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GLOBAL HEALTH & HUMANITARIAN

There are two major keys, vital to long term economic development: sustainable improvements in global health and effective, efficient humanitarian logistics.

Currently despite increased availability of financial resources and new health technologies, many health indicators such as vaccination, infant mortality and life expectancy rates have shown only modest improvements around the world. This could be indicative of the need to review the relationship between the global health situation and humanitarian supply chain.

Humanitarian supply chains deliver supplies, relief items and infrastructure assets to support emergency response and ongoing operations of humanitarian organizations that work to relieve suffering, mainly in developing countries.

However having materials and vehicles and communications in place is essential to delivering programs.

The lack of efficient supply chains for delivering health products and commodities is one of the reasons for the slow improvement in health outcomes. Such inefficiencies are especially pronounced in areas of the world such as sub Saharan Africa where the prevalence of communicable diseases is extremely high.

The faculty, researchers and doctoral students at the Zaragoza Logistics Center work with many international partners and humanitarian organizations to address these challenges, creating new knowledge around supply chains for global health, an intrinsic link for future improvement.

We strongly believe that the challenge of global health is significant but not insurmountable and that only evidence based policy research can help us overcome it.

Our work seeks to apply new approaches, in order to make supply chains more robust, effective and efficient.

Global Health Research Group

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  • Privett N., State-of-the-Art in Humanitarian Visibility. Working Paper, 2012
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  • Kopczak L., Saving Supply Chains: Challenges and the Path Forward in Supply Chains in Emerging Economies. Paper, June 2007
  • Kopczak L., Johnson M., Can Heroes Be Efficient?: IT at the IFRC. Tuck School of Business at Dartmouth, Case Study, March 2003
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