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1- Humanitarian supply chain is supposed to ensure they have launched a variety of services directed towards a certain incident having a wide form of scope. Improved response was initiated immediately after the impact of the world trade attack. An assumption was made that formulation of an industry team will focus on best practices and in turn give an effective cum efficient response to major disasters. The meeting conducted comprised of an NGO and several corporations however discovered that the industry alone was in-capable of handling the disaster (Jon 2013, p.13).
The aim of the response team was to offer services that fit the disaster spanning a wide area and provide quick response to the needs of people in a disaster to help save their lives. The team meant to provide supplies such as food, shelter and clothing in order to satisfy the temporary needs of those facing the calamity. It found a way of formulating a communication system to aid in information sharing. For ease functionality and effective support, the response team maintained a consistent communication with their control center. They also gave major response and aid organizations for backup if need arises ((Jon 2013, p.15)).
ARC’s disaster system looks for several volunteers with technical and professional training on various rescue techniques whom it will recruit as part of its support team. In times of strong hurricanes or on periods with high disaster chances, ARC’s support cum response team is active and ever ready to respond and act to help individuals facing any form of calamity.
Jon S. (2013): Transportation’s Roles in Disaster Response; 11-17
2-Exploring the Vulnerabilities
One of the issues that Menzies & Helferich (2013) cover in their paper is the vulnerabilities that force relief companies to redesign their process and continuously improve. Among the vulnerabilities mentioned includes funding, which has the potential to hinder swift humanitarian assistance. According to the researchers, funding flows often lead to delays in speed, effectiveness, efficiency, and speed of disaster response. Therefore, humanitarian organizations should develop models that take into consideration the difficulties brought about by funding difficulties.
Situational complexity is another challenge that Menzies & Helferich (2013) discuss, which includes the magnitude of events, levels of threat to life, impact of disasters on infrastructure, stage of event, and communication difficulties. A lack of sufficient resources leads to ineffective assessment of needs, reduced ability to source materials and resources, and above all, inefficiency in search, rescue, recovery, and survival operations.
Environmental pressures after a major disaster is another issue that is addressed in the article. Disasters pose a need for urgency in providing immediate, high-priority needs such as search and rescue, basic survival needs, medical treatment, triage, as well as supply of food and water. When disaster close different geographical boundaries such as Hurricane Katrina, it becomes harder to manage the vulnerabilities. All in all, a coordination between governments, NGOs, businesses, and the public is required to ensure improved management of vulnerabilities.
Menzies III, J. T. J., & Helferich, O. K. (2013). Humanitarian Relief and Broken Supply Chains: Advancing Logistics Performance. TR News, (287).
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