ICHL 2013
International Conference on Humanitarian Logistics
CHALLENGES TO
HUMANITARIAN LOGISTICS
Presented by:
Dr. Jitendra K. Sharma and Dr. Anant Gwal
Acropolis Faculty of Management & Research Indore
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What is humanitarian logistics?
Disasters can be natural or manmade.
Humanitarian logistics is a specialized form of logistics
that delves into supply warehousing and delivery in
disasters.
It is a process of planning, implementing and controlling
the efficient, cost-effective flow and storage of goods as
well as information from point of origin to point of
consumption to meet the beneficiary's requirements
(Thomas and Mizushima, 2005).
It talks about arranging the resources related to delivery
and warehouse the rescue material and supplies..
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Humanitarian Logistics
The ultimate objective of humanitarian logistics is to
ensure distribution time minimization along with cost
minimization and response maximization.
The role of humanitarian logistics is tough to
measure since there are many limitations related to
natural issues like- geographical situations, weather
conditions or other factors like- odd working
environment.
This paper is a study of existing literature and a
comprehensive model of humanitarian logistics has
been proposed by authors..
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Study of Literature:
 As per Balcik and Beamon (2008), challenges to
humanitarian logistics include demand irregularity,
abrupt occurrences and high stakes related to delivery
time appropriateness.
 As per a study by Whiting and Ostrom (2009), the focus
of humanitarian logistics should be more on providing
and analyzing timely information to gain more insight on
how to improve operations and learning with others.
 With the instance of Tsunami disaster of 2004, the
authors put their focus on planning of relief activities.
Often humanitarian logistics people fail to anticipate
some bottlenecks that may cause problems to them..
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Study of Literature:
 According to Trestrail and Maloni (2009), humanitarian
logistics has a crucial role to manage disasters
worldwide. It is more difficult than ordinary logistics
because of human factors. People behind humanitarian
logistics have to face infrastructural challenges and
seasonal issues.
 Kovács and Tatham (2009) found that humanitarian
logistics is a combination of service and manufacturing.
It is a service since it offers direct support to the people
engaged in assisting the disaster affected populations.
It is manufacturing since the delivery process needs
material and technological resources in transportation,
handling and warehousing of the products..
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Study of Literature:
 Jahre and Jensen (2010) studied the coordination in
humanitarian logistics. They suggested use of clusters
for diverse functions like- sheltering, logistics along with
water and sanitation to achieve functional coordination.
 According to Chandes and Paché (2010) humanitarian
logistics operations are hampered by lack of
coordination between people.
 Baldini et al., (2012) concluded that humanitarian
logistics are quite different from business logistics in
terms of operational requirements, resources and user
needs. Use of technology can facilitate the coordination
among the units. So, supply chain used in resolution of
emergency crises must be flexible to respond to
challenges..
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Conclusion:
 Humanitarian logistics is a complex activity of
providing relief to people at the time of disasters.
 In other words, it is the management of logistics in
disaster relief operations.
 Due to many challenges cited like- coordination of
the logistical activities, demand irregularity along
with abrupt occurrences, high stakes related to
delivery time appropriateness, poor infrastructure
and seasonal constraints, the task of humanitarian
logisticians have become more complex..
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PPT model of Humanitarian Logistics
 The results of literature study have paved way to a
model of humanitarian logistics.
 The authors have developed an indigenous model
known as PPT model to ensure effectiveness of
humanitarian logistics.
 This model views humanitarian logistics as a
comprehensive process having three components
i.e. People, Process and Technology; therefore it
is known as PPT model.
 This trinity determines the success of humanitarian
logistics initiatives.. Lets see how:
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The PPT model of Humanitarian Logistics:
The triangle represents never-ending relationship
between the components.
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Components of PPT model:
1. People: The most significant component. It includes
all personnel in humanitarian logistics activity. The
human aspect in such makes it more sensitive since it is
directly related to lives of people.
Smooth coordination between the teams results into
effective results. With examples from Japan earthquakes,
it can be said that coordination and communication
facilitates better outcomes..
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Components of PPT model:
2. Processes: It includes processes and guidelines to
facilitate smooth implementation of action plan. A
carefully considered action plan smoothens right
implementation of logistics.
Along with planned steps, one should be ready with
contingent approach, where solution has to be sought
based on situation. At times, when pre-planned course of
actions fail, it is the contingency approach, which solves
the problems..
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Components of PPT model:
3. Technology: Technology forms the means of
achieving the end.
The use of radio frequency identification has been
common application, which enhances rapid results.
This is specially helpful in infrastructure bottlenecks and
helps towards improving and tracing the supply chain
management. Radio waves facilitate effective tracking at
the time of disasters. Japan has been pioneer towards
using such systems.
Lets see India in terms of humanitarian logistics issues:
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Two recent disasters in India:
Kedarnath [June 2013] and Phailin [October 2013].
In June 2013, a cloudburst on Uttarakhand caused
disturbing floods and landslides in India’s worst natural
disaster after the 2004 Tsunami.
 There was warning generated, but tourists were not
sent SMS alerts. In fact, there was no tourist database.
 The flow of tourists & vehicles in the hills could have
been halted. But it was ignored.
 There were no satellite phones in remote areas.
 The Army was called in 48 hours after the tragedy.
 Many people died of starvation, hunger, thirst, cold and
injuries.
 Result: More than 5,700 people died, including 934
local residents..
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In October 2013, Phailin cyclone attacked Odisha.
When the first warning signal came, 600 buildings were
identified as cyclone shelters and people were evacuated
from areas near the coast.
 TV, radio, mobile were activated for alerts. It was
India's biggest evacuation where more than 11 lakh
people were moved from the coast line to safer places.
 State government issued high alert and cancelled
Dusshera holidays of employees of all districts.
 Food packets for more than 10 lakh people for 1 week
were prepared in advance.
 The Chief Minister asked Union Defence Minister for
support from Air Force and Navy for rescue and relief
operations. 44 lives could not be saved..
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These two cases show
management approaches.
humanitarian
logistics
In Uttarakhand tragedy, lack of coordination led to failure.
While in Odisha, people, process & technology were
activated and disaster was managed successfully.
This PPT model would ensure better results for all
concerned, if implemented properly.
Finally, the success of the humanitarian logistics
operations would depend on the way the challenges are
converted into opportunities..
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Thank You
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