THE ASSESSMENT OF HUMANITARIAN LOGISTICS ACTIVITIES and ITS IMPACT

ON DISASTER MANAGEMENT PRACTICE

(In case of Amhara National Regional State Disaster Prevention

And
Food Coordination Programmain office, Bahir Dar)

BAHIR DAR UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS
LOGISTICS AND SUPPLYCHAIN MANAGEMENT DEPARTMENT

By:
Name ID NO
1. Aklilu Gashaw 0603291
2. Dube Dadacha 0603408
3. Kuleni Abdeta 0603517
4. Lemlem Nega 0603520
5. Samuel Sisay 0603605
6. Tsehaynesh Jegnie 0603666

Submitted to Advisor; EphremNegash

January, 2016 G.C

Bahirdar

1
Abstract
The main objective of the study is to identify and evaluate the humanitarian activities that are
operational in ANRS Disaster Prevention and Food coordination Program and its impact on
disaster management practice of the organization. In this study the research group plans to use
descriptive research approach. The research will use primary data. Judgmental/purposive
sampling technique will be applicable in order to select the samples from the total population.
The data will be collected from 39 employees (50% of targeted population) of the six
departments of the organization via closed-ended questionnaire and unstructured personal
interview. Finally the collected data will be analyzed through table and percentage.

2
ACKNOWLEDGEMENT

First of all we would like to say thanks for almighty GOD for his support in our life. We would
like to express our deepest gratitude to our advisor AtoEphremNegash. For his unlimited advise
and insight full commitment in the preparation of this proposal.

We would like also to thank AtoGirmay T (dep’t head) for his support by providing necessary
reference books and paper. Finally our sincere gratitude goes to our families for their unlimited
financial and moral support.

3
Acronyms/ list of abbreviations

ANRS DPFCP: Amhara National Regional State Disaster Prevention and Food Coordination
Program

DDPC: Disaster Prevention and Preparedness Agency

RRC: Relief and Rehabilitation Commision

NGOs: Non-Governmental Organizations

WHO: world health organization.

4
Contents
Abstract ........................................................................................................................................... 2
ACKNOWLEDGEMENT .............................................................................................................. 3
Acronyms/ list of abbreviations ...................................................................................................... 4
1. INTRODUCTION ...................................................................................................................... 6
1.1 Background of the study .....................................................................................................................................6
1.1.1 Background of the organization ...............................................................................................................8
1.3 Research Questions ........................................................................................................................................... 10
1.3.1 Basic Research Question ........................................................................................................................... 10
1.3.2 Sub-research Questions ............................................................................................................................ 10
1.4 Objective of the study ....................................................................................................................................... 11
1.4.1 General objective ...................................................................................................................................... 11
1.4.2 Specific objective ....................................................................................................................................... 11
1.5 significance of the study ................................................................................................................................... 11
1.6. Delimitation and limitations of the study ......................................................................................................... 11
1.6.1 delimitation/scope ..................................................................................................................................... 11
1.7 organization of the study ................................................................................................................................... 12
LITERATURE REVIEW ............................................................................................................................................ 13
2.1 Theoretical review ............................................................................................................................................ 13
2.1.1 The concept of disaster management ........................................................................................................ 13
2.1.2 The concept of humanitarian logistics ....................................................................................................... 17
2.1.3 Humanitarian logistics activities ............................................................................................................... 17
2.1.4 Humanitarian vs commercial logistics ...................................................................................................... 24
2.1.5 Humanitarianism ....................................................................................................................................... 25
2.1.6 Challenges of humanitarian logistics ........................................................................................................ 27
2.2 Empirical review ............................................................................................................................................... 29
Disaster ................................................................................................................... Error! Bookmark not defined.
CHAPTER THREE ..................................................................................................................................................... 30
3. Research Methodology ............................................................................................................................................ 30
This chapter outlines and discusses the research design( approach), targeted population and sampling techniques,
sample size, method of data collection deployed for gathering primary data, and data analysis. ................................ 30
3.1. Research approach ........................................................................................................................................... 30
3.2 Variables of the study ....................................................................................................................................... 30
3.2.1 Independent variable ...................................................................................................................................... 30
3.2.2 Dependent variables .................................................................................................................................. 30
3.3 Research strategy .............................................................................................................................................. 30
3.4 population and Sampling techniques of the study ............................................................................................. 31
3.5 Sample size ....................................................................................................................................................... 31
3.7 Methods of data collection ................................................................................................................................ 31
3.8 Data processing and analyzing .......................................................................................................................... 31
4. WORK PLAN AND COST BUDGET .................................................................................................................... 32
4.1 work plan .......................................................................................................................................................... 32
4.2 cost budget plan ................................................................................................................................................ 32
\REFERENCE ............................................................................................................................................................. 33

5
CHAPTER ONE

1. INTRODUCTION

1.1 Background of the study

Recent events have highlighted a growing need for a greater focus on developing logistics and
supply chain capabilities to enable countries and economies hit by disaster not only to recover
from the event but to move forward afterwards.
Disasters, be they natural or man-made, sudden-onset or slow-onset, seem to be occurring at a
higher frequency than before. The immediate impact can be devastating, for example the Haiti
earthquake, but the effects often continue for many years afterwards. In 2011 alone it was
estimated that a total of 29,782 people were killed by 302 events such as floods and earthquakes
and the impact of droughts, famine and poverty were even greater. The longer term economic
effects are harder to estimate, but one study suggests that the economic loss in 2011 was US
$366 billion. (Martin Christopher, 2011)

In emergency relief operations logistics are required to support the organization and
implementation of response operations in order to ensure their timelines and efficiency.
Mobilizing staff equipment and goods of humanitarian assistance organizations, and evacuating
the injured or resettlement of those directly affected by the disaster requires a logistics system to
maximize effectiveness. (WHO,2001). Therefore, logistics is central to disaster relief; generally,
it is one of the most expensive parts of a relief effort.
Although human technological advancements have cured many diseases and solved many
problems, it is still widely believed that the capacities of many societies are not enough to cope
with the massively destructive effects of natural and human-made disasters.As much as creating
and enhancing infrastructures can mitigate the effects of disasters, humans are still required to
devise better proactive plans and improve the implementation of relief operations. One main
aspect of such planning and implementation is the logistics of relief operations.

Nowadays, humanitarian relief organizations are more and more present in people’s lives.
Disasters are occurring more often than they used to 100 years ago and the number of people
they affect has increased continuously. Recent studies point towards the fact that, in the next fifty
years, disasters occurrences will be multiplied by five, mainly due to climate change
developments, environmental degradation and rapid urbanization (Thomas &Kopczak, 2007;
Schulz &Blecken, 2010; Nikbakhsh&Farahani, 2011).

In continental context, Africa is the only continent whose share of reported disasters in the world
total has increased over the past decades. More people are affected by natural hazards, and

6
economic losses incurred are rising. Disaster impacts have become an impediment to sustainable
development in Africa.
The African Union has some experience in response management and NEPAD has developed
strategies in health, agriculture, environment and infrastructure that contain elements relating to
disaster issues.
Regional economic communities attach importance to disaster management, and national
disaster risk reduction policies and institutional mechanisms in stemming the tide of vulnerability
to and impacts of disasters is limited. Hence the need for a strategic approach to improving and
enhancing the effectiveness and efficiency of disaster risk management in Africa by emphasizing
disaster risk reduction. NEPAD offers the opportunity to promote such a strategic change.
(African Regional Strategy for Disaster Risk Reduction, jan 2004).

When we come to our country, Ethiopia is amongst the developing countries most vulnerable to
natural and man-made disasters. Among others, drought induced famine, flood, landslide, crop-
pests, infrequent earthquake and wars are the major triggering events that, over the past many
years, have been causing suffering to communities and millions of dollar worth of property
destructions. Drought remains the country’s leading major hazard while Flood is the second
major hazard next to drought. The vulnerability of the country is aggravated by poor agricultural
and livestock practices ,a fragile and degraded natural environment ,extensive poverty, limited
transport and communication infrastructure, uneven settlement patterns, inefficient markets,
variable and changing climatic conditions, high population growth, lack of good governance
,competition over scarce resources and border issues.
It is anticipated that in the future the frequency, severity and impact of some hazards are likely to
increase, especially due to climatic change and other exogenous factors. (Ethiopian 7th version
of disaster and risk management draft document, March 2009).
In case of disaster management practice, there are many governmental and non-governmental
(i.e.Save the children, UNICEF, world Vision, red Cross society, etc…) relief organizations that
provide humanitarian service in the country. The first formal governmental disaster management
institution was the Relief and Rehabilitation Commission (RRC), established in the wake of
1973/74 famine with a mandate of relief supplies to drought victims. The RRC responded to
crisis through relief food distributions and other emergency supplies and services.

In 1993, RRC renamed as Disaster Prevention and Preparedness Commission (DPPC).In 2004
DPPC, renamed to Disaster Prevention and Preparedness Agency, with a revised mandate to
focus on emergency response (Ethiopian 7th version of disaster and risk management draft
document, march 2009).

Currently, some areas of the country are vulnerable to drought, due to effect of Eli Nino weather
condition following the warmer of the Pacific Ocean (Ethiopian news agency, Aug 13 2015).
Like other regions of the country, some areas of Amhara region are affected by disasters,
especially drought, even today.

7
There are many governmental and non-governmental organizations, like ANRS DPFCP, world
vision, save the children, UNICEF, etc.., participating in provision of humanitarian relief
assistant to disaster victims of the region.

1.1.1 Background of the organization

Amhara National Regional State Disaster Prevention and Food Coordination Program (ANRS
DPFCP) is a governmental relief organization that formed in 1966 E.c as "Aid contribution and
development commission, and work until 1985, by providing direct aid to disaster victims.In
1986 the organization renamed as “ Disaster Prevention and preparedness commission”.

Its current name is given in 1991with the aim of assessment of the root causes and problems of
food security and, response through involving the community in various development
programs/projects and coordinate different partners to strengthen resilience to disaster, to ensure
sustainable food security, and end poverty in the region. The organization has a vision to see
food secured, prosperous, strengthened resilience to disaster and economically active community
in the Amhara National Regional State as well as in Ethiopia.

8
1.2 Statement of the problem

Disaster is a situation in which the community is incapable of coping. It is a natural or human-

caused event which causes intense negative impacts on people, goods, services and/or the
environment, exceeding the affected community’s capability to respond; therefore the
community seeks the assistance of government and international agencies. (Landesman, 2005).
Over recent years, an increase in the number of natural disasters, as well as their increasingly
simultaneous occurrence and complexity can be regarded as an alarming fact, particularly in
view of the limited resources that restrict the ability of aid agencies to respond to these events.
The humanitarian aid organization’s objective is to provide aid in terms of water, food, medicine,
shelter, security, and other relief supplies in the case of an emergency. Logistics plays an
important part in disaster relief operations as approximately 80 % of the activity related to a
relief mission constitutes logistics processes.
Nevertheless, it is argued that humanitarian aid agencies are about 15 years behind commercial
logistics companies with regards to the development of supply chain processes ( Van Wesson
hove, 2006, )
The fast and effective provision of disaster relief is highly dependent on the successful
execution of logistics activities.

Therefore, humanitarian logistics is one of the most important aspects of disaster management
system, and disaster management is ineffective in reducing negative impact or consequence of
adverse events, unless, it is supported by humanitarian logistics.

In order to cope the impact of hazards relief organizations perform different logistical activities.
Many authors list these activities in their books and research works. For instance,
(ChaliamaliasTimoleon, 2012), in his research work describe the following humanitarian
logistics activities, Such as preparedness, accessing the logistical and supplies needs,
procurement, arrival of emergency supplies, control and monitoring of supplies, transport,
storage, and distribution. Robert Blanchard, 2011 on his journal, logistics report, set the
following tasks as logistical activities that have to be performed during disaster occurrence,
sourcing of equipment and supplies, procurement of equipment and supplies, Asset management,
replenishment and re stocking, and staffing.Ola M Shorafa,2011 also describe humanitarian
logistics activities as follows. Planning and preparedness, resource mobilization, procurement,
transportation, tracking and tracing, stock asset management, extended point of delivery, and
relief to beneficiary.
As we know that plan is the first task before doing or performing any activity. Like any other
business, governmental organization, or other, relief organizations also plan to respond to
disasters. According to Ola M Shorafa, 2011, logistical activities have to be planned, since
adequate preparations are essential to a smooth operation. It is indispensable that to renounce the
commonly held notion that transport and other arrangements can be improvised, depending on
the circumstances “in the field” when disaster strikes. Planning is both necessary and practical,

9
since it is generally possible to foresee the types of disasters that may affect a given location and
the needs that such disasters will be likely to engender. The study also set that, “there is no
question that being better prepared leads to a better response and the key to being better
prepared. After disaster managers gather, analyze, and disseminate logistics related information,
the logistics department mobilizes available resources. Human resource plays the lion share
because nothing can be performed withoutit. Financial resource enables acquire emergency
supplies.

According to ChaliamaliasTimoleon, 2012, the supplies required to an emergency come from

different sources, whether disaster relief organizations acquire them directly, receive them as
donations from thenational and international community or get them as loans.
After procurement, emergency supplies should move to disaster affected area by available and
suitable mode of transport, and should be loaded and registered at a point they arrived. By means
of well-handled transport system, goods could be sent to the right place at right time in order to
satisfy disaster victims.Distributing emergency supplies to whom in need is the final task of
logistician in disaster management. Unless, such supplies is distributed to beneficiaries the aim
of the relief organization will not be achieved, because the final aim of any humanitarian
organization is helping disaster victims through provision of emergency supplies and other
humanitarian assistance..

Therefore the main question that the study will investigate and examine is how well the
organization, understands the concept of humanitarian logistics, and perform the humanitarian
logistics activities that are common tomany authors such as planning and preparedness, resource
mobilization, procurement, transportation and delivery of emergency supplies, storage and stock
asset management, and distribution to beneficiary.it is important to note that to the knowledge of
the research group there has been no research done in this area, specifically on the organization.
So,this study aims to contribute to filling this gap. Since, logistical activities in governmental and
humanitarian sector can be regarded as key element of disaster management, investigation into it
is utmost important.

1.3 Research Questions

1.3.1 Basic Research Questions

 How ANRS Disaster prevention and food coordination program organization perform
humanitarian logistics activities?
 What is the impact of such humanitarian logistics activities on the disaster management
practice of the organization?

1.3.2 Sub-research Questions

 How the organization plan and prepare its relief operation to respond to disaster occurrence?
 How the organization mobilizes human and material resources?

10
 How the organization procures goods and services necessary for relief operation?
 How the organization transport and deliver emergency supplies to disaster victims?
 How the organization store the supplies arrived and manages its stock assets?
 How the organizations distribute its relief for true beneficiaries?

1.4 Objective of the study

1.4.1 General objective

The general objective of the study is to assess the humanitarian logistics activities of ANRS
Disaster prevention and Food coordination program and its impact on the disaster management
practice of the organization.

1.4.2 Specific objective

 To know how the organization plan and prepare itself to provide effective and
efficient response for disaster victims during the time of disaster occurrence.
 To know about the organizations resource mobilization during the event of disaster.
 To know about the organizationsacquisition of goods and services necessary for
humanitarian operations.
 To know about the organization’s storage and stock asset management of emergency
supplies.
 To know about the organization’s distribution of emergency supplies and other relief
assistance to beneficiaries

1.5 significance of the study

The paper will be significant because it will enable one to knowabout the humanitarian logistics
activities of ANRS Disaster prevention and food coordination program and its impact on disaster
management practice of the organization. The following parties will benefited from the study,
such as; the organization, humanitarian logistics professionals and, the research group itself.

 For the organization, it will help in assessing its humanitarian logistics activities,
focusing more on humanitarian logistics to be more responsive for disaster victims,
solving problems related to humanitarian service operation.
 For other humanitarian professionals, it will enable to conduct further study.
 In addition, the research group will benefit from the study by acquiring knowledge on the
issue and will serve as basis for further research in the field of humanitarian logistics.

1.6. Delimitation and limitations of the study

1.6.1 delimitation/scope
The area of study in this research will be delimited to the topic of assessment ofhumanitarian
logistics activities and its impact on disaster management practice of ANRS Disaster Prevention
and Food coordination program, which is located in Bahir Dar city.

11
 Many authors set many logistical activities that can be performed by humanitarian organizations
at the time of disaster occurrence. However, this study will focus only on the six major tasks
Such as planning and preparedness, resource mobilization, procurement, transportation and
arrival of emergency supplies, storage and stock asset management, and distribution to
beneficiaries.

1.7 organization of the study

The entire paper will be classified in to five chapters. The first chapter deals with the
introduction part, which includes background, statement of the problem, research questions,
objective of the study, significance of the study, scope of the study, limitation of the study and
definition of terms. Chapter two is concentrated on the review of the literature which consider
theoretical and empirical reviews concept. Chapter three of the paper treats about methodology
which includes research approach, variables of the study, research strategy, population and
sampling technique, sample size, method of data collection and data analysis. Chapter four will
be data analysis, presentation and interpretation. And finally the paper will try to make
conclusion and recommendations based up on the findings.
1.8 Definition of terms
 Humanitarian logistics activities; are activities that are performed by relief
organizations in order to alleviate the need of disaster victim’s and to save people from
negative impact of hazards.
 Eli Nino weather condition: a complex weather pattern resulting from variation in ocean
temperature in the equatorial pacific that anomaly happens at irregular intervals of two to
seven years and lasts nine months to two years.

12
 CHAPTER 2

LITERATURE REVIEW
This chapter tries to outline the available theoretical and empirical literature to the problem being
investigated.

2.1 Theoretical review

2.1.1 The concept of disaster management

Disaster definition

The term disaster is derived from the Latin roots dis and astro, meaning away from the stars , or
in other words, an event to be blamed on an unfortunate astrological configuration.( coppola,
2007, p; 25).

Unlike emergency, disaster is a situation in which the community is incapable of coping. It is a

natural or human-caused event which causes intense negative impacts on people, goods, services
and/or the environment, exceeding the affected community’s capability to respond; therefore the
community seeks the assistance of government and international agencies.( Reza Zanjirani,
2011).

Classification of disasters

Broadly speaking, disaster canbe divided into two main classes: natural and human made.
Natural disasters are direct or indirect consequences of natural phenomena. Their origin can be
from three main sources: hydro metrological, geological, or biological. Examples of natural
disasters include; storms, earthquakes, floods, droughts, epidemics, and volcanic activities. On
the other hand, human made disasters or technological disasters are the direct consequences of
human activities, weather deliberate (e.g. war and terrorist attacks) or not (e.g. industrial
accidents and infrastructure failures).

13
Disasters weather natural or human made have various consequences, including loss of human
lives, destruction of infrastructures, and ruptured socio economic conditions. It is noteworthy
that hazardous events that happen outside the boundaries of human habitats are not considered to
be disasters. For example, a severe earthquake happening in a remote and un inhabited desert has
little impact on human life and surroundings. So it is not a disaster. The consequence of such an
earthquake in a populated region, however, would be considered a catastrophic.( Reza
Zanjirani,2011, p;292-294).

Effects of disasters

Disasters have been identified with massive causalities and destruction for a very long time. In
the ancient world, because of lack of preplanning and limited capacities of societies of to respond
to disastrousevents of large magnitude, disaster could be even lead to the destruction of a
complete civilization (e.g. the catastrophic eruption of the volcanic Mount Vesuvius in 79 AD
the city of Pompeii). Today, disasters still cause many causalities and considerable destruction
mainly because of ineffective preventive measures, incomplete preparedness, and weak relief
logistics systems. (Reza Zanjirani, 2011).

According to Reza Zanjirani, quantification of the effects of disasters would enhance our
understanding of the sometimes irrevocable effects of disasters. The first factors to be considered
in analyzing each disaster are usually the number of human casualties and people displaced.
Other important factor in disaster analysis is the cost of relief operations and the economic
damages of disasters. Over the last decade, huge sums of money have been either spent on or lost
because of disasters. One main cost after a disaster is that for relief operations.In 2003, about $6
billion was spent on humanitarian relief operations around the world. Besides relief operations
costs, economic damages on societies are substantial. Natural disasters imposed nearly $1200
billion in damages and economic losses during 1991-2005.
Looking at the consequences of disasters from the perspectives of humans, infrastructures, and
societies can create a better understanding of the consequences of some of the most common
natural disasters. The following table summarizes the consequences of some of the most
common natural disasters.

14
Table 1: consequences of some common natural disasters
consequences Natural disasters
Earth Cyclones Floods Fire Drought or
quakes famine
Casualties Injured and diseased † † † † †
† † † † †
Epidemic diseases
† † †
Destruction of agricultural crops † † † † †

Destruction of houses † † † †
† † † †
Damaged infrastructures
† † † †
Communication disruption † † † †

Transportation disruption † † †
† †
Public panic
Δ
Pillage and insecurity † † † † Δ

Public-order disturbance † † † † Δ
† † † † Δ
Temporary migration
Permanent emigration or immigration
Disabling or halting industrial sector
Disabling service sector
Disruption of socioeconomic systems

Source: Reza Zanjirani, 2011: p - 296

A brief analysis of this table shows that besides casualties and the destruction of houses and
infrastructures, disasters can also lead to socioeconomic disruptions such as unemployment,
emigration and immigration, and the halting of day-to-day business and industrial activities.
Hence, designing preventive measures and recovery plans for these consequences and other more
obvious consequences are necessary.(Reza Zanjirani, 2011)

15
Disaster management

Disaster management is a systematic process (i.e. is based on the key management principles of
planning, organizing, and leading which includes coordinating and controlling). The aim is to
reduce the negative impact or consequences of adverse events (i.e. disasters cannot always be
prevented, but the adverse effects can be minimized). (Reza Zanjirani, 2011)
He also defined it as the discipline of avoiding and dealing with risks. In other words, disaster
management is a set of processes designed to be implemented before, during, and after disasters
to prevent or mitigate their effects. This discipline involves preparing for disasters, responding to
them, and finally supporting and rebuilding the society after initial disaster relief operations have
ended. Because disasters pose a permanent threat, disaster management systems and practices
should be continually monitored and improved. Also, the success of these systems relies heavily
on effective and efficient cooperation and coordination of organizations participating in relief
operation.(Reza Zanjirani, 2011, p; 297)
Disaster management cycle
Disaster management is often described as a process composed of four basic stages. Such as
mitigation, preparation, response, and recovery/ reconstruction/ or rehabilitation. The mitigation
phase refers to laws and mechanisms that reduce social vulnerability. Mitigation activities
eliminate or reduce the probability of disaster occurrence and try to prevent hazards from turning
in to disaster. These are issues that relate to the responsibilities of governments and do not involve
the direct participation of logisticians. (Van Wassenhove, 2006).
The preparation phase refers to the various operations that occur during a period a disaster
strikes. This phase incorporates the strategies put into place that allow the implementation of a
successful operational response. The aim of this stage is to avoid the gravest possible
consequences of a disaster. (Van Wassenhove, 2006).
The response phase requires the immediate dispatching of the necessary personnel, equipment
and items to the disaster area. Generally a combination of medical units, police or military forces,
fire fighters, and search units with the necessary vehicles and equipment are deployed right after a
disaster occurs depending on its intensity and extent the next waves usually include necessary
items (e.g. primary supplies such as; food, drinking water, clothing, tents, and medicine). (Reza
zanjirani, 2011).

16
The recovery phase refers to different operations in the aftermath of a disaster. The main purpose
behind this phase is restoring the areas affected by disasters to the previous state. Recovery phase
is mainly concerned with secondary needs of people such as restoring and rebuilding houses and
city facilities. (Reza zanjirani, 2011).
These four phases constitutes the disaster management cycle. With then focus on logistics and
supply chain management, the process that involves logisticians mainly concerns the preparation,
response, and reconstruction; together these constitute humanitarian logistics stream
(Wassenhove, 2006).

2.1.2 The concept of humanitarian logistics

Humanitarian logistics is a branch of logistics dealing with the preparedness and response phases
of a disaster management system. Humanitarian Logistics involves delivering the right supplies
to the right people at the right place at the right time in the right quantities. It includes traditional
SC activities such as planning, forecasting, procurement, transportation, warehousing and
delivery and supplemental ones such as appeal and mobilization. The relief chain links all of the
stakeholders in the relief process: donors, humanitarian organizations, militaries“(WFP 2005).

Humanitarian logistics refers to the processes and systems involved in mobilizing people,
resources, skills and knowledge to help vulnerable people affected by natural disasters and
complex emergencies.(Thomas and Mizushima, 2005).

2.1.3 Humanitarian logistics activities/Definition of variables of the study/

2.1.3.1 Planning and preparedness

Disaster planning

Logistical activities have to be planned, sinceadequate preparations are essential to a

smoothoperation.It is considered a vital tool to establish an adequate logistics system. This
planning should be based on good knowledge of the geographic, social, political, and physical
context in which the operations are implemented. Building this system requires an effective
implementation and operational plan that has to be understood by all parties involved in its
application.(Ola M shorafa, 2008).

17
 Planning is both necessary and practical, since it is generally possible to foresee the types of
disasters that may affect a given location and the needs thatsuch disasters will be likely to
engender.The plan must be based, first of all, on a good working knowledge of the geographical,
social, political and physical characteristics of the area where the operations are to take place.
Such a plan must not only be well thought out in advance, so that it can run smoothly—it must,
above all, be clearly understood and accepted by all stakeholders in any future relief
operation.(Ola M shorafa, 2008).

Disaster preparedness

Preparedness may be defined as the knowledge, capabilities and actions of governments,

organizations, community groups, and individuals ‘‘to effectively anticipate, respond to, and
recover from, the impacts of likely, imminentor currenthazard events or
conditions.Humanitarians have begun to heed to the lessons learnt from previous disasters and
realize that they have to work hard not only during disasters but also between disasters. They are
beginning to think more in terms of optimizing their performance by being better prepared
Preparedness serves as a temporal connector between the pre-impact and post-impact phasesof a
disaster event.

Preparedness is typically understood as consisting of measures that enable different units of

analysis—individuals, households, organizations, communities, and societies—to respond
effectively and recover more quickly when disasters strike.
Preparedness efforts also aim at ensuring that resources necessary for responding effectively in
the event of a disaster are in place, and people facing it know how to use these resources. The
activities that are commonly associated with disaster preparedness include developing planning
processes to ensure readiness, formulating disaster plans, stockpiling resources necessary for
effective response, and developing skills and competencies to ensure effective performance of
disaster-related tasks ( ChaliamaliasTimoleon, 2012)
The concept of disaster preparedness encompasses measures aimed at enhancing life safety when
a disaster occurs, such as protective actions during an earthquake, hazardous materials spill, or
terrorist attack. It also includes actions designed to enhance the ability to undertake emergency
actions in order to protect property and contain disaster damage and disruption, as well as the

18
ability to engage in post-disaster restoration and early recovery activities. (National Research
Council, 2006)

2.1.3.2 Resource mobilization

National Societies should develop strategies, agreements and procedures for mobilizing
andacquiring emergency funds, supplies and equipment in the event of a disaster.
Preparedness plan should spell out policies for acquisition and disbursement of funds, use of
outside equipment and services, and emergency funding strategies. Well before a disaster occurs,
National Societies should establish procedures for activating the appeal process for requesting
funding support from National Society headquarters, government and Federation funds.
International relief appeals are made through the International Federation by the affected
country's National Society to the Secretariat. (IFRC, Introdp.doc, 2000, P: 14).
Responding to any emergency the following plans should be considered?

• What resources are already available and in what quantities?

• Which staff and volunteers can be shifted over from other programs during times of
emergency?
• What resources will be needed that we don't have?
• Plans for procuring resources that are not currently available. (IFRC, Preplan.doc, 2000, P: 9).
Resource mobilization was analyzed in two categories: Financial Resources and Human
Resources.
Financial Resources and Donations
Once the response operation is underway, organizations allocate available resources and begin
requesting additional resources via the appeals process. Appeals for disasters can be carried out
by a single organization acting alone or through broker organizations.
The media plays a vital role in promoting appeals to the wider public thereby increasing the
visibility of organizations operating on the ground and what they need... (Wassenhove, etal,
2010).
Human Resources
Human resources come in the form of professional humanitarian workers, volunteers, firemen,
ambulance workers, police or military staff. Resources have different levels of training, skills,
and affiliation. Training varies across organizations and within every organization.

19
Governmental agencies are used to having full-time staff. NGOs have fulltime staff and also
short-term contracts to cope with increased needs. ... (Wassenhove, etal,2010).

2.1.3.3 Procurement
The supplies required responding to an emergency come from different sources, whether disaster
relief organizations acquire them directly, receive them as donations from the national and
international community, or get them as loans. Normally, all these procurement methods will
come into play in an emergency, and each has its advantages and disadvantages. Not only that,
but we are seldom in a position to choose the most appropriate one in the circumstances.
However, whenever possible, the selection of a particular modality should be made based on
technical criteria and an unbiased assessment of the needs of the affected
population.(ChaliamaliasTimoleon, 2012).

Procurement is carried out using available financial resources or credit. The goal ofprocurement
in relief operations is to enable orders to be placed and delivered on schedule at a good price.
When possible, governments and organizations prefer to buy locally to avoid delay times and try
to help the local economy. However, some organizations prefer to use their regular suppliers to
guarantee the quality and standardization of their supplies, or to get better prices. (Wassenhove,
et al, 2010).

2.1.3.4 Transportation and delivery of emergency supplies

Transportation
Transportation is the element in the logistics chain that makes it possible for assistance to arrive
at the site where it is required (the arrival of goods from abroad, as the movement of them within
the country). When defining the transportation strategy, it is important to take into consideration
not only the necessary means and resources to move the supplies, but also to determine what the
actual possibilities and alternatives are to deliver assistance. Alternative means, methods, and
routes should be considered as a matter of course. Supplies should not just be moved in any way
and at any time, but that the challenge is to do so safely and in a timely manner. This requires
maybe the use of all the available means. When deciding which means of transport to use, we
have to think about two tasks: the needs on the ground (urgency, type of supplies, distance of the
destination, other conditions, as routes, weather, etc.) and feasible forms of transport (available
means, cost, transmission capacities, etc.). (Ola M Shorafa, 2011).

20
Arrival of emergency supplies
The supplies arrive in the affected area from different points and by different means: land, sea,
air. In other words, consignment can vary greatly, and so can reception points. In general,
donations or supplies, either from abroad or from other regions within the country, will arrive in
sea or river ports, airports, or the terrestrial borders. These are transit places for supplies, where
usually national authorities are in charge of handling them. Ideally, the arriving supplies should
be registered according some acceptable instructions, as it is referred above, but, unfortunately,
this does not always happen. Moreover, upon a massive arrival of shipments, the operation
capacity of these entrance points soon reaches its limit and managing them may become chaotic.
So a good plan and new receiving points are essential.
Another serious problem is the supplies unloading, as there is no hydraulic equipment at the
operation site to handle the cargo, so strength and ingenuity have to be used to do so. It is
important to know the type of vehicle and the characteristics of the cargo to be received in order
to plan its reception adequately. (ChaliamaliasTimoleon, 2012)

2.1.3.5 Storage and stock asset management

Storage
Supplies have to must be stored until they can be distributed or used, but it is not a matter of just
finding a place to keep items. An organized system should be utilized which allows one to know
the type, amount and location of the existing supplies in this place as well as reserves for later
needs.We will call this process Warehousing and it has crucial importance for the protection of
supplies.

21
The organization of a warehouse should take into account the necessary guidelines for quality
maintenance and safeguarding items.
Some warehouses have been specially designed to facilitate storage in most emergencies one has
to settle for whichever spaces are available—and these are often schools, community centers,
gyms, and the like, that were not designed for storage.
A special effort must be made to find an appropriate place for storing emergency supplies, even
though choices are often few in an emergency zone. When selecting the site, however, certain
basic issues must be borne in mind.
First of all, we have to think the place, according the type of supplies, which are to be stored. Are
they medicines or clothes, equipment, or food? Secondly, it’s very important to look the size and
the accessibility of the storage site. Also, we have to see some internal site conditions (good
lighting, ventilation, no many damages, doors, windows, etc.) Finally, some external site
conditions, such as its vulnerability to natural hazards, presence of stagnant water, security social
environment, etc. must be taken into consideration.
The size of the warehouse needed depends on the quantity of supplies expected. However, in
emergency operations it is generally hard to foresee how many packages or bundles will come in,
since most of the items sent are unsolicited. It is therefore best to choose the largest possible
space, even if at first the quantity of supplies does not seem to justify such a course of action.
There will be times when it is impossible to find an adequate structure to warehouse the goods,
and it becomes necessary to explore alternatives for temporary storage. One option is to build a
temporary structure out of timber and corrugated iron, or using reinforced plastic. Other
alternatives include prefabricated structures for building hangars, which come with curved metal
sheets that can be quickly assembled.

22
The rule of thumb in a warehouse is to never mixing products of a different kind on the same
dock, pallet or lot, and that hazardous materials must not be stored in the same place as food and
other products for human consumption.

Stock asset management

In humanitarian logistics it involves protecting emergency stocks from heavy rain and flooding,
wind or earthquake damage, loss of power.
Protecting from Heavy rain and flooding:Food aid commodities, electrical items, and
packaging for medical items are especially vulnerable to water damage. There have been several
recent incidents where thousands of tons of emergency food shipments for famine victims have
been destroyed by rain and flooding on dockside quays because safe warehousing was already
full.Consider the risk to aid shipments at crowded ports and airfields in any future emergency. Fast
removal of vulnerable items and stockpiling of wooden pallets and largetarpaulins can reduce the
risk to food stockpiles and other goods. Drainage for warehouses,quays and storage areas may be
worth reviewing during port development programs.
Wind or earthquake damage:At some sites, there may be a risk of collapse of internal storage
racks for medicines, engineering equipment or spare parts.
There may also be a serious risk of contamination where insecticides, fuel, or other chemicals are
inappropriately stored in the same building as food or medicines. Ensure that storage bins and
racks are well secured, and that potentially dangerous items are kept in separate storage and are
properly marked and recorded.
Loss of power: Items such as vaccines and some medicines may require electric power for
refrigeration. Emergency generating equipment should be assured on a routine basis. In a major
disaster, generators may be needed for longer periods than usual and additional fuel, spare parts,
back-up equipment and trained staff may be needed.(Stephenson, 1993).

2.1.3.6 Distribution to beneficiaries

In the humanitarian context, distribution is viewed from three perspectives:

• Movement of goods from the point of purchase or transfer of ownership (vendor to

humanitarian organization) to the point of final use. This is common in sudden on-set

23
emergencies where goods are often taken straight to end user. The internal distribution occurs at
the point the commodity or goods are being handed over to the beneficiary;
• Movement of goods from one location within the organization to another location within the
same organization. For example, from hub to hub, or hub to end user point.
This is common when resources are being mobilized to strategic locations for onward movement
to the point of use as in the case of preparedness for an anticipated emergency; or
• The point at which the goods are handed over by the organization to beneficiaries or partner
organization. For example, WFP food distribution direct to beneficiaries or partner agency
conducting the distribution exercise.
Some of the distribution activities embrace materials handling, storage and warehousing,
packaging, transportation etc. Distribution is sometimes referred to as the “final mile” and is a
critical part of the supply chain. This is where the risk of loss and insecurity tends to be high,
where communication is the most sporadic, where monitoring is most difficult, where costs
require close monitoring, and where the organization sometimes has less direct control and can
integrate with the program the most closely (Logistics Cluster, distribution, 2011).

2.1.4 Humanitarian versus commercial logistics

The ultimate aim of logistics isto deliver the right products or services in the right quantities to
the correct locations at the determined time and at the lowest possible cost. (Ola M Shorafa,
20011)

A sharp difference exists between the way the logistics is perceived between the businesssector
and the humanitarians. On the one hand, the business sector sees the function as a planning
framework for the management of material, service, information and capital flows that includes
complex information, communication and control systems (Van Wassenhove, 2006; Langley et
al., 2008). On the other hand, humanitarians seem to lack a clear definition of what logistics
entails. The Fritz Institute highlighted this fact in the beginning of the XXI century when the
question was raised amongst humanitarians (Van Wassenhove, 2006). A common definition
given by humanitarians presents logistics as “the processes andsystems involved in mobilizing
people, resources, skills and knowledge to help people affected by disasters”(Van Wassenhove,
2006, pg. 476). Consequently, we see here that the perception of the logistics function differs
between humanitarian organizations and its for-profit partners.

24
The private sector takes advantage of the competitive market in which it evolves, where
performance is mainly rewarded throughout internal incentives and increases in revenues and
profits (Murphy & Jensen, 1998). However, humanitarians evolve in a “market” where there
exists no “real” competition, since the main objective is to save lives. Additionally, the
environment that surrounds the two markets is clearly distinct. In the humanitarian context,
organizations have to deal with constant pressure, a volatile climate, complicated operating
conditions, many stakeholders and high staff turnover (Van Wassenhove, 2006).
In relation to high staff turnover, an example that perfectly illustrates this situation is the fact that
each year, about one in three field staff quits because of burnout (Gustavsson,
2003).
Capabilities between the two worlds are completely different. Whereas the humanitarian sector
often works “under high levels of uncertainty in terms of demand, supplies and assessment”
(Van Wassenhove, 2006, p. 477), the private sector can gain advantage using previous sales
and/or forecasts to develop and implement an efficient supply chain. This is where the challenge
resides for humanitarian organizations: it is uncertain when, where, and how a disaster will
occur, as well as the number of people it will affect. Although this situation seems uneasy to
handle, humanitarians have actually developed specific skills that allowthem to overcome most
challenges disaster relief operations impose on them.
Tomasini and Van Wassenhove (2009) define the special capabilities of humanitarian logistics as
being the three A’s: agility, adaptability and alignment. Agility refers to the ability to respond
quickly to short-term changes. Adaptability refers to the ability to adjust the supply chain design
to cope with the conditions the environment imposes. Lastly, alignment refers to the ability to
exchange quickly and efficiently between all actors that compose the relief operation, which is
quite often perceived as being the most difficult part to handle. This fact highlights the
differences in terms of goals and objectives that exist, which unevenly pressure the different
actors. Even though differences exist between private sector and humanitarian professionals, the
two parts can still learn a lot from each other (Charles, Lauras, & Van Wassenhove, 2010).

2.1.5 Humanitarianism/ the three guiding principles /

Humanitarian aid organizations accomplish their relief operations within the framework of three
generally accepted principles, namely humanity, neutrality and impartiality). These tenets

25
provide humanitarians a guideline by which their decision making and activities are determined
and evaluated. . (Tomassini& Van Wassen hove, 2009).

According Tomassini and Van Wassenhove (2009) humanity refers to the relief and reduction of
human suffering wherever found. This can be regarded as the principle motive for aid
organizations to take action. Moreover disaster struck regions often luck basic resources, which
are then provided by humanitarian aid agencies for the purpose of helping people in need. Often
such exceptional situations involve a social change accompanied by cultural and political
conflicts and other acts of violence.

The principle of neutrality assures that the outcome of relief operations is not influenced by the
interests of humanitarian aid workers (Van Wassenhove, 2006). In other words, all decisions and
activities need to be conducted without bias, representing a fair and proportionate
involvement.Thus, humanitarian aid organizations must not risk becoming caught up in political
agendas.(Tomasini & Van Wassenhove, 2009).However, it can be argued that retaining a neutral
point of view is the most difficult, costly, and risky part of their work. The aid workers approach
needs to focus on external circumstances only without alleging that problems caused by the
personal characteristics of individuals (Berstian, 1999).

Cultural differences and the emotions of people involved in disasters influence their behaviors in
emergency situations and this further complicates the treatment of victims. In culture where men
and boys are favored over women and girls (e.g. Afghanistan) aid workers have to decide
whether they should follow locally accepted traditions or treat people according to the workers
own cultural principles. Any compromise to neutrality, for example through engaging in
religious, political or racial controversies in armed conflict, eradicates the intent of the operation
and weakens the credibility of all actors involved. (Jan Maether, 2010).

Ambiguous goals such as the distribution of relief kits to the different camps hosting opposing
parties in a conflict and at the same time catering to their different needs without favoring one
over the other might force the decision maker to prioritize one of the principles (humanity,
neutrality and impartiality) over the other. The large amount of local, regional and international
actors involved in humanitarian operations and their various agendas also play a great part in
contributing to the difficulties facing the retention of neutrality.

26
Finally, the concept of impartiality implies that each and every beneficiary, without regard to
gender, religion or race, should receive help. (Jan maeher, 2010). Tomasini and Van Wassenhove
(2006) states that impartiality in relief activities can be assessed in terms of “non-discrimination
between groups , proportionally in relation to need, and non-subjective recognition of needs as
identified by the community” .

2.1.6Humanitarian logistics actors

When engaging in humanitarian relief operations, a range of players with different
cultures,purposes, interests, and mandates have to closely work together (Hilhorst, 2002).
Alessandra Cozzolini (2012) advocates that there are seven main actors interacting at the same
time when conducting relief operations. The following model presents the different relationships
that exist between those distinct actors.

Figure 1 Humanitarian Actors and Their Relationships Source: Cozzolino 2012

Host governments authorize and activate humanitarian logistics stream after a disaster strikes.
The military can provide resources and primary due to its historical logistics and planning
capabilities. Donors represent the sources of funding through donations, either in-cash or in-
kind. Since in-kind donations tend to always come from the private sector, donors fund relief
operations throughout financial means. Aid agencies are “actors throughwhich governments are

27
able to alleviate the suffering caused by disasters” (Cozzolino, 2012, p. 13). For instance, one of
the most important is World Food Program (WFP) that highly contributes to relieving many
disasters, especially in terms of logistics. Logistics and other companies in the model represent
those companies that come from the private sector, and are increasingly growing within the
humanitarian relief environment. Lastly, non-governmental organizations (NGOs) actually
include several and disparate actors. Some can even be temporary players that are created just
because of certain needs triggered by the disaster (Cozzolino,

2.1.7 Challenges of humanitarian logistics

Fritz Institute four-year research suggests that certain common challenges face the field of
humanitarian logistics:
1. Lack of Recognition of the Importance of Logistics: Logistics and other support services may
not have adequate funding for strategic disaster preparedness.
A related challenge has to do with the fact that most decisions during relief operation are made
by program staff that control the budget.
2. Lack of Professional Staff: The majority of people with logistics responsibilities do not have
training in logistics. While this is changing in large multilateral organizations, the trend toward
the “professionalization” of logistics has been slow to take hold as field experience is considered
more valuable than formal training in logistics.
The operations of international humanitarian organizations expand to simultaneously include
multiple geographies; organizations are struggling to find people who can manage the complex
supply chains of relief.
3. Inadequate Use of Technology: Survey of logisticians who participated in the Tsunami relief
operations showed that only 26% of the respondents had access to any tracking and tracing
software.
The remainder used Excel spreadsheets or manual processes for updates and tracking of goods
arriving in the field. Despite this, 58% stated that they received accurate and timely information
of what was in the pipeline.
4. Lack of Institutional Learning: The intensity of relief efforts, high turnover and the crisis-
oriented nature of disaster response create an environment in which there is a lack of institutional
learning.

28
Once a crisis is dealt with, aid workers are immediately assigned to the next mission, rather than
taking the time needed to reflect and improve.

5. Limited Collaboration: With the emerging competition for funding among major relief
organizations, the heads of logistics tend to lack collaboration among each other.
Although many of them face the same challenges, they do not meet or talk to one another often,
except during an actual disaster response operation. (Thomas &Kopczak, 2005)

2.2 Empirical review

Past studies stated that disaster relief operations are quite complex ( JleinBalland, 2013). Ola M
shorafa,(2012),in his research states that, ‘ In order to improve humanitarian logistics
management and enhance its effectiveness humanitarian relief organizations needs to improve
their performance by developing a clear and contingency flexible plan to deal with any type of
disaster to suit victims culture, climate and political circumstances, conducting the assessment
process in a timely manner to determine all the needed resources before it is too late, determining
the needed financial and human resources and how the lack should be supplied, adopting
different resources for supplying procurement in good quality, right quantity and reasonable cost,
equip all vehicles and staff with the required and needed communication tools especially in the
operation theatre.

Humanitarian logistics is a recent discipline dealing with the supply and distribution goods and
services during emergency situations, and concerns the distribution of aid following natural and
manmade disasters, as well as in complex emergencies including war and conflict situations
(Jahre and Jensen 2010).

29
CHAPTER THREE

3. Research Methodology

This chapter outlines and discusses the research design(approach), targeted population and
sampling techniques, sample size, method of data collection deployed for gathering primary data,
and data analysis.

3.1. Research approach

This research will use descriptive research approach. Because the major purpose of the study is
investigating the humanitarian logistics activities of ANRS Disaster prevention and Food
Coordination Program and its impact on disaster management, with loss of control over
variables. And qualitative data will be collected.

3.2 Variables of the study

3.2.1 Independent variable

The anticipated independent variables that will be operational in this study are planning and
preparedness, resource mobilization, procurement, transportation and delivery of emergency
supplies, storage and stock asset management, and finally distribution to beneficiary.
 Planning and Preparedness; anaction of relief organizations designed to enhance the
ability, to undertake emergency actions, to protect and contain disaster damage and
disruption.
 Resource mobilization; allocation of available and necessary human and financial
resources to relief operations.
 Procurement; the acquisition of goods and service necessary for humanitarian
operations.
 Transportation and delivery of emergency supplies: it involves the movement of
supplies from relief organization to the place where disaster occurred and its delivery.
 Storage and Stock asset management; the process of organizing warehouses at certain
points and organizing those supplies held in those warehouses for delivery (wassenhove,
2009).
 Distribution to Beneficiaries; bring assistance to people affected by disaster.

3.2.2 Dependent variables

The research group anticipates disaster management practice of the organization as dependent
variable that will be affected by the above factors.

3.3 Research strategy

The research group will employ survey strategy to do this study. Due to the reason that, most
survey researches are descriptive. In addition, this strategy provides information on large group
of people, with very little effort, and cost effective manner. And finally, as research question is
one determining factor for choice of research strategy our research questions are ‘how’ and
‘what’ and these question are more concerns of survey research strategy.

30
3.4 population and Sampling techniques of the study
The target population of this study will be employees of the organization. Currently the
organization has 101 permanent employees, but the research group assumes that the focus of the
study will more related with preparedness and response, human resource management, internal
audit, purchasing, plan preparation and management departments of the company. And the
sample of study will be taken from these six departments. The totalemploys of these six
departments are 78. In order to select respondents from the total population judgmental
(purposive) sampling technique will be employed. For the reason that, this technique enable
researchers to get relevant data from respondent who have good skill and experience on the case.

3.5 Sample size

There are no fixed rules for determination of sample size in qualitative research. It is a matter of
judgment. In this study the research group plans to take 50% of the target population as a sample.
Therefore, off the total78 population 39 employees will be selected as a sample for the study.

3.7 Methods of data collection

This study will employ closed ended questionnaire and unstructured personal interview methods.
Closed- ended questionnaire is designed due to different reasons. Firstly, to constrain
respondents from writing answer out of the concern of the issue, secondly, to save time, thirdly
to coding, editing and analyzing easily. The other reason for choice of closed ended questioner is
that most of the time respondents are not willing to fill questioners with blank spaces, (meaning
blank space questioners are boring for respondents), and as a result non-response will occurred.
So, to prevent this condition the research group chooses to use closed-ended, (tick boxes), type
of questioner. On the other hand, unstructured personal interview is selected to have greatest
freedom of asking supplementary questions, to restructure questions flexibly, and to get more
comprehensive explanation for unclear responses

3.8 Data processing and analyzing

After all relevant data is collected; the data will passes through different process such as editing,
coding and classification. Then analyzing will be conducted by table and percentage.

31
 CHAPTER FOUR

4. WORK PLAN AND COST BUDGET

4.1 work plan

s.No Activities Oct Nov Dec Jan Feb Mar Apr May
1. Problem identification *
2. Topic selection *
3. Literature review * *
4. Proposal writing * *
5. Proposal submission *
6. Proposal paper defense *
7. Development of data
collection techniques
8. Data collection/field * *
work and process

9. Data analysis and * *

interpretation
10. First draft report *
writing
11. Second draft *
submission
12. Final essay submission *
13. Paper presentation *

4.2 cost budget plan

s. description of items Unit Quantity Unit Unit total cost
No cost in
birr
1 Secretary page 45 5 225.00
2 Papers Pack 2 95 190.00
3 Binding cost Piece 2 6 12.00
4 Transportation Trip 4 trip 60 240
5 communication Mobil 4 25 100
e cards
6 Un expected expense coffee 200.00
Total expense 967

32
\REFERENCE
The researcher used the following possible reference books:
 JulienBalland (2013), Humanitarian relief organizations and its relationship with
logistics service providers, Jonkoping international
 Federal Democratic Republic of Ethiopia (2009), National policy and strategy on
disaster management,Addis Ababa.
 Reza Zanjirani (2011), Logistics operations and management, university of Houston
USA.
 Ola M. Shorafa, Humanitarian logistics management in NGOs sector in Gaza Strip
During (2008-2009) war on gaza(operation cast lead) (2012), Islamic university of Gaza.
 Wolf Christian Noske (2015), Logistics planningand application in humanitarian
response, Addi Ababa.
 Abiy Z, Alemayehu W, Daneil T, Melese G, Yilma G, (2009) Introduction to research
methods, Preparatory module for Addis Ababa University graduate program, Addis
Ababa.
 6.C.R Kothari (2004), Research Methodolgy ,Second Edition, New International(P)
Limited,publishers, New Delhi.
 7.John W creswell, Research Design, third edition,2009, Sage publications, London

33
 Bahir Dar University
College of Business and Economics
Logistics and supply chain management Department
Questionnaire

This questionnaire is prepared for ANRS disaster prevention and food coordination program
organization main office employees with the aim of assessing the humanitarian logistics
activities performed in theorganization and its impact on disaster management practice. The data
collected from this questionnaire will serve as for the partial fulfillment

1. Sex: male female

2. Age: 20-24 25-34 more than 35

3. Work experience: 0-2 3-5 6-10

4. Educational level: 10th and 12th certificate diploma

1st degree 2nd degree and above
5. Job position in the organization

34
ባባባባባባባባባባባ

በበበበበበበበበበበበበበበበ

በ በበበበበበ በበ በበበበበበበ በበበበበበ በበበበበበበበ

በበበበ

በበበበበበበበበበበበበበበበ በበበበ በበበበ በበበበበ በ በበበ በበበበበ በበ በበበበ

በበበበ በበበበበ በበ በበ በበበበበ በበበበበበበበበበበበበበበበበበበበ በበበበበበበበበበ
በበበበ በበበበበበበ በበበበ በበ በበበበ በበበበበ በበበበ በበበበበ በበ በበበበበ
በበበበበበበበበበበበበበበበ::
በበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበ
በበበበበበ::

በበበበ:-በበበበበበበበበበበበበበበበበበበበበበበ “”
በበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበ::
በበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበበ ::

1. በበበበበበበ
2. በበበ :
በ 20-24በበበ በ 35በበበበበበ
በ 25-34 በበበ

35