An Approach of Modeling for Humanitarian Supplies
An Approach of Modeling for Humanitarian Supplies
Devendra Kumar Dewangan, Rajat Agrawal, and Vinay Sharma
Introduction
In today’s scenario, disasters seem to be prominent in all corners of the globe; the
importance of disaster management is undeniable. A large amount of human losses
and unnecessary demolition of infrastructure can be avoided with more foresight
and specific forecast. Disaster management or emergency management is the
discipline of avoiding risks and dealing with risks. No country and no community
are protected from the risk of disasters. Disaster management or emergency management
is a discipline that involves preparing for disaster before it happens,
responding to disasters instantaneously, as well as sustaining and rebuilding societies
after the natural or human-made disasters have occurred because disaster
management is a continuous process. It is necessary to have comprehensive emergency
plans and estimate and improve the plans constantly. The related activities
are usually classified as four phases of preparedness, response, recovery, and
mitigation. Appropriate actions at each phase in the cycle lead to greater preparedness,
better warnings, reduced susceptibility, or the prevention of disasters during
the next iteration of the cycle. When an expanse is struck by a severe disaster,
humanitarian supplies must be provided to victims/evacuees efficiently throughout
the entire disaster periods. The delivery of emergency packages like food, water,
sanitation supplies, medicine, medical equipment, etc. from suppliers to shelters
must be done within certain time limits.
The Humanitarian Supply Chain
There is no solitary formof humanitarian supply chain, although a typical supply chain
could follow the sequence in Fig. 11.1 which shows a typical humanitarian supply
chain multilateral approach through international agencies and NGOs, although aid is
often given on a mutual country-to-country basis and delivered in a number of ways.
Unlike most business supply chains, the humanitarian aid supply chain is often
unbalanced. The purpose of this paper is that we shall make certain assumptions
about good practice in supply chain management.
Literature Review
In this section, the literature related to pre-positioning supplies and disaster planning
in humanitarian supply chains is reviewed. We will also briefly converse
several streams of research that are indirectly related to this problems.
Supply Chain Management and Humanitarian Aid
The parameters of supply chain management are a subject of some debate (e.g.,
Mentzer et al. 2001; Cooper et al. 1997; Croom et al. 2000), but for the purposes of
this paper, we shall make certain assumptions about good practice in supply chain
management. They are that there should be a planned approach, that a longer-term,
strategic perspective is adopted, and that it is important to coordinate functions. If
we attempt to apply such concepts from the “business model” to the humanitarian
aid supply chain, we find many parallels but also important differences.
Disaster Planning
As expected, most of the educational research on disaster management and emergency
preparedness can be found outside the logistics and supply chain ground.
Much of the research in the disaster management field is targeted to public servants,
government agencies, and insurance firms charged with responding in times of
crisis and has traditionally focused on crises such as hurricanes, earthquakes,
flooding, and fires (e.g., Iakovou and Douligeris 2001;Witt 1997; Warwick 1995;
McHugh 1995). Several researches in the disaster literature offer models, guidelines,
and planning actions for the development of effectual disaster plans. A
representative, but not complete, review of relevant research in this area for
logistics managers includes a study by Joseph and Couturier (1993) where seven
management activities are proposed as necessary to support effective disaster
planning. These activities included arranging in advance with outside organizations
necessary agreements and developing contingency plans for each part of the
disaster process. In a survey of local and city governments, Kartez and Lindell
(1987) found a positive relationship between the amount of disaster preparedness
meetings by city officials and the adoption of sound disaster practices. Dalhammer
and D’Souza (1997) identified the keystones of disaster preparedness for businesses.
And finally, several recent efforts have looked at the interactions between
disasters and disaster response groups (e.g., Harrald et al. 2002; Webb et al. 2000).
Objective Functions Under Disaster Relief Operations
The main objective functions during disaster relief operation are to:
Minimize Total Response Time
The main objective is to minimize the total arrival time or total transportation time
of delivering humanitarian supplies to all beneficiaries. In the total response time,
the location-routing problems play a crucial role during disaster relief operation.
Since there is a tremendous type of literature on facility location problems, we only
focus on facility location or location-routing problems directly pertinent to the
humanitarian operations after disasters, i.e., the facility location problems with
crowded facilities.
Such models are commonly used in placing ambulances, fire stations, and other
emergency services like medical aids, foods, clothes, etc. They attempt to assure
adequate service either by requiring superfluous coverage or by explicitly considering
the queuing aspect of the problem.
Minimize Latest Arrival
The objective minimizes the latest arrival of goods to a group of beneficiaries.
Maximize Travel Reliability
The main objective is to maximize the reliability of vehicles, such as the probability
of vehicles arriving to their proposed destinations.
Minimize Cost
The main objective is to minimize costs, which may be travel or inventory costs or a
combination. If the location routing is more effective and efficient, then the
movement of goods from origin to disaster areas (destination) is more convenient.
So, by this we can minimize the total cost in terms of fuel consumptions, vehicle
maintenance cost, salary of driver and other staff based on hourly basis.
Goods
Routing
Devendra Kumar Dewangan, Rajat Agrawal, and Vinay Sharma
 |
| An Approach of Modeling for Humanitarian Supplies |
Introduction
In today’s scenario, disasters seem to be prominent in all corners of the globe; the
importance of disaster management is undeniable. A large amount of human losses
and unnecessary demolition of infrastructure can be avoided with more foresight
and specific forecast. Disaster management or emergency management is the
discipline of avoiding risks and dealing with risks. No country and no community
are protected from the risk of disasters. Disaster management or emergency management
is a discipline that involves preparing for disaster before it happens,
responding to disasters instantaneously, as well as sustaining and rebuilding societies
after the natural or human-made disasters have occurred because disaster
management is a continuous process. It is necessary to have comprehensive emergency
plans and estimate and improve the plans constantly. The related activities
are usually classified as four phases of preparedness, response, recovery, and
mitigation. Appropriate actions at each phase in the cycle lead to greater preparedness,
better warnings, reduced susceptibility, or the prevention of disasters during
the next iteration of the cycle. When an expanse is struck by a severe disaster,
humanitarian supplies must be provided to victims/evacuees efficiently throughout
the entire disaster periods. The delivery of emergency packages like food, water,
sanitation supplies, medicine, medical equipment, etc. from suppliers to shelters
must be done within certain time limits.
The Humanitarian Supply Chain
There is no solitary formof humanitarian supply chain, although a typical supply chain
could follow the sequence in Fig. 11.1 which shows a typical humanitarian supply
chain multilateral approach through international agencies and NGOs, although aid is
often given on a mutual country-to-country basis and delivered in a number of ways.
Unlike most business supply chains, the humanitarian aid supply chain is often
unbalanced. The purpose of this paper is that we shall make certain assumptions
about good practice in supply chain management.
Literature Review
In this section, the literature related to pre-positioning supplies and disaster planning
in humanitarian supply chains is reviewed. We will also briefly converse
several streams of research that are indirectly related to this problems.
Supply Chain Management and Humanitarian Aid
The parameters of supply chain management are a subject of some debate (e.g.,
Mentzer et al. 2001; Cooper et al. 1997; Croom et al. 2000), but for the purposes of
this paper, we shall make certain assumptions about good practice in supply chain
management. They are that there should be a planned approach, that a longer-term,
strategic perspective is adopted, and that it is important to coordinate functions. If
we attempt to apply such concepts from the “business model” to the humanitarian
aid supply chain, we find many parallels but also important differences.
Disaster Planning
As expected, most of the educational research on disaster management and emergency
preparedness can be found outside the logistics and supply chain ground.
Much of the research in the disaster management field is targeted to public servants,
government agencies, and insurance firms charged with responding in times of
crisis and has traditionally focused on crises such as hurricanes, earthquakes,
flooding, and fires (e.g., Iakovou and Douligeris 2001;Witt 1997; Warwick 1995;
McHugh 1995). Several researches in the disaster literature offer models, guidelines,
and planning actions for the development of effectual disaster plans. A
representative, but not complete, review of relevant research in this area for
logistics managers includes a study by Joseph and Couturier (1993) where seven
management activities are proposed as necessary to support effective disaster
planning. These activities included arranging in advance with outside organizations
necessary agreements and developing contingency plans for each part of the
disaster process. In a survey of local and city governments, Kartez and Lindell
(1987) found a positive relationship between the amount of disaster preparedness
meetings by city officials and the adoption of sound disaster practices. Dalhammer
and D’Souza (1997) identified the keystones of disaster preparedness for businesses.
And finally, several recent efforts have looked at the interactions between
disasters and disaster response groups (e.g., Harrald et al. 2002; Webb et al. 2000).
Objective Functions Under Disaster Relief Operations
The main objective functions during disaster relief operation are to:
Minimize Total Response Time
The main objective is to minimize the total arrival time or total transportation time
of delivering humanitarian supplies to all beneficiaries. In the total response time,
the location-routing problems play a crucial role during disaster relief operation.
Since there is a tremendous type of literature on facility location problems, we only
focus on facility location or location-routing problems directly pertinent to the
humanitarian operations after disasters, i.e., the facility location problems with
crowded facilities.
Such models are commonly used in placing ambulances, fire stations, and other
emergency services like medical aids, foods, clothes, etc. They attempt to assure
adequate service either by requiring superfluous coverage or by explicitly considering
the queuing aspect of the problem.
Minimize Latest Arrival
The objective minimizes the latest arrival of goods to a group of beneficiaries.
Maximize Travel Reliability
The main objective is to maximize the reliability of vehicles, such as the probability
of vehicles arriving to their proposed destinations.
Minimize Cost
The main objective is to minimize costs, which may be travel or inventory costs or a
combination. If the location routing is more effective and efficient, then the
movement of goods from origin to disaster areas (destination) is more convenient.
So, by this we can minimize the total cost in terms of fuel consumptions, vehicle
maintenance cost, salary of driver and other staff based on hourly basis.
Goods
- Stochastic supply: the quantity of goods available for distribution is uncertain.
- Stochastic demand: the amount of need at final destinations is uncertain.
- Multi-commodity: multiple types of goods are transported, each having different quantities of demand and weight or volume taken up on vehicles.
Routing
- Multiple depots: vehicle routes begin and end at one of many designed depots.
- Single depot: vehicle routes begin and end at a single depot.
- No depot: vehicles do not have specific routes beginning and ending at depots.
- Heterogeneous vehicles: vehicles can differ in transportation capacity, speed, fuel consumption, or roads and beneficiaries that are accessible to them.
- Stochastic travel time: vehicle travel time can be uncertain.
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