Freight Transportation Resilience in Response to Supply Chain Disruptions (2019) / Chapter Skim
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Pages 36-55
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36 military convoy, a state's Defense Movement Coordinator (DMC) or the state Movement Control Center helps to plan, permit, and provide convoy movement orders, and coordinate over-land convoy movements to and from the seaport of embarkation.
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37 Regulatory/Oversight/Institutional: Regulations, oversight, and institutional roles during military deployments have been the subject of a great deal of legislation for both military and civilian branches of government. Keever and Soutuyo (2005)
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38 The literature review also showed the lack of information on the cascading effects of not prioritizing certain essential systems such as electrical power, water, communications and fuel. The need to create a "priority decision tree", which will help rank the systems that start malfunctioning during and immediately after a disruptive event, was suggested by some authors.
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39 CHAPTER 3: SYSTEM RESILIENCY SCENARIOS AND CASE STUDIES As noted earlier, the use of supply chain flow scenarios was an important analysis approach in this research. The supply chain flow scenario was intended to take what could be considered a complex set of interactions and focus on key operations and infrastructure uses that, if disrupted, would have negative impacts on the operational and costeffectiveness of the supply chain.
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40 Base Metals 32 Base metals in primary or semi-finished forms and in finished basic shapes (such as ferro-alloys, iron, steel, copper, aluminum, lead, nickel, zinc and other nonferrous metals Precision instruments 38 Eyewear and other optical elements/instruments; photographic and photocopying machines; measurement instruments (such as navigational and surveying) ; medical, dental, veterinary, or similar instruments and apparatus Similarly, based on FAF freight movements by tonnage, Table 2 shows the additional commodities chosen as significant national contributors by tonnage and/or representing essential goods.
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41 Knowledge of the dynamics of actual supply chains and relationships with participants including: o Third Party Logistics (3PL) o Airfreight Forwarder (AFFW)
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42 Figure 3: Chosen Commodity Corridors Supply Chain: Description of the supply chain including how the commodity is manufactured/produced, the major links (e.g., bridges, tunnels) and nodes (e.g.
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43 Chapter 4: SYNTHESIS OF RESULTS OF CASE STUDIES AND INTERVIEWS 4.1 OVERVIEW OF FINDINGS This chapter synthesizes the results of the case studies, which includes the interviews conducted with key supply chain stakeholders. It is important at the outset to note some aspects of the case study results that influenced the development of the guidebook (discussed in Chapter 5)
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44 At their core, successful resiliency efforts are carried forward by trained and experienced individuals. Reliance on computers, phones, and satellites have made it easier for individuals to abandon their knowledge of basic tools such as navigation instruments, which could be vital during disruptions involving electrical outages or loss of satellites.
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45 Weather-related disruptions were viewed as having a longer lead time compared to disruptions such as earthquakes, accidents, terrorism, or cyberattacks. For example, hurricanes, floods, and blizzards can be anticipated, which allows organizations to make early logistical decisions to help them prepare and redirect supply chain flows if possible.
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46 public if released. These cargo types require special handling and safety precautions to avoid leaks or spillage that could have significant health effects on a community during a disaster.
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47 Pipeline transport is one of the most vital modes to the nation's economy as it transports the energy products that are needed for all other modes and for everyday life. Pipelines are also the safest method for moving hazardous liquid bulk cargoes.
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48 Depending on the severity of the disruption, organizations might have to temporarily shift their operations to an emergency operations center. Organizations should thus ensure that their resiliency plans outline how to establish and operate this facility.
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49 4.2.3 Post disruption After an event, supply chain participants' attention turns to resumption and recovery activities. Delivering cargoes such as gravel, cement, wood and other construction materials that will expedite post disruption recovery is a priority once human physical needs have been addressed.
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50 Another beneficial strategy is to develop and maintain alliances with groups that have common interests in terms of enhanced system resiliency, e.g., trucker, distributor, and operator associations. Alliances offer a broader network of resources and give a stronger voice to their members, making advocacy for their interests more effective.
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51 Distribute weekly/monthly newsletters discussing salient issues. Schedule coordination meetings for planned maintenance (pertains especially to inland waterways, road/bridge/tunnel repairs)
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52 Relocate intact assets away from the hazardous material spill or fire Notify and evacuate individuals in surrounding area that are at risk Conduct rescue and containment operations Ensure individuals experiencing medical problems receive medical treatment Safely transfer the remaining product from the truck or railcar Transport carrier personnel to medical facilities for federally required DOT toxicology test Identify and deploy contractor to perform remediation and environmental assessment As shown by this action list, recovery from a disruption that involves a hazmat incident can be very difficult, especially if the accident happens in a remote area or somewhere with complicated access. Most agencies reported that they either have or would benefit from having expedited emergency contracting procedures, or pre-approved emergency contracts on file, for making cleanup and repair faster.
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53 Stage assets at critical locations if downtimes are known in advance, such as planned repairs or storms and floods with long lead times. For example, tugs and barges, can be strategically located either upstream or downstream of a closed lock if the closure is known in advance.
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54 4.5 INSTITUTIONAL STRATEGIES Organizational leadership needs to consider what constitutes organizational capacity for handling system disruptions. Such considerations include the types of staff they are hiring, training and retaining; how resiliency can be incorporated into the agency/company culture and in particular the organization's standard operating procedures; and the institutional mechanisms for coordinating with external organizations.
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55 4.6 PHYSICAL STRATEGIES All interviewees were asked how the physical infrastructure for their transportation mode could be improved or made more resilient to disruption. Most respondents knew exactly what changes they would make to make the supply chain more durable and resilient.
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