Purpose
An understanding of the “AS-IS” stage of a relief operation is the basis for further action in humanitarian supply chain management. The purpose of this paper is to develop a toolbox called the Humanitarian Supply Chain Assessment Tool (HumSCAT). This toolbox is comprised of a set of basic tools which can be classified into each phase of disaster relief.
Design/methodology/approach
The HumSCAT is proposed by paralleling frequently used tools in commercial supply chains with the objectives and characteristics of relief phases. A case study was used to validate the HumSCAT along with six tools provided in the preparation phase.
Findings
The HumSCAT consists of seven tools in the preparation phase, nine tools in the response phase and ten tools in the recovery phase. The case study illustrates how to use the HumSCAT and the six tools. The latter were found to be useful for improving the relief chain.
Research limitations/implications
The list of tools is not exclusive. Other tools might be applicable as long as they meet the objectives and characteristics of the phase. A tool should be adjusted accordingly to the contexts. Tools in other phases should be validated in future research.
Practical implications
The HumSCAT may serve as a reference toolbox for practitioners. Its output can be used for further designing of the “TO-BE” status of humanitarian relief chains.
Originality/value
The HumSCAT is proposed as a toolbox for academics and practitioners involved in humanitarian supply chains.
The concept value chain has been promoted by Porter for more than three decades. A value chain represents a chain of activities that an organization performs to deliver a valuable product for the market. Porter's value chain assumes that an organization is a system composed of inputs, transformation processes, and outputs. Each activity in the system 2 involves the acquisition and consumption of resources. How the organization carries out value chain activities determines costs and profits. One enhances the competitiveness of a company by improving its value chain structure. However, little attention has been given to developing value chain thinking. This paper examines the emergence of value chain thinking and proposes new value chain thinking that involves a chain of activities linked to one another in order to sustain value. A conceptual model is presented which consists of four steps: value discovery, value design, value delivery, and value capture. A methodology is also proposed in which to operationalize the value chain thinking.
The concept value chain has been promoted by Porter for more than three decades. A value chain represents a chain of activities that an organization performs to deliver a valuable product for the market. Porter's value chain assumes that an organization is a system composed of inputs, transformation processes, and outputs. Each activity in the system 2 involves the acquisition and consumption of resources. How the organization carries out value chain activities determines costs and profits. One enhances the competitiveness of a company by improving its value chain structure. However, little attention has been given to developing value chain thinking. This paper examines the emergence of value chain thinking and proposes new value chain thinking that involves a chain of activities linked to one another in order to sustain value. A conceptual model is presented which consists of four steps: value discovery, value design, value delivery, and value capture. A methodology is also proposed in which to operationalize the value chain thinking.
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