Managing projects in decentralised organisations is challenging. IHO is a medium-sized international humanitarian organisation. To improve fleet management in IHO, the goal is to implement vehicle tracking technology. A successful pilot project is followed by a failed rollout. The case examines the managerial and organisational issues affecting the project’s performance.

This case describes the relief supply chain in the initial 72 hours following a large-scale natural disaster. Taking the earthquake in Armenia as an example, we use the Fritz Institute Framework, published in 2005, to draw a parallel between two response systems: the Colombian government response and the National Society of the Red Cross, part of the Red Cross Movement based in Geneva.

Denmark-based Kjaer Group had supplied vehicles and services to humanitarian fleets since 1977. In 2005, in an effort to differentiate their value proposition from that of other suppliers to the sector, they devised an integral fleet management solution, thereby moving from a product to a service based offering (servicising) for their customers.

Malaria causes over 1 million deaths per year, 90% of which are preventable. Drug resistance has become one of the most important barriers to effective treatment. The cheapest and most widely-used drugs are ineffective in most countries.

Global Impact is a US registered non-profit organisation dedicated to 'assuring help for the world's most vulnerable'. Representing more than 50 of the most respected US-based global charities, including CARE, Doctors Without Borders/Medecins Sans Frontiere, and World Vision, it raises funds for its charity members in workplaces across the US and overseas.