Strategies for Improving Supply Chain Management in United Nation

Section 1: Foundation of the Study

In this study, I aimed to identify successful strategies that supply chain managers

of the United Nations (UN) apply to leverage operational performance in peacekeeping

programs. Some supply chain managers in the UN organization are not aware of supply

chain dynamic capabilities to improve operational performance. Through their relief

programs, humanitarian organizations, including the UN, are assisting affected

populations, especially in fragile and unpredictable places with inadequate infrastructure,

political instability, uncertainties, and challenging operational environments. Therefore,

understanding the strategies for leveraging operational efficiencies in the UN

peacekeeping missions resting on global partnerships can identify opportunities and allow

supply chain managers to respond and proceed with actions in an ever-changing and

disruptive environment (Teece, 2007). Additionally, understanding dynamic capabilities

might ensure donors, regulators, lending institutions, and auditors to provide the financial

contributions resulting in the operational continuity of humanitarian programs. Moreover,

by understanding the dynamic capabilities, supply chain managers could enhance

predictions for peacekeeping programmatic outcomes; improve strategic, tactical, and

operational decision making; facilitate collaboration among supply chain stakeholders;

and potentially improve disaster management logistics. However, Dubey et al. (2019)

posited that humanitarian supply chain operations have historically been considerably

behind compared to their commercial counterparts in operational efficiency and

effectiveness due to the high bureaucracy, decreased recognition, and understanding of

logistics functions.

Background of the Problem

Humanitarian organizations aim to establish international peace, security, and

development. The UN plays a central role in this endeavor. Multiple humanitarian

organizations, including the UN Peacekeeping organizations, UN agencies and programs,

and Non-Governmental Organizations (NGO), get involved in large-scale humanitarian

crises. The most intensive UN peacekeeping operations are in Africa and relate to

political instability, military conflicts, civil warfare, famines, and natural disasters.

Currently, there are 12 peacekeeping operations deployed on three continents led by the

UN Department of Peace Operations, consuming the budget of $6.58 billion provided by

the member states (UN, 2021). The UN member states providing financial support expect

humanitarian and peacekeeping interventions to continuously improve the challenging

situation in the UN host countries most effectively and efficiently.

The humanitarian community has been criticized for lacking coordination,

collaboration, and operational efficiencies (Sacristán-Díaz et al., 2018). Moreover,

donors' budget constraints intensify the pressure to improve the logistics of disaster

management and find strategies for the efficient performance of humanitarian supply

chains (Thiruchelvam et al., 2018). Although the supply chain concept has defined best

practices intending to ensure efficiencies, the supply chain managers lack an

entrepreneurial approach and understanding of dynamic capabilities to successfully

address disruptions and instability in the business environment and meet ever-changing

customers' needs (Aslam et al., 2020). Moreover, unforeseen humanitarian disasters such

as the latest pandemic are causing significant shifts in supply chain systems, thus

requiring a proactive approach with solid efficient strategies to enhance responsiveness in

humanitarian crises.

Problem Statement

The humanitarian operation's success is inextricably linked to the performance of

a supply chain that accounts for 60 to 80% of the expenses (Agarwal et al., 2019). Almost

65% of supply chain expense pertains to procurement activities and 15% to transportation

(Torabi et al., 2018). The general business problem is that some supply chain managers in

the UN organization are not aware of supply chain dynamic capabilities and how they can

improve operational performance. The specific business problem is that some executive

supply chain managers of the UN lack strategies to leverage operational performance in

peacekeeping programs.

Purpose Statement

The purpose of the qualitative multiple case study was to explore the strategies

that some executive supply chain managers of the UN use to leverage operational

efficiencies in peacekeeping programs. The target population comprised nine executive

level supply chain managers of the UN organization who have successfully implemented

strategies to leverage operational performance. The implications for positive social

change include the potential to effectively respond to communities affected by

humanitarian crises by supporting sustainability and peace, building dynamic capacity,

and fostering economic development (Haavisto & Kovács, 2014). As a result,

humanitarian agencies can remain operational and engage in political and conflict-

reduction interventions integral to economic, social recovery, and sustainability.

Nature of the Study

Yin (2018) identified three types of research methods: qualitative, quantitative,

and mixed. I used the qualitative method to explore supply chain management strategies

that leverage operational performance in the UN because a qualitative method enables

researchers to identify and understand a phenomenon, a process, a perspective, a

worldview, and the values of the people involved (see Creswell & Creswell, 2017). Next,

the qualitative methodology can contribute to a more profound understanding of the rich

text and thick descriptions with enhanced awareness of cultural differences to capture

vast possibilities, making it suitable for addressing the study purpose (see Tracy, 2019).

In contrast, a quantitative researcher examines variables’ characteristics or relationships

with a range of statistical and graphical techniques (Saunders et al., 2019). A mixed-

method study requires combining the qualitative and quantitative methods to substantiate

research findings and overcome individual bias (Saunders et al., 2019). However,

evaluating variables’ characteristics or relationships was not needed to address the

purpose of the study, which was to explore the strategies that some executive supply

chain managers of the UN use to leverage operational efficiencies in a peacekeeping

program. Therefore, neither the quantitative nor mixed-methods were appropriate for the

study, and I instead selected the qualitative method.

In qualitative research, there are several research designs. I considered using

phenomenology, ethnography, and case study designs. A phenomenological researcher

describes the meanings of the lived experiences of participants' lives (Creswell &

Creswell, 2017). Phenomenology was not an appropriate design for my research because

I did not intend to explore the meanings of people's life experiences. Ethnography is a

research design for exploring people's feelings, beliefs, views, behavior, and actions of a

cultural group in a natural setting (Creswell & Creswell, 2017; Fusch et al., 2017). I did

not want to limit my research to a specific culture because the UN is a multicultural

organization, so ethnography was not an adequate research design for the study. A case

study researcher typically seeks to answer "what," "how," and "why" questions, exploring

a phenomenon within the real-world context using multiple data sources in robust cross-

case analysis (Yin, 2018). I interviewed different supply chain managers to understand

the relevant phenomenon, which is relatively new and complex. Therefore, studying the

contemporary set of events over which I had little control qualified a multiple case study

design as the most appropriate design for my study.

Research Question

The research question was as follows: What strategies do executive supply chain

managers of the UN use to leverage operational performance?

Interview Questions

1. What are the key supply chain strategies you developed and implemented to

leverage operational efficiencies in the UN missions?

2. How did you select the strategies to improve operational performance?

3. How did you implement the supply chain strategies performance in your

organization?

4. Based upon your experience, what are the key benefits of strategies you

implemented on supply chain management in the peacekeeping mission?

5. What processes and tools do you have in your organization to implement

effective supply chain management performance strategies?

6. How did supply chain stakeholders in your organization support your

strategies?

7. What are the key challenges you experienced in achieving operational

excellence in supply chain management?

8. How did you address the key challenges to implementing the strategies for

leveraging operational performance in peacekeeping programs?

9. What other experiences in leveraging operation performance as a supply chain

manager have you had that you would like to share with me and that I have

not asked you about?

Conceptual Framework

I used the dynamic capability theory (DCT) as the conceptual framework for my

study to explain the foundation for developing and implementing successful strategies for

global humanitarian organizations exposed to numerous disruptions in rapidly changing

and unpredictable environments. Teece et al. first articulated the DCT in 1997,

suggesting that three core elements of dynamic capabilities are required in top

management: coordination or integration, learning, and reconfiguration. The dynamic

capability framework was built to address the critique of Porter’s five forces model

developed in in 1979 and the static approach of a resource-based view theory that was not

able to explain how resources and traditional factors such as quality control, cost

monitoring, and adopting best practices develop, reconfigure, and integrate into the

increasingly dynamic and uncertain environment (Teece, 2009).

Teece et al. (1997) further emphasized the importance of organizational

management as crucial in recognizing problems and trends, redirecting resources,

reshaping structures, realizing new opportunities, and addressing them. Therefore, the

DCT highlights three processes. The first process is “sensing,” which includes selecting

new technologies, encouraging innovation, and identifying target market segments. The

second process refers to seizing opportunities that embrace new business models,

avoiding biases and setting organizational boundaries. The third process manages threats

and reconfiguration of activities through the change of business structure and knowledge

management.

By using DCT, managers can identify opportunities, formulate a response, and

proceed with reconfiguration in ever-changing and disruptive times (Teece, 2007). The

supply chain managers of the UN operate in fragile and unpredictable places. Moreover,

the organization rests on a global partnership. Therefore, I expected that supply chain

managers could use DCT to delineate their strategies by focusing on change management

and contemporary knowledge-based management, resulting in a competitive advantage.

Operational Definitions

Big data: Big data has been defined as volume, velocity, variety, veracity, and

value of real-time data requiring rigid management and analytical techniques to draw

meaningful insights (Dubey et al., 2018b).

Disaster: Disasters are disruptions physically affecting the priorities and goals of

the system. Disasters can be natural and man-made (Bealt et al., 2016; Lu et al., 2018).

Humanitarian logistics: Humanitarian logistics is the part of supply chain

management that entails planning, controlling, and implementing the cost-effective

storage and flow of materials and information from the point of origin to the point of

beneficiary consumption. In a humanitarian context, the process includes mobilizing

people, resources, and knowledge to assist people affected by disaster (Makepeace et al.,

2017). While commercial logistics intend to minimize costs, humanitarian agencies aim

to reduce human suffering (Bealt et al., 2016).

Humanitarian organization: Humanitarian organizations are institutions whose

goal is to help beneficiaries in need without influencing the outcome of a conflict and

without favoring one group over another. Humanitarian organizations live by the

principles of humanity, neutrality, and impartiality (Lu et al., 2018).

Humanitarian supply chain: Humanitarian supply chain is a complex network of

supply chain activities and multiple stakeholders involved in relief operation described as

a two-way dialogue between humanitarian systems and affected communities to ensure

efficiency, coordinate solution, and mitigate potential adverse effects (Azmat & Kummer,

2019; Makepeace et al., 2017).

Peacekeeping missions: Peacekeeping missions have been defined as active

mediators between conflicting parties to implement a peace or ceasefire agreement.

Peacekeepers may use the force for self-defense purposes (Jetschke & Schlipphak, 2020).

Supply chain management: Supply chain management has been defined as the

end-to-end integration of key business processes supporting material, information, and

financial flow between suppliers and end-users in a value chain (Makepeace et al., 2017).

Assumptions, Limitations, and Delimitations

Assumptions

An assumption entails research beliefs without factual knowledge formed based

on personal experiences, expectations, or other influences, so research makes sense of

what has not yet happened (Saunders et al., 2019; Yin, 2018). In my research, I made

several assumptions. First, humanitarian organizations, including UN, are rational entities

where rational explanation results in sound solutions to logical problems. The second

assumption included believing that all participants would provide unbiased, honest, and

truthful responses to the research questions on a voluntary basis. The third assumption

was that participants would understand the principles of supply chain management in

humanitarian operations. The fourth assumption was that each participant's strategies for

improving supply chain management in UN peacekeeping missions would vary between

participants serving in different UN peacekeeping missions due to mission operations and

mandate specifics. The fifth assumption was that participants would provide responses

that would allow me to identify the common themes. The last assumption was that

research findings would provide constructive feedback on current business practices and

result in developing effective and efficient humanitarian supply chains.

Limitations

Limitations are weaknesses in the study that are beyond the researcher’s control,

and the researcher is aware of them (Pyrczak & Bruce, 2017). The most significant

limitation in the study was the small sample population that might have affected the

generalizability, depth, and richness in findings because I selected the views and

experiences of the sample population only. Although responses collected from the

participants represent strategies that supply chain managers use in the UN peacekeeping

missions, it could be that answers do not correspond to the experience of supply chain

managers in UN peacekeeping missions located in different geographical locations.

Similarly, although I selected subject matter experts, participants might still have had a

different level of knowledge and experience, thus creating bias. The following limitation

entailed interview time constraints, which may have limited additional data collection

crucial for valid qualitative analysis. Last, supply chain managers may have changed

peacekeeping missions, thus affecting the participant pool during the research study.

Delimitations

Delimitations refer to established boundaries or scope of the study (Pyrczak &

Bruce, 2017; Saunders et al., 2019). Delimitations in the study related to the number and

type of participants and their geographical location. Therefore, the delimitations of the

study included nine supply chain managers who successfully implemented strategies in

the UN peacekeeping missions. Due to the high volume of peacekeeping missions

globally, it was not feasible to interview supply chain managers from each peacekeeping

mission. Similarly, the findings of the study may not apply to the UN's special political

missions, UN agencies, and programs.

Significance of the Study

The study outcomes may provide valuable information and awareness about

supply chain managers leveraging operational performance and efficiencies through

adequate resources, effective leadership, technologies, innovation, and supply chain

dynamic capabilities. Considering the complexity and insufficient empirical analysis of

managing supply chain performance in non-for-profit organizations, the findings of the

study can contribute significantly to both the business organizations and society because

humanitarian supply chain management cohesively integrates people, performance,

practices, and processes with primary responsibility to efficiently respond to those in

need (see Sacristán-Díaz et al., 2018). Moreover, understanding the strategies for

leveraging operational efficiencies in the UN peacekeeping missions might catalyze

donors, regulators, lending institutions, and auditors to increase or sustain the financial

contributions critical to operational continuity of interventions in the humanitarian crisis.

Contribution to Business Practice

Anecdotal evidence has found that the humanitarian supply chain could be

unresponsive to the needs of victims of the humanitarian crisis (Thiruchelvam et al.,

2018). In the study, I intend to identify the strategies that were used to ensure the efficient

operation of the UN peacekeeping supply chain operating with restricted funding. The

findings of the study could be beneficial to non-for-profit business organizations because

of possible theoretical developments in defining strategies for the efficient performance

of humanitarian supply chains. As a result, supply chain managers could enhance

predictions for peacekeeping programmatic outcomes, improve decision making at the

strategic, tactical, and operational level, facilitate collaboration among supply chain

stakeholders, potentially improve disaster management logistics, and reduce the costs of

the operational performance of the supply chain system in fulfilling its mission in

providing humanitarian services.

Implications for Social Change

Given the limitation of funds, frequency, and impact of humanitarian crises, UN

peacekeeping missions and agencies strive to create an efficient supply chain, resulting in

developing effective and sustainable aid relief programs and rapidly provide and deploy

aid to beneficiaries (Singh et al., 2018). Moreover, program sponsors have high-

performance expectations of humanitarian supply chains as implications for social

change, including sustainability to a vulnerable population regarding saving lives,

decreasing suffering, mitigating violence for contributing to environmental development,

economic and educational empowerment, and enablement (Bealt et al., 2016). Indeed,

efficient supply chain management can assure that peacekeeping organizations remain

operational and engage in conflict resolution for catalyzing economic and social

recovery.

A Review of the Professional and Academic Literature

The purpose of my literature review was to explore research articles about the

dynamic capabilities in the humanitarian supply chain with a focus on the UN programs.

Precisely, I intended to collect suggestions and views from other researchers that related

to my research topic. Therefore, in this section, I begin explaining the process of

selecting relevant literature regarding my conceptual framework and strategies used by

the supply chain managers to improve the quality of the supply chain response in the UN

peacekeeping programs. I commenced the process by identifying the research gap

guiding the development of my interview questions for the collection of empirical data.

Next, I proceeded with the systematic literature review. I started by broadly searching

about the supply chain concept. Because my specific research area is humanitarian and

relief programs, I narrowed my research to humanitarian supply chain management. As

my research is grounded on DCT, I further contracted my research process around

elements defining the selected conceptual framework, that is, sensing, seizing, and

transforming capabilities.

I outlined the literature review around dynamic capabilities contributing to a

sustainable humanitarian supply chain in a dynamic and ever-changing environment. In

this regard, the literature review starts with articles elaborating on the humanitarian

supply chain concept, followed by the building blocks of the selected framework. I

included two contrasting theories explaining their concepts and the reason why they were

not selected as the principal framework for the research. Last, there were themes and

strategies pertaining to the conceptual framework emerging during the literature review

process, which contributed to the thickness of the findings.

Literature Selection Process, Databases and Reference Material

My objective was to provide a robust and substantiated literature review related to

my research on the study of dynamic capabilities in the humanitarian supply chain,

focusing on UN programs. I primarily used the Walden University library and located

databases related to my research topic. Through Thoreau, the multidatabase search tool, I

accessed the majority of research articles. Specific databases I used to access my

researched articles included Central ABI/INFORM Complete (ProQuest), EBSCO

ebooks, Emerald Insights, Emerald Management, ERIC, Sage Journals, Google Books,

Google Scholar, IEEE Xplore Digital Library, ProQuest Science Journals, ProQuest

Central, ProQuest EbookSage Knowledge, SAGE Stats, ScholarWorks (Walden

journals), UN Data, UNESCO Documents Database, UNICEF, United Nations Public

Administration Network, and Walden Library Books.

I also used other sources that complemented my research. They were (a) printed

books in my library related to supply chain, (b) websites related to humanitarian supply

chain (c) and organizational documents on supply chain concepts in the UN. As a result, I

access broader scope of resources relevant to the applicability and practicality of the

researched topic.

The keywords and phrases I used while using the mentioned databases were

adaptive capabilities, big data analytics, collaboration, communication, disruptions in

supply chain, dynamic capabilities, e-leadership, humanitarian logistics, humanitarian

supply chain, information sharing, innovation in supply chain, integration, knowledge

management, leadership, lean supply chain, multiculturalism, performance measurement,

relational capabilities, relief programs, risk management capabilities, seizing

capabilities, sensing capabilities, social capital, supply chain agility, supply chain

enablers, supply chain flexibility, supply chain resilience, supply chain sustainability,

technology in supply chain, transforming capabilities, trust building in relief operations,

United Nations Sustainable Development Goals, and United Nations,

I ensured that as many of the sources were published after 2019. However, 21 of

my references in my conceptual framework were older than 2019, but most important, 64

out of 85 (75.3%) were peer-reviewed within 5 years of my expected graduation date.

The essential reason was to ensure that sources were peer-reviewed for the rigorous

quality research process performed prior to article publishment. I used Ulrich’s Periodical

Directory to ensure the article was peer-reviewed. Initially, I did not include date

restrictions to gather a broad idea of literature in the field. Afterward, I filtered articles

within 5 years of the anticipated approval date of my doctoral program. However,

literature related to the conceptual framework did not meet the filtered timeframe criteria,

so I included some seminal sources with older dates because I found them relevant. I did

not include the nonpeer-reviewed articles to avoid the risk of creating a problem with

data reliability. Table 1 provides the breakdown of the resources I used for my research

study.

Table 1

Frequency and Percentage of Literature Review and Sources

Type of literature

Literature

review

references

published

prior

2019

LLiterature

review

references

published on or

after 2019

Total

literature

review

references

References

outside of

the

literature

review

Total

references

Peer-reviewed

journals

117

Books

Nonpeer reviewed

journals

Conference

materials

Total references

123

Total % peer

reviewed

references

published on or

after 2019

75.3%

95.1%

Note. Number and percent of references published before and after 2019. All references

originated from peer-reviewed journals, books, and conferences. The literature review

accounted for 64 out of 85 peer-reviewed articles published after or during 2019 at

75.3%, and the 117 peer-reviewed references accounted for 95.1% of my total 123

references.

Conceptual Framework: DCT

DCT helps to understand how some organizations succeed in gaining a

competitive advantage in an increasingly demanding and rapidly changing environment.

The concept is grounded on the resource-based view theory taking into consideration the

phenomenon of operating in turbulent environments. The DCT founders, Teece et al.

(1997), explained that managers should start focusing on organization specifics and

finding answers on how best to respond to shifts by continuously investigating internal

business processes, assets positioning, and available paths to expand. The positioning

includes intellectual property, technology, assets, and their relations with other business

actors. Terminologically, dynamics entails competencies’ renewal according to the

business environment, while the term capability evokes strategies to match those

changes. Some of the strategies include adapting, transforming, and integrating.

Therefore, Teece et al. defined dynamic capabilities as the organizational ability to build,

transform, and combine internal and external competencies to effectively address the

changes and achieve sustainable competitive advantage.

Teece (2009) grouped dynamic capabilities into sensing capabilities, seizing

capabilities, and reconfiguring capabilities. Breznik et al. (2019) and Aslam et al. (2020)

presented some common practices related to each of these capabilities. First, sensing

capabilities include scanning new markets; understanding supply chain members;

learning about clients; and identifying new technologies, ideas, and threats to identify

opportunities. Next, managers are seizing opportunities by selecting suitable technology,

business models, policies, structures, or activities. Kurtmollaiev (2020) further added that

the combination of sensing and seizing capabilities that may result in possible new firms

or new paths. As the environment changes, managers must reconfigure organizational

tangible and intangible resources by encouraging innovation, deploying knowledge

management, and managing adaptive strategies. Breznik et al. emphasized the complexity

characterizing the reconfiguring capabilities because sometimes complete business model

change is required. Nevertheless, Teece suggested continuous market monitoring and

readiness to adopt new practices.

The dynamic capabilities framework is powerful. The concept integrates different

perspectives and capabilities that can help recognize the need for ongoing actions of

building, reconfiguring, and extending the organizational resource base (Kurtmollaiev,

2020). For example, Aslam et al. (2020) elaborated on cross-organizational activities as a

potent pattern benefiting numerous supply chain members. Aslam et al. continued that for

dynamic capabilities to live their full potential, supply chain managers should be

intensively entrepreneurial. Similarly, Khalil and Belitski (2020) argued that flexible and

agile organizations enabled by strong Information Technology (IT) overnance are highly

dynamic and quickly adapt to changes. Conclusively, with dynamic capabilities,

managers can compete in the unstable business environment and meet the changing

customers’ needs (Aslam et al., 2020). This helps to explain why DCT was selected as

the conceptual framework for the study.

Humanitarian Supply Chain and DCT

To address emergencies effectively, humanitarian organizations act together with

other stakeholders, such as commercial enterprises, host governments, donors, military

forces, local communities, logistics service providers, and international and local

nongovernmental agencies. Each of them may have different motivations, modus

operandi, culture, mandates, resources, and technical expertise, thus adding complexities

in the humanitarian context (Lu et al., 2018; Prasanna & Haavisto, 2018). Prasanna and

Haavisto (2018) highlighted the importance of culture in such a dynamic environment.

They continued that lack of cultural sensitivity and incompatibility may result in

inefficient coordination among humanitarian actors leading to failing aid delivery.

According to Prasanna and Haavisto, organizational culture presents the foundation of a

successful humanitarian supply chain, while Dubey et al. (2019) posited trust as the

critical enabler of the coordinated humanitarian operation participative environment.

Numerous actors involved in humanitarian logistic response add to operational

complexities and require clarity on achieving effectiveness. Therefore, Wilson et al.

(2018) presented the framework reflecting cost, responsiveness, resilience, security,

sustainability, and innovation as the key drivers and how appropriate balance between

each element may result in desired expectations in emergency logistics. Although the

supply chain's main pillar is to respond "faster, better, cheaper," inherent trade-offs

require strategy-driven considerations (Shafiq & Soratana, 2019). For example, quick

operations contribute to responsiveness but usually hurts the cost. More broadly, Wilson

et al. linked said drivers to emergency logistics practices, collaboration, and outcomes,

resulting in design for the more coordinated humanitarian supply chain management.

To assist the population in crisis, humanitarian supply chain managers should

ensure seamless flow of the right material and services from the point of origin to the

right end-user. This activity encompasses series of aligned processes, namely demand

planning, acquisition, transportation, track and trace, warehousing, and client satisfaction.

Sherwat and Ebrashi (2017) developed a comprehensive framework highlighting

operational stages for humanitarian services with well-designed associated activities, thus

ensuring operational success and sustainability. In comparison to the commercial sector,

humanitarian supply chains execute mentioned processes in a more challenging

environment. The reasons are political volatility, demand, and supply uncertainty,

hostility, high staff turnover, increased time pressure, fragmented technology, numerous

uncoordinated stakeholders, politicized setting, rapidly changing priorities, thus criticized

for lack of collaboration, lack of profit motive, and duplication of effort (Chen & Kitsis,

2017; Kwak et al., 2018). Therefore, Fadaki et al. (2020) added that a customized

humanitarian supply chain approach is essential.

The terms logistics and supply chain appear throughout the study interchangeably.

However, Christopher (2016) clarified that supply chain management is a broader

concept than logistics. Precisely, logistics presents a framework for delivering products

and information. At the same time, supply chain management is a concept detailing

linkage between upstream and downstream delivery processes and relationships between

suppliers and customers to achieve superior customer value. For example, supply chain

managers may aim to reduce redundant inventory to deploy adequate measures such as

initiate information sharing on demand and stock levels or coordination between

organizations. Similarly, Lu et al. (2018) defined supply chain as a range of logistics

activities and processes, namely procurement, transport, and warehousing. Christopher

(2016) argued that supply chain management is a network of multiple suppliers and

customers seeking alignment and coordination in processes. Notably, Makepeace et al.

(2017) conducted a qualitative study to determine the difference and relationship between

logistics and supply chain but concluded that managers still demonstrated difficulties in

differentiating the two terms.

The UN and DCT

Humanitarian organizations, including the UN, are applying the dynamic

approach to deliver aid and fulfill their mandate efficiently. Therefore, Sherwat and

Ebrashi (2017) explained that sensing capabilities include beneficiaries’ assessment by

collecting data on demographics in the humanitarian context. Azmat and Kummer (2019)

added information on required needs and logistics too. The required needs entail the

volume of the affected population, vulnerabilities, or damage level. The latter one usually

includes information on infrastructure, transportation capacity, or distances between

operational hubs. Availability of this information determines decision making and,

eventually, overall supply chain performance.

Natural and human-made disasters are increasingly causing disruptions in

people’s lives beyond their ability to control and cope (Lu et al., 2018). Therefore,

humanitarian organizations, including the UN, are engaging in relief programs to help

affected populations, especially in developing countries with inadequate infrastructure,

political instability, uncertainties, and challenging operational environment. Sherwat and

Ebrashi (2017) identified four humanitarian operations steps: mitigation, preparedness,

response, and recovery. The last step differentiates the shortterm transitional phase from

and long-term recovery phase. The long-term recovery phase often involves the UN

programs for peace establishment, healthcare, education system development, and food

aid to return the lives of victims to normality. In the humanitarian context, provision for

supply chain planning and execution may suffice at recovery phase time. During the

recovery phase time, it is costly, requiring significant resources (Sherwat & Ebrashi,

2017). While Jahre (2017) argued that planning appears at every stage, including

preparedness involving network design and warehouse locations.

The UN humanitarian operation is increasingly under pressure and strict scrutiny

from donors is requiring efficient overall performance. Fadaki et al. (2020) highlighted

that some humanitarian organizations are still keeping a focus on fundraising instead of

operational efficiencies and effectiveness. The latter humanitarian supply chain managers

are becoming result-oriented, improving transparency, accountability, ensuring value for

money, and developing a robust performance measurement system to ensure continuous

funds flow from the donors (Azmat & Kummer, 2019). Nevertheless, Dubey et al. (2019)

continued that historically, humanitarian supply chain operation has been considerably

behind compared to its commercial counterpart in operational efficiency and

effectiveness due to the high bureaucracy, decreased recognition, and understanding of

humanitarian logistics functions. Consequently, the absent inclusion of logistics in

budgetary processes did not allow to meet logistics requirements. Today, supply chain

managers demonstrate that a successful supply chain is crucial in delivering the UN

mandate. Moreover, humanitarian supply chain managers can have something to teach

their commercial colleagues and that includes ways to respond to changing and

challenging environments quickly.

Contrasting Theories: Institutional Theory and Relational View Theory

There are two contrasting theories relevant to my conceptual framework. These

theories include institutional theory and relational view theory. The focus of the

institutional theory is laws, regulations, cultural, and normative pressure, thus appropriate

to understand organizational strategies and behaviors of the UN, a large multinational

humanitarian organization with a robust bureaucratic system and its position in the social

structure of the host country. (Flynn & Walker, 2020; OrdonezPonce & Khare, 2021). In

supply chain management, the supply chains are under pressure to implement integrated

structures, practices, and policies to ensure collaborations among stakeholders (Flynn &

Walker, 2020). Relationship building among dispersed customers, suppliers, and service

providers is a critical capability in supply chain management and is extensively explored

through relational view theory.

Institutional Theory in a Multinational Humanitarian Organization

According to institutional theory, organizations are open systems, and their

structure and norms are controlled and pressured by environmental rules and regulations

(Ordonez-Ponce & Khare, 2021). The environments may entail various stakeholders such

as regulators, NGOs, media, end-users, private companies, and professional bodies who

may apply one of the three pressures: coercive, normative, and mimetic. For example,

regulators can coerce organizations to act in a certain way by imposing sanctions for poor

compliance with regulations. Similarly, professional bodies may imply normative

pressure promoting values. So, environmental requirements may result in the

implementation of a green supply chain. Last, mimic pressure usually arises from

uncertainty, so one organization replicates the pattern of the other with a proven success

record. Therefore, Flynn and Walker (2020) defined institutions as cognitive, normative,

and mimetic structures complying with external requirements, thus providing order and

stability through an expected social behavior that eventually makes them isomorphic.

Organizations exercise conformance to gain legitimacy. Legitimacy is essential

for accessing resources and support from buyers, suppliers, government, or donors

(Craighead et al., 2020; Flynn & Walker, 2020). The UN operation must be seen as

valid, reasonable, and rational to ensure continued financial support from the donors.

Therefore, often organization face challenges in balancing efficiency-oriented and

legitimate practices and structures. So, Flynn and Walker (2020) claimed that

institutional theory best investigates this strive.

Although conformance to external requirements results in the isomorphic

organization on a national level, it may result in opposite from a global perspective.

Ordonez-Ponce and Khare (2021) warned that different institutional environments across

the nations where multinational organizations operate might cause the absence of

common standards. What is legitimate in one field is not necessarily legitimate in

another. Similarly, Lu et al. (2018) highlighted environmental uncertainties such as

natural disasters, customers, suppliers, competitors, and technology affecting described

pressures and strategic organizational decision making. Although the institutional

framework effectively explains the institutional pressures, it fails to explain efficiency-

based factors and the impact of external pressures on organizational strategic choices,

such as adjusting business models or relocating the resources.

Recent disruptions induced by pandemics affected compliance with external

regulations. Craighead et al. (2020) found that during the pandemic, the organizations

have been freed from expectations to allow them to respond to extreme shifts in supply

and demand effectively. As a result, Craighead et al. (2020) suggested remodifying the

concept of legitimacy, thus calling for supply chain process transformation. Otherwise,

the institutions may exercise the old habits. In pandemic conditions, supply chains will

likely mimic other transformations not because of their efficiencies but rather because it

is safe to proceed until the crisis ends.

Relational View Theory in a Multinational Humanitarian Organization

Relational view theory could be helpful in explaining how relational

competencies influence the patterns of supply chain management practice thus improving

the organizational performance. This theory was first articulated by Dyer and Singh in

1998 to suggest that idiosyncratic inter-organizational linkage enabling a unique

combination of cross-organizational complementary resources can result in a sustained

competitive advantage (Dyer & Singh, 1998). Therefore, this framework is grounded on

collaborative paradigm explaining the business world is composed of a network of

interdependent relationships developed and fostered through strategic collaboration with

the goal to derive mutual benefits (Chen & Kitsis, 2017). In brief, the relational view

analyzes dyad/network instead of individual firms as a more coherent aspect of supply

chain management. (Chen & Kitsis, 2017).

In conclusion, the relational view theory suggests extension beyond organization

boundaries as a critical resource. UN peacekeeping rests on a global partnership.

Therefore, joint contributions of peacekeeping missions and external alliance partners

through shared knowledge and complementary resources will assure organizational

competitive advantage.

Possible Themes Related to the Conceptual Framework and the Literature

Review

Humanitarian logistics critically depends on communication strengths between

stakeholders. However, Diedrichs et al. (2016) explained that relief responders should be

coordinated and trained with enough information at their disposal. Despite well

established networks, often information sharing is lacking. Therefore, Diedrichs et al.

(2016) suggested lateral networks with central authority instead of hierarchical structures.

To quantitatively determine the impact of communication and logistical coordination,

Diedrichs et al. (2016) developed the dynamic model measuring expenditure and lives

saved. The research showed that lack of communication, logistical coordination,

disrupted information flow, unreliable and inconsistent data, disinterest to cooperate and

share the knowledge as the principal reasons impeding efficient operations.

Innovation capabilities are essential in fortifying organizational risk management

due to the high uncertainty in humanitarian supply chains. supply chain managers

succeed in remaining robust and resilient against uncertainties by creating awareness of

vulnerabilities (Shamout, 2019). Similarly, Sabahi and Parast (2020) found that

organizations with innovative culture contribute to knowledge sharing, agility, and

flexibility, therefore, more resilient to disruptions. However, Kwak et al. (2018)

admonished that innovation can augment the risk because of numerous activities

facilitated by IT.

There is a growing amount of literature explaining how BDPA can predict natural

disasters and guide the humanitarian response. Dubey et al. (2019) highlighted that both

management and employees at all levels should understand the value of big data for the

organization to draw the benefits. Analytics is knowledge-based. Shamout (2019)

explained that supply chain analytics encompasses the data acquisition, storage, and

transformation into meaningful insights resulting in innovation, meaning unveiling

unknown knowledge that can help supply chain managers to plan, monitor, and forecast.

Information sharing is essential for knowledge acquiring. In this context, Azmat and

Kummer (2019), in their research, found that information sharing and innovation

capabilities among NGO and UN Agencies is more intense than in the commercial sector.

Theme 1: Supply Chain Analytics, Innovation, and Knowledge Sharing

Innovation capabilities are closely related to supply chain analytics and

knowledge sharing. Shamout (2019) found that supply chain analytics foster competitive

advantage through innovation resulting in agile and robust business processes. For

example, big data analytics supported by information technology (IT) and data science

technique facilitate acquiring, storing, and transforming large volumes, velocity,

variability, and varieties of data. As a result, supply chain managers will gain valuable

insights and make data-driven decisions. Therefore, Shamout (2019) presented big data

analytics as a principal determinant for supply chain innovative capability. At the same

time, Shamout (2019) added that supply chain analytics consider the needs of all

stakeholders within the supply chain, thereby enhancing the innovation essential for

organizational sustainability, resilience improvement, and risk reduction.

Use of Innovation Capabilities. Innovation capability is an essential factor in

organizational success. Aslam et al. (2020) defined it as a willingness to introduce

novelty through creative processes with an aim to develop new products and services.

Sabahi and Parast (2020) described innovation as applying new ideas, skills, methods,

and knowledge, thus creating distinctive advantages. Kwak et al. (2018) and Chege et al.

(2020) posited that innovation occurs within processes, technologies, services, strategies,

and organizational structures to improve the corporate value chain by eliminating

obsolete operations. Parast (2020) posited that researchers’ focus on innovation increased

by 235% over 20 years and continued that innovation is venturing to unknown territory,

searching for new opportunities and possibilities for growth, and bringing problem-

solving ideas into use. Conclusively, researchers studied innovation in the supply chain

through different perspectives. Invention through technology facilitates information

sharing crucial for efficient coordination among logistics members and adequate resource

deployment (Prasanna & Haavisto, 2018). Next, innovation is extensively evaluated and

found necessary to allow organizations to respond rapidly to changes in customer demand

(Kwak et al., 2018). Last, Sherwat and Ebrashi (2017) investigated how innovation may

generate multiple funding sources in social entrepreneurship.

Dynamic capabilities are innovation-based. Therefore, it is most suitable to study

innovation through the lenses of DCT. Parast (2020) explained that innovation is

regarded as a dynamic capability because it enhances response to disruptions and

maintains competitive advantage. Similarly, Warner and Wäger (2019) explored how

firms can build dynamic capabilities for digital transformation. Precisely, dynamic

capability entails creating, extending, and modifying the organizational resource base

leading to new business models. Khalil and Belitski (2020) added to dynamic capability

the skills update to cope with rapidly changing environment. However, to embrace digital

innovation, Warner and Wäger (2019) explained that the supply chain managers must

balance four elements: building innovation capabilities, process innovation, the

collaboration between supply chain actors, and ensure flexible organizational structures.

Ghobakhloo (2020) and Chege et al. (2020) added perceived benefits, management

support, and employee qualification as driver determinants in digital technologies

adaption. Conversely, the maturity of operations technology and cybersecurity are found

as dependent determinants. Undoubtedly, digital transformation is an ongoing process

that changes the culture and how people collaborate internally and externally.

Supply chain performance is linked to IT innovative capabilities. Wajdi et al.

(2020), and Chege et al. (2020) found a significant positive relationship and highlighted

the importance of IT personnel required to use IT infrastructure, resulting in reduced

cost-effectively, enhanced operational agility, improved transparency, reduced

corruption, and green supply chain. Khalil and Belitski (2020) elaborated on technology

standardization, alignment, and optimizing administrative and operational processes as

additional benefits. Similarly, in his research, Aranda et al. (2019) confirmed that supply

chain integration, in particular, enabled by IT, is crucial for operational and financial

performance. However, for the technology integration to reach its full potential, Kwak et

al. (2018) explained the vital role of the supplier and customers through design, training,

and assistance, resulting in improved economic, environmental, and social addition to

financial performance. Najjar et al. (2019) added that supply chain performance must be

customer-related, meaning customer satisfaction is the crucial criterion for assessing

supply chain performance.

IT innovation can address many challenges in the supply chain. Some of these

challenges include lack of data visibility, conflicting data, demand management, or

process optimization. Aranda et al. (2019) and Wang et al. (2019) suggested

implementation of the IoT (Internet of Things) and Blockchain as innovative mechanism

allowing uninterrupted transmission of massive data, real-time tracking, alerts, self-

reporting, auto-correction, interoperability, data security, smart contract, data

accessibility, audit trail of activity, process digitalization, and data standards. Regardless

of numerous benefits, Wang et al. (2019) elaborated on blockchain barriers, such as user

reluctance, intellectual piracy, technical vulnerabilities, governance, or ethics.

Nevertheless, Warner and Wäger (2019) added mobile, artificial intelligence, and cloud

as similar digital technologies supporting the innovation. Bag et al. (2020) elaborated on

novel Procurement 4.0 applications facilitating the purchasing transactions within the

supply chain. As a result of IT innovative initiatives, the supply chain managers achieve

greater control, augment customer experience, enhance data integration and data

centralization, streamline operations, create new business models while minimizing risks

and reducing costs (Aranda et al., 2019; Warner & Wäger, 2019).

Sabahi and Parast (2020) continued classifying innovation into radical and

incremental innovation. The former pertains to the adaption of new technologies

recommended for the higher level of risks and uncertainties. In comparison, the latter

refers to minor changes in existing technologies suitable for the lower level of risks but

provides fewer benefits. Fischer-Preßler et al. (2020) highlighted IT as the primary

contributor to supply chain risk identification resulting in identified risk factors, severity

levels, risk probabilities, and supply chain risk triggers. Conclusively, innovation

capabilities reduce the likelihood of risk occurrence.

Use of Supply Chain Analytics. There are multiple definitions of supply chain

analytics. Shamout (019) explained supply chain analytics as complex processing of past

and present data through quantitative tools and techniques, therefore, a combination of

IT-enabled resources, data management, and supply chain planning. As a result, firms

create a resilience capability and strategies. Precisely, supply chain analytics includes

data extraction, cleaning, integration, and transformation into meaningful patterns for

decision-makers. Therefore, the proper control of logistics flow enabled by analytical

capabilities is vital for substantial humanitarian and peacekeeping performance (Moshtari

& Gonçalves, 2017). Gupta et al. (2018) posited that analytical capability is the critical

organizational capability defined by managerial skills, technical skills, and organizational

culture that results in competitiveness. The importance of supply chain analytics is as

such that it is expected to grow from $4.8 bn in 2019 to $9.8 bn in 2025, therefore

potentially increasing by 13.68% between 2017 and 2021 (Fosso & Akter, 2019).

Supply chain analytics brings multiple benefits to the business. Mikalef et al.

(2020) posited those big data analytics could decrease the acquisition cost by 47% and

enhance the revenue by 8%. Shamout (2019) explained that through analytics, supply

chain managers gain valuable insights. Through analytics, supply chain managers can

also identify errors and develop strategies to reduce these errors, reduce cost, reduce

risks, improve responsiveness, resources allocation, process integration, reduce

duplication of resources, enhance operational capability and efficiency (Dubey et al.,

2019; Shamout, 2019). Fosso and Akter (2019) found that supply chain analytic

capabilities improve supply chain agility by providing complete diagnostic information,

sensing external factors, forecasting demand, controlling variability in demand and cycle

times. Shamout (2019) highlighted that supply chain analytics enhance innovation,

essential for organizational sustainability. Singh & Singh (2019) elaborated on visibility

as vital in supply chain management because it directly impacts real-time consumer

demand and adequate inventory planning. Moreover, in circumstances of high

uncertainties, high visibility increases the willingness of humanitarian supply chain

managers to share their resources. Conversely, unwillingness to share information or

inability to integrate information systems among partners results in reduced visibility.

Analytics is mainly based on information and communication technology.

Therefore, it is crucial to consider the related challenges. Zeraati et al. (2019) elaborated

on three issues. First, the user privacy and security violations due to widespread usage of

the internet require upfront implementation of secure systems. Second, internet attacks by

viruses need appropriate system designs. Third, staff untrained to use complex analytical

systems add to underperformance and inefficiencies. Advanced supply chains are already

focusing on machine learning and artificial intelligence (AI) to quickly extract data,

prioritize decisions, and select the best possible ways to address disruptions (Oliveira &

Handfield, 2019). Mikalef et al. (2020) added that the adaption of analytical capabilities,

especially big data, depends on the organization's maturity. Similarly, Gupta et al. (2018)

explained that big data alone is ubiquitous, but if used with predictive techniques,

machine learning, artificial intelligence, and data mining, it will deliver the expected

benefits.

In analytics, it is essential to have high data quality. According to Shamout (2019)

quality of data and the ability to process them can reduce uncertainties and disruptions.

Najjar et al. (2019) introduced several criteria for information quality: accuracy,

adequacy, completeness, timeliness, and credibility of information shared between the

supply chain actors. Data becomes of high quality if adequately filtered. Oliveira and

Handfield (2019) added that the power of real-time data enabled by digitization,

cloudbased computing, and mobile technology results in more agile supply chains. In this

context, Fosso and Akter (2019) differentiated sensor data, RFID data, location data

through mobile devices, click-stream data through the web, transaction data, video data,

voice data, and consumer sentiments from social media. Moreover, data quality

contributes to the trust factor meaning supply chain managers will trust data if they are

reliable. Ultimately, poor data quality may lead to customer dissatisfaction, increased

cost, and employee dissatisfaction.

Managers with analytical capabilities are essential for humanitarian supply chains.

They can absorb data quickly and make more effective data-driven decisions (Oliveira &

Handfield, 2019). Furthermore, managerial, analytical capabilities and rigorous data

quality result in substantial supply chain performance. Therefore, Oliveira and Handfield

(2019) posited that supply chain managers should develop an analytical culture to align

decision making. Gupta et al. (2018) found that the adaption of big data analytical

capabilities depends on the managerial capacity to engage employees, assemble the team,

coordinate analytical activities, understand the business needs and outputs extracted from

the big data.

Use of Big Data Predictive Analytics (BDPA) in Supply Chain. The objective of

using big data analytics is to improve the supply chain analytic capability. Big data

analytics is a holistic process that involves 5V (volume, velocity, variety, value, and

veracity) in the context of the collection, analysis, use, and interpretation of data (Fosso

& Akter, 2019). Dubey et al. (2019) defined big data predictive analytics (BDPA) as the

combination of tangible resources encompassing physical and financial resources and

intangible resources such as employee’s skills, knowledge, IT tools, and process. Mikalef

et al. (2020) defined big data analytics capability as the ability of the firm to capture and

analyze data to create insights and evidence to support transformation. In their research,

Dubey et al. (2019) found a significant influence of BDPA on visibility and coordination

among humanitarian actors. Similarly, Mikalef et al. (2020) argued that BDPA could

enhance dynamic capabilities and lead to innovation, data-driven decision-making

culture, identification of new business opportunities, and eventually high performance.

Therefore, organizational learning is essential to implement the BDPA. Dubey et

al. (2019) further found that BDPA has a significant influence on building trust among

supply chain stakeholders, which is crucial in the humanitarian sector compared to

commercial due to the high degree of uncertainties, language, cultural diversity, and

complex organizational structures. Moreover, BDPA may bridge the gap between the

civilian and military sectors in disaster relief operations because of the usual reluctance in

information sharing between the two branches (Dubey et al., 2019).

Business Performance Management in Humanitarian Supply Chain. Analytics

capabilities enable business performance assessment. Shamout (2019) argued that BDPA

could improve supply chain performance by improving visibility, resilience, and

robustness. Moreover, Agarwal et al. (2019) posited that a performance measurement

system is becoming an essential requirement from donors because it provides the actual

data to ensure resources, improve accountability and establish operational efficiencies

and effectiveness. However, humanitarian operations still lack a robust measurement

system and exclude beneficiaries’ perspectives (Najjar et al., 2019). Dubey et al. (2019)

emphasized the importance of metrics standardization for global assessment of the

humanitarian organization. In this context, Agarwal et al. (2019) suggested the balanced

scorecard for measuring the performance and the Supply Chain Operations Reference

(SCOR) for evaluating the overall health of the humanitarian supply chain management.

However, according to Moura et al. (2019), sometimes culture may hinder performance.

Some of the performance metrics for measuring the humanitarian supply chain

performance that Agarwal et al. (2019) and Moura et al. (2019) proposed, are: resources,

output, flexibility, reliability, responsiveness, cost, agility, customers service, a donation

to delivery time, appeal coverage, utilization metric, social welfare, and innovation

metric. Similarly, Najjar et al. (2019) suggested a demand-driven humanitarian supply

chain, instead of the forecast, is driven to improve the value offered to the customers.

Use of Knowledge Management Capability. Supply change managers in

organizations must promote knowledge management capabilities to survive a turbulent

and ever-changing environment. Precisely, developing and sharing new practices can

improve performance long-term and its survival, growth, stability, and competitiveness

(Attia & Eldin, 2018). Therefore, Breznik et al. (2019) argued that organizations must

build dynamic capabilities by adopting new, upgrading existing knowledge, and

transforming it into solutions. This argument is in line with Lyra et al. (2017), arguing the

importance of knowledge diversity as a decisive success factor. Aslam et al. (2020)

emphasized a learning culture allowing rapid knowledge gathering and seizing new

opportunities.

There are two types of knowledge: tacit and explicit. Tacit knowledge is ineffable

and includes people beliefs, experiences, perspectives, paradigms, and values, while

explicit knowledge is institutionalized through written materials such as manuals,

blueprints, policies, and procedures (Lyra et al., 2017). Sikombe and Phiri (2019)

continued that explicit knowledge is palpable and easy to communicate and transfer. On

the contrary, tacit knowledge is subjective, can be ambiguous and it is challenging to

transfer, especially if the supply chain is specific with unique settings. However, tacit

knowledge has cognitive value, incorporated in peoples’ skills as a learning result. Tacit

knowledge allows individuals to develop their mental models based on the acquired

information, thus facilitating supply chain managers to address new challenges

successfully. Sikombe and Phiri (2019) concluded that both tacit and explicit knowledge

is positively associated with supply chain performance; whereas, tacit knowledge is more

significant than explicit knowledge. However, both kinds of knowledge are essential for

knowledge sharing and require holistic evaluation.

Knowledge sharing may bring considerable advantages to supply chains. Huo et

al. (2021) articulated some benefits applied to the manufacturing sector. These benefits

include inventory reduction, cost reduction, enhanced visibility, reduced uncertainties in

demand and supply, rapid response to clients' needs, improved track and trace, reduced

replenishment time, and optimized capacity utilization. To materialize the benefits,

Sikombe and Phiri (2019) explained the need to create, share and disseminate knowledge.

However, Sangari et al. (2015) further refined knowledge management processes into six

steps. First, knowledge creation implies knowledge sourcing within and outside the

organization. Second, knowledge capturing includes new knowledge development, and it

should be a continuous process. Third, knowledge organization requires information

filtering, its usefulness identification, and modeling. Next, knowledge storage includes

data warehouses into the efficient format and data access security. Fifth, knowledge

dissemination is the process of knowledge exchange. Last, through knowledge

application managers' ideas gets into actions resulting in desired efficiencies.

Lack of knowledge in humanitarian logistics may have massive consequences.

Some of those consequences include operational inefficiencies, delays, duplicated efforts,

monetary loss, enhanced suppliers’ opportunism, uncertainties, or increased fatalities. In

general, it disables risk mitigation and eventually leads to supply chain underperformance

(Prasanna & Haavisto, 2018). Diedrichs et al. (2016) explained that some of the barriers

causing such difficulties include political interests, donor requirements, different

leadership styles, or administrative structures not promoting integrations. Aslam et al.

(2020) highlighted unwillingness or inability to share knowledge as the primary barrier

followed by the lack of interdependency and lack of common interest. Additionally, a

lack of common understanding or common vocabulary is often another reason negatively

affecting knowledge sharing (Lyra et al., 2017). Due to the complex operational

environment, humanitarian supply chain managers should build an adequate knowledge

management diffusion system through effective and sustainable relationships among

stakeholders (Aslam et al., 2020).

There are ways to address knowledge sharing impediments successfully. One of

the powerful methods is education, through staff training to build up knowledge (Azmat

& Kummer, 2019). Lu et al. (2018) articulated several learning mechanisms used in

humanitarian supply chains. First, hiring in humanitarian operations usually applies at the

initial hiring stage when recruiters identify incumbents with supply chain knowledge,

relief experience, and local networks. The advantage of this learning mechanism includes

direct access to resources. However, the disadvantage would be the possible high cost.

Second, learning mechanism by doing takes place during already established operation in

the field. On the job learning substantiates staff lacking field experience, but training staff

shortage may jeopardize the execution. Third, learning by observing in the humanitarian

program is a common practice applied when experienced staff enhances their knowledge

from senior colleagues. The benefit of this kind of learning entails acquiring new

knowledge at a lower risk. Last, learning by searching applies at the planning and

reporting stage when staff is expected to codify and retain the knowledge.

Social capital is a critical factor for knowledge exchange in humanitarian supply

chains. Literature often used information sharing interchangeably with knowledge

sharing. Najjar et al. (2019) posited the social capital is crucial for information sharing in

the buyer-supplier relationship because it improves information quality, lowers the cost,

enhances service level and resource optimization. Sigala and Wakolbinger (2019) stated

that humanitarian organizations could leverage preparedness by absorbing the private

sector's knowledge because it possesses a higher technical expertise level. As a result,

humanitarian logisticians will demonstrate a higher level of engagement, retention and

develop skills that otherwise would not. Mofokeng and Chinomona (2019) stated that

knowledge sharing occurs through supply chain integrations. They differentiated internal

integrations between departments within the same organization and the other one with the

external supply chain partners. According to Najjar et al. (2019) internal integrations

enable external integrations because organizations must first develop the capability inside

to integrate outside with external supply chain partners.

The Role of IT in Innovation, Analytics, and Knowledge Sharing in Supply

Chain Management. IT has a vital role in the supply chain. IT is restructuring all aspects

of businesses and making the world globalized (Wajdi et al., 2020). According to Yu et

al. (2017), companies are making a significant investment in IT continuously to achieve

competitive advantage by applying cost-effectiveness and multifaceted approaches.

Breznik et al. (2019) and Kwak et al. (2018) added that IT facilitates innovation and

improves products, services, strategies, and processes, thus enabling dynamics in

business activities, therefore acting as a critical factor in economic growth. Furthermore,

according to Breznik et al. (2019), deploying dynamic capabilities, especially

technological capability, is crucial for innovating the profitability and changing the

organizational structure. Yu et al. (2017) investigated the impact of IT capabilities in

supply chain integration. They found a significant positive relationship showing the

immense value of IT capabilities in supply chain management. Khalil and Belitski (2020)

further discussed the importance of the IT governance mechanism in integrating and

reconfiguring internal and external resources in a dynamic digital environment. Internal

resources encompass digital capabilities and skills within the firms, while external

resources are acquired through information sharing using digital tools to enhance

information and resource management. Zeraati et al. (2019) thoroughly elaborated on

strategically important knowledge gained from the external resources and then translated

it to the organizational needs.

Collaboration among humanitarian supply chain actors dramatically determines

the success of the humanitarian operation. If supported by IT, the information sharing,

coordination, and creation of digital networks become faster, and organizations achieve

innovation (Aulkemeier et al., 2019; Prasanna & Haavisto, 2018). Therefore, investing in

IT capabilities is a long-term approach and potentially enhancing information sharing,

flexibility, agility, collaboration, and coordination among supply chain actors in

humanitarian organizations. Similarly, IT has the capability to measure, monitor, and

evaluate, thus may convince donors to support and allocate funds. Therefore, Parast

(2020) explained that investment in R&D results in improved communication and

collaboration across the firm. For the innovation based on collaboration, Lee and Yoo

(2019) used the term open innovation.

Antecedents of IT-based collaboration are crucial to understanding. The answer

rests in collaboration between individual partners and the integrated digital platforms

designed with a high level of interoperability, such as the Enterprise Resource Planning

(ERP) systems, radio frequency identification (RFID), and electronic data interchange

(EDI) (Aulkemeier et al., 2019). ERP is associated with numerous benefits such as

massive storage and retrieval of data, increased level of cooperation, access to actual

time-critical data, ongoing exchange of information, unique product identification,

accurate information flow, collaborative forecasting, and scheduling, identifying hazards,

and a better understanding of operational challenges (Fischer-Preßler et al., 2020).

However, Aulkemeier et al. (2019) elaborated on some ERP limitations. First, a mass of

service providers, service users, and their commitment must create value and justify the

investment. Second, the architecture of the ERP should be based on cross-functional

partnerships to maximize the output value. Third, the minimum set of mission-critical

transaction processes is required. Last, only the strong interoperability capacity of the

ERP system can realize the benefits. Therefore, Aulkemeier et al. (2019) concluded the

extensive evaluation of ERP benefits' benefits before its implementation.

IT is a significant enabler of knowledge sharing. Wajdi et al. (2020) explained

that technologies are connecting enterprises easily, but they can only do that much if

there is no willingness to share the knowledge between stakeholders. Therefore, Attia and

Eldin (2018) argued that social and technical aspects are an essential part of knowledge

management infrastructure. Zeraati et al. (2019) developed a model to investigate the

effect of knowledge sharing and different IT technologies on supply chain management's

success and found a positive impact. Moreover, these IT technologies facilitate coherence

and collaboration too. Zeraati et al. (2019) added that suppl chain management

technology systems should be compatible with changes and employees trained to use

them, thus building on dynamic capabilities stating that businesses must exist in highly

innovative environments to leverage the knowledge (Teece, 2007)

Theme 2: Decision-Makers in Humanitarian Supply Chains

Managers are critical components in developing dynamic capabilities. Breznik et

al. (2019) explored managerial abilities within a dynamic capability framework.

Therefore, they grouped managerial capabilities into sensing, seizing, and reconfiguring

capabilities and elaborated extensively on each managerial capability. For example,

managers with effective communication skills can sense opportunities inside and outside

the firm. Similarly, open-minded managers embracing diversity and building trustworthy

long-term partnerships have seizing capabilities (Chen & Kitsis, 2017). Therefore,

Breznik et al. (2019) suggested managers to take an active role in sensing, seizing, and

reconfiguring dynamic capabilities and leading by example.

Use of Leadership in Humanitarian Supply Chain Management. The

leadership role in the humanitarian supply chain is crucial. Moura et al. (2019) explained

that in humanitarian organizations, leaders must manage the resources originating from

donors considering the impact of political and economic circumstances. Furthermore,

humanitarian organizations consist of regular employees and volunteers whose leaders

should manage them differently. Volunteers’ motivational components are weaker

compering to employees. Therefore, leaders should know how to enhance motivation,

manage their expectations, and maintain high efficiency and effectiveness. L’Hermitte et

al. (2017) added that humanitarian supply chain managers manage the network of

interconnected stakeholders. Therefore, leaders should manage the supply chain from a

global perspective.

There is a difference in managing humanitarian and commercial supply chains. In

business, the focus is on the final user who is the source of funds. Conversely,

humanitarian supply chains focus on processes and activities because they need to

respond rapidly and efficiently to unpredictable changes. In this context, Aslam et al.

(2020) posited that entrepreneurially oriented humanitarian supply chain managers might

close the gap by reconfiguring resources and seizing the opportunities as they arise.

Moreover, entrepreneurial managers usually embrace innovative technologies quickly,

thus creating value in a dynamic, complex, and uncertain competitive environment.

Nevertheless, Chen and Kitsis (2017) demonstrated that morals affect the management's

commitment to a sustainable supply chain.

Researchers are growingly exploring e-leadership. For example, Khalil and

Belitski (2020) studied e-leadership in connection with dynamic capabilities. They

concluded that e-leaders are ones adopting information technologies and developing

digital dynamic capabilities. Furthermore, since technology supports big data harvesting,

Mikalef et al. (2020) posited that manager nowadays are becoming more data-driven and

less intuitive in their decision making. In this context, Gupta et al. (2018) continued that

manager understanding the applicability and the output of big data can anticipate future

business needs.

There are barriers associated with leadership. According to Bealt et al. (2016),

these barriers include a structural, mandate, and behavioral barriers. Structural barriers

include poor governance, accountability, and inadequate resources. However, mandate

barriers emerge when members are not committed to tasks and activities. Similarly, Bealt

et al. (2016) elaborated on lack of authority, competencies, and skills as behavioral

barriers. Breznik et al. (2019) compared positive and negative managerial practices in

different areas such as strategic orientation implementation, organizational structure,

organizational culture, managerial capabilities and leadership, human resources, and

continuous knowledge transfer and absorption. Managers may use it as guidance in

realizing the implications of their managerial actions. Chen and Kitsis (2017) added that

developing strategic capabilities take commitment from top management and requires

time and respect for cultural diversity and natural systems.

Managers have a crucial role in supply chain performance. Chen and Kitsis (2017)

found that managerial values mediate the effects of stakeholder pressure. On the contrary,

managers may engage in self-interest-seeking behavior. However, this depends on

whether top managers perceive stakeholder pressure as an opportunity or threat. Chen

and Kitsis (2017) continued that management commitment to sustainability defines

relational capabilities and sustainable initiatives. Precisely, managers define employee

behavior, organizational value, and culture. Managers are responsible to ensure

collaborative mindset which motivates sustainable interactions.

Relational Capabilities as Dynamic Capability in Supply Chain. Relationship

building is a critical capability in supply chain management because of increasing

dispersity among customers, suppliers, and service providers. Prasanna and Haavisto

(2018) described a relationship as a degree of closeness between and among the

organizations. Fragmented relational practices such as communication, collaboration,

information sharing, trust-building, process integration, collaborative performance

system, and risk management combined create relational capabilities and resulted in

uplifting performance, sustainable outcome, and competitive advantage (Friday et al.,

2018; Chowdhury et al., 2019). To interconnect mentioned relational practices, the

commitment of top management is imperative.

Relational capabilities have been extensively researched through the lens of

relational view theory. The relational theorists argue that an organization can generate

relational rents and gain higher performance against uncertainties if managers invest in

relational capabilities. Precisely, collaborative capabilities are considered the most

effective in deploying resources, developing competencies, processes, and structures

addressing potential risks (Dyer & Singh, 1998). However, in their research, Fan and

Stevenson (2019) found that too much or too little relational capital with the supplier may

bring negative consequences on supply-side resilience for buying organizations.

There are different dimensions of social capital. Najjar et al. (2019) grouped

social capital around structural, relational, and cognitive dimensions. Structural capital

includes formal and informal interactions between humanitarian supply chain

stakeholders. Cognitive capital implies shared understanding, vision, and goals that keep

members together. Conversely, relational capital entails interpersonal relationships based

on mutual trust and reciprocity (Najjar et al., 2019). Therefore, factors that contribute to

seamless relationships among supply chain partners are information sharing, trust,

commitment, flexibility, transparency, and mutual respect (Prasanna & Haavisto, 2018).

However, Adem et al. (2018) argued that political effects are primary drivers for

collaborations.

Complexities surrounding relationship establishment are associated with different

barriers. Bealt et al. (2016) elaborated on structural, mandate, and behavioral obstacles.

Structural barriers include poor governance, accountability, and inadequate resources.

Mandate barriers result from a lack of commitment to coordinated activities. Similarly,

behavioral barriers encompass a lack of authority, competencies, and skill. Poor planning,

weak teamwork, lack of training, lack of standardization, and internal bureaucracy are

additional impediments to integrations and collaborations (Makepeace et al., 2017).

Adem et al. (2018) elaborated on governmental policies, socioeconomic settings, and

high staff turnover affecting the collaborations. In the humanitarian context,

organizations often compete over resources, donors, and local networks, thus

discouraging them from investing in collaborations. Similarly, a high level of

uncertainties additionally creates barriers to inter-organizational interactions (Moshtari &

Gonçalves, 2017). Bealt et al. (2016) further explained that understanding the culture will

help overcome those barriers while enhanced performance measurement will allow

visibility, detect gaps, and identify adequate relational practices. In this context, Friday et

al. (2018) analyzed collaborative risk management that includes the following

capabilities to mitigate risks: risk information sharing, standardization of procedures,

joint decision making, benefit-sharing, process integration, and collaborative

performance systems.

Use of Coordination and Collaboration in Humanitarian Supply Chain

Management. Relational capabilities entail collaborations and coordination among

supply chain partners and act as the principal element of successful sustainability

practices. Chen and Kitsis (2017) posited that relational capabilities developed through

collaborations are difficult to imitate, thus presenting a key source of competitive

advantage. Additionally, sustainability-based collaborations rooted in trust, commitment,

shared values, and common vision are prerequisites and outcomes of collaborations

(Chen & Kitsis, 2017). Collaborations have been extensively researched. The common

findings is that collaborations are required at every stage within the supply chain:

planning, procurement, and transportation. Prasanna and Haavisto (2018) explained

collaborations through being relationships-focused and processed-focused. The former

entails close and long-term relationships, while the latter is based on processes that

supply chain actors take to achieve the common goal. Prasanna and Haavisto (2018)

elaborated on elements leading to collaborative behavior: trust, mutuality, information

exchange, communication, and commitment. In a humanitarian context, stakeholders

often fail to exercise effective coordination because of not placing beneficiaries in the

program's center (Thiruchelvam et al., 2018).

In the context of humanitarian operations, collaborations are essential. Prasanna

and Haavisto (2018) and Wilson et al. (2018) explained that collaboration results in

emergency response efficiency. Lu et al. (2018) added that collaborations in humanitarian

settings could vary, including local, regional, and international participants rapidly

grouped. However, since rapidly formed, Lu et al. (2018) warned challenging to exercise

the swift trust critical for the coordination effectiveness in relief programs. Additionally,

relief logisticians often lack experience and knowledge in relief operations, thus adding

to challenges. Adem et al. (2018) emphasized the complementarity of the capability of

each stakeholder critical for a successful humanitarian relief program. However, since the

humanitarian system is a combination of agencies with different missions, mandates, and

priorities, it can become difficult to establish relationships. Therefore, Bealt et al. (2016)

proposed utilizing the humanitarian cluster approach that facilitates information

dissemination across multiple agencies responsible for ensuring predictable leadership,

accountability, and relationships.

Complex relief programs require collaborations and coordination on all levels. A

degree to which supply chain partners collaborate Torabi et al., (2018) called supply

chain integration and further evaluated supplier integration, customer integration,

external integration, and internal integration. Adem et al. (2018) elaborated on types of

partnerships in humanitarian organizations, including private businesses and contracts to

host governments, the military, or NGOs. The former ones are described as fast-moving

and action-oriented while the latter one very bureaucratic and slow. Najjar et al. (2019)

further elaborated on relationships between employees and refugees as crucial for the

propensity of the shared information. In this context, Moshtari and Gonçalves (2017)

differentiated horizontal and vertical relationships. The vertical includes parallel

collaboration with suppliers and customers, sharing responsibility, resources, and

information. Conversely, horizontal relationships include collaborations with competitors

to increase efficiency and reduce the cost. Similarly, Prasanna and Haavisto (2018)

evaluated relationship-focused collaboration and process-focused collaborations.

Communication has critical significance in humanitarian logistics. Um and Kim

(2019) explained that quickly exchanging the information among multiple supply chain

stakeholders leads to an effective operational outcome. Similarly, Anh et al. (2019) added

that lack of communication, coordination, and collaboration results in an inability to form

relationships between partners. Turkulainen et al. (2017) emphasized the power of

information communication across the organization through various means fostering

relationship building. However, Diedrichs et al. (2016) elaborated on major barriers to

efficient communication: political interests, military forces, donor requirements,

geographical dispersion, and management styles.

Multiple benefits are deriving from collaborations. Prasanna and Haavisto (2018)

elaborated on joint inventory management, increased inventory turnover, reduced

operational cost, improved responsiveness, added economic value. Similarly, Mofokeng

and Chinomona (2019), and Um and Kim (2019) conceptualized supply chain

collaborations through following inter-related elements: information sharing, goal

congruence, decision synchronization, incentive alignment, resource sharing,

collaborative communication, joint knowledge creation, achieved economies of scale,

standardized supplies, increased speed and flexibility, leveraged purchasing power,

enhanced value for money, and accountability to donors and beneficiaries. Anh et al.

(2019) added increased customer satisfaction and cleared division of responsibilities

among partners, while Adem et al. (2018) confirmed new knowledge creation and ability

to solve complex problems as further benefits of collaboration. Turkulainen et al. (2017)

added goal alignment, achievement of synergies, and management of interdependencies.

Anh et al. (2019) found that relational capital leads to innovation through facilitating

information sharing. However, Wilson et al. (2018) warned that if collaborative

relationships pass beyond a certain level, it deteriorates operational performance due to

opportunism, thus aligning with the findings of Fan and Stevenson (2019), confirming a

relationship between relational capital and supply-side resilience is non-linear. Similarly,

Anh et al. (2019) brought to attention that collaborations in 60 percent of cases fail

mainly due to lack of relational capital. Therefore, collaborations are not a

straightforward process.

Culture is an essential determinant of collaboration outcomes. Doering et al.

(2019) found culture as a mediator in understanding the ways relational practices are

used. Prasanna and Haavisto (2018) explained that cultural fit among humanitarian

supply chain actors promotes healthy relationships and adds to the operational quality.

Conversely, differences in culture may negatively affect the relief response. Porter (2019)

found that clan and adhocracy culture significantly positively correlate with supplying

chain integrations and performance. Conversely, hierarchical culture was found with a

negative influence. Azmat and Kummer (2019) explained that each actor within the

supply chain brings its culture, mandate, and priorities, thus adding to coordination

complexities. In their research, Prasanna and Haavisto (2018) emphasized the

compatibility of corporate cultures as one of the fundamental facilitators enhancing

partnership growth. However, this factor can differ significantly in humanitarian settings

because larger humanitarian organizations often exert more influence.

Technology plays a vital role in humanitarian collaborations. Because suppliers

are globally located, it is crucial to connect electronically and collaborate in a virtual

enterprise (Khalil & Belitski, 2020). Aulkemeier et al. (2019) explained that utilizing the

information systems and communications technologies contributes to inter-organizational

compatibilities because digital systems allow open, flexible, agile, and demand-driven

collaborations. As a result, interactive and collaborative relationships lead to developing

partnerships and alliances, which helps to build dynamic capabilities and ensure superior

performance (Chowdhury et al., 2019).

The Role of Trust Among Humanitarian Supply Chain Partners. Trust among

supply chain partners is one of the essential resources. Trust motivates engagement in

social interactions and is critical in long-term relationships (Chen & Kitsis, 2017).

Prasanna and Haavisto (2018) posited that lack of trust might result in rivalry.

Additionally, mutuality and reciprocity can help to build trust too. Wilson et al. (2018)

and Najjar et al. (2019) highlighted that trust and established social capital should

enhance the reliability of information shared among partners and willingness to share.

The capability to develop swift trust is essential in humanitarian and relief operations

because swiftly formed global team members must work together towards the common

goal (Lu et al., 2018). However, Bealt et al. (2016) argued that the humanitarian

community does not necessarily trust the good intentions of the private sector while

private organizations perceive humanitarian organizations as overly bureaucratic.

Nevertheless, investing in inter-organizational trust and developing bonding skills lead to

positive collaborative relationships (Lu et al., 2018).

Theme 3: Risk Management Capabilities Ensuring Sustainable, Resilient, and Agile

Supply Chain

Supply chain risk management is essential for humanitarian logistics because

humanitarian organizations experience risks when they prepare for and respond to

disasters. Supply chain interruptions can lead to a humanitarian crisis. Therefore, Jahre

(2017) evaluated supply chain strategies that mitigate risks and improve logistics

preparedness in humanitarian organizations. Some of the evaluated strategies include

centralization, collaboration, flexible supply base, flexible supply contracts, flexible

transportation, make-and-buy, postponement, and strategic stock. Similarly, Sigala and

Wakolbinger (2019) explored and summarized the main risks related to humanitarian

organization and found that delivery delays, insufficient capacity, single sourcing, price,

and market fluctuation are the most significant risks. To mitigate those risks,

humanitarian organizations often establish agreements with logistics service providers

during the preparation phase.

Humanitarian organizations operate in an unstable and dynamic environment and

have to address complex factors. Therefore, it is required to embrace the agile strategies

to respond quickly to internal and external life-threatening risks and uncertainties

(L’Hermitte et al., 2017). However, establishing agility requires time, and an efficient

supply chain requires anticipated responsiveness (Shafiq & Soratana., 2019). The UN

Office for the Coordination of Humanitarian Affairs (OCHA) identified agility as their

priority and operationally focused (L’Hermitte et al., 2017). For example, rapid airlift

transportation and swift deployment of an emergency team are related operational

activities. Dubey et al. (2018a) also discussed the trade-off between adaptation and

standardization and the level of planning requirements for the agile humanitarian supply

chain to achieve the anticipated responsiveness.

Resilience to the supply chain is a multidisciplinary concept and essential in

today’s time of continuous disruptions. Every supply chain is subject to disruptions risks

originating from supply, demand, control, processes, and environment (Parast, 2020).

According to Scholten et al. (2019), there is 75 % supply chain that experienced

disruptions. In this context, Sabahi and Parast (2020) stated that 80% of firms consider

resilience to supply chain disruptions as a top priority. Therefore, in their literature

review, Chowdhury et al. (2019) concluded that resilience is at the forefront in supply

chain management research. Similarly, Zamanian et al. (2020) posited that supply chain

resilience has the power to retain the primary structural supply chain. Kwak et al. (2018)

differentiated resilience from robustness, where robustness is the capability to resist and

sustain while resilience is the ability to adapt and retain, thus addressing unforeseen

events.

Use of Risk Management in Supply Chain. There are many definitions of risks.

Aslam et al. (2020) described risks as phenomena preventing routines and decision-

making patterns, therefore something to be managed and avoided. In the context of the

supply chain, Friday et al. (2018) defined supply chain risk management as an inter-

organizational collaborative effort to identify, evaluate, mitigate, and monitor unexpected

conditions which might impact the supply chain. Fischer-Preßler et al. (2020) explained

risk identification as the process of determining the potential threats. Risk analysis

comprises understanding and extent of damages. Risk reduction includes measures

reducing risks, while risk monitoring is a continuous audit function assessing the risk-

reducing measures. In all phases of risk management, Fischer-Preßler et al. (2020)

highlighted the contributing role of IT.

Supply chain risk management has been extensively researched. Friday et al.

(2018) used the term collaborative risk management to jointly coordinate events prior,

during, and after incidents in an attempt to prevent or mitigate adversities. Friday et al.

(2018), furthermore, identified six related capabilities. They are risk information sharing,

procedure standardization, joint decision making, risk and benefit-sharing, process

integration, and collaborative performance systems. In the context of collaborative risk

management in the supply chain, Fischer-Preßler et al. (2020) explored IT systems

supporting preventive collaborative practices.

Researchers explored various methods for successful risk management. Friday et

al. (2018) concluded that effective technology utilization, efficient leadership, teamwork,

and communication would enhance visibility, establish risk management culture, and

mitigate disruptions. Such a digital supply chain is driven by the Internet of Things, Big

Data Analytics, Cloud computing, ERP systems, RFID technology, barcoding, and

additive manufacturing solutions. Fischer-Preßler et al. (2020) explored the role of IT in

risk reduction more profoundly and posited that organizations intensively invested in IT

solutions in the last two decades. The research resulted in a two-dimensional approach to

categorize IT.

The level of risk-taking varies among organizations. Aslam et al. (2020) explained

that entrepreneurial organizations embrace the risks, innovations, and constantly

reconfiguring their resources. Conversely, organizations avoiding risks are lacking agile

supply chain processes and flexible responses to changing market conditions. Similarly,

Shamout (2019) researched the dual effect of outsourcing risk strategy and found that

outsourcing may result in benefits such as cost advantage or access to large markets.

However, it can also result in challenges, namely exchange rate, transportation risks,

political and environmental uncertainties. Friday et al. (2018) suggested collaborative

risk management that streamline risk practices, perceptions, and risk assessments across

the supply chain. Finally, Fischer-Preßler et al. (2020) differentiated direct risks on own

operation and indirect risks affecting associated supply chain partners. The latter may

cause a ripple effect, meaning disturbance at one point in the supply chain involves

remaining partners.

Innovation relates to risk management capabilities. Kwak et al. (2018)

investigated the impact of supply chain innovation on robustness and resilience as risk

management capabilities. They found a significant positive relationship. However,

innovation could be both a risk enhancer and a reducer. In this context, Kwak et al.

(2018) explained that technology innovation facilitates numerous activities such as

planning, forecasting, and purchasing, thus augmenting the risk. Conversely, technology

innovation provides a solution, potentially improving operational capability and reducing

risks. Conclusively, supply chain managers should take a balanced approach in new

technology adoption and innovation implementation.

Use of Supply Chain Agility. There are many definitions of agility. L’Hermitte

et al. (2017) explained agility as an organization’s ability to respond to changes rapidly

and effectively and continued that being agile means being purposeful, action-focused,

collaborative, and learning-oriented. Shafiq and Soratana (2019) explained the agile

supply chain as responding rapidly to changes, using advanced information systems,

integrating processes, and supporting business networks. Nelan et al. (2018) defined

agility as the ability to thrive and efficiently respond to customers in an environment of

constant and unpredictable change.

Similarly, Shafiq and Soratana (2019) posited that supply chain agility is the

organizational ability to respond promptly to uncertainty in customer demand. Dubey et

al. (2018b) stated that agility is the property of the supply chain that enables the

organization to sense changes, adjust tactics and operations internally to address

opportunities successfully and threats, thus fitting to the DCT.

A humanitarian supply chain requires a trade-off between agile and lean supply

chain too. Dubey et al. (2018b) explained agility is needed for the restoring stage and

lean supply chain later at the reconstruction stage. In this context, Shafiq and Soratana

(2019) presented a two-matrix model showing emergency humanitarian operations

requiring a high level of agility while developmental scope requires a substantial lean

process. Shafiq and Soratana (2019) used the term leagility management that combines

lean and agile management and stated that 90% of humanitarian organizations participate

in both emergency and developmental activities. Aslam et al. (2020) evaluated flexible

and agile supply chains and found that adequate supply chain design entailing resources

and infrastructure enables effective response to changes. Nelan et al. (2018) explained

agility in humanitarian supply chains must address the unstable nature of funding from

donors.

Agility is a business-wide capability. L’Hermitte et al. (2017) explained that

agility involves organizational structure, information systems, processes, and mindset and

continued with four characteristics of agile organizations. They are demand-driven,

event-driven, process-oriented, and virtually integrated. As a result, supply chain

managers will be able to respond to current issues and future uncertainties. Dubey et al.

(2018b) found that too many standardizations in procedure and formalistic hierarchical

authority result in inflexible supply chains. Therefore, Dubey et al. (2018b) suggested

structural flexibility means flexible standard procedures defined for each situation,

considering geography, infrastructure, and geopolitical context. L’Hermitte et al. (2017),

in their research, explored strategic dimensions of agility. In addition to previously

mentioned purposefulness, action-focused, collaboration, and learning orientation, there

are additional three dimensions discussed: leadership essential for quick decision making,

availability of information for effective deployment of resources, and extensive field

presence. In their research, Dubey et al. (2018b) complemented agility capability with

adaptability and alignment as a powerful combination to achieve sustainable competitive

advantage.

Agility was mainly studied through the lenses of the DCT. In this context, sensing

environmental forces, seizing opportunities, and adapting resources to overcome threats

make dynamic capabilities the most appropriate lens to study agility in the supply chain

(L’Hermitte et al., 2017). In this context, Aslam et al. (2020) stated that agile supply

chains are adaptable and reconfigurable to address the market alterations and gain a

competitive advantage. Therefore, only agile and adaptive supply chains can seize new

opportunities and transform the long-term supply chain to address changes in customer

demand. The supply chain was studied extensively through the RBV perspective too.

However, Dubey et al. (2018b) argued that supply chain capabilities are more complex

and involve other components such as coordination among organizational members as the

most critical to success. In this context, L’Hermitte et al. (2017) found eliminating silos

essential and leading to collaborative relationships as the most significant agility

capability.

Agility enablers allow the deployment of agile capabilities. Those enablers

include people, processes, and technology. L‘Hermitte et al. (2017) explained that the

agile workforce is characterized by experienced, educated, multi-skilled, creative,

diverse, adaptable, proactive, team players, technology, and innovation-oriented staff.

Moreover, such agile staff understands the organization’s vision. L’Hermitte et al. (2017)

explained that technology integrates and coordinates, thus leverage skills and knowledge.

Similarly, technology has the capability to enhance market sensitivity. First, this means

that the supply chain is becoming demand-driven and able to respond to actual demand.

Second, instead of inventory-based supply chains are becoming virtual. Third, technology

enhances relationships and integration across the supply chain. Aslam et al. (2020)

explained that other enablers of the agile supply chain are organizational structure and

having a managerial mindset that aligns customers and suppliers. Nelan et al. (2018)

added integration as critical to the success of agile supply chains. Supply chain agility

requires strong leadership. Precisely, leaders are expected to manage risks, uncertainties

and take advantage of opportunities (L’Hermitte et al., 2017). For agility to yield more

efficient results, supply chain managers must be prepared and take steps before an event

occurs (Dubey et al., 2018b). External disruptions inevitably occur. So, Shafiq and

Soratana (2019) stated that supply chain managers could address such events by

preparing emergency plans, networking with suppliers, contingency inventory planning,

and creating a stable network of third-party logistics services. Dubey et al. (2018b) added

that top management is vital in establishing relationships between acquiring resources

and developing capabilities.

Supply Chain Resilience Capabilities as Dynamic Capability in

Humanitarian Supply Chain. Many researchers tried to articulate supply chain

resilience through different definitions. Parast (2020) posited supply chain resilience as a

dynamic capability helping firms to respond to and recover from disruptions. A simple

definition originated by Chowdhury and Quaddus (2017), saying that supply chain

resilience is the organizational capability to survive in a turbulent environment.

Chowdhury et al. (2019) explained resilience as the capability of the supply chain to

develop readiness, response, and recovery to manage risks, thus ensuring the return to the

original state or even better after disruptions. However, Mackay et al. (2020) explained

resilience as the ability to prevent and resist events and return to an acceptable level of

performance in an adequate time. Similarly, Jafarnejad et al. (2019) explained resilience

as an attribute required to address various unpredictable disorders and survive in a

turbulent time. Kwak et al. (2018) and Scholten et al. (2019) defined supply chain

resilience as the adaptive capability of an organization to prepare for, respond to and

recover from any supply chain disruptions. Sawyerr and Harrison (2019) defined

resilience as the ability to plan and design the supply chain network proactively,

anticipate unexpected disruptive events, respond effectively, maintain control over

structure and function, and pass to a more robust state of operations favorable than a prior

disruptive event.

Resilience is a multidisciplinary concept and has been researched through many

conceptual frameworks and recent researchers mostly grounded in DCT because it

postulates capabilities to address challenges in turbulent times. Chowdhury and Quaddus

(2017) used the dynamic capability view (DCV) and explained that a triple-A supply

chain could be achieved by managing supply chain resilience via DCV. This is because

DVC focuses on unpredictable and rapidly changing markets, thus requiring resource

reconfiguration within firms. Zamanian et al. (2020) conceptualized how learning can

enable the development of dynamic capabilities such as resilience, resulting in

establishing refine perspectives of learning for supply chain resilience and allowing

managers to understand how to transform disruptions from adverse events to opportunity.

Singh and Singh (2019) evaluated the adoption of new technologies such as big data

analytics as a dynamic capability theoretical paradigm because firms operate in a fast-

changing environment where it is necessary to respond and adapt timely.

Recent studies demonstrate extensive research on the relationship between

innovation and resilience. Sabahi and Parast (2020) found that innovative firms are more

resilient to disruptions because innovation fortifies capabilities that positively affect risk

management. Precisely, capabilities mediating the relationship between innovativeness

and resilience are knowledge sharing, agility, and flexibility. Similarly, Golan et al.

(2020) argued that innovation generates positive risk management capabilities and

elaborated on smart solutions, blockchain, and artificial intelligence to maintain agility

and increase resilience during the COVID-19 pandemic.

The efficiency in measuring resilience is essential for firms to improve

performance and sustain competitive advantage. Therefore, Chowdhury and Quaddus

(2017) developed and validated hierarchical and multidimensional scales for measuring

supply chain resilience. Similarly, in their research, Zamanian et al. (2020) adopted value

at risk and conditional value at risk as two main measuring criteria for a resilient supply

chain that function by assigning the weight to future events and calculating the expected

values of different disruptive scenarios. As a result, supply chain managers will make

protective decisions concerning suppliers, emergency inventory, or protection strategies

against stoppages. Golan et al. (2020) developed tiered resilience quantifying model

using a supply chain index metric to optimize efficiencies when addressing the emerging

challenges and concluded that without modeling, advanced resilience analytics could not

be achieved. Measuring resilience connects with big data analytics that can collect, mine,

analyze and visualize data effectively, resulting in transformed business processes and

improved visibility, robustness, and performance (Shamout, 2019).

Supply chain managers show growing interest in big data analytics and start

realizing its impact on resilience capabilities. Singh and Singh (2019) examined the effect

of big data analytics on business risk resilience. They found that if organizations adopt

big data analytic capability, it will allow transparency, sound decision making,

accountability, and innovation, enabling them to develop supply chain resilience

effectively. Conclusively, big data capabilities act as dynamic capability that creates the

capacity to manage disruptions and result in competitive and sustainable advantage

(Singh & Singh, 2019).

Without resilience capability, supply chains will be affected by disruptive events

and exposed to multiple risks. Chowdhury et al. (2019) elaborated on financial losses as

one of such risks. Subsequent risk includes supply chain discontinuity affecting and

revenues and cost (Chowdhury & Quaddus, 2017). Similarly, the absence of resilience

capability will not allow the supply chain to move towards adverse conditions. Jafarnejad

et al. (2019) discussed several risks in procuring and delivering medical equipment. They

are delayed delivery, damaged goods, errors during the ordering process, incomplete

payments. Consequently, the inability to address risk adequately leads to an inefficient

supply chain and decreased performance. Golan et al. (2020) explored the effect of

COVID-19 on supply chains and argued that lack of resilience in the supply chain caused

serious consequences continuing for years. Singh and Singh (2019) explained that supply

chains are no longer exposed to traditional risk factors. Instead, they expanded to new

risks such as quality, safety, product, leadership, labor, or environment, making it

challenging to develop effective risk management strategies.

Use of Supply Chain Resilience. Resilience can be composed of different

elements. According to Sabahi and Parast (2020), there are two elements defining

resistance. The first element is resistance capacity, considered as the ability to reduce or

avoid disruptions. The second element is the recovery capacity, defined as the ability of a

system to return to the functioning state. Chowdhury et al. (2019) stated five core

elements of supply chain resilience. They can anticipate, adapt, recover, learn phases of

resilience, and discuss resilience strategies. While Mackay et al. (2020) explored only

two dimensions of resilience, that is, agility as reactive and robustness as proactive,

Chowdhury and Quaddus (2017) and Sawyerr and Harrison (2019) in their research

investigated numerous proactive and reactive supply chain design elements.

Proactive resilience is the capability to recognize, anticipate and defend against risks.

However, reactive resilience includes response and recovery abilities in the shortest

possible time with a minor potential impact (Chowdhury et al., 2019). The proactive

aspect of resilience encompasses flexibility, visibility, redundancy, integration, financial

strength, market capability, reserve capacity, robustness, adaptability, collaboration,

integration, diversity, velocity, and efficiency to measure resilience. Conversely, reactive

capabilities include agility, recovery time, cost, and response effort. Both proactive and

reactive capabilities are required to adapt, integrate, and reconfigure pre-disaster and

post-disaster phases (Chowdhury & Quaddus, 2017).

There are different factors affecting supply chain resilience. Jafarnejad et al.

(2019) researched factors influencing the supply chain of medical equipment. They found

that trust among supply chain stakeholders, risk management culture, adaptability,

organizational structure, funding, and environmental conditions dominate. In this context,

Zamanian et al. (2020) highlighted the importance of adaptive capability enabling the

supply chain to react and recover from non-routine events. Sawyerr and Harrison (2019)

added managerial commitment as a vital formative factor to supply chain resilience.

Researchers explored various resilience strategies. Chowdhury et al. (2019)

investigated the following approaches to achieve supply chain resilience. These

approaches are flexibility, redundancy, visibility, and collaboration, concluding their

positive relationship with supply chain performance. Precisely, for the organization to

improve its resilient capabilities and performance, supply chain managers should

strategize supply chain practices and network structure (Chowdhury et al., 2019).

Similarly, developing disruption orientation, resources configuration, and risk

management infrastructure is a strategy that Chowdhury and Quaddus (2017) elaborated

on in their qualitative research. Mackay et al. (2020) highlighted information sharing as a

prerequisite for both proactive and reactive resilience. However, integration can improve

resilience, but mutual dependencies and impaired flexibilities may neutralize the value of

integration.

Firms are applying various methods to enhance resilience. Chowdhury et al.

(2019) posited that increased trust, cooperation, and commitment increase adaptive

capacity, reduce environmental uncertainties, and improve resilience capability. In this

context, Mackay et al. (2020) investigated the effect of relational competencies on

resilience. They found that cooperation and communication positively affect resilience

while integration does not have a significant impact. Similarly, Chowdhury and Quaddus

(2017) examined a triple-A supply chain meaning agile, adaptable, and aligned.

Jafarnejad et al. (2019) explained that adaptive capability allows the chain to move

forward and recover while agility and ability to change quickly. Scholten et al. (2019)

explored how knowledge creation and knowledge transfer can result in solid

organizational resilience. Precisely, they uncovered six learning mechanisms fostering

supply chain resilience: processual, anticipative, situational, collaborative, experiential,

and vicarious learning. Anticipative and processual learning is essential in the

preparedness phase, while experimental and vicarious in the recovery phase. However,

situational and collaborative learning was found crucial during the response phase.

Use of Supply Chain Sustainability. Sustainable supply chain management is a

vital phenomenon. Chen and Kitsis (2017) explained a sustainable supply chain as crucial

for integrating business operations and sustainability, thus resulting in reduced risk and

improved performance. Chen and Kitsis (2017) defined a sustainable supply chain as

managing material, information, and capital flows through the chain intending to achieve

economic, environmental, and social goals. Similarly, Shan et al. (2020) defined

sustainable supply chain management as the process of integrating and realizing the

economic, environmental, and social objectives for the supply chain. Del Mar Alonso-

Almeida et al. (2017) defined sustainability as a transformation of business model to

achieve financial goals according to sustainable environmental and social criteria.

Understanding the goals of supply chain sustainability is essential for ongoing

developments. Sherwat and Ebrashi (2017) elaborated on sustainability and scalability,

creating a systematic social change. Chen and Kitsis (2017) explained the indirect

outcome of sustainability management, which includes increased commitment when they

perceive the firm as actively involved in sustainable programs. Russell et al. (2018) and

Sudusinghe et al. (2018) researched the UN Sustainable Development Goals (SDG)

framework to drive change towards sustainability in the global supply chain.

Russell et al. (2018) found two approaches embed sustainability in an industrial sector.

First, the bottom-up ethical approach promotes the alignment of goals between supply

chain stakeholders to benefit from the relationship. The second approach is top-down

regulations. Nevertheless, Russell et al. (2018) criticized SDG for not providing practical

decision-making concepts to companies. Conversely, Zimon et al. (2020) proposed

guidance for managers and a three-phase approach including practices identification,

alignment with SDG goals, and implementation model as shown in the Figure 1.

Figure 1

Sustainable Supply Chain Management Model Integration of the UN SDGs

Note. Adopted from “Drivers of sustainable supply chain management: Practices to

alignment with UN sustainable development goals,” by D. Zimon, J. Tyan, and R.

Sroufe, 2020. International Journal of Quality Research, 14(1), p.230.

Researchers intensively explored ways to achieve sustainability in the supply

chain. Chen and Kitsis (2017) developed the roadmap for a sustainable supply chain

about antecedents of the sustainable supply chain, practices, and performance elements.

They found that relational capabilities such as communication, collaboration, information

sharing, and trust-building transform stakeholders’ pressure, moral motives, mindset,

corporate vision, and management commitment to a sustainable outcome. Furthermore,

they found media as a powerful sustainability driver because the threat of media attention

can force companies to act responsibly. Shan et al. (2020) emphasized supply chain

collaborative innovation as the primary driver of dynamic capability for achieving a

sustainable supply chain.

Understanding drivers for a sustainable supply chain is a growing interest of

recent research. Zimon et al. (2020) grouped drivers of sustainable supply chain around

company internal, customers or suppliers, and the sustainable supply chain management

third parties. Inner drivers include management commitment, organizational

involvement, supportive culture, productivity improvement, waste elimination, and

competitive opportunity. Similarly, external pressure from customers or suppliers refers

to social, environmental compliance, green production, reverse logistics requirements,

and customer and supplier involvement. However, the supply chain third party

encompass regulatory pressure, competitors, investors, and the general public, reputation,

and social responsibility.

Measuring sustainability results is becoming a growing requirement for investors

because they consider sustainability a vital indicator of overall business health. There are

three dimensions of performance in managing supply chains. They are economic,

environmental, and social performance. According to Chen and Kitsis (2017), integrating

all three dimensions differentiates traditional from the sustainable supply chain.

Zamanian et al. (2020) explained that environmental responsibility is mainly measured

through gas emissions, while social sustainability through damages to human health.

However, Zamanian et al. (2020) highlighted the lack of a standardized reporting and

measuring system for social sustainability, although Zimon et al. (2020) detailed

performance metrics on social performance in addition to environmental and economic

performance. Sudusinghe et al. (2018) explored the best practices and benchmarks to

achieve a socially sustainable supply chain. Zimon et al. (2020) posited that efficient

relations with suppliers would minimize environmental and social risks. Therefore,

alignment between economic and environmental goals is crucial for a sustainable supply

chain.

Implementing a sustainable solution can be challenging. The reasons are it is a

time-consuming and complex process, thus possibly discouraging managers from

continuing with their efforts (Zimon et al., 2020). In this context, leaders with dynamic

managerial capabilities and social commitment will contribute to business sustainability

(Del Mar Alonso-Almeida et al., 2017). Shan et al. (2020) explained that the inability to

implement collaborative innovation directly negatively impacts supply chain dynamic

capability and sustainable supply chain performance. Conclusively, alignment between

individual dynamic capabilities and the relationship with key stakeholders leads to a

sustainable supply chain.

Transition

Section 1 began with problem statement, purpose statement, and nature of study.

Additionally, there are following elements included too (a) a central research question

and interview questions, (b) a conceptual framework, (c) operational definitions, (d)

assumptions, limitations, and delimitations, and (e) the significance of the study. I

concluded with contributions to business practice and implications for social change, and

review of professional and contemporary literature about the strategies of efficient

humanitarian supply chain management in dynamic and disruptive business environment.

Main purpose of Section 1 was to present the importance of my research topic that was

worth exploring.

In Section 2, I elaborate on the role of the researcher, participants, research

method, research design, population and sampling, ethical research, data collection

instruments, data collection technique of the research study, data organization techniques,

data analysis, reliability, and validity of the findings. During the data collection process

of the research study, I ensured the participants' right to confidentiality and protection. In

Section 3, I present data findings for the themes and strategies that emerged from the data

analysis and how these findings relate to professional practice, implications for social

change, the recommendation for practical application of findings, and further research

opportunities, reflection, and conclusion.

Section 2: The Project

In this section, I solidify the purpose of my research and the processes I used, thus

ensuring research quality. I will demonstrate how understanding and applying dynamic

capabilities in supply chain management may result in operational efficiencies demanded

by humanitarian program donors and UN member states. Precisely, Section 2 is

organized around the following discussions: (a) the purpose statement, (b) the role of the

researcher, (c) participant characteristics, (d) research method and research design, (e)

description of the population and sampling choices (f) ethical research, (g) data collection

instruments and technique, (h) data organization and analysis technique, and (i)

approaches to ensure reliability and validity of the research. Some participants had

changed their duty stations, so I needed to use the Microsoft Teams application as a

primary method to collect data in addition to a face-to-face semistructured interview.

Purpose Statement

The purpose of my qualitative multiple case study was to explore the strategies

that some executive supply chain managers of the UN use to leverage operational

efficiencies in a peacekeeping program. The target population comprised nine executive

levels of supply chain managers of the UN organization who have successfully

implemented strategies to leverage operational performance. The implications for

positive social change include the potential to effectively respond to communities

affected by humanitarian crises by supporting sustainability and peace, building dynamic

capacity, and fostering economic development (see Haavisto & Kovács, 2014). As a

result, humanitarian agencies can remain operational and engage in political and conflict-

reduction interventions integral to economic, social recovery, and sustainability.

Role of the Researcher

To ensure high-quality research, I followed three principles. First, I thoroughly

reviewed the literature because it helped determine the significance of the study and how

much of this topic had been explored in the past. The second principle related to selecting

a correct research design that best answers research questions (see Fusch & Ness, 2015;

Fusch et al., 2017). This endeavor required familiarity with research strategies and

demonstrating coherence throughout the research project (see Saunders et al., 2019). The

third essential component included my skills to collect data through different sources and

analyze them objectively to produce reliable, valid, and transferrable findings.

During the data collection phase, I used multiple sources of evidence such as

archival records, documentation, direct observation, interviews, participant observations,

and physical artifacts to achieve triangulation and mitigate bias (see Fusch et al., 2017).

Furthermore, I maintained a chain of evidence that can go both ways: from hypothetical

findings through identifying evidence that supports the finding until a clear definition of

the research question (see Yin, 2018). I avoided collecting data from social media due to

the risk that the immense amount of available data could have overwhelmed me and

disturbed my research focus, exhausting valuable time contributing to data inaccuracy

(see Saunders et al., 2019; Yin, 2018). Last, I followed Yin's (2018) advice to cross-

check online materials with other sources.

Explained data collection principles helped me to address my research question

successfully. For example, to confirm that supply chain managers lack strategies levering

operational performance, I conducted semistructured interviews exploring participants'

knowledge, beliefs, and understandings about successful supply chain strategies (see Yu

et al., 2017). I extended my data collection to performance reports, administrative

documents, and project proposals (see Baxter & Jack, 2008). Direct observation

contributed to understanding participants' culture in an evaluated global organization

(Fusch et al., 2017). Furthermore, maintaining a case study database helped me to keep

evidence easily retrievable and organized manner. Similarly, maintaining the chain of

evidence kept me on track during the research process.

Through interviews, I intended to access participants' life and collect views and

experiences, thus contributing to the richness of the research study (see Elmir et al., 2011;

Saunders et al., 2019). Moreover, various perspectives added to data saturation and to

assure validity and reliability. Following basic ethical principles and Saunders et al.’s

(2019) interviewing strategies, I ensured comfort, trust, confidence, fairness, protection

of participants' well-being, and their feeling of respect. As a result, participants may have

further disclosed information, promoting trustworthiness and reducing participants' bias. I

was aware that interviewing some participants may have provided insights on complex

and contradictory matters and brought research across the barriers (see Rubin & Rubin,

2012). For example, my I purposely included a "shaman" type of participant, that is, very

knowledgeable, highly motivated, and expanding long about the topic. Reaching out on

their perspectives than other more ordinary participants allowed me to achieve a

saturation point and accurately conclude findings.

Recognizing bias is crucial to achieving valid and reliable research results. Galdas

(2017) defined bias as distortions in study results. Because qualitative research is

subjective and reflexive, it is open to bias. Therefore, as a researcher, I was aware of

mechanisms eliminating bias. Similarly, as a researcher, I was clear about my role in the

research process so that my values, cultural difference, beliefs, prejudice did not affect

the findings (see Fusch & Ness, 2015). Furthermore, the organization I researched is

global and multicultural, thus there was a potential of bias because participants of

different cultural backgrounds might have defined research problems differently.

Although Yin’s positivists argued that truth could overcome personal bias (as cited in

Denzin & Lincoln, 2018), it is crucial to understand that involvement of the human

element opens the opportunity to bias. However, mastering technics and following firmly

structured Yin’s guidelines helped address bias issues and ensure reliability.

I applied several techniques in preventing bias. One technique was an extensive

literature review and diversified samples (see Daly & Lumley, 2002). However, I am

aware that we might inherit other researchers' biased evidence through literature (see

Toews et al., 2017). Second, selecting a design that best answers the research question

and reaches data saturation prevents bias (Fusch et al., 2017). Third, as a researcher, I did

not respond with my nonverbal communication or questions with suggestive answers or

tone (see Saunders et al., 2019). Fourth, my systematic self-reflective process of

bracketing by being vigilant of my beliefs, values, biases, emotions, assumptions, and

preconceptions about the phenomenon as an interviewer and aware of knowledge ensured

objectivity (see Tufford & Newman, 2012). For example, I refrained from asking probing

questions matching my preconceptions (see Galdas, 2017). Furthermore, I wrote memos

and journals throughout the data collection and analysis phase (Tufford & Newman,

2012). Similarly, as I was researching activities that I was familiar with, this competence

did not power shift during data collection and analysis (see Anyan, 2013). Next, I

maintained a reflexivity diary or journaling to ensure self-awareness during the entire

research process by noting feelings, challenges, thoughts, and experiences, thus

enhancing transparency and clarifying researcher perspective and a threat of possible bias

(see Houghton et al., 2013; Patton, 2015).

In conclusion, I strove to contribute with knowledge relevant to improving

business practices and introducing positive social change. To achieve that, I, as a

researcher, demonstrated critical thinking skills, interviewing skills, and the ability to

make sense of collected data; connected theory and practice; conducted reflexivity

through all stages; had an ethical approach; and exercised continuous learning (see

Burkholder et al., 2016).

Participants

Participants are a crucial source of data for qualitative research. I attentively

selected my participants by taking into consideration several attributes. First, I preferred

to interview participants about a subject that I could understand with genuine interest

(Saunders et al., 2019). As a supply chain professional with in-depth knowledge of the

subject and as someone who has carried out that duty for 18 years, I confirm immense

comfort with the research topic and related subject matter experts I interviewed. Second,

having my participants within an organization made the project feasible to conduct. As a

result, it were fewer financial expenditures and timely project delivery. Even though

some participants changed geographical location, using official communication tools

made them easily accessible. The final rationale related to my future aspiration.

Specifically, I am pursuing my career in supply chain business intelligence, which

requires me to analyze and find solutions to various supply chain-related issues.

Therefore, some participants were subject matter experts in that area.

The process by which I selected my participants was through field observation in

my area of expertise (see Yin, 2018).Supply chain management is still a new discipline.

Therefore, many managers in my global organization lack an understanding of supply

chain management capabilities and their valuable contribution to operational performance

(see Hove-Sibanda & Pooe, 2018). As a result, it incited my interest in detailed research.

I gained secure access to data. Although the researcher may identify a valuable

problem statement, the disability to access participants may cause a severe issue during

the research process (Saunders et al., 2019). As an organizational employee, I combined a

face-to-face interview and via Microsoft Teams. As a result, I achieved continuity of the

process and further access to data I expected participants to share (see Saunders et al.,

2019). I considered the personal, professional reputation and the fact that my scope of

duty was already extensively related to the research and development of the subject

matter. I received access granted upon confirmation from the organizational Office of

Ethics requiring that the research harm neither institution nor research participants.

Nevertheless, Saunders et al. (2019) warned of a possible issue, even when an internal

researcher plans to access the data. I overcame this issue by clearly stating the reason

why I was conducting my research.

I applied the purposive sampling method based on sound judgment on who would

best answer my research questions. In my current interview practice, I included work

related participants with whom I have been collaborating for many years. Therefore, I

easily determined the level of knowledge, education, business experience, and motivation

status explained by Peña (2002) as the required critical human capital of the manager.

Furthermore, Saunders et al. (2019) asserted that purposive and judgmental sampling is

appropriate for small samples.

I targeted heterogeneous groups with different characteristics to gain a broader

perspective until I achieved saturation. I applied some of the methods Patton (2015)

advised as adequate for a broader population, for example, snowball and chain sampling,

where I asked informants for referrals. Asking the participants to recommend people who

would be a good source of information is called respondent driven or network sampling

(Patton, 2015).

I interviewed nine participants who were deemed the most appropriate for the

research. Four participants were chief of supply chain management pillars of the

peacekeeping missions with diverse experience of managing assets worth about 400

million dollars annually. Furthermore, they served in various peacekeeping missions

throughout their careers with experience of over 20 years. They had a wealth of

experience and knowledge in managing peacekeeping missions on a small and large scale

in all phases of the peacekeeping lifecycle. Last, they had diverse expertise in movement

control, procurement, inventory management, acquisition, and demand planning. The

fourth participant had extensive experience in both the private sector and humanitarian

logistics. Also, he had master-level education in supply chain management, information

systems, and data science. As a result, the UN organization is currently benefiting from

efficient supply chain analytics and automated operation. In conclusion, I selected four

research participants because of their expertise and accessibility.

Marshall and Rossman (2015) pointed out challenges related to “elite” people

defined as “influential, prominent, and well informed” (p. 159). Therefore, I avoided

selecting this category of participants during my selection process. Precisely, they are not

readily available for the interview. Second, they may structure the conversation according

to their terms. Third, they tend to have a strategic view of the topic lacking details. Last,

they can shift the power during the interview.

Research Method and Design

Research philosophy is the first stage requiring clarification during the

dissertation writing process. Research philosophy reflects a researcher’s beliefs and

assumptions pertaining knowledge development, thus serving as a base for the research

strategy (Saunders et al., 2019). As a result, a methodological choice follows quantitative,

qualitative, or mixed research methods. Nevertheless, as a novice researcher, I strove for

a coherent research project with all elements in alignment. The selection of research

methods is a crucial process because it influences later research decisions and results. The

ultimate determination is based on a thorough literature review on a specific topic and

research question.

The research method includes the process of collecting data (Yin, 2018). There

are three research methods that researchers may consider. They are quantitative,

qualitative, and mixed-method. I used the qualitative multiple case study research

method. The researcher may also consider using phenomenology, ethnography, and case

study design (Yin, 2018). I did not undermine the importance of reflexivity, which

clarifies the relationship between the researcher’s philosophical position and research

methodology.

Research Method

The selected qualitative study derives the research process from the data itself,

thus seeking to discover and understand a phenomenon, a process, the perspectives, and

worldviews of the people involved (Yin, 2018). Qualitative methods focus on observing,

listening, and interpreting, which more intimately involve the researcher in the research

process. Furthermore, in qualitative methodology, the researcher uses semistructured

open-ended questions for interviewing a small sample of participants (Saunders et al.,

2019). Therefore, the qualitative method allowed me to spend more time with

participants, resulting in exploring more ground. These were the reasons for selecting

qualitative research as a guiding research method.

I did not select the quantitative research method because examining variables’

characteristics and relationships, would not have helped me to address my study purpose

or my research question. Similarly, although mixed-method enables exploring

complicated aspects and relations of the human and social world, remaining limited to

qualitative research allowed me to have a more analytical approach in exploring

strategies applied by participants I interviewed (see Creswell & Creswell, 2017).

Research Design

I selected a multiple case study for my research. A case study is a research

method used to investigate an individual, a group of people, or an event; thus, it

broadened my understanding of the research subject and went beyond the surface (see

Yin, 2018). Furthermore, a case study enabled me to answer how and why type

questions. In particular, my case study was exploratory because it addressed situations

lacking clarity. In my research, an exploratory case study revealed strategies that supply

chain managers use for efficient supply chain operations in the UN peacekeeping

missions.

In contrary to a single case study, the multiple case study will allow me to explore

differences between cases to replicate findings across cases. My participants served in

different UN peacekeeping missions. Therefore, multiple case studies will allow me to

analyze within each setting and across settings (Baxter & Jack, 2008). Since I am

interested in exploring the UN missions' specifics strategies of the efficient supply chain,

I opted for this approach because multiple case studies will allow me to scrutinize the

context of the case and facilitate understanding above and beyond a particular situation.

Finally, Yin (2018) confirmed that a multiple-case study is preferred because the single

case study is vulnerable and less substantial.

Conclusively, with multiple case study, I used multiple sources, such as

interviews, observations, documents, and artifacts, to analyze data through a case

description, thus developing an in-depth description and analysis of multiple cases. I

studied an event, a program, an activity, or more than one individual. As a result, I

achieved an in-depth understanding of a case.

Alternative qualitative research designs are phenomenology and ethnography. The

phenomenology allows the researcher to explore the personal meanings of lived

experiences that people produce and sustain, thus being subjective. A researcher in

phenomenological research understands the essence of the experience by studying several

individuals who have shared the experience to describe the reality of a lived

phenomenon. (Creswell & Poth, 2017). In contrast to the case study, phenomenological

findings explore what participants experience and the situations and conditions

surrounding those experiences, thus resulting in a lengthy interview duration (Stake,

1995). However, I did not intend to analyze psychological aspects and particular

sensitivities to the researched phenomenon (Giorgi, 2012).

Conversely, in the ethnographic study, the researcher describes and interprets

cultural and social groups (Fusch et al., 2017). The organization I am exploring is

multicultural, and participants are of different cultural backgrounds and ethnicities.

However, my intention is not to explore the feelings, beliefs, and meanings of

relationships between people as I interact within their culture. Therefore, the multiple

case study still allows me to best answer to my research question.

Although lots of benefits related to the case study, Yin (2018) expressed some

concerns. For example, the most significant concern is answering the question if case

study methods are rigorous enough. Indeed, Yin (2018) claimed this is because

researchers often do not follow systematic procedures. Therefore, to overcome this

concern, I will use multiple sources of data and triangulation, thus resulting in richness

and thickness of the data or saturation (Fusch & Ness, 2015; Heale & Twycross, 2015;).

Precisely, triangulation increases the validity and reliability of data and eventually results

in more comprehensive and complete findings. Baxter and Jack (2008) argued that

investigating the case in-depth through multiple lenses will allow a better understanding

of the phenomenon. Denzin is encouraging data cross-validation from different angles or

viewpoints.

There are various types of triangulation. I used methodological triangulation,

which combines data collection methods, direct observations, field notes, reflective

journals, and semistructured interviews. I interviewed participants of different ages,

ethnicity, professional experience, and gender (Fusch & Ness, 2015). However,

semistructured interviews allow participants to expand their responses. I was aware that

setting boundaries in the case study was crucial because it will more efficiently explore

the case and answer the “why” question well in depth (Baxter & Jack, 2008).

There is a difference between methodological triangulation across the method vs.

within the method. Denzin (1978) explained within-method triangulation combines

multiple techniques within the same data collection method. I used the unorthodox

method, that is, between-methods pertaining to the use of several different data collection

methods such as direct observations, interviews, performance documents, and reflective

journals. Indeed, Denzin (1978) recommends between-method triangulation because the

within-class method might bring variations.

Population and Sampling

Researcher should define the target population clearly. Saunders et al. (2019)

described the target population as a population that is the focus of the research inquiry.

Furthermore, the target population must be in alignment with the specific business

problem. Therefore, a researcher needs to spend a considerable amount of time judging

data representation correctly (Saunders et al., 2019). I decided that my target population

would be five supply chain managers in different peacekeeping missions in the UN. My

aim is that the selected population is as representative as possible. I will select those

managers by knowledge, education, business experience, and level of motivation

explained by Peña (2002) as the essential critical human capital of the manager.

Moreover, Saunders et al. (2019) argued that sampling makes possible a higher

overall accuracy than a census. The smaller number of cases for which I need to collect

data means that more time I can spend designing the means of collecting these data.

Furthermore, I can obtain information that is more detailed or more difficult to reach

from such data. Similarly, more time can be devoted to checking and testing the data for

accuracy before analysis. Nevertheless, the sample must be able to answer my research

question (Yin, 2018).

I applied the non-probability purposive sampling method based on sound

judgment on who would answer my research questions best. I included knowledgeable

work-related participants who are willing to share their views and with whom I have been

collaborating for many years and to whom I have easy access. Saunders et al. (2019)

further posited that purposive and judgmental sampling is appropriate for small samples

and informative cases that best answer the research question. That population will make

the sample representative. Conversely, Patton (2015) claimed that snowball or chain

sampling was adequate for a broader population, so I did not consider it. Similarly,

because my participants are accessible and known to me through extended collaborative

time, I did not need to consider respondent-driven or network sampling either.

I intended to interview one participant in the office during the lunch break and

another in the restaurant to ensure comfort for the open conversation. The other two

participants I interviewed virtually through Microsoft Teams. After a week, I intended to

conduct a follow-up member checking interview to confirm the accuracy of information.

I transcribed the interview manually to familiarize myself with the data further. I will

triangulate the interview data with participant observation, reflective journals, fieldwork,

and various organization documentation such as performance reports and administrative

instructions (Baxter & Jack, 2008; Fusch et al., 2017). Therefore, I achieved data

saturation through methodological triangulation combining multiple data sources (Fusch

et al., 2017).

My sampling strategy consisted of the following steps. First, I had a general idea

of what population to start with and how much considered population is accessible. Then

successive sample selection followed what had already been selected. Next, in my

discussion with the first informant, I will decide on subsequently selected members. Then

my sample selection was adjusted based on conceptualizing. Then the conceptualizing

continued until saturation was achieved. Last, the sampling process continued until all

sample members were confirmed (Denzin & Lincoln, 2018).

The sample size is an essential element of any research. Principles determining

adequate sample size are different between quantitative and qualitative studies

(Burmeister & Aitken, 2012). The sample size is statistically based in quantitative

studies, while in qualitative studies until research reaches data saturation (Francis et al.,

2010; Fusch & Ness, 2015). Therefore, no one size fits all method while pursuing

validity. Therefore, in my qualitative research, I have continued with data collection until

no new data, new ideas, and new codes are emerging (Fusch & Ness, 2015). Therefore,

sample size is less referring to the number but instead to data thickness as appropriate

criteria for validity in qualitative research. Data saturation can be achieved through well

conducted semistructured or in-depth interviews followed by various strategies such as

prolonged engagement and persistent observation, triangulation, and member checking

(Houghton et al., 2013).

Target population impacts the research result mostly through the sample size.

Therefore, large sample size will be more representative of the population and will limit

extreme observations. Precisely, such approach broadens the range of possible data thus

forming a better picture for analysis. Conversely, an oversized sample can result in a

waste of resources. Consequently, I will strive for optimal size to avoid inconveniences

without compromising research quality.

Ethical Research

Ethical considerations in research are critical. First, ethical standards prevent the

misrepresentation of data and, therefore, promote the pursuit of knowledge and truth,

which is the primary goal of research. Ethical behavior is also critical for collaborative

work because it encourages an environment of trust, accountability, and mutual respect

among researchers. Researchers must adhere to ethical standards for the public to

support and believe in the research (Saunders et al., 2019). The public wants to be sure

that researchers follow the appropriate guidelines for human rights, compliance with the

law, conflicts of interest, and safety.

Essential is to adhere to the norms of conduct during academic research. Specific

ethical considerations over granting access to data mainly include sensitivity and

confidentiality. Although my problem statement could have negative implications, I will

highlight a positive approach to the issue or outline the topic that does not appear

sensitive to the organization. Similarly, the confidentiality of data and anonymity of

research participants is an essential element that will require assurance to keep to my

agreement (Saunders et al., 2019). Therefore, I used participants' pseudonyms in my

researchers, such as P1, P2, P3, P4, and P5. Therefore, my obligation as researcher is to

protect participants' human rights and dignity by following the guideline from the

Belmont Report (Department of Health, Education, and Welfare, 1979).

My organization welcomes innovative initiatives but must ensure a proper balance

between innovation and ethics. Furthermore, ethical considerations also include reporting

findings truthfully, accurately, and completely. Moreover, providing authorship credit

and acknowledgments accurately reflect the contributions of others (Beisiegel, 2010).

Similarly, as a researcher, I am obliged to avoid duplication of publications for different

journals simultaneously. Saunders et al. (2019) offer suggestions that help to navigate

related sensitive and challenging situations. First, the reference to the organization’s code

on research ethics will serve as a guide to design my research. Second, I will seek

informed consent by openness and honesty rather than using deception. Third, I will

avoid exaggeration of likely benefits to facilitate access to data. Finally, I will seek to

avoid the invasive approach during interviews and observations.

Since research involves human subjects, it is required to obtain approval by an

institutional review board (IRB) through a review process. The IRB committee requires

compliance with research protocol to balance the risks and benefits of the proposed

research. The Walden University's approval number for this study is 09-14-22-0782891. The

impact on experimental results of ethical procedures includes informed consent, freedom

to withdraw, and constraints upon the use of deception (Adair et al., 1985). Yin (2018)

advised on the importance of the consent form. Therefore, I obtained written consent

from participants to ensure research ethics. One of the roles of the IRB is to identify

essential information as part of the consent process. This essential information includes

the following: (a) the researcher's information, (b) the study procedure, (c) possible

benefits and risk of the study, (d) nature of the study, (e) the researcher's commitment to

safe documents retention for five years and privacy disclosure, (f) disclosure statement

and (g) IRB approval.

Conclusively, organizations should direct attention to the ethical impact of their

decisions, promoting ethical behavior by researchers promoting integrity in science has

both individual and institutional components (Saunders et al., 2019). Precisely, it is

crucial to encourage individuals to be intellectually honest in their work and to act

responsibly while at the same time encouraging research institutions to provide an

environment in which that behavior can thrive.

Data Collection Instruments

The primary data collection instrument is the researcher of the study. Therefore,

in my research, I will be the data collection instrument. The researcher as the instrument

in the semistructured qualitative interview who may influence empirical data collection

should possess some crucial attributes. Collins and Cooper (2014) emphasized the

importance of emotional maturity and interpersonal skills. As a result, the researcher will

correctly hear the story and describe phenomena. Collins and Cooper (2014) defined

emotional reflexivity as the process of critical self-awareness, self-regulation, empathy,

motivation, and social skills that allow regulating own feelings and recognizing feelings

of others. In brief, the researcher’s competence and social competence are two dominant

prerequisites for successful research. Personal competence comprises self-awareness,

self-regulation, and motivation, while social competence includes the ability to respond

to others and control relationships.

During data collection, there is a possibility that the researcher’s emotion to

emerge. Therefore, bracketing may assist the researcher in managing emotional reactions

(Tufford & Newman, 2012). Bracketing is the process of the researcher’s self-reflection

and has the potential to enrich data collection significantly. Alternatively, lack of

selfreflection may lead to cognitive bias and distort data collection and analysis.

Similarly, bracketing may foster insights during research process conceptualization. As a

result, the researcher will engage more profound with the data and participants.

I am aware that qualitative researchers could be emotionally engaged during the

data collection process. Similarly, researchers may not always seek collaborations.

Therefore, I will maintain a balanced approach and mindfulness of research participants

status differences, and strategies to minimize them are essential (Collins and Cooper,

2014). Furthermore, I will ensure conversational space where the interview will occur,

meaning the place enabling rapport building with participants, such as the conference

room of the office building. Precisely, this is the space enabling transparency,

unconditional positive regard, and empathy (Pezalla et al., 2012).

Notably, being already very knowledgeable about the subject, I need to be careful

that self-disclosure does not distance me from the participant. Similarly, controlling

empathy will preserve objectivity during the interview process (Pezalla et al., 2012). I

will ensure that collected responses remain confidential and follow Institutional Review

Board standards. Furthermore, I will ensure that the participant is permitted to withdraw

from the interview process at any time. I will keep the interview duration between 30 to

60 minutes.

Yin (2018) explained that the researcher would collect data through interviews,

observations, and archival organizational documents for the case study. Pampoulou

(2016) suggested the second interview to ensure clarity and data meaningfulness.

Similarly, Yin (2018) suggested the interview protocol as guidance through the interview

process. Interview protocol is a subset of questions serving as a mental framework or

guided conversation (See Appendix A). Yin (2018) further advised analyzing during the

interview. This approach will help decide when to include probing questions for more

detail or modify the original protocol. As a participant-observer, I will make observations

on multiple occasions to avoid bias. I am also clear about what to observe, such as

participants' interactions with other stakeholders in professional settings, their actions,

and physical surroundings.

The main criteria for selecting my data collection methods are research validity,

reliability, and transferability. The requirement is to engage multiple sources of evidence.

As stated earlier, the semistructured interviews and evaluating company documents will

be the primary data collecting method that will allow me to explore the topic in detail

from thoughtfully selected participants. I am aware that a participant may try to avoid

commenting on sensitive information asked through probing questions during the

interview. The possibility is to get a "partial picture of the situation" (Saunders et al., p.

397). Consequently, I will cross-check obtained information with organizational

performance reports, operational manuals, and administrative instructions. Furthermore,

the participants' observation technique will allow me to validate data further and develop

a more accurate understanding of the phenomenon. Saunders et al. (2019) highlighted

that organizational access might present an issue if opting for participant observation

techniques. Nevertheless, since I am already an organization employee and professionally

involved in the researched topic, this will ease acquiring data following organizational

ethical regulations.

Data Collection Technique

The researcher should think about how to collect relevant data thoroughly. There

are different ways to collect data, such as interviews, observations, diaries, other written

documents, or a combination of methods (Barrett & Twycross, 2018; Elo et al., 2014). As

a result, the researcher will obtain deep and rich insights. The researcher should choose

the data collection method that best answers the research questions. Doll (2017) argued

that interviews are one of the most used data collection techniques. Collected data

through the interview could be structured and semistructured. I will conduct a

semistructured interview. Elo et al. (2014) highlighted that it is crucial to avoid structured

interviews. Similarly, in the case of semistructured interviews, not to control participants'

answers to the extent that compromise is obtaining inductive data. Elo et al. (2014)

further explained the importance of developing interview questions associated with the

critical reference group.

The data collection method ensures the trustworthiness and credibility of the

content. Therefore, the researcher must collect rich, appropriate, and well-saturated data

(Elo et al., 2014). The researcher must prepare before the interview to ensure

trustworthiness. Similarly, researcher requires advanced skills in data gathering and

analysis. The researcher should provide precise sampling methods and participants

descriptions to verify trustworthiness (Elo et al., 2014). member checking is a technique

for ensuring the credibility and trustworthiness of qualitative results (Birt et al., 2016).

Precisely, member checking is a validation technique when the researcher actively

involves participants to confirm collected data to reduce bias, enhance accuracy, and

enhance rigor. However, the researcher should be aware that during member checking,

participants may reconstruct statements fearing they negatively present them. Therefore,

Birt et al. (2016) continued that the researcher should clarify the reasons for conducting

the member checking, how it was undertaken, and how achieved credibility fits into the

researcher’s epistemological stance.

A multifaceted approach to data collection will provide rich and deep insights.

Wardale et al. (2015) argued that interviews provide the most direct approach to

collecting data. The researcher is an active participant in research interviews (Myers &

Lampropoulou, 2016). Participants and researchers relocated to another UN mission, so I

will use virtual communication tools such as Microsoft Teams to overcome geographical

barriers. A well-designed semistructured interview will ensure I capture data in critical

areas while still allowing flexibility for participants to present their perspectives to the

discussion (Wardale et al., 2015). Moreover, Microsoft Teams has a recording feature,

thus allowing me to capture meaning, reality, and knowledge (Nordstrom, 2015).

Interview as a data collection technique has several advantages. First,

interviewing enables saturation by using extensive probing questions (Weller et al.,

2018). Moreover, Weller et al. (2018) continued that small samples of participants, when

asked intensive probing questions, may collect more salient ideas, thus proving more

productive than the large samples without probing. Second, semistructured interviews

allow in-depth conversation between participants and researchers. However, during the

semistructured interview, the researcher may risk guiding the conversation by introducing

their perceptions, opinions, and experiences (Cridland et al., 2015).

The researcher should complement the interview process with additional

considerations. Cridland et al. (2015) posited that it is critical to prepare for the interview

accordingly. The preparation includes familiarizing with the interview process and

developing the interview guide, including planning the appropriate interview time, pace,

and method of recording the interview. I will use voice and video recording.

Additionally, the researcher should exercise patience, empathy, listen attentively, and

understand the researched phenomenon. Next, Wardale et al. (2015) added the

importance of cultural sensitivity to ensure optimal research outcomes among culturally

diverse participants that strongly apply to my circumstances in the UN environment.

Another core element is trust between the researcher and the participants, anticipating

misunderstanding and false assumptions (Wardale et al., 2015). Last, since I have a pre-

existing professional relationship with the participants, I am aware of the importance of

establishing boundaries and maintaining trust and confidentiality in dual roles.

There are some challenges related to the interviews. Mainly, the researcher

records the interview, which requires transcribing before analyzing. This process can be

time-consuming. Next, the researcher may introduce bias through leading questions or

non-verbal communication that influences the responses (Barrett & Twycross, 2018).

Furthermore, since the researcher cannot count qualitative data collection techniques, it is

challenging to explore dimensions of magnitude (Landrum & Garza, 2015).

The researcher usually combines other data collection techniques with

semistructured interviews to achieve saturation. One of these techniques includes the

observation that I will use. Barrett and Twycross (2018) argued that observation is a

powerful data collecting tool because it allows capturing a wide range of information

such as verbal and non-verbal communication. Another advantage of observation is that

researcher gets first-hand information. However, Barrett and Twycross (2018) explained

further that observation might introduce methodological and ethical challenges.

Methodologically, the participant may change behavior when aware she/he is observed,

thus impacting the value of findings. Ethically, the researcher needs to be clear when and

how to intervene when certain practices are observed to put other people at risk.

Data Organization Technique

After collecting the data, researchers must plan how to organize the data. As a

result, the research will meet credibility and conformability requirements (Elo et al.,

2014). Furthermore, the researcher will have easy access to massive information (Basurto

& Speer, 2012). I was responsible for the data collection as the instrument of the study.

The qualitative researcher should understand data collecting techniques because

of their essential role in reviewing, analyzing, and presenting interview data (Yin, 2018).

There are different data collection techniques. Bishop and Kuula-Luumi (2017) discussed

attaching labels to the interview audio recordings to preserve the originality of data. Next,

I will ensure that each participant's file obtains the date and time of the interview

conducted, signed consent form, and transcript. For each participant, I will use the

pseudonyms such as P1, P2, P3, and P4. I will transcribe the interview questions on the

Word Document for the ease of highlighting the identified themes. Besides, I will use the

information from the logbook where I drafted notes collected during the interview. Most

importantly, I will store the data securely for five years.

There are computer-assisted qualitative data analysis software (CAQDAS)

assisting tools to code and organize the themes. Miles et al. (2019) confirmed that for

more extensive or multiple-case studies, CAQDAS is a necessity. However, much

manual work is still required to prepare data for CAQDAS. Miles et al. (2019) warned

that no software is an all-purpose package. They all come with their strength and

weakness. Therefore, I will list all data categories on paper and create a mind map

followed by critical analysis. However, I will use Atlas.ti software to evaluate

relationships between codes and their occurrences. Moreover, Atlas.ti will assist me in

compiling, disassembling, and reassembling data in the most efficient way (Yin, 2018).

In conclusion, high-quality data analysis best-addressing research questions will

contribute to the practical data organization and result in the reliability and validity of the

findings.

Data Analysis

I applied Yin’s five-step thematic analysis approach. This approach consists of the

following steps: (a) compilation, (b) dissembling, (c) reassembling, (d) interpreting, and

(e) reviewing data. The compilation includes organizing the data collected from multiple

sources such as interview transcripts, documents, and observation notes. As a result, I

will create a database and upload it into Atlas.ti software to facilitate coding, data

organizing, and interpretation (Yin, 2018). Data dissembling the second step includes

data disintegration into narrative segments to create codes (Yin, 2018). Through the

coding process the researcher matches and groups ideas into themes.

The analysis process in qualitative research continues with reassembling data. The

researcher uses the identified themes to associate disintegrated pieces to the

corresponding theme (Yin, 2018). Therefore, the researcher sorts the data from various

sources and regroups during this phase. The researcher is grouping together similar ideas

and themes and the strategies that go with themes. Grouping will help me to identify

similarities and avoid possible conflicts.

The fourth step of data analysis is data interpretation. During this phase, the

researcher builds the new narrative as a focus of the research analysis. The researcher

may recompile the database differently (Yin, 2018). The last phase of data analysis

involves reviewing the data to conclude. Precisely, the researcher concludes the study by

answering the research question.

I opted for the inductive analysis system, which was very time-consuming, as

Saunders et al. (2019) warned. With Atlas.ti, I will evaluate relationships between codes

and their occurrences. First, I evaluated the transcript line by line. Second, I highlighted

reoccurring keywords resulting in a long list of codes, so I merged those with close

similar meaning and reduced the number to an optimal number of codes in total. Next, I

organized codes into different arrays and reflected on matching themes (Yin, 2018). I will

shift through codes during this process and search for relationships, similarities, and

distinct differences (Miles et al., 2019). Reassembling codes resulted in different

combinations of themes, so I eliminated those deviating from the research question

(Hycner, 1985; Yin, 2018). I then color-coded units of data against the theme. Although

my approach was inductive, it contained deductive elements because, in the end, I

compared my theory with existing ones.

My data analysis process will be thematic, meaning I will search for themes and

patterns in my transcript. Saunders et al. (2019) suggested starting the analysis process

with the data familiarization by manually transcribing the interview. As I re-read the

transcript, I will carefully evaluate the data and develop the codes or labels attached to

data units grouped around similar meaning or categories such as actions, conditions,

ideas, policies, beliefs (Yin, 2018). Saunders et al. (2019) warned that coding for

inductive research could be time intensive as it includes coding of all data followed by

exploring its meaning.

As I progress with other analyses of interviews and comparisons, I may readjust

codes and data categories. After data coding, the next step includes building the theme,

patterns, and relationships and making sure they relate to my research question (Hycner,

1985). Further analysis may realize the necessity to merge themes or decompose them.

The next step includes developing patterns and relationships, thus resulting in the

proposition being tested against alternatives.

During data analysis, I will apply bracketing, the process of self-reflection. As a

result, the researcher will mitigate the potential adverse effects of bias and preconception.

A deeper level of reflection will enhance the analysis process by allowing multifaceted

and more profound results.

Reliability and Validity

Serious researchers strive to produce high-quality research studies meaning

reliable and valid. Different terminology distinguishes reliability and validity in

quantitative research against reliability and validity in a qualitative study. Therefore,

Houghton et al. (2013) used the following criteria for judging the quality of qualitative

research: credibility, transferability, dependability, and confirmability. However, high

quality and rigor can be attributed only to those studies reaching data saturation.

Reliability in qualitative research is rooted in data adequacy, making it possible to show

consistent support for one's analysis across participants. In contrary validity is related to

data appropriateness, which makes it possible to provide an accurate account of

participants' experiences within and beyond the immediate context (Spiers et al., 2018).

Reliability and validity contribute to rigor in a qualitative research study.

Reliability

Reliability or dependability is the essential characteristic of qualitative research

because it demonstrates data stability or the possibility to replicate data (Houghton et al.,

2013; Saunders et al., 2019). Saunders et al. (2019) explained four factors affecting data

reliability that I considered during my research process. First, participant error refers to

the quality of participants’ responses during the interview. For example, insufficient time

or an uncomfortable place for the interview may cause the participant to rush with

answers, thus jeopardizing data quality. Therefore, I will ensure participants are seated in

a comfortable place, inside the office area. Second, if the participant feels a lack of data

anonymity or loss of trust, he/she may become biased by purposefully providing an

incorrect response. To address this issue, I will clearly explain my ethical responsibilities

as a researcher. The third threat affecting data reliability is researcher error and is often

caused by researcher tiresome, lack of focus, or wrong data interpretation (Saunders et

al., 2019). Therefore, I will ensure I am well rested and fresh before the interview to

focus on dialogue with the participant. Last, researcher bias or subjective view may

influence participants’ responses or data interpretation. For illustration, as a researcher, I

need to make sure that I do not influence responses with my nonverbal communication,

suggestive questions, or tone during the interview. Similarly, I need to build trust and

rapport with the participant. Otherwise, it will risk data validity or credibility.

Patton (2015) further explained that reliability or dependability ensures a logical

and well-documented research process, thus allowing others to evaluate. Reliability also

provides reduced errors and bias (Yin, 2018). I will follow Houghton et al. (2013)

recommendation and conduct an audit trail to achieve reliability. This approach will

allow me to repeat the study and hopefully bring the same findings. I will also apply

Yin's (2018) recommendation of conducting study protocol, case study database, and the

chain of evidence maintained during the data collection phase. Next, the reflexivity diary

will allow me to maintain self-awareness during the entire research process by noting

feelings, challenges, thoughts, experiences, thus enhancing transparency and clarifying

the researcher's perspective (Houghton et al., 2013; Patton, 2015).

As the researcher, I will ensure I am clear about my role in the research process so

that my values, cultural difference, beliefs, prejudice do not affect the findings (Fusch &

Ness, 2015). Reliability or dependability is the essential characteristic of qualitative

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research because it demonstrates data stability or the possibility to replicate data

(Houghton et al., 2013; Saunders et al., 2019). I am aware that my research includes

participants responsible for high-budgeted projects reviewed and audited by donors,

regulators, and lending institutions. Therefore, participants may manipulate responses to

avoid risking financial support from donors expecting effective and sustainable

operations (Singh et al., 2018).

Validity

The validity of the study ensures that research is contributing to the existing body

of knowledge. The essential is to differentiate external validity from internal validity.

Andrade (2018) explained that internal validity confirms that the research is trustworthy

and answers the research question without bias. However, external validity evaluates if

the findings of the research can be transferred to other contexts. Researchers can ensure

the study's validity through transferability, dependability, and credibility.

Transferability

With transferability, the reader determines if the methods used or the findings

from one setting can be applied to another context. I aim to collect rich data and thick

descriptions. Sometimes it is difficult to confirm if small samples can assure

generalizability which explains why external validity does not apply to qualitative study

(Fusch & Ness, 2015). Therefore, qualitative research instead uses the term transferability

allowing the reader to decide if findings applicable to one setting can be transferred to

another. Research must provide detailed descriptions to allow the researcher to do so

(Saunders et al., 2019). Transferability provides detailed information to the reader

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enabling him/her to decide a similarity between case studies. For example, my research

study will explore strategies that supply chain managers use to achieve efficiencies in a

non-profit organization. Nevertheless, my research literature includes case studies

conducted on profit organizations too. I will then decide on transferability of findings to

non-profit business environment subject to information provided in the case study, such

as an explanation of research design, how data are collected, rationale on design, and

methods choice.

Confirmability

Houghton et al. (2013) elaborated on strategies ensuring the trustworthiness of the

research. They include prolonged engagement and persistent observation, triangulation,

peer debriefing, member checking, audit trail, reflexivity, and thick description.

Additionally, Saunders et al. (2019) suggested participant or member validation as

another tactic to enhance credibility. Furthermore, Saunders et al. (2019) explained the

importance of cultural reflexivity when exploring multicultural organizations as a

powerful strategy to minimize bias. Similarly, Yin (2018) suggested using a case study

protocol, study database, and maintenance of chain of evidence as critical for reliability. I

would instead agree with Houghton et al. (2013), who argued that the trustworthiness of

the phenomenon could be confirmed through evidence convergence by collecting

perspectives from different sources using multiple strategies.

Credibility

Precisely, internal validity or credibility assures data saturation resulting in

accurate, complete, consistent, and rich data achieved through triangulation (Fusch &

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Ness, 2015; Houghton et al., 2013; Patton, 2015). Internal validity or credibility

researcher can achieve through prolonged engagement and persistent observation

(Houghton et al., 2013). Such approach requires extended time researchers spend in the

field with participants. I will also use triangulation to achieve data saturation using more

than one source of evidence, thus ensuring credibility (Fusch & Ness, 2015). Denzin

(1978) explained four types of triangulations: data, investigator, theory, and methodology

triangulation. I will conduct data and methodology triangulation. Houghton et al. (2013)

suggested engaging peers cautiously in achieving rigor. Therefore, their involvement

should be limited to an agreement over the coding or logical paths. Furthermore, I will

apply member-checking as an effective way to achieve credibility until the participant

decides to withdraw from the study.

Data Saturation

Credibility, transferability, and confirmability are all elements of quality

qualitative research (Moon et al., 2016). Data saturation has been met when the

researcher finds no new information or themes (Fusch & Ness, 2015). When the

researcher has completed data saturation and the results were credible, transferable, and

confirmable: they have met the criteria for a valid research study (Yin, 2018). While

analyzing data, I will identify themes to ensure that no new information emerges, thus

reaching the point of saturation (Shaw & Satalkar, 2018). I will achieve data saturation

when no further emerging information exists to address the phenomenon (Yin, 2018). I

also used methodological triangulation, such as in-depth semi structured interviews, and

document analysis, to achieve data saturation.

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Transition and Summary

The purpose of my study was to explore strategies for improving the supply chain

management in the UN Peacekeeping missions by understanding the dynamics

capabilities. I conducted multiple case studies and collected data from the relevant

documents and participants thoughtfully selected for the interview to meet this goal.

In Section 2, I restated the purpose statement. Second, I defined the role of the

researcher and then continued with justifying the selection criteria and eligibility of the

participants. Next, I provided reasoning for the research method and design I selected.

Then I explained the population selection process and sampling method. This section

further contains ethical research, data collection instruments and techniques and data

organization technique, and data analysis. Last, I rounded section 2 detailing methods to

reach reliability and validity.

In the final third section of the study, I will introduce and restate the purpose

statement. I will then continue with the following: (a) the findings of the study, (b) the

study’s application to business practices, (c) the study’s implication on the social change,

and (d) provide recommendations based on research findings. I concluded the study by

offering considerations and suggestions for further research.

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Section 3: Application of Professional Practice and Implications for Change

Introduction

The purpose of my qualitative multiple-case study was to explore the strategies

that some executive supply chain managers of the UN use to leverage operational

efficiencies in a peacekeeping program. I collected the data for the study by conducting

semistructured interviews and by studying organizational performance reports,

administrative documents, and project proposals, resulting in an in-depth understanding

of the case study. I interviewed nine participants at senior and middle management levels

who managed different areas of the supply chain. Therefore, it was important I ensured

inclusivity to holistically collect data covering each area of the end-to-end supply chain. I

validated and triangulated collected data through member checking. The research

findings revealed several strategies that supply chain managers of the UN use to ensure

operational efficiencies. These strategies are grouped around three identified themes: (a)

analytical, innovation, and knowledge management strategies; (b) effective supply chain

management leadership strategies; and (c) risk management strategies.

Presentation of Findings

The overarching research question for the study was as follows: What strategies

do executive supply chain managers of the UN use to leverage operational performance?

To reach the answer, I asked nine open-ended interview questions to nine participants

who successfully implemented strategies. To protect their identities, I established codes

for each participant: Participant 1 (P1), Participant 2 (P2), Participant 3 (P3), Participant

4, (P4), Participant 5 (P5), Participant 6 (P6), Participant 7 (P7), Participant 8 (P8), and

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Participant 9 (P9). Analysis of participants' answers resulted in forming three themes, and

each theme encompasses three strategies derived from 53 codes consolidated in 11 code

groups (See Appendix B).

Theme 1: Analytical, Innovation, and Knowledge Management

The first theme that emerged from collected data analysis was analytical,

innovation, and knowledge management strategies. Three strategies emerged in relation

to Theme 1: (a) Supply chain analytics ensures visibility and evidence-based decision

making through technology and data mining; (b) sensing operational environment will

allow effective planning, demand forecasting, and optimizing resources; and (c)

developing the best practices, reengineering processes, encouraging innovation, and

sharing knowledge through training can bring solutions and improve competitiveness.

Each strategy appeared as a result of the data analysis process, and they are aligned with

the existing literature and the conceptual framework. In the following discussion, I

provide evidence of claimed relations.

Strategy 1: Supply Chain Analytics Ensures Visibility and Evidence-Based Decision

Making Through Technology and Data Mining

UN supply chain managers highlighted the importance of big data and technology

that enables data-based decision making , in alignment with the literature and statement

of Dubey et al. (2019), who posited that analytics are knowledge based and that both

managers and employees should value the big data and benefits they make for the

organization. Similarly, Shamout (2019) added that supply chain managers will gain

valuable insights and make data-driven decisions. Therefore, the combination of

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technology-enabled resources and data management leads to a competitive advantage. P7

stated,

Excel spreadsheets with pivot tables, pie charts, graphs, bar graphs, all these sorts

of things to illustrate how you know the cost savings, the time savings, the space-

saving and the increase in operational availability and equipment. These are the

kind of things that are used to illustrate the effectiveness of their strategy.

P6 added, “The plan would never move if you don't monitor the progress, and the

progress can only be monitored through establishing milestones, performance

expectations, performance metrics or key performance indicators.”

Big data analytics capability has immense potential. Mikalef et al. (2020)

highlighted that this potential includes capturing and analyzing data, which in return

creates insights and supports transformation. The same was validated by P2, the senior

UN leader by saying,

Having systems that collect data and give you visibility, business intelligence over

data, to my mind, are critical to monitoring and measuring your performance,

seeing how you are doing, enabling you to change direction if you need to change

direction in order to improve.

Business performance monitoring is not a choice in supply chain management. It

is a requirement. Along those same lines, Agarwal et al. (2019) posited that a

performance measurement system is the requirement from donors because it is

quantifying resources that donors must provide. Similarly, the P4 confirmed, “Auditors

are starting to see the benefits and now they're asking questions. How can you make

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measure the efficiencies of this planning and if people are truly using the tool for its true

benefits of it.” As shown in Figure 2, analysis appeared as a significantly strong code and

is related with multiple other codes at different proportional level.

Figure 2

Sankey Diagram: Proportions of Connections Between Analysis and Other Codes

Technology is an important enabler of big data analytics. According to Breznik et

al. (2019) and Aslam et al. (2020), seizing as the second group of dynamic capabilities

embraces technology. Furthermore, Shamout (2019) elaborated that technology supports

Note. The width of the line is proportional to the number of connections found

between the analysis and other codes that emerged during the interview. From Atlas

Ti. The diagram was developed by myself, the researcher Mazar to display the

research results of the study.

Note. The size of the words indicates the frequency of words mentioned during the

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big data analytics by acquiring, storing, and transforming large volumes and a variety of

data at high velocity. Similarly, P2 posited,

We need to invest in technology. We need to invest in RFID technology to be

able to monitor where our goods and services are and we also need to look at

things like for example, consolidation and working more closely with the, with

private sector.

Similarly, P1 added,

So, incorporating new technology, called solutions for monitoring our

performance from the point of origin to the point of use of the resources or end to

end supply chain monitoring enables the managers to make quicker and much

more efficient and relevant decisions.

P7 described how she used technological advances in analyzing equipment and

continued “obviously we can’t do it without. The fact that now everything is done

through the internet means things are a lot more joined up which does help.” Several

participants explained using Power Bi technology in their daily supply chain operation.

P5 explained that they use Power Bi technology, “to identify the processes that we are

doing outside of contracts, and it helps to visualize procurement processes from other

missions and compared to ours and see if we are doing better or we can improve.”

Technology may come with risks too. Supply chain managers should have a

balanced approach to new technology (Kwak et al, 2018). By the same token P7 said,

“Technology has a massive place in the supply chain and could be better used.”

Furthermore, P3 explained how implementing a supply chain planning tool was a

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struggle. Although technology can provide a lot, P1 warned, “So we need to look into

Uh, what the environment is supporting in terms of technology, does the involvement,

does the infrastructure of the host country is able to support the technology that we intend

to implement.” Similarly, P8 highlighted,

So, we need to make sure that we are coming up with this technology, which is

easier to use, which people are able to accept. So, you need to make sure you tick

all the boxes, not only technology but also acceptability and change management,

successful change management.

Strategy 2: Sensing the Operational Environment Allows Effective Planning, Demand

Forecasting, and Optimizing Resources

Dynamic capability conceptual framework promulgates three processes. Tecce et

al. (1977) highlighted that managers should start with identifying opportunities or

sensing the environment. The same has been articulated by P6 stating, “The first

element of successful implementation is having a thorough assessment and that

very detailed one.” P1 explained further:Always for me there is a need to reflect

the political situation, economical global supply chain problems, security,

situation on the ground and the geographical location. There is no one-size fit all

approach because each mission based on its own particular location, geographical,

political, and security requires different approaches and strategies which work for

this particular mission.

Furthermore, P1 reconfirmed,

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We needed to take into consideration every aspect, the government aspect, the

environment aspect, the social aspect in terms of acceptability by the staff because

our organization is as such that we have people from all walks of life, all types of

backgrounds and culture.

Supply chain management as a broader concept than just logistics includes more

than just the ability to deliver products and services. Christopher (2016) added that

supply chain managers must consider demand planning, forecasting, and inventory

management. However, P6 highlighted, “The key deficiency in the current state is that we

do demand planning, forecasting demand planning, which is not linked to the budget

formulation.” Therefore, “integration of demand planning with budget formulation, that’s

a big enabling step.”

Figure 3 illustrates the frequency of words participants mentioned during the

interview. It is evident that planning appears as one of the most frequently

communicated.

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Figure 3

Consolidated Frequency of Words Communicated by Participants During the Interview

Note. The size of the words indicates the frequency of words mentioned during the

interview. Different colors are for the words differentiation purpose. figure

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Strategy 3: Developing Best Practices, Reengineering Processes, Encouraging

Innovation, and Sharing Knowledge Through Training Bring Solutions and Improve

Competitiveness

Innovation is grounded in DCT. For illustration, Kurtmollaiev (2020) explained

that the combination of sensing and seizing capabilities within a dynamic conceptual

framework highlights the importance of innovation that enables the application of

adaptive strategies as the environment is changing. P8 confirmed the same by saying,

“Innovation is associated with change management.” However, P1 warned that the UN

system is highly regulated, thus “not leaving too much room for innovative decisions or

approaches on mission level.”

Dynamic capabilities are innovation-based, and innovation is linked to knowledge

sharing. Moreover, Sabahi and Parast (2020) argued that organizations with innovative

cultures contribute to knowledge sharing. P7 strongly stated that “knowledge sharing is

critical for initiating change management and moving things forward” and further

continued with the following example:

I also engaged some equipment experts from my military who were deployed in

the mission so they could give us their insights and their shared knowledge on

how to tackle these kinds of issues because they didn’t necessarily have the

technical knowledge.

P3 added that creating knowledge by understanding the current events in the UN

may prepare the organization for certain events potentially happening in the future by

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“bringing that knowledge back to the UN.” P1 explained how the knowledge he acquired

from MBA “UNHQ already implemented through some of the approaches or views.”

The potential of knowledge sharing through best practices is not always realized

in the organization. For example, Aslam et al. (2020) argued that despite the supply chain

concept having well-defined best practices, they will not be recognized or implemented if

the supply chain managers lack and entrepreneurial approach. This statement is in

alignment with the view of P7 who claimed that in the past “people were not sharing

lessons learned,” thus “keep repeating past mistakes.” However, P7 continued that she

started reaching out to the colleague from the commercial sector to obtain best practices

that are “practical or practicable into what the UN does” because “these are both large

logistics organizations with large supply chains.” Similarly, P2 confirmed that “we also

need to work with the private sector in terms of innovation” because there are “better

goods and ways of doing business.” Although Teece (2009) explained how best practices

contribute to process reconfiguration, P1 explained that limited acceptance of commercial

practices is because of “the organizational uniqueness of UN and international

organization and the top-down approach” as believed due to “what the Member States

also have imposed.”

One of the powerful methods to build up knowledge is through training (Azmat &

Kummer, 2019). Most of the interviewed participants highlighted the importance of

training in the UN. Moreover, P3 observed and claimed, “I think that people at the UN,

they are willing to learn. I mean training is very exciting for people.” Additionally, P5

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suggested having more training and demonstrating improvements and new ways of doing

things. P8 clearly articulated:

So training is an essential part of not only capacity building, but also in terms of

managing the change successfully. You need to train the people. You need to train

your staff. You need to train the stakeholders so that they get the maximum

benefits out of that technology.

Training should be designed and exercised with cautious. In this light P1 warned,

Giving an opportunity to everyone to take a training does not necessarily equal

improved quality or better-trained personnel. If you don't train the correct person

and you have five persons who have passed this training doesn't mean that you

have the capability to do it. That's how I see it.

Additionally, P3 explained,

The UN training also needs to be twofold. There's of course the soft skills

training, every job the people need to be trained with, but then also they need to

be trained with all the what they call related to their function and also in that

space wherever they are operating.”

The third step highlighted by the dynamic capability is the reconfiguration of

activities. Teece (2009) argued that this capability is essential in the increasingly dynamic

and uncertain environment. However, Participant 7 posited that the “system and UN

processes that the UN has, is not as agile as in other organization it can be”, thus

continued she launched the project proposing the process reconfiguration. Similarly,

Participant 4 deep-dived into process analysis to determine the level of value-added and

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necessity for change by saying “We elaborated every single process that was one of the

biggest efforts to develop and we looked at wherever possible at streamlining and

simplifying the processes.” Through this effort the Participant 4 found too many manual

processes and started “that’s our biggest hurdle” At the same token, Participant 5 called

for more “robust processes”, to avoid duplications thus achieving economies of scale.

Process reengineering is linked to data analysis. the Participant 8 highlighted the

importance of analyzing processes and stated,

We were able to see the gaps we were able to see the areas for improvement. Data

has a very big potential. You know when data starts talking and if a supply chain

analytics person knows how to make the data talk, then you are able to find out

the gaps in the processes, the bottlenecks which can be, you know, taken care of

by the process owners.

Theme 2: Effective Supply Chain Management Leadership

The second theme that emerged from the collected data analysis was effective

supply chain management leadership strategies. Three strategies emerged in relation to

Theme 2: (a) Effective leadership should foster a culture of accountability, change

management, and integrations through long-term partnerships, collaborations, and clear

policies, (b) Leading with vision, setting priorities, leading projects effectively, and

ensuring their full implementation bring expected benefits and improvement, (c)

Managing by understanding and measuring the entire end-to-end supply chain system.

Each strategy appeared as the result of the data analysis process, and they are aligned

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with the existing literature and the conceptual framework. In the following discussion, I

provide evidence of claimed relations.

Strategy 1: Effective Leadership Fosters a Culture of Accountability, Change

Management, and Integration Through Long-Term Partnerships, Collaborations, and

Clear Policies

Accountability is a critical factor for successful supply chain management. Azmat

and Kummer (2019) argued that humanitarian supply chain managers are becoming

result-oriented and insist on a robust performance management system to ensure

accountable actions and decision making. Agarwal et al. (2019) continued that donors are

increasingly seeking for data to ensure accountability improvement. Similarly, Participant

8 explained how the UN chose the ERP and Power Bi technologies to process and present

transactions, thus enhancing accountability. All participants confirmed that transparency

and accountability are important and high priorities. Participant 6 elaborated “In terms of

supply chain transparency and accountability are on the top in terms of questions, which

means validation, verification, prevention of losses, demonstration of the efforts for

maximizing core, optimizing the proceeds and the reuse of assets.”

Although participants agreed with accountability is a success criterion of very

high importance and praised improvement achieved in this regard thanks to technology,

there are still some critics. Participant 3 criticized the level of accountability and

compared it with the private sector claiming the difference. Precisely, Participant 3

argued, “The process ownership is still lacking in the UN. You’re not accountable for the

process you do.” Participant 7 offered an example of consequences due to lack of

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accountability and said “you are operating in an environment where a failure to deliver

could potentially cost lives.”

Supply chain managers should cultivate a culture of change management to

ensure improvement. Reconfiguring a group of capabilities within DCT calls for the

adoption of new practices, implying change management (Teece, 2009). Almost every

participant emphasized the power of change management and interconnected it with other

capabilities. For example, Participant 8 elaborated on how change management strategies

should be in place as preparedness for embracing massive and expensive ERP and said,

So in order to introduce the technology and to make it a success, you need to train

people so that you achieve the mindset shift and once mindset shift is achieved,

then I think acceptability improves and once acceptability improves, it also

improves the efficiency and the usage of the technology.

Such leaders in high acceptance of new technologies Aslam et al. (2020) called

entrepreneurial or innovative leaders.

Participants frequently mentioned change management with resistance. Moreover,

Participant 8 said, “So every time you are introducing a change, there is always

resistance.” Participant 9 continued that “change doesn’t come overnight so if you are

going to impose change, you are going to create enemies” and continued that regardless

the change is necessary in order to remain competitive. Participant 3 elaborated on the

remedy and suggested, “change management needs to always be accompanied by a

massive communication campaign.” Similarly, Participant 7 said that to embrace the

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change, people need to be educated enough about the changes that leaders are trying to

implement.”

Standardization through well-defined policies is essential for global organizations.

Participant 8 said “any organization which is running successfully their root is the

framework.” Friday et al. (2018) explained that standardization of procedures may serve

as a risk mitigator, thus in alignment with contrasting institutional conceptual

frameworks. For example, Flynn & Walker (2020) and Ordonez-Ponce & Khare (2021)

elaborated on the pressure that multinational humanitarian organizational strategies

endure to remain in compliance with internal and external regulations. Participant 7

confirmed the same and said that implementing supply chain strategies can be

challenging because “you feel quite constrained by the UN policies because of the fact

that UN is answerable to the Member States.” Nevertheless, participants 1, 4, 5, and 8

strongly argued that having internal SOPs and blueprints “definitively helps” as operating

guidance or framework clarifying how to correctly exercise certain processes, thus

avoiding confusion and remaining “aligned with the aspirations and vision of the

organization.”

However, Dubey et al. (2018a) warned of the trade-off between adaptation and

standardization to achieve anticipated responsiveness. For example, too many

standardizations in procedures and formalities may result in inflexible supply chains

(Dubey et al., 2018b). In this regard Participant 1 posited, “the rigidness of our rules and

regulations on many occasions become the obstacle for more efficient and effective

support”, thus explaining that the substantive side of the UN should understand these

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constraints and accordingly manage expectations on responsiveness from supply chain

side of the UN.

Collaboration appeared as very intensively discussed code during the interview.

According to Wilson et al. (2018) supply chain based on collaboration results in

coordinated humanitarian supply chain management. All participants emphasized the

importance of “close collaboration.” Participant 5 posited that more collaboration leads to

improvement and explained repeatedly that interactions, collaboration, and teamwork are

paramount. Therefore, managers should promote teamwork. Similarly, Participant 1

highlighted that “collaboration and early involvement allows you to plan properly” and

understand the need of the customer. Similarly, Participant 8 said that collaborations

allowed to close identified gaps and bottlenecks timely.

Managers may facilitate collaboration in many ways. Participants 1, 4, and 8

presented the example of Integrated Business Performance (IBP) meetings, the

communication tool that enables business partners to get together to collaborate.

Aulkemeier et al. (2019), Prasanna & Haavisto (2018), and Parast (2020) explained that

collaboration supported by IT systems or digital networks allows collaboration to become

more efficient. Therefore, managers should not hesitate in investing in adequate IT

capabilities as a long-term approach to enabling collaboration. Participant, 8 said, “We

bring all stakeholders together under one roof so people started talking to each other.” As

an illustration, figure 4 through the Sankey diagram is showing leadership and

management related to codes of collaboration, information sharing, and people.

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Collaborations are not that easy to establish. They come with numerous

impediments (Makepeace et al., 2017). In this regard, Adem et al. (2018) mentioned

governmental policies, socioeconomic settings being some of them. Chen & Kitsis (2017)

and Kwak et al. (2018) extended to supply uncertainty, hostility, time pressure, changing

priorities, and different understandings. Therefore, these impediments were found in

alignment with a statement of Participant 2 saying, “The bureaucracy being very, very

heavy and the oversight being very, very heavy.” Similarly, Participant 2 added,

I think we need to work together as a joint team to be able to implement the

solution. You can work together as a joint team without compromising your

integrity or the process. And I think this is still something that people don't yet

understand.

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Figure 4

Sankey Diagram: Proportions of Connections Between Leadership, Management, and

Other Codes

Note. The width of the line is proportional to the number of connections found

between the analysis and other codes that emerged during the interview. From Atlas

Ti. The diagram was developed by myself, the researcher Mazar to display the

research results of the study.

Note. The size of the words indicates the frequency of words mentioned during the

interview. Different colors are for the differentiation purpose. From Atlas Ti.

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The humanitarian supply chain often gets compared to the private sector.

Sacristán-Díaz et al. (2018) elaborated that the humanitarian community has been

criticized for lacking collaboration. In this light Participant, 2 explained, “We need to

work more closely with the private sector.” Additionally, Participant 1 related cost with

collaboration and said, “For me, this is the main driver behind the collaboration because

early collaboration may bring the cost down.”

Relational capabilities entail collaboration through partnership, among supply

chain stakeholders. Moreover, the UN rests on global partnerships. Therefore,

collaboration has a ground in contrasting relational view theory founded by Dyer and

Singh in 1998 explaining that the business world is composed of a network of

interdependent relationships developed and fostered through strategic collaborations to

derive mutual benefits (Chen & Kitsis, 2017). In this regard, Participant 1 said “Breaking

the silos and establishing working relationships” should be the focus and highlighted the

importance of internal collaborations, especially between four offices: Office of the Chief

of Staff, Force Commander, Police Commissioner, and Mission Support. Additionally,

Participant 1 further explained that horizontal or cross-functional collaborations are

equally essential to ensure efficient operation because “It is demolishing the silo

mentality” and allows understanding of how other offices work. Participant 1 continued

“These cross-cutting exchanges proved to be quite productive”, therefore in alignment

with Najjar et al. (2019) argument that well-established internal partnerships are

precedents for successful external partnerships.

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Establishing long-term partnerships is a crucial consideration for supply chain

managers. Participant 5 explained the benefits of long-term partnerships by saying “get

better pricing, better conditions, and also more collaborations, avoid doing repetitive

procurement processes” and continued “the longer the partnership, the better and more

benefits.”

Strategy 2: Leading With Vision, Setting Priorities, Leading Projects Effectively, and

Ensuring Their Full Implementation Bring Expected Benefits and Improvement

Managers lead the supply chains different ways. Participant 3 elaborated on

different types of leaders who championed their projects and said, “There some good

ones who supported” their initiatives and others who “were not very future visionary

thinking.” Furthermore, Participant 2 explained that he was leading the supply chain in

alignment with SG's vision, meaning “focus more on results and people.” Furthermore,

Participant 2 elaborated on the leading supply chain of the UN within the SDG

framework, that is, creating a positive “legacy” in the countries where the UN operates.

Sudusinghe et al. (2018) in their research called it driving change toward sustainability.

Similarly, Participant 9 explained that he was exercising change management by

translating the SG vision of “well-managed, effective, and efficient client support in the

mission.” The vision was frequently presented in relationship with training, efficiency,

and policies, Therefore, Participant 8 said policies and framework help you to remain

aligned with “the aspiration and vision of the organization.”

Project implementation could be an indicator of efficient leadership. Moreover,

supply chain management in a humanitarian organization is under constant pressure to

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implement integrated structures, practices, and policies (Flynn & Walker, 2020). The

majority of participants during the interview expressed their awareness of challenges

related to implementations and they are in alignment with Zimon et al. (2020) saying the

reasons are mainly time-consuming and complex processes. Participant 8 said the

inability to find consensus among project stakeholders is a challenge. In this token,

Participant 4 said “Implementation part is a bit of a challenge” while Participant 8

expressed “There are disruptions in every project. Disruptions are part of project

management.” Participant 3 highlighted “old timers in the UN who are sort of hindering

the implementation”, thus implying non-innovative leaders. Shan et al. (2020) explained

that the inability to implement collaborative innovation directly negatively impacts

supply chain dynamic capability and sustainable supply chain performance.

Conclusively, alignment between individual dynamic capabilities and the innovative or

entrepreneurial leadership style leads to a sustainable supply chain.

Project implementation under effective leadership relates to reconfiguration, the

third stage of DCT (Teece, 2007). Reconfiguration usually includes several processes and

activities seeking realignment. In this light Participant 8 said, “Part of successful project

management, you know, so you need to realign priorities. You need to readjust your

priorities in order to ensure that you stay on track.”

Strategy 3: Managing by Understanding and Measuring the Entire End-to-End Supply

Chain System Provide Timely Feedback to Participants

Humanitarian supply chain managers are shifting from intuitional to data-driven

leadership. Teece et al. (1997) in their DCT highlighted the importance of reconfiguration

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that brings changes, hence improvement. However, there should be a way of measuring

the level of improvement. Therefore, Agarwal et al. (2019) suggested a balanced

scorecard for measuring the performance and the Supply Chain Operations Reference

(SCOR) for evaluating the overall health of the humanitarian supply chain management.

Several participants expressed a deep understanding of the SCOR model. Participant 4

said “we follow the SCOR-P model plan, and we developed a SCOR-based plan feature

called SCOG guidance”, the framework that has been disseminated to all missions.

Similarly, Participant 9 confirmed the implementation of different scorecards and

dashboards for improved visibility.

The operating system that the UN uses is integrative. Participant 6 elaborated

“There is a system integration, process integration, measures for managing capacity and

workload. Having stable ERP is important.” Shamout (2019) detailed processes of

creating a measuring system, that is, collect, mine, analyze, and visualize data, therefore

creating KPIs as performance indicators. The same Participant 2 confirmed and said:

Having systems that collect data and give you visibility, business intelligence over data,

to my mind, are critical to monitoring and measuring your performance, seeing how you

are doing, enabling you to change direction if you need to change direction in order to

improve. So it's a real system.

Managers with analytical capabilities are essential. They can absorb data quickly

and make more effective data-driven decisions (Oliveira & Handfield, 2019).

Furthermore, such managers initiate the establishment of end-to-end supply chain

systems to gain overall visibility. Gupta et al. (2018) confirmed that big data analytical

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potentials depend on the managerial capacity to understand business needs and outputs

extracted from big data. Mikalef et al. (2020) added that the adaption of analytical

systems, especially big data, also depends on the organization's maturity, therefore in

alignment with Participant 8 who stated:

Senior leadership decided that we need to introduce supply chain analytics in the

mission and that we need to manage the performance of every supply chain entity.

We have been using this ERP for managing our end-to-end supply chain and it’s

also helping us to streamline our operations.

Theme 3: Risk Management Strategies

The third theme that emerged from the collected data analysis was effective

supply chain management leadership strategies. Three strategies emerged in relation to

Theme 3: (a) Supply chain risk management mitigates disruptions and encounters

resistance to change, (b) Agile strategies will allow responding effectively to emergencies

and uncertainties, (c) Strategies should drive change toward sustainability and consider

environmental impact. Each strategy appeared as a result of the data analysis process, and

they are aligned with the existing literature and the conceptual framework. In the

following discussion, I provide evidence of claimed relations.

Strategy 1: Supply Chain Risk Management Mitigates Disruptions and Encounters

Resistance to Change

Global humanitarian organizations are exposed to numerous disruptions in rapidly

changing and unpredictable environments. Therefore, Teece et al. (1997) with their DCT

the most adequately explains approaches to address these challenges. Participants 5 and 6

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explained challenges with vendors’ performance and elaborated on strategies. One of the

risk management strategies they both explained is to establish long-term partnerships

because of expected benefits related to pricing, contract conditions, and improved

understanding. Participant 3 explained risk related to lack of accountability and

continued, “With all the audit and risk governance controls that they've introduced, I

think they're trying to bring up that process ownership and governance.” Fischer-Preßler

et al. (2020) highlighted the necessity of risk monitoring as a continuous audit function

assessing the risk-reducing measures.

End-to-end supply chain measuring systems enhance visibility and allow

effectively manage disruptions, thus resulting in sustainability, competitiveness, and

resilience (Singh & Singh, 2019). As disruption potentially leads to financial losses,

Participant 6 expressed concern by saying, “So all the costs that are directly attributable

to the supply chain are not systematically measured.” Similarly, Participant 4 voiced

concern over the functionality of the ERP system that covers end-to-end supply chain

processes and said, “While a supply chain planning tool has a concept of the rolling plan,

but a lot of functionality is not developed the way it should because of the ERP has

sometimes a restriction to change your approach.” Nevertheless, Fischer-Preßler et al.

(2020) highlighted IT as the primary contributor to supply chain risk identification

resulting in identified risk factors.

Resistance to change emerges as a risk factor. To introduce change,

reconfiguration is required according to the dynamic capability conceptual framework

(Teece, et al., 1997). Participant 9 explained how the inability to manage resistance to

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change is already a risk. Participant 8 continued, “So every time you are introducing a

change, there is always resistance. People are not ready to accept it. They will be more

critics to it than you know, people who will subscribe to that change.”

Strategy 2: Agile Strategies Will Allow Responding Effectively to Emergencies and

Uncertainties

The code agile emerged during the interview with all participants, thus showing

an understanding of how the operational environment constantly changes and seeks

agility. Aslam et al. (2020) explained that organizations must be able to embrace the

risks, become agile, and constantly reconfigure their resources. Similarly, Participant 3

said, “We have to adapt constantly to the ever-changing environment. Adopt and also be

agile as well, constantly coming up with the different ways of you know doing things and

trying to achieve that same ultimate goal.” Participant 4 explained that he does not

support a “one size fit all approach” because “each mission based on its particular

“location, geographical, political, security” circumstances require adaptability. These

managers demonstrated resilience by creating awareness of vulnerabilities (Shamout,

2019). Moreover, this approach is in alignment with the dynamic capability conceptual

framework calling for sensing the environment before establishing an adequate strategy.

Although literature emphasized innovation and technology as agility facilitators,

thus risk mitigators, Kwak et al. (2018) argued that innovation can augment the risk

because of numerous activities facilitated by IT. The latter has been echoed by Participant

7 who claimed that the ERP system that the UN embraced “is not the best system. It is

not as responsive or as agile as perhaps it ought to be.” However, Participant 6 said, “it is

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good to have ERP”, Similarly, Participant 5 explained that the ERP system helped them

to get visibility, thus, to act timely with changes.

The UN Office for the Coordination of Humanitarian Affairs (OCHA) identified

agility as their priority capability especially relevant for goods transportation activities

and rapid deployment of emergency teams (L’Hermitte et al., 2017). Participant 2 stated,

“So in terms of the supply chain, to my mind, I was always available 24 hours, seven

days a week. And I think that's critical, particularly critical in the UN environment where

you have peacekeeping and humanitarian operations.” Furthermore, Shafiq and Soratana

(2019) argued that supply chain managers should always have an emergency plan

prepared. This statement is in alignment with Participant 7 who said that procurement

regulation caters to emergencies, thus allowing to address uncertainties rapidly.

Strategy 3: Strategies Should Drive Change Toward Sustainability and Consider the

Environmental Impact

Half of the interview participants elaborated on the environmental impact of

supply chain strategies in the UN. Some important statements include the one from

participant 6 who said:

Supply chain strategy needs to have environmentally responsible actions and plan.

Now over, the years, environmental responsibility has been prioritized very

highly. I see that for example our colleagues in Environment have good progress

in terms of the environmental score.

Similarly, Participant 2 and 5 explained how important it is to onboard

procurement officers with expertise in environmental engineering. Similarly, Participant

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6 continued, “it is not just retrieving, selling, transferring, and reusing materials but also

completely overhauling and conducting environmental restoration” therefore in alignment

with Zimon et al. (2020) elaborating on environmental compliance, green production, and

reverse logistics.

The sustainable supply chain is increasingly gaining attention and is subject to

external pressure from customers, suppliers, regulators, and investors (Zimon et al.,

2020). Participant 8 explained that leaders should manage the supply chain holistically,

that is, considering “the government aspect, the environment aspect, the social aspect.”

However, although research studies extensively elaborate on measuring sustainability as

a growing requirement from investors, or developing the sustainability road map,

participants did not elaborate on ways to determine the level of sustainability achieved.

Therefore, in alignment with Russell et al. (2018) critics that SDG should provide

practical guidance. However, Participant 2 provided a very strategic overview as well as

examples of how supply chain strategies can be in service of SDG. Figure 5 demonstrates

all risk management related codes with other discussed under theme 3 that resulted in

discussed strategies.

Figure 5

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Sankey Diagram: Proportions of Connections Between Risk Management Related Codes

and Other

Applications to Professional Practice

In my study, I explored the strategies that executive supply chain managers of the

UN used to leverage operational performance. The eligibility criteria for selecting the

participants for the multiple-case study include nine supply chain managers who have

successfully implemented supply chain strategies in the UN. The three themes that

emerged from data collection were (a) analytical, innovation, and knowledge

management, (b) effective supply chain management leadership, and (c) risk management

strategies. In the study, participants discussed how establishing successful supply chain

Note. The width of the line is proportional to the number of connections found

between the analysis and other codes that emerged during the interview. From Atlas

Ti. The diagram was developed by myself, the researcher Mazar to display the

research results of the study.

Note. The size of the words indicates the frequency of words mentioned during the

interview. Different colors are for the differentiation purpose. From Atlas Ti.

132

strategies could improve operational performance and ensure efficiencies.

The results of my study could help leaders in the UN Peacekeeping organizations,

UN agencies, and NGOs who operate in the vulnerable environment and under strict

scrutiny from Member States and donors to deliver their aid programs most efficiently by

understanding dynamic capabilities. Professional practice leaders might use these three

themes to understand the strategies that will allow them to plan proactively, anticipate

unexpected disruptive events, build collaborative networks, respond effectively in a

crisis, and remain resilient with a high level of sustainability in increasingly challenging

operational circumstances. The overview of the themes and strategies are presented in a

Feedback Model developed by myself and Dr. Kenneth Gossett (see the model in the

Appendix D).

Implications for Social Change

The results of the study can positively impact social change by helping supply

chain managers to apply the strategies needed to remain efficient in a humanitarian crisis.

Delivering effective and sustainable aid programs to vulnerable populations will gain

donors' trust to continue with their support or attract new funds, thus ensuring

peacekeeping organizations remain operational in conflict resolution, economic and

social recovery.

The efficient humanitarian supply chain can also help the UN to meet its

sustainable development goals (SDG), thus enhancing social well-being globally. There

are 17 SDGs, and they include the following: no poverty, zero hunger, good health and

well-being, quality education, gender equality, clean water, and sanitation, affordable and

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clean energy, decent work and economic growth, industry innovation and infrastructure,

reduce inequality, sustainable cities and communities, responsible consumption and

production, climate action, life below water, life on land, peace, and justice strong

institutions, and partnerships to achieve a goal.

Given the increase in aid demand and environmental threats, an effective supply

chain is crucial to attend to emergencies and apply the mission mandate rapidly.

Additionally, the humanitarian supply chain is intensively reaching out to best practices

from the private sector, thus enhancing the knowledge of science-based methodologies.

Similarly, increasing requirements to deliver relief programs that account for CSR results

in a green and circular supply chain that includes low-carbon operation, recycling, and

refurbishing, thus decreasing the environmental impact.

Recommendations for Action

In the research study, I explored the strategies supply chain managers in the UN

used to improve operational efficiencies. First, supply chain managers should have an

analytical approach to sensing the operational environment, measuring supply chain

activities, and using data visualization for quick insights and data-based decision making.

Embracing the best practices and empowering knowledge sharing across the organization

is paramount. Similarly, managers should update their supply chain through scalable

innovation and optimized technologies. Next, adequate, effective leadership that fosters

accountability, change management, collaboration, and partnerships is an essential

success driver. Last, having an adequate risk management program will timely mitigate

disruptions in an ever-changing and vulnerable environment and drive change toward

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sustainability and resilience.

Supply chain managers of the UN peacekeeping missions, UN special political

missions, UN agencies, UN programs, and NGOs could benefit from the study by

understanding the dynamic capabilities and benefits they bring to the organization.

Additionally, suppliers could benefit too by understanding the requirements of the

humanitarian supply chains, thus providing customized products and services that best

meet demand. Similarly, academics and research institutes can benefit by developing

knowledge and building innovative solutions, thus facilitating humanitarian operations to

become more efficient.

Following the research study publishment, I will disseminate findings to senior

supply chain managers in the UN who seek improvement. The results can also be

discussed during supply chain management conferences. The research finding can benefit

future researchers interested in efficiency improvement in humanitarian logistics. I will

also disseminate results in scholarly supply chain journals.

Recommendations for Future Research

The purpose of the qualitative multiple-case study is to explore the strategies that

some executive supply chain managers of the UN use to leverage operational efficiencies

in a peacekeeping program. In the study, I interviewed nine supply chain managers from

the UN that served in different peacekeeping missions and who have successfully

developed strategies that improved their business practices and resulted in operational

efficiencies. My sample size included nine participants who work for the UN in different

missions. Therefore, I recommend that future study researchers include participants from

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other UN agencies, programs, and NGOs delivering humanitarian aid. Furthermore, the

study is qualitative, so future research may apply quantitative methods to collect and

analyze data regarding dynamic capabilities. Quantitative research may include the

following critical variables: supply chain analytics, collaborations, resilience,

sustainability, and technological and environmental enablers in humanitarian supply

chains. Moreover, quantitative research will allow researchers to reach a larger

population. Next, since humanitarian supply chains are increasingly expected to deliver

more assistance with limited resources available, further insights into the supply chain

cost-saving enablers are recommended to identify further saving potentials. Last, since

the UN 2030 Agenda for Sustainable Development has immense potential to create a

more sustainable future, I recommend exploring which extended dynamic capabilities in

the humanitarian supply chains contribute the most to achieving the SDG.

Reflections

The journey of accomplishing a doctorate in supply chain management was

intensive and challenging but rewarding in the end. I needed to keep focused

continuously and with my highest potential to reach the final goal. Although I tried to

include more senior executive supply chain leaders, it was impossible due to their busy

schedules for an extended period. Some participants were changing duty stations, thus

creating waiting time until they reached their new peacekeeping mission. I was glad to

see how interested and supportive the supply chain leaders of the UN were when

approached to share their experiences and views.

Being a team member and project leader in the different supply chain offices and

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locations in the UN allowed me to acquire extensive experience and understanding of the

end-to-end humanitarian supply chain. Therefore, it was essential to be aware of my

potential personal bias that could occur during the data collection process. Furthermore, I

ensured I mitigated the bias I could create with my preconceived views and

understanding of supply chain dynamic capabilities in the UN. The essential was to

comply with Walden University’s standards and ensure I did not include personal bias in

my research process. In order to ensure that, I prepared a list of all my personal biases

that may arise before conducting my interview. In addition to my personal bias, I also

include the list of foreseen participant biases.

Conclusion

The purpose of my qualitative multiple-case study was to explore the strategies

that supply chain managers use to leverage operational performance in the UN

peacekeeping missions. Humanitarian organizations are critical for assisting the

population in crisis in an ever-changing and disruptive environment. There are 75% of

supply chains experiencing disruptions (Scholten et al., 2019). Therefore, to remain

operational and continue delivering relief programs, the UN must ensure efficiencies as

required by donors whose financial support follows rigid scrutiny.

Supply chain managers of the UN should adopt and align dynamic capabilities.

For illustration, innovation capabilities are essential in humanitarian supply chains to

fortify organizational risk management and enable awareness of vulnerabilities.

Furthermore, the dynamic capability of knowledge sharing, agility, and flexibility allows

resilience. Sabahi and Parast (2020) stated that 80% of firms consider resilience to supply

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chain disruptions as a top priority because resilient capability allows the organization to

address growing uncertainties. Since analytics is knowledge-based, analytical capabilities

can predict natural disasters and guide the humanitarian response (Dubey et al., 2019).

Similarly, relational capabilities are critical for humanitarian aid as it enables

communication, collaboration, integration, and trust-building between multiple

stakeholders who contribute to uplifted performance and competitive advantage. To

interconnect and implement dynamic capabilities, adequate leadership is imperative.

I identified three themes in the study. They are (a) analytical, innovation, and

knowledge management, (b) effective supply chain management leadership, and (c) risk

management. The identified themes are aligned with the conceptual framework and

review of the professional and academic literature. The findings of my research study can

positively influence professional practice by informing leaders in the UN Peacekeeping

organizations, UN Special Political Missions, UN agencies, programs, and NGOs who

operate in the vulnerable environment and under strict scrutiny from Member States and

donors to deliver their aid programs most efficiently by understanding dynamic

capabilities. Similarly, the research study can positively influence social change. For

example, the efficient humanitarian supply chain can help the UN to meet its 17 global

sustainable development goals, thus enhancing social well-being and achieving a more

sustainable future for all.

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