Characteristics of humanitarian operations that affects the purchasing of relief items
| Characteristics of humanitarian operations affecting the purchasing of relief items | Criteria | Reference |
|---|---|---|
| The purpose of procurement in humanitarian operations is to ensure the supply of relief items needed to meet the demands of each disaster | No. 1. Impact of the lack of the item on providing humanitarian aid | Blecken (2010), Torabi et al. (2018) |
| Humanitarian organizations face intense competition for donations | No. 2. Attractiveness of the item to receive donations | Oloruntoba and Gray (2009) |
| Donors have become increasingly demanding of the efficient allocation of resources | No. 3. Purchase volume (in financial terms) | Van Wassenhove (2006) |
| The purpose of a humanitarian organization is to provide humanitarian aid to disaster victims | No. 4. Number of beneficiaries served by the item | Ertem et al. (2010), Torabi et al. (2018) |
| Humanitarian organizations usually operate in various disasters occurring in several different locations | No. 5. Number of locations served by the item | Taupiac (2001), Torabi et al. (2018) |
| Humanitarian organizations usually receive a high volume of gifts-in-kind donations, frequently used in disaster response | No. 6. Volume of gifts-in-kind donations received and used | Çelik et al. (2012), Piotrowicz (2018) |
| Humanitarian organizations tend to diversify their supply bases, promoting competitive bidding processes to avoid dependence on a single supplier | No. 7. Number of available suppliers in the market | Herlin and Pazirandeh (2012), Shokr and Torabi (2017), Torabi et al. (2018) |
| No. 8. Entry barriers to new suppliers in the market | ||
| Demand for relief items is sudden, with large quantities and short lead times for different items, and difficult to forecast | No. 9. Difficulty of forecasting demand for the item | Balcik and Beamon (2008), Torabi et al. (2018) |
| No. 10. Suppliers’ flexibility (in coping with variations in demand) | ||
| The lead time in humanitarian operations should be virtually 0 and can mean the difference between life and death | No. 11. Lead time | Balcik and Beamon (2008), Shokr and Torabi (2017) |
| Regions affected by disasters become remote, with limited transportation capacity and temporary installations along the chain | No. 12. Logistics complexity related to the item (storage and delivery conditions) | Thomas and Kopczak (2005); Balcik and Beamon (2008), Shokr and Torabi (2017), Piotrowicz (2018) |
| Characteristics of humanitarian operations affecting the purchasing of relief items | Criteria | Reference |
|---|---|---|
| The purpose of procurement in humanitarian operations is to ensure the supply of relief items needed to meet the demands of each disaster | No. 1. Impact of the lack of the item on providing humanitarian aid | |
| Humanitarian organizations face intense competition for donations | No. 2. Attractiveness of the item to receive donations | |
| Donors have become increasingly demanding of the efficient allocation of resources | No. 3. Purchase volume (in financial terms) | |
| The purpose of a humanitarian organization is to provide humanitarian aid to disaster victims | No. 4. Number of beneficiaries served by the item | |
| Humanitarian organizations usually operate in various disasters occurring in several different locations | No. 5. Number of locations served by the item | |
| Humanitarian organizations usually receive a high volume of gifts-in-kind donations, frequently used in disaster response | No. 6. Volume of gifts-in-kind donations received and used | |
| Humanitarian organizations tend to diversify their supply bases, promoting competitive bidding processes to avoid dependence on a single supplier | No. 7. Number of available suppliers in the market | |
| No. 8. Entry barriers to new suppliers in the market | ||
| Demand for relief items is sudden, with large quantities and short lead times for different items, and difficult to forecast | No. 9. Difficulty of forecasting demand for the item | |
| No. 10. Suppliers’ flexibility (in coping with variations in demand) | ||
| The lead time in humanitarian operations should be virtually 0 and can mean the difference between life and death | No. 11. Lead time | |
| Regions affected by disasters become remote, with limited transportation capacity and temporary installations along the chain | No. 12. Logistics complexity related to the item (storage and delivery conditions) |
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