Business model canvas for humanitarian operations of logistics service providers*

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dc.authoridACAR, A.Zafer/0000-0003-4538-4944
dc.authoridKucukaltan, Berk/0000-0002-2766-3248
dc.authoridIrani, Zahir/0000-0002-6332-6118
dc.authorwosidMolina, Nicholle/AAA-7370-2022
dc.authorwosidACAR, A.Zafer/H-9877-2012
dc.authorwosidIrani, Zahir/HHM-3209-2022
dc.authorwosidKucukaltan, Berk/R-4151-2019
dc.contributor.authorKucukaltan, Berk
dc.contributor.authorIrani, Zahir
dc.contributor.authorAcar, A. Zafer
dc.date.accessioned2024-06-12T10:55:27Z
dc.date.available2024-06-12T10:55:27Z
dc.date.issued2022
dc.departmentTrakya Üniversitesien_US
dc.description.abstractFor years, humankind has been facing various disasters of which logistics has a crucial role for alleviating sufferings of vulnerable people, who are isolated and in need of basic supplies. Owing to the increasing importance of logistics in humanitarian operations, logistics service providers (LSPs) have recently become more prominent. Yet, only a few LSPs have the capabilities and mechanisms to offer operational solutions for humanitarian relief. Also, the conducted extensive literature review makes evident that the existence of a limited number of normative research reveals a barrier about what LSPs can bring into the humanitarian field. Accordingly, why LSPs are particularly important in the humanitarian supply chain and how LSPs manage their activities and resources in humanitarian operations become the main questions to be addressed. Thus, this study seeks to explore humanitarian operations of LSPs from different dimensions, enabled by Business Model Canvas (BMC). In this sense, the obtained findings clarify both similar and different viewpoints of diverse LSPs when mapped against the BMC. Consequently, the categorised interrelated information presented through the cross-case synthesis provide novelty to advance insights both on strategic missions of LSPs in humanitarian relief operations and on the usage of BMC beyond its common commercial implementations.en_US
dc.identifier.doi10.1080/09537287.2020.1834128
dc.identifier.endpage605en_US
dc.identifier.issn0953-7287
dc.identifier.issn1366-5871
dc.identifier.issue6-7en_US
dc.identifier.scopus2-s2.0-85093117765en_US
dc.identifier.scopusqualityQ1en_US
dc.identifier.startpage590en_US
dc.identifier.urihttps://doi.org/10.1080/09537287.2020.1834128
dc.identifier.urihttps://hdl.handle.net/20.500.14551/19421
dc.identifier.volume33en_US
dc.identifier.wosWOS:000579897700001en_US
dc.identifier.wosqualityQ1en_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherTaylor & Francis Ltden_US
dc.relation.ispartofProduction Planning & Controlen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectBusiness Model Canvasen_US
dc.subjectHumanitarian Logisticsen_US
dc.subjectLogistics Service Providersen_US
dc.subjectStakeholdersen_US
dc.subjectStrategic Missionen_US
dc.subjectSupply Chain Managementen_US
dc.subjectDisaster Reliefen_US
dc.subjectPerformance-Measurementen_US
dc.subjectImpacten_US
dc.subjectTransportationen_US
dc.subjectOrganizationsen_US
dc.subjectCoordinationen_US
dc.subjectFrameworken_US
dc.subjectDesignen_US
dc.subjectIdentificationen_US
dc.titleBusiness model canvas for humanitarian operations of logistics service providers*en_US
dc.typeArticleen_US

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