What can business learn from humanitarian supply chains? The case of the Spanish red cross in Haiti Outros Idiomas

ID:
36970
Resumo:
This paper analyzes the response of the Spanish Red Cross to the 2010 earthquake in Haiti, looking for clues of the remarkable lean-agile performance of this organization, and how they could be applied to business operations. The paper first looks into the history and organization of the Red Cross, analyzing in more detail the deployment of the Spanish Red Cross in the 2010 earthquake in Haiti. Five clues to the performance of the Red Cross are identified: a global, multi-level organization; modularity; standardization; knowledge management; and flexible funding mechanisms. These findings are then put into the framework of humanitarian logistics. Finally, the possible extension of the findings to business operations is discussed.
Citação ABNT:
DÍAZ, A.; TACHIZAWA, E. M. What can business learn from humanitarian supply chains? The case of the Spanish red cross in Haiti. Journal of Operations and Supply Chain Management, v. 8, n. 1, p. 1-15, 2015.
Citação APA:
Díaz, A., & Tachizawa, E. M. (2015). What can business learn from humanitarian supply chains? The case of the Spanish red cross in Haiti. Journal of Operations and Supply Chain Management, 8(1), 1-15.
DOI:
10.12660/joscmv8n1p1-15
Link Permanente:
http://www.spell.org.br/documentos/ver/36970/what-can-business-learn-from-humanitarian-supply-chains--the-case-of-the-spanish-red-cross-in-haiti/i/pt-br
Tipo de documento:
Artigo
Idioma:
Inglês
Referências:
Barratt, M., Choi, T. Y., & Li, M. (2011). Qualitative case studies in operations management: trends, research outcomes and future research implications. Journal of Operations Management, 29(4), 329-342.

Kovacs, G. & Spens, K. (2007). Humanitarian logistics in disaster relief operations. International Journal of Physical Distribution & Logistics Management, 37(2), 99-114.

Tomasini, R. & Van Wassenhove, L. (2009). From preparedness to partnerships: case study research on humanitarian logistics. International Transactions in Operational Research, 16(5), 549–559.

Abidi, H., de Leeuw, S. & Klumpp, M. (2015). The value of fourth-party logistics services in the humanitarian supply chain. Journal of Humanitarian Logistics & Supply Chain Management, 5(1), 35-60.

Adivar, B., Atan, T., Oflaç, B. S. & Örten, T. (2010). Improving social welfare chain using optimal planning model. Supply Chain Management: An International Journal, 15(4), 290-305.

Aitken J., Childerhouse, P., Christopher M., & Towill D. (2005). Designing and Managing Multiple Pipelines. Journal of Business Logistic, 26(2), 73-96.

Aitken, J., Christopher, M., & Towill, D. (2002). Understanding, implementing and exploiting agility and leanness. International Journal of Logistics, Research and Applications, 5(3), 59-74.

Apte, A, Yoho, K., Greenfield, C. & Ingram, C. (2013). Selecting Maritime Disaster Response Capabilities. Journal of Operations and Supply Chain Management, 6(2), 40-58.

Balcik, B., Beamon, B. M., Krejci, C. C., Muramatsu, K. M., & Ramirez, M. (2010). Coordination in humanitarian relief chains: practices, challenges and opportunities. International Journal of Production Economics, 126(1), 22-34.

Battini, D., Peretti, U., Persona, A. & Sgarbossa, F. (2014). Application of humanitarian last mile distribution model. Journal of Humanitarian Logistics & Supply Chain Management, 4(1), 131-148.

Blackman, I. D., Holland, C. P. & Westcott, T. (2013). Motorola’s global financial supply chain strategy. Supply Chain Management: An International Journal, 18(2), 132-147.

Blecken, A. (2010). Supply chain process modeling for humanitarian organizations. International Journal of Physical Distribution & Logistics Management, 40(8/9), 675-692.

Bowersox, D. J., Closs, D. J., & Helferich, O. K. (1996). Logistical management. New York, NY: McGraw-Hill. Burgelman, R. (1983). A process model of internal corporate venturing in a major diversified firm. Administrative Science Quarterly, 28(2), 223–244.

Burgelman, R. (1983). A process model of internal corporate venturing in a major diversified firm. Administrative Science Quarterly, 28(2), 223–244.

Capó-Vicedo, J., Mula, J. & Capó, J. (2011). A social networkbased organizational model for improving knowledge management in supply chains. Supply Chain Management: An International Journal, 16(4), 284-293.

Charles, A., Lauras, M., & Van Wassenhove, L. (2010). A model to define and assess the agility of supply chains: building on humanitarian experience. International Journal of Physical Distribution & Logistics Management, 40(8/9), 722-741.

Christopher M. & Towill D. (2000). Supply chain migration from lean and functional to agile and customized”. International Journal of Supply Chain Management, 5(4), 206-213.

Christopher, M. (2005). Logistics and supply chain management: creating value-adding networks. Financial Times Prentice Hall, Upper Saddle River, NJ

Cozzolino, A., Rossi, S., & Conforti, A. (2012). Agile and lean principles in the humanitarian supply chain: the case of the United Nations World Food Programme. Journal of Humanitarian Logistics & Supply Chain Management,

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.

De Blok, C., Meijboom, B., Luijkx, K., Schols, J., & Schroeder, R. (2014). Interfaces in service modularity: A typology developed in modular health care provision. Journal of Operations Management, 32(4), 175-189.

Díaz, A., Claes, B., & Borla, G. (2007). Streamlining Humanitarian Relief Operations. The Case of United Nations Peace Keeping Operations. Proceedings of the POMS Conference, Dallas.

Eisenhardt, K. M. (1989). Building theories from case study research. Academy of management review, 14 (4), 532-550.

Gatignon, A., Van Wassenhove, L. N., & Charles, A. (2010). The Yogyakarta earthquake: Humanitarian relief through IFRC’s decentralized supply chain. International Journal of Production Economics, 126(1), 102-110.

Glaser, B., & Strauss, A. (1967). The Discovery of Grounded Theory: Strategies For Qualitative Research. Wiedenfeld & Nicholson, London.

Heaslip, G. (2015)Humanitarian Logistics: An opportunity for service research. Journal of Humanitarian Logistics & Supply Chain Management, 5(1), 2-11.

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.

Hsuan, J., & Skjøtt-Larsen, T. (2004). Supply chain integration: implications for mass customization, modularization & postponement strategies. Production Planning Control, 15(4), 352–361.

Iakovou, E., Vlachos, D., Keramydas, C. & Partsch, D. (2014). Dual sourcing for mitigating humanitarian supply chain disruptions. Journal of Humanitarian Logistics and Supply Chain Management, 4(2), 245-264.

Kesavan, S., Staats, B. R. & Gilland, W. (2014). Volume flexibility in services: The costs & benefits of flexible labor resources. Management Science, 60(8), 1884-1906.

Ketokivi, M., & Choi, T. (2014). Renaissance of case research as a scientific method. Journal of Operations Management, 32(5), 232-240.

Kunz, N.; Reiner, G. & Gold, S. (2014). Investing in disaster management capabilities versus pre-positioning inventory: A new approach to disaster preparedness. International Journal of Production Economics, 157(1), 261-272.

Kwon, S. W. (2008). Does the standardization process matter? A study of cost effectiveness in hospital drug formularies. Management Science, 54(6), 1065-1079.

Lamming, R. (1996). Squaring lean supply with supply chain management. International Journal of Operations & Production Management, 16(2), 183-196.

Maon, F., Lindgreen, A., & Vanhamme, J. (2009). Developing supply chains in disaster relief operations through cross-sector socially oriented collaborations: a theoretical model. Supply Chain Management: An International Journal, 14(2), 149-164.

Mentzer J., & Konrad, B. (1991). An Efficiency/Effectiveness approach to Logistics Performance Measurement. Journal of Business Logistics, 19(2), 33-62.

Oloruntoba, R. & Gray, R. (2006). Humanitarian aid: an agile supply chain? Supply Chain Management:An International Journal, 11(2), 115-120.

Papadakis, I. S. (2006). Financial performance of supply chains after disruptions: an event study. Supply Chain Management: An International Journal, 11(1), 25-33.

Portilla, D., Shaffer, R., Okusa, M., Mehrotra, R., Molitoris, B., Bunchman, T., & Ibrahim, T. (2010). Lessons from Haiti on Disaster Relief. Clinical Journal of the American Society of Nephrology, 5(11), 2122-2129.

Salvador, F. (2007). Toward a product system modularity construct: literature review and reconceptualization. IEEE Transactions on Engineering Management, 54(2), 219–240. Sanchez, R. (1999). Modular architectures in the marketing process. Journal of Marketing, 63(4), 92–111.

Sanchez, R. (1999). Modular architectures in the marketing process. Journal of Marketing, 63(4), 92–111.

Scholten, K., Scott, P., & Fynes, B. (2014). Mitigation processes–antecedents for building supply chain resilience. Supply Chain Management: An International Journal, 19(2), 211-228.

Sharifi, H. & Zhang, Z. (1999). A methodology for achieving agility in manufacturing organisations: an introduction. International Journal of Production Economics, 62(1), 7–22.

Tatham, P. & Pettit, S. (2010). Transforming humanitarian logistics: the journey to supply network management. International Journal of Physical Distribution & Logistics Management, 40(8/9), 609-622.

Van Wassenhove L. (2006). Memorial Lecture: Humanitarian aid logistics: supply chain management in high gear. Journal of the Operational Research Society, 57(5), 475-489.

Wild, N. & Zhou, L. (2011). Ethical procurement strategies for international aid non-government organisations. Supply Chain Management: An International Journal, 16(2), 110-127.

Womack, J. P., Jones, D. T. & Roos, D. (1990). The machine that changed the world. Simon & Schuster, New York, NY.

Yin, R. K. (2014). Case study research: Design & methods. Sage publications, Thousand Oaks, CA.

Zaheer, A. & Venkatraman, N. (1995). Relational governance as an interorganizational strategy: an empirical test of the role of trust in economic exchange. Strategic Management Journal, 16(5), 373-392.