Humanitarian LOGISTICS by Tomasini, R., Wassenhove, L.V.
Imagine the logistics involved in planning an event like the Olympics. Now imagine planning the same event but not knowing when or where it will take place, how many spectators will attend or how many athletes will compete. The near impossibility of this task gives some insight into what humanitarian logisticians are up against. What's more, logistical shortcomings and oversights in the humanitarian context may result in serious consequences for the victims of disasters and could literally mean the difference between life and death. So they have to get it right, and fast.
Abstract
This is where this book comes in...
Chapters 1 and 2 define the link between logistics and humanitarianism,
two areas that we connect through our research and work with the
agencies and companies. Chapter 1 presents key concepts from supply
chain management that we found most useful to understand and create
parallels with the humanitarian world. Chapter 2 introduces key
concepts from the humanitarian sector that defines the parameters in
which an emergency operation takes place.
Chapters 3 and 4 focus on the importance of working between
(preparedness) and during (coordination) disasters to respond to the
needs of the beneficiaries. Chapter 3 serves to explain the aspects of
preparedness that need to be addressed to establish supply chain
management as a core function in humanitarian organizations. Chapter 4
discusses the challenge of coordinating a response through the
different stages of a disaster without command and control or a profit
incentive.
Chapters 5 and 6 address two of the most crucial issues we encountered
in our research: information and knowledge management. Chapter 5
discusses how to prioritize the flow of information to attain
transparency and accountability, two very important factors to reduce
politicization and manipulation of aid and improve planning. Chapter 6
explains how information can be turned into knowledge and integrated
into organizations to improve their performance, an important element
in light of high staff turnover and limited resources.
Chapter 7 returns to the departure point to analyze the areas in which
supply chain management in the humanitarian sector can be improved.
This time around we examine cross-learning opportunities between the
humanitarian and the private sector through public-private partnerships
and corporate social responsibility initiatives. The chapter explains
how these partnerships are designed keeping in mind the cultural
differences between the two sectors and the need to make partnerships
sustainable.
