DC Velocity - July 2019

For most supply chain professionals, dealing with disaster is a remote possibility. For Kathy Fulton, it’s a full-time job. As executive director of the American Logistics Aid Network (ALAN), she leads an organization that stands ready to provide supply chain assistance for humanitarian relief efforts whenever and wherever disaster strikes.

Prior to joining ALAN, Fulton was senior manager of information technology services at contract logistics specialist Saddle Creek Logistics Services. In 2010, she was “lent out” to ALAN by her employer to help the aid group assess its IT needs—a gig that eventually led to her becoming a full-time employee. She took over the reins of the organization in 2013, when Jock Menzies, ALAN’s chairman and co-founder, died in an accident.

Her peers laud Fulton for her collaborative style, humility, and dedication to the cause. One of the executives who nominated her for this recognition wrote, “With her 11 years of experience at Saddle Creek Logistics prior to her eight with ALAN, she could work for a larger organization, with a high-powered title and more money. Instead, she chooses to work at the intersection of supply chain and emergency management, motivated by her passion to help others.”

Q What led you to the position you are in today?

A I often feel like my career has been a trip where I’ve taken the back roads and stopped at a lot of interesting roadside attractions rather than taking the interstate. The great thing is that at each of those stops, I’ve had incredible mentors and co-workers who believed in me and encouraged me. Working in information technology at Saddle Creek opened my eyes to the interconnectedness of global supply chains. Then being asked (“voluntold”) to help ALAN with its IT needs and having a chance to work with people like Richard Sharpe, Mark Richards, and Jock Menzies showed me how businesses can leverage the same capabilities and expertise they use to make money to help make a difference.

Q Dealing with an endless stream of disasters could get pretty depressing, yet you’ve been quoted as saying you have the best job in the world. Why is that?

A The side of disaster that most people see is the destruc- tion and damage. I see that too, but I also get to see the people who respond with compassion and serve those who’ve been affected. I get to help the helpers!

As supply chain professionals, when we see a truck driv-
ing down the road, we might think about the cost of the
fuel or the impact of tariffs. I also think about what’s in
that truck and where it’s going. Maybe it’s
bringing a blanket or hot meal to a family
that lost its home to a fire and is living in
a shelter. In instances like that, the supply
chain is moving more than commodities—it
is delivering comfort and dignity and hope. I
get to be part of that. And that’s why I have
the best job in the world.

Q With all the catastrophic events of the past few years, do you think logistics professionals have gotten better at preparing for and responding to disaster?

A I think there is much more awareness of the vulnera- bility our supply chains face due to disruptive events, but I’m not sure how well that awareness is playing out in preparedness actions. We still build in vulnerable areas.

But when it comes to response, I do think businesses are making strides. Unfortunately, some of that is due to the sheer number of disruptions we’ve experienced in recent years. Our supply chains are quite practiced at finding alternate routing and providers, and continuing to deliver even in dire circumstances.

Q In the same vein, where do you still see room for improvement? A I think that even as supply chain professionals, we sometimes fail to foresee the ripple effects of supply chain disruptions. Who would have thought that a hurricane on a territorial island in the Caribbean would disrupt surgeries in the continental U.S.? But that’s exactly what happened after Hurricane Maria destroyed a saline-bag manufacturing plant in Puerto Rico, causing widespread shortages.

Also, we continue to see misguided attempts at generosity. People really want to help, but sometimes what they’re offering is not what’s needed—maybe it’s inappropriate (fur coats in Florida) or impractical (medicine that requires specialty equipment to dispense) or is being offered without the benefit of transport to the location of need.

Nonprofit organizations are loath to turn these donations down because they don’t want to sour a relationship. But dealing with these donations takes time and resources— especially logistics resources—that may be in short supply following a disruptive event. Solving this challenge requires raising donor awareness of the situation, including what is useful at the time and what will slow the response. Our best advice is always to donate financially to an organization that aligns with your business’s core values so that it can use those funds when and where they are needed most.