Natural disaster gives a big damage to logistics. Meanwhile, what
can prevent expanding the disaster damage is also logistics.
From Japan (where we live) to Southeast Asia area (where businesses
get developed and closer each other) is the area where Typhoon, earth quake,
Tsunami have a possibility to occur.
Here we consider the theme of disaster logistics (humanitarian
logistics) and the point to study as who concern to logistics, taking a case of
the Philippines which got a huge damage of Typhoon “Yolanda” in November last
year.
Logistics
theme from the big damage of the Typhoon in the Philippines.
In summary, based on the document of MLIT (Ministry of Land,
Infrastructure, Transport and Tourism), the Typhoon “Yolanda”, happened in
November last year. It brought damages by direct attack,
storm and high tide to the middle of the Philippines, in
places such as Cebu island.
It is reported that 8,000 people were killed
or went missing, while 6 million people were affected, and the economic
damages reached an approx. US$90 million.
The Typhoon didn’t directly impact the capital city Manila, so the
influence to NAIA (international airport of Manila) or the Port of Manila was
fortunately avoided.
However, UN's report from the damaged area at that time informed of
the situation:
-
local logistics pipelines such as
roads and airport(s) were destroyed;
-
at least 8 areas were isolated;
-
impossible to deliver necessities
such as food as well as emergency goods for a long period of time.
While the Philippines, which consists of over 7,000 islands, has
many residents living near the coasts, it was pointed out that the
extent of disaster damage was partly caused due to the inconvenience of
limited access in the environment from the past.
What
is “Humanitarian Logistics”?
The keyword for considering the logistics of this kind of disaster
is called “Humanitarian” logistics as opposed to so-called business logistics.
In the referenced case of “Japan-Philippine Urgent Collaborative
Projects regarding ‘Typhoon Yolanda’ (J-RAPID)” by Japan Science and Technology
Agency (JST), “Humanitarian Logistics” is defined as below:
“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 alleviating the suffering of vulnerable people”.
And as its feature, it points out the state of humanitarian
logistics varies greatly by the “environment and culture in each country, the
scale of disaster, the system of national/local government and so on”.
Kainuma of Tokyo Metropolitan University, who specializes in
humanitarian support of SC (supply chain), points out below a comparison to
commercial SC:
Humanitarian SC concerns the more various factors such as
government, municipality, company, organization, including NPO, person, as the
feature comparing to commercial supply.
The
thing we should learn
(Regarding the Logistics of Disaster Relief).
Now, what lessons could we learn about the state of humanitarian logistics
of disaster relief from the typhoon damage last year in the Philippines?
Humanitarian Logistics is important, so there are specialized
courses for it at universities, and we consider the importance of the following
when it comes to the feature of humanitarian logistics:
1. Understanding
the feature of logistics route in each country and area.
2. Building
a relationship with various actors.
1. Understanding the features of
logistics routes in each country and area.
What victims and domestic/overseas relief organizations need when
a disaster occurs is a logistics route which takes into account individual
areal features.
In order to do this, logistics companies need to do the following
on a regular basis:
-
Possess detailed logistics
information of the area, including what to expect when disaster occurs.
-
Share this information with
related organizations.
In addition, it requires something even better than business
efficiency after a disaster has occurred because an infrastructure such as warehouse
is limited.
In other words, it requires the ability of control to supply when,
what and how much it was needed. Time of disaster is really the chance to show
the ability trained in a tuff logistics business day after day.
2. Building a relationship with
various actors.
In addition, logistics companies need to take one additional step,
which is to collaborate with business partners.
There is a public-private collaboration, mainly done by MLIT in
Japan, for constructing a logistics system which is strong for disaster relief.
As a cross-border network, DHL has a partnership with UN OCHA (UN
Office for Coordination of Humanitarian Affairs), and sends their staff as
international volunteers.
Even though it is difficult to forge an official relationship with
different types of organizations (and of industries, countries, municipalities,
and areas), building up a communication network with them will facilitate quick
response times at critical moments.
Summary
Those concerned to logistics, at first, has to recognize that
logistics has a big role for worsening or lightening a damage of a disaster.
At the time of disaster, as well as it is the field of a risk for
the business, it is the field to return the strong point of the logistics
business with daily efforts to the society.
Let’s keep in mind that: To build a network out of business
ordinary is to make opportunity to leverage the strength.
References:
UN News Centre “Philippines: aid workers concerned about
logistical challenges, ‘incredible despair’ of population”
Voice of America “Relief for Philippines Hampered by Logistical
Challenges”
Office for Coordination of Humanitarian Affairs (UN OCHA)
E-Logi.net “Deutsche Post DHL mobilizes its employees for Global
Volunteer Day”
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