$484$ Part Seven Case Snadiesbrand, works closely with ShelterBox to continually inno$-$vate and manufacture the tent design which must beable to withstand the extreme conditions faced by itsmany users. AMG Group also works to train the SRTs inthe rapid assembly of the ShelterBox tent and is just oneexample of the various supplier relationships that havebeen established to develop and deliver robust and reli$-$able products and services.ShelterBox aims to assemble a sufficient inventory ofequipment at its UK base in readiness for dispatch.Through its supply network of products and services thecharity understands that delivering value for its stake$-$holders is vital as well as the importance of becoming aninfluential and reliable buyer. According to ShelterBox'sDirector of Operations, John Leach, this enables Shel$-$terBox to state what is required from suppliers via strongtransactional relationships rather than becoming depen$-$dent on unsolicited donations or goodwill to ship materi$-$als or source products. To seek only gifted materialswould, in Leach's opinion, diminish the charity's signifi$-$cance as a purchaser and eventually lead to the chari$-$ty$\text{'}$s needs going unnoticed by its suppliersThe issues facing the operations team continue to bemultifaceted and the challenges do not end with inboundsupplies. Logistics presents the charity with ample down$-$stream problems, not least the issue of customs clear$-$ance. Despite SRTS ability to make sound judgmentsabout the appropriate equipment to deploy$-$and towhich families$-$they are frequently prevented from easilytransferring materials across some international borders.Across the worid humanitarian aid relief work wouldnot be able to progress without efficient customs clear$-$ance procedures and ShelterBox, whose time on theground is relatively short by comparison, distinctly recog$-$nises the time taken to obtain customs clearance is all toooften too valuable to waste. Any delay may, in the eventthat national governments reject further internationalassistance, result in the prevention of any emergencystate where their money should be spent, resulting insome large donations being reluctantly refused. This pre$-$requisite is in contrast to ShelterBox'sTrack Your Boxpolicy, whereby individual donors can freely trace theirfunded box to its final destination, wherever that may be$.$In a recent meeting of the management team aspectsof the charity's current operating capabilities wereincluded on the agenda. In particular ShelterBox's abilityto build inventory. the traceability of individual dona$-$tions, and the issue of customs clearance were markedfor discussion that day.But wel before the meeting was concluded GDACS,the Global Disaster Alert and Coordination System,alerted the management team to an earthquake in theJapan. Additionally SRTs were already deploying over$7,000$ ShelterBoxes in response to flooding in Pakistan.and more in Columbia, Brazil, Niger and other regions.John's thoughts turned quickly to the possibility that thisincident would require another $28,400$ ShelterBoxes, orperhaps more.Could the charity cope with a large response? Whatwould need to be done to ensure the response wasappropriate? What challenges lay ahead for John's oper$-$ations team? What strategies should John put in place tomeet future challenges?Discussion Questions$1.$ What are the key operations and logistics issuesfaced by ShelterBox?$2.$ Who are the various stakeholders that need to beconsidered in resolving these issues?$3.$ How should ShelterBox respond to the issues itfaces to best satisfy its stakeholders?$4.$ How do you think ShelterBox should be organized?What are the key responsibilities and functionsthat need to be established before and during anemergency?