What are the primary disaster relief supply chain management challenges?

Question

What will be an ideal response?

Answer 1

Answers will vary, but the challenges presented in the text include:
Design implications. Many disaster relief supply chains exist for only short times. At the onset of a disaster, the supply chain could require a new design from scratch featuring quick response capabilities involving innovative suppliers. Response operations are all about speed and agility in the supply of needed items. Risk-taking is encouraged because the priority is quick access. Recovery operations, however, require a more scheduled program, favoring an efficient supply chain design.
Command and control. In major international disasters, the United Nations typically has the leadership role. Disaster relief agencies work to supply the items and services they have access to. However, the national and local government of the affected region must be recognized and included. Sometimes the national government will not grant access to the area until it can ensure its security or it will not allow access to relief agencies from some countries because of political reasons.
Cargo security. Shipping containers of goods in some Third World countries may experience theft or extra delays. Delays can be due to numerous police checks or weight checks. Sometimes, bribes are needed to move the cargo through the check points, all of which cause delays when speed is of the essence.
Donor independence. There are many disaster relief agencies, all of which having the best of intentions to help relieve pain and suffering at the point of the disaster. If they are not coordinated with a list of required supplies, each sends what they think is needed. The result can be confusion, congestion, over stocking of some items, and under stocking of other items.
Change in work flow. During the response operations, supplies are sent without waiting for demand to be accurately determined. Supplies are provided according to forecasts, however imperfect, using a push flow from suppliers. Once relief efforts reach the recovery operations, actual needs should dictate the required volume of supplies and the supply chains should switch to a pull flow.
Local infrastructure. Because disasters often cause major damage to the infrastructure, roads, ports, railways, and airports may be compromised, thereby limiting the logistical movement of needed supplies. Local transportation capability may be limited.
High employee turnover. The needs of the disaster relief and the availability of qualified local labor are highly unpredictable. The manual processes often needed in disasters are poorly defined. Coupled with the uncertainty of funding from the relief agency, employee turnover tends to be high in disaster relief operations.
Poor communication. Information technology is fragmented: telephone lines are disrupted, cell service is limited, and Internet access is unreliable.