Humanitarian Supply chain Management (HSCM) is concerned with managing the efficient flow of aid materials, information and services to reduce the impact of disaster on human lives. Post 2004 Indian Ocean tsunami, the relief activities in India were not planned and executed properly. The purpose of this paper is to analyse the present situation existing to tackle a disaster, identify the gaps and suggest few mechanisms to overcome the gaps.
A situation‐actor‐process (SAP) learning‐action performance (LAP) model has been applied to analyze the HSCM activities in India. The “situation” represents the present scenario of the organization. Actors are the participants, influencing the situation to evolve different business processes. Based on SAP, various “learning” issues have been analyzed which lead to suitable “action” to be followed by impact of SAP on the “performance” of the supply chain of the organization.
Various issues that need attention are identification of the supply sources, co‐ordination among the actors, importance of a central authority, role of experienced SCM professionals, scarcity and abundance of the resources may be seen together, supply chain understanding in the disaster management and necessity of a financial supply chain.
The general model of SAP‐LAP is used to explain various issues of HSCM in a managerial context.
The SAP‐LAP model presents the situation of HSCM in India to actors who may initiate the relief operations. It also helps in identifying issues in the current method of operation. The synthesis of SAP leads to LAP, which helps in suggesting the improvement actions or the learning from the present situation, actors and processes.
The paper presents a novel approach to analyze qualitative issues of HSCM in a single model comprising various perspectives on activities undertaken during the relief operations, both prior to disaster and post disaster.
John, L. and Ramesh, A. (2012), "Humanitarian supply chain management in India: a SAP‐LAP framework", Journal of Advances in Management Research, Vol. 9 No. 2, pp. 217-235. https://doi.org/10.1108/09727981211271968Download as .RIS
Emerald Group Publishing Limited
Copyright © 2012, Emerald Group Publishing Limited