By Mark Roberti

If you are a supply-chain executive and you think your job is tough, consider David Nabarro's lot in life. He is a senior systems coordinator for the United Nations Development Group, which develops policies and procedures for member agencies to work together. His job is to get relief to the sick, hungry and dying who have been afflicted by a natural or man-made disaster. His supply chain is your worst nightmare.

When an earthquake, flood or other disaster devastates a region, Nabarro and his team must react quickly to coordinate relief efforts. Supplies flow in from hundreds of government agencies and charitable organizations around the world. Under ideal conditions, the area may not have the infrastructure needed to handle the volume of shipments; after a disaster, whatever infrastructure did exist is likely damaged. In addition, employees who normally operate port or airport equipment might be injured or unable to report for work.

And that's just the beginning. Weather conditions could complicate relief efforts. The communications infrastructure is usually damaged or destroyed. Often, equipment and supplies can't be protected from heat, moisture and other harsh environmental conditions. Time becomes critical because people need medical care, and supplies could rot before they ever get to the people who need them.