IntroductionBecause of the particularity of no early warning, thedecision-makers cannot easily determine their time arrangements, severity, andtheir impact. Therefore, the managers of the human resources managementdepartment must coordinate with incomplete and inaccurate information in thepre-disaster and post-disaster stages (Sahebjamnia, Torabi & Mansouri,2017). So facility location decisions affect the cost of supply chainmanagement and supply chain competitiveness.
Play a long-term impact on theoperation of the supply chain. Perfect communication, convenient traffic andhow to optimize shipping costs are important for facility location decisions.Findings and analysis The location of facilities is traditionally regarded as a strategicproblem, but also a tactical and operational problem. It solved three keycharacteristics of post-disaster facility location decision-making environment:uncertainty of supply and demand parameters, spatiotemporal dynamics of demandand resource level and decentralized decision making.
The post-disasterfacility location decision is made under the uncertainty of the supply anddemand parameters. On the supply side, humanitarian organizations face thechallenges of mobility, and the operation is largely dependent on unpredictabledonations. In terms of demand, the ability of beneficiaries to travel to thelocation of the service may be difficult to estimate. In addition to theinherent uncertainty, the conditions that affect the response are dynamic. Inthe case of infectious diseases, the number of people needed varies with timeand space due to the characteristics of the spread of disease. The resourcelevel of the response organization also changes with time.
Decentralizeddecision-making is common in the humanitarian response. A large scale ofresponse to efforts is characterized by the participation of many stakeholders,including government, non-governmental, military and private organizations.(Muggy & Heier Stamm, 2017)In the post-disaster, independent organizations are often involvedin meeting the needs of the affected population. Although the objectives ofeach organization are to have the greatest impact on their own resources, thelack of coordination among organizations may lead to loss of opportunity orduplication of work (Muggy & Heier Stamm, 2017). so perfect communicationand coordination between organizations is very important to facility locationdecisionsIt is very important to affect the transportation cost of thefactors that affect the facilities location decisions of the organization. Thelocation of the target, the location of the demand, the expected cost of thenecessary logistics system, the distribution of the distribution or thedispersed effect of the logistics cost. For example, in practice, distributioncosts are a very important factor in decision-making: if the geographicallocation of the target is very scattered, the cost of distribution may be toohigh.
The dispersion of the demand location affects the length of the transporttravel of the vehicle that serves the customer group within a given period oftime, and thus affects the transportation cost (Turkensteen & Klose, 2012).The organization should consider the one to multi-distributionmodel, no transfer warehouses, and multiple demand locations to receive theirproducts from a single facility. The motive for using this system is that ifthe warehouse operation is centralized, the economies of scale of productionand storage are realized.
Moreover, the one to multi-distribution model can beapplied to perishable goods. It is very important for the first month after thedisaster (Turkensteen & Klose, 2012).ConclusionItis evident that in thehumanitarian supply chain, the timeliness and effectiveness of relief operationsare more important than costs. In fact, humanitarian supply chain managersshould analyze the trade-off between efficiency and effectiveness (Sahebjamnia,Torabi & Mansouri, 2017).