Purpose. The disaster management cycle (DMC) is often considered part of the essential efforts to handle disaster risk and consists of four key phases, namely preparedness, response, recovery, and mitigation. The purpose of this conceptual article is two‐fold. The first is to identify dominant risks, and the second is to propose risk mitigation strategies for these four phases in the DMC. Design/Methodology/Approach. The study uses primary and secondary data to identify the dominant risks in each DMC phase. The primary data sources include responses from an online questionnaire and transcripts from three semi‐structured interviews with stakeholders in the humanitarian supply chain. The secondary data sources include practitioner reports and archival data triangulation. Findings. The findings reveal five dominant risk factors in the DMC and classify them within the DMC phases, which are (1) demand risk, (2) supply risk, (3) operational risk, (4) infrastructure risk, and (5) disruption risk. The severity and frequency of each risk vary in each DMC phase. We found that several supply chain strategies (SCSs), such as raising risk awareness and horizontal and vertical collaboration and coordination among the key stakeholders in the DMC, can be essential risk mitigation strategies that apply across the four DMC phases. Research Limitations/Implications. The study highlighted dominant risks and the appropriate SCSs for mitigating the risk factors within each DMC phase. These findings are encapsulated in a conceptual framework for guiding risk prioritisation, decision‐making, and policy‐making. Our study has several limitations. First, although we followed a systematic process in computing the risk scores based on the likelihood of occurrences and impacts, the scores are nonetheless considered subjective perceptions of the respondents. Second, the number of respondents was limited. Broader coverage of respondents across geographical regions will provide further insights into the perspectives on the relevant risk factors in the DMC phases. This leaves possibilities for future research, comparison with other risk computation methods, and evaluation. Originality/Value. This study is one of the few that collected multiple data to extend the knowledge of risk identification and mitigation within the DMC.

Background: Cross-border suppliers have always been points of disruption, further impacting international trade, businesses, and societies along the chain. Understanding the current resilience capabilities of cross-border suppliers is a stepping-stone to implementing resilience initiatives and policies to mitigate disruptions. However, no guidelines or practical tools exist to help cross-border suppliers conduct a deep-dive analysis of their resilience. Therefore, this paper proposes an assessment tool to guide cross-border suppliers in assessing their resilience capabilities. Methods: The supplier-focused resilience assessment approach was adapted from the Logistics Performance Index concept. The questionnaire and its resilience assessment dimensions were established through a literature review with the support of experienced cross-border professionals. Case study validation was further conducted to demonstrate the tool’s applicability. Results: The assessment evaluation through the Cross-Border Resilience Performance Index facilitates detailed analysis and benchmarking, enabling recommendations for necessary resilience initiatives and policies. Conclusions: This study contributes to the supply chain literature by adding a more practical resilience assessment approach focusing on cross-border suppliers. The Cross-Border Resilience Performance Index is the study’s primary contribution and is novel to the literature. The tool’s advantages include ease of use, replication potential, and its ability to glean comprehensive insights, ultimately improving supplier resilience and supply chain robustness. By implementing more precise initiatives, the tool increases the chances of cross-border suppliers being selected and maintained by buyers, helping them sustain their businesses and better respond to changing conditions to mitigate disruptions.

Purpose: An understanding of the “AS-IS” stage of a relief operation is the basis for further action in humanitarian supply chain management. The purpose of this paper is to develop a toolbox called the Humanitarian Supply Chain Assessment Tool (HumSCAT). This toolbox is comprised of a set of basic tools which can be classified into each phase of disaster relief. Design/methodology/approach: The HumSCAT is proposed by paralleling frequently used tools in commercial supply chains with the objectives and characteristics of relief phases. A case study was used to validate the HumSCAT along with six tools provided in the preparation phase. Findings: The HumSCAT consists of seven tools in the preparation phase, nine tools in the response phase and ten tools in the recovery phase. The case study illustrates how to use the HumSCAT and the six tools. The latter were found to be useful for improving the relief chain. Research limitations/implications: The list of tools is not exclusive. Other tools might be applicable as long as they meet the objectives and characteristics of the phase. A tool should be adjusted accordingly to the contexts. Tools in other phases should be validated in future research. Practical implications: The HumSCAT may serve as a reference toolbox for practitioners. Its output can be used for further designing of the “TO-BE” status of humanitarian relief chains. Originality/value: The HumSCAT is proposed as a toolbox for academics and practitioners involved in humanitarian supply chains.

COVID-19 has transformed customer behavior, notably in FMCG retailers. Although online stores grow, retail mix instruments remain essential for traditional shops, as these affect customer value perceptions and engagement. While previous studies suggest that customer value perceptions and engagement are linked, little is known about the effects of retail mix instruments on customer value perceptions and engagement. This study aims to fill this knowledge gap. In this study, the stimulus-organism-response (S-O-R) framework was used to propose the a priori conceptual framework, which was further employed in investigating the phenomena and the three concepts: the impact of retail mix instruments (S) on consumer value perceptions (O) and customer engagement (R). Interviews were conducted with 40 informants recruited by convenience sampling and snowballing techniques. They were Gen-X and Gen-Y and had experience visiting two FMCG retailers in Thailand. A thematic analysis was undertaken to analyze the obtained data. The a priori conceptual framework had been revised iteratively according to the emerging theme, resulting in a new conceptual framework containing descriptive details in terms of significant themes identified from the field data and potential relationships among the three concepts. Findings revealed 12 retail mix instruments and the effect of COVID-19, which were found to affect six types of customer value perceptions, resulting in four customer engagement behaviors. The proposed conceptual framework, the study’s primary theoretical contribution of the study, is used to guide potential future research agenda. To suggest how FMCG retailers may leverage the proposed conceptual framework to design strategies to promote customer engagement behaviors, an application of sales promotions is illustrated and suggests how to use sales promotion activities to induce customer value perception and their engagements.

The purpose of this paper is to provide a framework on how strategic philanthropy can be included in humanitarian supply chains delivery. This framework explains the modalities where strategic philanthropy can be successful when collaborating with key humanitarian supply chain actors. A philanthropy delivery framework is developed based on the literature related to strategic philanthropy and humanitarian supply chains. The delivery framework is further validated with the real-life case study of a multinational firm during the 2011 Thai floods. Procter and Gamble (P&G) was involved in the Thailand flood 2011 relief efforts in three phases: preparation, immediate response, and reconstruction phase. The company supported and distributed a water purifier through a non-governmental relief agency, the Princess Pa Foundation, under the Thai Red Cross Society, that enabled P&G to not only gain the trust of the targeted community during all the phases but in the continued usage of their water purifier after the event. Community leaders and P&G’s modern trade retailers played an important role in collaborating in this humanitarian supply chain to enable the successful delivery and usage of the donated water purifier. This proposed delivery framework is appropriate for in-kind products and services philanthropy. The case study describes how strategic philanthropy can be implemented in a specific case, i.e. flood disaster. Academia, practitioners, and companies who are involved in humanitarian reliefs may adopt and adapt this framework in order to enable a win-win situation for all stakeholders in the humanitarian supply chain. The delivery framework suggests that firms can develop successful strategic philanthropy through systematic humanitarian supply chain collaboration. It explains how a company can operate its philanthropic programs through collaboration with others as well as describes how these different actors can work together.