Figure 1
An illustration of how NATO and a selection of Nordic countries operationalise the security crisis spectrum from peace to war (based on Finnsih Security Committee, 2017; NATO, 2022; Norwegian Ministry of Defence, 2020; Swedish Civil Contingencies Agency, 2024).
Figure 2
Illustration of “dormant” and “active” defence supply chains across the security crisis spectrum (adapted from Kovács & Tatham (2009) and Norwegian Ministry of Defence (2020)).
Table 1
An overview of search strings.
| KEYWORD COMBINATION | SEARCH STRING |
|---|---|
| Preparedness (phrases) + Defence | (“logistic* preparedness” OR “supply chain preparedness” OR “emergency preparedness” OR “disaster preparedness”) AND (defence OR defense OR military) |
| Preparedness (open) + Defence + Collaboration | (preparedness OR readiness OR contingency) AND (defence OR defense OR military) AND (collabor* OR cooper* OR partnership*) |
| Preparedness (open) + Defence + Logistics | (contingency OR preparedness OR readiness OR resilience) AND (defence OR defense OR military) AND (logistic*) |
| Preparedness (open) + Defence logistics | (contingency OR preparedness OR readiness OR resilience) AND (“defence logistic*” OR “defense logistic*” OR “military logistic*” OR “defence supply chain*” OR “defense supply chain*” OR “military supply chain*”) |
| Disaster mgt. + Defence + Collaboration | (“disaster management” OR “disaster logistics” OR “disaster response” OR “emergency management” OR “emergency logistics” OR “emergency response” OR “crisis management” OR “crisis logistics” OR “crisis response”) AND (defence OR defense OR military) AND (collabor* OR cooper* OR partnership*) |
| Disruption mgt. + Defence | (“supply chain risk management” OR “supply chain resilience” OR “supply chain disruption*”) AND (defence OR defense OR military) |
| Procurement + Logistics + Defence | (procurement OR acquisition OR purchasing OR sourcing) AND (logistic*) AND (defence OR defense OR military) |
| Procurement + Preparedness (open) + Defence | (procurement OR acquisition OR purchasing OR sourcing) AND (contingency OR preparedness OR readiness) AND (defence OR defense OR military) |
| Supplier + Collaboration + Defence | (supplier) AND (collabor* OR cooper* OR partnership*) AND (defence OR defense OR military) |
| Buyer-supplier + Defence | (buyer-supplier*) AND (defence OR defene OR military) |
| Public-private + Defence | (“public-private”) AND (defence OR defense OR military) |
| Contractor + Logistics + Defence | (contractor*) AND (logistic*) AND (defence OR defesnse OR military) |
| Risk sharing + Defence | (“risk sharing”) AND (defence OR defense OR military) |
| Resource sharing + Defence | (“resource sharing” OR “resource pooling”) AND (defence OR defense OR military) |
| Outsourcing + Defence | (outsourcing) AND (defence OR defense OR military) |
Figure 3
Screening and selection of papers.
Figure 4
The connection between the thematic clusters of papers and the main concepts in the conceptual framework (Figure 5). Solid and black lines indicate a primary focus, whereas stippled grey lines indicate a secondary focus.
Table 2
An overview of key dimensions of the reviewed papers. “X” indicates that the dimension is a primary focus, whereas “O” indicates that the dimension has been addressed to some extent despite not being a primary focus of the paper. The “Nation” column refers to the nationality of the defence organisations under investigation.
| PAPER CHARACTERISTICS | CONTEXT OF RESEARCH | |||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| REFERENCE | RESEARCH TOPIC | RESEARCH DESIGN | UNIT OF ANALYSIS | LOGISTICAL ACTIVITY | CONTRACTUAL GOVERNANCE | RELATIONAL GOVERNANCE | NATION | DOMESTIC CONTEXT | DEFENCE INDUSTRY | PEACE LOGISTICS | WAR LOGISTICS | LOGISTICS PREPAREDNESS |
| Thematic cluster 1: Outsourcing drivers and implications | ||||||||||||
| Kinsey (2014) | Outsourcing drivers | Historical analysis, qual | Dyad | Service & supply in general | GBR | O | X | |||||
| Cusumano (2015) | Outsourcing drivers | Case study, qual | Dyad | Service & supply in general | GBR, USA | X | X | |||||
| Erbel (2017) | Outsourcing drivers | Historical analysis, qual | Dyad | Service & supply in general | GBR, USA | O | X | |||||
| Moore (2017) | Scope and scale of outsourcing | Document analysis, qual | Dyad | Service & supply in general | USA | X | ||||||
| Erbel and Kinsey (2018) | Logistics limits on operations | Case study, qual | Dyad | Service & supply in general | GBR | X | ||||||
| Thematic cluster 2: Regulatory challenges in defence procurement | ||||||||||||
| Survila et al. (2016) | Legal prerequisites for crisis response | Case study, qual | Dyad | Service & supply in general | O | O | LTU | X | O | X | ||
| Hellberg (2023) | Legal adaptions for collaboration | Case study, qual | Dyad | Service & supply in general | O | O | SWE | X | X | X | ||
| Meershoek et al. (2023) | Discrimination in defence procurement | Legal analysis, qual | Dyad | Service & supply in general | O | O | NLD | X | O | X | ||
| Thematic cluster 3: Supply chain design and strategies | ||||||||||||
| Wilhite et al. (2014) | Total ownership costs | Conceptual, quan | Supply chain | Maintenance, spare part supply | O | USA | X | X | O | |||
| Ekström et al. (2020) | Military operational requirements | Delphi study, qual | Supply chain | Supplies | SWE | X | X | X | X | X | ||
| Thematic cluster 4: Sourcing and contracting strategies | ||||||||||||
| Parker and Hartley (2003) | Public-private transactions costs | Case study, qual | Dyad | Service & supply in general | X | O | GBR | X | X | O | ||
| Juntunen et al. (2011) | Domestic sourcing | Survey, quan | Dyad | Transport | X | FIN | X | X | X | |||
| Juntunen et al. (2012) | Security-related sourcing | Survey, quan | Dyad | Service & supply in general | X | O | FIN | X | X | O | ||
| Davids et al. (2013) | Military operations sourcing | Case study, qual | Dyad | Facilities mgt., transport | X | Multi. NATO | X | |||||
| Caldwell and Howard (2014) | Oligopolistic market contracting | Case study, qual | Dyad | Maintenance | X | O | GBR | X | X | X | O | O |
| Ekström et al. (2021) | Supplies segmentation | Delphi study, qual | Supply chain | Supplies | O | SWE | X | X | X | O | X | |
| Thematic cluster 5: Collaboration and relationship dynamics | ||||||||||||
| Humphries & Wilding (2004) | Monopolistic market relationships | Surv. & inter., mixed | Dyad | Maintenance, spare part supply | X | GBR | X | X | X | O | ||
| Wilding & Humphries (2006) | Monopolistic market relationships | Surv. & inter., mixed | Dyad | Maintenance, spare part supply | X | X | GBR | X | X | X | X | |
| Johnsen et al. (2009) | Through-life mgt. implications | Case study, qual | Dyad | Maintenance | X | X | GBR | X | X | X | O | |
| Listou (2013) | Military operation collaboration | Case study, qual | Dyad | Ship supply services | O | X | NOR | X | ||||
| Tchokogué et al. (2015) | Military operation collaboration | Case study, qual | Dyad | Service & supply in general | O | X | CAN | X | O | O | ||
| Glas (2017) | Preferential customer treatment | Survey, quan | Dyad | Maintenance, manufacturing | X | GBR | X | X | X | X | ||
| Thematic cluster 6: Outcome-based contracting | ||||||||||||
| Datta and Roy (2011) | Configuration of operations | Case study, qual | Dyad | Maintenance, spare part supply | X | X | GBR | X | X | X | O | |
| Kleeman et al. (2012) | PBL characteristics | Case study, qual | Dyad | Maintenance | O | O | DEU | X | X | X | ||
| Datta and Roy (2013) | Incentive mechanisms | Simulation, quan | Supply chain | Maintenance, spare part supply | X | O | GBR | X | X | X | ||
| Datta et al. (2013) | Labour utilisation | Simulation, quan | Dyad | Maintenance, spare part supply | GBR | X | X | X | ||||
| Glas et al. (2013) | PBL portfolio | Conceptual, qual | Dyad | Maintenance, spare part supply | X | Multi. NATO | X | X | X | X | X | |
| Randall et al. (2015) | PBL success factors | Interviews, qual | Dyad | Maintenance, spare part supply | O | X | USA | X | X | X | ||
| Howard et al. (2016) | Principal-agent behaviour | Case study, qual | Triad | Maintenance, spare part supply | X | GBR | X | X | X | |||
| Häyhtiö (2016) | Performance metrics in service delivery | Case study, qual | Dyad | Catering services | X | FIN | X | X | ||||
| Alqhatani et al. (2023) | PBL effectiveness factors | Literature review | n/a | Maintenance, spare part supply | X | X | n/a | n/a | X | X | O | O |
Figure 5
A proposed conceptual framework for the governance of buyer-supplier relationships in defence supply chains across the security crisis spectrum.
Figure 6
A proposed research agenda.