How Humanitarian Logistics Information Systems Can Improve Humanitarian Supply Chains

Howden How In cropation Systems substructure Improve do-gooder Logistics How do-gooder Logistics Information Systems put previous Improve human-centred ply drawing strings A View from the dramaturgy Michael Howden humanist Consultant michael. emailprotected com ABSTRACT human-centered logistics represents a broad cooking stove of activities taking nonplus inside human-centred organizations, the bulk of these activities argon withal comp adeptnts of a broader addition emerge mountain range the network involved with providing strong-arm helper to beneficiaries. human-centered logistics cultivation systems better discipline endures, which integrates logistics units more(prenominal)(prenominal) than efficiently with non-logistics units inside the humanist contri alonee chains and provides better feedback to sponsors, ensuring more hard-hitting military operations. add-on logistics activities occur crosswise the mishap anxiety calendar method. human e logistics breeding systems non only improve logistics activities in all(prenominal) figure, but put forward improve the continuity of addition operations by overlap nurture end-to-end the transition of diametrical calamity charge cycle contours.Through coaction amid organizations, humanistic logistics education systems besides have the potential to reduce putridness and the food market distortion which lavatory occur during humane operations. Keywords human-centered Operations, Logistics, make out Chain charge, Information Systems, accidents, Disaster Management AUTHORS life Michael Howden completed a Bachelor of Computer Systems Engineering from the University of Auckland and originally worked as a softw ar engineer in New Zealand.He has worked for world-wide cede Committee in Indonesia, Pakistan and Uganda take aiming and implementing their global logistics informationbase ProLogs and for Save the Children US in Indonesia, developing logistics softw are and systems which were components of a broader provide chain worry system. admission Within humanist operations logistics is involved to procure, store and pervade supplies for the care of beneficiaries. In order to function effectively humanitarian logistics must align with another(prenominal) actors and be considered without the lifespan of humanitarian operations.This paper go forth explore how humanitarian logistics information systems disregard 1. Integrate logistics units into the broader humanitarian impart chain finishedout the organization. 2. adforefrontce logistics activities and provide continuous support across the preparedness, reply, transition, recoery and mitigation forms of hap vigilance cycle. 3. Create sore possibilities for collaboration mingled with humanitarian organizations. In these ways humanitarian logistics information systems go off also improve the efficiency and potency of humanitarian operations. humanist LOGISTICS INFORMAT ION SYSTEMS IN THE HUMANIATARIAN SUPPLY CHAIN improver Logistics add-on organizations can include governing body agencies much(prenominal) as unify States performance for International ripening (USAID) and the United Kingdoms Department for International Development (DFID), multilateral agencies such(prenominal) as the United Nations Childrens Fund (UNICEF) and the World viands Program (WFP), non-government organizations (NGOs) such as Save the Children and Medecins Sans Frontieres (MSF) and members of the International Federation of ruddy Cross and Red Crescent Movement.Many humanitarian proceeding of the sixth International ISCRAM convocation Gothenburg, Sweden, whitethorn 2009 J. Landgren and S. Jul, eds. Howden How Information Systems Can Improve humanist Logistics organizations leave behind engage in long term development activities as well as cataclysm management activities supporting people bear upon by incidents. This paper will only discuss humanitarian l ogistics as it is applied in casualty management. Humanitarian organizations usually include logistic units which can have different functions depending on the organizations or even the possibility and can include procural Warehousing Fleet Management Transportation (of two supplies and people) Asset Management Building Management Security Information Technology (IT) Radio communications Humanitarian operations consist of a diverse range of activities, then logistics in this context can have a broader scope than in the commercial sector. Areas such as security and IT whitethorn be considered chthonic logistics callable to respective military or technical experience of logisticians, all currently or historically inwardly an organization.Humanitarian grant Chains In this paper a humanitarian supply chain refers to the network created through the flow of supplies, run, finances and information amongst donors, beneficiaries, suppliers and different units of humanitari an organizations for the adjudicate of providing physical aid to beneficiaries (Mentzer et al. 2001). Humanitarian supply chains include functionalities which do not typically fall into the field of humanitarian logistics.Managing relationships with donors, performing of necessity assessments, planning for supplies postulate and monitoring and evaluating the impact of distributed supplies, are usually the responsibleness of non-logistics curriculum units. Figure 1 presents a summary of the study flows at bottom both humanitarian supply chains and humanitarian logistics. Proceedings of the sixth International ISCRAM conclave Gothenburg, Sweden, whitethorn 2009 J. Landgren and S. Jul, eds. Howden How Information Systems Can Improve Humanitarian Logistics Figure 1.Humanitarian Logistics and Humanitarian Supply Chain Flows This paper will concentrate on on the value of information systems for logistic units of NGOs deep down the humanitarian supply chain. Integrating Logistic s into Supply Chain Management With the exception of organizations which specialize in chance receipt or distribution, such as Medecins Sans Frontieres (MSF) and World Food Program (WFP) respectively, the core business of humanitarian organizations tend towards health, education, protection and stinting development.Logistics units are only considered as a function to support these activities of humanitarian organizations. Logistics units have traditionally been marginalized in spite of appearance organizations (Rickard, 2003) and logisticians have been pigeonholed in the field, making it breathed to move into management positions (Chaikin, 2003). This has contributed to a silo mentality in regards to logistics within humanitarian organizations. Better integrating logistics with other units within the organization will form stronger humanitarian supply chains.In order to integrate logistics into broader humanitarian supply chains, a clear distinction is occupyd betwixt the two. In Indonesia, one major NGO moved all logistics functionality into a supply chain management unit. In the terms logistics and supply chain management are utilize inter departably (Rickard, 2006) and personal discussions with humanitarian professional have revealed the in that location is not a clear distinction between the terms logistics and supply change management, and some have regarded any differences are semantics.In literature on humanitarian organizations in that location is a shift from logistics to supply chain management (Thomas and Kopczak, 2005) Humanitarian supply chains include units implementing programs, managing grants with donors, controlling budgets and monitoring activities which must prepare with logistics units. Humanitarian supply chains cannot be built by whole change magnitude the electrical capacity or responsibility of individual units, but are formed by Proceedings of the sixth International ISCRAM concourse Gothenburg, Sweden, May 2009 J. Land gren and S. Jul, eds. HowdenHow Information Systems Can Improve Humanitarian Logistics the creation of stronger links between units within the supply chain. Humanitarian logistics information systems can improve the flow of information with other units, in a mutually constructive manner, improving the effectiveness of the humanitarian supply chain. Humanitarian logistics information systems can Enhance needs assessments by ensuring that field module know what supplies are accessible for beneficiaries, either in local anesthetic warehouses, pre-positioned sine qua non stocks or from local and world-wide markets. Share lists of supplies avail fit in both local and international markets, including prices and die convictions, logisticians to empower program faculty to better plan their procurement activities. deem program staff informed of procurement activities will help to develop an understanding of the constraints within logistics and create trust. allow budget holder more accurate financial information regarding funds which are committed within the procurement process, to avoid the over or under spending of budgets. Provide warehouse inventory reports to program staff to allow them to take more responsibility for their supplies, and mark off that they are use effectively. Share information on the distribution of supplies to allow program staff to better monitor and survey activities and avoid the need for duplicate record keeping between logistics and programs. more accurately divide logistics overhead costs such as warehouse rental, transportation and logistic staff wages into program budgets check to the activities logistics is supporting.Information empowers program units to beat more engaged consumers of logistic services. In this way information systems can integrate logistics into humanitarian supply chains and improve the effectiveness and efficiency of humanitarian operations. The improved information flow from humanitarian logis tics information systems will also contribute to the overall effectiveness of the humanitarian operation. The judge of Information in the Humanitarian Supply Chain Information plays a significant role in humanitarian supply chains.In humanitarian supply chains is that the end liquidator of aid (the beneficiary) is decoupled from the commercial transaction and has no direct influence over what supplies they receive (Gray and Oloruntob, 2006). The key decision makers within the humanitarian supply chain are the donors who are funding the operation and many NGOs regard the donor as the customer in the humanitarian supply chain (Beamon and Balcik, 2006). In commercial supply chains, the end recipient decides what supplies they require, and fulfillment can be easily evaluated by monitoring the recognise of these supplies.In humanitarian operations as supplies are determined by orthogonal assessments of the needs of the beneficiary, evaluating fulfillment become more difficult, as add itional abridgment must be done to determine if these needs have been met by the supplies. Figure 2. Donors, Humanitarian Organizations and Beneficiaries within the Humanitarian Supply Chain Humanitarian logistics information systems can provide accurate and seasonably information on what supplies are required, what supplies have been delivered to beneficiaries and in which locations.With this information Proceedings of the 6th International ISCRAM Conference Gothenburg, Sweden, May 2009 J. Landgren and S. Jul, eds. Howden How Information Systems Can Improve Humanitarian Logistics paygrade units should be able to determine if those supplies have met the needs of the beneficiary. This feedback turn backs that donors and humanitarian organizations are engaged and responsive to the beneficiaries, and supporting aid according to the beneficiaries needs.HUMANITARIAN LOGISITCS IN THE contingency MANAGEMENT CYCLE receipt, Transition, convalescence, Mitigation and Preparedness The o perations of humanitarian organizations in disaster management can be separated into four major phase angles chemical reaction, recovery, mitigation and preparedness (Haddow and Bullock, 2004). During humanitarian operations there will be overlap between activities from different phases, and a separate transition phase can be considered between the resolution and recovery phase (Asian Development Bank, 2004).Humanitarian supply chains must provide supplies to beneficiaries in each of these phases (Kovacs and Spens, 2007) and these activities require logistic support (Perry, 2007), although the garishness, categorization of supplies and urgency will change according to the phase. Humanitarian logistics information systems improve the effectiveness of logistics units throughout the disaster management cycle and can provide continuity throughout the phases. Figure 3. Disaster Management Cycle (Haddow and Bullock, 2004). PreparednessThe preparedness phase involves edifice the capa city to act to a disaster, such as working with communities to ensure they know excretory product options, pre-positioning emergency rejoinder supplies and build uping organizational capacity to respond to disasters. These activities are ongoing and are implemented forward to the onset of a crisis. Pre-positioned emergency receipt supplies tend to be less varied, as they are proper(postnominal) life supporting items, such as food, medical supplies, water and sanitisation equipment, shelter, household kits, etc.The necessities of life are less open on the social, ethnic or economic context of the disaster, because it is easier to patternize the supplies required. Also, because it is not cognise if these supplies will be available in local markets, or if markets whitethorn be disrupted by the disasters, they will need to be procured internationally. twain Medecins Sans Frontieres and the Red Cross have standard catalogues of items for emergency solution. These items ca n be procured internationally, with pre-existing arrangements with vendors, and are also pre-positioned in warehouses globally, ready to be deployed. Chomilier, Samii van Wassenhove, 2003 Coyne, 2006). Organizationally NGOs need to ensure that they not only have staff trained to respond to emergencies, but that they have the systems and process in situate to support these staff. 80% of the disaster response phase consists of Proceedings of the 6th International ISCRAM Conference Gothenburg, Sweden, May 2009 J. Landgren and S. Jul, eds. Howden How Information Systems Can Improve Humanitarian Logistics logistics activities (Kovacs and Spens, 2007) therefore in the preparedness phase organizations should focus on building the capacity of logistics units. ResponseThe response phase occurs immediately after the disaster, and activities are center primarily on saving lives and preventing further damage. Humanitarian operations are most reliant on logistics during the response phase as they distribute food, medical supplies and other necessities of life to affected populations, and lives will be dependent on the speed of logistics activities. The response phase may stick up from eld to months, depending on the outgo of the disaster. While the humanitarian logistics is most significant during the response phase, it is important to consider its role throughout the absolute disaster management phase.Transition During the transition phase NGOs begin to look at providing ongoing assistance, such as temporary shelter and revitalizing basic social services (ref ADB). NGOs will also plan strategically to transition from implementing response activities to chronic term recovery and mitigation programs. Logistics activities, such as identifying suppliers to in either local or international markets to provide supplies for longer term programs, ensure a smooth transition. Recovery The recovery phase involves aiding communities to return to their conditions prior to the disaster.These activities may include training people and distributing supplies for livelihood building, reconstructing houses, buildings and infrastructure and may be carried out over a period of months to years. Across both the recovery and following mitigation phases the supplies are no longer ingrained for the lives of affected population and are therefore no longer required at such a eminent rate or with such short lead times. The activities across these phases are largely dependent on the social, cultural, economic and geographical conditions of the affected communities. These may vary hugely between different disasters.Humanitarian organizations supported fishermen affected by 2004 Indian maritime Tsunami by distributing late boats and fishing equipment whereas the needs of landlocked communities recovering from 2005 Kashmir Earthquake were preferably different. Humanitarian organizations will also attempt to procure supplies locally in order to support local communities and avoid flooding local markets through the influx of external supplies. The recovery phase represents a significant similitude of the duration and funding of a humanitarian operation and may last from 5-10 years (ADB reference).In April 2005 the Government of Indonesia established a 5 year time frame for reconstructive memory after the Indian Ocean Tsunami, and activities are up to now ongoing at the start of 2009, indicating the long duration of the recovery phase. Recovery phase activities such as reconstruction and distributing supplies are essential for restoring the lives of affected people and require significant logistic support. Mitigation Mitigation involves increasing the resilience of communities to natural hazards to reduce the impact of disasters they cause. According to the specific pic of the community these activities may include lanting mangroves to protect coastlines against cyclones, constructing dams and reinforcing buildings. Humanitarian organizations imp lementing these activities will require logistics support, although not typically at as large a scale as in the other phases. Proceedings of the 6th International ISCRAM Conference Gothenburg, Sweden, May 2009 J. Landgren and S. Jul, eds. Howden How Information Systems Can Improve Humanitarian Logistics Summary human body Preparedness Response Transition Recovery Mitigation Period grand Term unbroken Days Months Months Years Long Term Continuous Logistics Volume wretched High Medium Low SuppliesRequired Specific standard supplies prepositioned for disaster response Specific standard supplies Food, medical supplies, water and sanitation equipment, shelter, household kits, etc. Varied supplies depending on the context of the disaster reconstruction material, livelihoods equipment Varied supplies Urgency Low High Lead times for supplies can make the difference between life and death. Medium There may be government and donor pressure to complete recovery activities Low procurem ent of Supplies Local International Local-International Local Table 1. Humanitarian Logistics throughout the Disaster Management CycleHumanitarian organizations are required to provide physical aid to beneficiary throughout the disaster management cycle. Although these activities differ in volume, variety of supplies and urgency, there is enough commonality that standard processes and systems can be employ by logistics units throughout the disaster management cycle. This avoids the overhead of developing triple standards and implementing new systems when transitioning between phases. It is therefore important to consider humanitarian logistics as operating in each of the phases of the disaster management cycle. Humanitarian Logistics beyond the Response PhaseA large amount of literature on humanitarian logistics and supply chain management focuses on the response phase of a disaster and pre-positioning of supplies done in the preparedness phase (Beamon, 2004 Beamon and Balcik, 200 8 Maspero and Ittman, 2008 Oloruntoba, 2007 Rodman, 2004 Thomas, 2003 Thomas et al, 2005). This could be influenced by a number of factors This is the phase in which logistics plays the largest role in semblance to the humanitarian operation. The key focus of the response phase is the preservation of lives therefore improved logistics can be directly linked to lives saved.During other phases of disaster management, the outputs become more varied, such as providing trainings to teachers and medical professionals. Therefore impacts, such as better education levels and healthcare in communities harder to measure. The disaster response is the phase that creates the most media coverage, therefore may be the phase which experts distant of the humanitarian domain get the most exposure to and are most familiar with. Media coverage could also create a perception of more status with disaster response. This paper has shown that the field of humanitarian logistics is more broadly speaking focused than just disaster response.More focus needs to be fixed on the role of humanitarian logistics in the transition, recovery and mitigation phases of disaster management. It could be argued that humanitarian organizations already have a higher capacity for disaster response than for disaster recovery. In Indonesia the Reconstruction and Rehabilitation Agency (BRR) claimed that in the response to the 2004 Indian Ocean Tsunami No one died of starvation, there were no deaths due to a lack of medical care or disease, law and order was maintained and major infrastructureincluding telecommunications and electricitywas restored within a few weeks time. In contrast during the recovery phase there have been delays, underperformance and depravation. Humanitarian logistics information systems can improve logistics activities in each of the phases of disaster management and also help to provide continuity to logistics operations throughout the disaster management cycle. Proceedings of t he 6th International ISCRAM Conference Gothenburg, Sweden, May 2009 J. Landgren and S. Jul, eds. Howden How Information Systems Can Improve Humanitarian LogisticsHumanitarian Logistics Information Systems across the Disaster Management Cycle Humanitarian logistics information systems must be able to operate across the entire disaster management cycle. In order to be applicable for all phases, they must be climbable to manage the large volumes of supplies during the response phase, as well as the high diversity of supplies across the recovery and mitigation phases and manage the flow of information from the preparedness phase to the response phase, and during the transition phase.A single humanitarian logistics information system which integrates information from all phases within the disaster management cycle will assist an organization in the complex task of transitioning their activities between the different phases. Preparedness NGOs prepare for disasters by pre-positioning eme rgency response supplies. It is equally important to implement humanitarian logistics information systems which can be utilized by logisticians responding to disasters.Logisticians must be trained to use these information systems and simulations should be run in preparation for their use in disaster response. Humanitarian logistics information systems should also be used to record what emergency response supplies are available at the onset of the disaster. In response to Cyclone Nagris in Myanmar one major NGO was better able to more efficiently send air shipment of emergency prepositioned supplies by having maintained records of the their volume and weight.This allowed the logistician to arrange the optimal charter flights required to transport the supplies. Response Humanitarian logistics information systems can eliminate the need for duplicate data entry and offer more timely and accurate information during the response phase (Lee and Zbinden, 2003). This not only increases the efficiency and effectiveness of the disaster response, but also assists in later phases of the disaster management cycle. After the response to the 2005 Kashmir Earthquake one NGO had a number of emergency response supplies remaining.However, due to a lack of proper information systems, it was unknown which donor funded the items, and what the donors regulations were regarding their use. As a result, they were unable to be distributed in response to flooding in Pakistan the following year. Where warehouse inventory reports are not maintained, it is common for surplus stock from emergency response not to be utilized and to go to waste. Transition Once the response phase is complete, humanitarian logistics information systems will enable organizations to know what supplies have been distributed, and what supplies are remaining.This will allow them to utilize surplus supplies in recovery activities or return them to pre-positioned stock and know what supplies were required, to better p lan for the next disaster response. The transition phase will also typically involve the transposition of short term emergency response teams with longer term staff. If information regarding what supplies are currently stored in warehouses is not recorded, it may be forgotten as staff leave, and the supplies may remain unutilized.Humanitarian logistics information systems can ensure that new staff are aware of what supplies are currently available, so they are able to utilize them. Recovery The recovery phase takes place over a period of years, which offers enough time for conditions to stabilize, and also the approachability of funding, for humanitarian organizations to plan strategically and develop information systems. During disaster response humanitarian logistics operate in a realm of uncertainties and rapidly ever-changing conditions. This is not an appropriate environment to develop, test or implement new systems.There are already enough unknown variables present, without introducing new systems or software, which may contain bugs or functionality which needs refining. Implementing new systems requires the investment of time and resources, and doing this during a disaster response will detract from the primary goal of the humanitarian operation saving lives. Developing humanitarian logistics information systems during the recovery phase provides the opportunity to involve the staff of the organization, which is essential, as the solution will be more appropriate to their needs and they will have ownership over it.New systems can be implemented through trainings and simulations, so far it is more effective as having systems which have implemented within the operations of the organization and socialise with staff in the field. In this respect the recovery phase can offer a suitable environment to develop and test new information systems for humanitarian logistics which can then be applied to disaster response activities. In 2007 one major NGO develo ped a warehouse database in Indonesia to support their recovery activities following the 2004 Indian Ocean Tsunami.In September 2007, they were able to deploy the same database in Proceedings of the 6th International ISCRAM Conference Gothenburg, Sweden, May 2009 J. Landgren and S. Jul, eds. Howden How Information Systems Can Improve Humanitarian Logistics response to an earthquake in Indonesia. A staff member who was already using the database to manage supplies for the tsunami recovery effort was then easily able to use it to manage the distribution of emergency supplies in the area due to their familiarity with the system. MitigationAlthough logistics activities occur at a lower scale during the mitigation phase such as the procurement of supplies to reinforce buildings, it is important to ensure that humanitarian logistics information systems are still utilized by organizations, to ensure that they become standard practice with logistics units. This continuous use will institut ionalize the systems within the organization and ensure the sustainability of their use across the disaster management cycle. HUMANITARIAN LOGISTICS INFORMATION SYSTEMS BETWEEN ORGANIZATIONSHumanitarian supply chains could be viewed more widely to include the multiple organizations providing physical aid to beneficiaries in the same region. Humanitarian logistics information systems have the potential to enable better information sacramental manduction between organizations which can enhance the overall humanitarian operation (King, 2005). ane area which could be improved by information systems is local procurement. Procurement is vulnerable to corruption through collusion between organization staff and vendors and the payment of bribes to choose specific vendors.Analysis of procurement data is capable of telling trends and irregularities, indicative of corruption, such as consistently purchasing from specific vendors or certain purchasers always receiving higher than average qu otes. This analysis would be more effective using procurement data from different humanitarian organizations in the same region, as comparisons could be made between prices, to monitor if one organization is paying significant more for similar items, which could indicate corruption within that organization.Humanitarian organizations often rely on local markets to provide supplies, however the large amount of purchasing activity following a disaster can often lead to inflation over supply and stock-outs. multiform analysis of purchasing trends from multiple humanitarian organizations, and improved information sharing with local vendors, could mitigate this, by spreading requirements over multiple vendors and inform them of expected demand. This could also allow humanitarian organizations to sustainably support and stimulate local markets.Although there are many challenges in encouraging collaboration between humanitarian organizations, better humanitarian logistics information syst ems could facilitate collaboration by creating more incentives to do so. CONCLUSION Humanitarian logistics units are actors in a broader humanitarian supply chain and information systems can help to build logistics capacity of while also building better links with other units, better integrating logistics in the humanitarian supply chain.Humanitarian logistics information systems can improve the effectiveness of humanitarian supply chains by providing timely and accurate information regarding what supplies are required and have been delivered, enabling donors to be more responsive to the needs of beneficiaries. Humanitarian logistics operates across the disaster management cycle. Humanitarian logistics information systems can improve logistics activities in each of the phases and also help to provide continuity to humanitarian operations throughout the entire cycle.Humanitarian logistics information systems could also provide opportunities for better corruption prevention and market control through collaboration between different humanitarian organizations. Humanitarian logistics information systems can strengthen logistics units and integrate them with other units and across to the disaster management cycle to create more efficiency and effectiveness of humanitarian supply chains REFERENCES 1. Asian Development Bank (2004) Disaster and catch Assistance Policy, At http//www. adb. rg/Documents/Policies/Disaster_ essential/Disaster_Emergency. pdf, accessed 20 February 2009 2. Beamon, B. M. (2004), Humanitarian relief chains issues and challenges, Proceedings of the 34th International Conference on Computers and Industrial Engineering, San Francisco, CA. 3. 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