Coordination in humanitarian logistics through clusters

Abstract

Access to the published version may require subscription. N.B. When citing this work, cite the original published paper. Permanent link to this version:http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-13806 1 COORDINATION IN HUMANITARIAN LOGISTICS THROUGH CLUSTERS ABSTRACT Purpose of this paperIn the field of humanitarianism, cluster thinking has been suggested as a solution to the lack of coordinated disaster response. Clusters for diverse functions, including sheltering, logistics and water and sanitation, can be viewed as an effort to achieve functional coordination. The purpose of this paper is to contribute to a greater understanding of the potential of cluster concepts using supply chain coordination and inter-cluster coordination.The focus is on the conceptual level rather than on specific means of coordination. Design/methodology/approachThe cluster concept in humanitarian relief, along with some key empirical issues, is based on a case study. The concept is then compared to the literature on clusters and coordination in order to develop a theoretical framework with propositions on the tradeoffs between different types of coordination. FindingsThe results provide important reflections on one of the major trends in contemporary development of humanitarian logistics. This paper shows that there is a tradeoff between different types of coordination, with horizontal coordination inside cluster drawing attention away from important issues of the supply chain as well as the need to coordinate among the clusters. Research limitations/implicationsThere is a need for more in-depth case studies of experiences with clusters in various operations. Various perspectives should be taken into account, including the field, responding agencies, beneficiaries, donors, military and commercial service providers, both during and between disasters. Practical implicationsThe paper presents the tradeoffs between different types of coordination, in which basic aims such as standardisation through functional coordination, must be balanced with crossfunctional and vertical coordination in order to more successfully serve the users' composite needs. Value of the paperThe focus on possible trade-offs between different types of coordination is an important complement to the literature, which often assumes simultaneous high degrees of horizontal and vertical coordination.2

Humanitarian supply chain strategies – a review of how actors mitigate supply chain risks

“…Natural disaster Jahre & Heigh, 2008;McLachlin et al 2009;Charles, 2010;Gatignon et al 2010;Jahre & Jensen, 2010;Oloruntoba, 2010;Duran et al 2011;Pedraza Martinez et al 2011;Cozzolino et al 2012;Pedraza Martinez & Van Wassenhove, 2013;Buddas, 2014;Ergun et al 2014;Scholten et al 2014;Gralla et al 2015;Jahre & Fabbe-Costes, 2015;Stauffer et al 2015;War/terrorism Listou, 2008McLachlin et al 2009;Choi et al 2010;Jahre & Jensen, 2010;McCoy et al 2011;Pedraza Martinez et al 2011;Cozzolino et al 2012;Pedraza Martinez & Van Wassenhove, 2013;Besiou et al 2014;Buddas, 2014;Eftekhar et al 2014;Gralla et al 2015;Kunz et al 2015 Jahre & Heigh, 2008;Listou, 2008;Charles, 2010;Gatignon et al 2010;Duran et al 2011 ;Pedraza Martinez et al 2011;Besiou et al 2014;Buddas, 2014;Gralla et al 2015;Gralla et al 2015;Jahre & Fabbe-Costes, 2015;Stauffer et al 2015;Jahre et al 2016 Manufacturing risk factors Supply ris...…”

A review of required features for a disaster response system on top of a multi-criteria decision: a Brazilian perspective

“…Information detailing the situation of roads and highways, the number of people affected and the resource requirements (human, material, equipment, and food) is necessary to provide aid to the beneficiaries. Jahre & Jensen (2010) reported that logistics is particularly crucial at the beginning of a crisis or disaster due to regular infrastructure disruption (for instance, seeing which roads and vehicles are still operational). Balcik et al (2010) reported that uncertainty associated with the disaster and a lack of resources (financial, human, technological and information) creates great difficulty in coordinating humanitarian aid activities.…”

Improving civil–military coordination in humanitarian logistics: the challenge

“…Within the literature (Heaslip et al, 2012;Jahre and Jensen, 2010;Kovács and Spens, 2007;Listou, 2008), there is agreement that different operations can be distinguished in the times before a disaster strikes (the preparation phase), instantly after a disaster (the immediate response phase) and in the aftermath of a natural disaster (the reconstruction phase). Not surprisingly, different logistical requirements, resources and skills are needed for the three distinct phases of disaster relief.…”

“…This in turn will have an impact on the logistics response. One of the identifiable trends is the increasing need for agility (adaptability) of military logistical support, with less emphasis on buffer stock and more on manoeuvrability (Heaslip et al, 2012;Jahre and Jensen, 2010). Effectively, this means that agility and scale need to be separated.…”

“…Humanitarian and military organisations need to align their contributions by sharing information and resources, improve planning, specialising in operational tasks and eventually being more collaborative, coordinated and less competitive (Heaslip et al, 2012;Jahre and Jensen, 2010;Kovács and Tatham, 2009). This requires a sharing of command and control structures that affect the logistics response to a disaster.…”