Responding to Disruptions in the Supply Network‐from Dormant to Action

Kovács, Gyöngyi; Tatham, Peter

doi:10.1002/j.2158-1592.2009.tb00121.x

Cited by 150 publications

(177 citation statements)

References 31 publications

(38 reference statements)

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“…Kovács and Tatham (2009) demonstrated that both humanitarian and military supply chains in contrast to commercial supply chains have to plan to respond for what they view as inevitable events such as natural or complex disasters. In comparison, commercial supply chains find difficulty in dealing with disruption and plan to improve resilience to overcome disruptions as quickly as possible (Christopher and Peck, 2004).…”

Section: Current Supply Chain Theory: Comparison Of Commercial Militmentioning

confidence: 99%

“…In comparison, commercial supply chains find difficulty in dealing with disruption and plan to improve resilience to overcome disruptions as quickly as possible (Christopher and Peck, 2004). Similarly, humanitarian organisations focus on delivering aid to people affected by disasters; whilst military organisations need to prepare for (and engage in) warfare or peacekeeping missions (Kovács and Tatham, 2009). Both cases require the speedy mobilisation of resources and capabilities from a preparation phase to a recovery state as a response to a disruption.…”

Section: Current Supply Chain Theory: Comparison Of Commercial Militmentioning

confidence: 99%

“…The unpredictable nature of the majority of disasters calls for quick deployment and constant reconfiguration of staff and resources at the disaster site (Kovács and Tatham, 2009). Emergencies are subject not only to the dynamics of knowledge but also distance, criticality and time pressure during both the planning and response phases (Heaslip et al, 2012).…”

Section: Phases In Humanitarian Reliefmentioning

confidence: 99%

“…They respond quickly with supplies located within country or from allies' stores located in the region (Heaslip et al, 2012). Military organisations have the robustness to operate in harsh field conditions and are capable of 12 h response operations on a large scale (Kovács and Tatham, 2009). The structured command and control systems coupled with appropriate asset capabilities that sustain the military personnel are not found in most NGOs or INGOs.…”

Section: Phases Of the Modelmentioning

confidence: 99%

“…design and development, acquisition, storage, transport, distribution, maintenance, evacuation and disposition of materiel b. transport of personnel; c. acquisition or construction, maintenance, operation and disposition of facilities; d. acquisition or furnishing of services; and e. medical and health service support. ' (1997: 103) It is argued (Kovács and Tatham, 2009;Heaslip, 2011), therefore, that the military forces of many countries are not only well prepared to conduct operations in the field of combat, but also in the generically similar circumstances that reflect aftermath of a disaster or an emergency. In particular, many military forces are, as a result of their ability to move quickly with appropriate equipment and trained manpower, ideally suited to offer assistance in the logistic arena (Barber, 2011).…”

Section: Introductionmentioning

confidence: 99%

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Improving civil–military coordination in humanitarian logistics: the challenge

Heaslip

Barber

2016

The Irish Journal of Management

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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.

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Section: Current Supply Chain Theory: Comparison Of Commercial Militmentioning

confidence: 99%

Section: Current Supply Chain Theory: Comparison Of Commercial Militmentioning

confidence: 99%

Section: Phases In Humanitarian Reliefmentioning

confidence: 99%

Section: Phases Of the Modelmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Improving civil–military coordination in humanitarian logistics: the challenge

Heaslip

Barber

2016

The Irish Journal of Management

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Outsourcing Canadian Armed Forces logistics in a foreign theatre

2015

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Successful outsourcing of military logistics depends much on cooperation and efficiency, and this article provides an in‐depth analysis of challenges this may pose using collaborative competence theory. Using an exploratory approach, this paper is based on a review of the existing literature and on the experience of the Canadian Armed Forces in a foreign theatre. Specifically, the information collected comes from on‐site observation during the UN mission in Bosnia, semistructured interviews, and archives. Our analysis shows that outsourcing military logistics activities in a foreign theatre should be seen as building and managing a “temporary network.” In order to overcome challenges in such a situation, the Armed Forces must specifically act on the adaptability of all individuals in the theatre. The approach should be based on “collaborative competence.” Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.

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The Emerging Role of Higher Education in Educating and Assessing Future Leaders for Disaster Relief

Buschlen

Goffnett

2013

J of Leadership Studies

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As the frequency and intensity of disasters throughout the world increase, so do the demands for humanitarian relief and the need for effective disaster-based leadership training. Numerous organizations are poised to act in response to disasters that necessitate a signifi cant amount of leadership and logistics support. Although there are many entities often involved in disaster relief, the symposium outlines the emerging role higher education can play in improving response outcomes, not only by providing "boots on the ground" but also by developing skilled disaster relief leaders in both curricular and cocurricular venues. Institutions of higher education provide experiential learning opportunities offering critical service for immediate disaster relief while developing the skills of future leaders. During these experiences, students develop disaster-based leadership and logistics acumen.Similarly, programmatic assessment is critical in measuring student leadership growth during the experiential learning process of providing disaster relief. The education and assessment of these trainings provides an important dimension of disaster leadership as it examines the leaders in action and fosters a commitment to adequately prepare them to lead in a time of disaster. A qualitative approach is recommended for assessing experiential leadership learning to better inform teaching and to cultivate future disaster leadership that meets ongoing global needs.the United States in 2012, killed over 250 people and caused $65 billion in damages (Aon Benfi eld, 2012). Helferich and Menzies (2012) claim that disaster response mandates leadership at the individual and organizational levels in providing a multitude of humanitarian services and logistical activities to alleviate hardship in aff ected areas and to reintroduce supply.

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Responding to Disruptions in the Supply Network‐from Dormant to Action

Cited by 150 publications

References 31 publications

Improving civil–military coordination in humanitarian logistics: the challenge

Improving civil–military coordination in humanitarian logistics: the challenge

Outsourcing Canadian Armed Forces logistics in a foreign theatre

The Emerging Role of Higher Education in Educating and Assessing Future Leaders for Disaster Relief

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