Selection of Post-Disaster Humanitarian Logistics Structure Using AHP Approach
Selection of Post-Disaster Humanitarian Logistics Structure Using AHP Approach
Vivek Roy, Sumit Agarwal, Subhash Kumar, and Parikshit Charan
supplies such as water, food and medicine in the impacted area are destroyed or
quickly depleted. So the response in the form of external assistance is required to
reduce the further loss of life (Van Wassenhove 2006). The process of transporting
critical supplies post the disaster is very complex. It is therefore required that the
relief operation must be very efficient and appropriate to match the requirements of
the situation (Van Wassenhove and Pedraza Martinez 2012). There are three
structures of post-disaster humanitarian logistics (PD-HL) operation, namely,
Agency Centric Efforts (ACEs), Partially Integrated Efforts (PIEs) and Collaborative
Aid Networks (CANs). These structures differ from each other to various
extents (Holgin-Veras et al. 2012).
The question arises in the superiority of these structures, one over the other. Thus,
it is very important to choose the appropriate post-disaster humanitarian logistics
structure. An evaluation framework is required, which should incorporate all the
determinants of these structures and is useful to select to most appropriate structure.
One such approach, with an application of a systematic analysis technique is
presented in this paper. This technique evaluates the various determinants of the
mentioned PD-HL structures through an analytic hierarchy process (AHP) model.
There are number of variables which affects the selection of PD-HL structure.
Analytical hierarchical process (AHP) is one of the analytical tools, which can be
used to handle a multi-criteria decision-making problem (Saaty 1980). The AHP
model presented in this paper structures the problem related to selection of a PD-HL
structure in a hierarchical form. Identification of the important determinants is very
important in this evaluation.
determinants are identified. These eight determinants are, namely, Speed, Agility,
Adaptability, Decentralisation, Resilience, Alignment, Information System and
Resource Availability. These are briefly described below.
speed of inception and execution, as well as their relative impermanence. Furthermore,
it serves a common goal (that of alleviating the suffering of those in need), an
important characteristic in team formation (Tatham and Kovacs 2010). There has
always been a significant increase in the focus on improving the response to rapid
onset disasters following any high-profile events.
any supply chain. As post-catastrophic events, agility is very essential, since
nobody knows that what challenges the relief operation is next going to face. So
it has to match the requirements of the situation.
demand of the situation in the most appropriate way. Lee (2004) advocated that it
is not necessary to maintain the status quo in the mode of operation. If the situation
demands, then the facilities can be relocated, source of supplies can be changed,
and outsourcing can be done if required.
is very important to reach those affected locations simultaneously. Many
literatures have established that it’s quite better to go for decentralisation rather
than making the system centralised.
problem occurs. As there are risks such as operational risks and functional risks
which can arise during the relief operation, so the structure must be resilient enough
to respond to ever changing situation.
various activities and processes. If the goals for the effective relief are not aligned,
then any operation cannot work in the desired way.
many past disasters has demonstrated, a successful local delivery operation requires
not only logistical structure but also information systems, e.g., properly trained
individuals well connected to others in the network. Also the real-time information
of the current scenario is very essential to ensure the relief operation is going as
desired. Information system provides which way now to proceed and what modification
in the strategy is now required as per the situation.
resources must be checked regularly and replenished as required. The strategy must
be very clear regarding the same. If the resources are not available, then ultimately
the relief operation will be affected severely.
Vivek Roy, Sumit Agarwal, Subhash Kumar, and Parikshit Charan
Introduction
Humanitarian logistics are in response to extreme catastrophic events. Criticalsupplies such as water, food and medicine in the impacted area are destroyed or
quickly depleted. So the response in the form of external assistance is required to
reduce the further loss of life (Van Wassenhove 2006). The process of transporting
critical supplies post the disaster is very complex. It is therefore required that the
relief operation must be very efficient and appropriate to match the requirements of
the situation (Van Wassenhove and Pedraza Martinez 2012). There are three
structures of post-disaster humanitarian logistics (PD-HL) operation, namely,
Agency Centric Efforts (ACEs), Partially Integrated Efforts (PIEs) and Collaborative
Aid Networks (CANs). These structures differ from each other to various
extents (Holgin-Veras et al. 2012).
The question arises in the superiority of these structures, one over the other. Thus,
it is very important to choose the appropriate post-disaster humanitarian logistics
structure. An evaluation framework is required, which should incorporate all the
determinants of these structures and is useful to select to most appropriate structure.
One such approach, with an application of a systematic analysis technique is
presented in this paper. This technique evaluates the various determinants of the
mentioned PD-HL structures through an analytic hierarchy process (AHP) model.
There are number of variables which affects the selection of PD-HL structure.
Analytical hierarchical process (AHP) is one of the analytical tools, which can be
used to handle a multi-criteria decision-making problem (Saaty 1980). The AHP
model presented in this paper structures the problem related to selection of a PD-HL
structure in a hierarchical form. Identification of the important determinants is very
important in this evaluation.
Determinants of PD-HL Structures
After review of literature and discussion with ten experts, some important PD-HLdeterminants are identified. These eight determinants are, namely, Speed, Agility,
Adaptability, Decentralisation, Resilience, Alignment, Information System and
Resource Availability. These are briefly described below.
Speed
The humanitarian aid supply network in disaster relief is characterised both by itsspeed of inception and execution, as well as their relative impermanence. Furthermore,
it serves a common goal (that of alleviating the suffering of those in need), an
important characteristic in team formation (Tatham and Kovacs 2010). There has
always been a significant increase in the focus on improving the response to rapid
onset disasters following any high-profile events.
Agility
Agility is quick response to change. Lee (2004) advocated that agility is critical inany supply chain. As post-catastrophic events, agility is very essential, since
nobody knows that what challenges the relief operation is next going to face. So
it has to match the requirements of the situation.
Adaptability
As the situation changes, the PD-HL structure must be able to respond to thedemand of the situation in the most appropriate way. Lee (2004) advocated that it
is not necessary to maintain the status quo in the mode of operation. If the situation
demands, then the facilities can be relocated, source of supplies can be changed,
and outsourcing can be done if required.
Decentralisation
The impacted area can be severely affected from various locations. So decentralisationis very important to reach those affected locations simultaneously. Many
literatures have established that it’s quite better to go for decentralisation rather
than making the system centralised.
Resilience
A resilient supply chain parts the wide range of risks. It can respond quickly when aproblem occurs. As there are risks such as operational risks and functional risks
which can arise during the relief operation, so the structure must be resilient enough
to respond to ever changing situation.
Alignment
The alignment of interests is very important. Any relief operation is interlinked withvarious activities and processes. If the goals for the effective relief are not aligned,
then any operation cannot work in the desired way.
Information System
Information system plays a vital role in traceability of goods. As the experience inmany past disasters has demonstrated, a successful local delivery operation requires
not only logistical structure but also information systems, e.g., properly trained
individuals well connected to others in the network. Also the real-time information
of the current scenario is very essential to ensure the relief operation is going as
desired. Information system provides which way now to proceed and what modification
in the strategy is now required as per the situation.
Resource Availability
The resource available gets exhausted continuously in any relief operation. So theresources must be checked regularly and replenished as required. The strategy must
be very clear regarding the same. If the resources are not available, then ultimately
the relief operation will be affected severely.
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