Bridging the Gap: Civil-Military Cooperation in Humanitarian Logistics and Emergency Supply Chain Management

Authors

  • Indra Habibie Politeknik Kampar, Kampar, Indonesia
  • Munkhzul Ganbat Mongolian State University of Education, Ulaanbaatar, Mongolia
  • Hayatul Khairul Rahmat Universitas Islam Negeri Siber Syekh Nurjati, Cirebon, Indonesia
  • Tungsuu Jargalsaikhan Mongolian National University, Ulaanbaatar, Mongolia

Keywords:

Civil-Military Cooperation, Humanitarian Logistics, Supply Chain Management, Disaster Response

Abstract

Humanitarian logistics and emergency supply chain management have become increasingly complex due to the growing frequency and scale of disasters. In this context, civil-military cooperation plays a critical role in ensuring the timely and effective delivery of aid. This study examines how collaboration between civilian and military actors contributes to the efficiency and resilience of humanitarian logistics systems. Using a qualitative research approach that integrates a systematic literature review with contextual analysis, the study develops a conceptual framework linking operational capacity, coordination mechanisms, and governance structures. The findings reveal that military involvement significantly enhances logistical capabilities, particularly in transportation, infrastructure access, and rapid deployment. However, challenges related to coordination, institutional differences, and governance frameworks may limit effectiveness. The study contributes to the literature by providing an integrative perspective on civil-military cooperation in humanitarian logistics and offers policy-relevant insights for improving emergency supply chain management in disaster-prone contexts.

References

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Kovács, G., & Spens, K. M. (2007). Humanitarian logistics in disaster relief operations. International Journal of Physical Distribution & Logistics Management, 37(2), 99–114. https://doi.org/10.1108/09600030710734820

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Van Wassenhove, L. N. (2006). Humanitarian aid logistics. Journal of the Operational Research Society, 57(5), 475–489. https://doi.org/10.1057/palgrave.jors.2602125

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Published

2026-03-30

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Section

Articles