ASSESSMENT OF HUMANITARIAN SUPPLY CHAIN PERFORMANCE OF

SELECTED HUMANITARIAN ORGANIZATIONS IN ETHIOPIA

THESIS

Submitted to the Department of Logistics and Supply Chain Management

Postgraduate Program
School of Commerce
Addis Ababa University

In Partial Fulfillment of the Requirements for the

Degree of Master of Art in Logistics and Supply Chain Management

Presented By:
Endale Hailegebriel Tuffa

Advisor:
Ayele Abebe (Ph.D.)

June 2016
Addis Ababa, Ethiopia
i
 ADDIS ABABA UNIVERSITY
SCHOOL OF GRADUATE STUDIES

ASSESSMENT OF HUMANITARIAN SUPPLY CHAIN PERFORMANCE

OF SELECTED HUMANITARIAN ORGANIZATIONS IN ETHIOPIA

By Endale Hailegebriel Tuffa

School of Commerce
Department of Logistics and Supply Chain Management

Approved by Board of Examiners:

Advisor Signature Date

_____________________ _____________ _____________

Internal Examiner Signature Date

_____________________ ______________ _____________

External Examiner Signature Date

_____________________ ______________ _____________

ii
 DECLARATION

I declare that this research project “Assessment of Humanitarian Supply Chain Performance of
Selected Humanitarian Organizations in Ethiopia” is my original work and has never been
submitted to any other University for assessment or award of a degree, and that all sources of
materials used for the study have been duly acknowledged.

Signature: …………………………….. Date: ……………………………..

Endale Hailegebriel Tuffa

This research project has been submitted with my authority as the university Advisor;

Signature: …………………………….. Date: ……………………………..

Ayele Abebe (Ph.D.)

Asst. Professor - Adama Science and Technology University, School of Business and Economics

iii
 Acknowledgements

Above all I would like to extend my whole hearted gratitude to the Almighty God who is the
reason for my existence. Without his grace and wish, I won’t be hear where I am now and
obviously this research project work can’t be accomplished successfully.

After that I would like to extend my heartfelt gratitude to my thesis advisor Dr. Ayele Abebe for
his constructive comments and unreserved guidance throughout the course of this project work.
Undoubtedly, his valuable comments, supervision and encouragement greatly improved the
content of this thesis.

I further wish to express my gratitude to all of my respondents and respective humanitarian

organizations for their cooperation.

Most importantly, thanks to my dear wife Tenagne. Thank you for diligently proof reading the
document over and over again, thank you for your immense patience, and thank you for your
love and wise words. Thank you also to our adorable daughter Yohana for your love.

I would also like to express my gratitude to my dear friends for your support, insightful
comments and putting up with me.

Finally, I offer my regards to all of those who supported me in any respect during my MA program.

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 Table of Content
DECLARATION ...................................................................................................................................................... iii
Acknowledgements ................................................................................................................................................... iv
Table of Content ........................................................................................................................................................ v
List of Tables .......................................................................................................................................................... viii
List of Figures ......................................................................................................................................................... viii
Abbreviations ............................................................................................................................................................ ix
Abstract ...................................................................................................................................................................... x
CHAPTER ONE ........................................................................................................................................................ 1
INTRODUCTION ..................................................................................................................................................... 1
1.1 Background of the study .................................................................................................................................. 1
1.1.1 Overview of Humanitarian Supply Chain Management in Ethiopia ........................................................ 2
1.1.2 The current humanitarian situation of Ethiopia ...................................................................................... 3
1.1.3 Humanitarian Organizations in Ethiopia under Joint Emergency food aid programs (JEOP) .................. 4
1.2 Statement of the problem ................................................................................................................................. 7
1.3 Objectives of the Study .................................................................................................................................. 10
1.3.1 General Objective ................................................................................................................................... 10
1.3.2 Specific Objectives ................................................................................................................................. 10
1.4 Research Hypothesis ...................................................................................................................................... 10
1.5 Significance of the study ................................................................................................................................ 12
1.6 Scope/Delimitation of the study..................................................................................................................... 12
1.7 Organization of the research paper ................................................................................................................ 13
CHAPTER TWO ..................................................................................................................................................... 14
2. REVIEW OF RELATED LITERATURE ........................................................................................................... 14
2.1 Introduction .................................................................................................................................................... 14
2.2 Humanitarian supply chain management. ...................................................................................................... 14
2.3 Triple-A Supply Chain framework: ............................................................................................................... 16
2.4 Empirical review of studies............................................................................................................................ 16
2.4.1 Humanitarian Supply versus Commercial Supply Chain........................................................................ 19
2.4.2 HSC Performance measures and measurements ..................................................................................... 22
2.4.3 Humanitarian supply chain design .......................................................................................................... 24
2.5 Conceptual Framework .................................................................................................................................. 25

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 2.5.1 Humanitarian supply chain Agility and HSC Performance: ................................................................... 26
2.5.2 Humanitarian supply chain Adaptability and Performance: ................................................................... 27
2.5.3 Humanitarian supply chain Alignment and Performance: ...................................................................... 27
CHAPTER THREE ................................................................................................................................................. 28
3. RESEARCH METHODOLOGY ......................................................................................................................... 28
3.1 Introduction .................................................................................................................................................... 28
3.2 Research Design............................................................................................................................................. 28
3.3 Research Approach ........................................................................................................................................ 29
3.4 Data Type and Source of Data ....................................................................................................................... 30
3.4.1 Primary data ............................................................................................................................................ 30
3.4.2 Secondary Data ..................................................................................................................................... 30
3.5 Data collection methods ................................................................................................................................. 31
3.6 Sampling and Sampling Techniques .............................................................................................................. 31
3.6.1 Target Population .................................................................................................................................... 31
3.6.2 Sampling Techniques .............................................................................................................................. 32
3.6.3 Sample Size ............................................................................................................................................. 33
3.7 Data Analysis ................................................................................................................................................. 33
3.8 Validity and Reliability .................................................................................................................................. 34
3.8.1 Assessing Reliability ............................................................................................................................... 34
3.8.2 Analysis of Validity ................................................................................................................................ 34
CHAPTER FOUR.................................................................................................................................................... 36
4. DATA ANALYSIS, RESULTS AND DISCUSSION ........................................................................................ 36
4.1 Introduction .................................................................................................................................................... 36
4.2 General Information of Respondents and organizations. ............................................................................... 36
4.2.1 Respondents Sex ................................................................................................................................... 37
4.2.2 Respondents Age..................................................................................................................................... 37
4.2.3 Educational Qualification of respondents ............................................................................................... 37
4.2.4 Name of the organization ........................................................................................................................ 38
4.2.5 Respondents work Experience in current organization ........................................................................... 39
4.2.6 Respondents department/work Unit ........................................................................................................ 39
4.2.7 Respondents experience in humanitarian sector/relief chain operation .................................................. 40

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 4.3 Inferential Statistics for HSC specific factors and factors related to HSC Performance of
Organizations. ...................................................................................................................................................... 41
4.3.1 Correlation Analysis ............................................................................................................................... 41
[Link] Correlation Analysis between Construct of HSC specific factors and HSC Performance .............. 42
[Link] Correlation Analysis between Humanitarian Supply Chain Alignment (HSCAl) and
Humanitarian Supply Chain Agility (HSCAg). ........................................................................................... 43
[Link] Correlation Analysis between Humanitarian Supply Chain Alignment (HSCAl) and
Humanitarian Supply Chain Adaptability (HSCAd).................................................................................... 44
[Link] Correlation Analysis between Humanitarian Supply Chain Adaptability (HSCAd) and
Humanitarian Supply Chain Agility (HSCAg) ............................................................................................ 45
4.3.2 Regression Analysis ................................................................................................................................. 46
[Link] Multi Collinearity Test ................................................................................................................... 46
[Link] Regression Analysis for Hypotheses Tests ...................................................................................... 47
[Link] Regression Analysis between HSCAg and HSCP ........................................................................... 47
[Link] Regression Analysis between HSCAd and HSCP ........................................................................... 48
[Link] Regression Analysis between HSCAl and HSCP ............................................................................ 48
4.4 Discussion of the Results ............................................................................................................................... 49
CHAPTER FIVE ..................................................................................................................................................... 52
5. SUMMARY OF MAJOR FINDINGS, CONCLUSION AND ........................................................................... 52
RECOMMENDATION ........................................................................................................................................... 52
5.1 Summary of Major Findings .......................................................................................................................... 52
5.2 Conclusion ..................................................................................................................................................... 53
5.3 Recommendation ........................................................................................................................................... 54
5.4 Theoretical and Managerial Implications ...................................................................................................... 55
5.5 Further Research Directions........................................................................................................................... 55
REFERENCES ........................................................................................................................................................ 56
APPENDIX .............................................................................................................................................................. 64

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 List of Tables

Table 1 Classification of Journals and number of articles scanned ........................................................................ 18

Table 2 Commercial Supply Chains vs. Humanitarian Relief Chains (Beamon 2004) ........................................... 21
Table 3 Reliability of HSC specific factors (HSC Agility, Adaptability, and Alignment) and HSC
Performance............................................................................................................................................................. 35
Table 4 Respondents Sex .......................................................................................................................................... 37
Table 5 Respondents Age ........................................................................................................................................ 37
Table 6 Educational Qualification of respondents .................................................................................................. 38
Table 7 Name of the organization ............................................................................................................................ 38
Table 8 Respondents work Experience in current organization .............................................................................. 39
Table 9 Respondents department/work Unit ............................................................................................................ 39
Table 10 Respondents experience in humanitarian sector/relief chain operation................................................... 40
Table 11 Correlation matrix between constructs of HSC specific factors and factors related HSC
performance. ............................................................................................................................................................ 42
Table 12 Correlation between HSCAl and HSCAg.................................................................................................. 44
Table 13 Correlation between HSCAl and HSCAd.................................................................................................. 44
Table 14 Correlation between HSCAd and HSCAg................................................................................................. 45
Table 15 Multi Collinearity Test of independent variable ....................................................................................... 46
Table 16 Regression Analysis HSCAg and HSCP ................................................................................................... 47
Table 17 Regression Analysis HSCAd and HSCP ................................................................................................... 48
Table 18 Regression Analysis HSCAl and HSCP ................................................................................................... 48

List of Figures

Figure 1 Conceptual framework of the study........................................................................................................... 25

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 Abbreviations

CRS Catholic Relief Service

DPPA Disaster prevention and preparedness agency
DRMFSS Disaster Risk Management & Food Security Sector
FDRE Federal Democratic Republic of Ethiopia
FHE Food for the Hungry Ethiopia
HA Humanitarian Aid
HSC Humanitarian Supply Chain
HSCM Humanitarian Supply Chain Management
HSCAg Humanitarian Supply Chain Agility
HSCAd Humanitarian Supply Chain Adaptability
HSCAl Humanitarian Supply Chain Alignment
HSCP Humanitarian Supply Chain Performance
JEOP Joint Emergency Operational Program
NDRMCC National Disaster Risk Management Coordination Commission
NGOs Non-government organizations
NRS National Regional States
REST Relief Society of Tigray
RRC Relief & Rehabilitation Commission
SCI save the Children International
SCM Supply Chain Management
UN United Nations
USAID United Sates Agency for International Development
WFP World Food Program
WVE World Vision Ethiopia

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 Abstract

The objective of the study was to assess the HSC performance of selected humanitarian
organizations in Ethiopia based on Triple-A framework proposed by Lee, 2004. Specifically, this
study was also intended to explore and empirically test the possible relationships among
Humanitarian Supply Chain Agility, Adaptability, Alignment and HSC performance of selected
Humanitarian organizations in Ethiopia. The researcher carried out a systematic literature
review (SLR) to identify variables and their items to design a structured questionnaire.
Accordingly the researcher identifies three important variables of humanitarian supply chain
network: agility, adaptability and alignment. The researcher conducted an empirical study on a
sample 58 respondents (experts in the humanitarian supply chain) that were collected by the
researcher from Six humanitarian emergency food aid organizations in Ethiopia, namely CARE
Ethiopia, Save the children international (SCI), Catholic Relief service Ethiopia (CRS), Relief
society of Tigray (REST) World Vision Ethiopia (WVE), Food for the hunger international in
Ethiopia (FHE). The relationships proposed in the framework were tested using Pearson
correlation and the hypotheses proposed in the research were also tested using regression
analysis. From the result of the analysis it is concluded that there is positive and statistically
very strong relationship between humanitarian supply chain agility and humanitarian supply
chain performances. It is also conclude that Humanitarian supply chain adaptability has also
positive and strong relationship with humanitarian supply chain performance. On the other
hand, Humanitarian supply chain alignment has also positive and statistically strong
relationship with HSC performance. Therefore, In order to become competitive and achieve
sustainable performance in disaster relief chain operations, humanitarian organizations should
give due attention to the constructs Humanitarian supply chain agility, adaptability and
alignment. A unique contribution of the present study is an attempt to outline humanitarian
supply chain management from commercial supply chain management and further explore the
possible relationships among supply chain agility, supply chain adaptability, supply chain
alignment and humanitarian supply chain performance in Ethiopian context.

Key Words: Humanitarian supply chain, supply chain agility, supply chain adaptability, supply
chain alignment and humanitarian supply chain Performance.

x
 CHAPTER ONE
INTRODUCTION

1.1 Background of the study

The humanitarian supply-chain management (HSCM) involves managing the different

interrelated factors important for the effectiveness of the humanitarian operation system such as
goods and materials, information, manpower, political authorities, available infrastructure & etc.
to reduce the impact of a disaster for the people who are affected (Torre, [Link], Dolinskaya, I.
and Smilowitz, K., 2011). In the same document they underlined the fact that the HSCM and the
commercial supply-chain management are different in their motives and the realms at which they
operate. While the driving force behind commercial supply chain management is basically profit
maximization, efficiency & business long term growth that of HSCM is mainly reducing human
suffering & rehabilitation of disaster affecting people in timely manner. As a result disaster relief
operations requires the activities in many dimensions, such as, rescue efforts, health and medical
assistance, food, shelter and long-term relief activities in coordinated & effective manner. The
success of any relief activity depends heavily on the effectiveness of the logistics operations of
the supply delivery. However, despite the fact that the logistics operation is the heart of the entire
relief activities, it was not until recent times the importance of the logistics was identified (Torre
et al, 2011).

Thomas and Kopczak, (2005) confirmed that there is evidence that a growing number of natural
and man-made disasters happen all around the world, affecting hundreds of millions of people
every year. In spite of this fact, only in these years starting from 2005 has supply chain
management for humanitarian aid and disaster relief been a topic of interest for researchers.
Consequently, the academic literature in this field is comparatively new and still sparing,
indicating a requirement for more academic studies in this field.

On the other hand, The humanitarian supply chain (HSC) network is very similar to business
supply chain network but the objective and parameters to measure HSC network performance are
different (Kovacs & Spens, 2007). A business supply chain network aims to maximize supply
chain surplus, whereas a HSC network aims to provide maximum relief to the victims of an

1
undesirable and unpredictable event (Petti & Beresford, 2006; Trunick, 2005). The real challenge
of any HSC network is heavily purposed and human life driven. However, the complexity of the
network depends upon the nature of materials that is needed to be supplied to disaster-hit areas,
which is almost uncertain from both the demand and supply end. In humanitarian aid activities,
delays in delivery or relief can cost lives. Therefore, efficiency in logistics is a key factor as it
ensures the smooth flow of goods and services in a complex supply chain system.

Performance measurement is critical to NGO accountability (Beamon, 2004) and (Van

Wassenhove, 2006). Lindenberg and Bryant (2001) state: “As resources become tighter, NGOs
face new pressures for greater accountability for program impact and quality. The increased
frequency and scale of disasters, scarce resources, funding competition, and the need for
accountability require more efficient, effective and transparent relief operations. Since logistics
is central to relief operations and the most expensive part of any relief operation (Van
Wassenhove, 2006), measuring the performance of relief chains has become vital for all
organizations involved in disaster management.

Given the stakes and size of the relief industry (the largest relief organizations engage in billions
of dollars’ worth of relief and development activities per year), the study of humanitarian relief
chains is an important domain for supply chain management that has received little attention.
Moreover, despite its significance, performance measures and measurement systems have not
been widely developed and systematically implemented in the relief chain. Various factors make
performance measurement a challenging task for NGOs. Some of the difficulties are associated
with common complications observed in organizations operating in the nonprofit sector (O’Neill
and Young, 1988).

1.1.1 Overview of Humanitarian Supply Chain Management in Ethiopia

Concerning the HSCM in Ethiopian, the emergence & development of HSCM is related with the
occurrence of the major food crises happened in 1950’s which claimed the life of many
Ethiopians affected due to drought. Since then, Ethiopia has been facing recurring drought and
famine due to environmental, social and political factors which subject the large segment of the
rural population to vulnerability and food insecurity to the country. This intern, necessitate the

2
establishment & functioning of a centralized relief logistics operation system under the then
Relief & Rehabilitation Commission (RRC) in June 1974.

In order to address both chronic & acute food insecurity the country has been receiving
donations of food commodities from different organizations/ nations located in different parts of
the world. Currently, the logistics unit under disaster prevention and preparedness agency
(DPPA) is responsible to coordinate the timely delivery of relief resources obtained from
different multi-lateral, bi-lateral donor agencies & international & local NGOs to disaster
affected localities in different part of the country.

Concerning the source from which DPPA obtained the humanitarian resources required for
relief operations official government sources implied that different Western Governments, Non-
government International organizations, UN (United Nations agencies & USAID (United Sates
Agency for International Development are major ones. Currently USAID has been becoming the
leading contributor of Emergency & Non-emergency (development) food requirements of the
country.

1.1.2 The current humanitarian situation of Ethiopia

A widespread drought is severely impacting Ethiopia, leaving millions of people without enough
to eat. Ethiopia’s worst drought in 30 years is fueled by the El Niño weather pattern that has
contributed to two failed seasonal rains last year – dangerous for a country where more than 80
percent of its population is farmers. In December 2015, the Government of Ethiopia announced
that the number of people in need of food assistance had increased to 10.2 million. This year,
435,000 children under five and 1.7 million children, pregnant and lactating women will need
specialized nutritional support.

Currently, NDRMCC, UN-WFP, and CRS led Joint-NGOs have been implementing Emergency
food assistance programs in Ethiopia. According to government’s official report (2015), the 2015
Meher assessment has concluded that 10.2 million people will require food assistance in 2016.
The humanitarian response in 2016 will be led by the Government’s National Disaster Risk
Management Coordination Commission (NDRMCC), who, together with WFP, will assist a
projected 7.6 million people in close to 200 woredas, while the CRS-led Joint Emergency

3
Operation program (JEOP) will provide support to 2.6 million people in 76 priority woredas of
all national regional states of Ethiopia but Afar, Gamblella, Harari & Benishangul Gumuz NRS.

Joint Emergency Operation program (JEOP) is a consortium led by Catholic Relief Services
(CRS) and includes CARE, Save the Children International (Save the Children), World Vision
Ethiopia (WVE), Food for the Hungry Ethiopia (FHE) and the Relief Society of Tigray (REST).
CRS works through its local implementing partners - Ethiopian Catholic Church Social and
Development Coordination office of Harar (ECC-SDCOH) and Meki (ECC-SDCOM). Both
Save the Children and FHE partly implement through the Organization for Relief and
Development in Amhara (ORDA). These organizations will be the target of this study.

1.1.3 Humanitarian Organizations in Ethiopia under Joint Emergency food aid programs
(JEOP)

1. Catholic relief service in Ethiopia /CRS

A Catholic relief services has worked in Ethiopia since 1958. For more than 50 years, CRS has
taken the lead in responding to natural and man-made disasters affecting Ethiopia's most
vulnerable communities. Moving beyond emergency response, CRS' disaster mitigation and
recovery projects in drought and flood-prone areas have rebuilt individual and community assets
through non-food aid in the form of agriculture, livestock, health, nutrition, and water and
sanitation assistance. CRS also provides livelihoods support to farmers and entrepreneurs,
promotes gender equality, mobilizes for immunization and mitigates the impact of HIV. CRS led
Joint Emergency Operation program (JEOP) in Ethiopia. CRS works through its local
implementing partners - Ethiopian Catholic Church Social and Development Coordination office
of Harar (ECC-SDCOH) and Meki (ECC-SDCOM). Currently, CRS has been providing around
10,373 metric tons of emergency food supplies for 392,944 in beneficiaries in Dire dawa
administration and Oromia regional states, monthly bases.

4
 2. Save the Children International /SCI

Save the Children international (SCI) first worked in Ethiopia in the 1930s and set up its first
formal office here during the 1984 famine. Our earliest work in Ethiopia focused on
humanitarian and emergency relief, and has evolved into a range of longer-term development
initiatives for the most vulnerable children. On 1 October 2012, seven Save the Children
Member organizations which had all been working in Ethiopia (Canada, Denmark, Finland,
Norway, Sweden, UK and USA) came together to form a single organization. SCI works with
more than 50 partners. These include International Organizations, Government Agencies, local
non-governmental and community-based organizations that work with SCI on issues affecting
children and their families. SCI works in all regional states: Amhara, Tigray, Oromia, SNNPR,
Benishangul-Gumuz, Somali, Gambela & Afar and in two administrative cities of Ethiopia. As
well as its head office in Addis Ababa, he has 38 other offices across the country. Currently, SCI
has been providing around 7,283 metric tons of emergency food supplies for 429,700
beneficiaries in Amhara, Somali and Oromia national regional states, monthly bases.

3. Food for the hunger international in Ethiopia/FHE

In 1984, Food for the Hungry (FH) began working in Ethiopia in response to a famine. Up to the
present day, Ethiopia is a country challenged by harsh environmental factors and droughts. FH
continues to work in northern and southern Ethiopia, training communities in farming techniques
to yield crops during droughts. Its twenty years (1984-2006) of operation in several intervention
areas throughout Ethiopia has given FH/E a wealth of knowledge to formulate and implement
sustainable grassroots development projects. FH/E is currently working in the Amhara,
Benishangul Gumuz, Oromiya, SNNPR, and Somali regional states of Ethiopia. Currently, FHE
has been providing around 6,660 metric tons of emergency food supplies for 392,944
beneficiaries in Amhara regional state, monthly bases.

5
 4. World Vision International in Ethiopia

World Vision began its ministry in Ethiopia in the early 1970s and opened a national office in
Addis Ababa in 1975. World Vision operated emergency response programs during the 1984
famine, followed by a period of rehabilitation (1986-87) and a self-review that came up with the
concept of Area Development Programs (ADPs) as a model. World Vision’s work in Ethiopia
contributes to the well-being of vulnerable children in partnership with the church, civil society
and the government. Initiatives include education, food security, health, HIV and AIDS, water,
sanitation, and hygiene, as well as sponsorship management. Currently, WVE has been providing
around 4,110 metric tons of emergency food supplies for 242,481 beneficiaries in SNNP and
Oromia regional states, monthly bases.

5. Care International in Ethiopia

CARE started working in Ethiopia in 1984 in response to severe drought and famine that
devastated the population and claimed the lives of nearly one million people. Since then, the
organization’s activities have expanded to address the root causes of poverty and vulnerability.
Currently, CARE has been providing 8,516 Metric tons emergency foods supplies for 502,406
beneficiaries in Oromia regional state.

6 Relief society of Tigray /REST/

The Relief Society of Tigray (REST) has been in existence in Ethiopia for over 30 years, starting
out as a relatively small organization in 1978 in response to the needs of Tigrayan's displaced
because of drought and food insecurity to neighboring Sudan. In 1991, REST was registered as
an indigenous non-governmental organization (NGO) and since this time, has focused on longer
term development programs whilst maintaining capacity in emergency response. Today, REST is
one of the largest indigenous NGO's in Ethiopia, with the head office in Tigray's capital,
Mekelle. Currently, REST has been providing around 10,737 metric tons of emergency food
supplies for 633,450 beneficiaries in Tigray regional state, monthly bases.

6
All these facts lie at the foundation of the present research. It is undertaken with the basic notion
that understanding the nature of humanitarian supply chain management and its performance
within the growing importance of the sector in Ethiopian disaster risk management and other
development programs will be paramount importance for Humanitarian Aid Agencies, donors,
government, stakeholders’, humanitarian practitioners and researchers.

In this paper, the researcher will focus on assessing HSC performance of the above selected
Humanitarian non-government organizations (NGOs) currently implementing emergency food
assistance programs in Ethiopia.

1.2 Statement of the problem

With the established fact that the study of supply chain performance for humanitarian aid and
disaster relief sector is the most significant issue for developing and implementing a successful
humanitarian supply chain strategy. Furthermore, as logistics and supply chain is central to relief
operations and the most expensive part of any relief operation, measuring the performance of
relief chains has become vital for all organizations involved in disaster management. Thus, the
researcher is now present the theoretical and observational gaps to clearly establish the necessity
and importance of the proposed study.

According to Thomas and Kopczak, (2005) there is evidence that a growing number of natural
and man-made disasters happen all around the world, affecting hundreds of millions of people
every year. In spite of this fact, only in these years starting from 2005 has supply chain
management for humanitarian aid and disaster relief been a topic of interest for researchers.
Consequently, the academic literature in this field is comparatively new and still sparing,
indicating a requirement for more academic studies in this field.

There is also evidence that a growing number of natural disaster and/or drought in Ethiopia,
affecting millions of people every year. Despite of this fact, the study of humanitarian supply

7
chain management has not widely developed and there is little published work increasing
understanding about the nature of supply chain management for humanitarian aid organizations
operational in Ethiopia.

Performance measurement is critical to NGO accountability (Beamon, 2004) and (Van

Wassenhove, 2006). Lindenberg and Bryant (2001) state: “As resources become tighter, NGOs
face new pressures for greater accountability for program impact and quality. The increased
frequency and scale of disasters, scarce resources, funding competition, and the need for
accountability require more efficient, effective and transparent relief operations. Since logistics
is central to relief operations and the most expensive part of any relief operation (Van
Wassenhove, 2006), measuring the performance of relief chains has become vital for all
organizations involved in disaster management.

On the other hand, Balcik and Beamon (2008) stated that given the stakes and size of the relief
industry, the study of humanitarian relief chains is an important domain for supply chain
management that has received little attention. Moreover, despite its significance, performance
measures and measurement systems have not been widely developed and systematically
implemented in the relief chain due to the uniqueness and complexity of disaster relief
environment.

Performance measurements for the humanitarian sector have been developed where most
frameworks (de Leeuw, 2010; Schulz and Heigh, 2009; Moe et al., 2007) are based on the
balance score card introduced by Kaplan& Norton (1992). However, Davidson (2006) saw the
balance score card unfit for the humanitarian sector due to the rigidness of the framework and the
complexity of the humanitarian context.
Though there is a limited body of existing knowledge in the area, a recent exception is the
research conducted by Davidson (2006); Whitten, G.W., Green Jr, K.W., and Zelbst, P.J. (2012);
and Dubey, R., Singh, T., Gupta, O.K. (2015) proposing a performance measurement framework
for relief logistics.

8
Whitten et al. (2012); and Dubey et al (2015) extended and further empirically investigated
Triple A supply chain performance framework (Agility, Adaptability and Alignment,) proposed
by Lee (2004) for measuring humanitarian supply chain performance. However, the concept of
agility, adaptability and alignment remains in its infancy and requires further investigation -, it is
an area that requires urgent attention (Dubey, R., & Gunasekaran, A., 2015).

Even though, researchers have immensely contributed in the field of commercial supply chain
agility, supply chain adaptability and supply chain alignment, their impact on humanitarian
supply chain performance and their relationship is not well known.

Similarly, studies in humanitarian supply chain performance for nonprofit organizations

operating in Ethiopia are limited and have not been widely developed. To the best of the
researcher knowledge, almost no imperial research prevails regarding HSC performance
assessment based on Triple A supply chain framework (Agility, Adaptability and Alignment) for
none-profit humanitarian food aid organizations in Ethiopia. Except those few researches
conducted by WFP (2006) and Christina Sujin Kim and Javed Singha, (2010) focusing on the
humanitarian supply chain practices and challenges in Ethiopia.

Therefore, the researcher’s inability to find such studies in this sector is certainly the basic
reasons for conducting the present study. In this study, the researcher tries to explore the possible
relationship among Agility, Adaptability, and Alignment and HSC performance in the context of
Ethiopian humanitarian supply chain management.

In the present study, the researcher wants to assess HSC performance of selected Non-
government emergency relief food aid organizations operating in Ethiopia based on an existing
HSC performance measurement framework called Triple A supply chain (supply chain Agility,
supply chain Adaptability and supply chain Alignment,) proposed by Lee (2004) and later
extended by Whitten et al. (2012) and Dubey et al (2015). Accordingly, the impact of Agility,
Adaptability, and Alignment on humanitarian supply chain performance of selected relief
organizations in Ethiopia will be tested empirically.

9
1.3 Objectives of the Study

1.3.1 General Objective

The general objective of this research is to assess the existing HSC performance of
selected humanitarian organizations implementing emergency food aid programs in
Ethiopia.

1.3.2 Specific Objectives

The specific objectives of this research are:-

 To assess the relationship between HSC Performance of the organizations with their agility.
 To assess the relationship between HSC Performance of the organizations with their
Adaptability.
 To assess the relationship between HSC Performance of the organizations with their
Alignment.

1.4 Research Hypothesis

Past studies have indicated that the supply chains agility, supply chain has positively related to
humanitarian supply chain performance and have an impact on organizational performance. For
example, Lee (2004) Lee (2004) referred the agility as “the ability to respond to short-term
changes in demand or supply quickly [and] handle external disruptions smoothly.” Dubey et al
(2015) Supply chain agility is a key to humanitarian supply chain performance. Supply chain
agility can positively impact operational performance (Gligor and Holcomb 2012) and can also
prepare the supply chain network to recover promptly from external forces, contributing to
delivery and service levels (Lee 2004). Therefore, the first hypothesis is developed as follows.

Hypothesis 1: The HSC performance is positively related with the agility of the organizations

10
On the other hand, Past scholars have also widely acknowledged the significant role of supply
chain adaptability in cost savings (Lee 2004; Richey, Tokman, and Wheeler 2006; Baramichai,
Zimmers, and Marangos 2007). Supply chain adaptability can also improve supply chain
performance (Lee 2004; Whitten, Green, and Zelbst 2012). There are sufficient arguments to
support the direct impact of supply chain adaptability on supply chain performance. However,
one cannot ignore the possibility of an indirect effect of supply chain adaptability under the
mediating effect of supply chain agility. Based on this argument the second hypothesis is
developed as follow:

Hypothesis 2: The HSC performance is positively related with the adaptability of the
organizations.

On the other hand, Lee (2004) defined as “the ability of great firms to align the interests of all of
the firms in their supply chains with their own.” Dubey et al (2015) confirmed that Humanitarian
supply chain Alignment is vital for supply chain performance. It involves information sharing
among supply chain partners. Supply chain alignment is the property of the supply chain network
design that enables the supply chain network to flexibly adjust its configuration to align the
objectives of all members (e.g. transparency among supply chain members; collaboration; and
risk sharing) (Bryson 2004; Matthyssens and Vandenbempt 2008). Tang and Tomlin (2008)
identified that alignment among actors in supply chain network is of critical importance and
strong impact on HSC performance. Based on this third hypothesis is developed as follow:
Hypothesis 3: The HSC performance is positively related with the alignment of the
organizations.

Based on the above, the dependent and independent variables of the present study are;

 Dependent Variable: Performance of Humanitarian Organizations in Supply Chain

Management.
 Independent Variables:
1. Humanitarian Supply chain agility
2. Humanitarian Supply chain adaptability
3. Humanitarian Supply chain alignment

11
1.5 Significance of the study

Even though researchers have immensely contributed in the field of supply chain agility, supply
chain adaptability and supply chain alignment, their impact on humanitarian supply chain
performance and their relationship is not well known. The concept of agility, adaptability and
alignment remains in its infancy and requires further investigation. In this regard, the
contribution of this study to the effort of developing the newly emerging performance
assessment framework for relief chain sectors and to existing theories will be paramount
importance.

Since this research is designed to assess the performance of relief supply chain operation, the
result will be beneficial to humanitarian organizations currently executing emergency food aid
programs in particular and other humanitarian organizations implementing relief operations in
Ethiopia in general.

Meanwhile, in Ethiopia, the study of humanitarian supply chain management has not sufficiently
been studied, the output this study will contribute for the knowledge pool in relation with the
functioning and performance of the HSCM in Ethiopia. Additionally, the result of this study is
expected to serve as a basis for other studies to be initiated by researchers.

1.6 Scope/Delimitation of the study

In view of the limited resources & time available at the disposal of the researcher this particular
study specifically cover the HSCM system of selected humanitarian-NGOs who have been
implementing Emergency relief food assistance programs in Ethiopia. Which means the study is
not considered organizations like, Donors, host government, other supply chain actors etc.

In addition this study is expected to give an insight in relation to the research question &
objectives specified above and not meant to address all the issues related to the HSCM system of
NGOs operations in Ethiopia.

12
1.7 Organization of the research paper

This paper is organized as follows. Chapter II presents reviews previous literature. It includes
commercial supply vs. Humanitarian supply chain management, the theoretical foundation,
conceptual development and hypotheses are presented. Chapter III describes the methods
implemented it determines data collection and analysis methods and the proposed methodology.
Chapter IV presents the analysis of the data and presents the findings and discussion of findings
of the study. Finally, in the last chapter, Chapter IV concluding remarks, recommendations and
directions for future research are provided.

13
 CHAPTER TWO
2. REVIEW OF RELATED LITERATURE

2.1 Introduction

In this section, the researcher undertakes a systematic literature review on the works of various
scholars in the field of supply chain management and HSC management to understand the state
of the art and then develop his theoretical framework and data collection instrument. It includes
definition and concepts such as, commercial supply chain, humanitarian logistics, humanitarian
supply chain management, humanitarian supply chain performance, Triple-A supply chain
framework, supply chain agility, supply chain adaptability, supply chain alignment; empirical
review related to the topic of the study and conceptual framework.

2.2 Humanitarian supply chain management.

According to Torre et al (2011) the humanitarian supply-chain management (HSCM) involves

managing the different interrelated factors important for the effectiveness of the humanitarian
operation system such as goods and materials, information, manpower, political authorities,
available infrastructure & etc. to reduce the impact of a disaster for the people who are affected.
In the same document they underlined the fact that the HSCM and the commercial supply-chain
management are different in their motives and the realms at which they operate. While the
driving force behind commercial supply chain management is basically profit maximization,
efficiency & business long term growth that of HSCM is mainly reducing human suffering &
rehabilitation of disaster affecting people in timely manner. As a result disaster relief operations
requires the activities in many dimensions, such as, rescue efforts, health and medical assistance,
food, shelter and long-term relief activities in coordinated & effective manner. The success of
any relief activity depends heavily on the effectiveness of the logistics operations of the supply
delivery. However, despite the fact that the logistics operation is the heart of the entire relief
activities, it was not until recent times the importance of the logistics was identified (Torre et al,
2011).

14
The humanitarian supply chain (HSC) network is very similar to business supply chain network
but the objective and parameters to measure HSC network performance are different (Kovacs &
Spens, 2007). A business supply chain network aims to maximize supply chain surplus, whereas
a HSC network aims to provide maximum relief to the victims of an undesirable and
unpredictable event (Petti & Beresford, 2006; Trunick, 2005). The real challenge of any HSC
network is heavily purposed and human life driven. However, the complexity of the network
depends upon the nature of materials that is needed to be supplied to disaster-hit areas, which is
almost uncertain from both the demand and supply end. In humanitarian aid activities, delays in
delivery or relief can cost lives. Therefore, efficiency in logistics is a key factor as it ensures the
smooth flow of goods and services in a complex supply chain system.

Humanitarian Supply Chain Management is referred to as the process of effective and cost-
efficient plans, implementations and controls for aid flows (i.e., materials, goods, services,
financial resources, information, etc.) from the point of origin to the point of consumption with
the intention of meeting the aid recipients’ requirements (Thomas and Kopczak, 2005 ; Day et
al., 2012; etc.).

On the other hand, Thomas and Kopczak, (2005) defined humanitarian logistics as “the process
of planning, implementing and controlling the efficient, cost-effective flow and storage of goods
and materials, as well as related information, from point of origin to point of consumption for the
purpose of meeting the end beneficiary’s requirements” and alleviating the suffering of
vulnerable people. Except for its focus on the end beneficiary, this definition is largely
comparable to any definition of business logistics.

According to Thomas and Kopczak, (2005) there is evidence that a growing number of natural
and man-made disasters happen all around the world, affecting hundreds of millions of people
every year. In spite of this fact, only in these years starting from 2005 has supply chain
management for humanitarian aid and disaster relief been a topic of interest for researchers.
Consequently, the academic literature in this field is comparatively new and still sparing,
indicating a requirement for more academic studies in this field.

15
2.3 Triple-A Supply Chain framework:

Lee (2004) proposed Triple-A supply framework and claimed that successful organizations have
capabilities to establish their supply chains that are aligned, adaptable and agile which will
enhance the supply chain performance but organizational performance as well.
Triple-A supply chain is considered as viable strategy, when successfully implemented, which
directly related with the supply chain and indirectly associated with organizational performance.
Lee, (2004) claimed that “organizational success depends on supply chain success which
depends on the abilities of a supply chain partnering organizations to build a supply chain that
simultaneously exhibits agility, adaptability, and alignment”. Long-term strategic relationships
are considered as key of supply chain management that should essentially developed by the
managers by taking accurate decisions with respect to all supply chain partners. Managers should
work to build-up adaptable, agile and aligned supply chain to harvest higher organizational
performance (Lee, 2004).

2.4 Empirical review of studies

Here, the researcher has adopted the Tranfield, Denyer and Smart (2003) and systematic
literature review (SLR) approach to conduct a review. In this section, he has divided his review
into four stages.

Stage 1: Planning the Review

To identify potential journals that had published articles related to supply chain management,
humanitarian logistics and supply chain management, and supply chain performance measures,
the researcher first used keywords such as, humanitarian logistics supply chain management,
humanitarian supply chain performance measures, humanitarian supply chain design, Triple-A
supply chain, supply chain agility, supply chain adaptability and supply chain alignment. In this
way, the researcher identified over 25 articles published in reputable journals in the field of
supply chain management and HSC management. The researcher classified the journals (Table-
1) based on (1) HSC, (2) performance in HSC and (3) Triple –A Supply Chain- Agility,
Adaptability, and Alignment.

16
Stage 2- Development of a Review Protocol

The researcher decided initially to review the published literatures. In order to eliminate his
biasness towards any work, he selected and critically reviewed only those articles published from
2010 to January 2016, comprising a period of more than 6 years, in all the above mentioned
journals related to Supply chain management, humanitarian logistics and supply chain
management, performance in humanitarian supply chain, Triple A-supply chain performance
(supply chain Agility, Adaptability, Alignment) and its related concepts so that the researcher
does not end up with irrelevant literature.

17
 Table 1 Classification of Journals and number of articles scanned

Key Words

# Title of Journal Total # of

Supply Chains
Humanitarian

Humanitarian
Supply Chain

Supply Chain

Adaptability,
Management

Performance

Alignment)
Triple –A
Articles

(Agility,
Scanned

1 International Journal of Physical Distribution 4 1 1 6

and Logistics Management
2 Journal of Humanitarian Logistics and Supply 3 1 4
Chain Management
3 International Journal of Logistics Research and 1 2 3
Applications
4 Journal of Humanitarian Logistics 2 2

5 Journal of Transport and Supply Chain 1 1

Management
6 International Journal of Logistics 1 1

7 International Journal of Logistics System and 1 1

Management
8 International Journal of Production Research 1 1

9 International Journal of Public Sector 1 1

Management
10 School of Doctoral Studies (European Union) 1 1
Journal
11 Engineering Management Journal 1 1

12 European Journal of Business and Management 1 1

13 Global Business Review 1 1

14 Harvard Business Review 1 1
Total 11 5 9 25

Source: Compiled by researcher, 2016

18
Stage 3: Conducting a Review

In this stage, the researcher initially reviewed some of the articles that deal with humanitarian
supply chain and its related issues to identify his research and define the scope of the present
study. Accordingly, the researcher derived following issues, which are very relevant in present
scenario.

2.4.1 Humanitarian Supply versus Commercial Supply Chain

In recent years, some scholars have called for a different community, which has recently become
known as humanitarian logistics and supply chain management (Van Wassenhove, 2006; Dubey,
R., & Gunasekaran, A. 2015). Contributions from the humanitarian supply chain community are
increasing as they attempt to delineate humanitarian logistics and supply chain from the
established field of commercial supply chains.

Scholars have clearly pointed out, that in spite of similarities, there are dissimilarities between
commercial supply chain and HSC network. The business supply chain network is driven with an
objective to maximize supply chain surplus; on the other hand, the HSC network is driven with
an objective to reduce the potential loss of human and infrastructure (pre-disaster) and provide
maximum relief and ensure quick recovery during the post-disaster phase (Holguin-Veras et al.,
2012). The commercial supply chain aims to generate maximum supply chain surplus without
compromising service level (Pettit and Beresford 2006), whereas HSC is driven by non-profit
objectives. The aims of the HSC are to provide maximum relief to the affected victims in terms
of medical aid, food, shelter and drinking water.

The researcher has thus tried to differentiate HSC from the commercial supply chain as follows:

 HSC is guided by non-profit objectives, whereas the commercial supply chain is guided
by a profit objective (Bhattacharya, Hasija, and Van Wassenhove 2014).
 The humanitarian logistics involved in relief chains is primarily reactive, guided by the
ad hoc design; however, for a successful operation, it requires extensive advance
planning, which has three main foci: preparedness, response and collaboration (Balcik et

19
 al. 2010); (Tomasini and Van Wassenhove 2009; Bhattacharya, Hasija, and Van
Wassenhove 2014). The logistics involved in commercial supply chains, in contrast, vary
between proactive and reactive, guided by four factors: quality, cost, time and risk.

 One major difference between the two types of chains is the demand pattern. For many
commercial supply chains, the external demand for products is comparatively stable and
predictable. Often, for the commercial chain, the demands seen from warehouses occur
from established locations in relatively regular intervals. However, the demands in the
relief chain are emergency items, equipment, and personnel. More importantly, those
demands occur in irregular amounts and at irregular intervals and occur suddenly, such
that the locations are often completely unknown until the demand occurs (Thomas and
Kopczak, 2005; Van Wassenhove, 2006).

On the other hand, Beamon (2004) suggests other specific characteristics of disaster response
logistics that differentiate them from traditional commercial supply chains. These include

 Zero lead time that dramatically affects inventory availability, procurement, and
distribution.

 High stakes (often life-and-death) that requires speed and efficiency

 Unreliable, incomplete, or non-existent supply and transportation infrastructure.

 Many relief operations are naturally ad hoc, without effective monitoring and control.

 Variable levels of technology is available depending on the disaster area

More recently, some studies such as (Beamon 2004; Thomas and Kopczak, 2005; Van
Wassenhove, 2006), emphasized that some supply chain concepts share similarities to
emergency logistics and therefore some tools and methods developed for commercial supply
chains can be successfully adapted in emergency response logistics. Using commercial supply
chain techniques in disaster management is still in its infancy.

20
 Therefore, it is concluded that some of the concepts associated with commercial supply chains
are directly applicable to humanitarian relief chains. However, future work must develop
methods that specifically address the challenges presented by characteristics unique to
humanitarian relief and logistics of disaster response.

Table 2 Commercial Supply Chains vs. Humanitarian Relief Chains (Beamon 2004)

Characteristic Commercial Supply Chain Humanitarian Supply Chain

Strategic Goals Typically to produce high quality Minimize loss of life and
products at low cost to maximize alleviate Suffering.
profitability
Distribution Well-defined methods for Challenging due to the nature of
Network determining the number and the unknowns (locations, type and
Configuration Locations of distribution centers. size of events, politics, and culture)
What is Products. Emergency Supplies, equipment
“Demand”? and
Personnel.
Lead Time Lead time determined by the Zero time between the occurrence
supplier-manufacturer-DC-retailer of the
demand and the need for the
demand
Inventory Control Utilizes well-defined methods for Inventory control is challenging
determining inventory levels due to the high variations in lead
based on lead time, demand and times, demands, and demand
Target customer service levels. locations.
Information Generally well-defined, using Information is often unreliable,
System Advanced technology. incomplete or non-existent.
Source (Beamon, 2004)

21
2.4.2 HSC Performance measures and measurements

Humanitarian supply chain performance will be measured in terms of time of delivery, quality of
delivered materials, reduction in loss of lives, reducing stock-out of necessary medicines,
equipment and other necessary items, best use of donated items. Thomas, A. (2003).

Performance measurement is critical to NGO accountability (Beamon, 2004). Lindenberg and

Bryant (2001, p. 209) state: “As resources become tighter, NGOs face new pressures for greater
accountability for program impact and quality. Today, contributors, donor agencies, scholars,
and relief and development practitioners are all asking: do NGOs practice what they preach?
How do we know? How effective are their programs and projects?” The increased frequency and
scale of disasters, scarce resources, funding competition, and the need for accountability require
more efficient, effective and transparent relief operations. Since logistics is central to relief
operations and the most expensive part of any relief operation (Van Wassenhove, 2006),
measuring the performance of relief chains has become vital for all organizations involved in
disaster management.

Given the stakes and size of the relief industry (the largest relief organizations engage in billions
of dollars’ worth of relief and development activities per year), the study of humanitarian relief
chains is an important domain for supply chain management that has received little attention.
Moreover, despite its significance, performance measures and measurement systems have not
been widely developed and systematically implemented in the relief chain. Various factors make
performance measurement a challenging task for NGOs. Particularly due to the difficulties
associated with measuring program outcomes and impacts in humanitarian relief, NGOs tend to
measure performance focusing on inputs rather than outputs. This is common in the nonprofit
sector (O’Neill and Young, 1988).

O’Neill and Young (1988) also state that, owing to the central role of logistics in relief
operations, the effectiveness and efficiency of the relief chain are important indicators of relief
performance. However, the area of relief chain performance measurement of relief chains has not
attracted much attention in the literature (O’Neill and Young, 1988).

22
On the other hand, performance measurements for the humanitarian sector have been developed
where most frameworks (de Leeuw, 2010; Schulz and Heigh, 2009; Moe et al., 2007) are based
on the balance score card introduced by Kaplan& Norton (1992). However, Davidson (2006)
saw the balance score card unfit for the humanitarian sector due to the rigidness of the
framework and the complexity of the humanitarian context.

Even though there is a limited body of existing knowledge in the area, a recent exception is the
research conducted by Davidson (2006) ;Whitten et al. (2012); and Dubey et al (2015) proposing
a performance measurement framework of relief logistics. Accordingly, Davidson (2006)
develops a performance measurement framework for relief logistics for the International
Federation of Red Cross and Red Crescent Societies and describes an application of the
framework to actual relief operations. The proposed framework relies upon four performance
metrics, namely appeal coverage, donation-to-delivery time, financial efficiency, and assessment
accuracy. Whitten et al. (2012); and Dubey et al (2015) extended and further empirically
investigated Triple A supply chain performance framework (Agility, Adaptability and
Alignment,) proposed by Lee (2004) for measuring humanitarian supply chain performance.
However, the concept of agility, adaptability and alignment remains in its infancy (Whitten et al.
2012) and requires further investigation – and, from a sustainable humanitarian supply chain
perspective, it is an area that requires urgent attention.

Thus, it is clearly confirmed that the study of humanitarian relief chains performance measures
and measurement systems have not been widely developed and systematically implemented in
the relief chain and even the existing HSC performance measurement models are rigid. Hence,
these are interesting gaps the researcher has found in most of the available literature, which
demand urgent attention from the HSC community. Besides, the researcher found that measuring
HSC performance against agility, adaptability and alignment called Triple-A supply chain
framework is clearly missing in most of the available literature. Therefore, these issues will be
the main agenda of the proposed study.

23
2.4.3 Humanitarian supply chain design

An inefficient supply chain design, in the HSC network (HSC), can cause potential loss of lives
in comparison to increase the cost of distribution in the business supply chain network (Whitten,
et al., 2012). Humanitarian logistics consists of various different operations at different times and
as a response to the various catastrophes (Kovacs & Spens, 2007). Further, they support that
humanitarian supply networks could also include the delivery of material to areas of chronic
need over time. It should be recognized as a special field of research.

In this regard, the researcher has carried out an in-depth review of articles (Nathan Kunz &
Stefan Gold 2015). Each of these considered influencers, design decisions, and identified
building blocks, with most highlighting the need for either agility or resilience, but they did not
consider the important characteristics of supply chain network design-agility, adaptability and
alignment – and the impact of these on humanitarian supply chain performance is yet to be
explored. The researcher found that measuring HSC performance against agility, adaptability and
alignment called Triple-A supply chain framework is clearly missing in most of the available
literature. However, most recently, some scholars have attempted to measure HSC performance
against Triple-A supply chain properties (e.g., Whitten, et al., 2012; Dubey, R., & Gunasekaran,
A. 2015; Dubey et al., 2015).

Stage - 4: Selection of Studies and Variables

The researcher decided that the second and third issues, which are very relating to the objectives
of the research and interesting due to the fact that both performance measurement and assessing
HSC performance against Triple-A supply chain framework is a new concept and not widely
developed so that they can provide more insight into an emerging field like Humanitarian supply
chain management in Ethiopia. Therefore, in the proposed research, the researcher will further
explore and empirically investigate the possible linkage among agility, adaptability and
alignment on HSC performance of selected humanitarian relief organizations operating in
Ethiopia.

Finally, the variables the researcher identified through the literature review are Humanitarian
supply chain Agility, supply chain Adaptability, supply chain Alignment, and HSC performance.

24
2.5 Conceptual Framework

Dubey & Gunasekaran (2015) in their framework proposed that Triple-A supply chain (Agility,
Adaptability and Alignment) have an impact on humanitarian supply chain performance but
sustainability of relief chain operations as well.

On the other hand, Dubey et al (2015) in their research hypothesis discuss the impact of Agility,
Adaptability and Alignment on Humanitarian Logistics Performance: Mediating Effect of
Leadership.

With modification from the above, this study came up with a conceptual framework which
examine the relationship among the three research constructs; Humanitarian supply chain agility,
Humanitarian supply chain Adaptability, Humanitarian supply chain Alignment, and
Humanitarian supply chain performance.

Figure 1 Conceptual framework of the study

Source: Modified from Dubey & Gunasekaran (2015) and Dubey [Link] (2015)

25
A detail description of the relationship between the independent and dependent variables is
provided in the following paragraphs. Consuming literature support, the expected relationships
among Agility, Adaptability, Alignment and humanitarian supply chain performance of selected
relief food aid organizations in Ethiopia are discussed, and hypotheses relating these variables
are developed.

2.5.1 Humanitarian supply chain Agility and HSC Performance:

Lee (2004) referred the agility as “the ability to respond to short-term changes in demand or
supply quickly [and] handle external disruptions smoothly.” Dubey et al (2015) Supply chain
agility is a key to humanitarian supply chain performance. On the other hand, Betts,T. and
Tadisina,S.K.( 2009) defined Supply chain agility as, “an externally focused capability that is
derived from flexibilities in the supply chain processes” (Swafford, Ghosh, & Murthy, 2006:
172). It is important to note the difference between agility and flexibility. Agility is an outwardly
focused capability, while flexibility is an inwardly focused competency. Supply chain agility is a
measure of how rapidly the supply chain can respond. It is a measure of the supply chain
responsiveness capability (the speed). On the other hand, Supply agility is widely acknowledged
as a source of competitive advantage (Gunasekaran 1999). This holds for environments
characterized by erratic supply and demand and pronounced dynamism and complexity (Blome,
Schoenherr, and Eckstein 2014). Supply chain agility can positively impact operational
performance (Gligor and Holcomb 2012) and can also prepare the supply chain network to
recover promptly from external forces, contributing to delivery and service levels (Lee 2004).
Therefore, the first hypothesis is developed as follows.

Hypothesis 1: The HSC performance is positively related with the agility of the organizations.

26
2.5.2 Humanitarian supply chain Adaptability and Performance:

Lee (2004) explained the adaptability as “the ability to adjust the supply chain’s design to meet
structural shifts in markets [and] modify the supply network [to reflect changes] in strategies,
technologies, and products.” Dubey et al (2015) Supply chain adaptability to humanitarian
environment is a critical aspect of humanitarian relief supply chains.

Past scholars have widely acknowledged the significant role of supply chain adaptability in cost
savings (Lee 2004; Richey, Tokman, and Wheeler 2006; Baramichai, Zimmers, and Marangos
2007). Supply chain adaptability can also improve supply chain performance (Lee 2004;
Whitten, Green, and Zelbst 2012). There are sufficient arguments to support the direct impact of
supply chain adaptability on supply chain performance. However, one cannot ignore the
possibility of an indirect effect of supply chain adaptability under the mediating effect of supply
chain agility. Therefore, based on the above arguments, the second hypothesis is developed as
follows.
Hypothesis 2: The HSC performance is positively related with the adaptability of the
organizations.

2.5.3 Humanitarian supply chain Alignment and Performance:

Alignment defined by Lee (2004) as “the ability of great firms to align the interests of all of the
firms in their supply chains with their own.” Dubey et al (2015) it is vital for supply chain
performance. It involves information sharing among supply chain partners.

Supply chain alignment is the property of the supply chain network design that enables the
supply chain network to flexibly adjust its configuration to align the objectives of all members
(e.g. transparency among supply chain members; collaboration; and risk sharing) (Bryson 2004;
Matthyssens and Vandenbempt 2008). Tang and Tomlin (2008) identified that alignment among
actors in supply chain network is of critical importance and strong impact on HSC performance.
Finally, the third hypothesis of the research is developed as follows.
Hypothesis 3: The HSC performance is positively related with the alignment of the
organizations.

27
 CHAPTER THREE
3. RESEARCH METHODOLOGY

3.1 Introduction

This chapter describes the methodologies that were used in this study: It includes, the choice of
particular research designs, data type and source of data, research approach, data gathering
technique and instruments, sampling and sampling techniques, data analysis techniques, validity
and reliability of the study along with an appropriate justification associated with each approach.

3.2 Research Design

Designing a study helps the researcher to plan and implement the study in a way that will help
the researcher to obtain intended results, thus increasing the chances of obtaining information
that could be associated with the real situation (Burns & Grove 2001). The main purpose of this
research is to assess HSC performance of emergency food aid organizations in Ethiopia based on
three main factors (humanitarian supply chain agility, adaptability and alignment). This study is
an empirical research which follows a correlational research approach in order to address the
aforementioned objectives. Correlational studies trace relationships among two or more variables
in order to gain greater situational insight. The purpose of such studies is not to establish cause-
effect relationship among variables but to determine whether the variables under study have
some kind of association or not. Variables being studied may have positive or negative
relationship or they may not have relationship at all (Experiment Resources, 2008). Therefore,
using correlational study, this research investigates the direction and level of relationship
between HSC specifics factors (agility, alignment, and adaptability) and HSC performance of
emergency food aid organizations operating in Ethiopia.

The data used in the study are quantitative in nature which is collected from primary sources.
The researcher used the survey method to assess the relationship between HSC specifics factors
(agility, alignment, and adaptability) and HSC performance of emergency food aid organizations
operating in Ethiopia. In the survey, independent and dependent variables were measured at the

28
same point in time by using a standard questionnaire. The researcher selected samples from the
target population by using non- probability sampling method particularly purposive sampling
technique.

After the data were collected, the researcher analyzed the data by using correlation, particularly
Pearson’s coefficient to investigate relationships between the dependent variable and the
independent variables and Regression analysis was used to test the hypotheses of the research.
Correlational research aims to ascertain if there is a significant association between two or more
variables (Reid, 1987).

3.3 Research Approach

The three methods that are commonly implemented in a research are quantitative, qualitative and
mixed, where one of them is not better than the others, all of this depends on how the researcher
want to do a research of study (Creswell, 2005).

Quantitative research method is a kind of research involves the use of organized questions where
the response options are predictable and a large number of respondents are involved. According
to Creswell (2005), quantitative research is a type of educational research in which the researcher
decides what to study, asks specific, narrow questions, collects numeric (numbered) data from
participants, analyzes these numbers using statistics, and conducts the inquiry in an unbiased,
objective manner. Quantitative method is a study involving analysis of data and information that
are descriptive in nature and qualified (Sekaran, 2003). Quantitative approach is one in which the
investigator primarily uses postpositive claims for developing knowledge (Creswell, 2009).
Therefore, in terms of methods, this research employed quantitative method while conducting the
study.

29
3.4 Data Type and Source of Data

There are two types of data, which are used, in research. These are primary data and secondary
data. Gathering of data is also very important task in writing a research thesis. In order to achieve
the objective of this research, both primary and secondary sources of data were used.

3.4.1 Primary data

Primary data is defined as the data that a particular organization collects itself for the purpose of
dealing with a specific problem (Gates & Jarboe, 1987). The main advantage with this type of
data is that it is collected with the research’s purpose in mind. Primary data is collected by your
own creating and analyzing your own results. The researcher used primary data for the entire
analysis of this study. The researcher sent a standard questionnaire to sample of respondents/
humanitarian logistics and supply chain professionals and practitioners selected from six
humanitarian organizations in Ethiopia. Hence, the data collected from the respondents through
standard questionnaires was used as primary data.

3.4.2 Secondary Data

Most common source to get secondary data is social science include censuses, surveys,
organizational records and through research and qualitative methods. It saves time that will
otherwise be spent to collect data. Secondary data can be obtained from the previous research,
journals, and other study literature, which may help in one’s study research. The researcher also
used secondary data to construct the basic framework of the study before proceeding with the
primary data. Humanitarian logistics and supply chain books, journals, relief logistics magazines
and articles, international published researches, documents, and reports were reviewed as source
of secondary data.

30
3.5 Data collection methods

The primary data was gathered particularly using survey questionnaire. The researcher
distributed the questionnaire to sampled respondents of professional humanitarian logistician and
HSC practitioners. For the purpose of this study a quantitative methodology involving a close-
ended questionnaire was used as the measuring instrument. The close-ended questionnaires can
be administered to groups of people simultaneously, since they are less costly and less time
consuming than other measuring instruments. The standard questionnaire used to collect the
necessary information regarding the study was modified from the work of Lee (2004); Dubey &
Gunasekaran (2015) and Dubey [Link] (2015). The questionnaire had two sections. The first
section dealt with the profile of the respondents and the organization and the second section
contained information on research objectives. The questionnaire design was in the form of Likert
scale where respondents were required to indicate their views on a scale of 1 to 5. Accordingly,
Indicators representing independent variables in research framework were captured using a 5-
point Likert scales, ranging from strongly disagree to strongly agree. HSC performance variables
were captured using a 5-point Likert scale, ranging from not at all improved to significantly
improved over the last five year’s arrangement of Joint emergency operation program in
Ethiopia. The questionnaire was administered by the researcher via email and drop-off to the
respective professional humanitarian logistician and collection at an agreed time and place.

3.6 Sampling and Sampling Techniques

3.6.1 Target Population

As per the information obtained from official sources, currently there are 52 humanitarian
organizations registered in Ethiopia to implement humanitarian relief assistance programs in
various areas of the country. Hence, Humanitarian organizations functioning in Ethiopia during
this research period are considered as the target population of the present study.

Among the list of Humanitarian organizations operating in Ethiopia, Non-Governmental

organizations (NGOs) which are engaged in the provision of Emergency food assistance

31
programs were selected as a sample frame of the study. According to government’s official
sources, there are 6 (six) NGO partners implementing emergency food aid programs in Ethiopia
as a consortium called the Joint Emergency Operation Program (JEOP). Hence, these NGOs are
selected to conduct a survey for the present study. The organizations were purposely selected by
the researcher considering their experience in the sector, current capacity, volume of emergency
operation, and area of coverage they are working in.

The population of study comprised six (6) non-governmental Humanitarian organizations

implementing emergency food aid programs in Ethiopia and working as a consortium for at last
five years. Organizations selected for the purpose of this study were;

1. Catholic Relief Services (CRS) Ethiopia

2. Save the Children International (SCI)

3. CARE Ethiopia
4. World Vision Ethiopia (WVE)
5. Food for the Hungry Ethiopia (FHE)
6. Relief Society of Tigray (REST).

3.6.2 Sampling Techniques

There are two types of sampling techniques probability and Non-probability sampling
Techniques: Non-probability sampling is that sampling procedure which does not afford any
basis for estimating the probability that each item in the population has of being included in the
sample. Non-probability sampling is also known by different names such as deliberate sampling,
purposive sampling and judgement sampling. In this type of sampling, items for the sample are
selected deliberately by the researcher; his choice concerning the items remains supreme. In
other words, under non-probability sampling the organizers of the inquiry purposively choose the
particular units of the universe for constituting a sample on the basis that the small mass that they
so select out of a huge one will be typical or representative of the whole (Creswell, 2009).

32
Therefore, the sample units of the research are chosen based on the non-probability sampling
method of judgmental sampling. The reason why the researcher prefers to use judgmental
sampling method is aiming to collect comprehensive and reliable information from the sources
having relevant knowledge and/or experience directly related to the subject of the study.
Accordingly, HSC professionals and other key staff members responsible for planning,
implementing, and managing and controlling Emergency relief food assistance programs in the
above mentioned humanitarian organizations were selected as a sample unit of the present study.

3.6.3 Sample Size

The researcher followed past researches i.e. (Davies, 2013 and Dubey et al 2015) to determine
the sample size of the present study. Accordingly, he involved 10 (ten) respondents (HSC
professionals related to Logistics/supply chain/procurement/warehouse/transport and food aid
programming) from each of the aforementioned organizations were selected.

Hence, a total of 60 (10X6) respondents located in Addis Ababa & regional field offices were
selected as sample size of the present study. These 60 respondents were selected and contacted to
collect primary data through standard questionnaires.

3.7 Data Analysis

The data collected was reviewed for completeness and accuracy upon completion of the data
collection process. Thereafter, the data was sorted & coded, then entered into the Statistical
Package for Social Sciences (SPSS). For the analysis of the primary data, two statistical
techniques were employed. These are descriptive and inferential statistical analysis techniques.
With regards to the descriptive analysis such as percentages and frequencies were calculated for
the analysis of the primary data particularly for the first section of the questionnaires- to present
the general information about the respondents and their respective organizations. On the other
hand, inferential statistical technique was employed to analyze the information related to the
objective of the study. The statistical tools were aligned with the objectives of the research.
Inferential statistics, particularly the Pearson’s correlation was used to show the relationship and
the strength/degree as well as direction of associations between variables. The other inferential

33
statistical technique, regression analysis was used to test the hypotheses of the research as this
technique was considered most appropriate and more conservative compared to covariance based
modeling approaches, due to the complexity of the model and the available data points, and the
great robustness of this technique (Dubey et al., 2015).

3.8 Validity and Reliability

3.8.1 Assessing Reliability

Reliability is the extent to which a study’s operations can be repeated, with the same results (Yin
1994); also Reliability involves the accuracy of the chosen research According to Wiedersheim-
Paul and Eriksson (1991). According to Bryman and Bell (2007), reliability analysis is
concerned with the internal consistency of the research instrument. As multiple items in all
constructs were used, the internal consistency/reliabilities of HSC agility, adaptability, and
alignment and HSC performance were assessed with Cronbach’s Alpha and the reliability values
for all constructs are confirmed as greater than 0.7, which are considered acceptable (Nunnally,
1978). The following table-3 shows the summary of reliabilities of all constructs.

3.8.2 Analysis of Validity

Validity means an instruments ability to measure what is meant to be measured (Wiedersheim-

Paul and Eriksson, 1991). According to Malhotra (2010), there are three types of validity in a
study: content validity, predictive validity, and construct validity. This study addressed content
validity through the review of literature and adapting instruments used in previous research.

34
Table 3 Reliability of HSC specific factors (HSC Agility, Adaptability, and Alignment) and HSC
Performance.
Variables Items Cronbach's
Alpha
Dynamic sensing-timely anticipate disaster in advance .817
Humanitarian Dynamic flexibility to accommodate relief food supplies in its variety .813
Supply Chain and volume
Agility Speed and timely suiting the demand of the needy .818

(HSCAg) Responsiveness to deliver relief food supplies quickly and cost .826
effectively
Adapt to the culture and the law of the country .830
Limitations of supply chain partners are understood by conducting
regular performance assessment and provide support to enhance .821
efficiency
Humanitarian
Structural sensing/sensitive to identifying structural shifts .823
Supply Chain
Structural Flexibility/ Flexible to adjust supply chain structure to adopt .818
Adaptability unexpected changes in demand & supply of relief assistance
(HSCAd) Collaboration with supply chain partners, donors and other stake holders .818
Innovativeness/use of advanced information technology for integrating .838
operations and tracking and tracing aid in the supply chain
Transparency/Transparent information flow about each other's relief
demand & supply, grant, order status, inventory status, delivery schedule .825
Humanitarian
etc
Supply Chain Information sharing with partners on supply chain strategy & operational .819
Alignment processes
Training and development programs to enhance capacity .823
(HSCAl)
Communication with suppliers, transport companies & 3rd party .821
logistics service providers
Reward suppliers, Transport companies & 3rd party logistics service .847
providers based on their performance
Reduction in casualties .826
Humanitarian Response Time/timely deliver emergency food supplies and equipment’s .813
Supply Chain .823
Quality of delivered relief food supplies and materials to beneficiaries
Performance
Reduction in stock-out of relief food supplies, equipment’s & necessary .821
(HSCP) items
Source: Research Data (2016)

35
 CHAPTER FOUR
4. DATA ANALYSIS, RESULTS AND DISCUSSION

4.1 Introduction

This chapter presents the analysis and findings with regard to the objectives and discussion of the
same. Descriptive statistics analysis such as percentages and frequencies were calculated to
present the general information about respondents and respective humanitarian organizations. In
order to assess the relationship between HSC specific factors (humanitarian supply chain agility,
adaptability, alignment) and organizations’ performance on supply chain management,
correlation and regression analysis were conducted for scale typed questionnaire. A total of 60
questionnaires were issued out. The completed questionnaires were edited for completeness and
consistency. Of the 60 questionnaires issued out, 58 were returned. This represented a response
rate of 97%, which is valid and used for analysis. The collected data were presented and
analyzed using SPSS (version 20) statistical software.

As it is mentioned above, the study used correlation analysis, specifically Pearson’s correlation
to measure the degree of association between different variables under consideration. Regression
Analysis was also used to test the hypotheses of the study and the influence of the independent
variables on dependent variable.

4.2 General Information of Respondents and organizations.

The General Information of respondents and organizations considered in the study was the
respondent’s Age, sex, educational qualification, experience, department/work unit, and name of
humanitarian organizations.

36
 4.2.1 Respondents Sex

The respondents were asked to indicate their Sex. The results presented in table-4 below shows
that 22.4 % of the respondents were females while the rest 77.6 % of the respondents were male.

Table 4 Respondents Sex

Frequency Percent Cumulative Percent
Female 13 22.4 22.4
Male 45 77.6 100.0
Total 58 100.0
Source: Research Data (2016)

4.2.2 Respondents Age

The respondents were also asked to indicate their Age. The results presented in table-5 below
shows that 13.8 % of the respondents were 20-30 years old, 56.9 % of the respondents were 31-
40 years old and the rest 29.3 % of the respondents were over 40 years old.

Table 5 Respondents Age

Frequency Percent Cumulative Percent

20-30 years old 8 13.8 13.8
31-40 years old 33 56.9 70.7
Over 40 years old 17 29.3 100.0
Total 58 100.0
Source: Research Data (2016)

4.2.3 Educational Qualification of respondents

Regarding question rose to respondents about their Educational Qualification, as indicated in
table-6; 6.9 % of respondents had diploma, 67.2% of respondents had first degree and the rest
25.9 % of respondents had second Degree and above. The result indicates that most of the
respondents were qualified professionals so that they can easily understand and provide their
opinion on research questionnaire.

37
Table 6 Educational Qualification of respondents
Frequency Percent Cumulative Percent
College Diploma 4 6.9 6.9
First Degree 39 67.2 74.1
Second Degree and above 15 25.9 100.0
Total 58 100.0
Source: Research Data (2016)

4.2.4 Name of the organization

With regard to the question rose to respondents about their respective organization they have
been working in, the results presented in table-7 shows that 17.2 % of the respondents were from
CARE, 17.2 % of the respondents were from CRS, 17.2 % of the respondents were from FHE,
17.2 % of the respondents were from REST, 17.2 % of the respondents were from SCI while
13.8% of the respondents were from WVE. The result indicates that respondents from different
humanitarian organizations can have different practice, experience and knowledge in HSCM and
they will provide an independent view of humanitarian supply chain specific factors and HSC
performance.

Table 7 Name of the organization

Frequency Percent Cumulative Percent
CARE 10 17.2 17.2
CRS 10 17.2 34.5
FHE 10 17.2 51.7
REST 10 17.2 69.0
SCI 10 17.2 86.2
WVE 8 13.8 100.0
Total 58 100.0
Source: Research Data (2016)

38
4.2.5 Respondents work Experience in current organization

Respondents were also asked to indicate their work experience in current organization, As the
result shows in below Table-8, 10.3 % of the respondents had less than 2 years of work
experience, 31% of the respondents had 2-5 Years of work experience, and 31% of the
respondents had 6-10 Years of work experience while 27.6 % of the respondents had more than
10 Years of work experience in in current organization. The result indicates almost all of the
respondents had sound knowledge and experience in HSCM of their respective organizations so
that they will give sound and reliable information to the research question.

Table 8 Respondents work Experience in current organization

Frequency Percent Cumulative Percent
Under 2 Years 6 10.3 10.3
2-5 Years 18 31.0 41.4
6-10 Years 18 31.0 72.4
Over 10 Years 16 27.6 100.0
Total 58 100.0
Source: Research Data (2016)

4.2.6 Respondents department/work Unit

The respondents were asked to indicate their department/work unit in the organization and the
results are presented in table below.

Table 9 Respondents department/work Unit

Frequency Percent Cumulative Percent
Procurement 5 8.6 8.6
Logistics/supply chain 24 41.4 50.0
warehouse 6 10.3 60.3
Food Aid Programming 23 39.7 100.0
Total 58 100.0
Source: Research Data (2016)

39
The results indicate that 8.6% of the respondents were from procurement department, 41.4% of
the respondents were from Logistics/supply chain department, 10.3% of the respondents were
from warehouse department, while 39.7% of the respondents indicated that they were from Food
Aid Programming department. The results indicate that the respondents were from different
department/work unit and thus they will give an independent view of humanitarian supply chain
practice and humanitarian supply chain performance.

4.2.7 Respondents experience in humanitarian sector/relief chain operation

Finally, respondents were asked to indicate their professional experience in humanitarian

sector/relief chain operation. As the result shows in below Table-10, 6.9% of the respondents had
less than 2 years of work experience, 15.5% the respondents had 2-5 Years of work experience,
and 36.2% of the respondents had 6-10 Years of work experience while 41.4 % the respondents
had more than 10 Years of work experience in humanitarian sector/relief chain operation. The
result indicates that almost all of the respondents had sound knowledge and experience in the
area. Thus they will provide sound and concrete information to the study.

Table 10 Respondents experience in humanitarian sector/relief chain operation

Frequency Percent Cumulative
Percent
Under 2 Years 4 6.9 6.9
2-5 Years 9 15.5 22.4
6-10 Years 21 36.2 58.6
Over 10 Years 24 41.4 100.0
Total 58 100.0
Source: Research Data (2016)

40
4.3 Inferential Statistics for HSC specific factors and factors related to HSC Performance
of Organizations.

4.3.1 Correlation Analysis

Correlations are the measure of the linear relationship between two or more variables. As
described by Kothari (2004), a Coefficient of correlation has the value of ‘r’ lies between ± 1.
Positive values of r indicate positive correlation between the two variables, whereas negative
values of ‘r’ indicate negative correlation. A zero value of ‘r’ indicates that there is no
association between the two variables.

According to Evan’s (1996), the strength of the correlation can be described as, the absolute
value of r namely 0.00-0.19 (Very Weak), 0.20-0.39 (Weak), 0.40-0.59 (Moderate), 0.60-0.79
(Strong) and 0.80-1.00 (Very Strong).

In this section, the researcher conducted correlation analysis in the light of each research
objectives and hypotheses developed. The researcher used Karl Pearson’s coefficient of
correlation (or simple correlation) analysis as it is the most widely used method of measuring the
degree of relationship between two or more variables. The relationship between humanitarian
supply chain specific factors and HSC performance of organizations was investigated using
Pearson’s coefficient of correlation analysis. This provided correlation Coefficients which
indicated the strength and direction of relationship. The p-value also indicated the probability of
this relationship’s significance.

41
[Link] Correlation Analysis between Construct of HSC specific factors and HSC Performance

Table 11 Correlation matrix between constructs of HSC specific factors and factors related HSC
performance.

Humanitarian Humanitarian Humanitarian Humanitarian

Supply Chain Supply Chain Supply Chain Supply Chain
Agility Adaptability Alignment Performance
** **
Pearson Correlation 1 .609 .379 .531**
Humanitarian
Supply Chain Sig. (2-tailed) .000 .003 .000
Agility N 58 58 58 58
Pearson Correlation .609** 1 .406** .318*
Humanitarian
Supply Chain Sig. (2-tailed) .000 .002 .015
Adaptability N 58 58 58 58
Pearson Correlation .379** .406** 1 .431**
Humanitarian
Supply Chain Sig. (2-tailed) .003 .002 .001
Alignment N 58 58 58 58
Pearson Correlation .531** .318* .431** 1
Humanitarian
Supply Chain Sig. (2-tailed) .000 .015 .001
Performance N 58 58 58 58
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Source: Research Data (2016)

The constructs of HSC specific factors which their relationship with HSC performance (HSCP)
presented in the above table are Humanitarian Supply Chain Agility (HSCAg), Humanitarian
Supply Chain Adaptability (HSCAd) and Humanitarian Supply Chain Alignment (HSCAl).

42
The correlation between constructs of HSC specific factors (Agility, Adaptability and
Alignment) with HSC performance was checked as presented in the above table-11. The result of
correlation matrix between each constructs and HSC performance are analyzed as follows:

As it is indicated in the above table-11, there is significant positive correlation between

Humanitarian Supply Chain Agility (HSCAg) and Humanitarian Supply Chain performance
(HSCP) with correlation coefficient of 0.531 (r=0.531) and significance level is less than 0.001.
Therefore, Humanitarian Supply Chain Agility and Humanitarian Supply Chain performance are
moderately and positively correlated.

Table-11 also shows that there is significant positive correlation between Humanitarian Supply
Chain Adaptability (HSCAd) and Humanitarian Supply Chain performance (HSCP) with a
Pearson’s correlation coefficient of 0.318 (r=0.318) and significance level is less than 0.001.
Hence, Humanitarian Supply Chain Adaptability and Humanitarian Supply Chain performance
are weakly and positively correlated.

For Pearson correlation test conducted to know whether there is significant correlation or not
between Humanitarian Supply Chain Alignment (HSCAl) and Humanitarian Supply Chain
performance (HSCP), table-11 clearly indicated that there is moderate and positive relationship
between humanitarian Supply Chain Alignment and Humanitarian Supply Chain performance.
The result of correlation analysis between humanitarian Supply Chain Alignment and
Humanitarian Supply Chain performance is correlation coefficient of 0.431 (r=0.431) and
significance value less than 0.001.

[Link] Correlation Analysis between Humanitarian Supply Chain Alignment (HSCAl) and
Humanitarian Supply Chain Agility (HSCAg).

As it is shown in the table-12 below there is significance positive correlation between

Humanitarian Supply Chain Alignment and Humanitarian Supply Chain Agility with a Pearson
correlation coefficient of 0.379 (r=0.379) significance value is less than 0.001. This significance
tells that there is weak relationship between Humanitarian Supply Chain Alignment and
Humanitarian Supply Chain Agility.

43
Table 12 Correlation between HSCAl and HSCAg
Humanitarian Humanitarian
Supply Chain Supply Chain
Alignment Agility
Humanitarian Pearson Correlation 1 .379**
Supply Chain Sig. (2-tailed) .003
Alignment N 58 58
Humanitarian Pearson Correlation .379** 1
Supply Chain Sig. (2-tailed) .003
Agility N 58 58
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Research Data (2016)

[Link] Correlation Analysis between Humanitarian Supply Chain Alignment (HSCAl) and
Humanitarian Supply Chain Adaptability (HSCAd)

Table 13 Correlation between HSCAl and HSCAd

Humanitarian Humanitarian
Supply Chain Supply Chain
Alignment Agility
Humanitarian Pearson Correlation 1 .406**
Supply Chain Sig. (2-tailed) .002
Alignment N 58 58
Humanitarian Pearson Correlation .406** 1
Supply Chain Sig. (2-tailed) .002
Adaptability N 58 58
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Research Data (2016)

As shown in table-13 above, Pearson correlation test was conducted for Humanitarian Supply
Chain Alignment and Humanitarian Supply Chain Adaptability. The result indicates that there is
moderate positive significant association between Humanitarian Supply Chain Alignment and

44
Humanitarian Supply Chain Adaptability with correlation coefficient of 0. 406 (r=0. 406) and
significance level less than 0.001.

[Link] Correlation Analysis between Humanitarian Supply Chain Adaptability (HSCAd)

and Humanitarian Supply Chain Agility (HSCAg)

As it is shown in the table-14 below there is strong positive significant correlation between
Humanitarian Supply Chain Adaptability and Humanitarian Supply Chain Agility with a Pearson
correlation coefficient of 0. 609 (r=0. 609) significance value is less than 0.001. This significance
tells that there is genuine relationship between Humanitarian Supply Chain Adaptability and
Humanitarian Supply Chain Agility.

Table 14 Correlation between HSCAd and HSCAg

Humanitarian Humanitarian
Supply Chain Supply Chain
Adaptability Agility
Humanitarian Pearson Correlation 1 .609**
Supply Chain Sig. (2-tailed) .000
Adaptability N 58 58
Humanitarian Pearson Correlation .609** 1
Supply Chain Sig. (2-tailed) .000
Agility N 58 58
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Research Data (2016)

45
4.3.2 Regression Analysis

Regression is the determination of a statistical relationship between two or more variables

(Kothari 2004). This regression analysis is conducted to know by how much the independent
variable explains the dependent variable.

The researcher tested the hypotheses of the research using regression analyses as this technique
was considered most appropriate and more conservative compared to covariance based modeling
approaches, due to the complexity of the model and the available data points, and the great
robustness of this technique (Dubey et al., 2015).The regression was conducted between
humanitarian supply chain management specific factors (independent variables) and
humanitarian supply chain performance (dependent variable).The results of the regression
analysis are presented as follows.

[Link] Multi Collinearity Test

Muliti collinearity test of independent variables was conducted to check whether the assumptions
for regression analysis are met or not. According to Mendard, (1995) Tolerance should be more
than 0.2 and VIF (Variance Inflation Factor) should be less than 10 (Myers, 1990).

Table 15 Multi Collinearity Test of independent variable

Independent Variables Collinearity Statistics

Tolerance VIF
Humanitarian Supply Chain Agility 0.608 1.645
Humanitarian Supply Chain Adaptability 0.593 1.686
Humanitarian Supply Chain Alignment 0.808 1.238
a. Dependent Variable: Humanitarian Supply Chain Performance
Source: Research Data (2016)

46
The result in table-15 above shows that the collinearity between independent variables has no
series problem. Since the value of tolerance for all independent variable is greater than 0.1 and
all VIF is less than ten (VIF<10).Therefore, the assumption for regression analysis are met.

[Link] Regression Analysis for Hypotheses Tests

As it is already mentioned above, the researcher tested hypotheses of the study using liner
regression analysis suggested by Dubey et al (2015) and Baro and Kenny (1986). The researcher
presented a regression analysis output for three hypotheses in table-16 as follows.

[Link] Regression Analysis between HSCAg and HSCP

Table 16 Regression Analysis HSCAg and HSCP

Hypothesis R R^2 F Beta P

coefficient

Hypothesis-1 0.531 0.282 22.044 0.534 0.000

Predictors: (Constant), HSCAga

Dependent Variable: HSCPb
Source: Research Data (2016)

As we can see from above Table-16, Hypothesis-1, that is, humanitarian supply chain agility
positively related to humanitarian supply chain performance, is supported. Humanitarian supply
chain agility is statistically positively linked with humanitarian supply chain performance.
R2=0.282 for the linkage, shows that humanitarian supply chain agility has a positive and very
strong impact on humanitarian supply chain performance. It explains nearly 28.2 % of the total
humanitarian supply chain performance variance. The Beta coefficient is 0.534 and statistically
significant which implies that HSC agility has a positive influence on organizational
performance. This suggests that the humanitarian supply chain agility is a significant driver of
humanitarian supply chain performance.

47
[Link] Regression Analysis between HSCAd and HSCP

Table 17 Regression Analysis HSCAd and HSCP

Hypothesis R R^2 F Beta P

coefficient

Hypothesis-2 0.318 0.101 6.291 0.308 0.015

Predictors: (Constant), HSCAda

Dependent Variable: HSCPb
Source: Research Data (2016)

As shown in the above Table-17, Hypothesis-2, that is, humanitarian supply chain adaptability
positively related with humanitarian supply chain performance, is also supported. It is also seen
that humanitarian supply chain adaptability has a positive and statistically significant relationship
and with humanitarian supply chain performance. R2=0.101 for the relationship, shows that
humanitarian supply chain adaptability has a positive and strong impact on humanitarian supply
chain performance. It explains nearly 10.1% per cent of the total humanitarian supply chain
performance variance. The positive Beta coefficient also implies that HSC adaptability has a
positive and statistically significant impact on HSC performance.

[Link] Regression Analysis between HSCAl and HSCP

Table 18 Regression Analysis HSCAl and HSCP

Hypothesis R R^2 F Beta P

coefficient

Hypothesis-3 0.431 0.186 12.775 0.416 0.001

Predictors: (Constant), HSCAla

Dependent Variable: HSCPb
Source: Research Data (2016)

48
It is also seen from the table-18, Hypothesis-3, that is, humanitarian supply chain alignment
positively linked with humanitarian supply chain performance, is also supported. As it is clearly
shown in the table, humanitarian supply chain alignment has also a positive and statistically
significant relationship and with humanitarian supply chain performance. R2=0.186 for the
linkage, suggesting that HSC alignment has a positive and strong impact on humanitarian supply
chain performance. It explains nearly 18.6 % of the total humanitarian supply chain performance
variance. The positive Beta coefficient also implies that HSC alignment have a positive and
significant influence on HSC performance.

4.4 Discussion of the Results

The objective of this study is to assess humanitarian supply chain performance of selected relief
organizations in Ethiopia using Triple-A supply chain performance assessment tool proposed by
Lee (2004). The study also aimed to empirically test the proposed framework identifying the
relationships among HSC specific factors and factors related to HSC performance of selected
humanitarian organizations which have been implementing emergency food aid programs in
Ethiopia as a consortium.

Literatures on supply chain management have suggested that Supply chain agility, adaptability
and alignment are a key to be successful in logistics and supply chain operation. Literatures have
also suggested that there is a relationship among agility, adaptability, alignment and supply chain
Performance. But, most of the literatures were conducted in the context of commercial supply
chain network design; in the case of humanitarian supply chain network design, there was an
urgent need for empirical study.

In the present study makes contributions by further exploring and empirically investigating the
possible relationship among agility, adaptability and alignment on HSC performance of selected
humanitarian relief organizations in Ethiopia. The results of the study are discussed as follows:

This study revealed that there is a significant and positive correlation between Humanitarian
Supply Chain Agility (HSCAg) and Humanitarian Supply Chain performance (HSCP) with
correlation coefficient of 0.531 (r=0.531) and significance level is less than 0.001. Therefore,
Humanitarian Supply Chain Agility and Humanitarian Supply Chain performance are moderately
and positively correlated.

49
Hypothesis test result of regression analysis also indicates that Humanitarian supply chain agility
is statistically positively linked with humanitarian supply chain performance. R2=0.282 for the
linkage, shows that humanitarian supply chain agility has a positive and very strong impact on
humanitarian supply chain performance. It explains nearly 28.2 % of the total humanitarian
supply chain performance variance. This finding is consistent with the work of other researchers
(e.g. Whitten et al 2013; Dubey and Gunasekaran (2015); (Gligor and Holcomb 2012); Dubey
[Link], 2015.

This suggests that the humanitarian supply chain agility is a significant driver of humanitarian
supply chain performance. Since, it is a measure of the supply chain responsiveness capability
(the speed) supply chain agility can positively impact operational performance (Gligor and
Holcomb 2012).

The other finding of the study also shows that there is significant and positive correlation
between Humanitarian Supply Chain Adaptability (HSCAd) and Humanitarian Supply Chain
performance (HSCP) with a Pearson’s correlation coefficient of 0.318 (r=0.318) and significance
level is less than 0.001. Hence, Humanitarian Supply Chain Adaptability and Humanitarian
Supply Chain performance are weakly and positively correlated.

On the other hand, the finding of correlation analysis also shows there is strong positive
significant correlation between Humanitarian Supply Chain Adaptability and Humanitarian
Supply Chain Agility with a Pearson correlation coefficient of 0. 609 (r=0. 609) significance
value is less than [Link] finding also support the work of other researchers for instance (Lee,
2004); and Dubey et al, 2015)

In addition to these, the finding of regression analysis made for hypothesis test confirmed that
that humanitarian supply chain adaptability has a positive and statistically significant relationship
and with humanitarian supply chain performance. R2=0.101 for the relationship, shows that
humanitarian supply chain adaptability has a positive and strong impact on humanitarian supply
chain performance. It explains approximately 10.1 % of the total humanitarian supply chain
performance variance. This shows Supply chain adaptability can also improve supply chain
performance. Past scholars have widely acknowledged the significant role of supply chain

50
adaptability in cost savings (Lee 2004). This finding is also consistent with the work of other
researchers (i.e. Whitten et al (2012); Gligor and Holcomb 2012; and Dubey and Gunasekaran
(2015).

The last constructs of the framework is HSC alignment which is positively correlated with
Humanitarian Supply Chain performance with correlation coefficient of 0.431 (r=0.431) and
significance value less than 0.001.

On the other hand, there is a significance and positively weak correlation between Humanitarian
Supply Chain Alignment and Humanitarian Supply Chain Agility with a Pearson correlation
coefficient of 0.379 (r=0.379) significance value is less than 0.001. Humanitarian Supply Chain
Alignment has also moderate positive significant association with Humanitarian Supply Chain
Adaptability with correlation coefficient of 0. 406 (r=0. 406) and significance level less than
0.001.

Besides, the result of regression analysis made for hypothesis test also confirmed that
humanitarian supply chain alignment is statistically positively related with humanitarian supply
chain performance. R2=0.186 for the linkage, suggesting that HSC alignment has a positive and
strong impact on humanitarian supply chain performance. It explains nearly 18.6 % of the total
humanitarian supply chain performance variance.

Therefore, both correlation and regression analyses results confirmed that HSC alignment is
positively related not only with HSC performance but also with humanitarian supply chain
agility and humanitarian supply chain adaptability. This result is also supported by the work of
(e.g. (Bryson 2004; Whitten et al 2013; Dubey [Link] 2015.

51
 CHAPTER FIVE
5. SUMMARY OF MAJOR FINDINGS, CONCLUSION AND
RECOMMENDATION

5.1 Summary of Major Findings

This study is aimed to assess humanitarian supply chain performance of selected relief
organizations in Ethiopia based on Triple-A supply chain performance assessment framework
proposed by Lee 2004. Specifically, this study is intended to explore and/or test if there is a
possible relationship among HSC Agility, HSC Adaptability and HSC Alignment on HSC
performance. Based on the results of the study the summary of major findings are presented as
follows.

The test result indicates that HSC Agility has positive and moderate correlation (r=0.531) with
HSC performance at significance level less than 0.001. On the other way, hypothesis test result
of regression analysis also indicates that HSC agility has positive and statistically very strong
relationship with HSC performance and the linkage explains nearly 28.2 % of the total
humanitarian supply chain performance variance. This shows that humanitarian supply chain
agility has a positive and very strong impact on humanitarian supply chain performance.

On the other hand, the test result of HSC Adaptability and HSC performance indicates that HSC
Adaptability has positive and week correlation (r=0.318) with humanitarian supply chain
performance at significance level less than 0.001. The test result also shows that HSC
Adaptability has positive and statistically strong correlation (r=0.609) with HSC Agility at
significance value less than 0.001. Besides, the regression analysis made for hypothesis test also
indicates that HSC adaptability has a positive and statistically strong relationship and with HSC
performance and the linkage explains approximately 10.1 % of the total humanitarian supply
chain performance variance. This shows that humanitarian supply chain adaptability has a
positive and strong impact on humanitarian supply chain performance.

52
Finally, the test result shows HSC alignment has positive and moderate correlation (r=0.431)
with HSC performance at significance value less than 0.001. It is also indicates that HSC
alignment has positive and weak correlation (r=0.379) with HSC Agility at significance value
less than 0.001. On the other way, the test result also indicates that, HSC alignment has also
positive and moderate correlation (r=0. 406) and significance level less than 0.001 with HSC
Adaptability. In other way, the result of regression analysis made for hypothesis test also confirm
that HSC alignment has positive and statistically strong relationship with HSC performance and
the relation explains nearly 18.6 % of the total humanitarian supply chain performance variance.
This suggests that HSC alignment has a positive and strong impact on humanitarian supply chain
performance.

5.2 Conclusion

Based on the results of the study and the summary of findings the following conclusions are
given.

There is positive and statistically very strong relationship between humanitarian supply chain
agility humanitarian supply chain performances. This suggests that humanitarian supply chain
agility has very strong impact on humanitarian supply chain performance. Humanitarian supply
chain adaptability has also positive and strong relationship with humanitarian supply chain
performance. This also suggests that humanitarian supply chain adaptability has strong impact on
humanitarian supply chain performance. On the other hand, Humanitarian supply chain
alignment has positive and statistically strong relationship with HSC performance. This also
suggests that humanitarian supply chain alignment has strong impact on humanitarian supply
chain performance.

53
5.3 Recommendation

On the basis of the finding and the conclusion reached, the following suggestions are forwarded.

In humanitarian aid activities, delays in delivery or relief can cost lives. Therefore, efficiency in
logistics and supply chain is a key factor as it ensures the smooth flow of goods and services in a
complex supply chain system. Therefore, disaster relief organizations are trying to move relief
goods more quickly and effectively so that victims can be saved. This requires the support of an
agile, adaptable and properly aligned supply chain network. Hence,

 In order to become competitive and achieve sustainable performance in disaster relief

chain operations, humanitarian organizations have capabilities to establish and/or
improve their supply chains that are aligned, adaptable and agile which will enhance the
supply chain performance but organizational performance as well.

 In order to improve humanitarian supply chain Agility, humanitarian organizations should

give due attention on dynamic sensing, flexibility, speed and responsiveness.

 In order to improve humanitarian supply chain adaptability of the supply chain network,
focus should be on culture, developing mutual respect and trust among supply chain
partners, responding to environmental needs and improving collaboration, innovativeness
and utilization of information technology.
 Humanitarian Supply chain alignment can be improved by effective communication
design, through proper training and development, maintaining transparency, and
establishing suppliers performance rewarding schemes

54
5.4 Theoretical and Managerial Implications

In the present study, researcher has attempted to empirically examine Lee‘s (2004) supply chain
theories (i.e. triple As) in the context of humanitarian supply chain point of view. Even though
researchers have immensely contributed in the field of supply chain agility, supply chain
adaptability and supply chain alignment, but all are from a commercial point of view. In this
regard, the contribution of this study to the effort of developing the newly emerging
humanitarian supply chain performance assessment framework for relief chain sectors and to
existing theories will be paramount importance.

Since this research is designed to assessing the performance of relief supply chain operation, the
result will be beneficial to humanitarian organizations that have currently executing emergency
food aid programs in particular and other humanitarian organizations implementing relief
operations in Ethiopia in general.

Meanwhile, in Ethiopia, the study of humanitarian supply chain management has not sufficiently
been studied, the output this study will contribute for the knowledge pool in relation with the
functioning and performance of the HSCM in Ethiopia.

5.5 Further Research Directions

Based on the present research limitations, researcher has identified the following for future
research directions.

 The present study can further be extended by covering more NGOs and humanitarian
supply chain actors (i.e. Transport companies, host government, beneficiary and third
party logistics service providers) and the donors.

 The impact of behavioral dimensions like leadership and humanitarian supply chain
actors’ culture, and supply chain resilience on HSC performance can further be explored.

55
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 APPENDIX

ADDIS ABABA UNIVERSITY

SCHOOL OF COMMERCE
MA PROGRAM

Questionnaire to be distributed for humanitarian supply chain professionals and practitioners.

Participant ID # _______

Dear Participant,

This questionnaire is developed for an academic effort planned for the collection of primary data
that will be used to assess humanitarian supply chain performance of non-government
emergency food aid organizations, in partial fulfillment of the requirements for the Degree of
Master of Arts in Logistics and Supply Chain Management, Addis Ababa University, School of
Commerce.

The information obtained from this questionnaire will be kept confidential and will not be used
for any other purposes. Hence, I, kindly request you to answer to the questions freely and openly
to share your competence and knowledge with me.

Thank you for your cooperation!

Endale H/Gebriel
Cell Phone: 0912101981
E-mail: endalehg@[Link]
April, 2016
Addis Ababa, Ethiopia

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General Instructions

 It is not necessary to write your name

 Try to address all the question given below
 Where answer options are available, please tick (√) in the appropriate box for PART-I
and circle for your response to each statements of PART-II.
PART-I: General Information

This part of the questionnaire, tries to gather some general information about the background of
the respondent and the organization.

1.1 Sex
1. Female ☐

2. Male ☐

1.2 Age
1. Under 20 Years Old ☐ 3. 31-40 Years Old ☐

2. 20-30 Years Old ☐ 4. Over 40 Years Old ☐

1.3 Educational Qualification:

1. Grade 10 completed ☐ 4. First Degree ☐

2. Grade 12 completed ☐ 5. Second Degree and above ☐

3. College Diploma ☐

1.4 Name of the organization:

_____________________________________________________________
1.5 Years stayed at the organization:

1. Under 2 Years ☐ 3. 6-10 Years ☐

2. 2-5 Years ☐ 4. Over 10 Years ☐

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 1.6 Your department/work unit:

1. Procurement ☐ 4. Transport ☐

2. Logistics/Supply Chain ☐ 5. Food Aid Programming ☐

3. Warehouse ☐

1.7 How long have you been working in humanitarian sector/relief chain operation?
1. Under 2 Years ☐ 3. 6-10 Years ☐

2, 2-5 Years ☐ 4. Over 10 Years ☐

PART-II: Instruments for humanitarian supply chain management practices and

humanitarian supply chain performance.

This part of the questionnaire relates to information on humanitarian supply chain management
practices and humanitarian supply chain performance of emergency food aid organizations in
Ethiopia.

Section One: Humanitarian supply Chain management practices.

With regard to HSC management practices of your organization, please circle the appropriate
number to indicate the extent to which you agree or disagree with each statement as per rating;
1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree, 5 = strongly agree.
Strongly

Strongly
disagree
Disagre

Neutral

Agree

agree
Humanitarian Supply chain Agility
e

1 You and your implementing partners are on the position for timely to 1 2 3 4 5
anticipate disaster in advance and quickly respond to the sudden changes
in demand for humanitarian assistance in the country.
2 You and your implementing partners are adopting dynamics and 1 2 3 4 5
flexibility to accommodate relief food supplies in its needed variety and
volume so that efficiently/effectively addressing people affected by
disaster.
3 You and your implementing partners are on keeping the time for suiting 1 2 3 4 5
the demand of the needy in its provision of relief food immediate of
disaster/drought.
4 You and your implementing partners are responsive to deliver relief food 1 2 3 4 5
supplies to people affected by drought quickly and cost-efficiently.

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 Disagree
Strongly

Strongly
disagree

Neutral

Agree

agree
Humanitarian Supply Chain Adaptability

1 You and your implementing partners adapt to the culture and law of the 1 2 3 4 5
country you serve.
2 You have regularly assessed performance of your implementing partners 1 2 3 4 5
and Suppliers, and then provide the required support to resolve limitations
and improve humanitarian supply chain efficiency.
3 You and your implementing partners are sensitive to identifying supply 1 2 3 4 5
chain structural shifts by capturing the latest data, filtering out noise, and
tracking key patterns of disaster/drought to relocate facilities, donations,
and logistics in advance.
4 You and your implementing partners are flexible to adjust your supply 1 2 3 4 5
chain structure quickly to adopt unexpected changes in demand and
supply for relief assistance in the country.
5 You have consistently collaborate with your implementing partners, 1 2 3 4 5
donors and other stakeholders on program planning, program delivery and
operational processes; such as procurement, transportation & delivery,
distribution, warehouse & inventory management, and internal reporting.
6 You and your implementing partners have invested in real time systems 1 2 3 4 5
and advanced information technologies in order to integrate supply chain
operations and tracking and tracing aid in the supply chain.

Disagree
Strongly

Strongly
disagree

Neutral

Agree

agree
Humanitarian Supply Chain Alignment

1 You and your implementing partners have transparent information flow 1 2 3 4 5

about each other’s relief demand forecast, Grant, relief supply, beneficiary
data, inventory status, order status and order tracking, delivery schedule,
and etc.
2 You have consistently sharing information with your implementing 1 2 3 4 5
partners on supply chain strategy and operational processes to improve
coordination and performance of all members in a supply chain.

3 You and your implementing partners have formal training and 1 2 3 4 5

development programs to enhance staff capacity on disaster and
humanitarian supply chain management.
4 You have effective communications with your suppliers, transport 1 2 3 4 5
companies and third party logistics service providers on supply chain
operational processes/activities to improve coordination and effectiveness
of aid delivery and avoiding delays.
5 You reward your suppliers, transport companies and third party logistics 1 2 3 4 5
service providers based on their performance.

67
 Section Two: Humanitarian supply chain performance

With regard to humanitarian supply chain performance of your organization and/or your
implementing partners, please circle the appropriate number to indicate the extent to which you
agree or disagree with each statement as per rating; 1 = Not at all improved, 2 = Of Little
improved, 3 = Of Average improved, 4 = Very Improved, 5 = significantly improved.

Not at all improved

Of Little improved

Very Improved
Humanitarian Supply chain performance

Significantly
Of Average
improved

improved
How well humanitarian organization been successful in their supply chain
target against achieving its humanitarian goals during the last five year’s
given that of Joint emergency operation program (JEOP) is the one
amongst the primary.

1 Humanitarian organization’s achievement in reducing casualties and 1 2 3 4 5

impact of the disaster/drought on human lives.

2 Humanitarian supply chain’s success in delivering emergency food 1 2 3 4 5

supplies in timely wise immediate after disaster.

3 Humanitarian supply chain’s achievement in delivering emergency 1 2 3 4 5

food supplies to beneficiaries with consistence quality.

4 Humanitarian supply chain’s success in reducing stock out of relief 1 2 3 4 5

food supplies, equipment and other necessary items in areas affected by
disaster.

If any comment you well come:

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Many Thanks! I really appreciate your time for now and special thanks your continuous
support to humanity.
68