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Group 19,Supply Chains and Stockpiles, Angelo,Edwin,Sheryl,Charlotte -…

- - - - • Challenges
      - ◦ Data is spread across federal, state, hospital, and private systems
      - ◦ No standard format for reporting inventory or condition
      - ◦ Updates are slow or manual, especially during crises
      - • Opportunities
      - ◦ Shared dashboards to show what exists and where
      - ◦ Better forecasting when inventory data is current
      - ◦ Faster decision-making during emergencies
    - - • Challenges
      - ◦ Supplies expire before they are ever used
      - ◦ Storage conditions vary and are not well monitored
      - ◦ Relabeling or extending shelf life requires approval
      - • Opportunities
      - ◦ Predictive models to flag items close to expiration
      - ◦ Rotating supplies into regular use to reduce waste
      - ◦ Better storage tracking to safely extend shelf life
    - - • Challenges
      - ◦ Limited transportation infrastructure
      - ◦ Long distances increase delivery times
      - ◦ Fewer local partners to distribute supplies
      - • Opportunities
      - ◦ Pre-positioned regional stockpiles
      - ◦ Partnerships with USPS or local agencies
      - ◦ Data-driven planning to pre-stage supplies
    - - • Challenges
      - ◦ Unclear messaging causes panic and hoarding
      - ◦ Misinformation spreads faster than official updates
      - ◦ Agencies may withhold info due to uncertainty
      - • Opportunities
      - ◦ Public-facing dashboards on supply status
      - ◦ Clear messaging to reduce panic buying
      - ◦ Increased trust in public health responses
    - - • Challenges
      - • Federal, state, and local agencies operate separately
      - • Duplicate orders and competition for supplies
      - • Confusion over roles and authority
      - • Opportunities
      - ◦ Shared communication platforms
      - ◦ Clear division of responsibilities
      - ◦ Faster, more coordinated responses
    - - • Challenges
      - ◦ Procurement rules are slow and bureaucratic
      - ◦ Contracts are not set up before emergencies
      - ◦ Limited flexibility to switch suppliers quickly
      - • Opportunities
      - ◦ Pre-approved emergency contracts
      - ◦ Faster access to private-sector suppliers
      - ◦ Reduced delays during demand spikes
    - - • Challenges
      - ◦ Not enough trained workers during emergencies
      - ◦ High burnout and safety risks
      - ◦ Staffing plans often don’t scale quickly
      - • Opportunities
      - ◦ Pre-trained reserve workforce
      - ◦ Cross-training existing public employees
      - ◦ Partnerships with private logistics companies
    - - • Challenges
      - ◦ Wealthier areas often receive supplies first
      - ◦ Lack of clear rules for prioritization
      - ◦ Equity goals conflict with political pressure
      - • Opportunities
      - ◦ Data-driven allocation based on need
      - ◦ Clear equity guidelines for emergencies
      - ◦ Improved outcomes for vulnerable communities
  - - - • Hospital Bed Managers: To see which facilities have open ICU beds and matching equipment.
      - • Database Engineers: To build the "bridge" between incompatible state and federal software.
    - - • FDA Lab Technicians: Who must run stability tests to legally extend drug expiration dates.
      - • Warehouse Floor Supervisors: Who manage "First-In, First-Out" (FIFO) rotation to prevent waste.
    - - • Volunteer Fire Chiefs: Who often use their own brush trucks to deliver supplies to cut-off homes.
      - • Refrigerated Truck Drivers: Who must maintain "cold chain" integrity on long, dirt-road routes.
    - - • Pharmacy Techs: Who deal directly with angry customers during "out-of-stock" panics.
      - • Nextdoor/Facebook Group Admins: Who can either stop or spread local hoarding rumors.
    - - • State Governors’ Chief of Staffs: To prevent states from outbidding each other on the same masks.
      - • Coast Guard Sector Commanders: To coordinate water-based delivery if roads are destroyed.
    - - • Small Factory Owners: Who can pivot production lines but need "Good Samaritan" liability shields.
      - • County Treasury Auditors: Who must approve emergency spending that bypasses standard bidding.
    - - • Forklift Operators: Essential workers who require immediate "clearance" to enter restricted zones.
      - • Nursing Student Interns: Who are often pulled from class to assist with inventory and triage.
    - - • Dialysis Clinic Managers: Who fight to ensure specialized fluids aren't diverted to general hospitals.