Examining the barriers to operationalization of humanitarian supply chains: lessons learned from COVID-19 crisis

Abstract

Humanitarian supply chains (HSC) have vital significance in mitigating different disruptive supply chain risks caused due to natural or man-made activities such as tsunami, earthquakes, flooding, warfare, or the recent COVID-19 pandemic. Each kind of disaster poses a unique set of challenges to the operationalization of HSC. This study attempts to determine the critical barriers to the operationalization of HSC in India during the COVID-19 pandemic. Initially, we determined and validated 10 critical barriers to HSC operationalization through a Delphi method. Further, we analyzed the barriers by computing the driving and dependence power of each barrier to determine the most critical ones. To do so, we coined a distinct form of interpretive structural modeling (ISM) by amalgamating it with the neutrosophic approach, i.e. Neutrosophic ISM. The findings indicate, “lack of Government subsidies and support, lack of skilled and experienced rescuers, and lack of technology usage” are the most critical barriers that influence the streamline operations of HSC during the COVID-19 outbreak, unlike other disruptions. This is the first-of-its-kind research work that has identified and analyzed the critical barriers to HSC operationalization during COVID-19 in the Indian context. The results and recommendations of the study can aid policymakers and HSC professionals in formulating suitable strategies for successful HSC operations. Supplementary Information The online version contains supplementary material available at 10.1007/s10479-022-04752-x.

Manufacturing strategy 4.0: a framework to usher towards industry 4.0 implementation for digital transformation

“…, 2017; Dohale et al. , 2022a, b, c). In this manner, a panel of 10 experts, following the aforementioned criteria, was shortlisted who shared their expertise on the topic of research.…”

“…cost (C), quality (Q), delivery (D) and flexibility (F)) at the order winner and market qualifier levels (Chatha and Butt, 2015; Dohale et al. , 2022a, b, c; Hill and Hill, 2009).…”

“…Hence, production system selection or a strategic process choice for a manufacturing firm has critical importance in MS formulation (Dohale et al. , 2022a, b, c; Partovi, 2007). Dohale et al.…”

“…However, I4.0 implementation is associated with complexities at the macro and micro levels (Bibby and Dehe, 2018; Dohale et al. , 2022a, b, c). So, organizations are finding difficulty in integrating the I 4.0 technological revolution with manufacturing and business activities to gain the maximum benefit through heavy investment in I4.0 technologies (Bibby and Dehe, 2018; Renjen, 2020).…”

“…Further, in their review on MS, Dohale et al. (2022a, b, c) accentuated the need to formulate a framework for manufacturing strategy to mitigate the challenges in deploying I4.0 technologies. Manufacturing strategy 4.0 is expected to decide and successfully implement the I4.0 technology best-suited for the specific manufacturing firm to gain the “return on investment” through the implementation.…”