Localisation of logistics preparedness in international humanitarian organisations

__Purpose:__ To meet the rising global needs, the humanitarian community has signed off on making a strategic change toward more localisation, which commonly refers to the empowerment of national and local actors in humanitarian assistance. However, to this date, actual initiatives for localisation are rare. To enhance understanding of the phenomenon, the authors explore localisation of logistics preparedness capacities and obstacles to its implementation. The authors particularly take the perspective of the international humanitarian organisation (IHO) community as they are expected to implement the localisation strategy. __Design/methodology/approach:__ A phenomenon-driven, exploratory and qualitative study was conducted. Data collection included in-depth interviews with 28 experienced humanitarian professionals. __Findings:__ The findings showed the ambiguity inherent in the localisation strategy with largely different views on four important dimensions. Particularly, the interviewees differ about strengthening external actors or internal national/local offices. The resulting framework visualises the gap between strategy formulation and implementation, which forms major obstacles to the localisation aims. __Research limitations/implications:__ Further research is required to support the advancement of localisation of logistics preparedness capacities. Important aspects for future research include triangulation of results, other stakeholder perspectives and the influence of context. __Practical implications:__ The authors add to the important debate surrounding localisation by offering remedies to overcoming obstacles to strategy implementation. Further, the authors’ proposed framework offers a language to precisely describe the ways in which IHOs (should) view localisation of logistics preparedness capacities and its operationalisation. __Originality/value:__ To the best of authors’ knowledge, this paper is the first academic article on localisation within the humanitarian logistics context

Integrating supply chains for emergencies and ongoing operations in UNHCR

Humanitarian organizations (HOs) often base their warehouse locations on individuals' experience and knowledge rather than on decision-support tools. Many HOs run separate supply chains for emergency response and ongoing operations. Based on reviews of humanitarian network design literature combined with an in-depth case study of United Nations High Commissioner for Refugees (UNHCR), this paper presents a warehouse location model for joint prepositioning that incorporates political and security situation factors. Although accessibility, co-location, security, and human resources are crucial to the practice of humanitarian operations management, such contextual factors have not been included in existing network optimization models before. We found that when quantified, and modeled, such factors are important determinants of network configuration. In addition, our results suggest that joint prepositioning for emergency response and ongoing operations allows for expansion of the global warehouse network, and reducing cost and response time

Journal of Supply Chain Management

Articles :1. A Supply Chain Perspective on Strategic Foothold Moves in Emerging Markets2. Learning from Conformance Quality Failures That Triggered Product Recalls : The Role of Direct and Indirect Experience3. Responses to Supplier-Induced Disruptions : A Fuzzy-Set Analysis4. A New Paradigm for Systematic Literature Reviews in Supply Chain Managementii+85p.;21x28c