In logistics strategy, there is a constant tension between responsiveness and efficiency. This dynamic tension becomes even more visible in times of crisis — when logistics moves from the boardroom to the battlefield, so to speak. We are seeing this play out live in Jamaica in the aftermath of Hurricane Melissa and the Government’s ongoing response.

At the core of every logistics or supply chain strategy lies one key question: What is the objective? The answer determines how resources are deployed, where priorities are placed, and ultimately, how effectively lives and livelihoods are protected or restored.

As I often tell my students at the Mona School of Business and Management, University of the West Indies, no supply chain is 100 per cent anything. Every supply chain has both responsive and efficient elements — it’s simply a matter of where it leans. The direction of that lean depends entirely on the objective at hand.

The Logistics Chessboard: Strategic Drivers of Supply Chain Performance

Think of logistics strategy as a chessboard. Each move — every decision about where to place or manoeuvre resources — is shaped by six key strategic drivers, divided into two categories: physical and cross-functional.

Physical Components (Logistics Drivers)

1) Facilities — These are physical locations, such as factories, warehouses, and distribution centres. Decisions about their number, location, and capacity significantly influence both cost and responsiveness.

2) Inventory — This includes all raw materials, work-in-progress, and finished goods within the supply chain. Balancing inventory levels is one of the hardest acts in logistics — too much, and you increase holding costs; too little, and you risk shortages.

3) Transportation — This is the movement of goods across the supply chain. The trade-off is clear: faster delivery increases responsiveness but raises costs, while slower transportation improves efficiency but risks delays.

Cross-Functional Components

1) Information — The flow and quality of data throughout the supply chain determine how effectively forecasting, coordination, and decision-making occur.

2) Sourcing — Decisions about who to purchase from, how many suppliers to engage, and how to manage those relationships impact flexibility and resilience.

3) Pricing — Pricing strategies can shape both supply and demand, influencing how quickly goods move through the system.

Responsiveness in Disaster Relief: The First Phase

In a disaster situation, such as the one Jamaica is currently facing after Hurricane Melissa, the initial logistics strategy must be one that prioritises responsiveness over efficiency. The objective in this phase is clear: safeguard life and provide the necessities of life — food, water, shelter, medical care, and safety. This is the relief phase, where speed, flexibility, and redundancy take precedence over cost control and optimisation.

A responsive logistics strategy in this context means:

•Facilities: Multiple, often temporary facilities are established in various locations to enable rapid distribution.

•Inventory: Large, diverse inventories are prepositioned or airlifted to ensure immediate availability of essentials.

•Transportation: Fast, flexible modes such as air or expedited trucking are prioritised, even if they are more expensive.

•Information: Data systems are geared toward rapid situational awareness — tracking the condition of infrastructure, supply routes, and affected populations.

•Sourcing: Multiple sourcing channels and suppliers are activated to reduce dependence on a single supply node.

•Pricing: In this phase, no price is too high if it means saving lives or preventing further harm.

It’s critical to note that prioritising responsiveness does not mean inefficiency or waste. It simply means that the objective — saving lives — demands the rapid deployment of resources without the usual emphasis on cost minimisation. Responsiveness, by design, accepts a level of redundancy and “inefficiency” because flexibility and speed are what matter most in the moment.

Efficiency in Recovery: The Second Phase

Once lives have been secured and the immediate crisis has passed, the logistics strategy must evolve. This transition marks the beginning of the recovery phase, where the focus shifts from rapid response to sustained rebuilding. Here, efficiency becomes more important. An efficiency-focused logistics strategy does not mean slowing down — it means becoming smarter in how resources are deployed. The objective has changed: from saving lives to rebuilding communities — ideally, better and stronger than before, especially given the realities of climate change and increasingly severe storms.

In this phase, the logistics chessboard looks different:

•Facilities: Fewer facilities are used, strategically located to serve rebuilding efforts.

•Inventory: Stocks are more focused and specialised, supporting reconstruction materials rather than emergency aid.

•Transportation: Slower but more cost-effective modes, such as sea freight, become central for bulk movement.

•Information: Systems now focus on data analysis, forecasting, and optimisation to support planning and resource allocation.

•Sourcing: Supplier networks become more consolidated, focusing on long-term partnerships and cost-effectiveness.

•Pricing: Budget discipline returns, with an emphasis on getting value for money and stretching limited resources.

This doesn’t mean the activity level decreases — in fact, logistics operations often intensify in this stage as the focus shifts to rebuilding infrastructure, restoring supply chains, and supporting economic recovery. What changes are the type of activity, the allocation of resources, and the strategic objectives guiding decisions.

The Transition: From Relief to Recovery

The transition between these two phases — responsive relief and efficient recovery — does not happen overnight. It’s a process that must be planned, managed, and communicated effectively.

This transition phase is where the real test of logistics governance and coordination occurs. Decisions made in this period determine how smoothly the shift happens and how quickly normalcy returns. Too early, a pivot toward efficiency, and critical needs may go unmet; too late, and resources may be wasted, slowing long-term recovery. Here, information systems become critical. Data on infrastructure damage, community needs, resource availability, and distribution performance inform when and how to pivot. Effective supply chain leadership ensures that this transition is not chaotic but deliberate and data-driven.

Lessons from Hurricane Melissa: A National Logistics Test

Hurricane Melissa has, in many ways, been a stress test of Jamaica’s logistics and disaster management systems. The island’s aspiration to become a global logistics hub makes this experience especially instructive. It underscores that logistics is not merely about moving goods; it’s about strategic decision-making under uncertainty. It’s about balancing competing objectives — speed versus cost, flexibility versus stability, redundancy versus optimisation — based on the context and the stakes.

Disasters lay bare the strengths and weaknesses of national logistics capabilities. They reveal how well information flows, how resilient sourcing networks are, and how adaptive transportation systems can be under stress. In this sense, Hurricane Melissa offers both a real-time classroom and a catalyst for reform. Ultimately, effective disaster logistics is not a matter of luck — it is a matter of strategy. The constant tension between responsiveness and efficiency is not a flaw; it is a feature of every well-designed logistics system.

The question is never whether a supply chain should be responsive or efficient — it must be both, but at different times, in different proportions, depending on its objective.

When Jamaica moves from relief to recovery, the challenge for logistics professionals, policymakers, and businesses alike will be to ensure this transition is strategic, deliberate, and data-informed. Doing so will not only rebuild what was lost but build resilience for what’s to come.

In the end, good logistics is not just about moving goods — it’s about moving nations forward.

Ainsley Brown is a Logistics and Special Economic Zones Consultant, adjunct lecturer in logistics and supply chain management at the Mona School of Business and Management and UWI Five Islands Campus. Send feedback to brown.ainsleyc@gmail.com.