What disasters teach us about everyday operations

Under ideal circumstances, procurement and supply chain planning are proactive. This allows organizations to create budgets and business plans, develop sourcing strategies, communicate with suppliers, conduct evaluations, and assess risks. Strong planning also allows for protocols and backup strategies when disruptions occur.

But as disasters remind us of time and again, everyday operations are fragile. When a crisis hits, whether it’s from a natural disaster, infrastructure failure, or a public health emergency, procurement teams are forced to operate under extraordinary pressure. The lessons learned in those moments can – and should – be applied to municipal procurement every day.

Lessons from Disaster Response

At the Canadian Red Cross, teams respond to emergencies ranging from mass evacuations caused by wildfires and floods to smaller but equally urgent incidents like house fires.

In large-scale emergencies, teams secured flights, hotel rooms, food, clothing, and ground transportation for evacuees. In smaller cases, like a family displaced by fire, teams ensured immediate shelter, clothing, and meals. The common thread was speed and reliability. Procurement decisions could not wait until normal business hours.

Take baby formula as an example. It cannot be stockpiled due to expiration dates, but in an evacuation, it may be urgently needed. Success depends on having reliable vendors who can respond at a moment’s notice, even if that requires prearranged agreements with local store managers to open their stores in the middle of the night.

The same practices that kept emergency responses on track for the Red Cross are just as valuable for municipalities. By applying these lessons to everyday procurement, municipalities can strengthen operations and be prepared for emergencies. Here are five key strategies.

Risk and assessment

Disasters expose just how fragile supply chains can be. Proactive risk assessment means asking hard questions: Which areas of our operations are most vulnerable to disruption? Do we have backup suppliers in place?

At the Red Cross, contingency planning means securing alternate suppliers for critical items like food, clothing, or IT hardware. For municipalities, it could mean having vetted contractors in place for building repairs or IT providers ready to prioritize urgent orders. With plans in place, operations continue smoothly even when primary suppliers fall short. Without them, you risk delays, inflated costs, and public frustration.

Communication and expectations

Strong supplier relationships are invaluable. In emergencies, vendors who understood immediate needs often reserved stockpiles for the Red Cross, knowing the organization’s commitment as reliable buyers. This trust meant they could place extraordinary orders during evacuations without hesitation.

Municipalities can benefit from the same approach. A supplier who understands a municipality’s annual needs may be willing to hold inventory, guarantee supply during peak times, or accommodate urgent requests. Without that relationship, procurement quickly becomes reactive with staff scrambling across multiple vendors, losing valuable time, and paying higher prices. Open communication and clear expectations build efficiency both in routine operations and in crisis response.

Resilience and adaptability

Emergencies force organizations to pivot quickly. One month, there may be regularly scheduled maintenance on a roof. The next month, a major storm might cause the urgent need for an entirely new roof. Similarly, seasonal shifts or unexpected staffing changes may create sudden demand for IT equipment or office supplies.

Flexible supplier agreements give municipalities room to adapt. If contracts penalize for fluctuating order volumes, organizations are locked into a rigid structure. But agreements designed for adaptability allow procurement to scale up or down without unnecessary cost or conflict. That kind of resilience is invaluable when circumstances change overnight.

Value and spend

In emergencies, every hour counts. Time staff spent sourcing suppliers and vendors, negotiating rates, and ensuring contract compliance translates into real expenses. Having contracts in place reduces these inefficiencies. Pre-negotiated pricing also ensures municipalities get the best value rather than paying inflated rates in urgent situations.

Group purchasing benefits

One of the most effective ways municipalities can prepare is by leveraging the collective power of a group purchasing organization (GPO). Membership provides access to vetted suppliers, pre-negotiated contracts that have been completed and awarded, and compliance with procurement regulations – all at no cost to members.

Consider the example of a municipal building with a collapsed roof. Instead of rushing through a lengthy bid process, a municipality working with a GPO can immediately select an approved roofing supplier and begin repairs, saving time, money, and ensuring compliance with regulations.

The same holds true for onboarding new staff who need laptops and software quickly, or for responding to floods that require food and shelter supplies. In both emergencies and everyday operations, a GPO serves as an extension of your procurement team, building efficiency and resilience into the process.

Why Proactive Procurement Matters

When procurement is proactive rather than reactive, municipalities gain three critical benefits:

• Continuity of service – operations continue smoothly even when disruptions occur.
• Cost savings – both in negotiated supplier pricing and reduced staff time spent firefighting procurement challenges.
• Stronger partnerships – suppliers see municipalities as valued partners, not one-off customers, which builds trust and priority service in times of need.

In a world where supply chains are unpredictable, municipalities that integrate these lessons into their everyday operations will not only save money and time but also be ready to manage the unexpected.

To learn more, contact Bridget Erwin at Bridget@kineticgpo.ca.

Bridget Erwin is business development manager at Kinetic GPO.