Supply chain agility assessment of an Indonesian humanitarian organization

Abstract

PurposeThe article presents an evaluation of the supply chain agility of the Indonesian humanitarian organization Aksi Cepat Tanggap (ACT). It discusses the flexibility, responsiveness and effectiveness of ACT's supply chain.Design/methodology/approachThe supply chain agility metrics were assessed based on interviews with representatives from ACT and the National Agency for Disaster Management (Badan Nasional Penanggulangan Bencana [BNPB]). Recommendations were made based on the assessment results.FindingsThe findings of this study indicated that ACT's supply chain agility maturity was at level 2 or repeatable. This meant that ACT's humanitarian supply chain (HSC) had demonstrated agility only on limited occasions. ACT's supply chain agility can be improved by enhancing the flexibility component.Practical implicationsThe study shows how to assess the supply chain agility of a humanitarian organization and identify the components/capabilities of agility that need improvement. The same assessment can be conducted by other humanitarian organizations to enhance their supply chain agility to improve their emergency response in the event of a disaster.Originality/valueThe study provides insights into the supply chain agility of a locally based humanitarian organization in an emerging country, which is rarely discussed in the literature.

A nexus between green intelectual capital, supply chain integration, digital supply chain, supply chain agility, and business performance

“…Technological developments and business conditions entering the disruptive era require companies to be more agile in keeping pace with the market and outperform competitors. One aspect that must be managed properly so that it has agility is the supply chain (Rasyidi & Kusumastuti, 2020;Ahammad et al, 2020;Shakil et al 2020). Some previous literature states that increasing SCA can be done with good IC management (Mubarik et al, 2021;Ahammad et al, 2020;Rasyidi & Kusumastuti, 2020).…”

“…One aspect that must be managed properly so that it has agility is the supply chain (Rasyidi & Kusumastuti, 2020;Ahammad et al, 2020;Shakil et al 2020). Some previous literature states that increasing SCA can be done with good IC management (Mubarik et al, 2021;Ahammad et al, 2020;Rasyidi & Kusumastuti, 2020).…”

“…On the other hand, increasing SCA through GIC can be developed if the company has a flexible resource component. One of the important components that must have high flexibility are employees (Rasyidi & Kusumastuti, 2020). Employees are required to be able to face various challenges both internal and external and are required to adapt in various conditions.…”

“…In the current era, technology has become the SC keyword in courier service SMEs. Therefore, it requires the speed and agility of the supply chain process to be able to quickly and agilely adapt in the face of technological disruption, changes in market tastes, fulfills customer wants and needs, and improves competitiveness with rapidly changing products and services (Rasyidi & Kusumastuti, 2020;Ahammad, Glaister & Gomes, 2020;Shakil, Mollah, Rahman & Habib, 2020;Lau & Lee, 2000).…”

Deploying Big Data Enablers to Strengthen Supply Chain Agility to Mitigate Bullwhip Effect: An Empirical Study of China’s Electronic Manufacturers

“…Irfan et al, 2019 believe that supply elasticity, process integration, and product complexity can improve supply chain agility [74]. Rasyidi and Kusumasstuti, 2020 evaluated supply chain agility from four levels: flexibility, responsiveness, effectiveness, and maturity [75]. Shukor et al, 2020 highlighted an interactive relationship between supply chain agility and organizational flexibility, and supply chain integration positively impacts enterprise supply chain agility and organizational flexibility [76].…”