Humanitarian Supply Chain Management Case Study

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Humanitarian supply chain management

To data, supply chain management refers to the integration of wider business system, including several layers, or tiers, of stakeholders - supplier, sub-suppliers, customers, and distributors and so on. In other words, supply chain management has incorporated of serval business functions – purchasing, operations, logistics and distribution management (Johnsen, Howard, & Miemczyk, 2014). In the same vein, humanitarian supply chain management also incorporates with supplier, logistics, and end user, but slightly different, it also cooperates with donor, and government and victims.

The goal of humanitarian and business context is different. In the business environment, the overriding goal is gaining as much
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Supply chain resilience provides working framework for the organization involved the rescue operation how to prepare for disruption. Knowledge management is one aspect of supply chain resilience, meanwhile, it plays a significant role in humanitarian aid operations (Tatham & Spens, 2011). Since supply chain resilience originated from the idea with the regard to risk identification and management, being based on the premise that not all potential risks can be avoided (Scholten, Scott, & Fynes, 2014). Hence, aid organization needs a long-term learning process through each operation so as to improve the capability to prepare for unpredictable interruption and to rapidly respond and recover from the interruption (Christopher & Peck, 2004;Scholten, Scott, & Fynes,2014; Hohenstein, Feisel, Harmann, & Giunipero, 2015). Therefore, knowledge management penetrates all phases and provides indispensable experience for improving the capacity and …show more content…
Four elements are likely to be important aspects to build up the ability including leadership, organization, learning, and technology .The four pillars of knowledge management, “Architecture of Enterprise Engineering” is developed by Stankosky (2005). To understand the concept in deep, the four elements will be illustrated as follow:

Leadership:Deal with the environmental strategic and strategic level decision making process

Organization: Deals with the operational aspects of knowledge assets;

Technology: deals with the various information technologies that support and/or enable KM strategies and operations

Learning: deals with organizational behavioral aspects and social engineering

On the whole, due to the uncertainty and complexity nature of the disaster itself, every single operation is of value for extracting empirical information. NGOs, a significant participant throughout humanitarian logistics, need to necessitate learning system as to absorb value information and build knowledge learning system so as to keep improving capacity and performance (Tatham & Spens,

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