Aidan Hamilton, & Cécile L’Hermitte. (2023). Supply Chain Resilience in the New Zealand FMCG Sector: A Study of the 2021 Canterbury Flooding. In V. L. Thomas J. Huggins (Ed.), Proceedings of the ISCRAM Asia Pacific Conference 2022 (pp. 204–214). Palmerston North, New Zealand: Massey Unversity.
Abstract: Disasters can severely disrupt the flow of Fast-Moving Consumer Goods (FMCGs) in New Zealand (NZ), preventing the replenishment of essential products and causing shortages on retailers’ shelves. This paper presents work-in-process research that aims to better understand how the NZ FMCG retailers build resilience into their replenishment operations to mitigate disruptions in the wake of a disaster. The two key components of supply chain resilience (redundancy and flexibility) are investigated in the context of the 2021 Canterbury flooding. A survey was used to collect data on retailers’ routine replenishment operations, the impacts of the flooding, and practices mitigating disruptions. The preliminary findings suggest that redundant inventory is used to compensate for insufficient flexibility in the NZ freight system (due to not only the lack of adequate secondary roads and alternative modes of transport, but also the centralised distribution system limiting the sources of supply). This study contributes a better understanding of the FMCG distribution and replenishment operations in NZ and highlights the need for public and private investments (e.g. redundant transport infrastructure and distribution facilities). Additional research investigating the most influential investments to improve the ability of the FMCG sector to manage post-disaster freight disruptions would benefit the literature.
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Aïdin Sumic, Emna Amdouni, Thierry Vidal, & Hedi Karray. (2022). Towards Flexibility Sharing in Multi-agent Dynamic Planning: The Case of the Health Crisis. In Rob Grace, & Hossein Baharmand (Eds.), ISCRAM 2022 Conference Proceedings – 19th International Conference on Information Systems for Crisis Response and Management (pp. 274–284). Tarbes, France.
Abstract: Planning problems in a crisis context are a highly uncertain environment where health facilities must cooperate in providing health services to their patients. We focus on the health crisis in France due to the COVID19 pandemic. In fact, the lack of appropriate scheduling tools, resources, and communication leads hospitals to be submerged by infected patients and forced to transfer them to other hospitals. In this work we aim to provide a global solution to such planning problems to improve the current French health system. We introduce a cooperative approach called OPPIC (Operational Planning Platform for Inter-healthcare Coordination). OPPIC is based on a decentralized system, where health facilities plan is dynamic, flexible, robust to uncertainty, and respond to goals and optimization criteria. This paper proposed a first planning model to OPPIC and provided a first way of negotiation between health facilities based on their plan’s local and global flexibility.
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Dennis Andersson, & Amy Rankin. (2012). Sharing mission experience in tactical organisations. In Z.Franco J. R. L. Rothkrantz (Ed.), ISCRAM 2012 Conference Proceedings – 9th International Conference on Information Systems for Crisis Response and Management. Vancouver, BC: Simon Fraser University.
Abstract: A tactical organisation can be seen as an adhocracy designed to perform missions in uncertain, ambiguous and complex environments. Flexibility, adaptability, resilience, innovation, creativity and improvisation have all been identified as key skills for successful outcome of these missions. To learn skills associated with such abilities previous research has shown that knowledge acquired through experience plays an important role. It is important that organisations share and learn from experiences to improve their ability to cope with novel situations. In literature there is a lack of consistency in how these abilities are discussed, we therefore propose the FAIRIC model. By unravelling some of the similarities and differences we create a common vocabulary to discuss knowledge gained from experience. This can help classify different experiences and provide a systematic way of gathering and modelling knowledge on situational factors to enable sharing of mission experience over boundaries of time and space. © 2012 ISCRAM.
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Edward Mahinda, & Brian Whitworth. (2004). Evaluating flexibility and reliability in emergency response information systems. In B. C. B. Van de Walle (Ed.), Proceedings of ISCRAM 2004 – 1st International Workshop on Information Systems for Crisis Response and Management (pp. 93–98). Brussels: Royal Flemish Academy of Belgium.
Abstract: Flexibility, variously known as adaptability, tailorability, and customizability, has long been recognized as important in information system (IS) success. Reliability has known value in IS for the resulting predictability it bestows on a system. However increasing flexibility can increase possible paths for system breakdown, and so contribute to failure, i.e. increasing flexibility can reduce reliability. Reliability and flexibility seem in design “tension”, as one creates change and the other resists it. The combination of reliability and flexibility has been called “ robustness”, and it seems a desirable integration particularly for emergency response systems. However typically these two areas are studied separately. Our approach to evaluating the combination of reliability and flexibility is to define two distinct requirements that neither overlap nor contradict, and can be assessed by system users. A questionnaire instrument for users is proposed for measurement of the flexibility and reliability of a system. © Proceedings ISCRAM 2004.
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Felix Riedel, & Fernando Chaves. (2012). Workflows and decision tables for flexible early warning systems. In Z.Franco J. R. L. Rothkrantz (Ed.), ISCRAM 2012 Conference Proceedings – 9th International Conference on Information Systems for Crisis Response and Management. Vancouver, BC: Simon Fraser University.
Abstract: Today's decision support systems for crisis management are mostly designed to support a fixed process that integrates a given set of information sources. This means policies that govern the crisis management process are tightly integrated with the implementation, which makes it hard to adapt the system to changing requirements. Modern systems are expected to be adaptable and need to evolve along with the availability of new information sources and changing business processes. Previous work suggested using workflow systems to manage crisis management processes. Current approaches that use workflow systems are not end-user friendly or not flexible enough. In this paper we present our approach that combines workflows and decision tables for creating more flexible decision support systems. While workflows are used to orchestrate services and implement information logistics in the decision support processes, embedded rule sets are used to provide flexibility and adaptability of workflows. The rule sets are authored using decision tables which are an easy-to-use representation that allows end-users to express rules in an intuitive way. © 2012 ISCRAM.
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Robin E. Mays. (2010). A planning approach to humanitarian logistics. In C. Zobel B. T. S. French (Ed.), ISCRAM 2010 – 7th International Conference on Information Systems for Crisis Response and Management: Defining Crisis Management 3.0, Proceedings. Seattle, WA: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: In humanitarian events, logistics is traditionally considered at time of crisis, and at the tail-end of a project design with little to no strategical, logistical forethought applied. Introducing risk assessment and integrating logistics planning with program plans and training to these plans prior to disaster striking offers a more impactful response at time of disaster. This can be introduced in high risk countries through one on one training, simple templates, spreadsheets and standardized processes.a low to no technological, and highly relational method of building capacity and increasing the impact of an organization.s response to beneficiaries.
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