Business // UNIT 5 INDIVIDUAL PROJECT/ APPLYING LOGISTICS
UNIT 5 INDIVIDUAL PROJECT/ APPLYING LOGISTICS
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UNIT 5 INDIVIDUAL PROJECT/ APPLYING LOGISTICS
Part 1 – Tasks: An Initial Logistics and Supply Management Plan
Strategic Partnerships in Supply Management
Logistics plays a pivotal role in ensuring the efficient flow and coordination of resources, information, and services across various sectors. As a result, it is a critical component for successful operations in both business and humanitarian contexts. The term involves strategically overseeing the acquisition, transportation, and storage of goods and facilitating information flow. The goal is to optimize current and future profitability by efficiently fulfilling orders cost-effectively (NC State University, 2018). In other words, Logistics management seeks to meet the demands of end-users by ensuring better product availability in the marketplace or another desired location and reducing the likelihood of products becoming obsolete. Logistics can be humanitarian-or-business-focused. Therefore, exploring the intersections and disparities between these two types unveils crucial insights into the contrasting approaches and shared principles of the distinct yet interconnected fields.
Humanitarian and business logistics share several similarities. Both of them involve the management of supply chains. In particular, they focus on how goods, data, and resources move from production, through distribution, to the end user. Furthermore, whether delivering relief supplies to disaster-affected areas or distributing products to consumers, the processes involved are similar in terms of route planning, inventory management, and coordinating multiple stakeholders. Both cases require information technology systems to track products and analyze data to improve decision-making and enhance outcomes. Moreover, risk management is vital as both logistical processes depend on it to identify and mitigate threats, ensuring smooth functioning.
Conversely, the field of humanitarian logistics operates within a distinct context characterized by specific features. According to Nurmala et al. (2017), its overarching objective is to address fundamental human needs and minimize suffering. In particular, it aims to efficiently and promptly deliver essential goods and amenities to fulfill human wants during a crisis. This process encompasses all activities that ensure the materials and services reach those who need them, from initial planning to the recovery process. This process entails responding to natural and man-made disasters. Key players in this industry are international humanitarian agencies, such as the World Food Program (WFP) and Red Cross (Nurmala et al., 2017). Humanitarian logistics operate in a turbulent and unpredictable environment. Demand for aid is uncertain, and supply patterns are often unclear. Predicting lead time becomes challenging with concise notice. Information visibility and accountability are limited as the supply chain process lacks inclusive information.
Furthermore, these existing transportation and distribution networks are regularly compromised or ill-prepared following natural disasters. Inadequate information technologies and current difficulties in performance measurement further add to the complexities of humanitarian logistics (Nurmala et al., 2017). Therefore, responding to crises requires proper plans to streamline processes and meet desired goals effectively and efficiently.
On the contrary, the main focus of business logistics is to increase the competitiveness of a firm’s supply chain by ensuring that the products needed by customers are availed in the desired form when required and at a reasonable price (Harrison et al., 2019). In other words, logistics in the business environment seeks to generate profits. Nurmala et al. (2017) note that business supply chains are mature, stable, highly developed, and well-resourced with cutting-edge technologies. In addition, their inventories are well monitored and managed, making it easy to predict lead times. Furthermore, unlike humanitarian logistics, business supply chains are agile because they move quickly and easily and are flexible and reliable (Nurmala et al., 2017). Similarly, Kovács et al. (2021) note that commercial supply chains are agile, flexible, responsive, and resilient, unlike the former. These attributes improve their ability to withstand turbulence and disruptions. Hence, business logistics can be the benchmark for other supply chains.
Finally, the significant differences and similarities between business and humanitarian logistics are evident. Commonalities are observed in managing distribution, route planning, and risk mitigation measures. In terms of variances, the former operates in a turbulent and unpredictable environment while addressing fundamental human needs. In contrast, the latter aims to increase competitiveness and generate profits. The supply chains in business are typically mature, stable, well-equipped with advanced technologies, and agile. On the other hand, logistics in disaster response face unique challenges such as uncertain demand, limited information visibility, and compromised infrastructure. For that reason, understanding the distinctions and common principles between these two domains provides valuable insights into their respective approaches and shared goals.
Strategic Planning for Hazardous Logistics
Humanitarian organizational leaders need to have a comprehensive plan in place to resolve issues of uncertainties during emergencies. They must monitor their logistics and supply operations to address worries, such as dangerous logistics and natural adversities. Using this strategic plan, organizational frontrunners can focus on practical measures and actions to handle perilous materials while alleviating the effects and impressions of natural disasters, such as floods, landslides, tornadoes, and toxins.
Management of Hazardous Logistics
Perilous Material Identification and Segregation
Humanitarian organizational leaders need toadminister a detailed assessment to find all risky materials within the supply chain. As well, they have to create a classification arrangement to organize hazardous materials based on their characteristics, such as toxicity, flammability, or reactivity. In this case, they have to launch procedures for proper management and segregation of unsafe materials, including their handling, to avert accidents and certify regulatory compliance.
Risk Assessment and Contingency Planning
These organizational leaders can implement risk assessments to ascertain potential hazards and vulnerabilities allied with harmful materials. They even create and then cultivate contingency plans with detailed response strategies for diverse precarious circumstances. With founded communication channels with emergency response teams and regulatory authorities, these organizational frontrunners can guarantee timely cooperation and organization in emergencies.
Training and Awareness Programs
Humanitarian organizational leaders need to administer systematic training sessions for volunteers and workforces to manage hazardous materials. They have to train thei volunteers or workers on appropriate handling measures and processes, emergency response protocols, and utilizing personal protective equipment (PPE). By doing this, they have to educate those volunteers or workers about safety and compliance among all shareholders through movements and informational materials. In handling toxins, for example, humanitarian organizational leaders have to check, monitor, and observe the shipment of harmful or toxic chemicals to dodge getting damaged during transit. Once damaged, these materials can compromise people’s health and their natural environment. In such a scenario, organizational leaders must establish strategic plans to activate the contingency response plan to inform the public and the concerned individuals of the evacuation areas, notify them of the appropriate authorities, and initiate a clean-up drive or operation using particular equipment and teams.
Handling Natural Disasters
Risk Assessment and Preparedness
Humanitarian organizational leaders need to recognize specific regions prone to natural calamities or disasters such as floods, tornadoes, and landslides. They have to work in partnership with local authorities and meteorological agencies to stay informed about probable disaster occasions. Aside from that, they have to create and develop a wide-ranging disaster preparedness plan to include strategies for evacuation, securing facilities, and ensuring the safety of personnel and assets.
Alternative Routes and Suppliers
Organizational leaders have to determine and classify alternative logistics routes for road cessations, closures, or disruptions caused by natural cataclysms. Aside from that, they have to create and form relationships with alternative suppliers in different regions. In this case, they can conserve effort, energy, and time while continuing a supply chain process during disasters and dangerous situations.
Emergency Response and Recovery
Organizational frontrunners these days need to launch an emergency response team to accomplish instantaneous actions during and after a natural disaster. They have to pool their relevant resources and work together with local authorities and national emergency services to organize relief efforts, rescue operations, and supply chain recovery. Aside from that, they have to adminiter post-disaster assessments to make certain and determine areas for new concerns and improvements while updating the disaster preparedness plans. In handling floods, for example, these humanitarian organizational leaders can propose a strategic plan to protect the public from danger. They can, as well, inform the people to settle in the evacuation centers for temporary relocations to stay away from the flood-prone area due to heavy rainfall and rising water levels. Aside from that, the use of this strategic plan helps organizational heads activate their disaster preparedness plan while relocating inventory to a safe location. Ultimately, they can provide and secure critical equipment, such as barriers and sandbags, while employing temporary flood alleviation measures.
Cooperation with Civil Militaries
The harmful impacts of the conflicts during world wars manufactured chaos, famine, and social strife among people on a global scale. The effects have been so destructive that the world would demand further attention to stop the battles. The work of Kovacs and Spens (2012) tried to explain the efforts between military forces and humanitarian organizations to mitigate the problems of the substantial impact of wars. These organizations could reshape the world and mitigate the effects of wars by giving relief items. The coordination between these military forces and humanitarian organizations became tools to deliver relief items and other supplies needed for the operations to ensure the effective distribution of goods was one and the same to the recipients. However, the challenge to institute international assistance and cultivate democratic ideals continued to require active participation among country leaders. To handle issues and other matters from outside and inside actors, country leaders need to join in the democratization efforts to underline the joint efforts to ensure the establishment of freedom and the foundation of democracy and to provide assistance to those people caught in the global wars. All country leaders and the rest of the world could find peace if they achieved the goal of realigning their internal politics. Government leaders and policymakers, in this matter, should adopt new constitutions, cultivate civil society, outline fundamental human rights, form effective state institutions, and institute the rule of law to promote change among them. Furthermore, government leaders among nations and their policymakers should guarantee results in creating parties from which the power of the people would continue to endorse equal opportunity among them. Government leaders across nations should focus on establishing the strength of will and emboldening others to support individuals who met various conflicts and disasters. In the end, government leaders and many humanitarian organizations across the globe should embrace effective relief supply chain management to resolve the problems while fostering democratic ideologies.
As well, humanitarian organizational leaders learned to understand and uphold the concepts of humanity, impartiality, integrity, neutrality, and transparency as important values in providing relief items. Organizational leaders, who performed the relief supply chain operations, should know their functions to perform the specific role of the strategic relief supply purchasing system. These leaders should learn to understand the strategic relief supply chain by promoting cross-functional, intra-organizational relationships as the basis of their competitive advantage (Yates et al., 2017). These humanitarian organizations and their frontrunners should learn the functions of the supply chain division to be responsible for the substantive coordination and administration of raw materials. These organizational leaders should work well to distribute relief items and other products to the target people. Using supply management capabilities, these organizational leaders should nurture well-organized working relationships with several suppliers to offer positive outcomes in their relief operations. Furthermore, they could fuel open communication among supply chain hospital partners to foster long-term strategic orientation and produce significant competencies for the hospital and medical organizations. Ultimately, organizational heads should advocate the concepts of humanity, impartiality, integrity, neutrality, and transparency to act and perform effective relief operations.
At some point, the fundamental concern in the relief supply management in several areas, such as campsites, hospitals, and relocation sites, would be on the diminishing and waning management skills. Without these capabilities, the organizational leaders, who managed the relief supply operations, could not guarantee strong inter-relationships with suppliers and supply chain partners. They failed to build strong connections among their partners. Aside from that, they needed to promote their financial necessities and resources to promote the efficacy of the relief operations in the supply chain. Besides, organizational leaders should consider their close working relationships to facilitate them in their dynamic operations as their competitive advantages. The crucial study by Injazz Chen, Antony Paulraj, and Augustine Lado (2004) would confirm the significance of research in terms of strategic purchasing, supply management, and firm performance (p. 505). These authors argued that organizational leaders in supply chain management should possess diverse managerial mindsets for building strategic advantage. In other words, organizational frontrunners in humanitarian organizations should learn the role of supply management toward accumulating non-tradable resources and capabilities through strategic collaboration (Chen, Paulraja, & Lado, 2004, p. 507). Ultimately, creating and nourishing the strategic advantage through active utilization of relief supply chain firms could only transpire if they could align their activities, functions, and systems to accomplish operational efficiency and flexibility toward their ultimate operations.
The dynamic operations of humanitarian organizations also centered on investing in supplier partnerships. Other relief supply chain partners, such as clothing, food, and safe water, should be there to provide support to the target people and communities. The exciting part of these operations concentrated on sharing and supplying relief worldwide, with no exceptions. In this case, humanitarian organizations and their leaders should expand their links and alliances to manage relief operations. Using partnerships in relief operations could even reduce costs in the allocated budget. The supply chain distributors and suppliers remained the primary approach to diminish costs in the allocated budget. With collaboration and teamwork, these humanitarian organizational frontrunners could provide aid in hospital operations and reduce costs in the distribution of relief. Aside from that, organizational leaders and their volunteers in the relief operations should uphold the communication skills of supply managers to persuade partners to establish the very interest in supplying relief and reducing the wastage of relief (Yates et al., 2017). Based on the prime research, relief supply management would require effective communication to speak before relief donors, hospital partners, and suppliers for the success of the operations. Practical communication skills could resolve conflicts in the organizations as the issues arise.
In the challenging tasks of relief operations, organizational leaders should learn the principle of effective communication to foster positive management of the tasks, such as relief supply chain operations.
Moreover, the head of the supply section should know how to listen and comprehend every angle of a situation. In challenging catastrophes and disasters, government leaders, policymakers, and volunteers should nurture calmness and independence to perform their tasks. The distribution of relief items could be challenging. Other officials and volunteers in the relief operations would keep shouting and yelling because of the complexity of the tasks. However, they should remain calm and self-reliant to ensure their power over staff members and level partners. They should ensure that their co-heads, staff members, and suppliers become reliable partners who could establish the aim and promote the business toward success. Organizational leaders should utilize the management approach to keep track of the requirements needed for unrivaled control of relief supply chain operations. They would also acclaim the tasks of the workers who embraced effective operational management that could even monitor the improvement of the team and their communication skills. After learning and understanding the roles in the given activities, resources, and tasks, government leaders and their international allies could try to resolve the issues and transform the relief operations into successful management activities.
At last, the process improvement would urge leaders to ensure relief transportation excellence. Government leaders, policymakers, and partners could thrive in the relief supply chain management once they manage to control, define, and measure logistic issues between the supply chain management process of maturity and performance. Government leaders and international partners should consider resolving the issues and engaging in global alliances to determine the costs of international trade logistics, including all physical and non-physical transactions and services. In the end, coordination and cooperation among partners in the relief supply chain operations could succeed if all countries and leaders worked together.
Developing and Maintaining Trust
Trust has always been very critical in the supply chain management process. Faith, as an unwarrantable component in the success of any logistics and supply management plan, has compelled me to build and maintain trust with stakeholders, including suppliers, customers, and employees (Dubey, Altay, & Blome, 2019, p. 161). With conviction and trust, effective collaboration and smooth functioning of the supply chain management could take place to ensure effective critical strategies for developing and maintaining trust to alleviate the effects of broken trust.
Communication and Transparency
Open and Authentic Communication
Organizational leaders can thrive in their operations if they know how to nurture a culture of open communication. As well, they can segment applicable information with stakeholders, including updates on supply chain management operations, possible challenges, and modification strategies. Aside from that, they can hearten responses and provide a platform for stakeholders and volunteers to express their concerns or suggestions.
Clearness in Operations
Organizational leaders hope to have clarity in their operations. They, as well, have to converse and connect opportunities, policies, and processes to all stakeholders. Additionally, they can deliver visibility into supply chain management operations, such as inventory levels, order status, and delivery timetables while segmenting important information on obtaining practices, quality control, and sustainability efforts to construct self-assurance in the organization’s rules. In sharing supply chain visibility, those clients, customers, and recipients can then track their orders from the moment they place them by implementing a real-time tracking system. In other words, they know when they can receive their orders. This transparency builds trust by giving their clients and customers precise and current information about their shipments.
Consistency and Reliability
Consistent Performance
Organizational leaders work hard to deliver success in the company while hoping for constancy in bringing assured products or services. They have to be all set when they encounter agreed-upon timelines, quality standards, and service levels reliably. Aside from that, they have to confirm the predictable and reliable supply chain operations while diminishing disturbances and interruptions to achieve consistent performance.
Reliability in Relationships
Organizational frontrunners can then form longstanding relationships with their customers, partners, and suppliers. They can even accomplish commitments while honoring vowed arrangements. Aside from that, they have to answer punctually queries, concerns, or problems raised by stakeholders. In dependable quality assurance, for example, these organizational frontrunners can then make certain to have consistent products and services by employing robust quality control courses and conducting regular audits while meeting customer expectations. In this case, this commitment to quality can build trust by demonstrating dependability in providing goods that see the essential standards.
Cooperation and Partnership
Cooperative Problem Solving
Organizational leaders know how to foster a shared setting where stakeholders can participate in solving challenges. They can become involved in the joint planning procedures and decision-making processes to reassure cross-functional alliance within the company. In this case, they can foster good partnerships with external stakeholders and volunteers.
Value Creation
Organizational leaders can even seek chances to build value for stakeholders and volunteers beyond transactional relationships. They even recognize the needs of stakeholders and find techniques to resolve those issues and problems. They have to discover their win-win resolutions to provide advantages to all parties. In collaborative innovation, for example, these organizational leaders can create new products, processes, and solutions to resolve common issues and problems in the company. These organizational leaders can do so by engaging their suppliers and customers in collaborative innovation initiatives to provide mutual benefits and positive impacts on the organization. In the end, this joint approach can cultivate trust by promising incessant progress and collective success.
Mitigating the Effects of Broken Trust
Prompt and Transparent Communication
In the case of broken trust, organizational leaders need to communicate the issue to the affected stakeholders. They have to spend time to settle their issues by talking to them to provide a clear and honest explanation of the reason why things happened.They can empower transparent communication to foster honesty and trust among organizers and members of the organization.In other words,they must have prompt and transparent communication to build trust and thrive in the operations.Aside from that,they can offer a plan of action to correct the current situation and prevent future incidents.
Proactive Measures for Rebuilding Trust
Organizational leaders can succeed in their tasks if they learn to implement good measures to prevent future occurrences and rebuild trust.They can even conduct comprehensive inquiries and implement counteractive actions if necessary. Also, they communicate with those affected stakeholders to realize how they face their beliefs and worries.They exhibit dependable performance to recover trust slowly while following the strategies to become responsive to stakeholder needs. Additionally, these organizational leaders can then create and maintain trust while adopting and nurturing solid relationships during supply chain management and guaranteeing flexibility in the face of uncertainty.
Part 2 – Tasks: A Complete Logistics and Supply Management Plan
Humanitarian organizational frontrunners know the importance of effective logistics and supply management plans. They even realize that the success of operational logistics and supply management plans can even contain the strategic framework and operational details for handling the flow of relief items during the course of the supply chain. As well, business leaders need to consider some factors, such as objectives, KPIs, supplier management, inventory management, transportation and distribution strategies, warehousing and storage optimization, and risk management, as well as automation and IT integration. They have to think and acknowledge the relevance of nonstop improvement initiatives and training while developing new programs to improve supply management plans. These leaders need to identify the sustainability considerations based on the given comprehensive plans to make sure that effective coordination and transparency take place. Moreover, many humanitarian organizational frontrunners must be open and responsive in meeting customer demands, while augmenting costs and minimalizing disruptions in the logistics and supply chain. In the end, these leaders need to drive their tasks based on operational excellence across the logistics and supply management process.
Disaster Impact and Country Logistics Performance
Assessing Disaster Impact
Human organizational leaders need to understand the importance of evaluating the specific impact of the disaster on the affected country. These leaders have to evaluate the exact effect of the natural adversity and consider factors, such as accessibility of local resources, infrastructure damage, and transportation disturbances, as well as other philanthropic needs. In the end, humanitarian organizational leaders can assess and determine the complexity of the supply management tasks and the required scale of the logistics response.
Analyzing Country Logistics Performance
Humanitarian organizational leaders need to understand their logistics performances. In this case, they can analyze the current logistics abilities and other infrastructure of their country. They must assess transportation networks, as well as their warehousing facilities and customs procedures. Aside from that, they have to ensure that they have proper coordination mechanisms among relevant stakeholders. Moreover, they must identify their strengths and weaknesses so that they can improve their performance in the supply management plans while looking at the impending logjams in the logistics system that can impact the response.
Identifying Critical Supply Chains
As humanitarian organizational leaders, they need to focus on their tasks to identify the key supply chains critical for disaster response. They must pay attention to the needs of the organization to focus on their essential commodities, such as food, water, and shelter. They have to make sure that they have all medical supplies and other relevant resources to deliver to the victims of disasters. Moreover, they have to realize the importance of their dependencies within these supply chains and the potential vulnerabilities that arise in the course of post-disaster operations. In the end, humanitarian organizational leaders must analyze their supply management chains to offer effective services.
Evaluating Stakeholder Capacities
Organizational leaders can work hard to assess the capabilities of stakeholders, such as government agencies, humanitarian organizations, local businesses, and logistics service providers. They have to understand their roles, resources, and expertise in responding to catastrophes. Aside from that, they have to ascertain potential gaps and areas for collaboration among stakeholders to enhance logistics and supply chain management performance.
Designing Post-Disaster Supply Chains
Needs Assessment and Demand Forecasting
Humanitarian organizational leaders must conduct a comprehensive needs assessment to define the detailed requirements for the post-disaster recovery and reconstruction process. They must guarantee to have a proper estimate of the demand for different goods and services over the recovery period. As well, they have to consider factors, such as population needs, health services, infrastructure restoration, and economic revitalization to check if they are capable of performing their tasks.
Network Design
Many humanitarian organizational leaders need to develop an optimized supply chain network while considering the post-disaster context. They have to learn and determine the exact location and capacity of their warehouses and distribution centers, as well as their transportation hubs to accommodate their recipients. As they ensure an efficient flow of goods, they have to consider alternative routes and modes of transportation to mitigate risks associated with damaged infrastructure. In other words, these humanitarian organizational frontrunners need to warrant efficient network design to deliver the relief items or materials to affect the community and the right people.
Supplier and Contractor Management
One important consideration in the supply management plan is to identify reliable suppliers, contractors, and service providers for sourcing the required goods, as well as equipment and services. Humanitarian organizational leaders must establish clear criteria for contractor and supplier selection, as well as their performance evaluation while commissioning full-bodied contract management procedures (Badi & Murtagh, 2019, p. 312). In the end, they have to make certain of timely delivery and adherence to quality standards in performing the tasks.
Information and Communication Systems
The best thing that humanitarian organizational frontrunners do is to utilize effective information and communication systems. With these information and communication systems, they can enable real-time tracking and visibility of goods in the supply chain. They can even utilize cutting-edge technologies, such as barcode scanning and GPS tracking to ensure that the tasks can transpire properly despite any disruptions. Aside from that, they can then incorporate cloud-based platforms for efficient inventory management, as well as demand forecasting and coordination among stakeholders (Dehgani & Navimipour, 2019, p. 2218). In this case, humanitarian organizational leaders must provide reliable information and communication systems to deliver the right information.
Collaboration and Coordination
Organizational leaders understand the logistics tasks. They understand that they have to spend time organizing and preparing for their responsibilities. To do that, they have to foster collaboration among stakeholders involved in the post-disaster supply chain. They have to partner with government agencies, humanitarian organizations, and private sector entities to perform their tasks (Wankmüller & Reiner, 2020, p. 239). While establishing effective coordination mechanisms, regular meetings, and information-sharing platforms, these leaders can ensure a synchronized response to avoid duplication of efforts.
Risk Management and Contingency Planning
Humanitarian organizational leaders must remember that relief delivery holds some risks. The risks of handling relief items and managing supply management plans are present. In this case, humanitarian organizational leaders must establish contingency plans to address the impending disruptions in the supply chain procedure (Pavlov, Ivanov, Pavlov, & Slinko, 2019, p. 29). Aside from that, they have to consider a few factors that can affect natural hazards, political instability, and market volatility. While implementing measures to enhance supply chain resilience, they must guarantee precise actions, such as the pre-positioning of emergency stocks, variation of suppliers, and alternative sourcing strategies.
Monitoring and Evaluation
After the supply management plan is set, humanitarian organizational frontrunners need to establish monitoring and evaluation mechanisms. These mechanisms help these leaders track their operations and the performance of the post-disaster supply chain. They have to monitor their key performance indicators (KPIs) in terms of their delivery time and their inventory levels, as well as their customer satisfaction. They have to make sure to assess the effectiveness of the logistics plan regularly. In this case, they can make indispensable adjustments based on the learned lessons.
As a final point, humanitarian organizational leaders can effectively respond to disasters. They can resolve the issues in the logistics and supply management plan while responding to the impacts of the disaster and designing post-disaster supply chains. In this case, they can facilitate timely and deliver the relief items efficiently to affected populations.
References
Badi, S., & Murtagh, N. (2019). Green supply chain management in construction: A systematic literature review and future research agenda. Journal of Cleaner Production, 223, 312-322.
Chena, I. J., Paulraja, I., & Ladob, A. A. (2004). Strategic purchasing, supply management, and firm performance. Journal of Operations Management, 22, 505–523.
Dehgani, R., & Navimipour, N. J. (2019). The impact of information technology and communication systems on the agility of supply chain management systems. Kybernetes, 48(10), 2217-2236.
Dubey, R., Altay, N., & Blome, C. (2019). Swift trust and commitment: The missing links for humanitarian supply chain coordination? Annals of Operations Research, 283, 160.
Harrison, A., Skipworth, H., van Hoek, R. I., & Aitken, J. (2019). Logistics management and strategy. Pearson UK.
Kovács, G., & Falagara Sigala, I. (2021). Lessons learned from humanitarian logistics to manage supply chain disruptions. Journal of Supply Chain Management, 57(1), 41-49. https://doi.org/10.1111/jscm.12253
Kovacs, G., & Spens, K.M., (2012). Relief Supply Chain Management for Disasters: Humanitarian Aid and Emergency Logistics. Hershey, PA: IGI Global.
Mackay, J., Munoz, A., & Pepper, M. (2019). A disaster typology towards informing humanitarian relief supply chain design. Journal of Humanitarian Logistics and Supply Chain Management 9(1), 22-46.
Momeni, B., Aghsami, A., & Rabbani, M. (2019). Designing humanitarian relief supply chains by considering the reliability of routes, repair groups, and monitoring routes. Advances in Industrial Engineering, 53(4), 93-126.
NC State University. (2018, January 19). Logistics management (definition) – what is logistics management? https://scm.ncsu.edu/scm-articles/article/logistics-management
Nurmala, N., de Leeuw, S., & Dullaert, W. (2017). Humanitarian–business partnerships in managing humanitarian logistics. Supply Chain Management: An International Journal, 22(1), 82-94. http://dx.doi.org/10.1108/SCM-07-2016-0262
Pavlov, A., Ivanov, D., Pavlov, D., & Slinko, A. (2019). Optimization of network redundancy and contingency planning in sustainable and resilient supply chain resource management under conditions of structural dynamics. Annals of Operations Research, 1-30.
Wankmüller, C., & Reiner, G. (2020). Coordination, cooperation, and collaboration in relief supply chain management. Journal of Business Economics, 90, 239-276.
Zhang, J., Wang, Z., & Ren, F. (2019). Optimization of humanitarian relief supply chain reliability: A case study of the Ya’an earthquake. Annals of Operations Research 283(1-2), 1551-1572.
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