Development of Humanitarian Supply Chain Performance Conceptual Framework in Creating Resilient Logistics Network

Abstract

Humanitarian logistics which is precisely known as humanitarian supply chain (HSC) plays a major role in reducing the impact of disaster on human life and livelihood by providing humanitarian aid in the forms of food, water, medicine, shelter and other supplies. Unfortunately, anecdotal evidences indicated that relief chain tends to be unstable, unpredictable and unresponsive to the needs of disaster victims. The 2004 Asian tsunami highlighted the lack of coordination between the relief chain linkages that hampered effective supply of aid. This phenomenon was further evident in our own context during the 2014 flood devastation in Peninsular Malaysia. Floodwaters and subsequent landslides blocked major roads, limiting access to evacuation centres and impeding the delivery of emergency relief supplies. Hence, an effective humanitarian supply chain management (HSCM) should be able to be deployed rapidly enabling provision of aid to beneficiaries. Notwithstanding the frequency and impact of disasters, humanitarian organizations today are under continuous pressure of improving their logistics performance. Departing from this need, this study aims to examine the criteria that influence the humanitarian aid actors in their decision making while increasing transparency and accountability of relief operations. Therefore, it is imperative for humanitarian sector to quantify the efficiency and effectiveness of a particular relief operation using set of performance metrics. A mixed methods approach comprising qualitative and quantitative survey will be used. The study intended to identify and define the metrics that would determine successful operational performance of disaster relief. This research will contribute mainly in the development of a HSCM performance model that (i) informs decision makers at the strategic, tactical and operational level in tracking progress, (ii) facilitate a more open and transparent communication and cooperation between humanitarian actors, and (iii) improve the logistics of disaster management both at the government and at non-governmental level.

Dual-Source Procurement Strategy of Cross-Border E-Commerce Supply Chain considering Members’ Risk Attitude

“…At the same time, although many scholars have studied the risk preference of decision-makers, they rarely involve the complex scenario of the cross-border e-commerce supply chain and usually only assume that a member holds a certain risk attitude without considering the risk attitude of various suppliers and retailers in the cross-border e-commerce supply chain. e impact of different risk attitudes and product pricing on the income of cross-border e-commerce supply chain members and the relationship between risk attitudes and the optimal pricing decision of products will affect the smooth operation, optimization, and coordination of cross-border e-commerce supply chain [34][35][36]. is chapter constructs the mean-variance model dominated by overseas retailers to obtain the optimal purchase pricing strategy of enterprises with different degrees of risk-aversion attitudes.…”

Enhancing Humanitarian Operations Performance Through Logistics Preparedness: A Conceptual Review in Humanitarian Organizations

“…Humanitarian operations performance holds a pivotal role in accomplishing the primary objectives of humanitarian endeavours, namely, the preservation of human lives, alleviation of human suffering, and ensuring accountability for donor funding or economic sustainability (Laguna Salvadó et al, 2017). Moreover, humanitarian operations play a crucial part in mitigating the adverse impact of disasters on human lives and livelihoods by providing essential humanitarian assistance like food, water, medication, shelter, and other supplies (Sivadass et al, 2018). Nevertheless, the humanitarian sector grapples with several challenges, including the difficulty of obtaining accurate data, limited use of information technology, operating within chaotic environments, low motivation, potential negative media exposure, human resource concerns, overall reluctance, conflicts between short-term and long-term goals, and insufficient internal recognition of the logistics function (Abidi et al, 2014).…”