Supply Chain Network Planning for Humanitarian Operations During Seasonal Disasters Page: 10
The following text was automatically extracted from the image on this page using optical character recognition software:
stated linkages among partners (Thomas and Kopczak, 2005). In contrast, the common
objectives of these operations are to produce and deliver the right product, in the right amount, in
the right place, at the right price, and at the right time (Burcu et al., 2008). Although commercial
and humanitarian operations share such commonalities, they are distinct in many ways. Since the
time, location, type, and demand of these operations are different, these operations are managed
differently (Kovacs and Spens, 2009). Beamon (1998) addresses various supply chain measures.
Table 2-1 shows the relevance of several measures in the context of commercial and
humanitarian operations. Unlike the commercial operations, demand is highly unpredictable in
humanitarian operations. In commercial operations, partners fix the lead time; whereas in the
humanitarian operations, lead time is not within the control of partners because of the
randomness involved in the occurrence of the demand. Commercial supply chain employs a
well- established network; whereas, humanitarian supply chain networks do not even exist in
certain situations. Commercial operations adapt well-developed and validated inventory
techniques. In contrast, humanitarian operations do not have such well-developed and validated
techniques. Table 2-1 also shows the differences between commercial and traditional operations.
Table 2-1 Comparison between Commercial and Traditional Operations
Factors Commercial Operations Humanitarian Operations
Demand Relatively stable and predictable Random & unpredictable demand
Lead time Determined by partners Nearly zero lead time
Network Well defined Unknown network
Inventory Well defined techniques Techniques need to be defined
Objective Maximize profitability Minimize loss of life
Output measurement Profit /cost Serve at the right time and size
Partners Profit oriented corporations Not for profit making agencies
2.5 Current State of Research on Traditional Operations
In this section, I review literature relevant to random demand, order size, and forecast
updating. The pioneering work by Fisher and Raman (1996) addresses supply and demand
Here’s what’s next.
This dissertation can be searched. Note: Results may vary based on the legibility of text within the document.
Tools / Downloads
Get a copy of this page or view the extracted text.
Citing and Sharing
Basic information for referencing this web page. We also provide extended guidance on usage rights, references, copying or embedding.
Reference the current page of this Dissertation.
Ponnaiyan, Subramaniam. Supply Chain Network Planning for Humanitarian Operations During Seasonal Disasters, dissertation, May 2013; Denton, Texas. (https://digital.library.unt.edu/ark:/67531/metadc271880/m1/18/: accessed June 16, 2019), University of North Texas Libraries, Digital Library, https://digital.library.unt.edu; .