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Journal articles on the topic 'Agile supply chain'

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Published: 4 June 2021
Last updated: 18 February 2022

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1

Christopher, Martin. "The Agile Supply Chain." Industrial Marketing Management 29, no. 1 (January 2000): 37–44. http://dx.doi.org/10.1016/s0019-8501(99)00110-8.

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BALAJI, M., V. VEL MURUGAN, and N. R. ARUN KUMAR. "CREATING AGILE SUPPLY CHAINS BY TADS." Latin American Applied Research - An international journal 44, no. 4 (October 31, 2014): 345–50. http://dx.doi.org/10.52292/j.laar.2014.464.

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Global markets are now becoming volatile in most industries and the importance of their abilities to adapt to rapid and unexpected changes have surfaced. Modern organizations have to respond quickly to their customers’ dynamic demands without compromising on quality, productivity and cost. Achieving agility lies in de-signing agile friendly processes and thus firms need to concentrate on their supply chains and its enablers in the attempt of redressing themselves as responsive supply chains. To evaluate and improve the levels of supply chain agility, a model called Total Agile Design System (TADS) is proposed. TADS as a methodology identifies supply chain enablers and prioritize them in order to achieve supply chain agility. In this scoring model, agility index before and after implementation of TADS are measured and discussed. The results validate the proposed model and lend evidence to the current thinking of impinging on agile concepts in traditional supply chains for competitive advantage and survival.
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Kumar Sharma, Satyendra, and Anil Bhat. "Modelling supply chain agility enablers using ISM." Journal of Modelling in Management 9, no. 2 (July 15, 2014): 200–214. http://dx.doi.org/10.1108/jm2-07-2012-0022.

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Purpose – The purpose of this paper is to present an approach to effective supply chain management by understanding the dynamics between various enablers of agile supply chain. Today’s business environment is characterized as a highly competitive, dynamic and volatile market. Agile supply chain is seen as the winning strategy to be adopted by manufacturers bracing themselves for dramatic performance enhancements to become national and international leaders. Design/methodology/approach – Using interpretive structural modeling the research presents a hierarchy-based model and the mutual relationships among the enablers of agile supply chain. Findings – The research shows that there exists a group of enablers having a high driving power and low dependence requiring maximum attention and of strategic importance, whereas another group consists of those variables which have high dependence and are the resultant actions. Practical implications – This classification provides a useful tool to supply chain managers to differentiate between independent and dependent variables and their mutual relationships which would help them to focus on those key variables that are most important for building cost-effective and agile supply chains. Originality/value – Presentation of enablers in a hierarchy and the classification into driver and dependent categories is unique effort in the area of agile supply chain management.
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Xu, Nai-Ru, Jia-Bao Liu, De-Xun Li, and Jun Wang. "Research on Evolutionary Mechanism of Agile Supply Chain Network via Complex Network Theory." Mathematical Problems in Engineering 2016 (2016): 1–9. http://dx.doi.org/10.1155/2016/4346580.

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The paper establishes the evolutionary mechanism model of agile supply chain network by means of complex network theory which can be used to describe the growth process of the agile supply chain network and analyze the complexity of the agile supply chain network. After introducing the process and the suitability of taking complex network theory into supply chain network research, the paper applies complex network theory into the agile supply chain network research, analyzes the complexity of agile supply chain network, presents the evolutionary mechanism of agile supply chain network based on complex network theory, and uses Matlab to simulate degree distribution, average path length, clustering coefficient, and node betweenness. Simulation results show that the evolution result displays the scale-free property. It lays the foundations of further research on agile supply chain network based on complex network theory.
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Sangari, Mohamad Sadegh, and Jafar Razmi. "Business intelligence competence, agile capabilities, and agile performance in supply chain." International Journal of Logistics Management 26, no. 2 (August 10, 2015): 356–80. http://dx.doi.org/10.1108/ijlm-01-2013-0012.

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Purpose – The purpose of this paper is to study the role of business intelligence (BI) in achieving agility in supply chain context by examining the relationship between BI competence, agile capabilities, and agile performance of the supply chain. Design/methodology/approach – A theoretical framework is developed drawing on the resource-based view, the dynamic capabilities perspective, and the competence-capability relationship paradigm, as well as an extensive review of the literature. Structural equation modeling is employed to analyze the data collected from Iranian manufacturers in the automotive industry. Findings – The empirical results support the conceptualization of supply chain BI competence as a multi-dimensional construct comprising managerial, technical, and cultural competence, and confirm that it is a key enabler of supply chain agility in terms of both agile capabilities and agile performance. The results also provide support for partial mediation of agile capabilities on the relationship between BI competence and agile performance of the supply chain. Originality/value – This paper provides a response to the identified need for empirical evidence on the benefits derived from BI, especially in the supply chain context. It also contributes to the existing supply chain agility literature by providing insight into the value and role of BI in enhancing agile capabilities and performance in the inter-organizational supply chain.
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6

Matawale, Chhabi Ram, Saurav Datta, and S. S. Mahapatra. "Supplier selection in agile supply chain." Benchmarking: An International Journal 23, no. 7 (October 3, 2016): 2027–60. http://dx.doi.org/10.1108/bij-07-2015-0067.

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Purpose The recent global market trend is seemed enforcing existing manufacturing organizations (as well as service sectors) to improve existing supply chain systems or to take up/adapt advanced manufacturing strategies for being competitive. The concept of the agile supply chain (ASC) has become increasingly important as a means of achieving a competitive edge in highly turbulent business environments. An ASC is a dynamic alliance of member enterprises, the formation of which is likely to introduce velocity, responsiveness, and flexibility into the manufacturing system. In ASC management, supplier/partner selection is a key strategic concern. Apart from traditional supplier/partner selection criteria; different agility-related criteria/attributes need to be taken under consideration while selecting an appropriate supplier in an ASC. The paper aims to discuss these issues. Design/methodology/approach Therefore, evaluation and selection of potential supplier in an ASC have become an important multi-criteria decision making problem. Most of the evaluation criteria being subjective in nature; traditional decision-making approaches (mostly dealing with objective data) fail to solve this problem. However, fuzzy set theory appears an important mean to tackle with vague and imprecise data given by the experts. In this work, application potential of the fuzzy multi-level multi-criteria decision making (FMLMCDM) approach proposed by Chu and Velásquez (2009) and Chu and Varma (2012) has been examined and compared to that of Fuzzy-techniques for order preference by similarity to ideal solution (TOPSIS) and Fuzzy-MOORA in the context of supplier selection in ASC. Findings It has been observed that similar ranking order appears in FMLMCDM as well as Fuzzy-TOPSIS. In Fuzzy-MOORA, the best alternative appears same as in case of FMLMCDM as well as Fuzzy-TOPSIS; but for other alternatives ranking order differs. A comparative analysis has also been made in view of working principles of FMLMCDM, Fuzzy-TOPSIS as well as Fuzzy-MOORA. Originality/value Application feasibility of FMLMCDM approach has been verified in comparison with Fuzzy-TOPSIS and Fuzzy-MOORA in the context of agile supplier selection.
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Routroy, Srikanta, and Arjun Shankar. "Performance analysis of agile supply chain." International Journal of Manufacturing Technology and Management 29, no. 3/4 (2015): 180. http://dx.doi.org/10.1504/ijmtm.2015.069255.

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Oloruntoba, Richard, and Richard Gray. "Humanitarian aid: an agile supply chain?" Supply Chain Management: An International Journal 11, no. 2 (March 2006): 115–20. http://dx.doi.org/10.1108/13598540610652492.

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Tang, Jin Peng, and Ling Lin Li. "Multi-Agent Applied Research in Agile Supply Chain." Advanced Materials Research 712-715 (June 2013): 3059–62. http://dx.doi.org/10.4028/www.scientific.net/amr.712-715.3059.

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Introduced intelligent agents to agile supply chain, designed multi-agent coordination mechanism for agents, then proposed agile supply chain based on multi-agent system. This mechanism is applied to a specific enterprise. Multi-Agent strengthens the agile supply chain system reliability, flexibility and scalability, and improves the competitiveness of enterprises.
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Dong, Hai, and Chun Ling Li. "Agile Supply Chain Performance Evaluation of Automobile Manufacturing Based on Regression Analysis." Applied Mechanics and Materials 397-400 (September 2013): 2662–66. http://dx.doi.org/10.4028/www.scientific.net/amm.397-400.2662.

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Considering the current agile supply chain performance evaluation methods of automobile manufacturing has defects such as low accuracy, complex computing. This paper proposes the agile supply chain performance evaluation of automobile manufacturing based on regression analysis. Firstly, the index system of agile supply chain performance evaluation of automobile manufacturing is established. Secondly, the agile supply chain performance evaluation model is build based on regression analysis. Finally, the feasibility and availability of this model are verified combined with the numerical examples.
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11

McMaster, May, Charlie Nettleton, Christeen Tom, Belanda Xu, Cheng Cao, and Ping Qiao. "Risk Management: Rethinking Fashion Supply Chain Management for Multinational Corporations in Light of the COVID-19 Outbreak." Journal of Risk and Financial Management 13, no. 8 (August 4, 2020): 173. http://dx.doi.org/10.3390/jrfm13080173.

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Through an international business risk management lens, the widespread and catalytic implications of the 2020 COVID-19 pandemic on the supply chains (SCs) of fashion multinational corporations (MNC) are analyzed to contribute to existing research on supply chain management (SCM). While a movement towards agile, networked supply chain models had been in consideration for many firms prior to the outbreak, the pandemic highlights issues inherent in supply chains that employ concentrated production. We examined the current state of fashion supply chains, risks that have arisen historically and recently, and existing risk mitigation methods. We found that while lean supply chain management is primarily favored for its cost and waste reduction advantages, the structure is limited by the lack of supply chain transparency that results as well as the increasing demand volatility observed even before the COVID-19 outbreak. Although this problem might exist in the agile supply chain, agile supply chains combat this by focusing on enhancing communication and buyer-supplier relationships to improve information exchange. However, this structure also entails an associated increase in inventory and inventory costs. The COVID-19 pandemic has caused supply and demand disruptions which have resonating effects on supply chain activities and management, indicating a need to build flexibility to mitigate epidemic and demand risks. To address this, several strategies that firms can adopt to control for such risks are outlined and key areas for further research are identified which consider parties both upstream and downstream of the fashion supply chain.
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Fang, Guo Yi, and Yan Jun Wang. "A Method for Jet Fuel Suppliers Evaluation Based on Agile Supply Chain." Applied Mechanics and Materials 26-28 (June 2010): 1083–87. http://dx.doi.org/10.4028/www.scientific.net/amm.26-28.1083.

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Jet fuel supply chains are increasingly becoming agile. To build agile supply chains, jet fuel companies first need to have access to a large supply base and secondly need an efficient mechanism for supplier evaluation and selection. In this paper, we analysis the standard for evaluating jet fuel supplier and constructs an evaluation index system for jet fuel supplier evaluation in an agile supply chain. The index system consists of five primary indexes and fifteen secondary indexes. We also develop an evaluation method for jet fuel suppliers based on relational degree analysis and the method is demonstrated with an example.
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13

Sriyakul, Thanaporn, Andi Luhur Prianto, and Kittisak Jermsittiparsert. "IS THE SUPPLY CHAIN ORIENTATION IN AN AGILE SUPPLY CHAIN DETERMINING THE SUPPLY CHAIN PERFORMANCE?" Humanities & Social Sciences Reviews 7, no. 3 (August 25, 2019): 695–702. http://dx.doi.org/10.18510/hssr.2019.73100.

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Purpose: The prime objective of the current study is to investigate the relationship between agile supply chain agility, supply chain performance and the supply chain orientation in Indonesia SMEs. In addition to that the indirect relationship between and among the supply chain orientation, supply chain agility and supply chain performance is examined. Employing the survey-based methodology, the SEM-PLS technique is used to test the hypothesized relationships. Methodology: Current study has used SEM-PLS as a statistical tool to answer the research questions raised in this study and research objectives envisaged in the current study. Results: The findings of the study have provided support to the theoretical foundation and proposed hypothesis of the current study. Current study will be helpful for policymakers and practitioners in understanding the issues related to supply chain risk, supply chain integration and supply chain agility. In the author's knowledge this is among very few pioneering studies on this issue.
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14

Weeks, Kelly. "Agile, online supply chains." Strategic Direction 32, no. 11 (November 8, 2016): 35–37. http://dx.doi.org/10.1108/sd-07-2016-0099.

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach Viewpoint. Findings Fisher reports an increase in mobile and work-at-home jobs occurred in 2013. This trend is expected to continue as companies strive to be more competitive on a global scale. Service-oriented firms are not the only ones to benefit from supply chain flexibility strategies. Apple and Dell are both wildly successful and are considered highly flexible firms. One general complaint from all virtual workers is connectivity issues. This is inherent with the position. Locations in third world countries are more susceptible to online issues. If a constant source of electricity or internet availability is an issue, it goes without saying that workers’ productivity will be affected. So far, this potential downfall has not proven a major problem for companies. Will other companies follow the leader and begin using more remote access positions within their firms? If they value the knowledge from benchmarking, then yes. Rather they should, as long as they possess the needed resources. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Al-Zabidi, Ayoub, Ateekh Ur Rehman, and Mohammed Alkahtani. "An Approach to Assess Sustainable Supply Chain Agility for a Manufacturing Organization." Sustainability 13, no. 4 (February 6, 2021): 1752. http://dx.doi.org/10.3390/su13041752.

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Worldwide business organizations realize that agility of sustainable supply-chain is a requisite need for survival in a dynamic, competitive, and unpredictable market. The contribution of this research is to explore and evaluate sustainable agility in supply chains for a dairy manufacturing organization located in Saudi Arabia. Other contributions of this research are to update the literature about the different factors contributing to achieve agile supply chain, propose conceptual framework and assessment approach incorporating the relationships between sustainable supply-chain capabilities, enablers, and attributes, and shortlisting the agility barriers and how they would facilitate manufacturing organizations’ performance. The paper presents supply chain agility evaluation approach, which covers identification of agile supply-chain capabilities and drivers. It also presents a conceptual model and a framework to define agility level and barriers within the supply-chain. In the paper, fuzzy logic approach is preferred, owing to its capability to incorporate and deal with problems involving impreciseness and vagueness phenomena. Threshold-value in this study for the case organization is set to 0.24829. The outcome of the adopted approach indicates that 21 attributes performed below the threshold value; these attributes are further categorized as agility barriers. These are the barriers within their supply chain that impact the agility-level. For the case organization, the foremost priority is to enhance maintainability and serviceability to make it flexible and inexpensive to establish an agile responsive supply chain. At the same time, it should have priority to focus on development and integration of their core competencies to deal with cross-functional and cross-enterprise issues in supply chain. For the case organization, the agility level was found “very agile,” although it is below the “extremely agile.” Thus, a study was developed to understand the behaviour of the supply chain agility and assess/evaluate it to support decision makers in order to develop a strategic solution for different organizational barriers.
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ESMAEEL, RAGHED IBRAHIM, Inda Sukati, and Noriza Mohd Jamal. "The Moderating Role of Advance Manufacturing Technology (AMT) on the Relationship between LARG- Supply Chain and Supply Chain Performance." Asian Social Science 11, no. 28 (November 22, 2015): 37. http://dx.doi.org/10.5539/ass.v11n28p37.

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<p>Supply-chain management (SCM) considers one of the essential parts in international marketplaces. Supply-chain management comprises a number of paradigms such as Lean, Agile, Resilient, and Green (LARG). This research explains that advanced manufacturing technology (AMT) has a significant effect on the relationship between LARG-supply chain, which comprise (lean, agile, resilient, and green) with supply chain performance.The following study illustrates the correlation between each variable like (lean, agile, resilient, and green) LARG-supply chain with supply chain performance, next to an investigated suitable theory.This study utilizes several library entrances toward assembly knowledge.This study suggests the framework of research during its determination each variable this study,which comprise independent variable, moderator, and dependent variables.</p><p> </p>
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Hassani, Youssef, Ioana Ceauşu, and Adrian Iordache. "Lean and Agile model implementation for managing the supply chain." Proceedings of the International Conference on Business Excellence 14, no. 1 (July 1, 2020): 847–58. http://dx.doi.org/10.2478/picbe-2020-0081.

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AbstractEven though both researchers and practitioners propose several approaches to supply chain management research and the scientific literature shows that several methods have been implemented for supply chain management, the studies carried out have not revealed a formalized process or a clear method for supply chain integration. Indeed, there is a specific way to achieve this integration in the supply chain and there are differences in how one company does it compared to another. More recently, an alternative based on the Lean and Agile paradigms has been presented. The implementation of the Lean and Agile models to the supply chain aims to improve and simplify the production and the process of minimizing or eliminating wastes of all kinds, raise the productivity of the supply chain, increase the capability to respond quickly to unpredictable and changing customer demands and to take advantage of the uncertainty and the volatility of the market in the medium term. The main objective of this paper is to conduct an impact study on the implementation of Lean and Agile models in the supply chain, based on a review of the scientific literature concerning the models implemented to improve the productivity of the supply chain. We aim to identify and analyze the research carried out regarding the implementation of Lean and Agile models in order to improve the supply chain management, the results achieved and future research directions. Although the Lean and Agility paradigms are distinct and can be developed differently, they can be successfully integrated into a well-designed supply chain integration that involves a substantial degree of ambiguity in terms of significance and level of application across different supply chains, in order to increase the capacity to act, react and adapt to changes in demand and supply.
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Do, Quynh Nhu, Nishikant Mishra, Nur Baiti Ingga Wulandhari, Amar Ramudhin, Uthayasankar Sivarajah, and Gavin Milligan. "Supply chain agility responding to unprecedented changes: empirical evidence from the UK food supply chain during COVID-19 crisis." Supply Chain Management: An International Journal 26, no. 6 (June 23, 2021): 737–52. http://dx.doi.org/10.1108/scm-09-2020-0470.

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Purpose The COVID-19 outbreak has imposed extensive shocks embracing all stages of the food supply chain (FSC). Although the magnitude is still unfolding, the FSC responds with remarkable speed, to mitigate the disruptive consequences and sustain operations. This paper aims to investigate how operationalising supply chain agility (SCA) practices has occurred amid the COVID-19 crisis and expectations for how those practices could transform the supply chain in the post-COVID-19 era. Design/methodology/approach Following an exploratory case-based design, this paper examines the various agile responses that three supply chains (meat, fresh vegetables and bread) adopted and elaborate using the dynamic capability (DC) theoretical lens. Findings First, the findings demonstrate how, in the wake of the COVID-19 pandemic, each affected case pursued various agile responses through sensing and seizing capabilities. Sensing includes identifying and assessing the relevant opportunities and threats associated with the specific supply chain context. Seizing involves acquiring, combining and modifying the tangible and intangible resources at the firm and supply chain levels. Second, supply chain transformation is likely if firms and their supply chain develop the sustaining capability to ensure that the desirable changes outlast the crisis. Practical implications This study provides an actionable guide for practitioners to develop agile responses to systemic changes in times of crisis and to sustain favourable changes so as to enable their outlasting of the crisis. Originality/value This study provides a novel and unique perspective on the role of SCA in crisis – in this case, the pandemic. This paper synthesises the empirical stories of the agile responses in the FSC and elaborates on the DC framework, to identify theoretical and practical implications. This paper establishes the sustaining capability as the missing DC capability for enabling transformation in the post-COVID-19 era.
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Zhang, Wei, Yan Xu, and Xin Fa Dong. "Design and Implementation of the Agile Supply Chain Information Sharing Platform in Steel Industry based on Service-Oriented Architecture and Web Service." Advanced Materials Research 505 (April 2012): 75–81. http://dx.doi.org/10.4028/www.scientific.net/amr.505.75.

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Agile supply chain management is becoming an important subject in steel business management and technological innovation in China. Through researching on agile supply chain management in Iron and steel enterprises, advices and schemes are proposed which will accelerate the development of Chinese steel industry, enhance its market responsiveness and competitiveness, and help it obtains cost advantage. In this work, we apply Service-Oriented Architecture and Web Service technology into the agile supply chain management system in steel industry, and build agile supply chain information sharing platform which is based on Web Service, so the system will achieve data sharing and operation sharing, so as to achieve applications that is cross-platform, cross-system and high multiplexing distributed.
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Wang, Jian Hua, Qiang Mei, Xian Feng Huang, and Jian Qiang Luo. "Static Scheduling Model and its Heuristic Algorithm for Agile Supply Chain Based on Schedulable Periods." Applied Mechanics and Materials 235 (November 2012): 356–61. http://dx.doi.org/10.4028/www.scientific.net/amm.235.356.

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Agile supply chain must possess the ability of utilizing alliance corporations’ production capacity fully in a systematic view, in order to meet the market demands and its changes quickly and economically. Powerful scheduling techniques are the key support for supply chains’ agility. Based on the discontinuous schedulable periods of suppliers, an agile supply chain static scheduling under schedulable periods (ASCSSSP) of multiple optional suppliers for each part is studied. According to the final product’s supplying BOM, this paper sets up a structural framework model for agile supply chains firstly, then analyzes and builds a mathematic model for the task assignment and schedule optimization of ASCSSSP with the supply-demand time and quantity constraints, and especially designs a novel heuristic algorithm of Task Adjusted by Cost (TAC) to solve the model. Finally, by some numerical experiments, the efficiency and practicability of the model and algorithm is verified by contrasting analysis.
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Huang, Chun Che, Wen Yau Liang, and Shian Hua Lin. "An agile approach for supply chain modeling." Transportation Research Part E: Logistics and Transportation Review 45, no. 3 (May 2009): 380–97. http://dx.doi.org/10.1016/j.tre.2008.09.013.

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I. van Hoek, Remko, Alan Harrison, and Martin Christopher. "Measuring agile capabilities in the supply chain." International Journal of Operations & Production Management 21, no. 1/2 (January 2001): 126–48. http://dx.doi.org/10.1108/01443570110358495.

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Siddhartha, N. A., and Amit Sachan. "Review of agile supply chain implementation frameworks." International Journal of Business Performance and Supply Chain Modelling 8, no. 1 (2016): 27. http://dx.doi.org/10.1504/ijbpscm.2016.075999.

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Bal, Jay, Richard Wilding, and John Gundry. "Virtual Teaming in the Agile Supply Chain." International Journal of Logistics Management 10, no. 2 (July 1, 1999): 71–82. http://dx.doi.org/10.1108/09574099910806003.

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This paper describes the information flows in the supply chain, and identifies knowledge and expertise as richer more capable entities for its management than data or information. It briefly explores how the structure of the automotive supply chain is changing due to the pressures of increasing complexity and urgency. Then it highlights the inevitability of instability in the supply chain, through an evaluation of turbulence. Agility is identified as a response for coping with this uncertainty. The tool identified for introducing agility in the supply chain is Virtual Teaming. It achieves this by forming collaborative supply chain partnerships, unconstrained by geography that can quickly apply knowledge and expertise as corrective and preventive mechanisms. A survey of the suppliers to a major automotive manufacturer has highlighted the need for this form of working.
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AMBE, Intaher Marcus. "AGILE SUPPLY CHAIN: STRATEGY FOR COMPETITIVE ADVANTAGE." Journal of Global Strategic Management 1, no. 4 (June 15, 2010): 5. http://dx.doi.org/10.20460/jgsm.2010415835.

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Mathiyalakan, Sathasivam. "Research issues in agile supply chain management." International Journal of Agile Systems and Management 1, no. 3 (2006): 213. http://dx.doi.org/10.1504/ijasm.2006.010939.

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Matawale, Chhabi Ram, Saurav Datta, and S. S. Mahapatra. "Supplier/partner selection in agile supply chain." Benchmarking: An International Journal 23, no. 4 (May 3, 2016): 866–92. http://dx.doi.org/10.1108/bij-03-2014-0020.

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Purpose – The concept of agile supply chain (ASC) has become increasingly important as means of achieving a competitive edge in turbulent business environments. An ASC is a dynamic alliance of member enterprises, the adaptation of which is likely to introduce velocity, responsiveness and flexibility into the manufacturing system. In ASC management, supplier/partner selection is a key strategic concern; influenced by various agility-related criteria/attributes. Therefore, evaluation and selection of potential supplier in an ASC has become an important multi-criteria decision-making problem. The purpose of this paper is to report, a supplier selection procedure (module) in the context of ASC. Design/methodology/approach – During supplier selection, subjectivity of evaluation information (human judgment) often creates conflict and bears some kind of uncertainty. To overcome this, the present work attempts to explore vague set theory to deal with uncertainties in the supplier selection decision-making process. Since, vague sets can provide more accurate information as compared to fuzzy sets. It considers true membership function as well as false membership function which give more superior results for uncertain information. In this procedure, first, linguistic variables have been used to assess appropriateness rating (performance extent) as well as priority weights for individual quantitative or qualitative criterions. Second, the concept of degree of similarity and probability of vague sets has been used to determine appropriate ranking order of the potential supplier alternatives. Findings – A case empirical example has been provided. It has been proved that the methodology would be fruitful in considering different evaluation criterion (indices); may be contradicting in nature like beneficial and cost criterions. The application of vague set theory has also been proved as a better option to work under uncertain (fuzzy) decision-making environment in comparison to fuzzy set theory. Originality/value – The application of vague set theory in multi-criteria group decision making has been reported in literature to a limited extent. Application of vague set as a decision-making tool in agile supplier selection appears relative new and unexplored work area. The work has got remarkable managerial implications.
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Jamshidi Navid, Babak, and Saeid Ismaeli. "Analyzing effective elements in agile supply chain." Management Science Letters 2, no. 1 (January 1, 2012): 369–78. http://dx.doi.org/10.5267/j.msl.2011.07.008.

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29

Großpietsch, Jochen, and Vikram Murthi. "Künstliche Intelligenz sorgt für agile Supply Chain." Lebensmittel Zeitung 73, no. 31 (2021): 26. http://dx.doi.org/10.51202/0947-7527-2021-31-026-1.

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Künstliche Intelligenz kann Lieferketten flexibler und agiler machen. Die wichtigsten KI-Einsatzfelder für Supply Chains im LEH sind Absatz- und Bestandsplanung sowie kognitive Control Tower auf Basis Digitaler Zwillinge.
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Jia, Hui Min, Kai Chao Yu, and Jin Chang Zhang. "A Study on Leagile Supply Chain Model and Performance Evaluation System Based on Lean Agile Theory." Applied Mechanics and Materials 635-637 (September 2014): 1771–75. http://dx.doi.org/10.4028/www.scientific.net/amm.635-637.1771.

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Leagile supply chain integrates lean supply chain and agile supply chain. In this paper, the theory of lean production and agile manufacturing are compared and analyzed, and then the leagile supply chain model and the performance evaluation system based on DEA are established. Based on the above, this paper provides an example of the evaluation system to verify the operability and effectiveness, which can provide the reference for enterprises to improve operating mode of the supply chain or develop a new leagile supply chain.
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Shahin, Arash, Angappa Gunasekaran, Azam Khalili, and Hadi Shirouyehzad. "A new approach for estimating leagile decoupling point using data envelopment analysis." Assembly Automation 36, no. 3 (August 1, 2016): 233–45. http://dx.doi.org/10.1108/aa-07-2015-063.

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Purpose This paper aims to propose a new approach for determining a decoupling point in leagile chain, based on Lean and agile criteria regarding market and customer demands and internal capabilities of the chain with the ultimate goal of fulfilling customer needs and increasing chain profit. Design/methodology/approach In the new approach, Lean and agile criteria have been defined for assessing the effectiveness and efficiency of supply chain. The efficiency and effectiveness ratios have been calculated for Lean and agile processes using input- and output-oriented Banker, Charnes and Cooper (BCC) methods, respectively. Based on the results, inefficient and ineffective units have been addressed and the decoupling point has been determined. Findings Findings indicate that the decoupling point can be regarded as a borderline between two strategies of Lean and agile production, and fuzzy decoupling point and lean–agile distance can provide the basis for distinguishing the two strategies. Practical implications Determining the decoupling point has an important role in dynamic performance of a supply chain. By the proposed approach, managers can estimate the most probable area for the decoupling point. Moreover, by appropriate determination of decoupling point, an organization can increase its public responsibility by appropriate usage of its resources and responding faster to customers’ requirements. Originality/value In this study, in addition to determining a decoupling point in a supply chain with the aim of increasing productivity, the subject of leagile strategy of supply chains has been developed.
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Zomkowksi Salvi, Vinícius. "The Electric Supply Chain 4.0." Archives of Business Research 8, no. 1 (January 28, 2020): 182–91. http://dx.doi.org/10.14738/abr.81.7691.

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Supply Chain Management is not a Discipline, but it is becoming one. Supply Chain as Network is a modern definition of a field with more than 37 years of reliable scientific publications. And it has great complexity even greater when world is experiencing the Forth Industrial Revolution. Electricity Supply Chains were delimitated as those compounded by first tier of oil, gas or coal (energy production majority), the generators, the transmitters, the distributor retailer until end-consumer. It has a great complex network constituted by external organisms responsible for coordinating and giving the strategy to the whole system. Lean and Agile is something less usual in Electricity Supply Chain. This researcher was unable of finding scientific articles reporting directly about that combination. However, Electricity Supply Chain is considered a functional product with long life cycle. The coal, the gas and the oil are also functional products and they are controlled with efficient perspective. It is concluded that Electricity supply chain is more designed for a lean environment to an agile positioning. The industry 4.0 is transformed the whole Electricity Supply Chain, especially the electric utility. It is using Big Data for generating extra businesses, and for improving operational conditions. The smart meter and the smart grid, using sensors and the Big Data, coordinate a more precise cycle of production and consumption, transforming Electricity Supply Chain into a responsiveness one with real date and virtual networks.
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Xu, Nai-Ru, and Jia-Bao Liu. "Research on Evaluation on Agility of Agile Supply Chain Network Based on Complex Network Theory." Mathematical Problems in Engineering 2015 (2015): 1–10. http://dx.doi.org/10.1155/2015/707459.

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The paper tries to add the network structure factors of agile supply chain network into agility evaluation. The paper firstly presents three concepts including node strength centrality, betweenness centrality, and network centrality. They are used to calculate the weight of node enterprises in the agile supply chain network. And then, a series of agility indicators are designed to evaluate agility of agile supply chain network. AHP is used to calculate the weight of the indicators. Next, these indicators are used to get initial agility evaluation matrix by means of Delphi method, Data Mining, and so forth. Then FCE is used to calculate the membership degree on agility of node enterprises by combining the evaluation matrix with the weight of indicators. Last, the evaluation result of comprehensive agility of agile supply chain network is calculated on the basis of considering the weight of node enterprises. This method can reflect the effect which the network structure of supply chain network makes on the agility of the supply chain network. It is a complement to the current evaluation methods of agility.
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Beškovnik, Bojan, and Elen Twrdy. "Agile Port and Intermodal Transport Operations Model to Secure Lean Supply Chains Concept." PROMET - Traffic&Transportation 23, no. 2 (January 26, 2012): 105–12. http://dx.doi.org/10.7307/ptt.v23i2.137.

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This article presents a strategic view of industry’s expectations from the lean supply chains concept in relation to the container shipping industry. The global market is putting the shipping industry under strong pressure as new trends in logistics seek new opportunities to cut unnecessary costs and players in the supply chain management and in the intermodal transport. For this reason we performed a research on how the intermodal transport can secure efficient transport operations. The emphasis is mainly on setting up the agile port and intermodal transport model, in which all necessary subjects should be involved in a unique supply chain. Thus we analyzed port operators, shipping lines and inland transport operators and the way they eliminate waste processes in their everyday operation procedure. Considering all important dynamic facts in the container and shipping industry and our analyses of the intermodal service through the port of Koper we propose the agile port and inland operations model suitable to improve intermodal service and to secure lean supply chains for containerized cargo. Consequently, we came to the conclusion that some traditional subjects in the traditional supply chain are not needed; while others, like customs authorities and inspection companies should be involved adequately to secure efficient organization of agile services in the ports, on the borders between different countries and at final destinations. KEY WORDS: lean supply chains, agile intermodal operations, shipping lines, port operators, inland transport operators
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Ambe, Intaher Marcus. "The use of Postponement Decisions in Determining Supply Chain Strategies of Light Vehicle Manufacturers in South Africa." Journal of Economics and Behavioral Studies 9, no. 3(J) (July 20, 2017): 180–91. http://dx.doi.org/10.22610/jebs.v9i3(j).1757.

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This article investigates the use of postponement decisions in determining the supply chain strategies of light vehicle manufacturers in South Africa. The article is exploratory and descriptive in nature. A survey was conducted among light vehicle manufacturers and the findings analysed by means of descriptive statistics. The results revealed that postponement decisions could be used to determine the supply chain architecture used by light vehicle manufacturers in South Africa. With regard to postponement decisions, the study found that all the light vehicle manufacturers made use of a lean supply chain strategy, while a few made use of an agile supply chain strategy. The results also revealed that all the production lines engaged in full speculation based on projected forecasting, and therefore employed a lean supply chain strategy. In terms of the postponement decisions made in line with the parent company of origin, European manufacturers 1 and 2 kept a work-in-progress inventory of stock to be customised for a particular customer. These manufacturers thus employed a lean and agile supply chain strategy, while most of the manufacturers adopted a lean supply chain strategy. All the manufacturers, except Asian manufacturer 1 and the American manufacturer, employed both lean and agile supply chain strategies. Therefore, the majority of the light vehicle manufacturers employed lean supply chain strategies in their inbound and outbound supply chain, while a few employed an agile supply chain strategy in their outbound supply chain, there by indicating leaglity. The article provides evidence of some form of postponement practice being followed by light vehicle manufacturers.
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Ambe, Intaher Marcus. "The use of Postponement Decisions in Determining Supply Chain Strategies of Light Vehicle Manufacturers in South Africa." Journal of Economics and Behavioral Studies 9, no. 3 (July 20, 2017): 180. http://dx.doi.org/10.22610/jebs.v9i3.1757.

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This article investigates the use of postponement decisions in determining the supply chain strategies of light vehicle manufacturers in South Africa. The article is exploratory and descriptive in nature. A survey was conducted among light vehicle manufacturers and the findings analysed by means of descriptive statistics. The results revealed that postponement decisions could be used to determine the supply chain architecture used by light vehicle manufacturers in South Africa. With regard to postponement decisions, the study found that all the light vehicle manufacturers made use of a lean supply chain strategy, while a few made use of an agile supply chain strategy. The results also revealed that all the production lines engaged in full speculation based on projected forecasting, and therefore employed a lean supply chain strategy. In terms of the postponement decisions made in line with the parent company of origin, European manufacturers 1 and 2 kept a work-in-progress inventory of stock to be customised for a particular customer. These manufacturers thus employed a lean and agile supply chain strategy, while most of the manufacturers adopted a lean supply chain strategy. All the manufacturers, except Asian manufacturer 1 and the American manufacturer, employed both lean and agile supply chain strategies. Therefore, the majority of the light vehicle manufacturers employed lean supply chain strategies in their inbound and outbound supply chain, while a few employed an agile supply chain strategy in their outbound supply chain, there by indicating leaglity. The article provides evidence of some form of postponement practice being followed by light vehicle manufacturers.
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Kaur, Kashveenjit. "BUSINESS INTELLIGENCE ON SUPPLY CHAIN RESPONSIVENESS AND AGILE PERFORMANCE: EMPIRICAL EVIDENCE FROM MALAYSIAN LOGISTICS INDUSTRY." International Journal of Supply Chain Management 6, no. 2 (August 23, 2021): 31–63. http://dx.doi.org/10.47604/ijscm.1351.

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Purpose: This study examine how BIS implementation affects the agile efficiency of the supply chain with the logistics industry's supply chain responsiveness. As a variable for assessing the relationship and effect on agile efficiency, business intelligence competence (managerial competence, technological competence and cultural competence) and supply chain responsiveness will be investigated. Methodology: A survey questionnaire comprised of 39 questions using the purposive method of sampling used to select the target group and replied to the survey with the outcome of a total of 50 respondents, via SPSS, the data was further analysed to examine the relationship between all variables. Findings: The study finds that (1) business intelligence competence has a significant positive impact on the response to the supply chain, (2) business intelligence competence has a significant positive impact on the supply chain's agile performance, (3) responsiveness to the supply chain has a significant positive impact on agile performance. Unique contribution to theory, practice and policy: This study contributes to enhancing the quality and effectiveness of the business operation of the 3PL service provider, government customs and port department.
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Mehralian, Gholamhossein, Forouzandeh Zarenezhad, and Ali Rajabzadeh Ghatari. "Developing a model for an agile supply chain in pharmaceutical industry." International Journal of Pharmaceutical and Healthcare Marketing 9, no. 1 (April 7, 2015): 74–91. http://dx.doi.org/10.1108/ijphm-09-2013-0050.

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Purpose – The purpose of this study is to develop a model for an agile supply chain in the pharmaceutical industry. In a continuous changing global competitive environment, an organization’s supply chain agility directly impacts its ability to produce and deliver novel products to its customers in a timely and cost-effective manner. While the beneficial effect of supply chain agility is generally appreciated, the literature addressing how a pharmaceutical company can achieve supply chain agility is limited. Design/methodology/approach – This paper analyzes the three parts of pharmaceutical supply chain including supply of active pharmaceutical ingredient, manufacturing and distribution based on the supply chain operations reference model to assess agile supply chains by using three diverse questionnaires. In addition, to prioritize critical factors, TOPSIS (technique for order preference by similarity to ideal solution) algorithm as a common technique of multiple attribute decision-making (MADM) model has been used. Findings – Achieving supply chain agility is dependent on other capabilities; including flexibility, responsibility, competency and quickness. Findings reveal several factors identified as critical factors to being agile in each part of pharmaceutical supply chain. Research limitations/implications – This research was challenged with some limitations such as novelty of the subject in this environment, and the lake of data in this area is also another constraint. Originality/value – This is an initial and pioneering study to highlight the importance of agility concept in the pharmaceutical industry. The present study also provides a new aspect of supply chain management for such industry, and would be a good topic for further research. Finally, this study contributes to highlight and prioritize factors involved in this area.
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Varga, Zoltán, and György Kovács. "NEW SUPPLY CHAIN CONCEPTS, FLEXIBILITY AS A KEY PARAMETER OF AGILE SUPPLY CHAINS." Acta Tecnología 2, no. 4 (December 31, 2016): 1–5. http://dx.doi.org/10.22306/atec.v2i4.16.

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Seyyed, Ali Banihashemi. "Improving supply chain performance: The strategic integration of lean and agile supply chain." African Journal of Business Management 5, no. 17 (September 4, 2011): 7557–63. http://dx.doi.org/10.5897/ajbm11.596.

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Karimimalayer, Mehdi, and Nizaroyani Saibani. "Implementation of fuzzy logic to measure supply chain agility." International Journal of Advances in Intelligent Informatics 2, no. 1 (March 31, 2016): 18. http://dx.doi.org/10.26555/ijain.v2i1.32.

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In our age of perennial changing environment, supply chain agility is a crucial factor having a great impact on the company's competitiveness. For transforming supply chain into an agile supply chain, first it is necessary to comprehend the meaning of agile supply chain, since agility has wide range of meanings and various dimensions which covers different aspects of an organization. Generally, however, there have been many researches on agility, proportionally; the concept of agility in supply chain has not been much surveyed. The circumstance unveils the necessity of a technique to measure the supply chain agility. The purpose of the article is to propose a technique, using fuzzy logic which supply chain agility be measured.
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Zhang, Shou Yu, and Shi Zhen Guo. "Research on Agile Equipment Support Supply Chain Application Framework Structure Based on Information System." Advanced Materials Research 756-759 (September 2013): 1320–24. http://dx.doi.org/10.4028/www.scientific.net/amr.756-759.1320.

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In a market environment characterized by customer domination, rapid change and fierce competition, individuation, low price, quick response and high quality have became most important factors for market competitiveness of product. These characters are very similar with military equipment support activities in combat field. Based on analyzing background of agile supply chain and its current research, using agility as a basic function request, the connotation of equipment support supply chain and its characteristics are analyzed with agile supply chain theory. An application framework structure is proposed with dynamic support alliance as its guiding idea. Through integrating alliance, organization, management and operation, the framework structure can ensure dynamic and agility of supply chain when it is supported by the information system. The research of application system architecture of agile equipment support supply chain can provide references for its realization to some extend.
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Kalaboukas, Kostas, Joze Rožanec, Aljaž Košmerlj, Dimitris Kiritsis, and George Arampatzis. "Implementation of Cognitive Digital Twins in Connected and Agile Supply Networks—An Operational Model." Applied Sciences 11, no. 9 (April 30, 2021): 4103. http://dx.doi.org/10.3390/app11094103.

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Supply chain agility and resilience are key factors for the success of manufacturing companies in their attempt to respond to dynamic changes. The circular economy, the need for optimized material flows, ad-hoc responses and personalization are some of the trends that require supply chains to become “cognitive”, i.e., able to predict trends and flexible enough in dynamic environments, ensuring optimized operational performance. Digital twins (DTs) is a promising technology, and a lot of work is done on the factory level. In this paper, the concept of cognitive digital twins (CDTs) and how they can be deployed in connected and agile supply chains is elaborated. The need for CDTs in the supply chain as well as the main CDT enablers and how they can be deployed under an operational model in agile networks is described. More emphasis is given on the modelling, cognition and governance aspects as well as on how a supply chain can be configured as a network of connected CDTs. Finally, a deployment methodology of the developed model into an example of a circular supply chain is proposed.
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Liu, Wei, Huan Xu, and Xin Zhao. "AGILE SERVICE ORIENTED SHIPPING COMPANIES IN THE CONTAINER TERMINAL." TRANSPORT 24, no. 2 (June 30, 2009): 143–53. http://dx.doi.org/10.3846/1648-4142.2009.24.143-153.

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Agility is regarded as one of the core capabilities and the developing trend of supply chains and their enterprises. Along with the development of economical globalization, supply chain management and containerization as well as container ports as a part of supply chain take more roles like logistics or distribution centers. Under this background, the container terminal should have superior response and develop agility. The main goal of this paper is to emphasize and illustrate the importance and imminence of implementing agility in container terminals. To achieve this goal, the analysis of the economies of scale in the container terminal is presented. In this paper, however, more attention will be paid to agile service oriented shipping companies. The concept and characters of agile service in the container terminal is illustrated. The paper also focuses on the agile organizational structure of the container terminal. Finally, the fuzzy quality synthetic evaluation method is given to evaluate the performance level of agile service in container terminal oriented shipping companies.
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Cozzolino, Alessandra, Silvia Rossi, and Alessio Conforti. "Agile and lean principles in the humanitarian supply chain." Journal of Humanitarian Logistics and Supply Chain Management 2, no. 1 (May 18, 2012): 16–33. http://dx.doi.org/10.1108/20426741211225984.

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PurposeThe purpose of this paper is to identify the specific stages of the humanitarian logistics process in which the agile and lean principles are needed.Design/methodology/approachTo achieve this purpose, the authors propose an original conceptual framework and apply it to evidence from a “best practice” case study in the humanitarian sector: the United Nations World Food Programme and its efforts in the Darfur (Sudan) crisis.FindingsAlthough several previous works introduced the agile principle as suitable for disaster relief, when and how to embrace the agile and lean principles remained unclear. This paper demonstrates the proper combination of the agile and lean principles in disaster relief phases. The correspondence is based on the coincidence of the objectives that arises in every stage and that each principle is capable of achieving.Research limitations/implicationsFurther empirical research is needed to support the framework and to enrich the results that arise from this first explorative work.Practical implicationsThe proposed framework is targeted at leading actors involved in the operation and planning of humanitarian logistics when a crisis emerges. This approach, which is based on the combination of the agile and lean principles, is not exclusive to the humanitarian sector. This perspective may be useful to create business logistics that address disruptions to traditional supply chain flows and other forces that disrupt logistics, production and information handling.Originality/valueThe paper clarifies how agility and leanness should be emphasised in specific stages of the humanitarian logistics process, to reach a higher level of effectiveness and efficiency when planning disaster relief.
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Larsson, Jonas, Joel Peterson, and Heikki Mattila. "The knit on demand supply chain." Autex Research Journal 12, no. 3 (November 12, 2012): 67–75. http://dx.doi.org/10.2478/v10304-012-0013-9.

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The knit on demand supply chain As customers’ tastes become more differentiated, so must companies’ offerings evolve. The demand for variety may soon become unmanageable, and several companies are addressing this trend by adopting a system of mass customization. One project, Knit on Demand, has been conducted by the Swedish School of Textiles in close collaboration with a knitting company and a retailer of tailored fashion in Stockholm. Production and sales of customized products pose logistical challenges for the companies involved, including the one-piece flow through almost the entire supply chain and the demand for short lead times in an otherwise slow environment, adding to the cost of manufacturing mass customized garments. Customization has logistical benefits such as minimised inventory; hence, high inventory turnover and the possibility of fast response to meet customer demand. The Knit on Demand concept can be considered as leagile because it comprises both lean and agile components. It is lean in the manufacturing stage upstream and agile downstream to better respond to customer demand on the market.
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KIM SUNG IL, KIM, HYUNJUNG, Kim Jun, and BYUNG DO CHUNG. "Agile Blood Supply Chain Design Considering Golden Time." Korean Journal of Logistics 24, no. 4 (December 2016): 27–40. http://dx.doi.org/10.15735/kls.2016.24.4.003.

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Azevedo, Américo, and Jorge Pinho de Sousa. "Agile Supply-Chain Management: Challenges, Requirements and Solutions." IFAC Proceedings Volumes 33, no. 17 (July 2000): 917–22. http://dx.doi.org/10.1016/s1474-6670(17)39526-5.

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Chen, Yee Ming. "Multi-agent Negotiation Computation in Agile Supply Chain." IOSR Journal of Engineering 03, no. 6 (June 2013): 23–30. http://dx.doi.org/10.9790/3021-03642330.

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Pearson, Michael, Ron Masson, and Anthony Swain. "Process control in an agile supply chain network." International Journal of Production Economics 128, no. 1 (November 2010): 22–30. http://dx.doi.org/10.1016/j.ijpe.2010.01.027.

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