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.

Based on a series of deployments (Mozambique-Sudan) the case narrates some of the lessons learned and challenges faced by the United Nations Joint Logistics Center (UNJLC) is using Information Management to reinforce and enact their mandate of interagency coordination in complex crises.

The case illustrates the efforts of the International Federation of Red Cross and Red Crescent (IFRC) in the area of emergency response preparedness. It provides an anecdotal description of IFRC’s failure in promptly responding to the 1998 Hurricane Mitch disaster that swept through Central America.

The case by utilizing the example of the Gujarat earthquake, illustrates the role of The International Federation of Red Cross and Red Crescent (IFRC) as a choreographer of disaster management and the nature of the supply chain - multiple, global, dynamic, and temporary - it coordinates.