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Purpose This study seeks to provide insights into corporate achievements in supply chain management (SCM) and logistics management and to detail how they might help disaster agencies. The authors aim to highlight and identify current practices, particularities, and challenges in disaster relief supply chains. Design/methodology/approach Both SCM and logistics management literature and examples drawn from real‐life cases inform the development of the theoretical model. Findings The theoretical, dual‐cycle model that focuses on the key missions of disaster relief agencies: first, prevention and planning and, second, response and recovery. Three major contributions are offered: a concise representation of current practices and particularities of disaster relief supply chains compared with commercial SCM; challenges and barriers to the development of more efficient SCM practices, classified into learning, strategising, and coordinating and measurement issues; and a simple, functional model for understanding how collaborations between corporations and disaster relief agencies might help relief agencies meet SCM challenges. Research limitations/implications The study does not address culture‐clash related considerations. Rather than representing the entire scope of real‐life situations and practices, the analysis relies on key assumptions to help conceptualise collaborative paths. Practical implications The study provides specific insights into how corporations might help improve the SCM practices by disaster relief agencies that continue to function without SCM professional expertise, tools, or staff. Originality/value The paper shows that sharing supply chain and logistics expertise, technology, and infrastructure with relief agencies could be a way for corporations to demonstrate their good corporate citizenship. Collaborations between corporations and disaster agencies offer significant potential benefits.
Maon et al. (Fri,) studied this question.