In the aftermath of the Sulawesi earthquake and tsunami in 2018, lives are at stake, infrastructure is damaged, coordination is limited and information is scarce. It is in this environment that humanitarian organizations have to operate in order to assist affected people in disaster-struck areas. The case follows the complex challenges confronting an international non-governmental organization (INGO) organizing a disaster response from HQ to provide aid to the victims in Indonesia.

Agility is often mentioned but seldom defined or clearly illustrated. This case discusses UNICEF's response to the sudden disruption of its aid supply chain to Yemen after the bombing started in 2015. It illustrates how a forwarding hub was quickly established in Djibouti and dhow vessels were used to reach small Yemeni ports from there. The case analyzes the supply chain, the organizational and strategic aspects of agility and discusses how UNICEF can further develop its strategic agility as an organizational capability. It can be used in supply chain and strategy classes, as well as classes on change management and fast decision making processes in organizations. If you buy the case you will get access to all three parts, A, B, and C. Part A outlines the events leading up to the Yemen Crisis and presents the challenges faced by UNICEF. Part B then describes UNICEF's response to the crisis, and part C gives an analysis of this response. Parts B and C are restricted to instructors and only available on the dedicated case website https://cases.insead.edu/humanitarian-agility, but can be distributed to students as well.

Agility is often mentioned but seldom defined or clearly illustrated. This case discusses UNICEF's response to the sudden disruption of its aid supply chain to Yemen after the bombing started in 2015. It illustrates how a forwarding hub was quickly established in Djibouti and dhow vessels were used to reach small Yemeni ports from there. The case analyzes the supply chain, the organizational and strategic aspects of agility and discusses how UNICEF can further develop its strategic agility as an organizational capability. It can be used in supply chain and strategy classes, as well as classes on change management and fast decision making processes in organizations. If you buy the case you will get access to all three parts, A, B, and C. Part A outlines the events leading up to the Yemen Crisis and presents the challenges faced by UNICEF. Part B then describes UNICEF's response to the crisis, and part C gives an analysis of this response. Parts B and C are restricted to instructors and only available on the dedicated case website https://cases.insead.edu/humanitarian-agility, but can be distributed to students as well.