Supply Chain Management In Emergency & Disaster Events Discussion

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- Review Kovacs and Spens Chapter 6.

- This discusses post disaster supply chains. Assume that your pre- and intra-disaster supply chain is established and now the main activities are winding down. Briefly explain the importance of either maintaining “follow on” supplies or preforming rehab to existing cache of material (pick one only). Keep in mind that you need to support both responders and population.

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Relief Supply Chain Management for Disasters: Humanitarian Aid and Emergency Logistics Gyöngyi Kovács HUMLOG Institute, Hanken School of Economics, Finland Karen M. Spens HUMLOG Institute, Hanken School of Economics, Finland Senior Editorial Director: Director of Book Publications: Editorial Director: Acquisitions Editor: Development Editor: Production Editor: Typesetters: Print Coordinator: Cover Design: Kristin Klinger Julia Mosemann Lindsay Johnston Erika Carter Joel Gamon Sean Woznicki Natalie Pronio, Jennifer Romanchak, Milan Vracarich, Jr. Jamie Snavely Nick Newcomer Published in the United States of America by Business Science Reference (an imprint of IGI Global) 701 E. Chocolate Avenue Hershey PA 17033 Tel: 717-533-8845 Fax: 717-533-8661 E-mail: cust@igi-global.com Web site: http://www.igi-global.com Copyright © 2012 by IGI Global. All rights reserved. No part of this publication may be reproduced, stored or distributed in any form or by any means, electronic or mechanical, including photocopying, without written permission from the publisher. Product or company names used in this set are for identification purposes only. Inclusion of the names of the products or companies does not indicate a claim of ownership by IGI Global of the trademark or registered trademark. Library of Congress Cataloging-in-Publication Data Relief supply chain management for disasters: humanitarian aid and emergency logistics / Gyöngyi Kovács and Karen M. Spens, editors. p. cm. Includes bibliographical references and index. Summary: “This book furthers the scholarly understanding of SCM in disaster relief, particularly establishing the central role of logistics in averting and limiting unnecessary hardships”--Provided by publisher. ISBN 978-1-60960-824-8 (hbk.) -- ISBN 978-1-60960-825-5 (ebook) -- ISBN 9781-60960-826-2 (print & perpetual access) 1. Disaster relief. 2. Humanitarian assistance. 3. Logistics. I. Kovacs, Gyongi, 1977- II. Spens, Karen M., 1963HV553.R373 2011 363.34’80687--dc22 2011015748 British Cataloguing in Publication Data A Cataloguing in Publication record for this book is available from the British Library. All work contributed to this book is new, previously-unpublished material. The views expressed in this book are those of the authors, but not necessarily of the publisher. Editorial Advisory Board Ruth Banomyong, Thammasat University, Thailand Anthony Beresford, Cardiff University, UK Susanne Hertz, Jönköping International Business School, Sweden Marianne Jahre, Lund University, Sweden Paul Larson, University of Manitoba, Canada Tore Listou, Norwegian Defence Command and Staff College, Norway Peter Schmitz, CSIR, South Africa Peter Tatham, Cranfield University, UK List of Reviewers Ruth Banomyong, Thammasat University, Thailand Elisabeth Barber, University of New South Wales, Australia Ira Haavisto, Hanken School of Economics, Finland Graham Heaslip, National University of Ireland, Maynooth, Ireland Paul Larson,University of Manitoba, Canada Aristides Matopoulos, University of Macedonia, Greece Stephen Pettit, Cardiff Business School, UK Joseph Sarkis, Clark University, USA Peter Schmitz, CSIR, South Africa Per Skoglund, Jönköping International Business School, Sweden Peter Tathaml,Cranfield University, UK David Taylor, Cranfield University, UK Rolando Tomasini, Hanken School of Economics, Finland Y-C J Wu, National Kaohsiung First University of Science and Technology, Taiwan Table of Contents Foreword................................................................................................................................................ xi Preface...................................................................................................................................................xii Chapter 1 Strategic Partners and Strange Bedfellows: Relationship Building in the Relief Supply Chain............. 1 Paul D. Larson, University of Manitoba, Canada Chapter 2 Humanitarian Partnerships ‒ Drivers, Facilitators, and Components: The Case of Non-Food Item Distribution in Sudan............................................................................................................................. 16 Rolando M. Tomasini, Hanken School of Economics, Finland Chapter 3 Relief Supply Chain Planning: Insights from Thailand......................................................................... 31 Ruth Banomyong, Thammasat University, Thailand Apichat Sodapang, Chiangmai University, Thailand Chapter 4 Humanitarian Aid Logistics: The Wenchuan and Haiti Earthquakes Compared................................... 45 Anthony Beresford, Cardiff University, UK Stephen Pettit, Cardiff University, UK Chapter 5 The Application of Value Chain Analysis for the Evaluation of Alternative Supply Chain Strategies for the Provision of Humanitarian Aid to Africa................................................................... 68 David H. Taylor, Sheffield, UK Chapter 6 Designing Post-Disaster Supply Chains: Learning from Housing Reconstruction Projects................. 90 Gyöngyi Kovács, HUMLOG Institute, Hanken School of Economics, Finland Aristides Matopoulos, University of Macedonia, Greece Odran Hayes, European Agency for Reconstruction, Ireland Chapter 7 Local Sourcing in Peacekeeping: A Case Study of Swedish Military Sourcing.................................. 103 Per Skoglund, Jönköping International Business School, Sweden Susanne Hertz, Jönköping International Business School, Sweden Chapter 8 Military Involvement in Humanitarian Supply Chains........................................................................ 123 Elizabeth Barber, University of New South Wales, Australian Defence Force Academy, Australia Chapter 9 Challenges of Civil Military Cooperation / Coordination in Humanitarian Relief............................. 147 Graham Heaslip, National University of Ireland - Maynooth, Ireland Chapter 10 Developing and Maintaining Trust in Hastily Formed Relief Networks............................................. 173 Peter Tatham, Griffith University, Australia Gyöngyi Kovács, HUMLOG Institute, Hanken School of Economics, Finland Chapter 11 A Study of Barriers to Greening the Relief Supply Chain................................................................... 196 Joseph Sarkis, Clark University, USA Karen M. Spens, HUMLOG Institute, Hanken School of Economics, Finland Gyöngyi Kovács, HUMLOG Institute, Hanken School of Economics, Finland Chapter 12 Disaster Impact and Country Logistics Performance.......................................................................... 208 Ira Haavisto, Hanken School of Economics, Finland Compilation of References................................................................................................................ 225 About the Contributors..................................................................................................................... 244 Index.................................................................................................................................................... 249 Detailed Table of Contents Foreword................................................................................................................................................ xi Preface...................................................................................................................................................xii Chapter 1 Strategic Partners and Strange Bedfellows: Relationship Building in the Relief Supply Chain............. 1 Paul D. Larson, University of Manitoba, Canada This chapter is about relationship building in relief supply chains. Its primary purpose is to present and discuss the author’s actor-based typology of humanitarian relationships. The framework includes relationships among NGOs, as well as between NGOs and UN agencies, military units, and business firms. Examples are used to explore unique issues in the various types of relationships. One particular NGO, Airline Ambassadors International, is offered as an example of an NGO that builds relationships with a wide variety of humanitarian actors. The chapter also examines compatibility and complementarity of organizations across the three phases of humanitarian work: preparation, response and recovery or development. Research opportunities are discussed in the concluding comments. Chapter 2 Humanitarian Partnerships ‒ Drivers, Facilitators, and Components: The Case of Non-Food Item Distribution in Sudan............................................................................................................................. 16 Rolando M. Tomasini, Hanken School of Economics, Finland Through the use of a case study this chapter discusses the design of a partnership between humanitarian organizations to understand what are the drivers, facilitators, and components of the partnership. This research has been designed using a topical literature review and a case study. The practical implications include a discussion and guidelines for designing partnerships under high uncertainty and limited resources. Chapter 3 Relief Supply Chain Planning: Insights from Thailand......................................................................... 31 Ruth Banomyong, Thammasat University, Thailand Apichat Sodapang, Chiangmai University, Thailand The purpose of this chapter is to provide a framework for the development of relief supply chain systems. An illustrative case study is presented in order to help relief supply chain decision makers in their relief supply chain planning process. Developing simulation models to test proposed relief supply chain response plans is much less risky than actually waiting for another disaster to happen and test the proposed relief supply chain model in a real life situation. The simulated outcome can then be used to refine the developed relief supply chain response model. Chapter 4 Humanitarian Aid Logistics: The Wenchuan and Haiti Earthquakes Compared................................... 45 Anthony Beresford, Cardiff University, UK Stephen Pettit, Cardiff University, UK This chapter contrasts the response to the Wenchuan earthquake (May 2008) which took place in a landlocked region of China with that of the January 2010 earthquake in Haiti, which as an island nation, theoretically easily accessible to external aid provision via air or sea. In the initial period following the Wenchuan earthquake, the response was wholly internal, as a detailed needs assessment was carried out. Once the Chinese authorities had established the scale of response required, international assistance was quickly allowed into the country. Several multimodal solutions were devised to minimize the risk of supply breakdown. Haiti required substantial external aid and logistics support, but severe organizational and infrastructural weaknesses rendered the supply chain extremely vulnerable locally. This translated to a mismatch between the volume of aid supplied and logistics capability, highlighting the importance of ‘last-mile’ distribution management. The two earthquakes posed extreme challenges to the logistics operations, though both required a mix of military and non-military input into the logistics response. Nonetheless, in each case the non-standard logistics solutions which were devised broadly met the requirements for effective aid distribution in extreme environments. Chapter 5 The Application of Value Chain Analysis for the Evaluation of Alternative Supply Chain Strategies for the Provision of Humanitarian Aid to Africa................................................................... 68 David H. Taylor, Sheffield, UK The study reported in this chapter was commissioned in 2009 by the charity ‘Advance Aid’ in order to provide an independent evaluation to compare conventional methods of supplying humanitarian aid products to Africa from outside the continent, with a proposed model of local manufacture and pre-positioned stocks. The evaluation was carried out using ‘value chain analysis’ techniques based on ‘lean’ concepts to provide a strategic evaluation of alternative supply models. The findings show that a system of local manufacturing and pre-positioned stockholding would offer significant advantages over conventional humanitarian supply chains in terms of responsiveness, risk of disruption and carbon footprint, and that delivered costs would be similar to or significantly better than current non-African supply options. Local manufacturing would also have important benefits in terms of creating employment and economic growth, which in the long run would help African states to mitigate and/or respond to future disasters and thus become less dependent on external aid. Chapter 6 Designing Post-Disaster Supply Chains: Learning from Housing Reconstruction Projects................. 90 Gyöngyi Kovács, HUMLOG Institute, Hanken School of Economics, Finland Aristides Matopoulos, University of Macedonia, Greece Odran Hayes, European Agency for Reconstruction, Ireland Post-disaster housing reconstruction projects face several challenges. Resources and material supplies are often scarce, several and different types of organizations are involved, and projects must be completed as quickly as possible to foster recovery. Within this context, the chapter aims to increase the understanding of relief supply chain design in reconstruction. In addition, the chapter is introducing a community based and beneficiary perspective to relief supply chains by evaluating the implications of local components for supply chain design in reconstruction. This is achieved through the means of secondary data analysis based on the evaluation reports of two major housing reconstruction projects that took place in Europe the last decade. A comparative analysis of the organizational designs of these projects highlights the ways in which users can be involved. The performance of reconstruction supply chains seems to depend to a large extent on the way beneficiaries are integrated in supply chain design impacting positively on the effectiveness of reconstruction supply chains. Chapter 7 Local Sourcing in Peacekeeping: A Case Study of Swedish Military Sourcing.................................. 103 Per Skoglund, Jönköping International Business School, Sweden Susanne Hertz, Jönköping International Business School, Sweden This case study explores the Swedish armed forces’ sourcing from local suppliers in the area of the peacekeeping operation in Liberia. The paper discusses why, what, and how the Swedish armed forces develop local sourcing. For the study, a theoretical framework was developed with an industrial network perspective based on three cornerstones: supplier buyer relation development, internationalization, and finally, souring and business development in a war-torn country. The results of the study show that both implicit and explicit reasons to source locally exist. Every operation is unique, and therefore the sourcing needs to be tailored for each operation. Local sourcing was developed in the country based on existing needs and when opportunities arose. Theoretically, new insights of differences between business relations in military operations and normal business to business relations were gained. Practically, this study illustrates the importance to develop and diversify sourcing in international operations. Chapter 8 Military Involvement in Humanitarian Supply Chains........................................................................ 123 Elizabeth Barber, University of New South Wales, Australian Defence Force Academy, Australia The purpose of this chapter is to demonstrate the multitude of activities that military logisticians can provide throughout the various stages in relief supply chains. Most military joint doctrine identifies humanitarian assistance (HA) as one of the “Military Operations Other Than War” (MOOTW) that military personnel are trained to undertake. Part of this HA involves contributing to humanitarian supply chains and logistics management. The supply chain management processes, physical flows, as well as associated information and financial systems form part of the military contributions that play an important role in the relief supply chain. The main roles of the military to relief supply chains include security and protection, distribution, and engineering. Examples of these key contributions will be provided in this chapter. Chapter 9 Challenges of Civil Military Cooperation / Coordination in Humanitarian Relief............................. 147 Graham Heaslip, National University of Ireland - Maynooth, Ireland The term civil military coordination (CIMIC) suggests the seamless division of labor between aid workers and international military forces. The media coverage from crises such as New Orleans, Kosovo, the tsunami in Asia, Pakistan, Liberia, Sierra Leone, Chad ,and more recently Haiti, showing humanitarian organizations distributing food and medicines under the protection of military forces, or aid workers and military working together to construct refugee camps, set up field hospitals, provide emergency water and sanitation, et cetera, has heightened the expectation of a smooth interaction. Due to fundamental differences between international military forces, humanitarian and development organizations in terms of the principles and doctrines guiding their work, their agendas, operating styles, and roles, the area of civil military coordination in disaster relief has proven to be more difficult than other interagency relationships. This chapter will identify the many factors that render integration and collaboration problematic between diverse organizations, and especially so between civilian and military agencies. The chapter will conclude with proposals to improve CIMIC within disaster relief. Chapter 10 Developing and Maintaining Trust in Hastily Formed Relief Networks............................................. 173 Peter Tatham, Griffith University, Australia Gyöngyi Kovács, HUMLOG Institute, Hanken School of Economics, Finland Although there is a vast body of academic and practitioner literature championing the importance of trust in long-term business relationships, relatively little has been written which discusses the development and maintenance of trust in networks that are formed at short notice and that often operate for a limited period of time. Some models of trust and trusting behavior in such “hastily formed relief networks” (HFRN) do exist , however, and the aim of this chapter is to consider the theoretical application of one of the most prominent examples –known as “swift trust” – to a post-disaster humanitarian logistics scenario. Presented from the perspective of a HFRN, the chapter presents a discussion of the practical application of the swift trust model. Chapter 11 A Study of Barriers to Greening the Relief Supply Chain................................................................... 196 Joseph Sarkis, Clark University, USA Karen M. Spens, HUMLOG Institute, Hanken School of Economics, Finland Gyöngyi Kovács, HUMLOG Institute, Hanken School of Economics, Finland Relief supply chain (SC) management is a relatively unexplored field. In this field, practitioners have shown some interest in greening practices, but little practical or academic literature exists to help provide insights into combining the two fields. Adoption of green SC principles in the relief SC requires a systematic study of existing barriers in order to remove these barriers and allow introduction of green practices. The aim of this chapter is to explore barriers to implementation of green practices in the relief SC. Expert opinions and literature from humanitarian logistics and green supply chain management are used to establish a list of barriers and to propose a categorization of barriers. Further research to evaluate the relationships and importance of these barrier factors is identified. Chapter 12 Disaster Impact and Country Logistics Performance.......................................................................... 208 Ira Haavisto, Hanken School of Economics, Finland The study seeks to answer the question whether a country’s logistics performance has a correlation with the impacts of a disaster; impact being measured in average amount of affected, the average amount of deaths, the average amount of injured in a disaster, or the average amount of economic damage. This is a quantitative study where the EM-DATs disaster data is analyzed through correlation analysis against the World Bank’s logistics performance index (LPI). The findings do not show a significant relationship between countries LPI and the average number of deaths or injured in a disaster. A positive correlation between the variable LPI and the variable economic damage can be found. A negative correlation between the LPI and the average amount of affected can be found for countries with an average ranking LPI. Countries with low LPI and high disaster occurrence are further identified. Findings encourage the identified countries to take into consideration their logistics performance when planning and carrying out humanitarian response operations. Results also encourage humanitarian organizations to pay attention to the receiving countries’ logistics performance in planning and carrying out of humanitarian response operations. Compilation of References................................................................................................................ 225 About the Contributors..................................................................................................................... 244 Index.................................................................................................................................................... 249 xi Foreword For some years now, the major insurance and re-insurance companies have been tracking the occurrence of natural disasters. The disturbing findings of all of these analyses point to the fact that these events have been happening with significantly greater frequency and severity in recent years. Graphed over a fifty year time-line, the rate of increase appears to be almost exponential. Whatever the reasons for this increase, the implication is clear: the need to develop a much higher level of capability for the provision of relief and reconstruction will become ever more pressing. Underpinning the success of any humanitarian aid and relief programme are logistics and supply chain processes that agile and adaptive: agile in the sense that they can respond rapidly to unexpected events, and adaptive in that they can be configured to meet the needs of specific situations and contexts. Surprisingly, it is only recently that the need for higher levels of capability in the practice of humanitarian logistics and supply chain management has been recognised. It could be argued that the shortage of appropriate logistics management skills and supporting infrastructure has meant that many aid and relief programmes in the past have been less effective than they could have been. For this reason, it is opportune that this book should be compiled and published at this particular time. In the last few years alone, a tremendous amount of knowledge has been gained into how humanitarian logistics and supply chain performance can be made much more effective by the application of new ideas and techniques. The issues addressed by the various contributors to this book are critical to the achievement of the goals of any humanitarian aid and relief programme. The breadth as well as the depth of the analysis contained within these chapters is impressive, and together they provide valuable insights into how current practice can be improved. The message to be drawn from this is that whilst disasters and existential threats from a multitude of sources will sadly always be with us, at least we can seek to learn how to mitigate their consequences. Martin Christopher Cranfield University, UK Martin Christopher is an Emeritus Professor of Marketing and Logistics at the Cranfield School of Management in the UK. For many years Martin Christopher has been involved in teaching and researching new ideas in logistics and supply chain management. He has published widely, and his book, “Logistics and Supply Chain Management,” has become one of the most widely cited texts in its field. As well as his Emeritus position at Cranfield, Martin Christopher is a Visiting Professor at a number of leading Universities around the world. xii Preface INTRODUCTION Relief supply chains are argued to be the most dynamic and agile supply chains, yet research in this area of supply chain management (SCM) is scant. Relief SCM has recently gained attention due to many natural and man-made disasters and the recognition of the central role of logistics in responding to these. Relief supply chains (SC) constitute a substantial industry that responds to over 500 disasters annually resultant in loss of 75 000 lives and affecting over 200 million people. SC costs are also argued to account for over 80% of costs incurred in any disaster relief operation. Due to the fact that relief supply chains so far have received little attention, there seems to be a gap that this book can fill. The anthology also presents a continuation of a doctoral course in Supply Chain Management for Disaster Relief given at Hanken School of Economics in the fall of 2009, as many of the chapters are written by participants, as well as core faculty of this doctoral course. The book is therefore a collection of chapters by researchers, both junior and senior, in the field of humanitarian logistics and relief supply chain management. The chapters were, however, submitted after a broader call for papers and were thereafter peer-reviewed, ending up as a collection of chapters that were accepted. The interest for courses in this field has continued to grow since; therefore, the hope is that this anthology will provide a platform for creating and giving even more courses in the field. More broadly, the anthology is part of a large research project funded by the Academy of Finland, called Relief Supply Chain Management. The overall aim of the anthology Relief Supply Chain Management for Disasters: Humanitarian Aid and Emergency Logistics is to further the understanding of SCM in disaster relief. As the first book in this field, the hope is that it will serve scholarly thought as well as provide a textbook for courses introducing this new and exciting area in the field of logistics. BACKGROUND Supply chain management (SCM) research has developed rapidly in the past two decades, but is still “a discipline in the early stages of evolution” (Gibson et al., 2005, p.17). The following most commonly used definition of SCM is provided by the Council of Supply Chain Management Professionals (CSCMP): ‘Supply Chain Management encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all Logistics Management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, Supply Chain Management integrates supply and demand management within and across companies’ (CSCMP, 2006). xiii Traditional streams of SCM literature encompass different topics, ranging from supply chain modelling and optimisation (Lee et al., 2004; Svensson, 2003) to supply chain performance measurement (Bagchi et al., 2005; Beamon, 1999), supply chain processes (Croxton et al., 2001; Lambert et al., 1998), portfolio models in SCM (Fisher, 1997), and supply chain collaboration and integration (Barratt, 2004; Fawcett & Magnan, 2002; Min et al., 2005). Portfolio models in SCM discuss different types of supply chains, contrasting supply chains for functional products with a focus on cost efficiencies to supply chains for innovative products with a focus on responsiveness to market dynamics (Fisher, 1997). But while this portfolio thinking is at the core of SCM, literature has traditionally focused on efficient (or “lean”) supply chains only (Lee, 2004). Therefore, the current trend in SCM literature is towards discussing more innovative and responsive – or “agile” – supply chains that operate in a highly dynamic environment (Christopher et al., 2006; Towill and Christopher, 2002). Relief supply chain management has recently gained attention due to a number of natural and manmade disasters and the recognition of the central role of logistics in responding to these. Oloruntoba and Gray (2006, p.117) argue that relief supply chains are “clearly unpredictable, turbulent, and requiring flexibility.” In essence, relief supply chains can be seen as highly dynamic, innovative, and agile (Oloruntoba & Gray, 2006; van Wassenhove, 2006), and hereby it can be argued that even (traditional) commercial supply chains can learn from the high flexibility of relief supply chains (Sowinski, 2003). Especially in sudden-onset disasters, relief supply chains have to be deployed in situations with a destabilised infrastructure and with very limited knowledge about the situation at hand (Beamon, 2004; Long & Wood, 1995; Tomasini & van Wassenhove, 2004). Relief supply chain management, although arguably much different from business logistics, does also show similarities. Therefore the definitions,techniques, and approaches used within business logistics can often be transferred or altered so they fit the purpose of their context. Notwithstanding the fact that the ultimate goals and purpose of conducting the logistical activities are different, still many of the definitions relating to the field can be extracted from current definitions found in the business context. In the following paragraphs, we are providing an overview of the definitions that the book adheres to. The definitions were provided to the authors of the chapters at the outset and have been used accordingly throughout the book. Admittedly, as in the field of logistics, defining concepts is a difficult task, so authors often tend to use definitions or even define concepts in a way that fits their purpose. The chapters therefore are the sole responsibility of the authors and do reflect their views on particular issues and concepts, however, we argue that the definitions provided in the end of our preface seemingly have gained acceptance among the authors of the chapters of this book. This anthology is designed to bring together theoretical frameworks and the latest findings from research with their discussion in particular cases. Besides a number of frameworks – of types of relationships in the relief supply chain (ch.1), relief logistics development (ch.3), value chain analysis (ch.5), civil-military co-operation (ch.9), and trust models in disaster relief (ch.10) – cases range from logistical partnerships in the Sudan (ch.2), to a comparison of relief supply chains in different earthquakes (Haiti vs. Wenchuan, ch.4), to local sourcing in Liberia (ch.7), and reconstruction in the Kosovo and the Former Yugoslav Republic of Macedonia (ch.6). This way, insights from theory and practice are combined. The anthology ends with a chapter on one of the most recent areas humanitarian logistics research and practice has embraced: questions of sustainability, and most importantly, the issue of greening the relief supply chain (ch.11). xiv THE COLLECTION OF CHAPTERS: A SHORT INTRODUCTION In the foreword, Martin Christopher, Emeritus Professor from Cranfield University, discusses the importance of the topic more broadly. Professor Christopher is undeniably one of the most well-known authors and scholars in the field of logistics who has also recently embraced the field of humanitarian logistics through co-editing a book with Peter Tatham. We hope these two books will complement each other. In the preface, the editors of the book, Gyöngyi Kovács and Karen M. Spens, outline the field, provide some key definitions, and provide an overview of the chapters included. In the first chapter by Paul D. Larson from University of Manitoba, relationship building in humanitarian supply chains is discussed. The primary purpose of the chapter, named “Strategic Partners and Strange Bedfellows: Relationship Building in the Relief Supply Chain,” is to present and discuss the author’s actor-based typology of humanitarian relationships. The framework includes relationships among NGOs, as well as between NGOs and UN agencies, military units, and business firms. Examples are used to explore unique issues in the various types of relationships. One particular NGO, Airline Ambassadors International, is offered as an example of an NGO that builds relationships with a wide variety of humanitarian actors. The chapter also examines compatibility and complementarity of organizations across the three phases of humanitarian work: preparation, response, and recovery or development. Research opportunities are discussed in the concluding comments. The chapter serves as a good introduction to following ones that further discuss some of the types of relationships outlined here. The next chapter takes up the question of partnerships in the relief supply chain. Rolando M. Tomasini, Hanken School of Economics, Finland, in his chapter, “Humanitarian Partnerships - Drivers, Facilitators, and Components: The Case of Non-Food Item Distribution in Sudan,” uses a case study to discuss the design of partnerships between humanitarian organizations in order to understand the drivers, facilitators and components, of a partnership. The research was designed using a topical literature review and a case study. The practical implications include discussion and guidelines for designing partnerships under high uncertainty and limited resources. This is followed by another case study, this time of disaster preparedness and management in Thailand. At the same time, Ruth Banomyong from Thammasat University, Thailand and Apichat Sodapang from Chiangmai University, Thailand present a more general framework for relief supply chain management in the third chapter. Their “Relief Supply Chain Planning: Insights from Thailand” builds on and evaluates a general framework for humanitarian logistics. The chapter highlights the need for planning and preparedness prior to a disaster. Further cases are presented and contrasted in chapter 4, “Humanitarian Aid Logistics: The Wenchuan and Haiti Earthquakes Compared,” by Anthony Beresford and Stephen Pettit from Cardiff University, UK. The comparison of a similar disaster in different environments helps to highlight common features in humanitarian logistics and set these apart from contextual factors such as infrastructural weaknesses. Access to a disaster area is contrasted between islands and landlocked countries. Furthermore, as in chapter one, the cases show the importance of co-ordination in the logistics response of humanitarian and military organizations. Chapter 5, called “The Application of Value Chain Analysis for the Evaluation of Alternative Supply Chain Strategies for the Provision of Humanitarian Aid to Africa,” is a prime example of presenting a framework and discussing it on a particular case. David H. Taylor, from Sheffield, UK is an expert in value chain analysis. The study reported in this chapter was commissioned in 2009 by the charity “Advance Aid” in order to provide an independent evaluation to compare conventional methods of sup- xv plying humanitarian aid products to Africa from outside the continent, with a proposed model of local manufacturing and pre-positioned stocks. The findings show that a system of locally manufactured and pre-positioned stockholding would offer significant advantages over conventional relief supply chains in terms of responsiveness, risk of disruption, and carbon footprint, and that delivered costs would be similar to or significantly better than current non-African supply options. Local manufacture would also have important benefits in terms of creating employment and economic growth, which in the long run would help African states to mitigate and/or respond to future disasters and thus become less dependent on external aid. Local sourcing and manufacturing is also at the core of chapter 6, “Designing Post-Disaster Supply Chains: Learning from Housing Reconstruction Projects.” In this chapter, Gyöngyi Kovács, HUMLOG Institute, Hanken School of Economics, Finland, Aristides Matopoulos, University of Macedonia, Greece and Odran Hayes from the European Agency for Reconstruction, Ireland introduce a community based and beneficiary perspective to relief supply chains by evaluating the implications of local components for supply chain design in reconstruction. The chapter further discusses the challenges of post-disaster housing reconstruction projects on the cases of housing reconstruction programs in the Kosovo and the Former Yugoslav Republic of Macedonia, finding that resources and material supplies are often scarce. Several and different types of organizations are involved while projects must be completed as quickly as possible to foster recovery. The performance of reconstruction supply chains seems to depend to a large extent on the way beneficiaries are integrated in supply chain design impacting positively on the effectiveness of reconstruction supply chains. Local sourcing is also taken up from a peacekeeping perspective. Per Skoglund and Susanne Hertz from Jönköping International Business School, Sweden, present a case study of the Swedish armed forces in Liberia and compare local sourcing in peacekeeping there with other cases in Afghanistan and the Kosovo. The chapter, “Local Sourcing in Peacekeeping: A Case Study of Swedish Military Sourcing,” not only illustrates these three cases but applies the theoretical framework of the Uppsala model of internationalisation to them. Of particular interest is the discussion of psychic distance in local sourcing. Coming back to different types of actors and relationships in the relief supply chain, Elizabeth Barber, from the University of New South Wales, Australian Defence Force Academy, Australia discusses the role of the military in disaster relief. The chapter, “Military Involvement in Humanitarian Supply Chains,” demonstrates the multitude of activities that military logisticians can provide throughout the various stages in the humanitarian supply chains. Most military joint doctrine identifies humanitarian assistance as one of the “Military Operations Other Than War” that military personnel are trained to undertake. The supply chain management processes, physical flows, as well as associated information and financial systems form part of the military contributions to the relief supply chain. The main roles of the military to humanitarian supply chains include security and protection, distribution, and engineering. Examples of these key contributions are provided in this chapter. Upon outlining the roles and contributions of the military, the next chapter turns to “Challenges of Civil Military Cooperation / Coordination in Humanitarian Relief.” Graham Heaslip, National University of Ireland-Maynooth, Ireland, goes through the various meanings and definitions of civil military coordination (CIMIC) and the fundamental differences between the principles and doctrines guiding the work of international military forces and humanitarian organizations. This chapter identifies the many factors that render integration and collaboration problematic between diverse assistance agencies, and especially so between civilian and military agencies. It concludes with proposals to improve CIMIC within humanitarian relief. xvi The challenges to develop relationships, and in particular, trust, between representatives of different humanitarian organizations is also a core theme of chapter 10, “Developing and Maintaining Trust in Hastily Formed Relief Networks.” In this chapter, Peter Tatham from Griffith University, Australia, and Gyöngyi Kovács, HUMLOG Institute, Hanken School of Economics, Finland, discuss the implications of the practical implication of a “swift trust” model in the ad hoc networks of humanitarian logisticians in the field. In the following chapter, “A Study of Barriers to Greening the Relief Supply Chain,” the authors Joseph Sarkis, Clark University, USA, and Karen M. Spens and Gyöngyi Kovács from the HUMLOG Institute, Hanken School of Economics, Finland reveal barriers to the greening of the relief supply chain. Adoption of green SC principles in the relief SC requires a systematic study of existing barriers in order to remove these barriers and allow introduction of green practices. Expert opinions and literature from humanitarian logistics and green supply chain management are used to establish a list of barriers and to propose a categorization of barriers. The final chapter, Ira Haavisto from the Hanken School of Economics, Finland, takes a more macroeconomic view on disaster occurrence and impact in light of the logistics performance of a country. “Disaster Impact and Country Logistics Performance” discusses the links between the states of logistics infrastructure, and hence, country logistics performance, and the various impacts of disasters in terms of loss of life, number of people affected, and economic damage. Not surprisingly, high country logistics performance correlates with the economic damage of disasters, but more interestingly, high country logistics performance shows a negative correlation to the numbers of people affected. At the same time, the analysis points towards an increased need for preparedness in countries with high disaster occurrence and a low logistics performance. In summary, the topics and chapters provided give a broad overview of the issues relevant and prevailing in the field of relief supply chain management. The actor structure in relief supply chains is, as earlier research has pointed out, complex, due to the fact that there are military, humanitarian, governmental, and for-profit actors involved in delivering relief. Partnerships, coordination, and collaboration are themes found in the chapters that relate more to strategic thinking, whereas value chain analysis and simulation provide a tool for operational types of changes to relief supply chains. The phases of disaster relief are also covered in the text, as some chapters relate more to preparedness, whereas others touch more upon the response phase of the disaster relief cycle. Some topical new issues are also discussed, such as greening the relief supply chain. In business logistics, sustainability and greening has become key, whereas green thinking, at least in academic papers found in the field of humanitarian logistics, are still scarce. FUTURE RESEARCH DIRECTIONS The book covers a broad variety of topics relating to relief supply chain management. Many of the chapters identify future directions for research. Relationship building in the relief supply chain is such an area (see ch.1). A significant body of literature has focused on coordination, or the lack thereof, in humanitarian logistics. Turning away from aspects of inter-organizational or inter-agency coordination, the focus is now shifting towards collaboration in the supply chain, i.e. considering partners such as logistics service providers (see ch.2), suppliers, and even beneficiaries (ch.6). xvii Another important direction is the development of comparative studies (as in ch.4) as to be able to draw on commonalities of the relief supply chain and to learn from previous disasters. The use of logistical concepts and models (ch.5) and the development of generic frameworks for humanitarian logistics (ch.3) aid in unearthing the critical success factors of logistics in disaster relief (cf. Pettit & Beresford, 2009). The final chapter of the book indicates a further future research direction, that of considering the sustainability of aid. There are multiple meanings of sustainability in the humanitarian context. Ch.11 addresses sustainability from the perspective of greening the relief supply chain, which extends previous considerations of green logistics that were primarily concerned with transportation emissions, beyond organizational boundaries, and to other aspects of environmental impact. Also, ch.5 considers the carbon footprint of humanitarian aid. Greening aspects are of particular importance considering the debate on climate change. Ch.6 considers another aspect of sustainability, involving the community of beneficiaries in supply chain design, while ch.7 highlights the social side of sustainability in local sourcing. Further research is still needed in these areas to address questions of long-term development and sustainable exit strategies of humanitarian aid. CONCLUSION The field of humanitarian logistics and relief supply chain management is receiving increasing attention among academics, as well as practitioners. The number of related publications has been increasing steadily (Kovács & Spens, 2008), and a number of journals have dedicated special issues to this field. This book is, however, the first compilation of chapters dedicated to relief supply chain management. As such, it provides an overview of some of the topics covered by academics on the topic of Relief Supply Chain Management in a variety of countries around the world. However, the topics certainly do not cover all the research done in this field as we are well aware that there are a multitude of ongoing projects and research being conducted which would have been interesting to include. Our sincere hope is that this book, nevertheless, fills a gap and can be used in courses that aim to introduce academic readers to this new and emerging field. We are very grateful to all the authors who took the time to contribute and we are also indebted to the reviewers who took the time to comment on the chapters. As the editors of this book, and also, the editors of an academic journal (the Journal of Humanitarian Logistics and Supply Chain Management) that is to be launched in 2011, our hope is also that this book will inspire even more authors so that the field continues to grow and mature. Gyöngyi Kovács HUMLOG Institute, Hanken School of Economics, Finland Karen M. Spens HUMLOG Institute, Hanken School of Economics, Finland xviii REFERENCES Bagchi, P. K., Ha, B. C., Skjoett-Larsen, T., & Soerensen, L. B. (2005). Supply chain integration: A European survey. International Journal of Logistics Management, 16(2), 275–294. doi:10.1108/09574090510634557 Barratt, M. (2004). Understanding the meaning of collaboration in the supply chain. Supply Chain Management: An International Journal, 9(1), 30–42. doi:10.1108/13598540410517566 Beamon, B. M. (1999). Measuring supply chain performance . 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International Journal of Physical Distribution and Logistics Management, 32(5), 339–361. doi:10.1108/09600030210436222 Fisher, M. L. (1997). What is the right supply chain for your product? Harvard Business Review, (MarchApril): 105–116. Kovács, G., & Spens, K. (2008). Humanitarian logistics revisited . In Arlbjørn, J. S., Halldórsson, Á., Jahre, M., & Spens, K. (Eds.), Northern lights in logistics and supply chain management (pp. 217–232). Copenhagen, Denmark: CBS Press. Lambert, D. M., Cooper, M. C., & Pagh, J. D. (1998). Supply chain management: Implementation issues and research opportunities. International Journal of Logistics Management, 9(2), 1–19. doi:10.1108/09574099810805807 Lee, H. L. (2004). The triple-A supply chain. Harvard Business Review, 82(10), 102–112. Lee, H. L., Padmanabhan, V., & Whang, S. (2004). Information distortion in the supply chain: The bullwhip effect. Management Science, 50(12), 1875–1886. doi:10.1287/mnsc.1040.0266 Long, D. C., & Wood, D. F. (1995). The logistics of famine relief. Journal of Business Logistics, 16(1), 213–229. Min, S., Roath, A. S., Daugherty, P. J., Genchev, S. E., Chen, H., Arndt, A. D., & Richey, R. G. (2005). Supply chain collaboration: What’s happening? International Journal of Logistics Management, 16(2), 237–256. doi:10.1108/09574090510634539 xix Oloruntoba, R., & Gray, R. (2006). Humanitarian aid: An agile supply chain? Supply Chain Management: An International Journal, 11(2), 115–120. doi:10.1108/13598540610652492 Pettit, S., & Beresford, A. (2009). Critical success factors in the context of humanitarian aid supply chains. International Journal of Physical Distribution & Logistics Management, 39(6), 450–468. doi:10.1108/09600030910985811 SCM. IJ. (2010). Author guidelines. Supply Chain Management: an International Journal. Retrieved August 1, 2010, from http://info.emeraldinsight.com/ products/ journals/ author_guidelines.htm? id=scm Sowinski, L. L. (2003). The lean, mean supply chain and its human counterpart. World Trade, 16(6), 18. Svensson, G. (2003). The bullwhip effect in intra-organisational echelons. International Journal of Physical Distribution and Logistics Management, 33(2), 103–131. doi:10.1108/09600030310469135 Thomas, A., & Mizushima, M. (2005). Logistics training: Necessity or luxury? Forced Migration Review, 22, 60–61. Tomasini, R. M., & van Wassenhove, L. N. (2004). Pan-American health organization’s humanitarian supply management system: De-politicization of the humanitarian supply chain by creating accountability. Journal of Public Procurement, 4(3), 437–449. Towill, D., & Christopher, M. (2002). The supply chain strategy conundrum: To be lean or agile or to be lean and agile? International Journal of Logistics: Research and Applications, 5(3), 299–309. doi:10.1080/1367556021000026736 van Wassenhove, L. N. (2006). Humanitarian aid logistics: Supply chain management in high gear. The Journal of the Operational Research Society, 57, 475–589. doi:10.1057/palgrave.jors.2602125 ADDITIONAL READING Relief supply chain management is a rather new field of research. Nonetheless, there is a steady rise in the number of relevant published articles. Whilst noting some of the most important works we would also like to refer to Peter Tatham’s Bibliography that is constantly updated and can be obtained from the first author or chapter 9. To be noted are the following special issues in scientific journals: Transportation Research Part E: Logistics and Transportation Review, Vol.43 No.6 (2007) on “Challenges of Emergency Logistics Management” International Journal of Services Technology and Management, Vol.12 No.4 (2009) on “Coordination of Service Providers in Humanitarian Aid” International Journal of Risk Assessment and Management, Vol.13 No.1 (2009) on “Managing Supply Chains in Disasters” International Journal of Physical Distribution and Logistics Management, Vol.39 No.5/6 (2009) on “SCM in Times of Humanitarian Crisis” xx Supply Chain Forum: an International Journal, Vol.11 No.3 (2010) on “Humanitarian Supply Chains” International Journal of Physical Distribution and Logistics Management, Vol.40 No.8/9 (2010) on “Developments in Humanitarian Logistics” Interfaces, Vol.40 No.(in press) on “Doing Good with Good OR” International Journal of Production Economics, Vol.126 No.1 (2010) on “Improving Disaster Supply Chain Management – Key supply chain factors for humanitarian relief and the dedicated Journal of Humanitarian Logistics and Supply Chain Management, to be launched in 2011. FURTHER ADDITIONAL READING Altay, N., Prasad, S., & Sounderpandian, J. (2009). Strategic planning for disaster relief logistics: Lessons from supply chain management. International Journal of Services Sciences, 2(2), 142–161. doi:10.1504/ IJSSCI.2009.024937 Beamon, B. M., & Balcik, B. (2008). Performance measurement in humanitarian relief chains. International Journal of Public Sector Management, 21(1), 4–25. doi:10.1108/09513550810846087 Carter, W. N. (1999). Disaster Management: A Disaster Management Handbook. Manila: Asian Development Bank. Glenn, R. R. Jr. (2009). The supply chain crisis and disaster pyramid: A theoretical framework for understanding preparedness and recovery. International Journal of Physical Distribution & Logistics Management, 39(7), 619–628. doi:10.1108/09600030910996288 Haas, J. E., Kates, R. W., & Bowden, M. (1977). Reconstruction Following Disaster. Cambridge: MIT Press. Heaslip, G. (2008). Humanitarian aid supply chains . In Mangan, J., Lalwani, C., & Butcher, T. (Eds.), Global Logistics and Supply Chain Management. Chichester: John Wiley & Sons. Jahre, M., & Heigh, I. (2008). Does the current constraints in funding promote failure in humanitarian supply chains? Supply Chain Forum, 9(2), 44–54. Kovács, G., & Spens, K. (2009). Identifying challenges in humanitarian logistics. International Journal of Physical Distribution and Logistics Management, 39(6), 506–528. doi:10.1108/09600030910985848 Kovács, G., & Spens, K. M. (2007). Humanitarian logistics in disaster relief operations. International Journal of Physical Distribution and Logistics Management, 29(12), 801–819. Long, D. (1997). Logistics for disaster relief: engineering on the run . IIE Solutions, 29(6), 26–29. Maon, F., Lindgreen, A., & Vanhamme, J. (2009). Developing supply chains in disaster relief operations through cross-sector socially oriented collaborations. Supply Chain Management: An International Journal, 14(2), 149–164. doi:10.1108/13598540910942019 xxi Ozdamar, L., Ekinci, E., & Kucukyazici, B. (2004). Emergency logistics planning in natural disasters . Annals of Operations Research, 129, 217–245. doi:10.1023/B:ANOR.0000030690.27939.39 Pettit, S. J., & Beresford, A. K. C. (2005). Emergency relief logistics: an evaluation of military, non military and composite response models . International Journal of Logistics: Research and Applications, 8(4), 313–332. Rietjens, S. J. H., Voordijk, H., & De Boer, S. J. (2007). Co-ordinating humanitarian operations in peace support missions . Disaster Prevention and Management, 16(1), 56–69. doi:10.1108/09653560710729811 Thomas, A. (2003). Why logistics? Forced Migration Review, 18(Sep), 4. Thomas, A., & Fritz, L. (2006). Disaster Relief, Inc. Harvard Business Review, (Nov): 114–122. Tomasini, R., & Van Wassenhove, L. (2009). Humanitarian Logistics. Palgrave MacMillan. doi:10.1057/9780230233485 Tomasini & van Wassenhove review of cases Whiting, M. (2009). Chapter 7: Enhanced civil military cooperation in humanitarian supply chains, In: Gattorna (ed), Dynamic Supply Chain Management, Gower Publishing, Surrey, England, pp. 107-122. KEY TERMS AND DEFINITIONS Disaster: A disaster is “a serious disruption of the functioning of a community or a society involving widespread human, material, economic or environmental losses and impacts, which exceeds the ability of the affected community or society to cope using its own resources” (UN/ISDR 2009). This definition is also used by WHO and EM-DAT. Disasters can be natural or man-made, as well as complex emergencies (combining a man-made and a natural disaster). Synonyms: emergency, calamity, catastrophe, disruption, conflict. Disaster Relief: Encompasses humanitarian activities in the phases of disaster preparedness, immediate response and reconstruction. But, if not specified otherwise in a chapter, disaster relief can be seen as synonymous with activities in the immediate response phase. Synonyms: emergency relief, humanitarian aid, humanitarian assistance. Synonyms for disaster relief phases: preparation, planning, prevention / recovery, restoration, rehabilitation. The phases do not need to be seen in a sequential manner as activities from different disaster relief phases can run in parallel, and activities can also be linked to each other in a cyclical manner. Humanitarian Logistics: “The process of planning, implementing and controlling the efficient, cost-effective flow and storage of goods and materials, as well as related information, from point of origin to point of consumption for the purpose of meeting the end beneficiary’s requirements” (Thomas and Mizushima, 2005, p.60). Synonyms as used in this book: emergency relief logistics, relief logistics, disaster relief logistics, humanitarian operations, catastrophe logistics. Humanitarian Organization: An organization that manages the delivery of aid to beneficiaries, following humanitarian principles. “Humanitarian organization” is an umbrella term for non-governmental organizations and aid agencies regardless of their mandate or organizational structure. Aid can be delivered by the humanitarian organization or through (implementing) partners. xxii Logistics vs. Supply Chain Management: In this book we adhere to CSCMP’s definitions of logistics vs. supply chain management (CSCMP, 2006). Note that activities such as warehousing, purchasing etc. are included in the definition of logistics. We also follow the view of a supply chain extending beyond a dyad, as laid out in the author guidelines of Supply Chain Management: an International Journal (SCM:IJ, 2010). Relief Supply Chain Management: Encompasses the planning and management of all activities related to material, information and financial flows in disaster relief. Importantly, it also includes co-ordination and collaboration with supply chain members, third party service providers, and across humanitarian organizations. Synonyms: humanitarian supply chain, humanitarian supply chain management. However, relief supply chain management does not include the development aid aspect of humanitarian logistics. 1 Chapter 1 Strategic Partners and Strange Bedfellows: Relationship Building in the Relief Supply Chain Paul D. Larson University of Manitoba, Canada ABSTRACT This chapter is about relationship building in relief supply chains. Its primary purpose is to present and discuss the author’s actor-based typology of humanitarian relationships. The framework includes relationships among NGOs, as well as between NGOs and UN agencies, military units, and business firms. Examples are used to explore unique issues in the various types of relationships. One particular NGO, Airline Ambassadors International, is offered as an example of an NGO that builds relationships with a wide variety of humanitarian actors. The chapter also examines compatibility and complementarity of organizations across the three phases of humanitarian work: preparation, response, and recovery or development. Research opportunities are discussed in the concluding comments. INTRODUCTION At 4:53 p.m. January 12, 2010, an earthquake of over 7.0 on the Richter scale hit Haiti. It struck 17 km. south-west of Port-au-Prince, the capital city, in an area with more than 2 million people. After the earthquake, electricity was unavailable and communications were difficult. According to initial reports, there was wide-spread damage and many casualties. The Port-au-Prince airport could accommodate radio-assisted, line-of-sight landings only. For now, it would be open only for humanitarian assistance flights. All roads to the capital were partially blocked by debris and other obstacles. United Nations agencies and the International Federation of the Red Cross and DOI: 10.4018/978-1-60960-824-8.ch001 Copyright © 2012, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. Strategic Partners and Strange Bedfellows Red Crescent Society (IFRC) were preparing to deploy teams and material aid, from a regional hub in Panama (OCHA 2010a). Two days later, access became feasible and needs began to be assessed. The initial priorities included search-and-rescue assistance, as well as teams with heavy-lifting equipment, medical assistance and supplies. Access to people in need remained difficult due to debris and obstacles on the roads. At this point, The United Nations Office of the Coordination for Humanitarian Affairs (OCHA) announced: “Logistics and the lack of transport remain the key constraints to the delivery of aid.” Displaced persons were scattered across multiple locations. Temporary shelters were urgently needed. Fifteen sites were identified for distribution of relief items. By the fourth day the World Food Programme (WFP) had reached 13,000 people with food, jerry cans and water purification tablets. The UN Disaster and Assessment Coordination (UNDAC) team and OCHA teams were on the ground in Haiti; and the following announcement was made: “Coordination of assistance is vital” (OCHA 2010b). Like many prior disasters, all over the world, the 2010 Haiti earthquake shows once again that logistics and supply chain management are critical to effective delivery of humanitarian relief. Moreover, supply chain coordination across a wide variety of organizations offering assistance is needed to save as many lives and ease as much suffering as possible, in light of fiscal, material and personnel limits. While logistical considerations are critical, Spring (2006), drawing on information from the Fritz Institute, suggests that humanitarian aid agencies are twenty years behind the large corporations in adopting today’s fundamental tools of logistics and supply chain management. The purpose of this chapter is to discuss a range of relationship issues within humanitarian relief supply chains. The remainder is organized as follows. The second and third sections present a brief contrast of humanitarian logistics vs. business logistics and an abbreviated review of 2 relationship building literature, respectively. This sets the stage for the author’s actor-based typology of humanitarian supply chain relationships, in section IV. Section V discusses relationship building across four phases of humanitarian action, and then section VI provides a summary and conclusions. HUMANITARIAN LOGISTICS VERSUS BUSINESS LOGISTICS According to Pettit and Beresford (2005, p. 314), “There are clear parallels between business logistics and relief logistics, but the transfer of knowledge between the two has been limited and the latter remains relatively unsophisticated.” Kovács and Spens (2007) discuss several important differences between business logistics and humanitarian logistics. While business logisticians work with predetermined actors or partners and predictable demand, humanitarians deal with unknown or changing actors and unpredictable demand. Aid agencies receive many unsolicited and sometimes even unwanted donations, such as: drugs and foods past their expiry dates; laptops needing electricity where infrastructure has been destroyed; and heavy clothing not suitable for tropical regions. Compared to their business counterparts, humanitarian logisticians have greater challenges in collaboration and coordination of effort. Coordination of many different aid agencies, suppliers, and local and regional actors, all with their own ways of operating and own structures can be very challenging. Descriptions of relief operations frequently criticize aid agencies for their lack of collaboration, redundancies, and duplicated efforts and materials. McLachlin, Larson and Khan (2009) offer a framework in which differences between business and humanitarian logistics largely follow from two dimensions: motivation (profit versus not-for-profit) and environment (uninterrupted versus interrupted). In business logistics, actors Strategic Partners and Strange Bedfellows have the profit motive and generally operate in uninterrupted environments. Interrupted operating environments are rare exceptions. To the contrary, in humanitarian logistics, actors are usually not-for-profit organizations and interrupted environments are the norm, especially in the case of disaster relief as opposed to ongoing development aid operations. Thus, the framework (see Table 1) contains four quadrants representing four types of supply chains: (1) for-profit, uninterrupted; (2) for-profit, interrupted; (3) not-for-profit, uninterrupted; and (4) not-for-profit, interrupted. Uninterrupted environments are reasonably stable in terms of political and economic conditions; infrastructure is in place; and all the critical actors (customers, suppliers, service providers and employees) are on the stage. Interrupted environments, on the other hand, are characterized by a lack of stability, greater complexity, and special challenges in matching multiple sources of supply with shifting customer (or recipient) demand. Unlike for-profit firms, not-for-profit (NFP) agencies emphasize social rather than economic objectives. Kleindorfer and Saad (2005) identify two primary categories of supply chain risk: (1) problems in the coordination of supply and demand; and (2) disruptions to normal activities. Supply chain risk analysis is important for humanitarian logistics for at least two reasons. First, supply chain interruptions can cause, or at least contribute to humanitarian crises. Second, humanitarian relief efforts often face multiple risk events simultaneously, including operational sources of risk, “the interruption” that caused the crisis, and various political and infrastructural issues. Unlike for-profit firms, NFP organizations emphasize social or environmental objectives, rather than economic ones. The NFP sector serves multiple stakeholders, including two fundamentally different types of “customers:” beneficiaries or recipients (those in need of food, material and services); and donors (those who provide funding, material and/or service support). Donors are customers since their wishes and mission statements can mean restrictions on the use of funds or loss of funds altogether. NFPs face stiff competition for donor support, rather than competition for paying customers. NFPs typically deploy volunteers, in addition to paid staff. Rather than money, strong commitment to “the cause” motivates volunteers (Murray 2006). Table 2 summarizes the contrast between business and humanitarian logistics. While “time is money” to the business logistician, time is life to the humanitarian. Humanitarians seek social impact rather than profit, though they must be mindful of donor desires and budget limits. Such supply chains must be flexible and responsive to unpredictable events, as well as efficient and able to maximize reach of scarce resources. More effective supply chain management can be the difference between life and death; greater efficiency means serving more people in dire need. There are tremendous opportunities to serve more people in need at lower cost through supply chain best practices. The most pressing humanitarian supply chain challenge may be to balance the conflicting objectives of flexibility and efficiency. Table 1. Four types of supply chains AN ABBREVIATED REVIEW OF THE RELATIONSHIP BUILDING LITERATURE Motivation Environment Uninterrupted Interrupted For-profit Business as usual Risk management Not-for-profit Development aid Disaster relief Adapted from: McLachlin, Larson and Khan (2009) There is a great deal of literature on the nature of supply chain relationships. For the most part, this literature is focused on describing relationships 3 Strategic Partners and Strange Bedfellows in terms of trust, commitment, coordination of effort, loyalty, shared resources, etc. between the parties. However, there is very little written on relationship building in a supply chain. The literature on supply chain relationships is also almost exclusively focused on businessto-business relationships, to the neglect of the not-for-profit and public sectors. The literature is laced with ideas and techniques that could be adapted for non-business situations. For instance, Whipple and Russell (2007) detected three types of collaborative relationships during their exploratory interviews of business people: collaborative transaction management, collaborative event management, and collaborative process management. Transaction-oriented relationships focus on operational issues/tasks. Coordination of effort is targeted at solving problems and developing immediate solutions (e.g. expediting late deliveries). Event-oriented relationships are about joint planning and decision-making centered on critical events or issues, such as developing joint business plans or sharing information on upcoming product promotions. Collaborative event management includes problem prevention, such as identifying where supply chain disruptions or bottlenecks may occur. Finally, process-oriented relationships imply a more strategic collaboration, covering both demand (downstream) and supply (upstream) processes. This type of collaboration involves long-term joint business planning and more fully integrated supply chain processes, across functions and organizations. Table 2. Business vs. humanitarian logistics Aspect 4 Logistics Context Business Humanitarian Purpose Economic profit Social impact Context Uninterrupted Interrupted Perspective on Time “Time is money” Time is life (or death) Source of Funds Paying customers Donors The Whipple-Russell typology can readily be adapted for humanitarian logistics. An example of transaction collaboration is close cooperation in the field; adapting, improvising and overcoming obstacles to get the job done, to help people live to see tomorrow. Joint needs assessment and sharing of assessment information is an example of event collaboration. The non-governmental organizations (NGOs) and others who post updates to “ReliefWeb” are engaged in this type of collaboration. Launched in October 1996 and administered by OCHA, ReliefWeb is the world’s leading on-line gateway to information (documents and maps) on humanitarian emergencies and disasters1 Moving to the third type of collaboration, pre-positioning partnerships are an example of collaborative process management. For joint pre-positioning, two or more humanitarian agencies would have to strategically plan and integrate their upstream and downstream supply chains in preparation for the next disaster. The above is one example of adapting ideas from business logistics to the humanitarian context. However, reviewing that voluminous literature in supply chain relationships, and adapting it for humanitarian logistics, must be left for another day. That is not the purpose of this chapter. Schary and Skjøtt-Larsen (2004) suggest that: “management’s capability to establish trust-based and long-term relationships with customers, suppliers, third-party providers and other strategic partners becomes a crucial competitive parameter.” Relationship building is a critical capability in supply chain management. Lambert and Knemeyer (2004) offer a reasonably comprehensive framework for building supply chain relationships (or partnerships). Since close relationships require extra communication and are costly to implement, it is apparent that an organization can only “partner” with a select few of the other organizations it interacts with. For instance, out of the 90,000 suppliers used by Procter and Gamble (P&G) globally, only 400 qualify as key partners. These chosen few sup- Strategic Partners and Strange Bedfellows pliers earn nearly 25% of the $48 billion per year P&G spends on materials, packaging, supplies, services, etc. (Teague 2008). According to Lambert and Knemeyer (2004), to build supply chain relationships, organizations need a process for identifying high-potential partners, aligning expectations and finding the most effective level of cooperation. Their model starts with each prospective partner considering its drivers or compelling reasons to partner. For business supply chains, the relevant drivers—asset and cost efficiencies; customer service enhancements; marketing advantages; and profit growth or stability—are all about increasing sales and profits. If we can make more money by working together, let’s seriously consider it. Disaster relief supply chains share some common drivers with their business counterparts. It is critical to get the most out of scarce resources and limited budgets. It is also important to reach more beneficiaries in need and to serve them more quickly. However, humanitarian relief supply chains have their share of unique drivers, as well. These drivers fall into additional categories such as: increasing awareness; becoming more prepared for the next disaster; gaining more rapid access to accurate information about what is needed; and providing better security in the field. If we can save more lives by working together, let’s do it! The Lambert model next considers facilitators or supportive environmental factors that enhance partnership growth. Lambert and Knemeyer (2004) describe the following four fundamental facilitators: compatibility of corporate cultures; compatibility of management philosophy and techniques; strong sense of mutuality; and symmetry between the two parties. If the possible partners have/use similar cultures, philosophies and techniques, the path to a close relationship will be less steep. Relationships can also accommodate differences, as long as the parties are aware of these differences, along with their implications. The symmetry issue has been explored in great detail in the literature, by supply chain thought leaders such as Cox (2004). While the four facilitators were derived with profit-making supply chains in mind, they are also applicable to the NFP, humanitarian context. Issues of compatibility pertain to organizational missions, visions, and guiding principles; as well as operating procedures, information systems, and communication technology. Symmetry between the parties may be somewhat less relevant to humanitarians, as they are trying to save lives rather than make money. “Save money. Live better.” This has a very different meaning in a world without Wal-Mart. An additional critical facilitator in humanitarian relief logistics (and business logistics) is the “complementarity” of capabilities each prospective partner brings to the table. Imagine I have a warehouse full of supplies and a team of logisticians and public health workers in Denver; and you have an airplane, complete with crew and fuel, ready to depart San Francisco with 12 hours notice. If we both want to respond to the earthquake in Haiti, to ease the suffering, our capabilities appear highly complementary. For purposes of relationship building in humanitarian supply chains, two broad dimensions merit careful consideration: compatibility and complementarity. As noted above, there are strategic and tactical elements to compatibility. Compatibility certainly pertains to things strategic, such as missions, guiding principles, “agendas” (whether overt or covert) and organizational culture. But it also includes things more tactical, e.g. operating procedures, information systems, and training of staff. Complementarity covers a wide range of capabilities; from administration to operations. There is probably a lot of duplication of effort in the various administrative aspects to humanitarian relief. If two or more agencies combined elements of their administrative functions to reduce redundancies, then more resources should be available to serve beneficiaries in the field. Note that the example above the previous paragraph 5 Strategic Partners and Strange Bedfellows (my supplies/your airplane) is one of logistical (or operational) complementarity. There are also many opportunities for NGOs to form partnerships for purposes of advocacy, increasing awareness, and even fund-raising. Let’s get back to the Lambert and Knemeyer (2004) partnership model. After full consideration of the drivers and facilitators, the decision is made to create or adjust the partnership—or not. If it’s a “go,” then the parties next discuss various management components or joint activities and processes that build and sustain the partnership. The four key components are: (joint) planning; joint operating controls; communications; and risk/reward sharing. In humanitarian supply chains, relationship building is very interesting, as well as challenging, as diverse entities such as Canadian Forces, CARE Canada, the IFRC, World Vision International, and the UN World Food Programme think about working together. The next section outlines an actor-based typology of humanitarian supply chain relationships. ACTOR-BASED TYPOLOGY OF RELATIONSHIPS In this typology, the focal organization is a NGO, such as Médecins sans Frontières (MSF) or World Vision International (WVI). The focus is also inter-agency, i.e. on relationships between a NGO and other organizations, including other NGOs. However, it is important to recognize that there are also opportunities for closer relationships at the intra-agency or within organization level. Relevant intra-agency relationships occur between relief and development teams, between headquarters and field staff, between various national or regional divisions, or across functional units. In the business world, internal relationships are noted as an important and challenging aspect of collaboration. Teague (2008) reports that closer relationships with suppliers begin with close 6 working relationships with internal business units at P&G. Business units share their strategies and goals with purchasing, which then works with unit leaders on how purchasing can support unit strategies. Whipple and Russell (2007) observe how internal issues can become obstacles to collaborative success with external relationships. During Kirby’s (2003) interview with leading supply chain authorities, the importance of intraorganizational relationships clearly emerged. One panelist suggested at many large corporations, different functions do not know what the others are doing. Another panelist cited an Association of Alliance Professionals survey which found the number one concern to be creating alliances internally between the silos, rather than creating strategic alliances with other companies. This panelist went on to state: “We don’t deal with our own internal integration. How do we integrate externally if we can’t do it internally?” Again, while this chapter focuses on building external relationships, let’s not forget about opportunities to build close internal relationships. The actor-based typology of relationships is shown in Figure 1. It includes the following four types of unique relationships: (1) humanitarian – NGO to NGO; (2) humanitariUN – NGO to UN agency; (3) humoneytarian – NGO to commercial service provider; and (4) humilitarian – NGO to military unit. Note that the typology in Figure 1 does not explicitly include donors, which can vary from individuals to businesses to other NGOs to government agencies. Figure 1 also excludes governments and government agencies, except for military units. A future iteration of the typology aspires to include donors and governments more generally, but that must be left for another day. Humanitarian Relationships Two early responders to the earthquake in Haiti were the Mennonite Central Committee (MCC) and Médecins Sans Frontières (MSF). Informa- Strategic Partners and Strange Bedfellows Figure 1. A typology of relationships tion for this section has been excerpted from their respective web-sites: MSF2and MCC3. The question is: Could MCC and MSF be compatible and/ or complementary in a supply chain relationship? MCC medical teams and structural engineers provided relief soon after the January 12, 2010 earthquake in Haiti. Distribution of food and other relief supplies to the people is ongoing. MCC has worked in Haiti since 1958; before the earthquake, this work focused on reforestation and environmental education, human rights and advocacy for food security. A multiple year response to the earthquake is planned, melding relief work with ongoing development work. By mid-March, 2010, MSF had 348 international staff in Haiti, working with over 3,000 Haitian staff. Since the earthquake, MSF teams have done over 3,700 surgeries, provided psychological counseling to more than 22,000 people, and treated nearly 55,000 patients. Its teams have also distributed over 18,000 non-food item (NFI) kits—kitchen and hygiene kits, Jerry cans, blankets and plastic sheeting—and 10,500 tents. MCC’s motto is: “Relief, development and peace in the name of Christ.” The following words are excerpted from MCC purpose and vision statements: Mennonite Central Committee (MCC), a worldwide ministry of Anabaptist churches, shares God’s love and compassion for all in the name of Christ by responding to basic human needs and working for peace and justice. MCC envisions communities worldwide in right relationship with God, one another and creation. MCC’s priorities in carrying out its purpose are disaster relief, sustainable community development and justice and peace-building. MCC approaches its mission by addressing poverty, oppression and injustice – and their systemic causes; accompanying partners and the church in a process of mutual transformation, accountability and capacity building; building bridges to connect people and ideas across cultural, political and economic divides; and caring for creation. MCC values peace and justice. MCC seeks to live and serve nonviolently in response to the biblical call to peace and justice. MCC values just relationships. MCC seeks to live and serve justly and peacefully in each relationship, incorporating listening and learning, accountability and mutuality, transparency and integrity. 7 Strategic Partners and Strange Bedfellows MSF was established in 1971 by a small group of French doctors who had worked in Biafra. Upon their return, they were determined to find a way to respond rapidly and effectively to public health emergencies. The following is excerpted from the MSF Charter: Médecins Sans Frontières offers assistance to populations in distress, to victims of natural or manmade disasters and to victims of armed conflict, without discrimination and irrespective of race, religion, creed or political affiliation. Médecins Sans Frontières observes neutrality and impartiality in the name of universal medical ethics and the right to humanitarian assistance and demands full and unhindered freedom in the exercise of its functions. Médecins Sans Frontières’ volunteers promise to honour their professional code of ethics and to maintain complete independence from all political, economic and religious powers. As volunteers, members are aware of the risks and dangers of the missions they undertake and have no right to compensation for themselves or their beneficiaries other than that which Médecins Sans Frontières is able to afford them. Is the MSF mandate for independence from all political, economic and religious influences compatible with the MCC inspiration: in the name of Christ? Should MCC and MSF build a relationship to improve the effectiveness and/or efficiency of their relief work in Haiti? HumanitariUN Relationships Harr (2009) quotes an aid worker in Chad: “This can be a well-paying business, depending on the organization you work for. If you work for the U.N.—and just about everybody wants to work for the U.N.—your salary is not taxed, you get hardship pay, time off, and a lot of your expenses are covered.” He also notes that with a few exceptions (e.g. MSF and IFRC) most aid organizations in Eastern Chad are both funded 8 by and monitored by the United Nations High Commissioner for Refugees (UNHCR). UNHCR, in turn, is funded by “wealthy” governments, led by the United States. Wealthy may be an inappropriate term, since 49 million Americans now face chronic “food insecurity” or not having enough food for an active healthy lifestyle. Indeed, almost one in four children in the USA lives on the brink of hunger (Jackson 2009). “The primacy of the United States is slipping” (Srinivasan 2009); once the world’s largest lending nation, currently it is the biggest debtor. While the United States generously funds a variety of UN activities, it reserves the right to ignore or at least loosely interpret UN Security Council resolutions. Authority over critical security decisions is not ceded to the United Nations. The United States spends about five percent of its gross domestic product (GDP) on its military (Srinivasan 2009). If the UN is dependent (financially) on the United States, what does this mean for humanitarian NGOs that are dependent (financially) on the UN? Due to its sheer size, the UN is dominant in terms of distributing funds and sharing information in the humanitarian space. Adopting Cox’s (2004) nomenclature, it is one of a very few large “suppliers” in a world of many “buyers,” i.e. the much smaller NGOs. This dominance makes the NGOs dependent; there is an absence of interdependence, from which close relationships can be built. Of course, it is possible for the elephant to dance with the mice, but there is no question about who is leading. The Inter-Agency Standing Committee (IASC) is promoted as the primary mechanism for interagency coordination of humanitarian assistance. It is a unique forum involving the key UN and non-UN humanitarian partners4. However, the non-UN partners appear limited to a very few, very large NGOs. It is far from clear how the IASC will effectively facilitate meaningful humanitariUN relationship building. Strategic Partners and Strange Bedfellows Another tool for inter-agency (and possibly UN/NGO) coordination is the cluster approach. It was endorsed by the IASC in September 2005. The World Food Programme (WFP) is the global Logistics Cluster lead for the UN. While WFP also usually assumes leadership at the field level, in circumstances where WFP is unable to fulfill this role, another agency or NGO can be given the responsibility5. The Logistics Cluster provides information sharing and coordination, such as assessments of infrastructure, port and transport corridor coordination, information about carriers and their rates, customs clearance, and equipment supplier information. Regular coordination meetings are held involving “all” stakeholders (UN and Government agencies, international and local NGOs). A February 10, 2010 blog exclaims: “One of the cluster system’s greatest strengths is bringing divergent groups of people together to find the most efficient response in the circumstances.” The Cluster encourages agencies and NGOs to help each other with issues like transportation capacity gaps. If such gaps persist, the Cluster lead is considered the provider of last resort. To support the Haiti earthquake operation, or other disaster relief efforts, the Logistics Cluster posts updates and situation reports on logcluster.org and reliefweb.int. Humoneytarian Relationships These are relationships between humanitarian NGOs and business firms, with the firms acting as suppliers of goods and/or providers of for-hire services (e.g. logistics services) to humanitarian buyers. Figure 2 reveals a barrier to relationships between businesses and the NGOs—demand uncertainty. While business-to-business (B2B) buyers often have reasonably stable and reliable demand streams, humanitarian buyers offers erratic, uncertain demand, in terms of when, where and how much. Such uncertainty is not usually the stuff of close buyer/supplier relationships. Businesses engage the humanitarian community in two ways: (1) as suppliers of goods or for-hire provider of services to NGOs, UN agencies, etc., as noted above and (2) as possible donors of goods, services and expertise. For instance, commercial entities can support humanitarian operations by assisting in the fund-raising effort or by offering expert advice on logistical issues. When an NGO or the UN is a buyer, they should try to get the best deal in terms of cost, quality and delivery, similar to their counterparts in the business world or the public sector. More detail on building such relationships is a task for another day, beyond the scope of this chapter. Figure 2. Business vs. humanitarian demand streams 9 Strategic Partners and Strange Bedfellows Humilitarian Relationships Munslow and O’Dempsey (2009) demonstrate how the American-led invasion and occupation of Iraq, commencing in 2003, has been a disaster for the humanitarian community. They suggest: “Humanitarian agencies lost their indispensible shield of neutrality;” they became targets. The military increasingly became involved in humanitarian aid delivery and humanitarian agencies were pressured to integrate their efforts with the “war on terror.” Perhaps the ultimate example is the Provincial Reconstruction Teams (PRTs), with military and civilian personnel working together in Afghanistan to provide security, reconstruction and relief. The result has been a loss of humanitarian space, “an operating environment conducive to independence, neutrality and impartiality in the relief of human suffering.” For humanitarians in the field, it has been deadly; e.g. the murders of International Rescue Committee (IRC) aid workers Mohammad Aimal, Shirley Case, Nicole Dial and Jackie Kirk on August 13, 2008 in Afghanistan. The purpose here is not to suggest the military has no role in the delivery of humanitarian relief. However, the loss of humanitarian space surely compromises relationship building between humanitarian agencies and military units. Two additional early responders to the earthquake in Haiti were the Canadian Forces and IFRC. Information for this section has been excerpted from their respective web-sites: Canadian Forces6 and IFRC7. The question is: Could IFRC and the Canadian Forces be compatible and/or complementary in a supply chain relationship? IFRC volunteers in Haiti are assisting injured people and supporting hospitals with insufficient capacity to handle this emergency. IFRC also has pre-positioned relief supplies for 3,000 families in Haiti, consisting of kitchen kits, personal hygiene kits, blankets and containers for storing drinking water. A group of experts in disaster response, emergency health and logistics were also dispatched to support the Haitian Red Cross, 10 and to coordinate international assistance from members of the International Movement and other organizations. Another IFRC team led a damage assessment together with the Humanitarian Aid Office of the European Union. Operation HESTIA is the Canadian Forces participation in the humanitarian response to the earthquake that struck Haiti on January 12, 2010. Joint Task Force Haiti (JTFH) has a mandate to deliver a wide range of services in support of the Government of Haiti and the Canadian Embassy in Port-au-Prince, such as emergency medical services; engineering expertise; mobility by sea, land and air; and defense/security support. About 2,000 personnel have been assigned to JTFH, including the Disaster Assistance Response Team (DART) with three Reverse Osmosis Water Purification Units (ROWPUs). Canadian Forces have also deployed: the destroyer HMCS Athabaskan, the frigate HMCS Halifax, six CH-146 Griffon helicopters, an urban rescue and recovery team, a detachment of Military Police, and one Field Hospital. DART’s water supply section can provide up to 50,000 liters of drinking water per day. In the earthquake’s aftermath, water bodies are often infested with many different kinds of bacteria and it is extremely difficult to find good drinking water. Canadian troops do not directly distribute water to the people; their mandate is only to produce drinking water. Distribution falls to NGOs and UN agencies, such as UNICEF. DART also contributes medical capacity and security to CF forces in Haiti. The Government has given Canadian Forces clear direction concerning their three roles: 1. 2. Defending Canada – First and foremost, the Canadian Forces must ensure the security of our citizens and help exercise Canada’s sovereignty. Defending North America – Delivering excellence at home also helps us contribute to Strategic Partners and Strange Bedfellows 3. the defense of North America in cooperation with the United States, Canada’s closest ally. As a trading nation in a highly globalized world, Canada’s prosperity and security rely on stability abroad. As the international community grapples with numerous security threats, Canada must do its part to address such challenges as they arise. This will require the Canadian Forces to have the necessary capabilities to make a meaningful contribution across the full spectrum of international operations, from humanitarian assistance to stabilization operations to combat. The DART can be deployed on very short notice anywhere in the world in response to natural disasters and humanitarian emergencies. It focuses on two critical needs: primary medical care and production of safe drinking water. The IFRC is the world’s largest humanitarian organization, providing assistance without discrimination as to nationality, race, religious beliefs, class or political opinions. Founded in 1919, the International Federation comprises 186 Red Cross and Red Crescent societies, a Secretariat in Geneva, and more than 60 delegations strategically located to support activities around the world. Following is the IFRC vision and mission: We strive, through voluntary action, for a world of empowered communities, better able to address human suffering and crises with hope, respect for dignity and a concern for equity. Our mission is to improve the lives of vulnerable people by mobilizing the power of humanity. IFRC work is guided by seven fundamental principles, as shown in Table 3. Are the IFRC principles of neutrality and independence compatible with the three roles of Canadian Forces? Should Canadian Forces and IFRC build a relationship to improve the effectiveness and/or efficiency of their relief work in Haiti? Airline Ambassadors International8 Airline Ambassadors International (AAI) mobilizes “the world’s most valuable resource: men and women of goodwill – traveling to make a difference.” AAI partners with a wide-range of other organizations and people, including “voluntourists,” in the interest of getting the job done. AAI’s mission and vision are as follows: Mission: Airline Ambassadors provides humanitarian aid to children and families in need and conducts international relief and development to underprivileged communities. Vision: By establishing a venue for ordinary people to do extraordinary service, we demonstrate that Table 3. The seven fundamental principles Principle Brief Description Humanity Prevent and alleviate human suffering wherever it may be found. Impartiality Do not discriminate as to nationality, race, religious beliefs, class or political views. Neutrality Do not take sides in hostilities or engage in political, racial, religious or ideological controversies. Independence Remain autonomous from governments. Voluntary service Serve without desire for gain. Unity There is only one (IFRC) society per country. Universality It is a world-wide movement. 11 Strategic Partners and Strange Bedfellows continued friendships between our volunteers and aid recipients is key to fostering sustainable projects. This phenomenon enhances the benefits that accrue to the aid we provide. As the only humanitarian organization emanating from the airline industry, we leverage industry resources and professional expertise for our members so they can ‘Travel to Make a Difference.’ Partnering with non-governmental organizations (NGO’s), schools, churches and civil society, Airline Ambassadors also works with local government and business, and leverages its contacts with the travel industry to match world resources to world needs and to help build capacity in local communities. For instance, in 2009, AAI received donations of aircraft capacity to transport humanitarian assistance from American Airlines, JetBlue, the U.S. military, and the Colombian National Police. AAI also partnered with local universities and technical schools in Ecuador and El Salvador to build technical capacity in the CASA program. On January 13, 2010, AAI headquarters announced the agency’s Haiti Earthquake Disaster Plan. Working with major airlines, AAI was preparing to transport needed supplies to Port au Prince as soon as air traffic control would allow it. The plan was to deliver 160,000 lbs. of high priority humanitarian aid. The first shipments would consist of: water bottle filters, family food kits (meals ready to eat), powdered milk, hygiene kits, tents for temporary shelter, canned food, 80 lb. bags of rice and beans, and emergency medical modules. Initially, these supplies, donated by AAI partner LDS Charities, were located in Denver and Salt Lake City. AAI would re-position these supplies at New York’s JFK airport or Miami International Airport, where charity flights to Haiti on American Airlines, United Airlines, JetBlue and Spirit would be easier to coordinate. AAI’s main logistics partner on the ground in Haiti would be U.S. Southern Command who was busy coordinating the relief effort in Port au 12 Prince. Southern Command would provide ground support for distribution and store AAI aid, initially with Food for the Poor and Catholic Relief Service (as they had intact warehouse space.) AAI was also busy collecting funds to pay for the fuel to fly aircraft from JFK/MIA to Port au Prince. These flights would deliver food, water, medical supplies, emergency personnel, blankets, sheets, and other relief supplies. By February, the Canadian-based Belinda Stronach Foundation entered into a partnership with AAI to provide 70,000 lbs. of food and medicine on weekly cargo flights from Toronto for twelve weeks. The Belinda Stronach Foundation is committed to advancing human potential and achievement through individual empowerment and social change. By February 12, AAI had received three of these flights. With help from the U.S. 82nd Airborne and the Haitian National Police, AAI distributed food in a district of Port-au-Prince where some 70,000 people were expected to be reached. Airline Ambassadors also partnered with the Henry Schein Foundation. These two foundations, Schein and Stronach, along with the LDS Charities, have provided AAI with over $1.3 million in aid for Haiti. AAI re...
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Explanation & Answer

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Running Head: SUPPLY CHAIN MANAGEMENT

Supply Chain Management
Name
Institution

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SUPPLY CHAIN

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The Supply Chain

The supply chain involves a lot of processes and it consists of both people and activities.
Essentially it is a way in which goods, people and services move from the suppliers to the
consumers (Kovacs & Spence, 2012). The supply chain process is a long and complex process
that requires both time and g...


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