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    Divergent metrics: exploring supply chain performance in humanitarian organizations versus public and private sectors
    (Asos Yayınları, 2024-10-12) Alaff, Monther; Karayaz, Gamze; Aysuna Türkyılmaz, Ceyda
    Humanitarian organizations operate under conditions that require rapid response and flexibility, often in crisis situations where traditional supply chain metrics may not be applicable. Their focus on speed, adaptability, and stakeholder engagement contrasts sharply with the public and private sectors, which typically prioritize efficiency, cost-effectiveness, and long-term strategic planning. This paper investigates the differences in supply chain performance measurement between humanitarian organizations and the public and private sectors, highlighting the unique challenges and objectives that define each domain. Through a thorough literature review, we examine existing frameworks and metrics used in supply chain performance evaluation across these sectors. To achieve this goal, a systematic literature review was conducted, analyzing 57 articles published between 2000 and 2024 across four databases: IEEE Xplore, Web of Science, Scopus, and JSTOR. Our analysis reveals that while public and private sectors benefit from established performance metrics such as ROI and inventory turnover, humanitarian organizations often rely on qualitative measures and emergent indicators that capture the complexities of disaster response. As a result, this research introduces a model for supply chain performance specifically tailored for humanitarian organizations. The model includes the most relevant metrics and attributes to assist both researchers and practitioners in their future work.
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    The impact of supply chain integration on performance in humanitarian organizations
    (Işık Üniversitesi, Lisansüstü Eğitim Enstitüsü, 2026-01-05) Alaff, Monther; Karayaz, Gamze; Işık Üniversitesi, Lisansüstü Eğitim Enstitüsü, Çağdaş İşletme Yönetimi Doktora Programı; Işık Üniversitesi, School of Graduate Studies, Contemporary Business Management
    Humanitarian supply chains operate under conditions of extreme uncertainty, compressed timeframes, and complex multi-stakeholder coordination, where failure to deliver rapidly and adaptively can have life-or-death consequences. Despite this, most supply chain integration (SCI) theories remain rooted in commercial, market-driven contexts and offer limited explanatory power for humanitarian operations. This study addresses this gap by developing and empirically validating a humanitarian-specific SCI framework that captures the distinctive structural, ethical, and temporal realities of crisis response. Drawing on stakeholder theory, dynamic capabilities, and contingency theory, the research proposes a novel five-construct integration model encompassing beneficiary, internal, supplier, government, and partner integration. What distinguishes this study is its explicit reconceptualization of affected populations as central supply chain stakeholders rather than passive aid recipients, and its empirical demonstration that beneficiary integration is not merely a normative principle but a primary driver of operational performance. Using a mixed-methods design, the study combines a survey data from United Nations Relief and Works Agency (UNRWA) staff across five crisis-affected contexts (Gaza, West Bank, Lebanon, Syria, and Jordan) with expert interviews to validate and enrich the quantitative findings. The results reveal a differentiated and context-sensitive integration–performance relationship. While all five integration dimensions positively influence lead time, beneficiary integration emerges as the strongest determinant of both lead time reduction and flexibility enhancement. Internal integration exerts a particularly powerful effect on flexibility, underscoring the role of cross-functional coordination and organizational agility in volatile environments. In contrast, supplier integration improves efficiency but contributes minimally to adaptability, exposing a structural paradox in humanitarian procurement systems. Government and partner integration function primarily as enabling conditions, providing legitimacy and access rather than direct performance gains. The study makes four original contributions. First, it extends SCI theory beyond commercial settings into high-uncertainty humanitarian environments. Second, it establishes beneficiary integration as a distinct, validated, and performance-critical construct. Third, it introduces a parsimonious yet powerful lead time–flexibility performance framework tailored to humanitarian operations. Fourth, it advances an Integration Performance Contingency Framework that explains how integration value varies across disaster phases and operational contexts. Together, these contributions offer both a new theoretical lens and actionable guidance from a practical perspective for humanitarian practitioners, policy makers, and donors seeking to enhance speed, adaptability, and effectiveness in increasingly complex crisis response operations.