Prof. Dr. Maria Besiou

Abstract

Supply chains are dynamic and complex systems. This holds particularly true for humanitarian supply chains that operate under strong uncertainty. In view of an ever-growing gap of unmet humanitarian needs, it is essential to gain a better understanding of the behavior of humanitarian supply chain systems. Despite a growing academic output in this field, there is a lack of empirical studies that take an integrated view on humanitarian supply chains and support decision makers with fact-based evidence. Based on four extensive case studies and existing literature, we developed a system dynamics model that reflects the operational reality of humanitarian organizations in form of their centralized, hybrid and decentralized settings. The model provides a holistic supply chain view and measures the operational performance with regard to response cost, delivery lead time and impact on the local economy. Furthermore, we studied the impact of preparedness investments to enhance operational performance in the supply chain and deliver more humanitarian assistance with the limited resources available. Finally, we used our model to analyze the impact of major shocks such as the COVID-19 pandemic to assess the vulnerability of humanitarian supply chains. The results indicate that operational settings, product and disaster characteristics have a major influence on the supply chain performance both in the noninvestment case as well as in the case where preparedness investments have been made. Specifically, for low-value items, we find that decentralized settings have the lowest supply chain costs while for high-value items the price difference between local and international procurement determines which setting is the most cost-effective one. The preferability of the supply chain setting strongly depends on the indicator chosen. Hence, ultimately, the findings emphasize the need to apply appropriate indicators and identify their trade-offs to comprehensively analyze the performance of humanitarian supply chain settings. The newly introduced Humanitarian Return-on-Investment concept can play an important role in this context.

Abstract

In 2020, the world started a fight against a pandemic that has severely disrupted commercial and humanitarian supply chains. Humanitarian organizations (HOs), like the World Food Programme (WFP), adjusted their programs in order to manage this pandemic. One such program is cash and voucher assistance (CVA), which is used to bolster beneficiaries' freedom of choice regarding their consumption. In this vein, WFP supports local retailers to provide CVA to beneficiaries who do not have access to a functioning market. However, the operations of these stores can suffer from a very high transmission risk of COVID-19 unless preventive measures are put in place to reduce it. This paper discusses strategies that retailers and HOs can enact to maximize their service and dignity levels while minimizing transmission risk under a CVA program during a pandemic. We argue that HOs providing CVA programs can improve their assistance during a pandemic by implementing strategies that impact the retailing operations of their retailers.

Abstract

Disasters mobilize hundreds of humanitarian organizations. Despite the common aim to assist beneficiaries, coordination among humanitarian organizations remains a challenge. This is why the United Nations has formed clusters to facilitate information and resource exchange among humanitarian organizations. Yet, coordination failures in prior disasters raise questions as to the effectiveness of the cluster approach in coordinating relief efforts. To better understand barriers to coordination, we developed a grounded theory and augmented the theory with an agent-based simulation. Our theory discerns a cluster lead’s roles of facilitating coordination but also investing in its own ground operations. We find that specifically serving such a dual role impairs trust and consequent coordination among cluster members. The additional simulation findings generalize the detrimental effect of the cluster lead’s dual role versus a pure facilitator role and specifies it against various boundary conditions.

Abstract

The number of people affected by disasters has increased over the past decades, whereas funding has declined. The need for effective humanitarian aid is, therefore, larger than ever. Humanitarian organizations have recognized the critical role of supply chain management in reaching beneficiaries, and they have introduced commercial routines and best practices. Academics realized that humanitarian operations constitute a fruitful new research area and adapted solution techniques developed for commercial operations to disaster situations with mitigated success. Meanwhile, the problems that humanitarian practitioners face quickly evolve. In this paper, we highlight challenges in matching practitioner needs with academic publications and outline the great opportunities for impactful and relevant research.

Abstract

Funding for international humanitarian aid falls far behind demand for disaster response, hampering the operations of international humanitarian organizations (IHOs). One remedy to close this gap is to increase the effectiveness of fundraising activities for IHOs. This remedy means spending as little as possible in fundraising activities but, at the same time, still receiving sufficient donations to implement disaster response programs in response to the needs that arise when disasters occur. We contribute to the literature by theoretically developing and estimating a conceptual framework that links donation behavior to the operations that IHOs aim to pursue; the framework incorporates operational costs communicated in appeals, fundraising efforts, and media attention. We argue that effects are not homogenous across disasters but that IHOs can leverage public attention and disaster and appeal characteristics, such as operational costs, to increase donations. We test the framework on a unique data set for disaster response programs operated by the International Federation of Red Cross and Red Crescent Societies (IFRC), covering 174 disasters to which the IFRC responded between 2010 and 2017.