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International Journal of Logistics
Research and Applications
Emergency Supply Chain Management 
Submission Deadline: September 30th, 2022


Guest editors

Prof. Fu (Jeff) Jia (Lead Guest Editor), York Management School, University of York, UK

Email: fu.jia@york.ac.uk


Prof. Botao Yan, School of Economics and Management, North China Institute of Science and Technology, China

Email: yanbotao@ncist.edu.cn


Prof. Hongwei Wang, School of Public Administration, Renmin University of China

Email: wanghongwei3654@ruc.edu.cn


Prof. Lujie Chen, International Business School Suzhou, Xi’an Jiaotong-Liverpool University, China

Email: lujie.chen@xjtlu.edu.cn


Overview of the Special Issue

An emergency is defined by The World Health Organization as the state in which normal procedures are interrupted, meanwhile necessary management need to be taken to minimise losses (Balcik and Beamon, 2008). Emergent events can either be manmade or natural disasters, such as tornadoes, earthquakes, regular and flash floods, snowstorms, stampedes, avalanches and fire, which causes sudden and uncontrollable widespread damage across a community (Stephenson, 2005; Dwivedi et al., 2018). Besides, in recent years, some public health events (e.g., MERS, COVID-19 and hazardous material release) have brought serious damage to human health and societies, which gradually accelerated the development of emergency management in the world (Shareef et al., 2019). Generally speaking, during any emergency, there is a need for extraordinary support and relief, because the losses exceed the ability of the affected community to meet and fulfil its demands using regular resources (Xu and Beamon, 2006).

To better prepare and respond to emergent events, many countries (e.g., US, China, Japan, Russia and UK) have established a complete emergency management system (Tan, 2013). Although these emergency management systems may vary from country to country, typically most of them have similar emergency management activities, including forecasting demand, assessing needs, procuring, storing and managing inventory and logistics and distributing relief, which are primarily led by the government (see Table 1) and coordinated by community groups, nongovernmental organisations (NGOs) or other private organisations (Balcik and Beamon, 2008). For example, in the US, the Federal Emergency Management Agency (FEMA) was founded in 1979 and is the integrated coordinating agency for emergency management responsible for disaster-related prevention, mitigation, and civil defence. In Japan, a three-level emergency management system from the central government (Central Disaster Prevention Commission) to provincial and prefectural authorities has gradually been established.

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Supply chain management in the disaster relief and emergency management plays a pivotal role (Dwivedi et al., 2018; Shareef et al., 2019; Van Wassenhove, 2006). However, the integration and coordination among various supply chain participants (e.g., governments, NGOs, donor agencies and private firms) to achieve emergency management goals is always a serious challenge in emergency management. The emergency supply chain management (ESCM) differs significantly from regular or commercial supply chain management since it is usually humanitarian-based and may pose potential under-researched issues affecting the performance of ESCM (Beamon 2004; Charles et al., 2009).

In order to achieve disaster relief or emergency management goals effectively and in a timely fashion, extant research studies on emergency management and relief distribution have investigated some technological, organizational, and supply chain management mechanisms related to the successful operation of supply chain networks and the efficient utilization of relief from a supply chain risk management perspective (e.g., Bozarth and Handfield, 2015; Dubey et al., 2015; Dwivedi et al., 2018; Jabbour et al., 2017; Shibin et al., 2017; Van Wassenhove, 2006).


Research gaps identified and the focus of this SI

Extant studies in ESCM area are still inadequate given the special features of and comprehensiveness of events, in which emergency management entails. Each type of emergency is different: 1) it occurs in various places and times; 2) its scope and intensity are different in each case; 3) various groups of people (victims) are at risk. Such various situational conditions make it necessary to configure the supply chain differently case by case, even if it is for the same type of threat. (Peterson et al., 2016; Van Wassenhove, 2006; Peck, 2006). For example, when dealing with earthquake events in coastal cities, it is often necessary to prepare for the occurrence of tsunamis (e.g., Sulawesi earthquake in Indonesia in 2018); however, when the same disaster occurs in mountainous areas, the authorities should be aware of the possibility of mudslides (e.g., Wenchuan earthquake in China in 2008).  In addition, if an earthquake occurs in an area with a high concentration of factories, it may also lead to the release of toxic materials (e.g., the Fukushima nuclear disaster caused by the earthquake in Japan in 2011). 


The novelty this SI contributes to the research community and practitioners

Due to the complexity and unpredictability of emergent events, there are still many challenges and barriers faced by scholars and practitioners in ESCM.  On the one hand, it inhibits effective supply chain operation, thus supply chain managers may fail to make proper forecasting, procurement, storage, identification of affected people, and distribution (Shareef et al., 2019); on the other hand, some administrative issues have been observed, including non-cooperation among employees or volunteers, disrupted chain of commands among versatile groups, corruption, lack of information sharing, mistrust, lack of coordination among members and inappropriate proportion of responsibility and assigned authority (Diallo et al., 2017)

Against this backdrop, how to continuously maintain the efficiency of supply chain and be well prepared for coming emergent events has become a critical concern, which requires more comprehensive theory developments as well as best practices from both academia and industry.

Motivated by these considerations, this special issue aims to encourage more researches and practices on ESCM. We call for theoretically sound and empirically robust research employing survey research, multiple case studies, action research, event studies, design science or experiments to develop efficient, effective and in a timely fashion ESCM. Papers adopting mixed methodologies are welcome. However, pure modelling and simulation papers, as well as literature reviews, are outside of the scope of the special issue


This special issue invites research on following themes, but not limited to:

  • Potential conflicts and overlapping responsibilities among all participants in ESCM

  • Corruption, scope of ill empowerment, non-transparent

  • Undefined roles, inappropriate allocation of authorities, undisciplined activities, misuse, and delayed response

  • Effective management of the participating organizations and their interoperable communications, as, during a disaster

  • Different ESCM strategies in planning, organizing, leading, and controlling phases

  • The mismatching of interoperability of the participating organizations

  • ESCM from individual organizational perspective

  • Real-world practices and examples during COVID-19

  • Public health and service supply chain management

  • Differences between humanitarian grounds and regular or commercial supply chain

  • Intelligent ESCM

  • Supply Chain Connectivity for a resilient future

  • Strategic, ethical and law considerations and risk management in ESCM


Publication Schedule

Full manuscript submission is due by September 30th, 2022. Submission is open when the call for paper is gone live. Screening and review process will begin once the submission has been made. 
Final manuscript decision: As soon as the manuscript has been accepted for publication, it will become available online. The final volume and issue number will be assigned after the deadline of the submission as stated above.  


Submission Information

Manuscripts will be subject to a rigorous review process under the supervision of the Guest Editors and Editor-in-Chief, and accepted papers will be published online before print publication. Regarding the submission guidelines and other details, authors should refer to the details on the journal website.

Please make sure you indicate the SI name when prompted in the submission portal.


Guest editors’ biography

Prof. Fu (Jeff) Jia, University of York, UK is Chair Professor of Supply Chain Management at the York Management School, University of York. His research interests include supply relationship management in a cross-cultural context, global sourcing, supply chain learning and innovation, and sustainable supply management. Professor Jia is currently leading a project team investigating the adoption of new technologies in SCF and has an extensive track record of publications in supply chain management and logistics journals such as Journal of Operations Management, International Journal of Operations and Production Management, Supply Chain Management: An International Journal, International Journal of Production Economics, Journal of Business Logistics, International Business Review, Technological Forecasting and Social Change, Journal of Cleaner Production, Journal of Purchasing and Supply Management and International Journal of Logistics Management. Prof. Jia is Associate Editor and Guest Editor of (The Fourth Industrial Revolution: Technologies’ Disruption on Operations and Supply Chain Management) of International Journal of Operations and Production Management and Journal of Purchasing and Supply Management, sits on the editorial review board of Industrial Marketing Management and serves as a regular reviewer for many leading OM/SCM and general management journals.


Prof. Botao Yan, North China Institute of Science and Technology, China is dean and an Associate Professor of Management at School of Economics and Management, North China Institute of Science and Technology, a Director of UNESCO China Entrepreneurship Education Alliance and Coal Economic Research Association. He is also a member of Chinese Emergency Management Association. His research focuses on emergency supply chain management, innovation and entrepreneurship. His research is funded by National Science Foundation of China, Ministry of Education (Arts and Humanities) among others.


Prof. Hongwei Wang, Renmin University of China, is an Associate Professor at the School of Public Administration. Prof. Wang is a member of Chinese Emergency Management Association. His research has been focusing on public security, national security and emergency management. Prof. Wang executed the Freeman Fellow project as a visiting scholar conducting research on public safety and national security at the University of Illinois at Urbana-Champaign (UIUC) in 2005-2006. One of Prof. Wang’s books titled Public Emergency Management was published in 2012. His research on disaster relief supply chain is funded by National Social Science Fund of China.


Prof. Lujie Chen, is a senior associate professor of Management at Xi'an Jiaotong-Liverpool University, China. She is also an honorary Associate Professor at University of Liverpool, UK. Her research includes sustainable supply chain management, SCF and CSR reports investigations, supply chain innovations as well as other related empirical operations management research. Her publications have appeared in leading international journals such as Harvard Business Review, International Journal of Production Economics, International Journal of Operations and Production Management, International Journal of Production Research, Business and Society, Production and Planning Control, Journal of Purchasing and Supply Management, and Supply Chain Management: An International Journal among others. She serves as Lead Guest Editor for many leading international journals including International Journal of Operations and Production Management, International Journal of Production Economics, Industrial Marketing Management, and Journal of Business Research. She has also provided training and consulting services for international and Chinese corporations.



  • Balcik, B., Beamon, B. M., Krejci, C. C., Muramatsu, K. M., & Ramirez, M. (2010). Coordination in humanitarian relief chains: Practices, challenges and opportunities. International Journal of Production Economics, 126(1), 22–34.

  • Beamon, B. M. (2004). Humanitarian Relief Chain: Issues and Challenges. Proceedings of the 34th International Conference on Computers and Industrial Engineering, San Francisco, CA.

  • Bozarth, C. C., & Handfield, R. B. (2015). Introduction to operations and supply chain management. New York: Prentice Hall.

  • Charles, A., Lauras M., & Tomasini, R. (2009). Learning from Previous Humanitarian Operations, a Business Process Reengineering Approach. Proceedings of the 6th International ISCRAM Conference, Gothenburg, Sweden.

  • Diallo, C., Venkatadri, U., Khatab, A., & Bhakthavatchalam, S. (2017). State of the Art Review of Quality, Reliability and Maintenance Issues in Closed-Loop Supply Chains with Remanufacturing. International Journal of Production Research, 55(5): 1277–1296.

  • Dubey, R., Gunasekaran, A., & Ali, S. S. (2015). Exploring the relationship between leadership, operational practices, institutional pressures and environmental performance: A framework for green supply chain. International Journal of Production Economics, 160, 120–132.

  • Dwivedi, Y., Shareef, M., Mukerji, B., Rana, N., & Kapoor, K. (2018). Involvement in emergency supply chain for disaster management: A cognitive dissonance perspective. International Journal of Production Research, 56 (21): 6758–6773.

  • Jabbour, C. J. C., Janeiro, R. C., de Sousa Jabbour, A. B. L., Gobbo Junior, J. A., Salgado, M. H., & Jugend, D. (2017). Social aspects of sustainable supply chains: Unveiling potential relationships in the Brazilian context. Annals of Operations Research. 290(1-2):327-341.

  • Peck, H.  (2006). Reconciling supply chain vulnerability risk and supply chain management. International Journal of Logistics: Research and Applications, 9(2), 127-142.

  • Peterson, M.R., Young, R.R., and Gordon, G.A. (2016). The application of supply chain management principles to emergency management logistics:  An empirical study.  Journal of Emergency Management, 14(4), 245-258.

  • Shareef, M., Dwivedi, Y., Mahmud, R., Wright, A., Rahman, M., Kizgin, H., & Rana, N. (2019). Disaster management in Bangladesh: developing an effective emergency supply chain network. Annals of Operations Research, 283(1/2), 1463-1487.

  • Shibin, K. T., Dubey, R., & Gunasekaran, A. (2017). Examining sustainable supply chain management of SMEs using resource based view and institutional theory. Annals of Operations Research, 290(1/2), 301-326.

  • Stephenson, M. (2005). Making humanitarian relief networks more effective: Operational coordination, trust and sense making. Disasters, 29(4), 337–350.

  • Tan, T. (2013). Emergency management and social recovery from disasters in different countries. Journal of Social Work in Disability & Rehabilitation, 12, 8-18.

  • Van Wassenhove, L. N. (2006). Humanitarian aid logistics: Supply chain management in high gear. Journal of the Operational Research Society, 57(5), 475–489.

  • Xu, L., & Beamon, B. M. (2006). Supply chain coordination and cooperation mechanisms. The Journal of Supply Chain Management, 42, 4–12.