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Emergency Supply Management During Disasters

This Is a four-page paper on emergency supply management during disasters. The upward trend In natural disasters has led to Increased attention In supply chain management. It Is evident that the number of those affected can be reduced by having capable and effective response operations. Supply chain management consists of approximately 80% of relief efforts and therefore, much attention must be given to it. This paper relies on seven sources and is in PAP format. Emergency Supply Management during Disasters Introduction The number of disasters, from super storm size hurricanes Like Sandy too tsunamis

In the pacific or even war stained areas Like the middle east and the eastern med, weather It be, natural or man-made, these kind of disasters have increased significantly over the past decade and unfortunately, forecasters indicate an upward trend for this kind of activity. For example, more than 302 natural disasters were recorded in 2011 alone affecting more than 200 million people and killing close to 30,000 around the world. This upward trend in disasters has led to the increased attention in supply chain management systems around the globe.

It is evident that he number of those affected can be reduced by having an efficient and effective

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response operation. Supply chain management consists of approximately 80% of relief efforts, hence much attention must be given to It (Whosoever, 2006). According to Mentor et al. (2001), supply management Involves planning and controlling relief operations by ensuring there Is coordination among the different organizations Involved such as the donors, government, suppliers, Nags, and military.

New (1997) adds that emergency supply management focuses on the relationship between the management involves preparing and responding immediately to disasters. However, the supply network is a very large and complicated system. It involves systematically brining, the right personnel, transportation, resources, and supplies, along with other items when a disaster occurs. There are highly motivated people who are ready to act and deliver goods and services such as food, medical equipment, personnel, money etc.

The greatest challenge is to ensure there is coordination so as to get the resources to affected areas (Argue, et al. , 2009: Hybrid et al. , 2010). Challenges in Supply Management When disasters occur, everybody needs to work together. This means both public and private sectors must work together to respond to the situation at hand. Since disaster relief is such a complicated process, there will always be unexpected challenges during the deployment of supplies during the disaster. The first challenge includes command and control issues. For Example, Who’s in charge and what assistants do they need.

This kind of situation occurs when the government of the affected country isn’t as involved in the casualty as they should be; even though the UN has a leadership role in disaster management they still need information and guidance from the location that needs disaster supplies. If the government refuses to allow help from other sources and countries then they cannot force their support. An example of this happened in May of 2008 when Cyclone Margin crossed the southern tip of Burma absolutely devastating the entire reign. The government refused support from the French and US ships; this caused a delay in relief.

Other delays are caused by slow decision making because of miscommunication between al parties, the distance between relief supplies and the disaster, and lack of understanding between the government and the relief agencies (Hybrid et al. 2010). The second challenge in emergency supply management depends on items donated. A-lot of supplies are donations from outside organizations so it is difficult to determine what will be received. The donors also determine the when and where to supply the goods and services, and to some extent how the supplies should be used.

In some cases, what the donor deems appropriate may not necessarily be appropriate for the recipients. For example, more than 5000 tons of medical supplies were sent by donors to those affected in Armenian earthquake in 1988. However, only 30% of these were immediately used while more than 20% was destroyed later in 1989. The excess supplies took up storage space making storage ineffective (Argue et al, 2009). The third challenge, involves those with good intentions, but end up being a problem. These kinds of problems come from self-initiated participants or new organizations without any prior training in supply or disaster relief.

These new ropes and organizations are likely to interrupt the efforts of others and cause a need for more coordination and work from professional disaster relief organizations. Finally, the formation of a supply chain could also be a problem and this is related to command and control issues. There are organizations which are available for specific disaster responses. However, these organizations might have strained relationship with the affected country making it hard for them to enter the country. In such a case, a different organization must be formed to aid in relief efforts (Hybrid, et al. , 2010).

Supply Chain Logistics responding unsuccessful, as a result, this will increase the number of people suffering caused by the casualty. It is important to have a quick and efficient emergency supply chain that will take full advantage of the survival rates in the disaster areas. Operating such a complex system of relief efforts can only be effective with comprehensive logistics. When there is effective logistics, then there will be proper flow of goods and services throughout the supply chain (dad Costa, Cameos & Bandier, 2012). It is important to have the right logistics system in place in emergency situations.

This will ensure that the right supplies are delivered at the right time in good condition to the right people. Effective logistics include a chain involving obtaining the right supply, transporting those supplies, storing the supplies, and circulation of the supplies which must work hand in hand to ensure a smooth flow. Procurement or obtaining comes first in the chain and involves identifying the right assets and supplies needed for the disaster and how they can be acquired. Once the correct supplies have been identified, it moves to the second tepee in the chain which is transportation of everything acquired.

There must be a transport plan to ensure goods move from their destination to the places where they are needed safely. In some cases you may have to tailor a plan to fit the needs of the mission because the traditional means of delivery may no longer be accessible. For example; roads may no longer be there, airports may have been destroyed, or ports and railroads washed away. That’s why it imperative your disaster plan is flexible and can successfully be implemented in these conditions. Once the goods reach their estimation, they must be stored in an organized manner in order to protect them until they are distributed or issued.

Finally, distribution must be done in a way that is controlled and fair to make sure there is no waste of any resources. It is also important to ensure that each part of the supply chain is working properly because ineffectiveness in one area will result in failure of the whole chain (Pan American Health Organization, 2001). Emergency supply management during disasters is very important to ensure that survival rates are increased during times of need. Devastating disasters, both human and infrastructure, can be avoided when there is proper planning.

To be more effective in emergency management, it is necessary to have a good grasp on the needed supplies for the situation, and where, when, and by whom they are needed. For this to happen, relief organizations must have a long term relationship with the donors and suppliers to allow better procurement procedures, and the right management in place to successfully maintain and monitor all assets while in a pre-staging status. There is nothing more crippling to an emergency relief project than issuing supplies that have expired or are no longer useful, do to being in a stagnate state for too long.

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