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The Logistics Lifeline |
Материал из категории News of logistics (in English) |
13.12.2010 23:14 |
Метки (тэги, tags): After a year fraught with humanitarian disasters, best practices for urgent humanitarian relief are emerging, providing hope and furthering the business community’s ability to respond effectively to future events. Emergency supply chains can be literally a matter of life and death. When companies respond to disasters, the assistance they give—which can include management expertise, technology, financial acumen and other business skills—must be properly coordinated to be successful, or they risk becoming ineffective, or worse, even hampering relief efforts. Humanitarian logistics is a growing space within the logistics industry. New research is shedding light on what logisticians, NGOs, governments and donor companies should do—before and after a disaster—to ensure a streamlined, successful response. After the Best Practice 1: Stagger relief, don’t clog the supply chain. Well-intentioned but ill-timed in-kind donations made after a disaster can clog the supply chain and hamper relief efforts. For example, in Choosing the most efficient mode of transportation is also vital to creating a supply chain that works and makes an impact on the ground. Less urgently needed supplies should be sent through transportation channels that do not overload the supply chain that slow immediately-needed supplies from reaching those in the disaster stricken areas. After the Companies looking to aid in disasters but who are unsure of the best transportation modes available should consult with a reputable third-party logistics provider (3PL) to determine the most effective way to stagger delivery to ensure that high priority needs are met. Best Practice 2: Make visibility a top priority. When it comes to a disaster response, accountability and visibility are as important as speed. To avoid blind management of relief efforts, companies looking to contribute aid should go to Aidmatrix, a non-profit that uses supply chain technology to match the donations of the most up-to-date supplies needed by NGOs who are active on-the-ground. This technology allows for more coordinated purchasing, tracking, warehousing, transportation and distribution of products. Companies also should utilize centralized technologies that provide up-to-date information about what’s in warehouses and what’s en-route to ensure the right supplies are in place, no order is duplicated and replenishment is systematic. Best Practice 3: Consider adapting existing products, services or technology for humanitarian relief. Companies need not always return to physical goods when looking for ways to offer assistance during humanitarian relief efforts. There are a range of commercial logistics processes and products that can be used to make a significant difference on the ground. Often, it only takes a creative employee dedicated to innovation to figure out how small adaptations can make existing technologies tools of relief. For example, UPS leveraged its Trackpad technology, a system ordinarily used for tracking packages in offices and on university campuses, to assist with organization and relief efforts during Hurricane Katrina, the A similar approach was also used this year during the In It’s safe to say that technology can be redeveloped to answer a number of challenges. While no disaster is the same and the needs of each will differ, it’s important that companies proactively look at their existing tools and systems to determine how they could be leveraged for urgent humanitarian relief. Best Practice 4: Build efficiencies in advance. Invest in preparedness planning and capacity building that will make supply chains more efficient beforedisaster strikes. A growing body of research suggests that when proper measures have been taken before a disaster strikes, lives are saved. So there’s a need to boost awareness about the importance of funding these initiatives to ensure that systems and processes are in place in advance of potential disasters, especially in communities that are at high risk for natural disasters. Corporations must create ongoing partnerships with NGOs so they can best respond when a disaster strikes. NGOs’ local knowledge of communities from Being prepared for a disaster means preparing to be an ongoing champion of aid and support. Tragedy can happen in a matter of minutes, but the recovery is often a more laborious and long-term undertaking. While the immediate donation of monies is necessary, companies must also plan for how they will support the disaster in the long run. After responding to the initial crisis, it takes NGOs and governments time to assess true on-the-ground needs. These needs may likely change significantly from day one to week one and beyond. As a result, corporations should plan to give donations over time, or make sure their donations are flexible to ensure funds can be disbursed as needed. In addition, realizing that there will never be enough funds to meet all of the needs, corporations should create a plan to contribute in other ways through volunteerism, technology and business acumen. While the prevention of many urgent humanitarian crises is out of our control, our response to them is not. Whether fully realized or not, companies have many tools and skills at their disposal that can positively affect the relief efforts during devastating humanitarian events. By taking the above best practices into consideration, organizations can draft plans and form partnerships that will help strengthen chances of survival and recovery for those touched by tragedy.
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