Framework to manage humanitarian logistics in disaster relief supply chain management in India

Abstract

PurposeThe purpose of this paper is to identify the issues and challenges in humanitarian logistics and to develop a framework for effectively managing the humanitarian logistics in disaster relief supply chain operations in India.Design/methodology/approachThis paper presents a framework to manage humanitarian logistics effectively in disaster management through qualitative analysis. First, the author examines the challenges facing the humanitarian logistics and supply chain through the reviews of the literature on various disasters. Then, the author presented a framework based on the best practices and initiatives taken worldwide in the preparedness and response stage of the humanitarian supply chain to manage and reduce the aftermath of any disaster in context to India.FindingsA framework has been developed to manage humanitarian logistics in the disaster relief operation, which would improve the humanitarian supply chain in India and help to effectively manage natural disasters in the preparedness and response stage at the state and district levels.Research limitations/implicationsThe paper mainly emphasises on the preparedness and response stage of disaster supply chain management in Indian context.Practical implicationsNone of the disaster incidents can be stopped from taking place, but the impact can be minimised by proper preparedness and effective response during the operations of humanitarian logistics. With this hope, the framework has been developed, which if implemented would help to plan and manage any disaster incident in an effective manner, which ultimately would save millions of lives and cost in terms of infrastructure, property, assets etc.Originality/valueAs natural disaster incidents are occurring frequently in Indian states, there is an urgent need for a framework to manage the logistics operations effectively and efficiently during any disaster relief operations. Limited literature is found on developing and presenting a framework focusing on the preparedness and response phase of disaster supply chain management in context to India. Hence, this paper is believed to be the first to fulfil this gap with main emphasis on the preparedness and response stage of disaster supply chain management in Indian scenario.

Assessing the role of industry 4.0 for enhancing swift trust and coordination in humanitarian supply chain

“…Less variety of formats leads better data integration and better information exchange between stakeholders Kumar and Singh ( 2021 ) and Alaswad and Salman ( 2020 ) Fear of new technology Implementation of new technology requires fundamental changes of the current system and recruiting highly skilled people which might raise the fear of employees Jeble et al ( 2019 ) Coordination It is referred as coordinating between aid organizations to have better collaboration and accelerate the services delivery to the affected people and areas Kumar and Singh ( 2021 ) and Dubey et al ( 2020 ) Organizational culture It is defined as the common organization's culture to have internal coordination and collaboration to help the affected people and areas. Moreover, it also considers employee's mindset to embrace such new technologies for improving the performance Kumar and Singh ( 2021 ) and Jeble et al ( 2019 ) Infrastructure It is defined as organization infrastructure capability to embed the industry 4.0 technologies for better delivery of services to affected area and people Negi and Negi ( 2021 ) and Patil et al ( 2020 ) Attract funding It is referred to the allocated funding for embedding emerging technologies to the existing infrastructure to enhance the service delivery quality Kumar and Singh ( 2021 ) and Ellison and Cook ( 2020 ) Organizational learning Since Industry 4.0 is an emerging technology and is required to experience constant learning, organizational learning is defined as keeping the staff with all required training to enhance their skills for working with the new technologies during the outbreak Kumar and Singh ( 2021 ) and Jeble et al ( 2019 ) Social Media It is referred to the use of social media for getting more information regarding the latest status of affected areas and people. Such information is handy and accelerate the HSC performance Gupta et al ( 2019 ) and Paciarotti et al ( …”

Humanitarian relief chain agility: identification and evaluation of enabling factors

“…Thus, given that natural and unnatural disasters threaten quality of people's life in many countries (Sahebi et al , 2017), it can be argued that managers should pay more attention on promoting the humanitarian relief chain performance. In fact, by efficient management of the preparedness and response rates during the process and flows of humanitarian functions the performance quality and satisfaction level during and after disasters (Negi and Negi, 2021). In order to achieve high-quality performance, available resources and capabilities of the chain should be also taken into consideration when providing humanitarian aids (Jabbour et al , 2017).…”

Sustainable disaster supply chain management for relief operations in Bangladesh

“…Among those most remarkable ones were the Tsunami in Southeast Asia in 2004, Katrina in New Orleans in 2005, earthquakes in Pakistan, Haiti, Japan, Nepal in 2005, 2011, 2015 respectively, hurricane Maria in Dominica and Puerto Rico in 2017, and cyclone Idai in Africa in 2019. These events caused huge loss of lives and properties (Dwivedi et al, 2018;Kavota et al, 2020;Negi et al, 2021;Roy et al, 2020;Son et al, 2020;Yuan et al, 2021). Ritchie et al (2014) highlighted that disasters affect those in poverty most heavily in low-tomiddle income countries which have less infrastructure facilities.…”