Expected vs actual implications of applying CRM in humanitarian supply chains
| Humanitarian activity | Expected implications of implementing CRM (see Sabri, 2018) | Implications from the present collaborative research case study |
|---|---|---|
| Logistics management | Provides deeper involvement of researchers in the deployment process as well as in the allocation of resources | Full improvement of the logistics process at the affected location and the packaging process starting from the supplier side |
| Stakeholders’ management | Establishing high levels of trust among different stakeholders, which helps in planning for long-term agreements and partnerships | The collaboration granted the research team full access to rich and high-quality data for almost 2 years. The positive evaluation of the implementation has improved the trust levels A greater supplier involvement was detected |
| Post-disaster management | Improving back-office preparedness and front-office response to disasters and post-disaster events | No evidence |
| Donations management | A better analysis and improving of critical needs forecasting values, and better demand sensing | No evidence |
| Affected location management | Overcoming issues of communication and lack of coordination of different stakeholders | Increased awareness and inclusion |
| Humanitarian activity | Expected implications of implementing CRM (see | Implications from the present collaborative research case study |
|---|---|---|
| Logistics management | Provides deeper involvement of researchers in the deployment process as well as in the allocation of resources | Full improvement of the logistics process at the affected location and the packaging process starting from the supplier side |
| Stakeholders’ management | Establishing high levels of trust among different stakeholders, which helps in planning for long-term agreements and partnerships | The collaboration granted the research team full access to rich and high-quality data for almost 2 years. The positive evaluation of the implementation has improved the trust levels |
| Post-disaster management | Improving back-office preparedness and front-office response to disasters and post-disaster events | No evidence |
| Donations management | A better analysis and improving of critical needs forecasting values, and better demand sensing | No evidence |
| Affected location management | Overcoming issues of communication and lack of coordination of different stakeholders | Increased awareness and inclusion |