Humanitarian supply chain
For full information on the EDEN concept and benefits, please click here. Pablo Suarez , Boston University, U. The aim of the course is to further the understanding of supply chain management concepts and processes in different contexts. The focus of the seminar is on analysing and conducting SCM research in the area of disaster relief. In particular, participants will. The seminar consists of a reading package that participants shall prepare prior to attendance.
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- Humanitarian Supply Chains
- Journal of Humanitarian Logistics and Supply Chain Management
- Mathematical Models in Humanitarian Supply Chain Management: A Systematic Literature Review
- Search Results
- Humanitarian supply chains
- Humanitarian Logistics
- Supply Chain Management with Humanitarian Challenges MSc
- Sustainable Operations and Humanitarian Supply Chains (IL917)
- Supply chain in Humanitarian action
- Meet our supply colleagues
Humanitarian Supply Chains
The private sector experts from Intel and Solectron 1 , brought to IRC by Fritz Institute, had significantly streamlined procurement and created processes to significantly reduce response time. Senior IRC management in New York had come to realise that, as the number of people affected by disasters and humanitarian crises grew, IRC's ability to provide timely and effective relief was being stretched to capacity.
Although IRC was responding to simultaneous crises in different parts of the world, its success depended greatly on the ingenuity and dedication of its staff. It was clear that systems and processes to support the staff were needed.
Since most funding for relief is provided by government donors and is earmarked for direct relief, IRC now looked to the private sector for new ways to leverage their limited resources. When George Rupp and Lynn Fritz met in September , Rupp asked Fritz Institute to find ways to improve its response time - the time it takes from the announcement of an emergency somewhere in the world to the arrival of staff and supplies to the affected population.
In October, Mich Mizushima, Fritz Institute's chief logistics officer, met with IRC's heads of logistics and international emergency operations to assess the problem and define the objectives of the assistance they needed. The group determined that IRC's procurement process was slowing the lead time for delivering emergency and relief supplies to the field.
With 50 active suppliers and approximately 1, purchase orders for about separate products, the current system was cumbersome, unwieldy and time-consuming. A random sampling of IRC's procurement log revealed that, depending on the location and the nature of the emergency, IRC's response time varied from as little as 24 hours to as long as 52 days.
To assess how much improvement was needed, Mizushima attempted to document IRC's current delivery time. However, she found that there was insufficient data to establish an accurate base-line response time. This led to formulating objectives with IRC's management to:. With these objectives established, Fritz Institute assembled the expertise required to develop solutions to IRC's problem.
Jon Olson, Director of Gobal Logistics of Intel, and Jim Molzon, Vice President of Sourcing and Logistics at Solectron , were supply chain veterans who had helped their organisations become globally competitive through sustained supply chain excellence. The team was rounded out by Jeri Driskill, an expert in supply chain analytics, who had worked for many years with Manugistics. An initial meeting was attended by all the stakeholders of the process, including representatives from finance, logistics, field operations, emergency relief operations, logistics, procurement and senior management.
The goals of the assessment were clearly defined and representatives of all functions provided input to the process that followed. The Assessment Team then mapped out IRC's current supply chain processes, confirming with stakeholders at each stage to assure accuracy.
Through this process, the Assessment Team identified gaps, bottlenecks and redundancies. The Team then suggested an alternative process with a list of benefits to IRC and its beneficiaries associated with each recommended change.
The key components of the supply chain solutions included several fundamental changes in the way the IRC manages its procurement process:. When the solutions were discussed with IRC staff, some of the recommendations initially met with resistance. For example, the recommendation to put a 'request for proposal' out on all commodities to find the suppliers who could deliver to different locations within a hour time period met with a response that "this will not work in our industry" and "there are too few suppliers".
If it does not work, we can always go back to the old way". All concerns were aired and discussed and the solution adapted accordingly. Subsequently, a plan for implementation was designed.
Specific responsibilities were assigned across IRC departments and staff, and time-lines for execution were agreed. The IRC-Fritz Institute team agreed to meet once a month by phone to monitor progress and provide support.
This public-private partnership between IRC and Intel and Solectron, facilitated by Fritz Institute, was highly collaborative and rewarding to all concerned. At the end of the assessment at IRC's office, Assessment Team members walked away satisfied with the improvements that the collaboration had achieved in the logistics and supply chain activities based on proven experience and few new resources.
According to a March study by Reuters AlertNet and Fritz Institute, a lack of reporters assigned to cover humanitarian crises, together with little or no funding available for field visits to crisis sites, means that humanitarian relief is low on the news agenda. Furthermore, many NGOs lack media skills and fail to make proper use of technology and resources available to them.
NGO field staff are often inexperienced in press relations and have only limited time available during emergencies. In the absence of funding for journalists' trips and timely information from NGO press officers, reporters are increasingly reliant on NGO websites but Internet technology is not being used to the fullest. Of the 32 websites covered in depth by the study, three lacked any contact names and addresses; only 17 described the organisation's background or included an archive of reports on current and past projects; and only a third included an archive of past press releases.
Furthermore, few sites are organised so that Google and other search engines can search reliably beyond their home page - and few include links to and contact information on other agencies undertaking similar work or working in the same region. Mark Jones of AlertNet comments: "Crisis fatigue and funding are undoubtedly difficult issues to overcome. However, what NGOs can control is their communications with press. Our research confirms that there is room for NGOs to improve on some of the very basics of media communications.
Furthermore, the potential of Internet technologies has barely begun to be exploited by NGOs. Improving on these two areas could lead to a direct increase in recognition and coverage.
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Home » FMR Online. Leveraging private expertise for humanitarian supply chains. Anisya Thomas. How a private-public partnership improved response time Senior IRC management in New York had come to realise that, as the number of people affected by disasters and humanitarian crises grew, IRC's ability to provide timely and effective relief was being stretched to capacity. Identifying the problem When George Rupp and Lynn Fritz met in September , Rupp asked Fritz Institute to find ways to improve its response time - the time it takes from the announcement of an emergency somewhere in the world to the arrival of staff and supplies to the affected population.
This led to formulating objectives with IRC's management to: dramatically improve the procurement process so that in-country delivery of supplies occurs within 72 hours of a needs assessment following an emergency; reduce the process of purchase requisition to purchase order placement to 24 hours; and develop standards and tools so that improvements can be monitored and accurate data on all logistics functions gathered on an ongoing basis.
Solutions and benefits The Team then suggested an alternative process with a list of benefits to IRC and its beneficiaries associated with each recommended change. The key components of the supply chain solutions included several fundamental changes in the way the IRC manages its procurement process: It was proposed that the organisation move from ad hoc purchases to month supplier agreements wherever possible.
Agreements with suppliers were to be modified to include clauses for hour delivery times in emergencies, which would eliminate the need for contingency stocks and therefore the network of warehouses. A standard catalogue was developed to facilitate the accurate communication of orders from the field, which were often incomplete. Standard measurements for reliability, responsiveness, efficiency and value of suppliers were introduced to monitor the supply chain activities and to highlight improvements and bottlenecks.
The partnership between IRC, Fritz Institute and private industry is an excellent model to enable the humanitarian sector to benefit from world-class best-known methods, and bypass many of the critical hurdles that top logistics and materials organisations have learned the hard way.
I cannot begin to tell you how important that process has been to IRC. Gerald Martone, Director of Emergency Response, IRC At the end of the assessment at IRC's office, Assessment Team members walked away satisfied with the improvements that the collaboration had achieved in the logistics and supply chain activities based on proven experience and few new resources. Notes a leading global provider of electronics manufacturing and integrated supply chain services Fritz Institute brings private sector experts to enhance the performance of humanitarian organizations.
These services are offered free of charge. For more information, please contact Anisya. Thomas fritzinstitute. Humanitarian relief: struggling to make the news agenda According to a March study by Reuters AlertNet and Fritz Institute, a lack of reporters assigned to cover humanitarian crises, together with little or no funding available for field visits to crisis sites, means that humanitarian relief is low on the news agenda.
The impact is already being felt and we are energised by the changes. Fritz Institute brings private sector experts to enhance the performance of humanitarian organizations.
Journal of Humanitarian Logistics and Supply Chain Management
This contributed volume combines conceptual and strategic research articles dealing with the "why" and "to what end" of sustainable operations in humanitarian logistics, as well as operational research contributions regarding the "how" from the United Nations as well as from researchers and organizations from different countries Germany, Australia, Singapore, Netherlands, Italy, Denmark, Jordan. The target audience primarily comprises research experts, decision makers and practitioners in the field, but the book may also be beneficial for graduate students. Erweiterte Suche. Springer Professional. Sustainability in Humanitarian Logistics—Why and How? Concepts in humanitarian logistics have been a field of increasing interest as well as research and publication activities in the last decade, especially triggered by the response and logistics failures of the Haiti earthquake. Since then, many things have changed, inside humanitarian organizations NGOs with more professional logistics management and preparedness concepts as well as within government organizations, namely the UN organizations with the OCHA coordination effort in order to improve global alignment of humanitarian logistics assets and processes.
Mathematical Models in Humanitarian Supply Chain Management: A Systematic Literature Review
Download full program. Register to this course. In emergency context supply chain is a crucial aspect for the implementation of humanitarian interventions or more in general in the humanitarian assistance. Notably, supply chain management encompasses the planning and management of all activities, from the expression of the needs till the end user of the goods or services. Also, it includes coordination and collaboration with channel partners, which can be program department internal , suppliers, intermediaries, third party service providers, and beneficiaries external. Therefore, this course aims at enhancing knowledge and capacities on the organization of the supply chain process with a focus on practical tools and case studies of humanitarian initiatives. Who is this course for? Methodology The course will be delivered in Live on-live modality: it will use interactive methodologies and multimedia tools, virtual work groups, review and discussion of case studies, video and lectures. The participants will be provided with a learning package at the end of the course and pre-lecture readings.
Thousands of dedicated staff channel their expertise and use all means at their disposal — trucks , planes , ships , helicopters and even amphibious vehicles — to ensure that vast quantities of food and other essential items reach those who need them most. We work with governments and NGOs, with suppliers and local communities. We engage businesses and smallholder farmers. We invest in local economies, markets and the private sector. By prioritizing local companies and national first responders as much as possible , for both our emergency assistance and our resilience-building projects, we contribute to more sustainable agricultural systems , more dynamic retail sectors , more robust transport networks.
Humanitarian supply chains
The overall aim of the module is to explain the purpose and value of humanitarian organizations and supply chains within the society. Students will gain a deeper understanding of the similarities and differences between commercial and humanitarian operations by discussing the trade-offs in decision making through social and financial frames of reference. As a whole, this module sets out to provide a holistic strategic view of social enterprises through a comprehensive discussion of critical operational issues pertaining to performance, risk, strategy and sustainability. The potential guest speakers are as follows:. The student-devised project for the 30 CATS assessment will offer an opportunity for students to work in collaboration with the tutor and to create a piece of work that offers a solution to a controversial topic or question that has interested them during the module. Students are encouraged to undertake their own research utilising methodologies presented during the module.
Supply Chain Management with Humanitarian Challenges MSc
Delivery of appropriate supplies, in the required amounts, at the appropriate places and time when required in good condition are the basic tasks of logistics and supply chain management. In times of crisis there is need for relief services and the same crises cause disruption to transportation services a major impediment in logistics. The course is intended to provide students with an understanding and practical use of global logistics and supply chain management in disaster management.
Sustainable Operations and Humanitarian Supply Chains (IL917)RELATED VIDEO: Supply Chain in the Humanitarian Context
Supply chains are key in the delivery of humanitarian aid. Ranging from topics such as transparency and localization, we must consider what are the primary challenges and solutions faced by the humanitarian sector. While the humanitarian sector aims to provide aid, we must consider how this can be done in a sustainable manner while analysing how to assist local organisations. Our supply chain management board is composed of experts from international institutions and INGOs who work in the logistical requirements for humanitarian organisations, providing us with key insights into the sector. After a brilliant career in the private sector, she decided to move into the non-profit in relocating to Cambodia and working for a Swiss NGO.
Supply chain in Humanitarian action
You will report directly to the Regional Humanitarian Adviser. How you can make a difference: UNFPA is the lead UN agency for delivering a world where every pregnancy is wanted, every childbirth is safe and every young person's potential is fulfilled. UNFPA is investing in Humanitarian Supply Chain Preparedness through building regional and national logistics expertise to improve effectiveness and efficiency of the commodities that UNFPA uses in emergencies and to identify innovative, more effective and environmentally-sustainable supply chains through qualified Humanitarian Logisticians at the regional level. In a world where fundamental human rights are at risk, we need principled and ethical staff, who embody these international norms and standards, and who will defend them courageously and with full conviction. UNFPA is seeking candidates that transform, inspire and deliver high impact and sustained results; we need staff who are transparent, exceptional in how they manage the resources entrusted to them and who commit to deliver excellence in programme results.
Meet our supply colleagues
Amplifying supply chain excellence in theory and practice for the benefit of humanity. CHORD aims at bringing together the best of two worlds by combining top-class academic research and education with operational training and consulting excellence. The Center is backed up by extensive outreach and field presence through 4 regional HELP offices and forms a unique offering in the humanitarian and development context. As a thought-leading hub, CHORD is delivering innovative logistics and supply chain solutions validated by rigorous research methods to improve social and economic progress in developing countries.