Sustainable Operations Management in Uncertain Conditions: Particular Case of The Flow of Relief in Post-Conflict Areas.
1. Introduction
Today’s business environment is characterised by dynamic changes and uncertainty that requires project managers to gain deeper insights of the risks associated with a particular program and manage them under conditions of ambiguity. People in areas that are affected by wars need assistance through relief aid (Rodríguez-Espíndola, Albores and Brewster, 2018). However, due to destruction of property, projects that aim to ensure the flow of relief including food, medical, and construction material supply to post-conflict areas may encounter logistical challenges that eventually hinder their accessibility (Gaba and Terlaak, 2013). As a result, appropriate techniques and tools need to be developed to enable project team members to address the associated challenges.
To achieve the strategic goals and objectives of a particular organisation, informed decisions need to be made at the operational level, which is associated with successful management of operations (Zhang, Joglekar and Verma, 2012). Ballesteros, Useem and Wry (2017) argue that uncertain conditions are based on probability and judgment; operational managers take into consideration a wider set of variables including the complex relationship between judgement, experience and rationality, the role of ownership and control, and lastly, the behavioural responses of the agents. The management concerned with the flow of relief during extreme difficulties should adopt sustainable operations management strategy to cope with the logistical challenges experienced during this time. Decision-making process is therefore required to select the best possible approach to overcome any related challenge.
1.1 Problem Statement
Recently, there has been an increasing interest among scholars, business leaders, and operations managers among others not only in conflict areas but also those operating in stable zones in managing risks and uncertainties in projects, to improve the level of project success (Uflewska, Wong, and Ward, 2018; Kwakkel, Haasnoot, and Walker, 2016).
In spite of many techniques, methodologies, and tools to use in the assessment of risks, there are still challenges among operations managers to address uncertainty in their decision-making processes. As a result, when faced with ambiguity, most of them find it difficult to make effective decisions during different stages of project lifecycle.
The proposed study seeks to present a useful model for guiding effective decision-making under uncertain conditions to secure an efficient and sustainable operations management process. The novel element of the suggested study is that all the key aspects of decision-making under uncertain situation are addressed precisely to show the relationship between uncertain situations and decision-making process. To this end, the proposed study seeks to establish sustainable operations management procedure in the context of the flow of relief in post-conflict areas.
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2. Literature Review Summary
2.1 Introduction
This part presents a summary of literature review related to the notions of sustainable operations management in an uncertain and ambiguous environment and some associated decision-making processes. The subsections included in this part include Sustainable Operations management, PostConflict Challenges and Decision-Making Processes.
2.2 Sustainable Operations management
From the operations management perspective, sustainability is a concept that entails the ability to meet present needs whereby an organisation maintains existing practices without placing future potential resources at risk (Li, 2014). An ecological balance should be maintained by avoiding depletion of scarce natural resources. Sustainability comprises of three main pillars that include environmental protection, social development and lastly, economic growth and development (Opresnik and Taisch, 2015). Businesses are encouraged to frame decisions based on years and decades rather than quarters’ earnings reports and there should be consideration of a broad range of factors other than profit or loss (Harvey, 2013). Some of the strategies to enhance sustainability in operations include, but not limited to proper disposal of waste, sourcing products from the fairtrade organisations, lower energy usage and cutting emissions. However, according to Martineau et al. (2017), operational sustainability allows the managers to evaluate whether a specific project maintains existing practices without imposing risks to potential resources in the future. Therefore, supply chain activities need to be sustainable environmentally, socially and economically.
2.3 Post-conflict Areas
Post-conflict areas are regions where open warfare has come to an end, but conflict situations remain tense. The international, non-governmental and governmental institutions are making significant attempts to stabilise the social, military, economic and political structures through a variety of reconstruction projects (Walker et al., 2014). O’Driscoll (2018) further reveals that armed conflicts decelerate development processes, deter developmental foundations of countries as people abandon their livelihoods and others are killed, infrastructure is severely affected, and areas also experience a diversion of resources to military expenditure rather than critical service delivery programs. Silva and Ferreir (2017) stipulate several fundamental challenges to transform the war weakened economy, including establishing strategies to maintain sustainable peace, enhance economic growth, short-term stability and employment opportunities to the locals.
2.4 Challenges in post-conflict locations
Presently, millions of people reside in nations where their development outcomes are impacted by conditions of fragility, violence and conflict, the majority of which are in developing countries (World Bank, 2016). There are currently more than 25 armed conflicts globally, some of which date back to the 1990s. Populations regularly face direct violence resulting from conflict and subsequently suffer from structural violence emanating from the increasing poverty and destruction of infrastructure following conflict. In such settings, there is also a high prevalence of
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psychological distress, gender-based violence, mental illnesses, in addition to trauma and lack of basic medical care, particularly among the most vulnerable groups in these affected societies.
For instance, the post-conflict areas, such as the Middle East, lack adequate infrastructural developments which consequently implies that systems for agriculture, education, healthcare, communication, banking, and transport are not reliable as the general public do not use them to access basic needs (Cunningham, 2017). For example, Afghanistan and Iraq have overexploited their natural resources during the war due to unsustainable large military budgets. On the other hand, Salam, Ali and Kan (2017) state that remote areas which are completely destroyed cannot be accessed easily by governmental and international communities who seek to deliver relief aid such as food, construction materials and healthcare. Lack of appropriate infrastructure can result in logistical challenges due to poor communication and transportation services, the flow of relief supply to post-conflict areas can be difficult (Erkoyuncu et al., 2019). Therefore, it implies that new strategies need to be established to cope with uncertainties resulting from the extreme difficulties experienced in these regions.
2.5 Relief Supply to Post-conflict Areas
Disman and Barliana (2017) argue that the economy of the affected regions suffer devastating impacts as residents cannot participate in productive activities. As a result, children may not get basic needs such as education and food; the majority of the affected individuals suffer from mental health problems including post-traumatic disorder, depression, anxiety and domestic violence (Aden, 2014). Similarly, Hajmohammad (2015) indicates that separation of families during the wars create challenges to the peace building processes because some of them may be refugees in neighbouring countries. Operational managers are required to select the most viable options for delivering materials. The regions affected by wars and terrorist activities are often left devastated and mostly, there are many traumatised and wounded victims as well as refugees. Posthuma (2011) argues that reconstruction efforts should be driven by the local population. The relief aid seeks to reduce poverty and boost security in the conflict zones.
2.6 Decision-making process
Timperio et al. (2016) note that decision-making process plays a vital role in determining the success of humanitarian operations. Therefore, the emergency and disaster relief agencies should develop or adopt a highly effective framework or model for decision-making to ensure that their operations are well-timed and effective. Vitoriano et al. (2015) agree with Timperio et al. (2016) about the significance of effective decision-making, and suggest two models that can be applied in different stages of a disaster response. According to Vitoriano et al. (2015), decision-making should be instantaneous and based on the level of the humanitarian operations process. For instance, the decision-making process during the unknown period (when a disaster or emergency occurs) should be treated differently to decision-making during the response to disasters such as last phases of humanitarian aid distribution. Madu and Kuei (2014) also agree with situation-based decision-making by indorsing context-intervention-mechanism-outcome logic in humanitarian operations management. This is a structured approach to decision-making that considers several factors, including the impact on post-disaster relief management, the efficiency of the disaster
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relief supply chain, the intensity of the disaster, initial encounter points for such disasters, system constraints, and system foundation (Madu and Kuei, 2014).
Various researchers have recommended different decision-making models that can be used in addressing uncertainty during emergencies and disaster. Vitoriano et al. (2015) note that uncertainty is a crucial characteristic of disaster and emergency management, to which agencies and other stakeholders should be prepared to deal with through swift decision-making. Paul and Hariharan (2012) propose that the best decision-making models for addressing uncertainty are those that emphasise on localisation. According to Paul and Hariharan (2012), the most effective decision-making model for addressing uncertainty should help in dealing with delays in requesting the assets, the time it takes to access the supply, as well as the interruptions in the disaster response process. What Paul and Hariharan (2012) imply is that effective decision-making models for operations in humanitarian relief logistics are those that account for disaster specific casualty characteristics. Moreover, the models should support robust optimisation and scenario planning. Kelle et al. (2014) support the need for decision-making models that support optimised disaster preparedness and response. Researchers advise that decision-makers can choose to adopt a parametric decision model to deal with uncertainties or unforeseen circumstances associated with disasters (Kelle et al., 2014).
3. Research Gap
In reviewing the diverse literature about the sustainable operations management of the flow of relief in post-conflict areas, several gaps can be identified. Most of the studies generalise the concepts and do not provide detailed explanations on how operations management in uncertain conditions can be enhanced. Furthermore, sustainability is not considered in many studies. Additionally, the researchers only recommend decision-making models for specific areas of disaster operations. For instance, Lei et al. (2015) only addresses the logistical issues related to the supply of medications by reiterating the significance of supplies provisioning and human resource scheduling, but not other valuable resources or supplies. Moreover, the researchers (Burkart et al., 2017; Madu and Kuei, 2014; Vitoriano et al., 2015) provide non-universal models and recommendations about ensuring sustainability in operations management. For example, Burkart et al. (2017) recommend the use of a multi-objective location routing model as a strategy that can help in dealing with post-conflict humanitarian logistics issues. This means that there is a need to investigate an all-inclusive and universal models decision-making models, as well as the best practices that will ensure sustainable operations management in the flow of relief in post-conflict areas.
Summarily, the current research will add value and fill the literature gaps of the existing knowledge by providing deeper insights and empirical evidence on how adopting sustainable operation management practice in post-conflict can help in addressing the logistical challenges in order to secure the delivery of relief to these regions in desperate need.
4. Study Justification
Although uncertainty occurs in any environment, the situation can be more challenging in those experiencing frequent disasters such as the Middle East. Due to destruction of property and
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infrastructure, people fleeing from their homes and inaccessibility to different health centres, it becomes difficult for project team members to deliver materials to the targeted groups in the most sustainable way (Slabbert and Du Preez, 2017). Therefore, it is essential to determine the most appropriate strategic direction to deal with uncertainties in extreme environments, particularly the Middle East where people are trying to recover from the wars and armed conflicts which had severe consequences. Operations managers in this region are often faced with decision-making constraints regarding what needs to be done in order to ensure success of their projects at minimal cost. According to Oetzel and Oh (2014), different alternatives are available, and people have to select the most sustainable strategy that can lead to achievement of project goals and objectives. Starbuck (2009) warns managers against underestimating uncertainty arguing that such situation can lead to the use of inappropriate operations strategies which do not exploit available opportunities for an organization or company or protect it from risks. Consequently, Ben-Haim (2001) suggests operations managers and other personnel involved in decision-making to ensure that all relevant measures as well as strategies taken incorporate the element of uncertainty and ambiguity in all the project operations. In this respect, the suggested study outcomes will be valuable to operations managers not only in the Middle East states, but also at other regions facing similar decision-making environments.
5. Statement of Objectives
The central objective of the proposed research is to explore ways of improving operations management processes and the most appropriate decision-making practices in uncertain working environments in order to attain the desired corporate goals in the most effective way. Specifically, the study looks forward to realising the following objectives:
➢ To examine potential uncertainties in the flow of relief in post-conflict regions, ➢ To recommend how extreme environments can be overcome from a sustainable operational management perspective, ➢ To investigate how a business can effectively manage operations during uncertainty, ➢ To identify appropriate decision-making models under uncertain and ambiguous environments, ➢ To recommend an effective decision-making model for addressing uncertainty in decisionmaking.
If accepted, this research can definitely be amended in line with the supervisors’ team recommendations.
6. Research Questions
The research questions highlighted below will be answered in the study to achieve the identified objectives:
➢ How can sustainability in operations management be achieved during conditions of uncertainty? ➢ What are some of the sustainable operations management practices suitable for the flow of relief in post-conflict areas? ➢ Does uncertainty hinder effective material delivery to post-conflict areas? ➢ How does logistical challenges create uncertainty on the efficient flow of relief supplies in post
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conflict areas? ➢ What are the impacts of effective operations management in regions affected by extreme wars? ➢ What are the appropriate decision-making models under uncertain and ambiguous environments serving sustainable operations management procedures? ➢ Which is the most effective decision-making model for addressing uncertainty in decisionmaking? ➢ How can such practices be best implemented within post-conflict areas?
These questions can definitely be revised in conformity with the supervisors’ team guidance.
7. Conclusion
The ensuing study will focus on sustainable operations management under uncertain circumstances and how proper and efficient decisions are made to deliver optimal results with reference to the existent settings. The prospective study will incorporate new perspectives and knowledge on strategies related sustainability in such settings. The target informants in this study are managers, chosen through simple random sampling strategy, who are key decision makers during different phases of project lifecycle. They have experienced an increased demand for efficiency in projects for delivering material to post-conflict areas and the growing complexities of reconstructionrelated projects. A design of mixed qualitative and quantitative methods will be employed to ensure the collection of adequate quality data for this study. The findings are expected to help in the mitigation of the impact of ambiguities and uncertainties decision makers experience at different project stages and foster sustainability.
8. References
Aden, M.M. (2014) Post-conflict reconstruction models and frameworks: A critical analysis of the marshal plan and its relevance to Africa. M.A thesis. University of Nairobi. Apuke, O.D. (2017) ‘Quantitative research methods: A synopsis approach’, Arabian Journal of Business and Management Review, 6(10), pp. 40-47. Babbie, E.R. (2010) The Practice of Social Research. 12th edn. London : Cengage Learning. Ballesteros, L., Useem, M. and Wry, T. (2017) ‘Masters of disasters? An empirical analysis of how societies benefit from corporate disaster aid’, Academy of Management Journal, 60(5), pp. 1682-1708. Ben-Haim, Y. (2001) Information-gap decision theory: decisions under severe uncertainty. 1st edn. London: Academic Press. Bhatia, M. (2018) Your Guide to Qualitative and Quantitative Data Analysis Methods. Available at: https://humansofdata.atlan.com/2018/09/qualitative-quantitative-data-analysismethods/ (Accessed: July 23, 2019).
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Burkart, C., Nolz, P.C. and Gutjahr, W.J. (2017) ‘Modelling
