Classifying logistics-relevant disasters: conceptual model and empirical illustration

Abstract

This paper intends (1) to use a theory-based approach to develop a new classification model for disasters that reflects their logistics implications, and (2) to contextualise the findings by applying the model to a particular disaster situation. Design/methodology/approach A widespread literature review was conducted in order to conceptualise the proposed disaster classification model and a case study (the 2011-2012 Somali food crisis) was used to provide a practical illustration and an initial validation of the conceptual approach. Findings The new classification model proposes a set of four categories of disasters based on two generic dimensions, whilst simultaneously integrating five situational factors that reflect the impact of the external environment on the logistics operations. The case study confirms that this systemic approach is necessary since, from a logistics perspective, a disaster should be considered in its entirety and within its contextual environment. Research limitations/implications Further research is needed to establish the operational characteristics of each disaster type in order to determine the applicability of business logistics practices to each scenario. In addition, this paper highlights the opportunity to validate or refine the model by using a more varied range of case studies. Originality/value This paper proposes a new classification model for disasters based on their logistics implications and, by integrating the key environmental factors, it moves beyond the traditional 2x2 model found in the literature.

How standards and modularity can improve humanitarian supply chain responsiveness

“…However, these papers refer (in line with section 2.1) to responsiveness as to how quickly the right aid can be provided to satisfy urgent needs related to sudden and unpredictable disasters with shifting demand. Responsiveness is often linked to agility (e.g., Oloruntoba and Gray, 2006;Heaslip and Barber, 2014), flexibility (e.g., Scholten et al, 2010;L'Hermitte et al, 2014) and interoperability (e.g., Chandès and Paché, 2010;Merminod et al, 2014), but we could not find details about the nature of these links. A majority of the papers emphasized the need for humanitarian supply chains to be integrated and flexible and/or lean and agile, but few reported on how this links with responsiveness.…”

The role of Big Data in explaining disaster resilience in supply chains for sustainability

“…The most popular keywords related to disaster relief activities from our analysis are presented in Table 2. These issues are also noted in the literature (see, Altay, 2008;Altay et al, 2009;Kov acs and Spens, 2009;L'Hermitte et al, 2014). Table 3 shows the areas which emerged from the unstructured data as priorities for building resilience.…”

Investigating the strategic antecedents of agility in humanitarian logistics

“…Going one step further, the study is the first in the humanitarian logistics literature to quantify the impact of organisational capacity building on operational agility, that is, to provide evidence that 52 per cent of the ability of fieldworkers to manage swiftly and appropriately supply chain contingencies depends on strategic‐level forces. The other 48 per cent might be explained by operational drivers such as postponement (Oloruntoba and Gray, ) or the prepositioning of supplies (Beamon and Balcik, ), as well as by external factors such as the capacity of airports/seaports to handle increased volumes of cargo and/or the ability of national authorities to escort humanitarian convoys to avoid pilferage (L'Hermitte, Tatham, and Bowles, ). Clearly these elements are important, but this study does not explore them in greater detail because they have already been documented in the humanitarian logistics literature and do not constitute the focus of the current paper.…”