Strengthening Post-Hurricane Supply Chain Resilience Observations from Hurricanes Harvey, Irma, and Maria (2020) / Chapter Skim
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. The committee was asked to identify key lessons from these events related to supply and distribution networks, and to offer recommendations for improving the conveyance and distribution of essential supplies and commodities during disaster response and recovery operations -- focused on supply chains for food, fuel, water, and pharmaceutical and medical supplies.
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, response (emergency relief through the establishment of temporary replacement supply chains) , and recovery (the restoration of normal supply chain performance1 through repair of damaged infrastructure, nodes, links)
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• The U.S. Virgin Islands faced many unique challenges when struck by Hurricanes Irma and Maria, for instance, the heavy dependence on ship imports for critical goods; the difficulties in disposing of storm debris; the lack of housing space for relief workers; the limited port space for processing relief shipments; and the disrup tion of supply chains for critical reconstruction supplies.
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The Port of San Juan was overwhelmed as large relief shipments poured in while severe bottlenecks limited the distribution of those goods. Some manufacturing plants critical to national supply chains were not prioritized for assistance.
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These findings helped inform the committee's recommendations, which are aimed at both FEMA and the wide array of state and local officials, private sector decision makers, civic leaders, and others who can play a role in ensuring that supply chains remain robust and resilient in the face of natural disasters. RECOMMENDATIONS FOR ADVANCING SUPPLY CHAIN RESILIENCE IN THE AFTERMATH OF A HURRICANE Recommendation 1: Shift the focus from pushing relief supplies to ensuring that regular supply chains are restored as rapidly as possible through strategic interventions.
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As an important step forward, the traditional focus on bringing relief supplies to an affected area to meet unmet demand must be augmented with a focus on understanding the causes of unmet demand -- that is, identifying bottlenecks, gaps, and broken links in local supply chains -- and pursuing strategic interventions to assist local stakeholders in returning regular supply chains to normal operation as rapidly as possible. This shift in focus requires improved planning and communications that allow FEMA a clearer view into the resilience, capacities, and limitations of stakeholders in critical supply chains.
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They would also enable emergency managers to more effectively prioritize the distribution of critical relief supplies and anticipate possible cascading effects of those decisions. Perhaps most importantly, building system-scale understanding enhances capacity to focus on the strategic restoration of broken links in supply chains and infrastructure, thereby helping normal economic activity rebound quickly.
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University programs in emergency management and homeland security have few classes that provide the insights necessary to understand how disasters and emergency management strategies can impact supply chains and the economy as a whole. To rectify this situation and help critical stakeholders evaluate the decisions they are making in a broader context, education and training should be provided to emergency managers and those supporting operations in a disaster environment (e.g., emergency operations center personnel, incident management teams, federal coordinating officers, and personnel staffing emergency support functions from other government agencies)
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FEMA's 2018 strategic plan highlights the goal of ensuring that communities have robust, adaptable supply chains that can withstand the stresses of extreme weather events. This goal is best attained by facilitating community-wide efforts to build systems and relationships that advance preparedness.
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