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  • >>Steve Macaulay: Today we are going to look at the area of humanitarian disasters and

  • what management science can bring to it. Now, in the studio today is Professor Martin Christopher.

  • Now, Martin, you are an expert on logistics and supply chain management, if we get something

  • like the Tsunami in South East Asia in 2004, what can logistics bring to that?

  • >>Martin Christopher: Well, I think one of the things that we have learnt from previous

  • disasters is that actually logistics is critical, not just in terms of the moneythey reckon

  • something like every 70 to 80 pence in every pound that is raised actually goes on logistics

  • in one form or another. But I think more to the point, it is about rapid response and

  • one of the things that logistics and supply chains have focused on for a long time is

  • agility; how do you develop processes that are capable of responding more rapidly? And

  • that, I think, to me is at the heart of what modern humanitarian logistics really has to

  • be about.

  • >>Steve Macaulay: But, of course, we are not really a Tesco’s are we? We are dealing

  • with a very different situation here. What are the sort of things that you think are

  • different and need to be addressed?

  • >>Martin Christopher: I think you are absolutely right; obviously a regular sort of supply

  • chain has almost predictable demand, you can plan ahead and so on. But actually, if you

  • see what is happening in most economies these days, as we know, there are much higher levels

  • of turbulence, volatility and what we are all discovering actually is that we are having

  • to become a lot better at responding to events as they happen. And

  • so this word agility that I use, this is really what it is about; you are saying what have

  • you got to do differently in order to be able to move

  • more quickly and be better able to meet the needs of whatever the situation isbe

  • it a disaster, be it a market change or whatever. There are a lot of similarities.

  • >>Steve Macaulay: One of the things that happened in 2004 was a bit of a wake call really, that

  • is to say this isn’t working that well. I know that when I have been watching the

  • television at that stage I was thinking why aren’t they getting on with this? Why aren’t

  • they reaching the people? Why aren’t things moving more efficiently?

  • Things have changed there, haven’t they, I think?

  • >>Martin Christopher: Yes; because I think the Asian Tsunami highlighted as an amazing

  • case that we weren’t getting the level of coordination that we needed amongst all the

  • major agencies. There are a lot of lessons here about supply chain coordination; supply

  • chain management is actually about how do you manage all the linkages in this

  • very complex network?

  • And there are no easy answers or solutions to this, but the good news that came out of

  • that terrible disaster was this realisation that we had

  • to do things in a different way. And a major initiativeUN drivento create this

  • idea of a logistics network, they call it a Logistics Cluster

  • where we try to get a higher level of coordination across these different agencies.

  • >>Steve Macaulay: So it seems to be very heartening that we can learn from commerce and things

  • from supply chain management and put them into these

  • very real problems?

  • >>Martin Christopher: Yes, I think so. I think in the past there has been a reluctance, to

  • say well humanitarian logistics is different, so we don’t really want to draw from defence

  • logistics, from commercial logistics. But what I am seeing actually now is a much greater

  • willingness of all these parties to come together, share ideas and

  • improve practice.

  • >>Steve Macaulay: That is good news; thank you very much.

>>Steve Macaulay: Today we are going to look at the area of humanitarian disasters and

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人道主義災難。為什麼後勤是至關重要的 (Humanitarian Disasters: Why logistics are vital)

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    Yi-Jen Chang 發佈於 2021 年 01 月 14 日
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