Performance measurement in humanitarian relief chains

Abstract

Purpose

The purpose of this paper is to compare performance measurement in the humanitarian relief chain with performance measurement in the commercial supply chain, develop performance metrics for the humanitarian relief chain, and present a framework that can be used as a basis for a performance measurement system in the relief sector.

Design/methodology/approach

The performance measurement analysis is developed through extensions on an existing performance measurement framework. Details regarding relief chain system were obtained through off‐site and on‐site interviews with relief professionals from World Vision International.

Findings

The paper finds that this work yielded: a comparison of performance measurement in the humanitarian relief chain with performance measurement in the commercial supply chain, new performance metrics for the humanitarian relief chain, and a performance measurement framework for the relief chain.

Research limitations/implications

The paper shows that future work includes performance measurement in community involvement and empowerment, performance measurement in community development, performance measurement in the combined relief and development mission, and understanding the role and impacts of cooperation and coordination in the relief chain.

Practical implications

This paper provides a practical procedure for developing effective performance measurement systems for relief logistics processes.

Originality/value

The paper presents to humanitarian relief professionals a new approach to performance measurement for relief logistics and to researchers in supply chain performance a comparison and contrast between performance measurement for relief and performance measurement in the commercial chain, new performance metrics for the relief chain, and implications for modern, quick‐response supply chains.

Citation

Beamon, B.M. and Balcik, B. (2008), "Performance measurement in humanitarian relief chains", International Journal of Public Sector Management, Vol. 21 No. 1, pp. 4-25. https://doi.org/10.1108/09513550810846087