H U M A N I TA R I A N

LOGISTICS

RAHMAD INCA LIPERDA, M.ENG

Week 3
OUTLINES

 Disaster management and humanitarian logistics

 Relief stakeholders
 Collaboration
 Coordination
DISASTER MANAGEMENT AND
HUMANITARIAN LOGISTICS

Mitigation

Pre-event
Preparedness
Disaster

Response
Post-event

Recovery
DISASTER MANAGEMENT AND
HUMANITARIAN LOGISTICS

Mitigation

Pre-event
Facility • Number, size,
Preparedness and location of
location facilities
Disaster

Alleviate
Response suffering and
losses
Post-event Pre-
Relief
positioning
distribution
stock

Recovery • Shipment size • Amount of stock

• Transportation
modes
• Routing
THE RELIEF STAKEHOLDERS
• Government
The activators of humanitarian logistics operation
Government • Aid Agencies
The actors through which governments are able to alleviate the
suffering caused by disasters (i.e. WFP)
• Military
Aid Providing primary assistance (i.e. hospital and camp
Military Agencies installation, telecommunication, and route repair)
• NGOs
Include several and disparate actors (i.e. CARE, ACT)
NGOs
Donors • Donors
Providing the bulk of funding for major relief activities such as
financial means, goods and/or services for free
• Logistics and Other Companies
Logistics Other
Companies Companies Plays one or more roles as:
1. Donors
2. Collectors
3. Providers
THE AGENTS INVOLVED IN
DISASTER RESPONSE

• Local level
The first response level performed in the aftermath of a disaster. Usually addressed by local
agencies, civil society organizations and civil protection

• National level
The army and national civil protection, governmental organizations and NGOs are usually
involved. Sometimes, international organizations with local offices also participate

• International level
Foreign governments and inter-governmental organizations, international NGOs for disaster
response, etc.
COLLABORATION

• Collaboration is necessary not only among humanitarians but also with other players
such as the private sector and local communities
• The humanitarian agencies may not have the resources or capabilities the private
sector has to meet the unanticipated needs
• They need to work with communities to ensure a substantial reduction of risk factors
jeopardizing good recovery before they can exit the relief operation
COLLABORATION:
PR IVATE SEC TOR

• In a partnership every joint project either between or during disasters is an opportunity to learn
• Humanitarian agencies invest equal resources to enhance the performance and core
competencies through interaction with their private sector partners
• The corporates are opting to design their social engagement through long-term programs or
partnership with humanitarian partners
• Private logistics companies participate in partnerships with humanitarian organizations not only
from a charitable concern but also as an opportunity for learning and business development.
Some of these collaborations have taken the form of long-term partnerships (i.e FedEx, DHL,
etc.
COLLABORATION:
C OMMU N ITIES

• Partnership can go beyond emergencies to focus on sustainable reduction of vulnerabilities in

the communities affected
• Supply chain management can help communities’ post-disaster recovery in different ways in
order to develop the local capacity
• The main challenge is to set up a supply chain adapted to the urgent requirements of the
drugs, remote areas, at time precarious infrastructure, and poorly trained and equipped staff
• Collaboration with different actors can help reduce cost and increase speed in the supply chain
• The collaboration can be in the front-office (response) or back-office (preparedness) depending
on the core competencies and assets exchanged
COORDINATION

• In the disaster response operations, the intervention becomes multifaceted and

complex
• Disaster response significantly requires collaboration and specialization of tasks
between humanitarian organizations, military, governments and private sectors
• The challenges :
- Very different origins, history, geographical, cultural and political nature of many
agents involved that could pose potential problems for humanitarian principles and
space
- Media attention related to donations
COORDINATION:
TYPES OF C OOR D IN ATION

• Coordination by command
A central coordination; agreement on responsibilities and objectives; and common
territorial areas of responsibility
• Coordination by consensus
Organization have access to compatible or shared communications equipment, liaison
and interagency meetings and pre-mission assessments
• Coordination by default
Includes routines contact between desk officers and civil military operations centres
COORDINATION:
TYPES OF C OOR D IN ATION
COORDINATION:
EFFEC TIVE C OOR D IN ATION
The case of Mozambique Floods, 2000
COORDINATION:
EFFEC TIVE C OOR D IN ATION
The case of Mozambique Floods, 2000
COORDINATION:
W H EN C OOR D IN ATION IS MISSIN G

The case of Earthquake and Tsunami in Aceh, 2004

• This disaster is particularly unusual due to :
- Its sheer magnitude (thousands of miles of shoreline)
- Its unusual nature (a huge killer wave)
- The presence of many western tourists
- It happened during vacation
• Massive media attention which in turn prompted an inordinate public response to donate
money
• There was also unprecedented wave of governments’ attention
• Many humanitarian organizations, ad hoc organizations and volunteers arrived
COORDINATION:
W H EN C OOR D IN ATION IS MISSIN G

The case of Earthquake and Tsunami in Aceh, 2004

• The army carefully controlled operations and movement into sensitive areas
• 5 months after the disaster, about a third of the containers with relief items are still blocked
at customs
• Too much money with organizations competing for ways to spend it
• Too many actors with new and inexperienced organizations as well as other volunteers
allowed
• An overwhelmed government that was unable to play a coordinating role
• The UN arriving late on the scene and with insufficient resources
COORDINATION:
W H EN C OOR D IN ATION IS MISSIN G
THANK
YOU