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Case Studies by Joachim Mikalsen

3 case studies

by Publication Date
published: 25 Mar 2019

  • Topic: Operations

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Abstract:
In the aftermath of the Sulawesi earthquake and tsunami in 2018, lives are at stake, infrastructure is damaged, coordination is limited and information is scarce. It is in this environment that humanitarian organizations have to operate in order to assist affected people in disaster-struck areas. The case follows the complex challenges confronting an international non-governmental organization (INGO) organizing a disaster response from HQ to provide aid to the victims in Indonesia.

Pedagogical Objectives:
• Explore how humanitarian logistics resembles and deviates from supply chains in the commercial sector. What can business learn from such operations and what can it teach? • Understand the importance of preparedness in humanitarian supply chains, especially the need for building local capacity. • Grasp the complexity of delivering supplies in a disaster setting. • Explain the issue of material convergence and how coordination is vital to ensure that emergency relief items flow properly through the supply chain. • Reflect on the effects of strict national regulations on international humanitarian assistance.

Keywords:
Disaster Response, Humanitarian Logistics, Supply Chain Management, Natural Disaster, Sulawesi Earthquake, Tsunami, Access Control, Government Regulation, Material Convergence, Humanitarian Supply Chain, Indonesia

published: 15 Dec 2017

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Abstract:
Agility is often mentioned but seldom defined or clearly illustrated. This case discusses UNICEF’s response to the sudden disruption of its aid supply chain to Yemen after the bombing started in 2015. It illustrates how a forwarding hub was quickly established in Djibouti and dhow vessels were used to reach small Yemeni ports from there. The case analyzes the supply chain, the organizational and strategic aspects of agility and discusses how UNICEF can further develop its strategic agility as an organizational capability. It can be used in supply chain and strategy classes, as well as classes on change management and fast decision making processes in organizations.
Part A outlines the events leading up to the Yemen Crisis and presents the challenges faced by UNICEF. Part B then describes UNICEF’s response to the crisis. Part B is restricted to instructors but can be distributed to students as well. The same goes for the supplementary teaching note, which gives an analysis of the response with regard to strategic agility.

Pedagogical Objectives:
Agility is required in dynamic environments but poorly understood. This case tries to explain how an organization has built multiple elements of agility in its supply chain and organization over the years and has been able to deploy them fully in a recent crisis. It explains what the basic building blocks of agility are and how an organization can develop an overall strategic capability by combining these components into a strong competitive advantage. The setting is a crisis in humanitarian aid due to a conflict and the organization is UNICEF.

Keywords:
Humanitarian Logistics, Emergency Aid, Strategic Agility, Supply Chain Management, Change Management, Sudden Change, Humanitarian Organization, Agility, Humanitarian Relief, Disaster Relief, Strategic Sensitivity, Collective Commitment, Resource Fluidity

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published: 15 Dec 2017

Show details ...

Abstract:
Agility is often mentioned but seldom defined or clearly illustrated. This case discusses UNICEF’s response to the sudden disruption of its aid supply chain to Yemen after the bombing started in 2015. It illustrates how a forwarding hub was quickly established in Djibouti and dhow vessels were used to reach small Yemeni ports from there. The case analyzes the supply chain, the organizational and strategic aspects of agility and discusses how UNICEF can further develop its strategic agility as an organizational capability. It can be used in supply chain and strategy classes, as well as classes on change management and fast decision making processes in organizations.
Part A outlines the events leading up to the Yemen Crisis and presents the challenges faced by UNICEF. Part B then describes UNICEF’s response to the crisis. Part B is restricted to instructors but can be distributed to students as well. The same goes for the supplementary teaching note, which gives an analysis of the response with regard to strategic agility.

Pedagogical Objectives:
Agility is required in dynamic environments but poorly understood. This case tries to explain how an organization has built multiple elements of agility in its supply chain and organization over the years and has been able to deploy them fully in a recent crisis. It explains what the basic building blocks of agility are and how an organization can develop an overall strategic capability by combining these components into a strong competitive advantage. The setting is a crisis in humanitarian aid due to a conflict and the organization is UNICEF.

Keywords:
Humanitarian Logistics, Emergency Aid, Strategic Agility, Supply Chain Management, Change Management, Sudden Change, Humanitarian Organization, Agility, Humanitarian Relief, Disaster Relief, Strategic Sensitivity, Collective Commitment, Resource Fluidity

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