Humanitarian cluster leads: lessons from 4PLs

The purpose of this paper is to improve the understanding of the role of humanitarian cluster leads through applying lessons from the fourth‐party logistics (4PL) literature.

The primary data for this paper are based on an extensive case study of coordination mechanisms in humanitarian logistics covering specifically the UNJLC (United Nations Joint Logistics Centre) and the Logistics Cluster. In total, 37 semi‐structured interviews were conducted, together with site visits and review of official documentation.

The paper finds that the 4PL concept provides a partial match for the cluster leads with important lessons from the 4PL literature. In particular, lessons are related to selectivity of central participants for the cluster, and the need to develop relationship management skills.

The paper shows some clear areas where lessons from the 4PL literature are highly relevant to the logistics cluster lead. Some of these implications can also be applied to the other clusters, but further concepts should be developed for the cluster system as a whole.

The analysis shows that cluster leads should think of themselves more as facilitators rather than channel captains.

The tasks for the humanitarian cluster leads have been outlined in some detail, but the ways to accomplish them and how they should operate in relation to other actors in the field has been less clear. By using the 4PL concept the paper demonstrates a number of lessons that are relevant to the logistics cluster lead in particular.