Table VI Humanitarian logistics: new... | Emerald Publishing

Table VI

Humanitarian logistics: new trends and their impacts on an increasing service orientation

Trend	Impact of trend	Service impact on IHOs	Service opportunities
Cash for transfer	Beneficiaries now have purchasing power Increasing array of financial platforms	New market with stronger value proposition Technological development provides new consumer segment	Platforms needed to be developed Growth opportunities Changing needs of donors
Funding	Pooled funding – centralise emergency response fund (CERF)	New service offering enabled by partnering to co-produce value	Social media Crowdfunding
Cluster	Improved coordination Information sharing Involvement of local community	Introduction of service dominant offering Building and maintaining communities as platforms for engagement and co-development Deeper understanding of the user experience	New service offerings enabled by partnering to co-produce value Building (strategic) alliances with “competitors” to develop business opportunities Building dynamic capabilities by integrating and reconfiguring resources
Mobile technologies	Tracking in needs assessment and capability-vulnerability assessments	Move towards CTPs Supply chain visibility Infrastructure assessment and mapping en route Deeper understanding of beneficiary needs	Mobile banking Tracking and tracing
Emergency staff surge capacity	Flexibility of HL Integrated IHO-supplier teams Extended understanding of HL outside of the sector High job rotation and staff fluctuation	Training non-IHO staff on HL activities	HL training required for surge staff Databases/rosters of qualified personnel Volunteer management
Stockpiling of goods in strategic locations	Higher level of preparedness Speed of response Standardisation of items	Inventory pre-positioning Warehousing services Packing, and kitting in warehouses Development of inter-agency kits	Warehousing services Packing, labelling, kitting services Postponement strategies Development of enterprise resource planning (ERP) systems for HL

Trend	Impact of trend	Service impact on IHOs	Service opportunities
Cash for transfer	Beneficiaries now have purchasing powerIncreasing array of financial platforms	New market with stronger value propositionTechnological development provides new consumer segment	Platforms needed to be developedGrowth opportunitiesChanging needs of donors
Funding	Pooled funding – centralise emergency response fund (CERF)	New service offering enabled by partnering to co-produce value	Social mediaCrowdfunding
Cluster	Improved coordinationInformation sharingInvolvement of local community	Introduction of service dominant offeringBuilding and maintaining communities as platforms for engagement and co-developmentDeeper understanding of the user experience	New service offerings enabled by partnering to co-produce valueBuilding (strategic) alliances with “competitors” to develop business opportunitiesBuilding dynamic capabilities by integrating and reconfiguring resources
Mobile technologies	Tracking in needs assessment and capability-vulnerability assessments	Move towards CTPsSupply chain visibilityInfrastructure assessment and mapping en routeDeeper understanding of beneficiary needs	Mobile bankingTracking and tracing
Emergency staff surge capacity	Flexibility of HLIntegrated IHO-supplier teamsExtended understanding of HL outside of the sectorHigh job rotation and staff fluctuation	Training non-IHO staff on HL activities	HL training required for surge staffDatabases/rosters of qualified personnelVolunteer management
Stockpiling of goods in strategic locations	Higher level of preparednessSpeed of responseStandardisation of items	Inventory pre-positioningWarehousing servicesPacking, and kitting in warehousesDevelopment of inter-agency kits	Warehousing servicesPacking, labelling, kitting servicesPostponement strategiesDevelopment of enterprise resource planning (ERP) systems for HL