Similarities between disaster supply chains and commercial supply chains: a SCM process view

Applications of OR in Disaster Relief Operations
First Online:
  • 217 Downloads

Abstract

The purpose of this paper is to demonstrate conceptual and theoretical similarities between disaster relief chains (DRCs) and commercial supply chains using the customer relationship management process model (CRM) of the seminal global supply chain forum framework (GSCF) as a lens of analysis (Croxton et al. in Int J Logist Manag 12(2):13–36, 2001). A range of empirical data from a case study of the 2006 relief and recovery response to the Cyclone Larry disaster is analysed using the CRM process model of the GSCF framework as a lens of analysis. We find that there are unexpected conceptual and theoretical similarities between DRCs in the Cyclone Larry disaster response and commercial supply chains. The study demonstrates that core commercial SCM concepts such as integration and integrative process management can also be found empirically in the domain of disaster response operations and allied management of supply chains for disaster relief and recovery (DROSCM). The study also shows that research in the DROSCM domain can develop in a range of directions unfettered by a paradigm focused on differences between DRCs and commercial supply chains. This is the first study to conceptually, theoretically, and empirically demonstrate similarities between DRCs and commercial supply chains.

Keywords

Disaster operations Humanitarian operations Humanitarian supply chains Disaster response operations DRCs 
This is a preview of subscription content, log in to check access.

References

  1. Abidi, S. L., De Leeuw, J. M., & Klumpp, M. (2014). Humanitarian supply chain performance management: A systematic literature review. Supply Chain Management: An International Journal, 19(5/6), 592–608.CrossRefGoogle Scholar
  2. Alfalla-Luque, R., Medina-Lopez, C., & Schrage, H. (2013). A study of supply chain integration in the aeronautics sector. Journal of Production Planning and Control, 24(8–9), 1–16.Google Scholar
  3. Arora, H., Raghu, T. S., & Vinze, A. (2010). Resource allocation for demand surge mitigation during disaster response. Decision Support Systems, 50(1), 304–315.CrossRefGoogle Scholar
  4. Baharmand, H., Comes, T., & Lauras, M. (2017). Managing in-country transportation risks in humanitarian supply chains by logistics service providers: Insights from the 2015 Nepal earthquake. International Journal of Disaster Risk Reduction, 24, 549–559.CrossRefGoogle Scholar
  5. Banomyong, R., Varadejsatitwong, P., & Oloruntoba, R. (2017). A systematic review of humanitarian operations, humanitarian logistics and humanitarian supply chain performance literature 2005 to 2016. Annals of Operations Research, 1–16.  https://doi.org/10.1007/s10479-017-2549-5
  6. Barney, J. B. (2012). Purchasing, supply chain management and sustained competitive advantage: The relevance of resource-based theory. Journal of Supply Chain Management, 48(2), 3–6.Google Scholar
  7. Barratt, M., Choi, T. Y., & Li, M. (2011). Qualitative case study in operations management: Trends, Research outcomes and future research implication. Journal of Operations Management, 29, 329–342.CrossRefGoogle Scholar
  8. Battini, D., Peretti, U., Persona, A., & Sgarbossa, F. (2016). Sustainable humanitarian operations: Closed-loop supply chain. International Journal of Services and Operations Management, 25(1), 65–79.CrossRefGoogle Scholar
  9. Beamon, B. M. (2004). Humanitarian relief chains: Issues and challenges. In Conference proceedings, 34th international conference on computers and industrial engineering, San Francisco, CA.Google Scholar
  10. Beamon, B. M., & Ware, T. M. (1998). A process quality model for the analysis, improvement and control of supply chain systems. Logistics Information Management, 11(2), 105–113.CrossRefGoogle Scholar
  11. Bezanson, K., Nouvet, E., Hunt, M., de Laat, S., Elit, L., Bernard, C., et al. (2016). D08-C the place of palliative care in humanitarian response. Journal of Pain and Symptom Management, 52(6), e34–e35.CrossRefGoogle Scholar
  12. Bhakoo, V., Singh, P. J., & Chia, A. (2015). Supply chain structures shaping portfolio of technologies: Exploring the impact of integration through the “dual arcs” framework. International Journal of Physical Distribution & Logistics Management, 45(4), 376–399.CrossRefGoogle Scholar
  13. Bhattacharya, S., Hasija, S., & Van Wassenhove, L. N. (2014). Designing efficient infrastructural investment and asset transfer mechanisms in humanitarian supply chains. Production and Operations Management, 23(9), 1511–1521.CrossRefGoogle Scholar
  14. Bish, D. R., Agca, E., & Glick, R. (2014). Decision support for hospital evacuation and emergency response. Annals of Operation Research, 221(1), 89–106.CrossRefGoogle Scholar
  15. Bjerge, B., Clark, N., Fisker, P., & Raju, E. (2016). Technology and information sharing in disaster relief. PLoS ONE, 11(9), e0161783.CrossRefGoogle Scholar
  16. Bolumole, Y. A., Knemeyer, M. A., & Lambert, D. M. (2003). The customer service event management process. International Journal of Logistics Management, 14(2), 15–24.CrossRefGoogle Scholar
  17. BOM. (2007). Severe tropical Cyclone Larry, Bureau of Meteorology. http://www.bom.gov.au/weather/qld/cyclone/tc_larry/. Accessed February, 2007.
  18. Bowersox, D. J. (1997). Lessons learned from world class leaders. Supply Chain Management Review, 1(1), 61–67.Google Scholar
  19. Bowersox, D. J., Closs, D. J., & Stank, T. P. (1999). 21st Century logistics: Making supply chain integration a reality. Oak Brook: Council of Logistics Management.Google Scholar
  20. Bowersox, D. J., Closs, D. J., & Stank, T. P. (2000). Ten mega-trends that will revolutionize supply chain logistics. Journal of Business Logistics, 21(2), 1–2.Google Scholar
  21. Burkart, C., Besiou, M., & Wakolbinger, T. (2016). The funding—Humanitarian supply chain interface. Surveys in Operations Research and Management Science, 21(2), 31–45.CrossRefGoogle Scholar
  22. Charles, A., Lauras, M., Van Wassenhove, L. N., & Dupont, L. (2016). Designing an efficient humanitarian supply network. Journal of Operations Management, 47(48), 58–70.CrossRefGoogle Scholar
  23. Chen, H., Daugherty, P. J., & Roath, A. S. (2009a). Defining and operationalizing supply chain process integration. Journal of Business Logistics, 30(1), 63–84.CrossRefGoogle Scholar
  24. Chen, H., Daugherty, P. J., & Landry, T. D. (2009b). Supply chain process integration: A theoretical framework. Journal of Business Logistics, 30(2), 27–46.CrossRefGoogle Scholar
  25. Chen, I. J., & Paulraj, A. (2004). Towards a theory of supply chain management: The constructs and measurements. Journal of Operations Management, 22(2), 119–150.CrossRefGoogle Scholar
  26. Christopher, M. G. (1998). Relationships and alliances; embracing the era of network competition. In J. Gattorna (Ed.), Strategic supply chain management. Hampshire: Gower Press.Google Scholar
  27. Cooper, M. C., Lambert, D. M., & Pagh, J. D. (1997). Supply chain management: More than a new name for logistics. International Journal of Logistics Management, 8(1), 1–14.CrossRefGoogle Scholar
  28. Croxton, K. L. (2003). The order fulfilment process. International Journal of Logistics Management, 14(1), 19–39.CrossRefGoogle Scholar
  29. Croxton, K. L., Garcia-Dastugue, S. J., & Lambert, D. M. (2001). The supply chain management processes. International Journal of Logistics Management, 12(2), 13–36.CrossRefGoogle Scholar
  30. Cyclone summit. (2006). Living with cyclones–Queensland prepared. In Proceedings of cyclone larry summit. December Cairns, Queensland, Australia. http://www.thepremier.qld.gov.au/library/pdf/CycloneSummit7Dec06.pdfs. Accessed Dec 2016.
  31. D’Haene, C., Verlinde, S., & Macharis, C. (2015). Measuring while moving (humanitarian supply chain performance measurement-status of research and current practice). Journal of Humanitarian Logistics and Supply Chain Management, 5(2), 146–161.CrossRefGoogle Scholar
  32. Davenport, T. H. (1993). Process innovation: Reengineering work through information technology. Boston: Harvard Business School Press.Google Scholar
  33. Day, J. M., Melnyk, S. A., Larson, P. D., Davis, E. W., & Whybark, D. C. (2012). Humanitarian and disaster relief supply chains: A matter of life and death. Journal of Supply Chain Management, 48(2), 21–36.CrossRefGoogle Scholar
  34. Diedrichs, D. R., Phelps, K., & Isihara, P. A. (2016). Quantifying communication effects in disaster response logistics: A multiple network system dynamics model. Journal of Humanitarian Logistics and Supply Chain Management, 6(1), 24–45.CrossRefGoogle Scholar
  35. Dube, N., Van der Vaart, T., Teunter, R. H., & Van Wassenhove, L. N. (2016). Host government impact on the logistics performance of international humanitarian organisations. Journal of Operations Management, 47, 44–57.CrossRefGoogle Scholar
  36. Duran, S., Ergun, Ö., Keskinocak, P., & Swann, J. L. (2013). Humanitarian logistics: advanced purchasing and pre-positioning of relief items. In Handbook of global logistics (pp. 447–462). New York: Springer.Google Scholar
  37. Dyson, M. E. (2006). Come hell or high water: Hurricane Katrina and the color of disaster. New York: Perseus Books Group.Google Scholar
  38. Edmondson, A. C., & McManus, S. E. (2007). Methodological fit in management field research. Academy of Management Review, 32(4), 1155–1179.CrossRefGoogle Scholar
  39. Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), 25–32.CrossRefGoogle Scholar
  40. Ellram, L. M., & Cooper, M. C. (2014). Supply chain management: It’s all about the journey, not the destination. Journal of Supply Chain Management, 50(1), 8–20.Google Scholar
  41. Ergun, Ö., Guil, L., Heier Stamm, J. L., Keskinocak, P., & Swann, J. (2014). Improving humanitarian operations through technology-enabled collaboration. Production and Operations Management, 23(6), 1002–1014.CrossRefGoogle Scholar
  42. Ertem, M. A., Buyurgan, N., & Rossetti, M. D. (2010). Multiple-buyer procurement auctions framework for humanitarian supply chain management. International Journal of Physical Distribution and Logistics Management, 40(3), 202–227.CrossRefGoogle Scholar
  43. Fabbe-Costes, N., & Jahre, M. (2008). Supply chain integration and performance: A review of the evidence. The International Journal of Logistics Management, 19(2), 130–154.CrossRefGoogle Scholar
  44. Flynn, B. B., Huo, B., & Zhao, X. (2010). The impact of supply chain integration on performance: A contingency and configuration approach. Journal of Operations Management, 28(1), 58–71.CrossRefGoogle Scholar
  45. Galindo, G., & Batta, R. (2013). Review of recent development in OR/MS research in disaster operations management. European Journal of Operation Research, 230(2), 201–211.CrossRefGoogle Scholar
  46. Geale, S. K. (2012). The ethics of disaster management. Disaster Prevention and Management: An International Journal, 21(4), 445–462.CrossRefGoogle Scholar
  47. Goldsby, T. J., & Garcia-Dastugue, S. J. (2003). The manufacturing flow management process. International Journal of Logistics Management, 14(2), 33–53.CrossRefGoogle Scholar
  48. Griffith, D. A., Harvey, M. G., & Lusch, R. F. (2006). Social exchange in supply chain relationships: The resulting benefits of procedural and distributive justice. Journal of Operations Management, 24(2), 85–98.CrossRefGoogle Scholar
  49. Grubic, T., Bastl, M., Fan, I. S., Harrison, A., & Templar, S. (2010). Towards the integrative supply chain model. International Journal of Logistics Research and Applications, 13(1), 59–73.CrossRefGoogle Scholar
  50. Guinipero, L. C., & Brand, R. R. (1996). Purchasing’s role in supply chain management. International Journal of Logistics Management, 7(1), 29–37.CrossRefGoogle Scholar
  51. Gupta, S., Martin, K. S., Raza, Z. F., & Niki, M. (2016). Disaster management from a POM perspective: Mapping a new domain. Production and Operations Management, 25(10), 1611–1637.CrossRefGoogle Scholar
  52. Haghi, M., Ghomi, S. M. T. F., & Jolai, F. (2017). Developing a robust multi-objective model for pre/post disaster times under uncertainty in demand and resource. Journal of Cleaner Production, 154, 188–202.CrossRefGoogle Scholar
  53. Hamacher, H. W., Heller, S., & Rupp, B. (2013). Flow location (Flowloc) problem, dynamic network flow and location models for evacuation planning. Annals of Operation Research, 207(1), 161–180.CrossRefGoogle Scholar
  54. Hammer, M., & Clampy, J. (1993). Reengineering the corporation: A manifesto for business revolution. Newyork: Harper Collins.Google Scholar
  55. Hammer, M., & Mangurian, G. E. (1987). SMR FORUM The Changing Value of Communications Technology. Sloan Management Review (1986–1998), 28(2), 65.Google Scholar
  56. Heaslip, G., & Barber, E. (2014). Using the military in disaster relief: Systemising challenges and opportunities. Journal of Humanitarian Logistics and Supply Chain Management, 4(1), 60–81.CrossRefGoogle Scholar
  57. Heaslip, G., Sharif, A. M., & Althonayan, A. (2012). Employing a systems-based perspective to the identification of inter-relationships within humanitarian logistics. International Journal of Production Economics, 139(2), 377–392.CrossRefGoogle Scholar
  58. Hirschinger, M., Moser, R., Schaefers, T., & Hartmann, E. (2016). No vehicle means no aid–A paradigm change for the humanitarian logistics business model. Thunderbird International Business Review, 58(5), 373–384.CrossRefGoogle Scholar
  59. Hogan, D. (2006). Grow Com Cyclone Response email sent to Grow com board, Grow com staff Grow com ind part 23 March 2006.Google Scholar
  60. Holguin-Veras, J., Robert, E. P., & Ann-Maria, Y. (2003). Impact of extreme event on intercity passenger travel: The September 11th experience, Special publication, No. 39 (p. 402). Denver: Natural Hazards Research and Application Information Centre, University of Colorado.Google Scholar
  61. Holguín-Veras, J., Jaller, M., Van Wassenhove, L. N., Pérez, N., & Wachtendorf, T. (2012). On the unique features of post-disaster humanitarian logistics. Journal of Operations Management, 30(7), 494–506.CrossRefGoogle Scholar
  62. Houlihan, J. B. (1985). International supply chain management. International Journal of Physical Distribution & Materials Management, 15(1), 22–38.Google Scholar
  63. Houlihan, J. B. (1988). International supply chains: A new approach. Management Decision, 26(3), 13–19.CrossRefGoogle Scholar
  64. Hu, Z. H., Sheu, J. B., Yin, Y. Q., & Wei, C. (2017). Post-disaster relief operations considering psychological costs of waiting for evacuation and relief resources. Transportmetrica A: Transport Science, 13(2), 108–138.CrossRefGoogle Scholar
  65. Hunt, S. D., & Davis, D. F. (2012). Grounding supply chain management in resource-advantage theory: in defense of a resource-based view of the firm. Journal of Supply Chain Management, 48(2), 14–20.Google Scholar
  66. Jahre, M., Jensen, L. M., & Listou, T. (2009). Theory development in humanitarian logistics: A framework and three cases. Management Research News, 32(11), 1008–23.CrossRefGoogle Scholar
  67. Jahre, M., Kembro, J., Rezvanian, T., Ergun, O., Håpnes, S. J., & Berling, P. (2016). Integrating supply chains for emergencies and ongoing operations in UNHCR. Journal of Operations Management, 45, 57–72.CrossRefGoogle Scholar
  68. Kallrath, J., & Maindl, T. I. (2006). Real optimization with SAP ®APO. Berlin: Springer.Google Scholar
  69. Kapucu, N. (2008). Collaborative emergency management: Better community organising, better public preparedness and response. Disasters, 32(2), 39–262.CrossRefGoogle Scholar
  70. Ketokivi, M., & Choi, T. (2014). Renaissance of case research as a scientific method. Journal of Operations Management, 32(5), 232–240.CrossRefGoogle Scholar
  71. Kim, V. (2011). Japan damage could reach $235 billion, World Bank estimates. Los Angeles Times, 2011. Archived from the original on April 12, 2011. http://www.latimes.com/business/la-fgw-japan-quake-world-bank-20110322,0,3799976.story. Accessed November 21, 2011.
  72. Klingebiel, K. (2008). A BTO reference model for high level supply chain design. In G. Parry & A. Graves (Eds.), Build to order: The road to the 5-day car. London: Springer.Google Scholar
  73. Kotzab, H., & Otto, A. (2004). General process-oriented management principles to manage supply chains: Theoretical identification and discussion. Business Process Management Journal, 10(3), 336–349.CrossRefGoogle Scholar
  74. Kotzab, H., Teller, C., Grant, D. B., & Friis, A. (2015). Supply chain management resources, capabilities and execution. Production Planning & Control, 26(7), 525–542.CrossRefGoogle Scholar
  75. Kovacs, G., & Spens, K. M. (2011). Humanitarian logistics and supply chain management: The start of a new journal. Journal of Humanitarian Logistics and Supply Chain Management, 1(1), 5–14.CrossRefGoogle Scholar
  76. Kovács, G., & Spens, K. M. (2007). Humanitarian logistics in disaster relief operations. International Journal of Physical Distribution and Logistics Management, 37(2), 90–114.CrossRefGoogle Scholar
  77. Kunz, N., & Reiner, G. (2012). A meta-analysis of humanitarian logistics research. Journal of Humanitarian Logistics and Supply Chain Management, 2(2), 116–147.CrossRefGoogle Scholar
  78. Lambert, D. M. (2004a). The eight essential supply chain management processes. Supply Chain Management Review, 8(6), 18–26.Google Scholar
  79. Lambert, D. M. (2004b). Supply chain management: Processes, partnerships, performance. Sarasota, FL: Supply Chain Management Institute.Google Scholar
  80. Lambert, D. M. (2004c). The eight essential supply chain management processes. Supply Chain Management Review, 8(6), 18–26.Google Scholar
  81. Lambert, D. M. (2009). Customer relationship management as a business process. Journal of Business & Industrial Marketing, 25(1), 4–17.CrossRefGoogle Scholar
  82. Lambert, D. M., & Cooper, M. C. (2000). Issues in supply chain management. Industrial Marketing Management, 29(1), 65–83.CrossRefGoogle Scholar
  83. 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.CrossRefGoogle Scholar
  84. Lambert, D. M., Garcia-Dastugue, S. J., & Croxton, K. L. (2005). An evaluation of process-oriented supply chain management frameworks. Journal of Business Logistics, 26(1), 25.CrossRefGoogle Scholar
  85. Lee, H. L., & Lee, C. Y. (Eds.). (2007). Building supply chain excellence in emerging economies (Vol. 98). Springer.Google Scholar
  86. Liu, P., Huang, S. H., Mokasdar, A., Zhou, H., & Hou, L. (2014). The impact of additive manufacturing in the aircraft spare parts supply chain: Supply chain operation reference (SCOR) model based analysis. Production Planning & Control, 25(13–14), 1169–1181.CrossRefGoogle Scholar
  87. Long, D. (1997). Logistics for disaster relief. IIE Solutions, 29(6), 26–29.Google Scholar
  88. Long, D. C., & Wood, D. F. (1995). The logistics of famine relief. Journal of Business Logistics, 16(1), 213–229.Google Scholar
  89. Makepeace, D., Tatham, P., & Wu, Y. (2017). Internal integration in humanitarian supply chain management: Perspectives at the logistics–programmes interface. Journal of Humanitarian Logistics and Supply Chain Management, 7(1), 26–56.CrossRefGoogle Scholar
  90. Maritime Cyclone Contingency Plan for the Port of Cairns (MCCPC) (2006) Cyclone contingency plan port of Cairns Maritime Safety Queensland. http://www.msq.qld.gov.au/resources/file/eba4f84985449fc/Pdf_cairns_ccp.pdf. Accessed June 7, 2016.
  91. McKnight, B., & Linnenluecke, M. K. (2016). How firm responses to natural disasters strengthen community resilience: A stakeholder-based perspective. Organization & Environment, 29(3), 290–307.CrossRefGoogle Scholar
  92. Mellat-Parast, M., & Spillan, E. J. (2014). Logistics and supply chain process integration as a source of competitive advantage: An empirical analysis. The International Journal of Logistics Management, 25(2), 289–314.CrossRefGoogle Scholar
  93. Melnyk, S. A., Stank, T. P., & Closs, D. J. (2000). SCM at Michigan State University: The journey and the lessons learned. Production and Inventory Management Journal, 41(3), 13–18.Google Scholar
  94. Mentzer, J. T. (Ed.). (2001). Supply chain management. Thousand Oaks, CA: Sage Publications.Google Scholar
  95. Mentzer, J. T. (2004). Fundamentals of supply chain management. Thousand Oaks, CA: Sage Publications.Google Scholar
  96. Mentzer, J. T., DeWitt, W., Keebler, J. S., Min, S., Nix, N. W., Smith, C. D., et al. (2001). Defining supply chain management. Journal of Business Logistics, 22(2), 1–25.CrossRefGoogle Scholar
  97. Mesquita, L. F., Anand, J., & Brush, T. H. (2008). Comparing the resource-based and relational views: knowledge transfer and spillover in vertical alliances. Strategic Management Journal, 29(9), 913–941.Google Scholar
  98. Nagurney, A., Flores, E. A., & Soylu, C. (2016). A generalized Nash equilibrium network model for post-disaster humanitarian relief. Transportation Research Part E: Logistics and Transportation Review, 95, 1–18.CrossRefGoogle Scholar
  99. Naslund, D., & Williamson, S. (2010). What is management in supply chain management?—A critical review of definitions. Frameworks and Terminology Management Policy and Practice, 11(4), 11–28.Google Scholar
  100. National Police Agency of Japan. (2013). Damage situation and police countermeasures...10 June, 2013. Retrieved 13 June, 2013.Google Scholar
  101. Nurmala, N., Nurmala, N., de Leeuw, S., de Leeuw, S., Dullaert, W., & Dullaert, W. (2017). Humanitarian-business partnerships in managing humanitarian logistics. Supply Chain Management: An International Journal, 22(1), 82–94.CrossRefGoogle Scholar
  102. Nyaga, G. N., Whipple, J. M., & Lynch, D. F. (2010). Examining supply chain relationships: do buyer and supplier perspectives on collaborative relationships differ? Journal of Operations Management, 28(2), 101–114.Google Scholar
  103. Oliver, R. K., & Webber, M. D. (1982). Supply-chain management: logistics catches up with strategy. Outlook, 5(1), 42–47.Google Scholar
  104. Oloruntoba, R. (2005). A wave of destruction and the waves of relief: Issues, challenges and strategies. Disaster Prevention and Management: An International Journal, 14(4), 506–521.CrossRefGoogle Scholar
  105. Oloruntoba, R. (2010). An analysis of the Cyclone Larry emergency relief chain some key success factors. International Journal of Production Economic, 126(1), 85–101.CrossRefGoogle Scholar
  106. Oloruntoba, R. (2013). A critical review of two commonly used terms in academic humanitarian logistics publications. In Proceedings of the 18th annual logistics research network conference, Birmingham, UK (pp. 1–7). Corby: Chartered Institute of Logistics and Transport. 4th–6th SeptemberGoogle Scholar
  107. Oloruntoba, R., & Gray, R. (2002). Logistics for humanitarian aid: A survey of aid organisations. In Griffiths, J., Hewitt, F., & Ireland, P. (Eds.) Proceedings of the logistics research network 7th annual conference, Technology Innovation Centre, Birmingham, 4–6 September (pp. 217–222), Institute of Logistics and Transport, Corby.Google Scholar
  108. Oloruntoba, R., & Gray, R. (2003). Humanitarian aid organisations and logistics. Corby: The Institute of Logistics and Transport.Google Scholar
  109. Oloruntoba, R., & Gray, R. (2006). Humanitarian aid: An agile supply chain? Supply Chain Management: An International Journal, 11(4), 115–120.CrossRefGoogle Scholar
  110. Oloruntoba, R., & Gray, R. (2009). Customer service in emergency relief chains. International Journal of Physical Distribution & Logistics Management, 39(6), 486–505.CrossRefGoogle Scholar
  111. Oloruntoba, R., & Kovács, G. (2015). A commentary on agility in humanitarian aid supply chains. Supply Chain Management: An International Journal, 20(6), 708–716.Google Scholar
  112. Oloruntoba, R., Hossain, G. F., & Wagner, B. (2016). Theory in humanitarian operations research. Annals of Operations Research, 1–18.  https://doi.org/10.1007/s10479-016-2378-y
  113. Pan American Health Organisation. (2001). Humanitarian supply management and logistics in the health sector. Washington DC: PAHO.Google Scholar
  114. Paulraj, A., Lado, A. A., & Chen, I. J. (2008). Inter-organizational communication as a relational competency: Antecedents and performance outcomes in collaborative buyer-supplier relationships. Journal of Operations Management, 26(1), 45–64.CrossRefGoogle Scholar
  115. Petitte, 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, 313–331.CrossRefGoogle Scholar
  116. Pettigrew, A. M. (1990). Longitudinal field research on change: Theory and practice. Organization Science, 1(3), 267–92.CrossRefGoogle Scholar
  117. Power, D. (2005). Supply chain management integration and implementation: a literature review. Supply Chain Management: An International Journal, 10(4), 252–263.Google Scholar
  118. Prajogo, D., Oke, A., & Olhager, J. (2016). Supply chain processes: Linking supply logistics integration, supply performance, lean processes and competitive performance. International Journal of Operations & Production Management, 36(2), 220–238.CrossRefGoogle Scholar
  119. Queensland Disaster Management Planning (QDMP). (2006). Guidelines for Local Government. Queensland Government, Department of Emergency Services.Google Scholar
  120. Reinartz, W., Krafft, M., & Hoyer, W. D. (2004). The customer relationship management process: Its measurement and impact on performance. Journal of Marketing Research, 41(3), 293–305.CrossRefGoogle Scholar
  121. Richardson, D. A., Leeuw, S., & Dullaert, W. (2016). Factors affecting global inventory prepositioning locations in humanitarian operations—A Delphi study. Journal of Business Logistics, 37(1), 59–74.CrossRefGoogle Scholar
  122. Rogers, D. S., Lambert, D. M., Croxton, K. L., & Garcia-Dastugue, S. J. (2002). The returns management process. International Journal of Logistics Management, 13(2), 1.CrossRefGoogle Scholar
  123. Rogers, D. S., Lambert, D. M., & Knemeyer, M. A. (2004). The product development and commercialization process. International Journal of Logistics Management, 15(1), 43–59.CrossRefGoogle Scholar
  124. Santarelli, G., Abidi, H., Klumpp, M., & Regattieri, A. (2015). Humanitarian supply chains and performance measurement schemes in practice. International Journal of Productivity and Performance Management, 64(6), 784–810.CrossRefGoogle Scholar
  125. State Disaster Management Group. (2008). http://www.disaster.qld.gov.au/about/. Accessed May 6, 2016.
  126. Stephenson, M. (2005). Making humanitarian relief networks more effective: Operational coordination, trust and sense making. Disasters, 29(4), 337–350.CrossRefGoogle Scholar
  127. Stephenson, M. O. (2017). The theory and practice of international humanitarian relief coordination. In J. Koops & R. Biermann (Eds.), Palgrave handbook of inter-organizational relations in world politics. London: Palgrave Macmillan.Google Scholar
  128. Siggelkow, N. (2007). Persuasion with case studies. Academy of Management Journal, 50(1), 20–24.CrossRefGoogle Scholar
  129. Srivastava, R. K., Tasadduq, A. S., & Fahey, L. (1999). Marketing, business processes, and shareholder value: An organizationally embedded view of marketing activities and the discipline of marketing. Journal of Marketing, 63(4), 168–179.CrossRefGoogle Scholar
  130. Stock, J. R., & Boyer, S. L. (2009). Developing a consensus definition of supply chain management: A qualitative study. International Journal of Physical Distribution & Logistics Management, 39(8), 690–711.Google Scholar
  131. Supply Chain Council. (2013). Supply chain operations reference (SCOR) model. Retrieved from http://supply-chain.org/f/Web-Scor-Overview.pdf. Accessed 18 Nov 2017.
  132. Supply Chain Operations Reference (SCOR). (2006). ‘Model, version 7.0’, viewed 21 Nov 2017. www.supply-chain.org.
  133. Sweeney, E., Grant, D., Mangan, J. J., & Wagner, B. (2015). The implementation of supply chain management theory in practice: An empirical investigation. Supply Chain Management: An International Journal, 20(1), 56–70.CrossRefGoogle Scholar
  134. Tatham, P., & Spens, K. (2011). Towards a humanitarian logistics knowledge management system. Disaster Prevention and Management, 20(1), 6–26.CrossRefGoogle Scholar
  135. Tatham, P. H., & Rietjens, S. J. H. (2016). Integrated disaster relief logistics: A stepping stone towards viable civil-military networks? Disasters, 40(1), 7–25.CrossRefGoogle Scholar
  136. Thomas, A. (2003). Humanitarian logistics: Enabling disaster response. The Fritz Institute, San Francisco. www.fritzinstitute.org. Accessed May 25, 2012.
  137. Tofighi, S., Torabi, S. A., & Mansouri, S. A. (2016). Humanitarian logistics network design under mixed uncertainty. European Journal of Operational Research, 250(1), 239–250.CrossRefGoogle Scholar
  138. Toyasaki, F., & Wakolbinger, T. (2011). Impact of earmarked private donations for disaster fundraising. Annals of Operations Research, 221, 427–447.CrossRefGoogle Scholar
  139. Toyasaki, F., Arikan, E., Silbermayr, L., & Falagara Sigala, I. (2017). Disaster relief inventory management: Horizontal cooperation between humanitarian organizations. Production and Operations Management, 26(6), 1221–1237.CrossRefGoogle Scholar
  140. Trkman, P., Štemberger, M. I., Jaklic, J., & Groznik, A. (2007). Process approach to supply chain integration. Supply Chain Management: An International Journal, 12(2), 116–128.CrossRefGoogle Scholar
  141. Turkulainen, V., & Swink, M. L. (2017). Supply chain personnel as knowledge resources for innovation—A contingency view. Journal of Supply Chain Management, 53(3), 41–59.CrossRefGoogle Scholar
  142. van der Laan, E., van Dalen, J., Rohrmoser, M., & Simpson, R. (2016). Demand forecasting and order planning for humanitarian logistics: An empirical assessment. Journal of Operations Management, 45, 114–122.CrossRefGoogle Scholar
  143. Van Wassenhove, L. N. (2006). Humanitarian aid logistics: Supply chain management in high gear. Journal of the Operational Research Society, 57(5), 475–489.CrossRefGoogle Scholar
  144. Van Wassenhove, L. N., & Pedraza Martinez, A. J. (2012). Using operations research to adapt supply chain management best practices to humanitarian logistics. International Transactions in Operational Research, 19(1–2), 307–322.CrossRefGoogle Scholar
  145. Vanpoucke, E., Vereecke, A., & Muylle, S. (2017). Leveraging the impact of supply chain integration through information technology. International Journal of Operations & Production Management, 37(4), 510–530.CrossRefGoogle Scholar
  146. Verdouw, C. N., Beulens, A. J. M., Trienekens, J. H., & van der Vorst, J. G. A. J. (2011). A framework for modelling business processes in demand-driven supply chains. Production Planning & Control, 22(4), 365–388.CrossRefGoogle Scholar
  147. Wang, H., Gong, Q., & Wang, S. (2017). Information processing structures and decision making delays in MRP and JIT. International Journal of Production Economics, 188, 41–49.  https://doi.org/10.1016/j.ijpe.2017.03.016.
  148. Wiengarten, F., Humphreys, P., Gimenez, C., & McIvor, R. (2016). Risk, risk management practices, and the success of supply chain integration. International Journal of Production Economics, 171, 361–370.Google Scholar
  149. Winter, M., & Knemeyer, A. M. (2013). Exploring the integration of sustainability and supply chain management: Current state and opportunities for future inquiry. International Journal of Physical Distribution & Logistics Management, 43(1), 18–38.CrossRefGoogle Scholar
  150. Wohlgemuth, S., Oloruntoba, R., & Clausen, U. (2012). Dynamic vehicle routing with anticipation in disaster relief. Socio-Economic Planning Sciences, 46(4), 261–271.CrossRefGoogle Scholar
  151. Wu, L., Chuang, C. H., & Hsu, C. H. (2014). Information sharing and collaborative behaviors in enabling supply chain performance: A social exchange perspective. International Journal of Production Economics, 148, 122–132.CrossRefGoogle Scholar
  152. Yin, R. K. (2003). Case study research - design and methods (3rd ed.). Thousand Oaks, CA: Sage.Google Scholar

Websites

  1. AFP. (2013). Philippines typhoon death toll tops 6000. http://www.google.com/hostednews/afp/article/ALeqM5hvI51IS2GiAoDtQ0uVEm0bFaiwyg?docId=10e402d5-f526-44a1-979c-7698e4aa7a52. Accessed December 13, 2013.
  2. Australian Banana Growers’ Council President Patrick Leahy (Australian banana growers’ council media release of 23 March 2006).Google Scholar
  3. Australian banana growers seek help in face of industry wipe-out 21st March 2006. http://www.thepremier.qld.gov.au/news/initiatives/cyclonesummit/index.shtm
  4. Australian banana growers council Growers meet ag ministers to outline what extra aid is required 24th March 2006.Google Scholar
  5. Australian Broadcasting Corporation (ABC). (2006). State of emergency declared in cyclone ravaged area. http://www.abc.net.au/news/newsitems/200603/s1597062.htm. Accessed June 2, 2006.
  6. PM reassures growers and gives relief after cyclone havoc 23rd March 2006.Google Scholar
  7. Queensland Police Service. http://www.police.qld.gov.au/News+and+Alerts/Media+Releases/2006/03/tclarry19.htm media release of 19 March 2006. Accessed October 10, 2007.
  8. Relief Web. (2009). The Sichuan earthquake—one year on Handicap International. http://www.reliefweb.int/rw/rwb.nsf/db900sid/AMMF7RXPJQ?OpenDocument&query=sichuan%20earthquake. Accessed June 1, 2013.
  9. Royal Institute of British Architects Website. (2014). http://www.architecture.com/findoutabout/sustainabilityandclimatechange/flooding/floodingexplained.aspx. Accessed January 11, 2014.
  10. Victoria Police. (2009). Victoria Police Bushfire Update, dated 30 Mar 2009. http://www.police.vic.gov.au/content.asp?Document_ID=19190. Accessed May 23, 2012.

Copyright information

© Springer Science+Business Media, LLC 2017

Authors and Affiliations

  • Jimoh Eniola Olaogbebikan
    • 1
  • Richard Oloruntoba
    • 2
  1. 1.Department of Transport Management Technology, School of Management TechnologyFederal University of TechnologyAkureNigeria
  2. 2.Newcastle Business School, Faculty of Business and LawThe University of NewcastleCallaghanAustralia

Personalised recommendations