Agile and lean principles in the humanitarian supply chain

Abstract

PurposeThe purpose of this paper is to identify the specific stages of the humanitarian logistics process in which the agile and lean principles are needed.Design/methodology/approachTo achieve this purpose, the authors propose an original conceptual framework and apply it to evidence from a “best practice” case study in the humanitarian sector: the United Nations World Food Programme and its efforts in the Darfur (Sudan) crisis.FindingsAlthough several previous works introduced the agile principle as suitable for disaster relief, when and how to embrace the agile and lean principles remained unclear. This paper demonstrates the proper combination of the agile and lean principles in disaster relief phases. The correspondence is based on the coincidence of the objectives that arises in every stage and that each principle is capable of achieving.Research limitations/implicationsFurther empirical research is needed to support the framework and to enrich the results that arise from this first explorative work.Practical implicationsThe proposed framework is targeted at leading actors involved in the operation and planning of humanitarian logistics when a crisis emerges. This approach, which is based on the combination of the agile and lean principles, is not exclusive to the humanitarian sector. This perspective may be useful to create business logistics that address disruptions to traditional supply chain flows and other forces that disrupt logistics, production and information handling.Originality/valueThe paper clarifies how agility and leanness should be emphasised in specific stages of the humanitarian logistics process, to reach a higher level of effectiveness and efficiency when planning disaster relief.