LONDON — The global logistics industry is reeling after Hurricane Matthew lashed the Caribbean and U.S. east coast on Wednesday.
The impact was immediate.
“The logistics industry has been really hard hit.
They’re already having to start planning for how to recover,” says Michael Pappas, the CEO of Horseshoe, a logistics firm in the Bahamas that had offices in Nassau, Barbados, and Jamaica before Hurricane Matthew struck.
“If you’re in the logistics business, you’re going to need to start working on recovery plans.
I don’t know how much time it will take for us to get there, but we’re not going to get it done in a week.”
The U.K. has been the most affected country, with nearly 10,000 of its employees without power or powerlines in the East Coast ports of Southampton and Portsmouth.
The island’s governor says 1,500 people were in hospitals and 1,000 people were missing.
Meanwhile, the U.N. and the World Bank have warned that the storm could hit Europe as early as Wednesday, while many countries are struggling to rebuild.
While the storm has caused havoc for the Caribbean, the United States has been spared most of the devastation and has largely been spared from major infrastructure damage.
The American government has provided $1.6 billion in assistance to hurricane-ravaged areas in Haiti and Puerto Rico.
In addition to its natural disasters, Matthew has also sent a ripple of destruction through the U of T’s logistics and logistics education program, which has helped to help train hundreds of thousands of Canadians and Americans to become logistics professionals.
Last year, the program saw more than 700 graduates graduate.
Students learn the skills needed to manage and manage logistics in a global environment, from the basics of supply chains to the intricacies of supply chain security.
One of the most important lessons that they learn in that program is how to recognize when things go wrong, says Kevin Kieny, the president of the UTM, which teaches students from all levels of business.
“When you’re on a logistics team, you really have to be ready to respond and have a plan in place.
That’s one of the key things that they teach us, is to be prepared and have an emergency plan in the event something happens,” he says.
On Thursday, Kienys co-authored an op-ed for the Globe and Mail titled: Can I survive in the storm?
That’s what I’ve learned.
“As logistics teams prepare to cope with the worst possible storm, they need to be able to say to themselves, ‘If I’m in the right place at the right time, I’m going to be okay,'” he writes.
It is a challenge for some people, he says, but that can be a skill that helps them grow and succeed.
Kienys advice is that when you’re dealing with disaster, think of your family, your friends and the people you work with.
You have to think of them as your family first.
That’s why he advises companies to keep a few basic things in mind.
First, don’t make the mistake of saying, ‘I can’t make this happen.
I’m too busy or too stressed or too tired.’
You have to have a Plan B in case you get caught in the worst of the storm.
Second, remember that there is no such thing as a ‘one-size-fits-all’ recovery plan.
Third, Kiosks, or recovery centers, are critical for people who are being trained and able to respond to the worst case scenario.
In Nassau and Barbados and elsewhere, Kielys and his colleagues are helping those struggling to get back on their feet.
I was on my way to a Kiosk in Barbados when I noticed people in a hurry.
They had nothing.
And then they saw me, and they were all in tears.
They wanted to help me, but they didn’t have money, and the Kioskos were closed, so I said, ‘You need a generator.’
And they said, “OK, but you need to get one of those Kioskers.”
And then we got a generator and started running.
I was so relieved to have power again, and I was like, ‘OK, now we have this going on.’
And then I was in the Kiok and I had my first kiosk.
And I’m still in it.
Kiosktas are also essential in some disaster recovery plans that are developed by governments and private companies.
For example, the Department of Defense in New Orleans had to re-equip the Kielks that had been destroyed in the hurricane.
For a longer-term solution, the best solution is to use a combination of emergency and long-