Bereich Logistik Humanitarian Logistics: Why Logistics is Central to Disaster Management Jennifer Schwarz | Martin Kessler Research Associates Berlin University of Technology
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BereichLogistik
Humanitarian Logistics:Why Logistics is Central to Disaster Management
Jennifer Schwarz | Martin KesslerResearch AssociatesBerlin University of Technology
BereichLogistik
� 312 professorships (inc. Junior professorships)
� 1.877 research associates
� 28.344 students,
thereof 5.598 international students (20%)
� 2.086 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 1.200 research projects
� 110 research cooperations with renowned
international universities in more than 30 countrie s
Berlin University of Technology (TU Berlin)
BereichLogistik
PART ONE: INTRODUCTION TOHUMANITARIAN LOGISTICS
BereichLogistik
Epic Disasters Covered by the Media
Hurricane Katrina 2005:1.836 casualtieseconomic damage 125 bil. US$
Haiti Earthquake 2010:225.000 casualtiesEconomic damage 8 bil. US$
BereichLogistik
Threat of Life Through Natural Disasters
Source: Em-Dat 2010
0-1.000 casualties and affected people per 100.000 habitants
1.001-5.000 casualties and affected people per 100. 000 habitants
5.001 and more casualties and affected people per 1 00.000 habitants
BereichLogistik
Economic Damage through Natural Disasters
Sources: Em-Dat 2010, maplecroft 2009
up to 3 bil. US$ per year
3 to 6 bil. US$ per year
more than 6 bil US$ per year
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Scope on the Southern African Region
Source: Em-Dat 2010
Botsw anaNamibia
South Africa
AngolaZambia
Angola# of disasters(1) 31
Types of most significant disasters
drought, epidemic, flood
Total nb of deaths 4,131
Maximum affected331,700 (flood, 2004)
South Africa# of disasters 35
Types of most significant disasters
epidemic flood, storm, drought
Total nb of deaths 393
Maximum affected15,000,000 (drought,2004)
Zambia
# of disasters 19
Types of most significant disasters
drought, epidemic, flood
Total nb of deaths 541
Maximum affected1,400,000 (flood, 2007)
Botswana
# of disasters 7
Types of most significant disasters
drought, epidemic, flood
Total nb of deaths 472
Maximum affected138,776(flood, 2000)
Namibia
# of disasters 15
Types of most significant disasters
drought, epidemic, flood
Total nb of deaths 308
Maximum affected350,000 (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
BereichLogistik
Disaster Relief
DevelopmentAid
Humanitarian Aid
Administration andPersonnel
Warehousing and Transportation
65
Procurement
Volume and Structure of the Humanitarian Sector
Cost Distribution in percentage
Sources: Kov acs und Spens 2010, Schulz 2009
20100
90
10
15
Why Logistics?
BereichLogistik
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.
Broader definition by TU Berlin:
Humanitarian logistics – what is it?
Source: Thomas 2003
Disaster Relief
Reconstruction and Rehabilitation
Social and Economic DevelopmentShort Term
Long Term
BereichLogistik
Commercial vs. Humanitarian Logistics: Some Aspects
Commercial Supply Chain Humanitarian Relief Chain
Strategic Goals
maximize profitability and achieve high customer satisfaction.
minimize loss of life and alleviate suffering
What is„Demand“?
products and services supplies and people
Demand Pattern
relatively stable, mostly predictable highly variable and unpredictable in terms of timing , location, type, and size
DistributionNetworks
well-defined methods for determining the number and locations of distributions centers
challenging due to the nature of the unknowns (locations, type, and size of events, politics, and culture), and “last mile” considerations
Inventory Control
well-defined methods for determining inventory levels based on lead time, demand and target customer service levels.
inventory control is challenging due to the highvariations in lead times, demands and demand locations.
Information System
holistic, using advanced technology. information is often unreliable, incomplete or non-existent.IT in NGOs lack consistency and transparency
Performance MeasurementSystem
focused on resource performance measures, such as ROI, turn over rates.
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
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Different phases of disaster relief
Source: modified from Petit & Beresford 2006
RecoveryResponsePreparedness
impact
Lessons learned
BereichLogistik
• Urgency of help• Situation assessment• Access to affected areas• Availability of logistics capacities
• Tracking of goods and supplies• Transparencyof donations• Rebuild infrastructure
• Responsibilities• Coordination• Pre-positioning of stocks• Logistics capacity building
• Cross-organizational learning• Information and knowledge• Ex post evaluation• Develop systems, tools and staff
Challenges
Recovery
Response
Preparedness
impact
Lessons learned
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PART TWO: CASE STUDY ANDDISCUSSION
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0
50000
100000
150000
200000
250000
300000
350000
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Impact of floods 2000 - 2010affected people
Floods in Namibia
105
90
75
60
45
30
15
0
fatalities
Source: Em-Dat 2010 & IFRC 2010
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2008
2003
Source:http://bevoelkerungsstatistik.de/wg.php?x=&men=gadm&lng=de&des=wg&geo=-154&srt=npan&col=abcdefghinoq&msz=1500
Flood affected regions during the last 10 years
2007
2005
2009
2004
2009
2006
2008
2010
20102008
2006
20042009
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Disasters
Density
Malaria infection
Water access
Challenges and contradictions in the northern part of Namibia
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Flood 2009: A brief overview
Source: www.namibi an.com.naSource: www.blogs.miror.co.ukSource: www.nimg.sulekha.com
� Six regions in northern and north eastern regions were affected� 350.000 people were affected, more than 100 people died, 55.000 had been displaced� 70 – 80 % 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
BereichLogistik
� Lack of standard definition of who is affected� Measurements to guide national and international relief efforts� Lack of an effective flood early warning system
� Failure to pre-position emergency relief materials at strategic sites� Inadequate staff skills in disaster logistics� Inadequate warehouse spaces
Flood 2009: Challenges
� Lack of sustainable and disaster-resilient infrastructure� Inadequate communication facilities within the outlying facilities
Information availability
Logistics capacity
Infrastructure
BereichLogistik
How to tackle this challenges?
The better prepared the more effective the response
Government, Districts, Communities NGOs, IGOs Private sectorWHO ?
HOW? Create and establish short-and long-term activities
Preparedness Response
Ensure coordination and cooperation between each el ement
WHERE?Human
ressourcesKnowledge
management
Operation andprocess
managementFinance
BereichLogistik
Permanent partnership between TNT and WFP “Moving th e 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
Best practice example: TNT & WFP
Act more responsible and enable sustainable aid and assitan ce torapidly respond to emergencies
BereichLogistik
� 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
Implications and conclusionsW
hen
a di
sast
erst
rikes
itis
alre
ady
too
late
tode
velo
pso
lutio
nsdisasterreliefis
upto
80 percentlogisticscosts
BereichLogistik
Any questions?
Emergency depot
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