A review of lean and agile management in humanitarian supply chains: analysing the pre-disaster and post-disaster phases and future directions
Upadhyay, Arvind 
ORCID: https://orcid.org/0000-0002-6906-5369, Mukhuty, Sumona, Kumari, Sushma, Garza-Reyes, Jose Arturo ORCID: https://orcid.org/0000-0002-5493-877X and Shukla, Vinaya ORCID: https://orcid.org/0000-0002-2546-4931
(2022)
A review of lean and agile management in humanitarian supply chains: analysing the pre-disaster and post-disaster phases and future directions.
Production Planning & Control, 33
(6-7)
.
pp. 641-654.
ISSN 0953-7287
[Article]
(doi:10.1080/09537287.2020.1834133)
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- Final accepted version (with author's formatting)
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Abstract
Disasters have quadrupled over the last two decades leading to unprecedented loss of life. The objective of disaster-focussed humanitarian supply chains (HSCs) is to ensure saving maximum lives with limited resources; despite severe uncertainties. Therefore, significant research has investigated lean and agile in HSCs; to effectively source and speedily deploy resources, with minimum wastage; in each disaster life-cycle phase. However, the literature and research findings are currently highly disjointed regarding how lean and agile principles may be aligned with different HSC activities in the disaster management lifecycle; and do not provide a collective understanding for practitioners and researchers. This paper reviews and organises the literature on HSCs in relation to lean and agile paradigms, focussing on the pre-disaster (mitigation and preparedness) and post-disaster (response and recovery) phases. Findings reveal, all phases benefit from both lean and agile, with agile benefitting the response phase most. The phases are inter-dependent and identifying optimum decoupling points for lean and agile principles are crucial. Majority research has focussed on individual or a couple of phases. Therefore, authors recommend research on integrating the functions of the different phases by employing lean and agile principles, to generate rapid response, economies of scale and cost minimisation.
| Item Type: | Article |
|---|---|
| Additional Information: | Special Issue: Operational Improvement Programs for Humanitarian Operations |
| Keywords (uncontrolled): | Management Science and Operations Research, Strategy and Management, Industrial and Manufacturing Engineering, Computer Science Applications |
| Research Areas: | A. > Business School |
| Item ID: | 31308 |
| Notes on copyright: | This is an Accepted Manuscript of an article published by Taylor & Francis in Production Planning & Control on 21 Oct 2020, available at: http://www.tandfonline.com/10.1080/09537287.2020.1834133 |
| Useful Links: | |
| Depositing User: | Jisc Publications Router |
| Date Deposited: | 30 Oct 2020 08:28 |
| Last Modified: | 06 Jun 2022 15:43 |
| URI: | https://eprints.mdx.ac.uk/id/eprint/31308 |
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