Logistics Preparedness and Response: A Case of Strategic Change

Jahre, Marianne; Jahre, Martine

doi:10.1007/978-3-319-91509-8_1

Cited by 4 publications

(7 citation statements)

References 36 publications

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“…We conducted behavioral reproduction tests (Sterman, 2000) to check whether the model can replicate observed behavior at a more aggregated level because we did not have dynamic data that we could compare our detailed findings to. Our findings are aligned with results of other papers (Van Wassenhove, 2006, Kunz et al, 2014, Lewin et al, 2018, Jahre and Jahre, 2019 (2014) on investments in disaster management capabilities versus pre-positioning inventory. They found that investing in supply chain preparedness clearly has a positive impact on performance (higher service level and lower RC) and that investing in several preparedness activities has a larger positive impact compared to investing only in one activity (e.g., pre-positioning).…”

Section: Model Validationsupporting

confidence: 91%

“…We conducted behavioral reproduction tests (Sterman, 2000) to check whether the model can replicate observed behavior at a more aggregated level because we did not have dynamic data that we could compare our detailed findings to. Our findings are aligned with results of other papers (Van Wassenhove, 2006, Kunz et al., 2014, Lewin et al., 2018, Jahre and Jahre, 2019) and practitioners (BCG 2015, WHS 2016, HELP Logistics, Kuehne Logistics University [KLU] and Action Contre la Faim (ACF) 2018) who emphasize the potential of supply chain preparedness efforts. For example, Jahre and Jahre (2019) present the improvements, the IFRC experienced in different relief operations before and after preparedness investments.…”

Section: Building the Modelsupporting

confidence: 91%

“…“Unpredictable demand makes it impossible to plan and prepare for everything. It is simply too risky (items can be in the wrong place, and/or expire) and costly as disasters occur at other places and other times than predicted” (Jahre, and Jahre, 2019, p. 13). Our SD model studies the relief response from humanitarian organizations operating in different settings and the flow of relief items, information, people, and funds from the moment the disaster strikes until humanitarian aid reaches the affected population.…”

Section: Building the Modelmentioning

confidence: 99%

“…Jahre and Jahre (2019) present the improvements, the IFRC experienced in different relief operations before and after preparedness investments.The BCG study (2015) found that the WFP and UNICEF preparedness efforts in Chad, Madagascar, and Pakistan led to significant cost and lead time savings. Moreover, we reproduced results reported byKunz et al …”

mentioning

confidence: 98%

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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: Model Validationsupporting

confidence: 91%

“…We conducted behavioral reproduction tests (Sterman, 2000) to check whether the model can replicate observed behavior at a more aggregated level because we did not have dynamic data that we could compare our detailed findings to. Our findings are aligned with results of other papers (Van Wassenhove, 2006, Kunz et al., 2014, Lewin et al., 2018, Jahre and Jahre, 2019) and practitioners (BCG 2015, WHS 2016, HELP Logistics, Kuehne Logistics University [KLU] and Action Contre la Faim (ACF) 2018) who emphasize the potential of supply chain preparedness efforts. For example, Jahre and Jahre (2019) present the improvements, the IFRC experienced in different relief operations before and after preparedness investments.…”

Section: Building the Modelsupporting

confidence: 91%

Section: Building the Modelmentioning

confidence: 99%

mentioning

confidence: 98%

See 2 more Smart Citations

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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“…A necessary condition to have successful emergency operations is coordination 21 . Coordination of funds, information, goods, services, equipment, and vehicles to avoid gaps and overlaps is very challenging 23,24 .…”

Section: Discussionmentioning

confidence: 99%

Rapid Assessment of COVID-19 Screening Program for Travelers in Iran: A Qualitative Study

Seddighi

Salmani

Baharmand

et al. 2021

Disaster med. public health prep.

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Objective: COVID-19 screening stations set up by Iranian Red Crescent Society have been available for seventeen days with the aim of identifying and treating people with coronavirus, reducing road trips, and sensitizing people to the problem. This study aims to investigate the challenges of the procedure. Methods: A qualitative study was used to find the challenges of the COVID-19 screening centers. Volunteers, branch managers, and headquarter managers of the Iranian Red Crescent Society participated in this study applying snowball sampling. Data were collected via in-depth semi-structured telephone interviews in April 2020 after completion of the fever screening plan. All interviews were recorded and transcribed verbatim, always with prior permission of interviewees. Results: The interviews with 20 participants in the plan indicated six relevant challenges including logistics, lack of planning, lack of coordination, legal challenges, mental health, and ethical challenges. Conclusions: The results indicated that although establishing fever detection centers in Iran was a rapid response to COVID-19, it had significant flaws in the structure and adversely affected volunteers and staffs’ health and financial resources. Therefore, well-structured protocols are required for similar responses in the future.

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