Influence of the Facilitators on the Relationship between UNICEF and Its LSPs

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Humanitarian Logistics

Humanitarian logistics can be defined as “an umbrella term for a mix array of operations” (Kovacs & Spens, 2007, p. 99). Logistics refers to getting the rights goods to the right place delivered to the right people at the right time (Ballou, 2007). Several authors have advocated that in the case of disaster relief operations, more than 80% of the actions humanitarian organizations take are related to logistics (Trunick, 2005). Therefore, humanitarian organizations are now aiming for a “slick, efficient and effective way of managing their operations” (Van Wassenhove, 2006, p. 475). This is often commonly referred to as creating a need for effective and efficient supply chain management (Beamon & Kotleba, 2006). 9 An efficient supply chain encompasses the five B’s: boxes, bytes, bucks, bodies and brains (Tomasini & Van Wassenhove, Humanitarian Logistics, 2009b). These five elements represent the different flows of a supply chain. Boxes make reference to the flow of products and goods, whereas bytes represent information flows. Bucks represent the financial flows that occur all along managing a supply chain, and bodies are portrayed throughout all the manpower that is deployed within the different processes. Finally, brains refer to the flows of abilities and skills people have, so as to be able to adapt to any supply chain in any situation.

Humanitarian Logistics vs. Commercial Logistics

A sharp difference exists between the way the logistics is perceived between the business sector and the humanitarians. On the one hand, the business sector sees the function as a planning framework for the management of material, service, information and capital flows that includes complex information, communication and control systems (Van Wassenhove, 2006; Langley et al., 2008). On the other hand, humanitarians seem to lack a clear definition of what logistics entails. The Fritz Institute highlighted this fact in the beginning of the XXI century when the question was raised amongst humanitarians (Van Wassenhove, 2006). A common definition given by humanitarians presents logistics as “the processes and systems involved in mobilizing people, resources, skills and knowledge to help people affected by disasters” (Van Wassenhove, 2006, pg. 476). Consequently, we see here that the perception of the logistics function differs between humanitarian organizations and its for-profit partners. The private sector takes advantage of the competitive market in which it evolves, where performance is mainly rewarded throughout internal incentives and increases in revenues 10 and profits (Murphy & Jensen, 1998). However, humanitarians evolve in a “market” where there exists no “real” competition, since the main objective is to save lives. Additionally, the environment that surrounds the two markets is clearly distinct. In the humanitarian context, organizations have to deal with constant pressure, a volatile climate, complicated operating conditions, many stakeholders and high staff turnover (Van Wassenhove, 2006). In relation to high staff turnover, an example that perfectly illustrates this situation is the fact that each year, about one in three field staff quits because of burnout (Gustavsson, 2003).

Logistics & Disaster Relief Operations

Through research conducted by the Fritz Institute, Thomas (2003) suggests three main reasons explaining the importance of logistics specific to disaster relief operations. First, it links the preparation phase to the immediate response phase of disaster relief operations by way of effective procurement procedures, supplier relationships, prepositioned stock and knowledge of local transport conditions. Kovacs & Spens (2007) indicate that humanitarian organizations often form relationships with their suppliers and have long-term purchasing agreements because of commonly needed items amongst natural disasters. Second, the ability of logisticians to procure, transport and receive supplies at the site demanding humanitarian relief depends mostly on the speed of response which involve health, food, shelter, water and sanitation interventions. Third, the data received after every stage of previous relief efforts is documented by the logistics department and therefore play a crucial role in post-event learning. The success or failure of a disaster relief operation heavily depends on the accuracy of an information system (Long, 1997). Therefore, information technology is crucial to humanitarian efforts. Whereas it is known that IT does play a major role when it comes to improving supply chain efficiency, and at the same time reduce costs, we begin to see here all the benefits for-profit organizations can actually provide to humanitarian organizations.

Collaboration & Coordination

Russell (2005) states that humanitarian relief organizations frequently use the terms collaboration and coordination interchangeably. The terms can be differentiated and distinguished more specifically based on the strength of the relationship among actors involved. Balcik et al. (2010) suggest that the term “coordination” is more often associated within the relief community, which is defined as the relationship and interaction among different actors operating with the relief environment. To coordinate suggests resource and information sharing, centralized decision making, conducting joint projects, regional division of tasks, or a cluster-based system in which each cluster represents a different sector area (e.g. food, water, sanitation, and information technology).

Form a Relationship: The Partnership Model

Using partnership within a supply chain seeks to find and maintain a certain competitive advantage (Mentzer, Soonhong, & Zacharia, 2000). Within the humanitarian sector, cooperation between the different actors is of extreme importance to the effectiveness of the disaster relief operations (Stephenson, 2005). This research uses a relationship model suggested by Lambert & Knemeyer (2004). It is composed of four distinct parts: drivers, facilitators, components and outcomes. The combination between drivers and facilitators triggers the decision to create or adjust a relationship. The terms relationship and partnership are here used interchangeably. Drivers refer to the different reasons that encourage two parties to form a partnership. Facilitators refer to the supportive environmental factors that enhance a partnerships growth. Components refer to the different processes and activities that are concerned. They build and sustain the relationship. Lastly, outcomes are the results from the formed relationship. Ideally, expectations are met (Lambert & Knemeyer, 2004).

Table of Contents :

• Acknowledgement
• Abstract

• 1 Introduction
  • 1.1 Background
  • 1.2 Problem Discussion
  • 1.3 Research Purpose
  • 1.4 Report Structure
• 2 Frame of Reference
  • 2.1 Humanitarian Context
  • 2.2 Humanitarian Relief Actors
    • 2.2.1 Presentation of the Different Actors
    • 2.2.2 A Focus on UN Aid Agencies
    • 2.2.3 A Focus on LSPs
  • 2.3 Humanitarian Logistics
  • 2.4 Humanitarian Logistics vs. Commercial Logistics
  • 2.5 Disaster Relief Operations
    • 2.5.1 Disasters, Types and Consequences
    • 2.5.2 Phases of Disaster Relief Operations
  • 2.6 Logistics & Disaster Relief Operations
  • 2.7 Collaboration & Coordination
  • 2.8 Form a Relationship: The Partnership Model
  • 2.9 Form a Relationship: Effective Relationships
  • 2.10 Synthesis – Research Model/Conceptual Framework
  • 2.11 Research Questions
• 3 Methodology
  • 3.1 Research Design
  • 3.2 Research Strategy
  • 3.3 Data Collection
    • 3.3.1 Conceptual framework
    • 3.3.2 Semi-Structured Interviews
    • 3.3.3 Development of Interview Questions
  • 3.4 Analysis Process
  • 3.5 Evaluation
    • 3.5.1 Reliability
    • 3.5.2 Validity
    • 3.5.3 Limitations
  • 3.6 Research Ethics
• 4 Empirical Findings
  • 4.1 Case Background
  • 4.2 UNICEF
  • 4.3 WFP
  • 4.4 UNICEF Mozambique – Management Level
    • 4.4.1 Drivers and Outcomes
    • 4.4.2 Facilitators
    • 4.4.3 Constraints
    • 4.4.4 Components
  • 4.5 UNICEF Mozambique – Logistics Level
    • 4.5.1 Drivers and Outcomes
    • 4.5.2 Facilitators
    • 4.5.3 Constraints
    • 4.5.4 Components
  • 4.6 UNICEF Mozambique – Anonymous Informant
    • 4.6.1 Drivers and Outcomes
    • 4.6.2 Facilitators
    • 4.6.3 Constraints
    • 4.6.4 Components
  • 4.7 WFP Mozambique – Logistics Level
    • 4.7.1 Drivers and Outcomes
    • 4.7.2 Facilitators
    • 4.7.3 Constraints
    • 4.7.4 Components
• 5 Analysis
  • 5.1 Influence of the Drivers and the Outcomes on the Relationship between UNICEF and It LSPs
  • 5.2 Influence of the Facilitators on the Relationship between UNICEF and Its LSPs
    • 5.2.1 Compatibility of Corporate Culture
    • 5.2.2 Compatibility of Management Philosophy
    • 5.2.3 Complementarity of Capabilities
    • 5.3 Influence of the Constraints on the Relationship between UNICEF and Its LSPs
    • 5.3.1 Sudden Massive Workload and Findings
    • 5.3.2 Need for Trust among the Actors and Findings
    • 5.3.3 Political Interests of the Different Actors and Findings
  • 5.4 Influence of the 11 Components on the Relationship between UNICEF and Its LSPs
    • 5.4.1 Time to Build
    • 5.4.2 Contact Intensity
    • 5.4.3 Contact Familiarity
    • 5.4.4 Degree of Formality
    • 5.4.5 When to Build
    • 5.4.6 Groups Joined/Formed
    • 5.4.7 Degree of Simplicity
    • 5.4.8 Adherence to Principles
    • 5.4.9 Symmetry of Players
    • 5.4.10 Compatibility
    • 5.4.11 Complementarity
  • 5.5 The Conceptual Framework after Research
    • 5.5.1 The Conceptual Framework Modified
    • 5.5.2 Summary of the Components
• 6 Conclusion
  • 6.1 Research Conclusion
  • 6.2 Theoretical Contributions
  • 6.3 Final Reflections
  • 6.4 Managerial Contributions
  • 6.5 Suggestions for Future Research
  • List of References

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Humanitarian Relief Organizations and Its Relationship with Logistics Service Providers