| Abstrak/Abstract |
This study was conducted as a response to the Merapi Volcano eruption in 2010, which killed 34 people, injured 58, made more than 40.000 homeless, and caused financial losses of more than USD320 million (BNPB, 2010). The purpose of the study is to examine the humanitarian logistics practices, particularly on the interrelation of strategies, processes, types of flows, and actors involved. A single case study approach was conducted on the leading humanitarian organization, MER-C, during and after the eruption. In-depth interviews with six key actors, observation in-and-out of the organization, as well as documents review were used in order to achieve method triangulation.
The data reveal that responsiveness was? used as a core strategy in humanitarian logistics management. The process was? designed to optimize the flow of information, funds, personnel, health services, as well as medical and non-medical logistics. Donators, suppliers, logistic division of humanitarian organization, and voluntarily medical personnel became the main actors in these activities. In addition, to support the responsiveness strategy, facilities and inventory location were placed close to the beneficiaries. Inventories were managed by anticipatory buying in bulk at the beginning, although on some items turned over supply. For carrying those inventory, transportation modes and routes were managed flexibly under the supervision of the logistic division. Further, information was managed using a reactive-pull system and anticipatory-push system, and decisions about sourcing medical logistic were made using an integrated approach. Finally, even though responsiveness is becoming the main strategy in the humanitarian logistics management, some activities are still carried out in-house to improve the cost-effectiveness of operation. |
