Performance measurement in humanitarian logistics: a customer-oriented approach

Schiffling, Sarah; Piecyk, Maja

doi:10.1108/jhlscm-08-2013-0027

Cited by 46 publications

(50 citation statements)

References 62 publications

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“…However, nonprofit organizations have also started adopting BSC as a tool to measure and improve their performance (Kaplan, 2001). A number of studies have focused on the application of BSC to the humanitarian supply chain context (Davidson, 2006;Schulz and Heigh, 2009;De Leeuw, 2010;Schiffling and Piecyk, 2014;Widera and Hellingrath, 2016).The framework developed by Davidson (2006) was one of the first attempts to develop a scorecard to measure the performance of the logistics unit in a HO. It includes four indicators; appeal coverage (fill rate), donation-to-delivery time, financial efficiency, and assessment accuracy.…”

Section: Bsc In the Humanitarian Supply Chainmentioning

confidence: 99%

“…Table 1 lists the performance measures related to this perspective which are derived from various published literature. Beneficiaries are concerned about the speed and quality of relief that can be fulfilled by an efficient and effective humanitarian supply chain operations (Schiffling and Piecyk, 2014). The donors' expectations are similar to the customers' expectations in the business supply chains: an efficient and effective supply chain that delivers maximum output for the customers' money.…”

Section: Performance Measures For the Beneficiaries And Donors Perspementioning

confidence: 99%

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Toward a dynamic balanced scorecard model for humanitarian relief organizations’ performance management

Anjomshoae

Hassan²,

Kunz

et al. 2017

JHLSCM

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In recent years, the Balanced Scorecard (BSC) has received considerable interest among practitioners for managing their organization's performance. Unfortunately existing BSC frameworks, particularly for humanitarian supply chains, lack causal relationships among performance indicators, actions, and outcomes. They are not able to provide a dynamic perspective of the organization with factors that drive the organization's behavior towards its mission. Lack of conceptual references seems to hinder the development of a performance measurement system towards this direction. Design/methodology/approach We formulate the interdependencies among KPIs in terms of cause-and-effect relationships based on published case studies reported in international journals from 1996 to 2017. Findings This paper aims to identify the conceptual interdependencies among key performance indicators (KPIs) and represent them in the form of a conceptual model. Research limitations/implications The study is solely based on relevant existing literature. Therefore further practical research is needed to validate the interdependencies of performance indicators. Practical implications The proposed conceptual model provides the structure of a Dynamic Balanced Scorecard (DBSC) in the humanitarian supply chain and should serve as a starting reference for the development of a practical DBSC model. The conceptual framework proposed in this paper aims to facilitate further research in developing a DBSC for humanitarian organizations. Originality/value Existing BSC frameworks do not provide a dynamic perspective of the organization. The proposed conceptual framework is a useful reference for further work in developing a DBSC for humanitarian organizations.

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Section: Bsc In the Humanitarian Supply Chainmentioning

confidence: 99%

Section: Performance Measures For the Beneficiaries And Donors Perspementioning

confidence: 99%

Toward a dynamic balanced scorecard model for humanitarian relief organizations’ performance management

Anjomshoae

Hassan²,

Kunz

et al. 2017

JHLSCM

View full text Add to dashboard Cite

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“…Jaworski and Kohli () depict market turbulence as “the rate of change in the composition of customers and their preferences” (p. 57). It can be characterized by factors such as changing customers, changing needs, and changing product preferences (Kohli and Jaworski ), which are relevant to humanitarian logistics (i.e., Schiffling and Piecyk ).…”

Section: Conceptual Developmentmentioning

confidence: 99%

Disaster Resilience Through Public–Private Short‐Term Collaboration

Gabler

Richey

Stewart³

2017

J of Business Logistics

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W hile contingency planning may provide a perspective for anticipating critical incidents, supply chain managers must develop competencies to address the long-term disruptions that stem from both natural and man-made disasters. The broad-reaching nature of disasters brings public and private entities together and often requires collaboration to revitalize disrupted supply chains. Leveraging supply chain governance logic through the dual lenses of resource management and competing values, a research framework is introduced to address the nature of public-private short-term collaboration and its influence on supply chain resilience. The largely unstudied concept of short-term collaboration is at the heart of a model focusing on the alignment and adjustment of potentially disparate organizational values (public/private) to establish collective responsiveness while facilitating the fulfillment of mutual goals for a single event and/or discrete repeat events. We offer research propositions pertaining to the model and conclude with a discussion of managerial implications and the dire need for future research.

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“…Based on the practice of the International Federation of Red Cross and Red Crescent Societies (IFRC), Schulz and Heigh (2009) proposed a performance framework using the BSC approach. Schiffling and Piecyk (2014) further developed a conceptual framework with the BSC to incorporate the demands of multiple stakeholders.…”

Section: Development Of Performance Measurement In Humanitarian Organmentioning

confidence: 99%

A SCOR framework to measure logistics performance of humanitarian organizations

Goh

Souza

2016

Journal of Humanitarian Logistics and Supply Chain Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -In humanitarian logistics operations, performance measurement is crucial for effective operation. We seek to develop a set of indicators for humanitarian relief organizations (HROs) for their organizational level logistics operations. Design/methodology/approach -We apply the Supply Chain Operations Reference(SCOR) framework to the context of humanitarian supply chains. By taking a bottom-up approach with the support of a large HRO, we identify the most important metrics through examining its supply chain processes. The initial metrics are then validated by seven HROs to ensure their applicability in humanitarian logistics operations.Findings -A hierarchical benchmarking framework is proposed, and a set of twenty-six metrics is identified. The validation of these metrics supports our initial work with all metrics deemed important. It also highlights the implementation difficulty as only five indicators are readily available. We further suggest the automation of key logistics processes, which would significantly increase the number of implementable metrics to fourteen.Research limitation /implication -The sample size of the validation is small, and the last mile delivery for humanitarian logistics is not covered by our metrics.Practical implication -With these performance metrics, HROs are able to monitor their logistics performance better with processed-based measures, which may lead to their policy and process adjustments for performance improvement.Value -Our work contributes to performance measurement in humanitarian logistics with a framework of a generic metrics set. The validation result is also original to reveal the state of performance measurement on the ground.

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Performance measurement in humanitarian logistics: a customer-oriented approach

Cited by 46 publications

References 62 publications

Toward a dynamic balanced scorecard model for humanitarian relief organizations’ performance management

Toward a dynamic balanced scorecard model for humanitarian relief organizations’ performance management

Disaster Resilience Through Public–Private Short‐Term Collaboration

A SCOR framework to measure logistics performance of humanitarian organizations

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