onset hazards both in monitoring, communication and response phases.” (Grasso n.d. p.34). The use of crisis management teams also cannot be ruled out. “The Crisis Management Team is the core of the emergency operations organization.” (Emergency response plan university of Nebraska at Omaha, 2010). However, it is necessary to use technology like global positioning services and state-of –the-art information systems to avoid future loss of lives and human endangerment, especially in calamity or disaster prone zones. This is particularly true in poorer parts of the globe, where nature and man both conspire to ruin lives and cause havoc to the global village and community. It is necessary that humanitarian supply chain and logistics address the main question in its right perspectives. Broadly speaking, there are not many differences between profit -driven enterprises and non-profit or charitable institutions when it comes to making the world a safer and secure place for the future generations. It is necessary to deliver the right supplies, in good condition and the quantities requested, in the right places and at the time and this is also applicable in the case of charitable agencies. Appendix 1: Questionnaire (for respondents of interview sessions): 1. What tasks need to be executed? 2. How are these interconnected with other activities and what are the other activities and what is the correct sequence for its deployment and execution? 3. Which are the Organizations/ Agencies or departments to whom these tasks have been deputed? How would they function and what kind of a reporting system they would adopt? 4. Who would be in overall charge of this project, in terms of its co-ordination and networking and also ensure the logistics and supply chain management system follows pre determined and negotiated lines / How would incongruities and disharmony be tackled and remedied? What is the overall control mechanism that would be in force and how would it be implemented? 5. What are the material and non-material resources that would be required and how would it be gained? How, When and where could these be procured and how could these be enforced? 6. What are the back up plans/ exit strategies that are in place, in the event the system is temporarily paralyzed or even if full/part of the plan has to be aborted? 7. In the event of the actual strike, what are the major needs of the affected and aggrieved people and how are these to be met? 8. How could demands be quantified, deployed or operationalised, especially on a long term basis? 9. What resources (human and non human) be pressed into service to tackle contingency occurrences? 10. What factors could help or hinder relief efforts and how could this be capacitated or relieved? 11. How long would a final report on the crisis take and what post operation actions are envisaged? Reference List Assessment for disaster response and early recovery, 2010. [Online]UN Habitat. 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[Online] BPM Institute.Org. Available at: http://www.bpminstitute.org/articles/article/article/the-business-architecture-value-streams-and-value-chains.html [Accessed 2 August 2010]. Read More