Humanitarian Logistics:

Transcription

1 Humanitarian Logistics: Why Logistics is Central to Disaster Management Jennifer Schwarz Martin Kessler Research Associates Berlin University of Technology

2 Berlin University of Technology (TU Berlin) 312 professorships (inc. Junior professorships) research associates students, thereof international students (20%) student assistants average 31 Habilitations per year since 2000 average 410 Promotions per year since 2000 Budget 2008: 259,6 Mio. Third-party-funds 2008: 81,0 Mio. TOP 10 third-party-funded universities in Germany More than research projects 110 research cooperations with renowned international universities in more than 30 countries

3 PART ONE: INTRODUCTION TO HUMANITARIAN LOGISTICS

4 Epic Disasters Covered by the Media Hurricane Katrina 2005: casualties economic damage 125 bil. US$ Haiti Earthquake 2010: casualties Economic damage 8 bil. US$

5 Threat of Life Through Natural Disasters casualties and affected people per habitants casualties and affected people per habitants and more casualties and affected people per habitants Source: Em-Dat 2010

6 Economic Damage through Natural Disasters up to 3 bil. US$ per year 3 to 6 bil. US$ per year more than 6 bil US$ per year Sources: Em-Dat 2010, maplecroft 2009

7 Scope on the Southern African Region Angola # of disasters (1) 31 Types of most significant disasters drought, epidemic, flood Total nb of deaths 4,131 Zambia # of disasters 19 Types of most significant disasters Total nb of deaths 541 drought, epidemic, flood Botswana # of disasters 7 Types of most significant disasters Total nb of deaths 472 drought, epidemic, flood Maximum affected 331,700 (flood, 2004) Maximum affected 1,400,000 (flood, 2007) Maximum affected 138,776 (flood, 2000) Namibia # of disasters 15 Types of most significant disasters Total nb of deaths 308 Maximum affected drought, epidemic, flood 350,000 (flood, 2009) (1) A disaster is defined when at least one of the following criteria is fulfilled:10 or more people reported killed / 100 people reported affected / a call for international assistance / declaration of a state of emergency Angola Zambia Namibia Botsw ana South Africa South Africa # of disasters 35 Types of most significant disasters Total nb of deaths 393 Maximum affected epidemic flood, storm, drought 15,000,000 (drought, 2004) Source: Em-Dat 2010

8 Why Logistics? Volume and Structure of the Humanitarian Sector Warehousing and Transportation Cost Distribution in percentage Administration and Personnel Humanitarian Aid Development Aid 10 Disaster Relief Procurement Sources: Kov acs und Spens 2010, Schulz 2009

9 Humanitarian logistics what is it? Humanitarian logistics definition by Thomas: Humanitarian Logistics is defined as 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. Source: Thomas 2003 Broader definition by TU Berlin: Long Term Short Term Disaster Relief Reconstruction and Rehabilitation Social and Economic Development

10 Commercial vs. Humanitarian Logistics: Some Aspects Strategic Goals What is Demand? Demand Pattern Distribution Networks Inventory Control Information System Performance Measurement System Commercial Supply Chain maximize profitability and achieve high customer satisfaction. products and services relatively stable, mostly predictable well-defined methods for determining the number and locations of distributions centers well-defined methods for determining inventory levels based on lead time, demand and target customer service levels. holistic, using advanced technology. focused on resource performance measures, such as ROI, turn over rates. Humanitarian Relief Chain minimize loss of life and alleviate suffering supplies and people highly variable and unpredictable in terms of timing, location, type, and size challenging due to the nature of the unknowns (locations, type, and size of events, politics, and culture), and last mile considerations inventory control is challenging due to the high variations in lead times, demands and demand locations. information is often unreliable, incomplete or nonexistent. IT in NGOs lack consistency and transparency focused on output performance measures, such as time required to respond to a disaster or ability to meet the needs of the disaster Sources: Beamon 2004

11 Different phases of disaster relief Lessons learned Preparedness Response Recovery impact Source: modified from Petit & Beresford 2006

12 Challenges Cross-organizational learning Information and knowledge Ex post evaluation Develop systems, tools and staff Lessons learned Tracking of goods and supplies Transparency of donations Rebuild infrastructure Responsibilities Coordination Pre-positioning of stocks Logistics capacity building Preparedness impact Recovery Response Urgency of help Situation assessment Access to affected areas Availability of logistics capacities

13 PART TWO: CASE STUDY AND DISCUSSION

14 Floods in Namibia affected people Impact of floods fatalities Source: Em-Dat 2010 & IFRC 2010

15 Flood affected regions during the last 10 years Source: g&geo=-154&srt=npan&col=abcdefghinoq&msz=1500

16 Challenges and contradictions in the northern part of Namibia Disasters Density Malaria infection Water access

17 Flood 2009: A brief overview Source: Source: Source: an.com.na Six regions in northern and north eastern regions were affected people were affected, more than 100 people died, had been displaced % loss of crop production Inaccessible health facilites due to destroyed roads Limited access to food markets increased prices by 37 % Increased transport costs by 50 % due to destroyed and submerged roads US$ 241 Million due to damages and losses (World Bank) Outbreak of Cholera in Kunene region

18 Flood 2009: Challenges Infrastructure Lack of sustainable and disaster-resilient infrastructure Inadequate communication facilities within the outlying facilities Information availability Lack of standard definition of who is affected Measurements to guide national and international relief efforts Lack of an effective flood early warning system Logistics capacity Failure to pre-position emergency relief materials at strategic sites Inadequate staff skills in disaster logistics Inadequate warehouse spaces

19 How to tackle this challenges? Preparedness The better prepared the more effective the response Response HOW? Create and establish short-and long-term activities WHERE? Human ressources Knowledge management Operation and process management Finance WHO? Government, Districts, Communities NGOs, IGOs Private sector Ensure coordination and cooperation between each element

20 Best practice example: TNT & WFP Act more responsible and enable sustainable aid and assitance to rapidly respond to emergencies Permanent partnership between TNT and WFP Moving the World since 2002 Over the past five years, TNT has supported WFP in relief operations in countries all over the world providing 550 staff members as well as trucks, warehouses, airlifts and boat rentals. Content of the partnership Free training for locals, know-how transfer and fundraising money for WFP Provision of emergency response teams within less than 48 hours to assist in humanitarian emergencies by TNT in Aviation, Warehousing, Transportation, Reporting and Communication Benefits for both parties: Win-win situation

21 Implications and conclusions When a disaster strikes it is already too late to develop solutions Long term strategies facilitating short term response: promote capacity building and training preposition stocks encourage research and education in humanitarian logistics promote cooperation between humanitarians, business and academics develop a common language among the involved parties design emergency plans and standard procedures disaster relief is up to 80 percent logistics costs

22 Any questions? Emergency depot