2014
DOI: 10.7232/iems.2014.13.4.398
|View full text |Cite
|
Sign up to set email alerts
|

Humanitarian Relief Logistics with Time Restriction: Thai Flooding Case Study

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

0
18
0
2

Year Published

2015
2015
2023
2023

Publication Types

Select...
6
3

Relationship

0
9

Authors

Journals

citations
Cited by 20 publications
(20 citation statements)
references
References 10 publications
0
18
0
2
Order By: Relevance
“…More specifically, resources that enhanced flexibility and resilience were relationships (Bradaschia and Pereria, 2015;Callaghan, 2016;Ponis and Ntalla, 2016;Grube and Storr, 2018;and Morris, 2019), information from outside organizations (Callaghan, 2016;Ageron et al, 2018;Grube and Storr, 2018;Morris, 2019;Rasheed et al, 2019;and Stute et al, 2020), operational policies (Manopiniwes, Nagasawa and Irohara, 2014;Bradaschia and Pereria, 2015;Callaghan, 2016;Ponis and Ntalla, 2016;Ageron et al, 2018;Morris, 2019;Rasheed et al, 2019;and Stute et al, 2020), humans (Callaghan, 2016;Ageron et al, 2018), laws (Tierney, 2014), physical infrastructures (Manopiniwes, Nagasawa and Irohara, 2014;and Stute et al, 2020), and financial (Topaloglu et al, 2018). From Manopiniwes et al (2014), costs in a humanitarian logistics model were affected most by response times. As response times grew to supply affected communities, the logistics costs inevitably increased (Manopiniwes et al, 2014).…”
Section: Time and Relief Efforts In Humanitarian Logistics And Crisis And Disaster Managementmentioning
confidence: 99%
“…More specifically, resources that enhanced flexibility and resilience were relationships (Bradaschia and Pereria, 2015;Callaghan, 2016;Ponis and Ntalla, 2016;Grube and Storr, 2018;and Morris, 2019), information from outside organizations (Callaghan, 2016;Ageron et al, 2018;Grube and Storr, 2018;Morris, 2019;Rasheed et al, 2019;and Stute et al, 2020), operational policies (Manopiniwes, Nagasawa and Irohara, 2014;Bradaschia and Pereria, 2015;Callaghan, 2016;Ponis and Ntalla, 2016;Ageron et al, 2018;Morris, 2019;Rasheed et al, 2019;and Stute et al, 2020), humans (Callaghan, 2016;Ageron et al, 2018), laws (Tierney, 2014), physical infrastructures (Manopiniwes, Nagasawa and Irohara, 2014;and Stute et al, 2020), and financial (Topaloglu et al, 2018). From Manopiniwes et al (2014), costs in a humanitarian logistics model were affected most by response times. As response times grew to supply affected communities, the logistics costs inevitably increased (Manopiniwes et al, 2014).…”
Section: Time and Relief Efforts In Humanitarian Logistics And Crisis And Disaster Managementmentioning
confidence: 99%
“…Model yang dikembangkan [13] [17] untuk menentukan lokasi pusat distribusi dan total persediaan yang akan disimpan untuk setiap pusat distribusi kemudian diselesaikan dengan mixed integer programming. Setiap permintaan umumnya dipenuhi oleh fasilitas atau gudang terdekat jika fasilitas memiliki kapasitas tidak terbatas.…”
Section: Model Mixed Integer Programmingunclassified
“…Many logistical decisions are made during the preparedness phase of disaster management, such as response planning (including training and exercises), assessments of infrastructure and supply chain functionality, evacuation planning [11], locations of distribution centers and supply prepositioning, infrastructure network vulnerability analysis [12][13][14] and design, etc. Various papers [15][16][17][18][19][20][21][22][23][24][25][26] address the problem of prepositioning supplies for disaster management, which is an example of supply chain network design. Making facility location and supply prepositioning decisions prior to a disaster is necessary to mitigate post-event supply chain disruptions.…”
Section: Prepositioning and Facility Locationmentioning
confidence: 99%
“…Mohammadi et al [24] propose a multiobjective particle swarm optimization algorithm to solve their model with the objectives of minimizing costs, maximizing total expected demand covered, and minimizing the maximum difference in the satisfaction rate between the demand locations in each scenario. In contrast to the aforementioned papers, Manopiniwes et al [25] develop a deterministic model with a single demand scenario (i.e., demand is known in advance) with the objective of minimizing total operational costs.…”
Section: Prepositioning and Facility Locationmentioning
confidence: 99%