Building Resilient Supply Chains with Information Systems:

Key Lessons from Médecins Sans Frontières Logistique During the

COVID-19 Crisis

Sylvie Michel

, Sylvie Gerbaix

and Marc Bidan

Univ. Bordeaux, IRGO, UR 4190, F-33000 Bordeaux, France

Laboratoire MRM-Montpellier Recherche en Management, Département Scientifique, France

LEMNA, Nantes Université, France

Keywords: Information Systems, Supply Chain Resilience, Humanitarian Logistics, Case Studies, NGO.

Abstract: This research aims to analyze the resilience of humanitarian supply chains, with a focus on the role of

information systems, through a case study of Médecins Sans Frontières Logistique during the COVID-19

pandemic. The empirical research methodology is based on a qualitative study, which includes semi-

structured interviews with key actors and operators from the Médecins Sans Frontières Logistique during the

COVID-19 crisis in 2020 and 2021. The paper highlights the crucial and inherent role of information systems

on each of the four dimensions of humanitarian supply chain resilience: reorganization capacity, collaboration,

flexibility, and humanitarian culture. Drawing on recent theoretical works on supply chain resilience as well

as empirical results, the paper underscores the importance of information systems and proposes a conceptual

model of the relationship between humanitarian supply chain resilience and the role of information systems.

The value of this research is linked to its empirical and qualitative study of a Non-Governmental Organization

logistics operation during an international crisis, which contributes not only to the literature on resilience, but

also provides guidance for managers to target their actions responsively and proactively to enhance resilience

over time..

1 INTRODUCTION

The COVID-19 pandemic has been a significant

disruption to global supply chains, testing their

resilience (Queiroz et al., 2020, 2022; Ivanov, 2020;

Golan et al., 2020; Black & Glaser-Segura, 2020;

Chowdhury et al., 2021; Pimenta et al., 2022).

Epidemics and pandemics are unique disruptions that

pose internal and external systemic threats to entire

supply chains, distinguishing them from other types

of disruptions such as natural disasters, industrial

accidents, and terrorist attacks (Sheffi, 2007; Ivanov,

2020). In this context, the case of Médecins Sans

Frontières Logistique (MSF Log), which faced the

COVID-19 pandemic, is particularly relevant for

examining the response of a logistics chain to a crisis

and emergency situation.

https://orcid.org/0000-0002-8175-9996

https://orcid.org/0009-0005-3544-2399

https://orcid.org/0000-0003-1739-5697

The goal of our research is to answer questions

regarding the extent to which MSF Log was able to

rely on a resilient supply chain to navigate the first

phase of the pandemic from March 2020 to spring

2021, and which strategies, factors, and dimensions

were employed to achieve resilience. We also aim to

analyze the role and characteristics of the Information

Systems (IS) in supply chain management resilience

in the specific context of a major crisis and

emergency situation, and to propose a conceptual

framework for analyzing this role.

Howden (2009) defines humanitarian supply

chain management (HSCM) as a network created

through the flow of supplies, services, finances, and

information between donors, beneficiaries, suppliers,

and different units of humanitarian organizations for

the purpose of providing physical aid to beneficiaries.

Kunz and Gold (2017) note that the field has evolved

Michel, S., Gerbaix, S. and Bidan, M.

Building Resilient Supply Chains with Information Systems: Key Lessons from Médecins Sans Frontières Logistique During the COVID-19 Crisis.

DOI: 10.5220/0012038000003467

In Proceedings of the 25th International Conference on Enterprise Information Systems (ICEIS 2023) - Volume 1, pages 263-270

ISBN: 978-989-758-648-4; ISSN: 2184-4992

 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)

263

from a logistics perspective to a Supply Chain

Management approach, involving not only physical

flows, but also information and financial flows, as

well as tasks such as procurement, coordination, and

customs clearance. Although the logistics function in

the humanitarian sector has been neglected until

recently, it is now recognized as an important area of

research (Charles et al., 2009, Michel and Bidan,

2018), and several recent literature reviews have been

conducted to identify gaps, avenues, and directions

for future research (Chandraprakaikul, 2010;

Overstreet et al., 2011; Abidi et al., 2014; Baharmand

et al., 2015; Chiappetta Jabbour et al., 2017).

In the second section, we will provide a literature

review on resilience and its dimensions in the context

of supply chain management. Next, in the third

section, we will introduce our research site and

methodology. In the fourth section, we will present

our findings. Finally, we will conclude in the fifth

section."

2 RESILIENCE AND

DIMENSIONS OF

HUMANITARIAN SUPPLY

CHAIN RESILIENCE

It should be noted that the literature on supply chain

resilience is vast but lacks consolidation. Definitions

of resilience and its dimensions are often imprecise

(Pettit et al., 2013; Ali et al., 2017; Chen et al., 2017;

Golan et al., 2020). However, the literature does offer

two strong recommendations (Hohenstein et al.,

2015; Kamalahmadi and Parast, 2016; Chowdhury

and Quaddus, 2017; Ribeiro and Barbosa-Povoa,

2018; Hosseini et al., 2019; Golan et al., 2020): first,

to conduct empirical studies, and second, to focus on

specific supply chains, which is precisely what we do

in this article.

2.1 What Is Resilience: Definition

In recent years, several literature reviews on supply

chain resilience have highlighted the diverse and

unconsolidated definitions of the term (Wang et al.,

2014; Hohenstein et al., 2015; Tukamuhabwa et al.,

2015; Kamalahmadi and Parast, 2016; Ribeiro and

Barbosa-Povoa, 2018; Hosseini et al., 2019). The

literature uses a "fuzzy" vocabulary to approach the

triggering event that requires resilience, including

disturbances (Tukamuhabwa et al., 2015;

Kamalahmadi and Parast, 2016; Ribeiro and Barbosa-

Povoa, 2018; Hosseini et al., 2019), unexpected or

disruptive events (Chowdhury and Quaddus, 2017),

risks (Jüttner and Maklan, 2011; Hohenstein et al.,

2015), terrorist attacks (Caniato and Rice, 2003), and

natural disasters (Pettit et al., 2010), with recent

emphasis on pandemics such as the COVID-19 crisis

(Golan et al., 2020; Ivanov, 2020).

Moreover, authors differ in their objective of

resilience, with some aiming to return to the pre-

disturbance state (Ribeiro and Barbosa-Povoa, 2018;

Hosseini et al., 2019) and others striving for a better

state (Christopher and Peck, 2004b; Sheffi and Rice,

2005; Chowdhury and Quaddus, 2017). Time, speed,

and chronology are also noted in some definitions,

where rapid response or reconstruction is essential

(Sheffi and Rice, 2005; Falasca et al., 2008;

Kamalahmadi and Parast, 2016; Ribeiro and Barbosa-

Povoa, 2018). Finally, the cost of resilience is

considered by some authors, who emphasize its

minimization (Ribeiro and Barbosa-Povoa, 2018;

Hosseini et al., 2019).

2.2 Main Dimension of Supply Chain

Resilience

Hohenstein et al. (2015) conducted a systematic

review of literature to identify the building blocks of

a resilient supply chain. They referred to Christopher

and Peck's (2004a, b) seminal work and identified

four dimensions that characterize supply chain

resilience: (1) supply chain reengineering, (2)

collaboration, (3) agility, and (4) culture. These four

dimensions have been reiterated in many studies,

while others have added or removed dimensions or

sub-dimensions. Some studies focus on the proactive

aspects of resilience, such as flexibility, visibility,

redundancy, and integration (Jüttner and Maklan,

2011), while others encompass both proactive and

reactive capabilities (Christopher and Peck, 2004a, b;

Sheffi and Rice, 2005; Falasca et al., 2008; Pettit et

al., 2013). Recently, authors have employed specific

theoretical frameworks to study resilience, such as

Chowdhury and Quaddus (2017), who proposed a

conceptualization of supply chain resilience based on

Dynamic Capability Theory, by distinguishing three

dimensions: proactive capability, reactive capability,

and quality of supply chain management design.

Several important points can be highlighted. The

multiple definitions, theoretical frameworks,

dimensions, and sub-dimensions proposed have led to

a loose conceptual framework. Additionally, a gap

exists in resilience modeling and its application to

specific supply chains, which the literature mainly

focused on commercial supply chains and neglected

the particularity of humanitarian supply chains

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(Kamalahmadi and Paras, 2016; Ribeiro and Barbosa-

Povoa, 2018; Golan et al., 2020). Finally, Chowdhury

et al. (2021) identified research opportunities created

by the COVID-19 crisis in the field of supply chain

resilience, which include the impact of the pandemic

on supply chain resilience, resilience strategies

implemented, the role of technology in implementing

these strategies, and supply chain sustainability.

Therefore, in line with our research question, we aim

to empirically propose a conceptual framework to

understand the role of IS in humanitarian supply

chain resilience through a case study method.

3 CASE SELECTION

3.1 Presentation of MSF Log

MSF Log is an international non-profit organization

focused on providing humanitarian and medical aid,

established in Paris in 1971 by doctors and

journalists. It operates in around 70 countries

worldwide, offering medical assistance to

populations whose lives or health are threatened,

particularly in cases of armed conflicts, epidemics,

pandemics, or natural disasters. In 1979, MSF

undertook its first major missions in regions where

there was a massive influx of refugees, and it was then

that the organization acquired professional resources

in logistics, a priority sector for their work. In 1986,

MSF created a dedicated logistics department called

MSF Log, which is located in Mérignac, France.

MSF Log plays a crucial role in ensuring that

MSF's programs receive the necessary materials,

equipment, consumables, ready-to-use kits, and

vehicles. For regular programs, orders are prepared

periodically and delivered within 4 weeks, while for

emergency interventions such as those involving

displaced populations, epidemics, natural disasters, or

conflicts, orders are ready in less than 24 hours. To

ensure efficient supply chain management, MSF Log

integrates all the professions involved in the supply

chain, including purchasing, storage and

warehousing, order preparation, palletizing, securing,

customs and police formalities, and product transport

(land, air, sea).

Currently, MSF Log has more than 170

employees and manages a diverse inventory of over

14,000 product-references, with 18,000 m2 of storage

capacity. The organization ships about 5,000 tons of

equipment per year, thereby ensuring the successful

completion of MSF's humanitarian missions.

3.2 Single Case Study Methodology

MSF Log presents a unique opportunity for in-depth

research on our question. While this case study is not

generalizable, it is the most appropriate way to

achieve a sufficient understanding of the

phenomenon, paying particular attention to the

context of its implementation. To conduct this case

study, we drew on proposals from the literature

review and contrasted them with our data, following

Yin's (2017) approach.

Case studies have already been conducted in the

field of supply chain management (Spieske et al.,

2022; Abdellatif and Graham, 2019). Unique cases

are particularly interesting for research because they

provide opportunities for unusual research access,

and can confirm, challenge or develop theory. This

case study allows us to investigate in-depth how and

why supply chain resilience was mobilized at MSF

Log.

We collected various materials, including semi-

structured remote interviews lasting approximately

one hour, conducted in late 2020 and early 2021. The

interviews focused on the specificities of the supply

chain and the actions implemented before and during

the pandemic. The interview guide contained four

themes: (1) the presentation of the interviewee

(position, background, seniority, motivations for

working at MSF Log); (2) the specificities of the

humanitarian supply chain and its necessary qualities,

such as resilience; (3) humanitarian supply chain

resilience in times of health crisis; and (4) a deeper

exploration of the notion of resilience, its dimensions,

and the interviewee's perspectives. Semi-structured

interviews were conducted with the six primary

managers of MSF Logistics' supply chain during the

early stages of the COVID-19 pandemic, from March

2020 to April 2021. This period marked a significant

increase in contamination, with no vaccine or easy

testing available, and procurement challenges. The

interviews, conducted remotely, lasted approximately

one hour each. These interviews questioned the

specificities of the supply chain and the actions

implemented before and during the pandemic. After

transcription, the interviews underwent thematic

content analysis, and data and verbatim were

triangulated to enhance the reliability and validity of

the findings.

4 RESULTS

The COVID-19 crisis was perceived as a significant

shock by the managers of the organization. However,

Building Resilient Supply Chains with Information Systems: Key Lessons from Médecins Sans Frontières Logistique During the COVID-19

Crisis

265

our findings indicate that MSF Log was able to

leverage its supply chain resilience to respond to the

crisis. Specifically, MSF Log implemented a range of

reactive and anticipatory measures to manage the

crisis effectively.

4.1 Case Analysis

4.1.1 An Emergency Supply Chain with IS

Robustness for Reorganization

During the COVID-19 crisis, MSF Log was able to

rely on its humanitarian logistics chain, which could

reorganize itself in a reactive and anticipatory

manner. Quantitatively, the organization was able to

respond to an increase in activity by modifying

working hours and implementing a new organization

of work, including a 3x8 schedule, seven days a week.

To support this reorganization, the IS was robust and

secure, allowing for remote work and increasing

bandwidth. About 70 out of a total of 180 employees

were able to switch to teleworking. For warehouse

staff, the objective was to continue to provide

emergency shipments without being contaminated by

the virus.

MSF Log had anticipated certain measures, and

business continuity and recovery plans had been

designed and tested, with existing formalized

processes that proved efficient. Furthermore, the

organization had undergone a major transformation

of its IS to reinforce its robustness before the

pandemic. The IS organization department (DOSI)

decided to change all equipment, moving from fixed

computers to laptops (about 200) in anticipation of

future flexibility needs. All meeting rooms were

equipped with cameras and video to facilitate strong

interaction between those working face-to-face and

remotely during the pandemic. Before the crisis,

Microsoft Teams was an installed but little-used

application that proved crucial during the crisis. In

terms of security, MSF Log decided to have all

servers local.

4.1.2 A Collaborative Humanitarian

Supply Chain Supported by a

Cross-Functional IS

MSF Log's supply chain resilience was based on the

collaboration of both internal and external actors,

facilitated by their IS. As soon as the health crisis was

recognized, crisis management units were set up. For

instance, a computer hotline comprising of two teams

(applications and networks, both belonging to DOSI)

was established. The hotline was heavily tested

during the pandemic due to the increase in

telecommuting, which required enhanced user

support. However, the workload was successfully

managed by sharing schedules and on-call days.

Proactive measures, in terms of external

collaboration, contributed to MSF Log's supply chain

resilience. For example, their choice of a local service

provider in Bordeaux allowed them to ask for an

increase in bandwidth when the pandemic lockdown

was announced, and the provider complied that same

afternoon. As a result, information sharing was made

possible both internally and externally, thanks to their

cross-functional Information System.

4.1.3 A Flexible Humanitarian Supply

Chain Supported by IS Agility

The COVID-19 crisis brought about new

requirements for the sudden implementation of

telework. Fortunately, MSF Log had already

incorporated communication tools such as meeting

and remote work software, an internal helpdesk for

technical support, secure connections via a Virtual

Private Network (VPN) channel, and international

communication tools for use with international

project managers into its IS before the crisis.

However, this equipment only catered to around ten

people.

Within ten days of the onset of the pandemic, the

teams successfully set up the IS equipment for secure

teleworking for about 100 people. This involved

providing business laptops, increasing the bandwidth,

opening up the required VPN channel, and

implementing device management software with

anti-attack protection, among other measures. This

level of flexibility was only possible due to the agility

of MSF Log's Information System, which was able to

adapt quickly to new requirements and allow the

organization to continue functioning effectively

during the crisis.

4.1.4 Humanitarian Culture Reinforced by

the IS as a Social Network

The IS played a crucial role in strengthening the

humanitarian culture of MSF Log, which has been a

major asset to the supply chain resilience. The

organization's culture of emergency response, as well

as its international reach with interventions in 70

countries, are deeply ingrained in the daily lives of its

employees, who are motivated by the desire to make

a meaningful impact in their work. This commitment

to serving others has helped to establish a strong and

resilient supply chain.

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Many of the employees at MSF Log come from

different backgrounds and have worked in various

fields before joining the organization. For instance,

the network/infrastructure director had previously

worked in a large digital services company, and a

project manager had worked in the insurance

industry. Despite their diverse backgrounds, the

employees at MSF Log share a moral imperative to

help others, which is a key factor in the organization's

resilience.

During the crisis, the warehouse and

infrastructure teams had to work extended hours, and

the IS played a critical role in enabling

communication, collaboration, and mutual support.

The discussion tools, hotline, and extended working

hours made it possible to strengthen social

connections and promote a sense of community

within the organization.

Overall, the IS helped to reinforce the

organization's culture and values, which were critical

to its ability to adapt and respond to the crisis.

4.2 Conceptual Model Proposal:

Dimensions of Emergency Supply

Chain Resilience through the Role

of Transversal IS

We propose a conceptual model of humanitarian

supply chain resilience, composed of four

dimensions: reorganization capacity, collaboration,

flexibility, and humanitarian culture, with the

transversal IS playing a crucial role.

4.2.1 Proposition 1: The Reorganization

Dimension of HSCM Resilience Is

Facilitated by the Robustness of Its IS

The ability of a humanitarian supply chain to

reorganize during a disaster or emergency depends on

the robustness of its IS. The organization of the IS, its

ability to resist, and the provided equipment are

essential in responding to an emergency.

4.2.2 Proposition 2: The Collaboration

Dimension of HSCM Resilience Is

Facilitated by a Transversal IS

The second dimension that allows a humanitarian

supply chain to be resilient concerns collaborations,

both internal and external. The implementation of a

transversal IS allowed for internal collaboration even

with remote work. External collaboration with

suppliers and partners is also a key element of

resilience and is mediated by the IS.

4.2.3 Proposition 3: The Flexibility

Dimension of HSCM Resilience Is

Facilitated by IS Agility

The third dimension of humanitarian supply chain

resilience is its flexibility. This flexibility is based on

two sub-dimensions: velocity and IS agility. Speed of

adaptation is one of the keys to flexibility. The actors

of the humanitarian supply chain must be able to

quickly reorganize all the tasks. This velocity is based

on an agile IS. The agility of the IS is a central asset

that enables resilience by providing flexibility to the

supply chain.

4.2.4 Proposition 4: The Culture Dimension

of HSCM Resilience Is Enhanced by

the IS as a Social Network

Finally, the fourth dimension specific to the

humanitarian logistics chain is a strong humanitarian

culture, which includes a culture of emergency and a

culture of duty. The culture of emergency is ingrained

in all humanitarian logistics workers. They are used

to emergency and international situations. The sense

of duty is a special dedication that gives meaning to

what they do: saving lives. To achieve this, they are

willing to sacrifice time, make themselves very

available, and aim for success at all costs. This culture

of duty is one of the pillars that allow the

humanitarian supply chain to be resilient. This culture

of duty is facilitated by the IS acting as a social

network.

Therefore, we propose a conceptual framework

for emergency supply chain resilience. Our results

allow us to characterize MSF Log's humanitarian

supply chain resilience through the IS: the capacity to

reorganize, which relies on a robust IS architecture;

collaboration enabled by a transversal IS; flexibility,

which is mobilized mainly through IS agility, and the

humanitarian culture oriented towards the notion of

duty and facilitated by the IS acting as a social

network.

5 CONCLUSIONS

The results of our empirical research have significant

implications for both theory and practice, as well as

directions for future research.

A. Theoretical Contributions: Building Resilience

on Four Dimensions Our theoretical contribution

consolidates the field of supply chain resilience

research and confirms two key points in the literature.

Building Resilient Supply Chains with Information Systems: Key Lessons from Médecins Sans Frontières Logistique During the COVID-19

Crisis

267

Firstly, we highlight the four dimensions of resilience

(reorganization, collaboration, agility, and

humanitarian culture) which helps to consolidate the

conceptual framework of supply chain resilience.

Secondly, our research highlights the crucial role of

IS in building resilience, as it acts through its

robustness, agility, transversality, and sociability.

Our study confirms the IS role as an instrument to

"implement" resilience strategies even for

humanitarian culture. This finding is consistent with

previous research in the literature and suggests that

investment in IT is a viable path to foster resilience.

Humanitarian Supply Chain Resilience built on IS

Our study emphasizes the importance of IS in the four

dimensions of resilience, and its role is increasingly

questioned as central to resilience, especially in times

of crisis such as the COVID-19 pandemic. Our

findings are consistent with Pimenta et al. (2022) who

showed that technology was one of the pillars of

resilience during the COVID-19 crisis to reorganize the

labor force. Our research confirms the IS role as an

instrument to "implement" resilience strategies even

for humanitarian culture. In the case of MSF

Logistics, the IS helps to improve the "care" culture

as a social network and sometimes as a professional

network on difficult fields. Although our analysis was

based on a single case, our findings are consistent

with previous research and contribute to the existing

literature on supply chain resilience.

B. Practical Implications: Our research provides a

guide for managers to identify the four dimensions

and sub-dimensions of supply chain resilience,

enabling them to target their decisions and actions on

the dimensions that will enable them to act on

resilience. Our study highlights the need to plan

resilience proactively while accepting uncertainty

and not denying organizational improvisation.

Furthermore, our research emphasizes the

characteristics of IS for all dimensions. To facilitate

the reorganization dimension, managers must

proactively identify and formalize all IS needs.

Similarly, MSF prefers to answer "how can we be

better prepared, better anticipated" rather than "what

can we do next time," and the modification of crisis

plans is a major avenue. The capitalization of this

experience is already being studied. Organizational

transversality must also be considered, with the

creation of the Information Systems Organization

Department (DOSI).

In terms of external collaboration, we suggest that

managers integrate their organization's IS with that of

their suppliers and partners. In the same way, internal

collaboration must also be enabled by a cross-

functional IS, designed to be accessible by various

departments, even in times of crisis.

In terms of agility, our research highlights the

importance and difficulty of proactive anticipation,

and the IS must be able to adapt quickly to high

demands. This should be kept in mind when making

choices about capacity, suppliers, security, etc.

As far as the cultural dimension is concerned, our

research emphasizes the importance of capitalizing

on the strength of humanitarian action, the culture of

emergency, and the sense of duty. Thus, the HR

department should integrate IS as a social network

into its actions.

In conclusion, our research highlights the

importance of IS for building resilience in the

humanitarian supply chain. Further research is needed

to confirm this model in other cases of HSCM and

other contexts to enrich the model with other

dimensions and to test the validity of this conceptual

framework of resilience.

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