Modeling Post-disaster Challenges of Humanitarian Supply Chains: A TISM Approach

Yadav, Devendra K.; Barve, Akhilesh

doi:10.1007/s40171-016-0134-4

Cited by 70 publications

(47 citation statements)

References 56 publications

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“…The role of leadership is also explored and confirmed in humanitarian supply chains as an appropriate leadership style assists quick recovery via improving cooperation with different stakeholders (Salem et al 2019 ). However, humanitarian supply chains are significantly different from commercial and business supply chains (Oloruntoba and Gray 2006 ; Yadav and Barve 2016 ). As a result, the findings of humanitarian supply chains are not readily applicable to manage commercial supply chains.…”

Section: Literature Reviewmentioning

confidence: 99%

Strategies for Managing the Impacts of Disruptions During COVID-19: an Example of Toilet Paper

Paul

Chowdhury

2020

Glob J Flex Syst Manag

172

114

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Due to the recent pandemic of coronavirus, known as the COVID-19 outbreak, the supply chains have been impacted most significantly. Manufacturers of certain items have experienced a substantial increase in demand, and on the other hand, raw materials supply, to produce those items, has reduced because of supply failure. To overcome these challenges, this paper proposes some strategies to improve service level during an extraordinary pandemic outbreak, such as COVID-19, for the most wanted products such as toilet paper. This study considers meeting the increased demand of the customers for an essential product of daily life like toilet paper during a pandemic is beyond the traditional economic objective, i.e., increase profit, of the manufacturers. Instead, this should be more about the social responsibility of all the manufactures to ensure that they can serve more customers. Motivated by this and taking toilet paper as an example of the product, we first analyzed the current scenario of the manufacturing and the demand for the product and then proposed some strategies to deal with this unprecedented risk and analyzed the results. We have compared the results, using hypothetical data, between the current scenario and proposed strategies. The result shows that sharing information and resources from all manufacturers to produce under a single brand, emergency sourcing, producing basic quality items, and packing in the smallest sizes have a significant positive impact on the service level. This paper first investigates the strategies for a high-demand and essential item during a pandemic situation and proposes strategies to deal with this unique, extraordinary disruption.

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Section: Literature Reviewmentioning

confidence: 99%

Strategies for Managing the Impacts of Disruptions During COVID-19: an Example of Toilet Paper

Paul

Chowdhury

2020

Glob J Flex Syst Manag

172

114

View full text Add to dashboard Cite

show abstract

“…The participants recognized coordination among humanitarian organizations as a great challenge in the management of donations. They regarded incongruence in distributing donations as the result of other factors such as damaged connections and infrastructures, lack of instructed personnel and teams, political, cultural, social, and economic condition of the afflicted region [32]. The participants believed that lack of a managing commitment, improper organizational structure for producing and sharing knowledge, along with lack of a specified policy and planning are the main barriers for coordination [33].…”

Section: Coordination and Cooperationmentioning

confidence: 99%

Challenges and barriers of Humanitarian Aid Management in 2017 Kermanshah Earthquake: A Qualitative Content Analysis

Safarpour

Fooladlou

Safi-Keykaleh

et al. 2019

Preprint

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Background Examining various problems after disasters is important for affected people. One of the most important problems after disasters is the management of humanitarian aid and donations among the affected people. Therefore, the aim of this study was to explore Challenges and barriers of humanitarian aid management in 2017 Kermanshah Earthquake. Methods This study was conducted using conventional qualitative content analysis method. This study was carried out from November 2017 to January 2018. The data were collected through semi-structured interviews and purposeful sampling and continued until the saturation of the data. Data collection and analysis phases of research proceed simultaneously and with constant comparison. 21 people, including 6 humanitarian aid manager, 6 volunteers, 4 aid workers, and 5 affected people participated in the study. Results The findings of this study identified two categories and 12 sub-categories concerning challenges and barriers of humanitarian aid and donors’ management during the 2017 Kermanshah Earthquake. During the analysis process two main categories included management and policy barriers, and structural and operational barriers were extracted. Conclusions Effective management and proper policies in relation to humanitarian aid and the modifying of structural and operational barriers can resulted in improve performance and effective humanitarian aid management.

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“…In the humanitarian sector, this practice would enhance not only the improvement of HSC processes but also the anticipation of the impact of future actions on performance (Day et al 2012). We note that in this sector the inclusion of the concept of sustainability in the management process is quite recent, and decision makers do not have concrete metrics and tools for measuring sustainability performance (Yadav and Barve 2016). Several authors have called for more research to integrate sustainability into humanitarian decision-making (Haavisto and Kovács 2014;Klumpp et al 2015;Kunz and Gold 2017).…”

Section: Introductionmentioning

confidence: 99%

A multicriteria Master Planning DSS for a sustainable humanitarian supply chain

et al. 2018

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Humanitarian supply chains (HSCs) contribute significantly to achieving effective and rapid responses to natural and man-made disasters. Though humanitarian organizations have during the last decades made considerable efforts to improve the response to crises in terms of effectiveness and efficiency, HSCs are still faced with so many challenges, one of which is the incorporation of sustainability dimensions (economic, social and environmental) in the management of their supply chains. In the literature, some authors have highlighted that the planning and achievement of sustainability performance objectives in humanitarian operations is hindered by the lack of decision support systems (DSS). Therefore, this paper proposes a multi-objective Master Planning DSS for managing sustainable HSCs. This Master Planning DSS includes: (1) the definition of a set of metrics for measuring the performance of a sustainable HSC; (2) an algorithm to solve the multi-objective problem; and (3) a Master Planning mathematical model to support the tactical planning of the sustainable HSC. Using the information gathered from field research and the literature, an illustrative numerical example is presented to demonstrate the implementation and utility of the proposed DSS. The results show that the order in which the three sustainability dimensions (economic, social B Uche Okongwu

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Modeling Post-disaster Challenges of Humanitarian Supply Chains: A TISM Approach

Cited by 70 publications

References 56 publications

Strategies for Managing the Impacts of Disruptions During COVID-19: an Example of Toilet Paper

Strategies for Managing the Impacts of Disruptions During COVID-19: an Example of Toilet Paper

Challenges and barriers of Humanitarian Aid Management in 2017 Kermanshah Earthquake: A Qualitative Content Analysis

A multicriteria Master Planning DSS for a sustainable humanitarian supply chain

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