CASE STUDY

AZAD KASHMIR EARTHQUAKE DISASTER RESPONSE SUPPLY CHAIN

Earthquakes are not uncommon in the foothills of the Himalaya Mountains.
But nobody can predict exactly when they will happen, so each one is a
surprise. And then people have to respond quickly. They need to: figure out
where the earthquake hit; get damage and casualty reports; and do
something useful to help. The supply chain set up to deliver aid supplies to
Azad Kashmir, Pakistan after an earthquake. Aid supplies arrive from three
global depots where aid supplies have been stockpiled to be available for
emergencies. This scenario is modeled on actual events that occurred in 24
sep of 2019. A distribution center (DC) is set up next to the ISLAMABAD
airport and local warehouses are established in the areas of ISL that suffered
the greatest damage and casualties. In the first week after the earthquake
large amounts of supplies are delivered by air freight and by truck to the
ISLAMABAD airport DC. Supplies are stored in the DC, and from there are
moved by truck and helicopter to the local warehouses. There are four local
warehouses. They are kotli Warehouse (upper left); Muzaffarabad
Warehouse (upper right); mirpur Warehouse (center right); and mangla
Warehouse (lower right). Helicopters and trucks are used to deliver supplies
to the warehouses in Dhading because the road to that location is narrow
and the going is slow, so trucks alone cannot meet the demand for supplies.
The warehouse at Muzaffarabad is supplied only by helicopters because it is
located up in the mountains and there are no roads to Muzaffarabad that
trucks can use. Trucks deliver supplies to the other two warehouses because
the roads are adequate load this supply chain model into your edit screen
and zoom in on the four warehouses; switch to satellite view and see the
actual locations and the condition of the roads. his supply chain is modeled
by combinations of four types of entities placed on
the: 1. PRODUCTS; 2. FACILITIES; 3. VEHICLES; and 4. ROUTES.
CHALLENGES:

 The ISLAMABAD airport DC and local warehouses to see the trends in

the on-hand amounts of different supplies. You see various product
inventories are trending up and others are trending down at different
facilities. Then on the fifth day ISLAMABAD the airport DC runs out of
construction material.
  Combine Collaborative Decision-Making Process:
By working through the first challenge you have acquired some
familiarity with this case and developed some mental models to help
you understand how the supply chain works. Now imagine you are the
person responsible for coordinating overall operations of this supply
chain in a real disaster response situation. Imagine all the people
wanting to talk to you, and all the information to be analyzed, and all
the pressure you are under to make decisions and take action. How
will you stay organized and communicate effectively with all the
people involved.

QUESTIONS:

 Where did problems and delays occur that slowed down the process?
 What could be done to keep the process flowing in a timely fashion?
 Describe what worked well and explain why it worked well?
 Discuss how this process might improve operations and outcomes in
real disaster response missions?
PROBLEM 2:

As the mission director you are the person responsible

for the success of this mission, yet you do not have
complete authority to issue orders to all the various
organizations (governmental, NGO, military, and
commercial) that are participating in this humanitarian
mission. So you need to use a collaborative process that
focuses people’s thinking and enables quick consensus
building.

PROBLEM 1:

Helicopters and trucks are used to deliver supplies to

the warehouses in because the road to that location is
narrow and the going is slow, so trucks alone cannot
meet the demand for supplies. The warehouse at is
supplied only by helicopters because it is located up in
the mountains and there are no roads to that trucks can
use. Trucks deliver supplies to the other two
warehouses because the roads are adequate (load this
supply chain model into your edit screen and zoom in on
the four warehouses

This exercise illustrates use of off-the-shelf technology

to create an online collaboration platform that all
parties can easily access and use. It uses simulations to
drive supply chain planning, and provides training for
organizations to learn to work together in disaster
response situations. When disaster events do occur,
this collaboration platform enables everyone to see
what is happening and see which courses of action are
most likely to succeed. So consensus will emerge more
quickly enabling more focused and effective action from
all parties