Disaster Management & Humanitarian Logistics


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Humanitarian Logistics - importance of supply cells when planning for disasters. Create lifeboats round population centres to cater supplies for different types of disaster situations. Only deploying man power is insufficient mitigation. Emergency management must include associated pre-emptive stock and supply management

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Disaster Management & Humanitarian Logistics

  1. 1. National Disaster Preparedness
  2. 2.  When a Hazard reaches Fruition….. Causing damage or enhancing Risk-  to national emotions & assets.  to nation’s Development.  to life of Citizens.  to Environment.  to Livelihood.  to Society.
  3. 3.  Minimise Known Risks  Early Warning strategies.  Prepare and develop resilience.  Develop resources for response mechanism.  Enhanced rehabilitation strategies.Thru, DISASTER MANAGEMENT PROGRAMME  Plan & Prepare  Predict & Warn  Assess & Implement
  4. 4.  One of most vital components, this is-  Controllable.  Actionable in advance.  Pre-emptive alternative.  Allows for faster response.  Involves ‘must have’ resources.  Of priority to save health and lives.  Is the ammunition for any response team! It can also result in Inventory Wasted
  5. 5.  Long life  Blankets.  Stretchers.  Equipment.  Hard Rations. Perishable  Morphine & Medicines.  Blood and Plasma. Value Preservation (Planned Logistics & Inventory)  Soft Food. ….and more
  6. 6. Drivers Safety of Life Shorter lead TimesChallengesHuman Capital, Domain Skills Effective Response ActionLack of Logistical Support Higher level of Risk MitigationUneven Distribution of requirement Higher Awareness level and ParticipationWastage of Emergency stocksCost of Depleted Inventory
  7. 7.  Networked and Managed Spoke Population HUB Centres HUB Spoke Spoke Networked / Tracked HUB HUB Spoke Spoke Spoke Spoke Networked / Spoke Tracked
  8. 8.  Create localised cells containing-  Emergency Rations.  Stock of Potable water.  Emergency Aid, Triage facilitation. ▪ Painkillers and other medicines. ▪ Blood and other replenishment. ▪ Emergency stretchers and first aid equipment.  Rescue Hardware, machines, shovels, communicators.  Portable accommodation, sanitation equipment, portable power source.
  9. 9.  Basis guidance policy:  Population at risk  Category of Risk  Rapid Response force location  Measured Awareness Levels  Strategic Location and scope  Seasonal risk matrix  Terrain and cachement accessibility  Network location and vicinity of hospitals ‘Vulnerability Matrix will define locations, size & stock’
  10. 10.  Each supply cell would monitor inventory. Critical Goods under expiration would be rotated into civil system.  Eg. Blood Plasma, Pain killers & some food items. Local cells can become centres of excellence  Provide localised awareness programmes.  Provide Disaster management courses.  Provide extra-curricular certification programmes. Large hubs serve localised spokes. Management and training can be outsourced.
  11. 11.  Managed Inventory. Stock linked to civil and private users. FEFO concept utilised to rotate inventory. Zero losses due to expired stock. Optimised use of public assets. Shorter lead time to disaster zone. Cell sites as nodal points during operations. Facilitate as collection centres from local populace. Service as local awareness hubs on regular basis. Localised and monitored inventory volume. Scope for focused regional data; NDMA optimisation. Footprint to help extend extra-national support.
  12. 12.  Morphine: Emergency response level stocks. Expiration date monitored. Monthly usage in civil hospitals collated. Prior shelf expiry, stock rotated to local utility/hospitals. Replaced with new shelf life on NDMA supply site. Induce participation & information share from all hospitals. Regional & Nationwide monitoring of special medicines. Networked inventory across all users (govt and private) allows improved resource sharing in emergency. Control of inventory with no loss due expiry. Truly inclusive and participative by extending across to other strategic stock.
  13. 13.  Losses that can be rotated; savings.Description Per Annum Vol Per Annum RsPain Killers / Vaccine XXX MaximumBlood substitutes XXX TotalFood / Rations XXX MaximumLoss of life --- Priceless  Storage compartmented & monitored basis temperature zones and nature of goods.  Haulage distance to relief sites reduced; fuel savings and shorter replenishment cycles.  Strategic sharing possible with other services.
  14. 14.  At time of disaster, Logistics is critical differentiator between life & death…  Even if needed supplies pour from across the world, the need fulfillment can only be by planned local logistics. Humanitarian Logistics involves supplying needed supplies and returning with evacuated lives. Policy should ensure that logistics providers dedicate a percent of their assets during time of disaster. Assured asset deployment leads to improved risk- mitigated planning; nationwide & in neighborhood. The difference between sustaining life and environment or total disaster is in planning the complete supply line.
  15. 15. Thank YouThe author is a certified as advanced fire fighter, HAZMAT, survival at sea & medical support; has authoredoperational guidelines on safety systems, operating manual on environmental protection from ballast waterexchange, ISPS training manual, Security Assessment & execution Plan; has served as area commander in search& rescue operations in South china sea; has directed and conducted more than 180 disaster drills worldwide (fire,pollution, anti-piracy, hijacking, terrorism, flooding, cyclones, tsunami, etc.) and participated in more than 5oo.