Effectiveness of supply chain strategy in disaster management in world vision Kenya

Abstract

This study was conducted using a case study research design based on World Vision Kenya. The study was aimed at establishing the effectiveness of supply chain strategy in disaster management at World Vision Kenya. World Vision Kenya is a Christian humanitarian development organisation working through communities for transformational development. The scope of the study was limited to the last five years of World Vision Kenya‟s operations in the country. The researcher conducted in-depth interviews with World Vision Kenya departmental heads who in one way or the other are involved in making strategic decisions particularly to aid in disaster management. Information was also obtained from World Vision Kenya‟s records. The study confirmed that World Vision Kenya manages and responds to disasters as many examples were provided of disasters that World Vision Kenya managed and/or responded to. World Vision Kenya also has a fully fledged disaster management function and that disaster management procedures and strategies are in place. World Vision Kenya also has funds set aside all the time for a first response to a disaster and a committee that oversee the management of the fund. The study also confirmed that to a large extent World Vision Kenya as a fully fledged supply chain management function that has set procedures. World Vision Kenya manages disasters adequately by pursuing various supply chain management strategies. These strategies include establishment of defined alliances with its stakeholders and partners like the government, suppliers and other aid agencies. World Vision Kenya has also put in place strategic sourcing arrangements to shorten the time taken between recognition of a need and delivery of goods and services to satisfy the need. Clear organizational procedures are also in place and are communicated to all staff. This means that in a disaster World Vision Kenya staffs are aware of the steps to take to manage the disaster. It is also noted that there has been remarkable effort to improve inter-departmental coordination and integration in World Vision Kenya in the last 5 years. Interdepartmental integration and establishment of strategic alliances are two strategies that bring out World Vision Kenya as a supply chain that is very well knit. The results of this study can be used by other non governmental organisations, humanitarian aid agencies, the government and churches that are usually on the fore front during disasters. For academicians and other researchers wishing to carry out further research, the empirical information will contribute to existing literature in the field of supply chain strategy and disaster management.