Proceedings of ICLT 2023
RESILIENT SUPPLIER RELATIONSHIIP MANAGEMENT FRAMEWORK FOR HUMANITARIAN ORGANISATION
Narath Bhusiri; Puthipong Julagasigorn; Paitoon Varadejsatitwong; Ruth Banomyong; Nirpa Dhami
Centre of Excellence in Connectivity, Thammasat Business School, Thammasat University, Thailand; Centre of Excellence in Connectivity, Thammasat Business School, Thammasat University, Thailand; Center of Excellence in Connectivity, Thammasat Business School, Thammasat University, Thailand; Centre of Excellence in Connectivity, Thammasat Business School, Thammasat University, Thailand; Centre of Excellence in Connectivity, Thammasat Business School, Thammasat University, Thailand
International Conference on Logistics & Transport 2023, Helsinki, Finland, pp. 180-189
Abstract
Purpose: Supplier Relationship Management (SRM) involves different strategic processes and principles of supplier development and maintenance. SRM has been proven to assist commercial firms in achieving upstream supply chain resilience. As opposed to businesses, there has been a lack of critical SRM strategic processes to help humanitarian organisations achieve their upstream resiliency. Therefore, almost all humanitarian supply chains are far from being resilient. This paper extends the work done by Banomyong et al (2022) and Bhusiri et al (2021) by adapting additional strategic processes of performance measurement guidelines from SRM to the context of humanitarian supply chain. The SRM processes are then integrated into a framework to provide a more holistic and integrative viewpoint to help organisations enhance the consistency of humanitarian assistance. Design/methodology/approach: This paper reviewed and adapted the SRM strategic processes from well-known SRM approaches used in the commercial supply chain context. The integrated framework contains a set of SRM strategic processes with information flows configuration. The framework was validated by humanitarian experts to ensure its usefulness and applicability. Findings: The SRM framework can be used as a guideline to streamline and implement humanitarian sourcing strategies, action plans, metrics, and processes for better relationship management with suppliers and more resilient supply chains. Research limitations/implications: The SRM framework integrates a set of paramount processes validated by humanitarian experts and provides general guidelines for humanitarian organisations. Some adaptation might be required in case of a specific humanitarian supply chain. Practical implications: Operating humanitarian supply chains, especially ones supporting long-term development aid programmes, requires humanitarian organisations to source and procure large amount of relief commodities from suppliers annually. More precise and systematic relationship engagement approaches with suppliers play a vital role in ensuring supply consistency and efficiency to minimise suffering of beneficiaries. Originality/value: This framework is among the first to provide an integrative view of the SRM for humanitarian organisations to increase their upstream supply chain resilience. The integrated SRM framework covers the principles of purchasing and supplier segmentation, relationship implementation guidelines, and supplier performance measurement.
Keywords
Supplier vulnerability; Supply chain resilience; Risk mitigation; Risk identification; Cross-border supply chain
Citation
Narath Bhusiri; Puthipong Julagasigorn; Paitoon Varadejsatitwong; Ruth Banomyong; Nirpa Dhami (2023). RESILIENT SUPPLIER RELATIONSHIIP MANAGEMENT FRAMEWORK FOR HUMANITARIAN ORGANISATION. Proceedings of the International Conference on Logistics & Transport (ICLT 2023), Helsinki, Finland, pp. 180-189.