Servitization as a competitive difference in humanitarian logistics

Heaslip, Graham; Kovács, Gyöngyi; Grant, David

doi:10.1108/jhlscm-08-2017-0042

Cited by 28 publications

(32 citation statements)

References 100 publications

(216 reference statements)

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“…Mentzer et al , 2001). Logistics operations focus on creating value through the integration of products and services (Bouzaabia, et al , 2013; Heaslip et al , 2018). As organisations work to enhance service offerings, third-party logistics (3PL) providers play a liaison role amongst supply chain organisations, orchestrating resources between manufacturers, retailers and consumers (Zacharia et al , 2011).…”

Section: Supply Chains As Service Ecosystemsmentioning

confidence: 99%

“…Logistics service operations account for 80% of humanitarian aid costs tied to distribution of emergency relief goods such as water, food and shelter (Jahre et al , 2015). The current trend in international humanitarian service organisations is to develop shared logistics services that can be offered to each other within the disaster recovery ecosystem (Heaslip et al , 2018). This demands a shift from the traditional, reductionist supply chain management perspective (e.g.…”

Section: Supply Chains As Service Ecosystemsmentioning

confidence: 99%

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A transformative supply chain response to COVID-19

Mollenkopf

Ozanne

Stolze

2020

JOSM

185

132

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PurposeThis research employs a transformative service lens to examine the role of the supply chain ecosystem in ensuring the health and safety of employees and customers as a well-being outcome during the coronavirus disease of 2019 (COVID-19) pandemic.Design/methodology/approachThis is a conceptual paper examining the response of the supply chain to the current food crisis caused by the pandemic.FindingsBased on the service-dominant logic (SDL) paradigm, the COVID-19 examination of the supply chain ecosystem provides a foundation for further research employing a transformative lens.Research limitations/implicationsThe COVID-19 situation is primarily explored from a Western, educated, industrialised, rich and democratic (WEIRD) societies’ context. Future research should explore the applicability of the transformative service lens to other societies.Practical implicationsThe conceptual discussion and research agenda provide direction for researchers, practitioners and policymakers towards a transformative supply chain ecosystem.Originality/valueThis research includes the well-being of employees and customers in the service supply chain outcome measures, draws supply chain management into the TSR domain, while also solidifies a service ecosystem perspective of supply chain management.

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Section: Supply Chains As Service Ecosystemsmentioning

confidence: 99%

Section: Supply Chains As Service Ecosystemsmentioning

confidence: 99%

A transformative supply chain response to COVID-19

Mollenkopf

Ozanne

Stolze

2020

JOSM

185

132

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“…The role of planning and control management is to establish the continuous improvement of all internal processes in the organization and to then monitor the progress of planned improvements (Chin and Pun, 2002;Gotzamani and Tsiotras, 2001;Chong and Rundus, 2004). In HOs, one of the prime functions of planning and control management is to maintain the quality of the humanitarian services offered (Heaslip et al, 2018), as well as optimizing the satisfaction of the community and donors, such arrangements can be explained through complexity theory while reflecting the dynamic capability view and integrating lean into the planning and control management of HOs (Altay et al, 2018). Moreover, the important elements for assessment of planning and control management include: Supply chain plans, Benchmarking, Standardizing and Monitoring and evaluation.…”

Section: Planning and Control Management (Pcm)mentioning

confidence: 99%

Lean readiness assessment model – a tool for Humanitarian Organizations' social and economic sustainability

Shafiq

Soratana

2020

JHLSCM

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Purposepurpose of this study is to present a Lean Readiness Assessment Model (LRAM) for assessing the readiness of Humanitarian Organizations (HO) for adopting Lean Management (LM) (Johanson et al.) practices. Literature reveals that implementation of LM itself is a cost and most organizations have failed to adopt LM techniques due to a non-readiness status and a non-supportive organizational culture. This situation indicates that the assessment of organizations' readiness before implementation of lean techniques is necessary.Design/methodology/approachThis was an empirical quantitative study. Based on a synthesis of the literature, a conceptual model was developed by identifying seven critical success factors (CSFs). The CSFs were validated by HO professionals via a questionnaire-based survey. The data from the responses were analysed by applying partial least square structured equation modelling (PLS-SEM) using the SmartPLS3 software.FindingsA proven LRAM was constructed that consists of CSFs (independent and mediating variables), which have reflected positive coefficients and significant t >1.96 and p < 0.05 values. The CSFs that are significant include process management, planning and control management, customer relationship management, human resource management, communication and coordination management and a positive organizational culture. The CSFs of supplier relationship and top management and leadership had insignificant t and p values and were dropped from the final LRAM.Originality/valueThis is a unique and rare study in its nature which developed LRAM for HO sector. The contribution of this model is to improve the efficiency and sustainability (economic and social aspects) of an HO under scarce resource conditions.

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“…Schulz and Blecken (2010, p. 650) examine horizontal cooperation in relief supply chains and identify the following four barriers: "the conviction of some organizations that logistics belongs to their own core competencies, cultural differences and mistrust, a lack of transparency regarding existing and potential benefits and a lack of sufficient resources". They argue that smaller HOs can benefit from the use of LSPs, however, Heaslip, Kovacs and Grant (2018) suggests that humanitarian LSPs are better placed to meet their needs. Other barriers include lack of investment for information technology infrastructure (Kabra and Ramesh, 2015;Ergun et al, 2014;Schulz and Blecken, 2010) and failure to embrace HSCM practice (Balcik et al, 2010;Maon and Lindgreen, 2009).…”

Section: Jhlscm 101mentioning

confidence: 99%

Coordination to choreography: the evolution of humanitarian supply chains

Grange

Heaslip

McMullan

2019

JHLSCM

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Purpose The purpose of this paper is to identify how coordination has evolved in humanitarian logistics (HL), what were the triggers for change and how have they been facilitated. Design/methodology/approach This paper applies a systematic literature review of academic journals. Findings This is the first paper to discuss the concepts of network orchestration and choreography in a humanitarian context. The research revealed that network coordination has moved on in the commercial sector to include orchestration and now, choreography concepts which have not been tested in HL literature. This reveals a lag exists between HL research and practice. Research limitations/implications This paper represents an exploratory study and provides the basis for further research on the concepts of orchestration and choreography in HL. The paper sets a research agenda for academics. Practical implications This paper is the first to discuss the concepts of network orchestration and choreography in a humanitarian context. Originality/value The areas of orchestration and choreography have received limited consideration within the humanitarian aid logistics literature to date. This paper is designed to redress this shortfall. As a result, it is hoped that it will act as a catalyst for further research and to widen and deepen the resultant debate with a view to improving the outcome for those affected by current and future disasters.

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Servitization as a competitive difference in humanitarian logistics

Cited by 28 publications

References 100 publications

A transformative supply chain response to COVID-19

A transformative supply chain response to COVID-19

Lean readiness assessment model – a tool for Humanitarian Organizations' social and economic sustainability

Coordination to choreography: the evolution of humanitarian supply chains

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