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Case Studies by Alfonso Pedraza Martinez

4 case studies

by Publication Date
published: 30 Jan 2017

  • Topic: Operations
  • Region: Global

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Abstract:
Decentralized supply chains - with a greater number of hubs and depot locations – are designed to be more responsive to disasters around the globe by getting primary relief items such as food, water and medicines to beneficiaries quickly. This case explores the centralized vs. decentralized tradeoff for the secondary support supply chain of an international humanitarian organization (IHO). Using data from a real organization (unnamed), it asks whether supply chains for secondary support items should be the same as those for primary relief goods, and how earmarked funds impact the supply chain configuration. It presents information on donations, secondary support demand and response in mega disasters, and optimized data and simulation results. These allow for extensive data analytics, interpretation, and Excel modeling skills to be utilized, as well as students’ intuition.

Pedagogical Objectives:
1. Understanding the trade-offs between centralized and decentralized humanitarian supply chains; 2. The impact of earmarked funding on humanitarian supply chains and decision making; 3. Differences between humanitarian and commercial supply chains; 4. Variations in humanitarian demand: the supply chain for food and water may differ from that of 4WD support vehicles and building supplies.

Keywords:
Humanitarian Logistics, Global Supply Chain, Global Facility Location, Global Supply Chain Network Configuration, Temporary Hubs, Earmarked Funding

published: 29 Mar 2012

  • Topic: Operations
  • Industry: Humanitarian sector
  • Region: Global

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Abstract:
Managing projects in decentralised organisations is challenging. IHO is a medium-sized international humanitarian organisation. To improve fleet management in IHO, the goal is to implement vehicle tracking technology. A successful pilot project is followed by a failed rollout. The case examines the managerial and organisational issues affecting the project’s performance.

Pedagogical Objectives:
1. Examine the challenges of project management in a decentralised (humanitarian) organisation operating in an atypical (developing world) context. 2. Highlight the managerial issues affecting a project rollout involving two parties (the logistics function and relief and development programmes in the field) with diverging objectives. 3. Provide a basis for discussion on the transfer of best (management) practices between the humanitarian and private sectors.

Keywords:
Project Management with Uncertainty, Decentralised Decision-Making, Humanitarian Logistics, Fleet Management, Operations in Emerging Economies, Performance Measurement

published: 30 Sep 2009

  • Topic: Operations
  • Industry: Automobile
  • Region: Global

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Abstract:
Denmark-based Kjaer Group had supplied vehicles and services to humanitarian fleets since 1977. In 2005, in an effort to differentiate their value proposition from that of other suppliers to the sector, they devised an integral fleet management solution, thereby moving from a product to a service based offering (servicising) for their customers. This case looks at the key issues involved in making such a transition in an atypical context. Challenges for Kjaer Group included: pinpointing humanitarian organisations’ real needs, identifying who within the client organisations had decision-making authority to implement the solution, and overcoming the traditional suspicion felt by humanitarians towards the private sector.

Pedagogical Objectives:
a) To demonstrate how servicising can be a valuable option for a firm faced with saturation of their core market (Sawhney, Balasubramanian, Krishnan, 2004) b) To highlight the difficulties involved in accurately assessing the needs of the humanitarian sector c) To explore the main customer-related challenges as the firm makes the transition from a product to a service based offering d) To examine the challenges in securing the uptake of a new concept (servicising) by a known but unfamiliar sector.

Keywords:
Servicising, Fleet Management, Humanitarian Operations, Humanitarian/private Sector Collaboration, Decision Making

published: 30 Sep 2009

  • Topic: Operations
  • Industry: Public sector, NGO, International Organizations
  • Region: South America

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Abstract:
This case describes the relief supply chain in the initial 72 hours following a large-scale natural disaster. Taking the earthquake in Armenia as an example, we use the Fritz Institute Framework, published in 2005, to draw a parallel between two response systems: the Colombian government response and the National Society of the Red Cross, part of the Red Cross Movement based in Geneva.

Pedagogical Objectives:
The main objective of this case is to show the complexity of relief operations during the response to large-scale disasters using a supply chain approach. It also shows the effect of problems with coordination and information dissemination on relief operations during the first week of response after the quake.

Keywords:
Humanitarian Logistics, Disaster Management, Disaster Response, Relief Chain, Supply Chain Management

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