Disaster Logistics and lessons learnt – Hurricanes Season of 2017

by Curtis Dennie

Hurricanes Irma and Maria devastated the region in 2017 and exposed the structural deficiencies of our logistics architecture. As we enter another hurricane season a careful evaluation of the lessons learnt is required. The components of the Disaster Management Framework (DMF) consist of risk mitigation and preparedness, response and recovery. The key factor that underpins the DMF is logistics. The experiences of Dominica, Barbuda, St. Croix, St. Maarten, Tortola, and Puerto Rico, highlighted the significant role of logistics. Firstly, logistics serves as a bridge between disaster preparedness and response, between procurement and distribution, and between headquarters and the field. Second, it is crucial to the effectiveness and speed of response for major humanitarian programs, such as health, food, clothing, shelter, water and sanitation. The reality is that disaster response agencies are in fact logistical organizations. While the level of preparedness and planning may vary depending on the nature and speed at which a disaster or emergency occurs, the logistical challenges are always complex and daunting.

There exists a knowledge gap on the role of Ports in disaster logistics in the Caribbean. Ports are critical infrastructure that facilitate resource mobilization, staging platforms, docking, warehousing, providing technical expertise, and managing out-bound in-bound logistics. The vulnerabilities of the region to natural disasters should create a compelling sense of urgency for a prominent role of logistics management. The extent to which disaster management strategies are successful is determined by the logistical capabilities of the organization. Disaster logistics can be defined as the planning, implementation and control of all activities relating to the flow of goods, materials, personnel and the associated information and capital, from the source (the supplier or donor) to the final user (the beneficiaries) in times of disaster. Efficiencies in disaster logistics will save lives and result in reduction in time, costs, vulnerabilities, national security risks, exposure to health hazards, fear, and uncertainties in the population. The national logistics architecture must exist prior to the impact of storms.

Among the lessons learnt from 2017 is that practitioners must plan for the unthinkable. Practitioners must plan for island evacuation and total devastation. However, there is an urgent requirement to conduct a comprehensive review of the national disaster plans in the region. An analysis of the plans should include the conducting of a logistical audit.

A logistical audit is a thorough review of capabilities of a country which include but are not limited to its port, airport, medical infrastructure, national disaster agency, transportation, public heavy duty equipment, water and electrical facilities. National disaster management is an integration of all Government agencies and stakeholders. Bureaucracies in the decision- making process remain a challenge in disaster management and serve as a constraint to national and regional agility. One of the areas on which leading practitioners of logistics and supply chain management have focused is agility: i.e. how do you develop processes that are capable of responding rapidly to unpredictable events? Agility must be at the heart of disaster logistics.

The complexity of disaster situations, operational challenges, the different stakeholders involved and the collaboration between them present major challenges for disaster logistics. A critical question is how can we develop agility from complexity? Agility is acquired through infrastructure development, training and development, organizational memory, planning, innovation, resource allocation and mobilization, quick decision making, collaboration and by establishing strategic alliances.

Since 1970 the region has been exposed to over 475 storms, and the probability of a hurricane striking is above 10 per cent per year. An evaluation of the level of collaboration between the public and private sector to assess critical communication and technology, suppliers’ relationships and national inventory planning for supplies post storm due to our vulnerability to food security and communication. Plans must incorporate regional and international intervention which may require commercial and military support (sea and air). The logistical support of military forces will significantly improve our agility. Therefore the region must identify countries for the prestaging of regional and international armed forces. Policy makers and practitioners should plan for post disaster seaport damage and congestion since 90% of imports are conducted via ocean. Therefore in view of this alternative, landing spaces (sea & air) should be identified to facilitate seamless logistics. Inbound supplies from donor agencies can be chaotic and requires effective logistics coordination and consolidation. Consideration should be given for the facilitation of several national training workshops on disaster logistics for key state and non-state actors in an effort to build resiliency. Regionally a conference on disaster logistics should be convened. Policy makers and disaster management practitioners in the region should give urgent attention to logistics management due to our vulnerabilities and socio-economic implications.