Logistics and Staging Areas in Managing Disasters and Emergencies

Abstract

Emergency management is often evaluated and improved after the occurrence of a disaster, especially in the case of preparedness. This paper discusses the importance of logistics planning and operation as it relates to disaster preparedness. The selection of field logistics sites such as staging areas, prior to the occurrence of a natural or man-made disaster, is a crucial step in emergency planning and management. Selection can be aided and kept consistent by preidentifying state and county-level guidelines for staging areas. This paper reviews state and county criteria for the pre-selection of staging areas and discusses supporting logistical operations in disaster management.

The Integration of Knowledge Resources and Logistic Resilience for Effective Disaster Management

“…The core of logistic planning revolves around geological, geographical, sociological and physical characteristics of the affected area. Logistics remains the most crucial, imperative and complex element of disaster relief operations and flexibility and agility are core to this component (Kapucu & Lawther, 2007). A major chunk of disaster relief operations revolves around logistics; therefore, it should be lean, effective and efficient and on top of all through operative supply chain management.…”

Locating temporary shelter areas after an earthquake: A case for Turkey

“…Rath and Gutjahr (2014) provide a heuristic method for determining the location of the warehouses and routing of the relief items. Apart from the mathematical studies, Kapucu, Lawther, and Pattison (2007) provide insight on determining potential sites before selecting final sites.…”

Multi-criteria decision-making in the management of humanitarian operations

“…Indeed, to improve responsiveness, some authors (e.g. Hale and Moberg, 2005;Kapucu et al, 2007) suggest that it is necessary to find a location that optimizes the reaction time to ensure a positive impact on the humanitarian supply chain lead time.…”

“…Within the commercial supply chain literature, costs include items such as warehouse costs, distribution costs, personnel costs, etc (Barbarosoğlu et al, 2002;De Angelis et al, 2007). Time is normally considered to reflect the responsiveness (Hale and Moberg, 2005;Kapucu et al, 2007) associated with the operation, while the service level is the percentage of people satisfied (Tzeng et al, 2007).…”