Collaborative Strategies for Humanitarian Logistics with System Dynamics and Project Management

Cortes, Diana Carolina Guzman; Rodríguez, Leonardo José González; Franco, Carlos

doi:10.1007/978-3-319-91509-8_11

Cited by 5 publications

(4 citation statements)

References 33 publications

(46 reference statements)

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“…The application of SD in humanitarian operations is still relatively new (Galindo and Batta, 2013). The humanitarian supply chain is a complex system with a high level of interconnectedness between the various actors (Guzmán Cortés et al., 2019) and a very dynamic and quickly changing situation on the ground (Van Wassenhove, 2006, Tomasini and Van Wassenhove, 2009, Besiou et al., 2011). Besiou and Van Wassenhove (2015) discuss that SD is a suitable method to study socially responsible operations because these systems are characterized by dynamic complexity due to “uncertainty, constraints and trade‐offs, unfamiliar context with multiple stakeholders with conflicting goals having to engage in uneasy alliances with new players, and unexpected and sometimes counterintuitive behavior”.…”

Section: System Dynamics Methodology In the Humanitarian Contextmentioning

confidence: 99%

Supply chain preparedness: How operational settings, product and disaster characteristics affect humanitarian responses

Stumpf¹,

Besiou

Wakolbinger

2023

Production and Operations Management

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Supply chains are dynamic and complex systems. This holds particularly true for humanitarian supply chains that operate under strong uncertainty. In view of an ever‐growing gap of unmet humanitarian needs, it is essential to gain a better understanding of the behavior of humanitarian supply chain systems. Despite a growing academic output in this field, there is a lack of empirical studies that take an integrated view on humanitarian supply chains and support decision makers with fact‐based evidence. Based on four extensive case studies and existing literature, we developed a system dynamics model that reflects the operational reality of humanitarian organizations in form of their centralized, hybrid and decentralized settings. The model provides a holistic supply chain view and measures the operational performance with regard to response cost, delivery lead time and impact on the local economy. Furthermore, we studied the impact of preparedness investments to enhance operational performance in the supply chain and deliver more humanitarian assistance with the limited resources available. Finally, we used our model to analyze the impact of major shocks such as the COVID‐19 pandemic to assess the vulnerability of humanitarian supply chains. The results indicate that operational settings, product and disaster characteristics have a major influence on the supply chain performance both in the noninvestment case as well as in the case where preparedness investments have been made. Specifically, for low‐value items, we find that decentralized settings have the lowest supply chain costs while for high‐value items the price difference between local and international procurement determines which setting is the most cost‐effective one. The preferability of the supply chain setting strongly depends on the indicator chosen. Hence, ultimately, the findings emphasize the need to apply appropriate indicators and identify their trade‐offs to comprehensively analyze the performance of humanitarian supply chain settings. The newly introduced Humanitarian Return‐on‐Investment concept can play an important role in this context.

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Section: System Dynamics Methodology In the Humanitarian Contextmentioning

confidence: 99%

Supply chain preparedness: How operational settings, product and disaster characteristics affect humanitarian responses

Stumpf¹,

Besiou

Wakolbinger

2023

Production and Operations Management

View full text Add to dashboard Cite

show abstract

“…In this work, we are focused on the aid delivery sub-system in humanitarian operations. First, it is necessary to identify the main activities of each subsystem, precedence, and duration of each activity with the aim to construct the network activity model (module 1), adapting concepts of project management ( Guzmán-Cortés et al., 2019 ).…”

Section: Methodsmentioning

confidence: 99%

“…This section presents the dynamic hypothesis for each proposed strategy, which was explained previously in section 3.1 . The fundamental causal-loop diagram is presented by ( Guzmán Cortés et al., 2018 ).…”

Section: Methodsmentioning

confidence: 99%