Relevant bibliographies by topics / Leagile supply chain strategy

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Academic literature on the topic 'Leagile supply chain strategy'

Author: Grafiati
Published: 4 June 2021
Last updated: 14 February 2022

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Journal articles on the topic "Leagile supply chain strategy"

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Rahiminezhad Galankashi, Masoud, and Syed Ahmad Helmi. "Assessment of hybrid Lean-Agile (Leagile) supply chain strategies." Journal of Manufacturing Technology Management 27, no. 4 (2016): 470–82. http://dx.doi.org/10.1108/jmtm-08-2015-0069.

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Purpose – The purpose of this paper is to propose a new assessment tool for Leagility. Design/methodology/approach – This research was carried out to systematically propose the operational activities of Leagile supply chains (SCs) with regard to SC drivers. Particularly, SC logistic (facility, transportation and inventory) and cross-functional drivers (information, sourcing and pricing) were selected to classify all operational activities of Leagile SCs. Findings – This study proposed a new framework to evaluate the operational activities of Leagile SCs. Operational activities of Leagile supply chain strategy were determined and categorized with regard to SC drivers. These activities were ranked using an analytic hierarchy process and were then categorized using a cycle view of SC. Originality/value – This study contributed in proposing operational activities of Leagile SC based on its major drivers. The result of this study assist managers, scholars and practitioners to construct new Leagile SCs or assess their Leagility level.
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Matawale, Chhabi Ram, Saurav Datta, and S. S. Mahapatra. "A fuzzy embedded leagility assessment module in supply chain." Benchmarking: An International Journal 23, no. 7 (2016): 1937–82. http://dx.doi.org/10.1108/bij-12-2013-0113.

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Purpose In today’s ever-changing global business environment, successful survival of manufacturing firms/production units depends on the extent of fulfillment of dynamic customers’ demands. Appropriate supply chain strategy is of vital concern in this context. Lean principles correspond to zero inventory level; whereas, agile concepts motivate safety inventory to face and withstand in turbulent market conditions. The leagile paradigm is gaining prime importance in the contemporary scenario which includes salient features of both leanness and agility. While lean strategy affords markets with predictable demand, low variety and long product life cycle; agility performs best in a volatile environment with high variety, mass-customization and short product life cycle. Successful implementation of leagile concept requires evaluation of the total performance metric and development of a route map for integrating lean production and agile supply in the total supply chain. To this end, the purpose of this paper is to propose a leagility evaluation framework using fuzzy logic. Design/methodology/approach A structured framework consisting of leagile capabilities/attributes as well as criterions has been explored to assess an overall leagility index, for a case enterprise and the data, obtained thereof, has been analyzed. Future opportunities toward improving leagility degree have been identified as well. This paper proposes a Fuzzy Overall Performance Index to assess the combined agility and leanness measure (leagility) of the organizational supply chain. Findings The proposed method has been found fruitful from managerial implication viewpoint. Originality/value This paper aimed to present an integrated fuzzy-based performance appraisement module in an organizational leagile supply chain. This evaluation module helps to assess existing organizational leagility degree; it can be considered as a ready reference to compare performance of different leagile organization (running under similar supply chain architecture) and to benchmark candidate leagile enterprises; so that best practices can be transmitted to the less-performing organizations. Moreover, there is scope to identify ill-performing areas (barriers of leagility) which require special managerial attention for future improvement.
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., Surahman, Arkas Viddy, Achmad Fanany Onnilita Gaffar, Haviluddin ., and Ansari Saleh Ahmar. "Selection of the best supply chain strategy using fuzzy based decision model." International Journal of Engineering & Technology 7, no. 2.2 (2018): 117. http://dx.doi.org/10.14419/ijet.v7i2.2.12748.

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The right strategy in the supply chain has become strategic issues are important today because the nature of these decisions is usually complex and unstructured. There are many quantitative and qualitative attributes such as cost, responsiveness, and flexibility that need to be taken into account to determine the best supply chain strategy. Assessment of all attributes as mentioned is usually through a human evaluation process involving many subjectivity and uncertainty factors. In addition, the complexity of the problems directly related to each attribute used as an assessment increases the problem of uncertainty. Fuzzy MCDM (Multi Criteria Decision Making) is one of the MCDM methods that use a fuzzy approach to overcome complexity and uncertainty of the problem. Today the market has been able to witness a worldwide expansion and dynamic situation by leveraging new innovations in production methodology and information technology. With this new innovation, the market can increase demand for products tailored to minimum cost with minimum waiting time. Lean and agile are two chain strategy concepts evolved in the pursuit of business excellence, while the concept of leagile is in between. This study aims to select the best supply chain strategy (lean, leagile, agile) at a manufacturing company in Samarinda – East Kalimantan based on certain criteria by using Fuzzy MCDM.
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Ambe, Intaher Marcus. "Alignment Of Supply Chain Strategies And Practices Of Locally Made Vehicles In South Africa." International Business & Economics Research Journal (IBER) 13, no. 3 (2014): 637. http://dx.doi.org/10.19030/iber.v13i3.8600.

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This paper sought to investigate the alignment between supply chain strategies and practices of local manufacturers of locally made light vehicles in South Africa. The research design employed was a combination of exploratory and descriptive research design using a qualitative approach. A face-to-face, semi-structured interview questionnaire was used, based on purposive sampling. Descriptive statistics using SPSS software was used for the data analysis and interpretation. The findings of the research revealed that across the supply chains of locally made models, all the manufacturers followed a lean strategy for their inbound supply chain and some had a lean supply chain strategy for their outbound supply chain. A number of them also had an agile supply chain strategy in the outbound supply chain, which suggests a leagile supply chain strategy. It was also found that in some instances there was a mismatch between strategies and practices in the area of product characteristics, manufacturing characteristics, and the decision drivers of the supply chain. Local manufacturers of locally made light vehicle models in South Africa do not always make decisions and implement practices in line with their chosen supply chain strategies.
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Abdulameer, Susan Sabah, Noorulsadiqin Azbiya Yaacob, and Yousif Munadhil Ibrahim. "Measuring Leagile Supply Chain, Information Sharing, and Supply Chain Performance: Pre-Test and Pilot Test." International Journal of Technology 11, no. 4 (2020): 677. http://dx.doi.org/10.14716/ijtech.v11i4.3496.

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Fadaki, Masih, Shams Rahman, and Caroline Chan. "Leagile supply chain: design drivers and business performance implications." International Journal of Production Research 58, no. 18 (2019): 5601–23. http://dx.doi.org/10.1080/00207543.2019.1693660.

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Nakandala, Dilupa, and H. C. W. Lau. "Innovative adoption of hybrid supply chain strategies in urban local fresh food supply chain." Supply Chain Management: An International Journal 24, no. 2 (2019): 241–55. http://dx.doi.org/10.1108/scm-09-2017-0287.

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PurposeThis paper aims to investigate the characteristics of demand and supply in relation to the real-world supply chain strategies of local urban fresh food supply chains (FFSC). It generates insights into how a range of strategies is adopted by urban retailer businesses in attempting to cater for the particular requirements of food-literate urban consumers and small-scale local growers.Design/methodology/approachUsing a multiple case study method, 12 urban local fresh food retailers in Sydney were studied and interview data were analyzed using thematic analysis.FindingsLocal fresh produce has characteristics of both functional and innovative products. Retailers with strong upstream and downstream collaborations adopt hybrid strategies for increased time efficiency and product variety. The dominance of strategies for time efficiency in downstream activities is aimed at maximising the product’s freshness and taste, while product range improvement strategies mean innovative retailers are working with growers to introduce new product types and offering new recipes to consumers that encourage a wider use of products. Urban retailers of local fresh produce leverage on their relationships with upstream and downstream supply chain entities in implementing hybrid strategies.ImplicationsPolicymakers will make use of the new knowledge generated about the real enablers of contemporary urban food systems in designing developmental policies; findings will inform urban FFSC retailers about how harmonious relationships can be leveraged for sustainability.Originality/valueThe study generates new knowledge on the implementation of a leagile approach by studying the adoption of innovative hybrid strategies by urban local FFSCs in relations to demand and supply characteristics and the utilization of strong vertical relationships in a short 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 (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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Zimmermann, Ricardo, Luís Miguel D. F. Ferreira, and Antonio Carrizo Moreira. "An empirical analysis of the relationship between supply chain strategies, product characteristics, environmental uncertainty and performance." Supply Chain Management: An International Journal 25, no. 3 (2020): 375–91. http://dx.doi.org/10.1108/scm-02-2019-0049.

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Purpose This paper aims to investigate supply chain (SC) strategies, analyzing the adoption of lean, agile, leagile and traditional SC strategies with respect to product characteristics, environmental uncertainty, business performance and innovation performance. Design/methodology/approach The paper presents an empirical analysis carried out on a sample of 329 companies. Cluster analysis was applied, based on lean and agile SC characteristics, to identify patterns among different SC strategies. One-way analysis of variance of different constructs by types of SC clusters was conducted to test the research hypotheses. Findings Cluster analysis indicates that the companies studied adopt four types of SC strategies – lean, agile, leagile and traditional. The differences between the clusters are identified and discussed, highlighting that companies adopting a leagile SC strategy present the highest performance, while those that adopt a traditional SC present the lowest; companies adopting an agile SC compete in the most complex and dynamic environments, while companies with a lean SC present a clear predominance of functional rather than innovative products. Research limitations/implications This paper provides empirical evidence of the antecedents and consequences of the adoption of different SC strategies. As a limitation, the results are based on a survey research with a limited sample size. Originality/value Based on the analysis of the relationship between constructs that have not been addressed previously, the paper adds to the knowledge regarding the role of SC strategies, as well as the antecedents and consequences of their adoption. The results may support managers in the difficult task of choosing the “right” SC strategy.
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Soni, Gunjan, and Rambabu Kodali. "Performance value analysis for the justification of the leagile supply chain." International Journal of Business Performance Management 11, no. 1/2 (2009): 96. http://dx.doi.org/10.1504/ijbpm.2009.023802.

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Dissertations / Theses on the topic "Leagile supply chain strategy"

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Daugnoraite, Laura, and Kestutis Slaitas. "Strategy for the Reverse Supply Chain : Applicability of the Lean and the Agile Concepts." Thesis, Jönköping University, JIBS, Centre of Logistics and Supply Chain Management, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12373.

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<p>The reverse part of the supply chain becomes more and more important due to the legislation, environmental concerns, higher volumes of returns, etc. As a result, companies cannot see the reverse supply chain as the additional costs only and have to think strategically. The right strategy for the reverse supply chain can help to achieve the competitive advantage. However, there are not so many researches made about strategies for the reverse supply chain yet, contrarily to the forward supply chain. Therefore, the need to adopt strategies for the reverse supply chain appears.</p><p>The purpose of this thesis is to analyze the applicability of the Lean and the Agile concepts in the Reverse Supply Chain strategy, and to investigate the driving forces and challenges for the implementation of the strategy in the Reverse Supply Chain.</p><p>The inductive research approach was applied in this thesis<em>.</em> The qualitative study was the most suitable for the better understanding of the point of view, the attitudes, the perceptions of the interviewed participants regarding a wide range of issues related to the choice, and the implementation of the strategy for the reverse supply chain. Multiple case studies as the research strategy was chosen, thus data was collected from 13 interviews conducted at four companies: Fläkt Woods, Systemair, Swegon and Rettig ICC.</p><p>The main conclusions from the analysis of the applicability of the lean and the agile concepts in the reverse supply chain are that the design of the reverse supply chain depends on the characteristics of the returns: the size, the volume, the life cycle, the B2B or the B2C returns; as well the reasons for the returns: the guarantee service/ after warranty service. When weighting the results about the lean and the agile concepts implementation in the reverse supply chain, it appears relatively more likely that none of the companies implement either only the lean or only the agile approach. Due to various reasons, there are different material flows and they require different strategic approaches. The agility is implemented close to the customer in order to ensure speed and high responsiveness. Lean flows are implemented from the manufacturer to the supplier or the third party (recycler, etc.). Even more, the companies seek to find the optimal combination of both strategies, or as it called – leagile. Two different approaches for leagile concept’s implementation are used: preponement and de-coupling point. Driving forces for the strategy implementation are green forces, increasing the demand for improving customer service level, cost reduction, and the new retail marketing strategies. Main challenges for the strategy implementation are the lack of formal operating procedures, the lack of information sharing with the suppliers, ‘false alarm’ returns, the lack of local competence, and the lack of forecasting possibilities.</p>
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Guzman-Marco, Angelo, Sebastian Paredes-Robalino, Edgar Ramos, and Fernando Sotelo-Raffo. "Leagile model in the avocado supply chain: Case study in huaral, peru." Springer, 2021. http://hdl.handle.net/10757/656025.

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El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado.<br>Avocado exports have increased considerably between 2016 and 2019 in Peru. For this reason, it is important that farmers develop strategies in their supply chain that will generate dwell value for their final product. In response to the above, Supply Chain Management Leagile (SCM Leagile) surface. This supply chain strategy Reduce processes that do not generate value to the product and have to rapid response to the constant change in demand for avocado to the international market. The objective of this paper is present a model of SCM Leagile which can be used by the farmers in various agrifood supply chains.
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Hernández, Bazo Carlos Alberto. "Metodología de planificación de cadenas de suministro de productos de consumo masivo de alimentos envasados, aplicando los conceptos lean y agile, en el Perú." Doctoral thesis, Universitat Politècnica de Catalunya, 2011. http://hdl.handle.net/10803/32853.

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En la presente tesis doctoral, se desarrolla y se valida una metodología de planificación de la red de distribución de cadenas de suministro de la industria de consumo masivo de alimentos envasados, que se ha estructurado tomando como base los conceptos lean y agile, desarrollados por diferentes autores en los últimos veinte años. Se define, también, las ventajas y limitaciones al aplicar esta metodología y compararla con la metodología de planificación tradicional, a fin de determinar si da mayor valor al cliente de este tipo de industria. El tema concluye con la validación de tres hipótesis, que validan la aplicabilidad de la metodología desarrollada y de los conceptos lean y agile en la industria de alimentos envasados, con ciertas limitantes establecidas en el desarrollo de la investigación.<br>The doctoral thesis, develop and validates a distribution net planning methodology of packaged foods consumer goods supply chain, that has been structured taking as it base the lean and agile concepts, developed by differents authors in the last twenty years. Also, it defines the advantages and limitations when applying this methodology and compare it with the traditional planning methodology, to end determine if it gives main value to the client of this type of industry. The thesis concludes with the validation of three hypotheses that validate the applicability of the methodology developed and of the concepts.
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Truong, Vincent Xu-Hao, and Yu Zhou. "Supply chain postponement strategy in a SME fashion supply chain : Case study of Unibrands." Thesis, Jönköping University, Jönköping University, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-6776.

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<p>Unibrands is a small company that has implemented a postponement strategy without knowing it. However, they have not implemented completely because they do not know the theories behind it. This report is an attempt to understand and analyze the problems of the implementation of postponement in the supply chain of Unibrands, in terms of examining the theoretical succeeds factors of postponement implementation in the case of Unibrands.The purpose is to determine what type of postponement strategy the supply chain use and what factors can hinder the use of postponement strategy in a SME fashion supply chain by applying an qualitative research approach. The collection of empirical data was through the interview guide approach in which we used meetings and telephone interviews with people representing Unibrands and their contact trading company. The results of this research can be concluded in few perspectives. Unibrands is imple-menting postponement in an improper format, with the results of several gaps in the supply chain related to the success factor in postponement. The request for the fully customization in colors and materials, the bottleneck of relationship developing which is caused by factory manager,  complicated procedures for sample testing, and lack of knowledge of different relationships in the supply chain. Postponement is never perfect, but for Unibrands some problems could very well hinder the efficiency in the supply chain. Solutions are proposed to solve the problems in chain. The proposals suggest re-lationship improvement and information sharing. In addition, culture adaptation by in-volving the right people in the right process.</p>
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Alexander, Scott C. M. Eng Massachusetts Institute of Technology. "Supply chain strategy in post-earthquake Haiti." Thesis, Massachusetts Institute of Technology, 2011. http://hdl.handle.net/1721.1/68818.

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Thesis (M. Eng. in Logistics)--Massachusetts Institute of Technology, Engineering Systems Division, 2011.<br>Cataloged from PDF version of thesis.<br>Includes bibliographical references (p. [41]-[42]).<br>Introduction: Partners In Health (PIH) is an international, non-profit healthcare organization with operations in several countries on multiple continents. PIH focuses on providing healthcare treatment to people living in some of the poorest places in the world, and has been operating in Haiti since 1985. At that time, PIH established a small community clinic in the central Haiti village of Cange. Today that facility has grown to become an entire medical complex, featuring a 104-bed, full-service hospital with two operating rooms, adult and pediatric wards, and clinics treating a variety of diseases and issues, from women's health to infectious diseases. In addition, Zamni Lasante ("Partners In Health" in Haitian Creyeol) has also expanded its operations to 11 other sites across Haiti's Central Plateau and beyond (Figure 1). Today, ZL ranks as one of the largest nongovernmental health care providers in Haiti - serving a catchment area of 1.2 million across the Central Plateau and the Lower Artibonite. ZL employs over 4,000 people, almost all of them Haitians, including doctors, nurses and community health workers (Zamni Lasante/ Haiti). From its beginnings 25 years ago, PIH/ZL has grown tremendously, and recent years have been no exception. Since 2004, patient encounters have increased almost threefold, from 0.9 million to 2.6 million, and the number of clinical sites has almost doubled. This growth has corresponded to an increase in drugs and supplies. In 2006, approximately 1000 m3 of drugs and supplies were moved through the system. Only two years later, in 2008, that number had more than doubled to 2200 m3 . This significant increase has greatly strained the underlying supply chain.<br>by Scott C. Alexander.<br>M.Eng.in Logistics
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Godsell, Janet. "Developing Customer Responsive Supply Chain Strategy: An Empirical Investigation of the Relationship between Market Segmentation and Supply Chain Strategy." Thesis, Cranfield University, 2008. http://hdl.handle.net/1826/3488.

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The concept of the ‘supply chain’, rather than a set of independent functions, has been around for more than 25 years. Despite its theoretical longevity, many organisations still struggle to make the supply chain a reality. The supply chain is an integral part of business strategy and is the means by which customer demand is fulfilled. Alignment between marketing and supply chain strategy is critical to fulfilling customer demand in a cost-effective way. This is the primary objective of customer responsive supply chain strategy (CRSC). Over the last 10 years, research into CRSC strategy has primarily been focused on two different academic perspectives: the synthesis of lean and agile thinking, and strategic alignment. The resulting frameworks are prescriptive in their nature and not sensitive to the context-specific nature of supply chain management; a field of study that is hindered by a lack of consensual definition, limited empirical evidence, and studies limited in scope to dyadic relationships. The opportunity therefore exists to carry out empirical research that reaches beyond the dyad, looking at the development of CRSC strategy − the basis for this study being the relationship between market segmentation and supply chain strategy. The research design that was developed to address this opportunity was a multiple case study design. This provides the opportunity to look for theoretical replication of the guiding principles and generative mechanisms that underpin the development of CRSC strategy. The rigour of the research design was improved by the use of a five stage (define research parameters, instrument development, data gathering, data analysis, dissemination & theory development), three phase research design (pilot case, core cases, cross-case comparison). The research was based on the study of three contrasting supply chains, from the perspective of the focal firm. The focal firms included a small UK manufacturer of toiletry and detergent products, a large leading logistics provider (LLP) managing the European supply chain operations for a global electronics manufacturer, and a large UK retailer of health and beauty products. An important aspect of the research design is its boundary spanning nature. It crosses a minimum of two organisational boundaries and includes at least three different organisations within a given supply chain. A process-orientated unit of analysis is used based on the supply chain operations reference (SCOR ® ) model to consider the conversion of demand into supply across the supply chain. The primary research instrument is semi-structured interviews with secondary documentary sources being used for data triangulation where appropriate. The research concluded that traditional methods of segmentation (e.g. by sales value) do not provide a natural link to supply chain strategy and limit customer responsiveness. The challenge for management is to identify the right bases for customer segmentation that enable it to drive supply chain strategy. The primary output of the research was a framework for developing CRSC strategy. Concepts key to developing CRSC strategy and included within the model are: contextual drivers, supply chain strategy drivers and internal mechanisms.
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Soudo, Hugo Miguel das Dores. "Gestão da cadeia de oferta: o paradigma "Leagile" no contexto da indústria agroalimentar." Master's thesis, Universidade de Évora, 2020. http://hdl.handle.net/10174/28960.

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O mundo em que vivemos está em constante mudança, com um ambiente cada vez mais volátil e imprevisível, colocando dia após dia novos desafios às organizações e/ou empresas. Para manterem a competitividade, as empresas procuram a melhoria contínua nas cadeias de abastecimento em que estão inseridas. Deste modo, este estudo tem por objetivo avaliar o impacte da adoção de uma estratégia leagile na cadeia de oferta e na competitividade de uma empresa agroalimentar. Na primeira fase, procedeu-se à realização de uma revisão bibliográfica sobre a gestão de cadeia da oferta (Supply Chain Management), direcionada para as questões de integração e sincronização dos agentes na cadeia, que fundamentam a aposta no paradigma leagile. Na segunda fase, caraterizou-se a cadeia da oferta da empresa agroalimentar objeto de estudo e procedeu-se à avaliação do impacte do paradigma leagile na sua competitividade; "Supply chain management: The leagile paradigm in the agrifood industry context" ABSTRACT: The world we live is constantly changing, with an increasingly volatile and unpredictable environment, putting new challenges to organizations and/or companies day after day. To maintain competitiveness, companies seek continuous improvement in the supply chains in which they are inserted. Thus, this study aims to evaluate the impact of the adoption of a leagile strategy in the supply chain and the competitiveness of an agrifood company. In a first phase, a bibliographic review of supply chain management focused on issues about integration and synchronization of agents in the chain, which underpin the commitment to the paradigm leagile has been carried out. In a second phase, the supply chain of the agrifood company under study was characterized and the impact of the leagile paradigm on its competitiveness was assessed.
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Saeed, Muhammad. "Lean thinking in the supply chain operations and its integration with customer order decoupling point and bottlenecks." Thesis, Linköpings universitet, Tekniska högskolan, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-76683.

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The thesis study reveals that the position of bottleneck is a significant importance in supplychain process. The modern supply chain is characterized as having diverse products due tomass customization, dynamic production technology and ever changing customer demand.Usually customized supply chain process consists of an assemble to order (ATO) or make-to-order (MTO) type of operation. By controlling the supply constraints at upstream, a smoothmaterial flow achieved at downstream. Effective management on operational constraint willresults in speed up customer delivery. A throughout evaluation of demand constraints isnecessary to gain the competitive benefits over the entire market. The study is based on a conceptual model, comprises of engineer to order (ETO), MTO, ATOand make to stock (MTS) separated by decoupling point. All these represent the particularprocess in supply chain. The important perspective of this study is that the constraints areallocated in particular part of supply chain, which will become the supply chain moreversatile. This thesis study explains the use of detail capacity and material planningtechniques in upstream, midstream and downstream of the customer order decoupling supplychain. A shifting bottleneck concept has been studied in a better way, in order to keep relativestability and reduce the complexity in production management. This thesis study tries to findout some possible factors that reduce the bottleneck shifting in supply chain. This research provides the guideline about the implementation of lean, leagile and agility incustomized supply chain. Also key factors are discussed which are necessary to achieve theseparadigms. Basically leagile is the mixture of both lean &amp; agile strategies. Leagile is inclinedtowards sustaining the flow for mixed-model production. Its intent is to achieve theefficiencies in mass production, while producing a medium variety of products. The focus inleagile strategy is to gain effective control at shop floor planning, including capacity andmaterial planning systems.Different relevant aspects of standardization and customization are considered through theproduction processes. In addition to this rate base, hybrid and time phase material planningtechniques are sorted in different supply chain parts through multiple level of bill of material.
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Tshikila, Mzimasi Eschalaus. "Developing Exxaro (Pty) Ltd sustainable supply chain strategy." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/80775.

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Thesis (MBA)--Stellenbosch University, 2011.<br>This exercise aimed at developing a sustainable supply chain strategy that was adopted by Exxaro Resources (Pty) Ltd. The focus of the approach was to assess the status of Exxaro’s supply chain sustainability compared to that of competitors operating in South Africa and the supply chain dimensions applicable to Exxaro’s scope (i.e. green inventory management, green warehouse/storage management, sustainable procurement or sourcing, sustainable supplier management and sustainable transport/business travelling). The strategy framework used includes a review of supply chain sustainability relating to Exxaro and the requirements thereof, depicting gaps, recommended actions or initiatives to close the gaps, an implementation approach and a schedule. The strategy sets out to distinguish Exxaro in supply chain sustainable development through the setting of guidelines, reporting standards and commitments to economic, labour, human rights as well as social and environmental well-being. The approach envisages collaborating with suppliers and Exxaro’s sustainable development department to continuously improve and embed positive sustainability practices within Exxaro’s supply chain processes. This research report highlights the progress already made with high-level sustainable supply chain management implementation by selected Exxaro competitors, relevant schools of thought and theories with the emphasis on bringing a link to opportunities for Exxaro to progress into supply chain sustainability. The relationship between supply chain practices, environmental performance, social and economic impacts was studied. The mining sector, with its history of negative impacts on societies and the environment, is continuously challenged by the increasing emphasis to demonstrate ethical, social and environmental performance and accountability throughout its business practices. The use of Exxaro as a practical case study limits the extent to which the recommended strategy can be generalised to any mining environment or company. Findings mentioned may be subject to further research by augmenting the scope to include mines operating outside of South Africa or additional mining entities and theories. The approach of the research included empirical studies in the form of in-depth interviews and questionnaire surveys on various internal stakeholders. Some information was obtained from the annual reports of Exxaro and a selected number of South African mining companies that are mining similar products to Exxaro. The data was analysed using statistical methods for social sciences with both qualitative and quantitative evaluation methods.
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Wu, Qian 1972. "A supply chain strategy for digital camera products." Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/84523.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2001.<br>Includes bibliographical references (p. 69-70).<br>by Qian Wu.<br>S.M.<br>M.B.A.
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Books on the topic "Leagile supply chain strategy"

1

Supply chain strategy: The logistics of supply chain management. McGraw-Hill, 2002.

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Dittmann, J. Paul. Supply chain transformation: Building and executing an integrated supply chain strategy. McGraw-Hill, 2013.

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1970-, Meindl Peter, ed. Supply chain management: Strategy, planning, and operation. 3rd ed. Prentice Hall, 2007.

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1970-, Meindl Peter, ed. Supply chain management: Strategy, planning, and operation. 4th ed. Prentice Hall, 2010.

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1970-, Meindl Peter, ed. Supply chain management: Strategy, planning, and operation. 5th ed. Pearson, 2013.

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Chopra, Sunil. Supply chain management: Strategy, planning, and operation. 4th ed. Prentice Hall, 2010.

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1970-, Meindl Peter, ed. Supply chain management: Strategy, planning, and operation. 2nd ed. Pearson Prentice Hall, 2004.

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1970-, Meindl Peter, ed. Supply chain management: Strategy, planning, and operation. Prentice Hall, 2001.

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1970-, Meindl Peter, ed. Supply chain management: Strategy, planning, and operation. 2nd ed. Pearson/Prentice Hall, 2004.

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Alberta. A workforce strategy for Alberta's supply chain logistics industry. Govt. of Alberta, 2008.

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Book chapters on the topic "Leagile supply chain strategy"

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Waters, Donald. "Logistics Strategy." In Supply Chain Management. Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-26234-9_3.

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Nakano, Mikihisa. "Hybrid Strategy." In Supply Chain Management. Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8479-0_7.

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Waters, Donald. "Implementing the Strategy." In Supply Chain Management. Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-26234-9_4.

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Nakano, Mikihisa. "Responsiveness-Oriented Strategy." In Supply Chain Management. Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8479-0_6.

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Nakano, Mikihisa. "Efficiency-Oriented Strategy." In Supply Chain Management. Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8479-0_5.

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Luokkanen-Rabetino, Karita, Arto Rajala, Ilkka Sillanpää, and Khuram Shahzad. "Supply Chain Intelligence." In Real-time Strategy and Business Intelligence. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-54846-3_10.

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Nakano, Mikihisa. "The Strategy-Structure-Process-Performance Framework." In Supply Chain Management. Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8479-0_2.

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Robertson, Peter W. "Setting an appropriate supply chain strategy." In Supply Chain Processes. Routledge, 2021. http://dx.doi.org/10.4324/9781003084037-3.

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Rose, Wade R., and Steven A. Murphy. "Planned and Emergent Strategy." In Global Supply Chain Security. Springer New York, 2014. http://dx.doi.org/10.1007/978-1-4939-2178-2_11.

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Gattorna, J. L., and D. W. Walters. "Formulating a Supply Chain Strategy." In Managing the Supply Chain. Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24841-4_11.

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Conference papers on the topic "Leagile supply chain strategy"

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Li, Xiaomei, Zhaofang Mao, Guohong Xia, and Fu Jia. "Study on Manufacturing Supply Chain Leagile Strategy Driven Factors Based on Customer Value." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1642.

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Fan, Qi, Xuejun Xu, and Zhiyong Gong. "Research on Lean, Agile and Leagile Supply Chain." In 2007 International Conference on Wireless Communications, Networking and Mobile Computing. IEEE, 2007. http://dx.doi.org/10.1109/wicom.2007.1201.

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"LEAN, AGILE & LEAGILE SUPPLY CHAIN: A COMPARATIVE STUDY." In International Conference on Advancements and Recent Innovations in Mechanical, Production and Industrial Engineering. ELK ASIA PACIFIC JOURNAL, 2016. http://dx.doi.org/10.16962/elkapj/si.arimpie-2016.23.

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Liu, Dongmei, Wen Wang, and Weiping Fu. "CODP position of leagile supply chain based on polychromatic sets theory." In 2009 IEEE International Conference on Automation and Logistics (ICAL). IEEE, 2009. http://dx.doi.org/10.1109/ical.2009.5262884.

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Fang, Yaner, Biying Shou, Yaoyu Wang, and Zhongsheng Hua. "Equilibrium contracting strategy under supply chain to supply chain competition." In 2013 10th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2013. http://dx.doi.org/10.1109/icsssm.2013.6602586.

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Coufalikova, Aneta, Ivo Klaban, and Tomas Slajs. "Complex strategy against supply chain attacks." In 2021 International Conference on Military Technologies (ICMT). IEEE, 2021. http://dx.doi.org/10.1109/icmt52455.2021.9502768.

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Hui, Huang, and Liang Gong-qian. "Designing the Supply Chain by Postponement Strategy." In 2007 International Conference on Management Science and Engineering. IEEE, 2007. http://dx.doi.org/10.1109/icmse.2007.4421940.

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Zhen He and Jianjun Ouyang. "SME cluster development strategy of supply chain." In 2011 2nd International Conference on Artificial Intelligence, Management Science and Electronic Commerce (AIMSEC). IEEE, 2011. http://dx.doi.org/10.1109/aimsec.2011.6010161.

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Kuo-Jui Wu, Anthony S. F. Chiu, and Ming Lang Tseng. "Supply chain management strategy practices in Taiwan." In 2011 International Summer Conference of Asia Pacific Business Innovation and Technology Management (APBITM). IEEE, 2011. http://dx.doi.org/10.1109/apbitm.2011.5996326.

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Gan, Xiuwen. "Manufacturers’ Optimal Strategy in Supply Chain Financing." In 2015 International Conference on Education Technology, Management and Humanities Science (ETMHS 2015). Atlantis Press, 2015. http://dx.doi.org/10.2991/etmhs-15.2015.134.

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Reports on the topic "Leagile supply chain strategy"

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Bopp, Karl. An Integrated Rare Earth Elements Supply Chain Strategy. Defense Technical Information Center, 2011. http://dx.doi.org/10.21236/ada547354.

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Iyer, Ananth V., Steven R. Dunlop, Anmol Guram Singh, Mihir Bhatia, and Sazzadur Rahman. Developing a Business Ecosystem around Autonomous Vehicle Infrastructure in Indiana. Purdue University, 2020. http://dx.doi.org/10.5703/1288284317088.

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INDOT will soon be embarking on infrastructure planning to accommodate autonomous vehicles. This new technology affords the ability to impact economic value creation across the supply chain in Indiana, as well as foster economic development in Indiana to support these emerging technologies. This proposal will be a first cut towards exploring the development of a strategy to realize this potential. Our proposal will consist of two phases. Phase 1: A focus on industry choices and plans that can inform INDOT choices. Phase 2: A focus on INDOT’s internal decision making, risk tolerance, and choices regarding infrastructure projects.
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