ABSTRACT
PurposeThe purpose of this article is to address the prioritisation and focus of supply chain managers subsequent to coronavirus disease 2019 (COVID-19)/severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) and the great lockdown of 2020.Design/methodology/approachIn this article, concepts and trends on resilient and sustainable supply chains are systematized. Main trends in sustainability of supply chains in the wake of COVID-19 are presented.FindingsGuidelines on building smarter and more resilient supply chains are provided and future tendencies, which includes the increase of a sustainable consumption perspective, are highlighted.Originality/valueThis is a conceptual article blended with a practical approach aiming to propose guidelines for managers and scholars on how to address supply chain management challenges after the coronavirus pandemic.
ABSTRACT
Humanitarian operations are increasingly receiving attention due to the numerous recent disasters and crises caused by both natural and man-made events, from mass human exodus to pandemics such as COVID-19. The successful management of humanitarian supply chains requires the effective use of human resource practices, which in turn requires strong leadership in the so-called 'soft side' of management. This study aims to investigate the current status of research on the human aspects of humanitarian supply chains. Through a systematic and comprehensive literature review, encompassing an original codification and in-depth analysis of journal articles, this work provides a research agenda and a number of lessons concerning human resource management (HRM) in humanitarian operations. The main findings reveal that: (i) HRM impacts the ability of humanitarian organizations to adequately prevent, prepare for and respond to disasters; (ii) training programs for aid personnel are a vital aspect of humanitarian responsiveness; (iii) humanitarian operations require a workforce with a variety of soft and hard skills; (iv) lack of trained staff is one of the main challenges in this field; and (v) building relationships and strengthening networks can enlarge the human resource pool available. Therefore, the findings of this study and its proposed research agenda have implications for both theory and practice. In terms of theory, this work provides seven recommendations, representing opportunities for scholars to advance this body of knowledge. For humanitarian practitioners, this paper offers insightful lessons to guide them in the management of human resources in humanitarian operations.