Contact:

programs@gbsn.org

GBSN welcomes university students from various fields to form teams and engage in an international virtual contest to devise solutions for social logistics issues. The Social Logistics Challenge is designed to immerse learners in a digital environment that promotes teamwork, encourages collaboration, and stimulates innovation in addressing societal problems using logistics principles and technology. Upon finishing the competition, participants can earn an international micro-credential.

The Challenge

Identify and define a social logistics problem in a community and propose an actionable business solution to address the problem. Social logistics involves applying logistics principles and methods to solve societal issues by considering human factors. The proposed solution should be relevant to the local community, outline the involved stakeholders, and demonstrate its alignment with one or more of the 17 UN Sustainable Development Goals (SDGs). Teams are encouraged to identify any technological disruptions within the problem and/or illustrate the role of technology in their solution.

You are invited to address a range of social logistics issues, including food supply and distribution, crisis response and disaster relief, healthcare and medical supply chain, transportation and mobility, and more. We encourage submissions that draw from diverse fields including conventional supply chain knowledge, humanitarian logistics, communication, programming, and technology.

This is a team-based, virtual contest and we encourage you to build teams that promote interdisciplinary and multi-university cooperation.

How does it work?

Register your team

We encourage multi-disciplinary teams of 2-5 students from different schools, disciplines, and levels. Schools are welcome to have more than one team. GBSN will not accept individual registrations. Teams must consist of students who are currently enrolled in a higher education institution.

Identify a local problem

Use your logistical knowledge and training to improve a societal problem. Be sure to identify the community impacted by this problem, the multiple stakeholders involved and, most importantly, how addressing this challenge supports one of the 17 UN Sustainable Development Goals.

Develop your solution

Develop a unique and implementable solution that can be relevantly applied in a specific local context. Demonstrate that solution in a creative format. This year, we are encouraging highlights of technology disruptions or solutions.

Deliverables

Each team will prepare and submit a Solutions Package that incorporates a written report and a visual creative illustration.

Part 1: Written Report

The Written Report must be no longer than 5 pages in length (double spaced) and must be in English or with English translations. It should be submitted as a PDF and should be organized into the following:

Problem Statement:
- Social logistics related problem
- Understanding the problem as it relates to its context
- Proof of research
Solution development and implementation plan:
- Business concept(s) applied in the solution
- Proof of research
UN Sustainable Development Goal(s) addressed:
- Define the UN SDG
- Illustrate how the solution addresses the UN SDG
The role of technology:
- Technological disruptions within the problem / the role of technology in the solution

GBSN does not require a specific submission template; MLA, APA, etc., is suitable. We are mainly concerned with the content.

Part 2: Creative Illustration

Creative Illustrations can include any visual format, such as videos, slide presentations, interviews, infographics, posters, podcasts, etc. They can be submitted in PowerPoint, Google Slides, MOV, MP4, JPEG, and PNG files. Teams are encouraged to think outside of the box, engage local participants in their field work, and capture local perspectives from key stakeholders.

The illustration must be in English or with an English translation. If videos are submitted, they must be limited to 3 minutes in length and include English subtitles, if relevant.

Creative illustrations should address the following:

Region represented
Social Logistics problem clearly identified
Business solution
Human factor
Related UN SDG(s)
Role of technology

Timeline

Team Registration Deadline: October 10, 2025

Challenge Submission Deadline: October 23, 2025

Preliminary Judging Period: October 24-30, 2025

Top 5 Teams Announced/Scheduling Begins: TBA

Top Five Team Presentations: November 12-13, 2025

Winning Team Announced: TBD

Award Guidelines

Thanks to our sponsors, a $5,000 scholarship prize will be awarded to the 1st place team, and $1,000 to the 2nd and 3rd place teams! The awards will be transferred via the students’ respective institutions’ financial departments and evenly distributed among the winning team members. The funds must be used towards educational expenses such as school materials, housing, tuition, and programs. Any scholarship funds are to be distributed among team members and applied toward the students’ education via their enrolling institutions. Teams are advised to consult with their universities about their disbursement policies.

Judging Process & Criteria

Judging for this competition will happen in two phases. Phase 1 (preliminary judging) determines the Top Five teams to advance to the Finals Round. The Finals Round involves live presentations to a panel of judges, who ultimately determine the first-place winner.

Each Solutions Package should illustrate and consider the following:

The solution must address a social challenge related to logistics
The solution must clearly demonstrate components of logistics principles, including, but not limited to, supply chain management
The solution must benefit society, on a local or global scale
The solution must be locally relevant and multidisciplinary
The solution must clearly address one or more of the 17 UN SDGs
The problem and/or solution must integrate a human aspect and a digital element

In addition, preliminary judges will also evaluate submissions on the following dimensions:

How well your team describes the problem and its local relevance
Whether or not your team demonstrates creativity
Whether or not the solution your team develops is feasible
How your solution addresses one or more of the UN Sustainable Development Goals
How does your solution address the intersection between people and technology?

Finals Round: LIVE Presentations + Judging Panel Q&A

The Top 5 teams will deliver a LIVE presentation to an panel of judges, followed by a Q&A with the judges. The full session will be recorded.

10-minute pitch LIVE presentation

All team members must participate in the LIVE pitch for the team to be eligible to win the prize. Participation is defined as a minimum of 1 minute of speaking during the presentation.
Teams can include supplemental materials to support their LIVE presentations in the finals round, including, but not limited to the previously submitted creative illustration.

A 15-minute Q&A with the judges.

All team members must remain present for the virtual Q&A
The Q&A will be moderated by a GBSN staff member to keep time and ensure equal distribution of participation between judges and teams

Exclusive Workshop

Students competing in the Social Logistics Challenge are invited to join us on October 16 from 9:00–10:00 am EST for an interactive workshop designed to help you strengthen your Social Logistics Challenge submission by exploring the Flourishing Business Canvas (FBC). Led by Professor Larry Clay, Assistant Professor of Business and Management at Marymount University, USA, this hands-on session will guide you through applying the FBC on Miro and give you practical strategies to integrate into your competition project.

About the Workshop

In this 1-hour interactive workshop, participants in the Social Logistics Competition will be introduced to the Flourishing Business Canvas (FBC)—a next-generation tool for designing businesses that enable people, communities, and the environment to thrive.

Unlike traditional business models focused primarily on profit, the Flourishing Business Canvas helps entrepreneurs imagine organizations that balance economic, social, and environmental value creation.

Using the Miro platform, students will actively engage with the FBC framework, exploring how to map stakeholders, identify value exchanges, and design strategies that align with the principles of flourishing. By the end of the session, participants will understand the structure and purpose of the Flourishing Business Canvas, practice applying it to new venture ideas, and gain clarity on how to use it in their competition projects. Students will also be introduced to the Interactive Guide as a complementary tool for deepening their practice after the workshop.

Need Inspiration?

The following are a few examples of previous qualifying social logistics solutions. Please make sure to integrate technology for this year. You can email the GBSN team if you would like us to check your problem/solution!

Example 1

As GBSN has learned from working with CIPE in Papua New Guinea, starting a business is challenging due to economic climate, government regulations, and local support. A student team from PNG could develop a solution surrounding logistically establishing a business incubation site in their local community.

Example 2

Ethiopia is a large producer of honey wine, known as Tej, however, local sellers are having difficulty storing and selling large quantities to wholesalers, especially in the current war-torn environment. Student teams could collaborate to configure a plan for mass production of Tej to assist their local economies, while keeping the businesses safe.

Example 3

Crane and Company has been providing paper for the US Bureau of Engraving and Printing since the late 17th century. As the digital age becomes more apparent and less businesses take cash, there are several problems that can arise. Several emerging economies, especially in the Caribbean and Latin America still rely on the US dollar for forms of payment. How can students find a solution to help the printers, distributors, and users of cash?

Example 4

Even in very economically developed countries, such as Australia, people become equal in the wake of climate change. Floods, droughts, and wildfires are among the largest forces to affect Australia’s natural habitat. How can students develop a safety preparedness logistics solution to protect the natural environment in the event of these wild occurrences and keep people safe?

Example 5

In the United States, school and mass shootings have unfortunately become widely prevalent. California has set itself apart with more shootings than any other state. A logistical solution could explore the supply chain of guns in specific cities within the state, including a look into which stores are selling weapons, and how they are abiding by the law.

Example 6

As we all know, the invasion of Ukraine has affected nations across the globe, especially in neighboring European countries. As countries, such as Germany, are sanctioning Russian oil, there is a massive effect on transportation within the country. German students could look into alternative transportation logistics or even gas/oil supply chains within their communities that do not support the war.

Example 7

Education in several countries in Africa is a challenging feat, but especially in territories affected by militias and war, such as in Northeastern Nigeria, affected by Boko Haram. How can students come together to develop a solution that helps children in these areas achieve education safely?

Example 8

In the Syrian refugee camps in Jordan, refugees depend on food assistance, usually in the form of vouchers. Oftentimes, these are not always the most nutritious foods, rather they are inexpensive and easy to ship. What solutions can be developed by teams to provide nutritionally sustainable foods to these camps?

Preliminary Judges

Larry Clay
Assistant Professor of Business and Management
Marymount University
USA
Lydia Novoszel
Research Associate, Institute for Transport and Logistics Management
WU Vienna University of Economics
Austria
Cheyne Wooderson
Academic Tutor and Doctoral Researcher
Edinburgh Business School, Heriot-Watt University University
United Kingdom
Dr. Zakiya Abdul Samad
Assistant Professor
Heriot Watt University
United Arab Emirates
Huma Imdad
Incubator Manager
Heriot Watt University Dubai
United Arab Emirates
Jorandi Scholtz
Impact and Partnership Development Manager – MBA Corporate Engagement
University of Exeter
United Kingdom
Dr. Kamran Chatha
Senior Lecturer in Management Science and Operations, Director of Doctoral Programs
Loughborough Business School, Loughborough University
United Kingdom
Laura Steele
Reader of Business Ethics and Sustainability
Queen's Business School
United Kingdom
Sandy Hassan
Assistant Professor
Heriot Watt University
United Kingdom
Dr. Albert Attom
University Teacher in Human Resource Management and Organisational Behaviour
Loughborough Business School
United Kingdom
Alejandro Allera
Professor of Practice, Head of MSc, Supply Chain and Purchasing (Alternance, Paris), Operations, Information & Decisions Department
MBS School of Business
France
Alessandro Ciano
Head of Sales at Overlab
Polimi Graduate School of Management
Italy
Dr. Anand Ellur
Associate Professor
SDM Institute for Management Development
India
Arindam Das
Professor, Strategy
S. P. Jain Institute of Management & Research
India
August Papadopoulos
Director Impact & Engagement
Rotterdam School of Management, Erasmus University
Netherlands
Clive Asande
Business Development Manager
Strathmore University
Kenya
Dr. Areej Aftab Siddiqui
Program director BBA I Faculty of Global Trade
Dubai Business School
United Arab Emirates
Dr. Carla Pereira
Lecturer in Operations and Supply Chain Management
The Open University Business School
United Kingdom
Dina Abdel Fattah
Chair of the Department of Economics
Onsi Sawiris School of Business
Egypt
Dr. Disraeli Asante-Darko
Associate Professor
Ashesi University
Ghana
Dr. Kwadwo Agyei Nyantakyi
Senior Lecturer
Ghana Institute of Management and Public Adminitration
Ghana
Dr. Lijo John
Assistant Professor in Operations & logistics
Heriot Watt University
United Kingdom
Dr. Bahareh Zahoori
Assistant Professor in Supply Chain Management & Analytics
Heriot Watt University
United Kingdom
Dr. Guven Gurkan Inan
Assistant Professor in Operations & Logistics
Heriot Watt University
United Kingdom
Dr. Maryam Sholevar
Assistant Professor in Logistics
Heriot Watt University
United Kingdom
Dr. Faith Njaramba
Faculty Member
Strathmore University
Kenya
Geoffrey Otieno
International Strategy and Business Transformation Consultant
Strathmore University
Kenya
Dr. Ha Ta
Assistant Professor, Department of Marketing & Logistics
Florida International University
USA
Henry Ogundolire
Director, Learning Innovation
Lagos Business School
Nigeria
Ilias Kapareliotis
Associate Professor of Marketing
The American College of Greece
Greece
Jacinta Ifeoma Anakua
Head of Advancement
Lagos Business School
Nigeria
James Parfree
Quality and Accreditation Manager
Monash Business School, Monash University, Melbourne
Australia
Jérôme Schatzman
Director
ESSEC BUSINESS SCHOOL
France
Leon Van Jaarsveldt
Assistant Professor
National Taiwan University
Taiwan
Lieven R.J. Quintens
Senior Lecturer
Maastricht University
Netherlands
Dr. Marina Arnaut
Assistant Professor of Management and Entrepreneurship
Dubai Business School, University of Dubai
United Arab Emirates
Maureen Kangu
Assistant Professor of marketing
United States international University, Africa
Kenya
Minh Tam Tran
Assistant Professor of Management Science and Operations Research
NEOMA Business School
France
Dr Nicoleta S. Tipi
Senior Lecturer in Operations and Supply Chain
Open University Business School
United Kingdom
Nilakshi Galahitiyawe
Assistant Professor in Operations Management
Heriot Watt University
United Kingdom
Peninah Kanyua
Adjunct Lecturer
Strathmore University
Kenya
Dr. Priya Solomon
Head of Department (Finance)
Universal Ai University
India
Dr. Richmond Okafor
Entrepreneur | Innovator | Educator
Lagos Business School
Nigeria
Dr Sanaz Sigaroudi
Senior Lecturer in Strategy and Innovation and Assessment Lead
Leeds University Business School
United Kingdom
Sandeep Puri
Professor of Marketing
Asian Institute of Management
Philippines
Dr. Sandip Rakshit
Associate Professor
Rabat Business School
Morocco
Sandonei Chiodini
Director of Faculty-Led and Custom Global Programs
Bentley University
USA
Dr Souleymane Ndao
irector of Partnerships and International Relations
Groupe ISM
Senegal
Dr. Sunil Lalchandani
Management Faculty
School of Management (UG), Universal AI University, Mumbai
India
Dr. Tunde Ekpe
Adjunct Faculty
Lagos Business school
Nigeria
Vasu Srivibha
Chief Impact Officer
Sasin School of Management
Thailand
Xia Zhu
Lecturer in Marketing
Faculty of Business and Law, The Open University
United Kingdom
Olga Matthias
Professor of Operations Management
Heriot Watt University
United Kingdom

Final Judges

Dr. Shereen Nassar
Associate Professor in logistics and Supply Chain Management
Edinburgh Business School, Heriot-Watt University
United Kingdom
Roberta Blankson
Consultant
African Development Bank
Ivory Coast (Cote D`Ivoire)
Pamela Steele
Supply Chain Transformation Director
Pamela Steele Associates
United Kingdom
Andrea Davis
President & CEO
The Resiliency Initiative
USA

The Social Logistics Challenge