Extending dynamic capabilities towards lean thinking in humanitarian supply chains

Abstract

Humanitarian supply chain (HSC) research is still in its infancy and remains an enigma, due to its profound differences with the much-researched field of global supply chains. Thus, humanitarian operations (HO) remain obstinately difficult to manage, despite attempts by key stakeholders to keep abreast of all the contemporary challenges. A key concern is wastage of disaster relief materials along the supply chain, which strains already scarce resources. Moreover, humanitarian research is plagued by a dearth of theory development and redeployment of existing theories from other fields, which are critical in enhancing methodological rigour. To address these gaps, we undertake an in-depth qualitative study which draws on data from humanitarian organisations that responded to the major earthquake in Nepal (2015). Using a novel approach, we adapt the theory of constraints (TOC) and dynamic capabilities to conduct our investigation. First, we apply TOC at an analytical level to unearth the constraints perturbing HO. Second, using dynamic capabilities as an overarching theoretical lens, we draw insights which contribute towards effective HSC management. To conclude, our study contributes by extending the dynamic capabilities theory for Lean thinking in HO. We achieve this by proffering 'sustaining' as a key extension of dynamic capabilities in HSC.

Exploring the application of blockchain to humanitarian supply chains: insights from Humanitarian Supply Blockchain pilot project

“…Previous research shows how relief operations along HSC were constrained with certain barriers. These constraints included, but were not limited to, the unpredictable dynamic environment, fluid and uncertain information, demand-supply risks, poor planning for prepositioning of supplies and more importantly the lack of advanced technological infrastructure (Mishra et al, 2020).…”

Dynamic capabilities in humanitarian supply chain management: a systematic literature review

“…The analysis suggests that some studies contributed to the field by generating HSCMspecific DCs such as sustaining capability of Mishra et al (2020), being purposeful, being actionfocused, being collaborative and being learning-oriented capabilities of L'Hermitte et al (2015) and short-term collaboration capability of Gabler et al (2017). At the same time, the DCs proffered by organizational studies (Teece et al, 1997) were benefited to investigate the impact of DCs on HSCM performance.…”

“…Even though it is important to know the outcomes of SC resilience in humanitarian context, understanding the antecedents of it is critical for the effective HSCM. The nature of disaster operations necessitates different organization to collaborate in order to save human life (Mishra et al, 2020). For this reason, public and private organizations need to take joint action even if it is for a one-off and short-term humanitarian operation.…”

“…As a dynamic capability, dynamic perception also serves to formulate problems and to reconfigure resources as a consequence of the changing environment of humanitarian ecosystem (Gralla et al, 2016). Defining sensing as "the ability of humanitarian stakeholders' ability to identify opportunities to increase operational efficiency through Lean thinking, which could involve the use and application of technology", the findings of Mishra et al (2020) highlight the importance of sensing to effectively apply seizing and reconfiguring capabilities (Mishra et al, 2020, p. 5;Vaillancourt, 2017). In addition, some items, which Altay et al (2018) used in the SCA scale, indicate the sensing capability.…”

“…At operational level, obtaining tools used for sensing such as well-established information infrastructure is critical but can be problematic issue in developing countries and using mobile phone applications and social media can be inevitable to gain information from a disaster zone. In addition, as a complementary method, it is suggested to establish local stations to learn demand from the first-hand as an alternative way of sensing (Mishra et al, 2020). Mishra et al (2020) suggest applying the seizing capability to design and align operating models with the current conditions and a lean thinking approach in HSCs.…”