Improving civil–military coordination in humanitarian logistics: the challenge

Abstract

Within the emerging field of humanitarian logistics, the civil–military logistical interface has achieved only minimal attention in academic literature even though most western nations have a civil–military division within their defence departments. Due to fundamental differences between humanitarian and development agencies and international military forces in terms of the principles and doctrines guiding their work, their agendas, operating styles and roles, the area of civil–military logistical coordination in humanitarian relief has proven to be more difficult than other interagency relationships. This paper presents recent research that proposes a model for logistics requirements in humanitarian operations, taking account of where and how civil–military involvement can be most effective and efficient across all phases of humanitarian operations. Interviews were conducted with key personnel in humanitarian and military organisations. The model proposed here, appears to be robust and workable in a range of geopolitical and operational circumstances. We show that the greatest impact of military involvement is most beneficial in the initial crucial life sustaining days immediately after natural disasters. In contrast in manmade complex emergencies, military assistance to the logistical provision of aid is more beneficial when widespread military expertise is provided.

Outsourcing in humanitarian logistics – status quo and future directions

“…On the one hand, a 4PL provider for humanitarian logistics should offer warehousing (Abidi et al, 2015). On the other hand, the military should assist aid agencies by sharing excess warehouse capacity during peace times (Heaslip and Barber, 2016). To date, this only happens on very limited occasions, for example in Afghanistan (Heaslip and Barber, 2014).…”

“…In these cases they are often treated like commercial suppliers (Walker, 1992). While collaboration in the field generally works (Heaslip and Barber, 2014), there is continuous criticism about the military competing with HOs as key actors and taking other roles than security and combat (Walker, 1992;Hall, 2008;Heaslip and Barber, 2016). As a prime example, the UN Oslo Guidelines call for using military assets only when no feasible civilian alternative exists (Morales and Sandlin, 2015).…”

A role, significance and approaches for studying logistics

“…Humanitarian logistics requires a high level of coordination and management as it integrates the activities of numerous government organizations, military and police forces, humanitarian agencies, donors, NGOs, as well as private sector companies and specialized providers to provide emergency logistics services (Heaslip & Barber, 2016).…”

“…There are numerous studies identifying critical aspects of humanitarian supply chains and their capabilities and limitations, as well as numerous ways to improve logistics processes and services, including information flow and performance measurements. Also, a number of models have been developed to improve various aspects of humanitarian logistics, including inventory management and inventory pre-positioning, facility location and sizing of transportation capabilities, which can be applied in military logistics (Heaslip & Barber, 2016).…”

Best practice relief supply for emergency services in a developed economy

“…It is no surprise that there are existential difficulties in coordinating relief efforts among agencies (Tatham and Hughes, 2011). For example, writing in the context of an international response to a disaster in an developing country, Heaslip and Barber (2016) describe the differences in operating philosophies, goals and objectives between the relief efforts of agencies (e.g. civil and military), noting the all too often resultant overlaps (and, indeed, gaps) in the logistics responses.…”