There was uncertainty and difficulty in decision-making

Decision-making was conducted without systematic approaches

There was a lack of guidance or reference materials to support decision-making

Operational teams waited for instructions before acting

Delays occurred in the decision-making process

Confidence in decision-making increased

A more structured approach to decision-making was implemented

Decision-making was based on available references, guides or best practices

Took proactive steps

Actions were prioritised effectively

Decision-making processes were expedited

Communication between operational teams was lacking

Communication was disorganised

Information sharing was absent

Proper channels were not used for communication

Vertical and horizontal communication existed among the operational teams

Communication was more organised

Information sharing occurred at various operational levels

Communication followed the commanding structure channels

Operational teams worked in silos

There was limited understanding of roles and responsibilities in disaster management

There was confusion regarding the chain of command

Task delegation was lacking

Coordination existed across various levels of operations

The roles and responsibilities of the involved parties were identified

A clear chain of command was established

More collaborative efforts were made, involving relevant expertise and stakeholders

Absence of a comprehensive guide for pharmaceutical management during disasters

Limited understanding of pharmaceutical supply operations in disaster contexts

Inadequate awareness of the disaster scenario

Acquired the ability to identify relevant references and tools for practical application

Gained a comprehensive overview of anticipated challenges and required actions in pharmaceutical supply operations during disasters

Developed a deeper understanding of the disaster scenario