Journal articles: 'Lean Supply Chain Management (LSCM)'

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-Duah, Gloria Pokuaa, and Devika Nadarajah. "Improving of Organizational Performance Using Lean Supply Chain Management Practices: The Mediating Role of Supply Chain Collaboration." Business Management and Strategy 12, no. 2 (June 24, 2021): 35. http://dx.doi.org/10.5296/bms.v12i2.18795.

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Purpose - Surviving in the face of growing globalization, competition and rapid changes in consumer expectations would mean that, firms have to adopt modern business strategies that are flexible and capable of sustaining performance improvements among firms. The aim of this paper is to establish the effect of lean supply chain management (LSCM) approach on performance improvement among firms through the influence of supply chain collaboration (SCC).Design/Approach/Methodology - This conceptual paper recommends an inclusive model that incorporate LSCM and SCC dimensions as well as organizational performance, underpinned by theories such as the Dynamic Capabilities (DCT) and Relational View (RV). The proposed model is to establish the direct and indirect effects of LSCM approach on firms’ performance through the influence of SCC (intra and inter firm) dimensions in the manufacturing context, as the main goal of LSCM implementation which will subsequently lead to improvements in organizational performance.Originality: The study effectively combines the DCT and RV to develop a comprehensive model involving the three broad operations and supply chain management concepts. Though there may be similar studies on LSCM practices among manufacturing firms, limited studies have explored similar model or work has limited discussion especially on exploring the mediating roles of individual dimensions of SCC in the LSCM practices – organizational performance among manufacturing firms. This is a novelty as it provides deeper insights on the mediating effects of each dimension of SCC in the relationship between LSCM practices and organizational performance. The proposed theoretical model will serve as a potential blueprint for the successful implementation of LSCM practices.

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Khorasani, Sasan T., Jennifer Cross, and Omid Maghazei. "Lean supply chain management in healthcare: a systematic review and meta-study." International Journal of Lean Six Sigma 11, no. 1 (January 9, 2020): 1–34. http://dx.doi.org/10.1108/ijlss-07-2018-0069.

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PurposeBy applying a systematic literature review, this paper aims to identify the major healthcare problem domains (i.e.target areas) for lean supply chain management (LSCM) and to provide a list of the most common techniques for implementing LSCM in healthcare. Moreover, this study intends to investigate various contingency factors that may have influenced the selection of LSCM target areas or the application of LSCM techniques by healthcare organizations.Design/methodology/approachA systematic literature review was carried out following the method presented by Tranfield et al. (2003). Thereby, 280 peer-reviewed journal articles, published between 1995 and 2018, were selected, profiled and reviewed. In total, 75 papers were also selected for a qualitative analysis, known as meta-study, on the basis of high relevancy to the research objectives.FindingsThis work extracts, from previous research, a set of target areas for improving supply chain in healthcare by applying lean approaches. The work also unifies the language of lean thinking and supply chain in healthcare by defining metaphors in circumstances under which healthcare organizations pursue similar objectives from their supply chain management and lean programs (Schmitt, 2005). This paper also outlines a list of applications of lean for supply chain improvement in healthcare. Finally, a set of contingency factors in the field of lean supply chain in healthcare is found via the published literature.Practical implicationsThis paper provides insights for decision-makers in the healthcare industry regarding the benefits of implementing LSCM, and it identifies contingency factors affecting the implementation of LSCM principles for healthcare. Implementing LSCM can help healthcare organizations improve the following domains: internal interaction between employees, supply chain cost management, medication distribution systems, patient safety and instrument utilization.Social implicationsThe research shows potential synthesis of LSCM with the healthcare industry’s objectives, and, thus, the outcome of this research is likely to have positive influence on the quality and cost of healthcare services. The objectives of the healthcare industry are cost reduction and providing better service quality, and LSCM implementation could be an effective solution to help healthcare to achieve these objectives.Originality/valueThe prime value of this paper lies in conducting a systematic literature review using a meta-study to identify the major factors of implementing LSCM in healthcare. Only a few other studies have been published in the literature about LSCM in healthcare.

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Tortorella, Guilherme Luz, Ricardo Giglio, and Jorge Limon-Romero. "Supply chain performance: how lean practices efficiently drive improvements." Journal of Manufacturing Technology Management 29, no. 5 (August 13, 2018): 829–45. http://dx.doi.org/10.1108/jmtm-09-2017-0194.

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Purpose The purpose of this paper aims at investigating which lean supply chain management (LSCM) practices efficiently improve the supply chain performance. Design/methodology/approach To achieve that, a cross-sectional survey was carried out with 113 manufacturing companies undergoing a lean implementation. The proposed method combines complementary methods of multivariate data analysis in order to determine which bundles of LSCM practices more efficiently entail improvements on supply chain performance. Findings The findings justify why some LSCM initiatives may find larger barriers than others, compromising their success due to misguided implementation efforts according to the desired performance improvement. Originality/value The empirical examination on the efficiency of LSCM practices with regards to a certain set of performance indicators provides guidelines with respect to LSCM implementation depending on which performance indicators are envisioned for improvement.

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Jasti, Naga Vamsi Krishna, and Suresh Kurra. "An empirical investigation on lean supply chain management frameworks in Indian manufacturing industry." International Journal of Productivity and Performance Management 66, no. 6 (July 10, 2017): 699–723. http://dx.doi.org/10.1108/ijppm-12-2015-0185.

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Purpose Supply chain management plays a vital role in deciding the final cost of products. A huge number of non-value-added activities are performed throughout supply chain process. Lean principles are useful to identify and eliminate waste activities across the supply chain management processes. The purpose of this paper is to examine the validity and reliability of the existing lean supply chain management (LSCM) frameworks in the Indian manufacturing industry through questionnaire survey methodology. Design/methodology/approach The present study collected empirical data from 180 top- and middle-level management personnel from the Indian manufacturing industry. Factor analysis was performed to check unidimensionality of LSCM frameworks by using empirical data. Cronbach’s α value of each selected LSCM framework was calculated to find out its reliability. Finally, frequency distribution analysis was performed on the selected framework to identify and reveal critical constructs of LSCM. Findings It was found that nine LSCM frameworks show unidimensionality. The study established that most of the selected frameworks exposed a high level of reliability. The frequency distribution analysis revealed that the larger part of the constructs had a high mean score and mode. It is concluded that there is a need for a new LSCM framework to fulfill the requirements of the Indian manufacturing industry. Originality/value The present study is focused on checking the suitability of existing LSCM frameworks in the Indian manufacturing sector. It is anticipated that the study will be helpful to the professionals who wish to execute appropriate LSCM framework in the manufacturing organization.

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Takeda-Berger, Satie Ledoux, Guilherme Luz Tortorella, Carlos Manuel Taboada Rodriguez, Enzo Morosini Frazzon, Tamie Takeda Yokoyama, and Marco Aurélio de Oliveira. "Analysis of the relationship between barriers and practices in the lean supply chain management." International Journal of Lean Six Sigma 12, no. 3 (January 13, 2021): 607–26. http://dx.doi.org/10.1108/ijlss-01-2019-0003.

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Purpose The purpose of this paper is to classify the main barriers related to the implementation of lean supply chain management (LSCM) and prioritize its main practices. A case study approach was conducted to obtain values for the intensity of the relationship between LSCM practices and barriers to mitigate or even anticipate difficulties in its implementation. Design/methodology/approach The case study in a company in southern Brazil that is in lean implementation is used for conducting this research. The methodology was structured in three steps, namely, classification of the main barriers through risk analysis, selection of LSCM practices appropriate to the company context and ranking and prioritization of the main practices of LSCM related to the barriers to lean implementation. Findings As a result, with the combination of two approaches, failure mode and effect analysis (FMEA) and analytical hierarchical process (AHP), it was possible to obtain values for the intensity of the relationship between LSCM practices and barriers. From the 12 barriers, 5 reached a high-risk degree that can be mitigated, and among the 18 practices found, 7 have the potential to be implemented. Originality/value This research allows direct efforts to continuously improve the supply chain to mitigate or even anticipate difficulties in its implementation. The proposed methodology, combining FMEA and AHP is easy to apply and understand, allowing managers and professionals to replicate it in the context of their supply chain and verify results similar and comparable to those obtained here.

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Almutairi, Abdulaziz Marzouq, Konstantinos Salonitis, and Ahmed Al-Ashaab. "A framework for implementing lean principles in the supply chain management at health-care organizations." International Journal of Lean Six Sigma 11, no. 3 (August 22, 2019): 463–92. http://dx.doi.org/10.1108/ijlss-01-2019-0002.

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Purpose The main purpose of this paper is to present lean implementation in hospital supply chain management (HSCM) and propose a new conceptual framework tailored specifically to the needs of Saudi health-care organizations. Design/methodology/approach This paper starts with an in-depth review of existing frameworks or models for lean implementation in health care in general and in HSCM specifically. Based on the literature studies and taking experts’ opinions into account, a new framework for lean implementation in the Saudi HSCM is presented. Findings A new lean implementation framework is offered to decision-makers in the health-care organization for implementing a lean approach in HSCM practices. Research limitations/implications This study focused on health-care organizations, which were selected from hospitals operated by the Ministry of Health and only those hospitals that are accredited by both the Saudi Central Board for Accreditation of Healthcare Institutions and the Joint Commission International. The framework is limited to Saudi health care. Practical implications The lean supply chain management (LSCM) framework is easy to understand and use without much complexity. This simplicity makes the LSCM applicable in health-care settings. Further, LSCM was validated in three different hospitals, and it helped them to identify and improve their non-added activities, thereby readying them for lean deployment in HSCM. Originality/value Little attention has been paid to implementing a lean approach by health-care providers in developing countries. This study presents a new framework that is considered the first of its kind for implementing lean in HSCM in Saudi. This framework could help HSCMs’ decision-makers to implement lean successfully in HSCM practices.

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Awso, Khairi, Anna Habil, and Farsat Shaaban. "The Role of some Activities of Lean Supply Chain Management (LSCM) in Achieving Logistics Excellence." humanities Journal of University of Zakho 7, no. 1 (March 30, 2019): 142–60. http://dx.doi.org/10.26436/hjuoz.2019.7.1.466.

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De Oliveira, Caio Vinícius Mazaro, and Eduardo Guilherme Satolo. "Diagnóstico do desempenho de agroindústrias do segmento de curtume frente aos conceitos da LSCM." Exacta 17, no. 2 (May 24, 2019): 147–64. http://dx.doi.org/10.5585/exactaep.v17n2.8305.

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O segmento de couro tem valoroso papel na contribuição do desenvolvimento econômico de várias cidades brasileiras. Para tanto, é importante buscar uma gestão eficiente que contemple toda produção, visando o aumento do resultado financeiro, possibilitando a continuação da atividade. Diante da carência de estudos verificados, este artigo tem como objetivo diagnosticar por meio da Lean Supply Chain Management (LSCM) aspectos de melhoria na gestão do elo curtume da cadeia do couro do Oeste Paulista/SP. Para atingir o objetivo da pesquisa, utilizou-se como método de pesquisa o estudo de caso do tipo múltiplo, com a condução de visitas in loco e aplicação de formulário em cinco Unidades de Pesquisa. Destacam-se como resultados que os pilares da Gestão da Tecnologia de Informação, Gestão Logística e Melhoria Contínua são os que mais carecem de melhorias, necessitando empregar ações para melhoria em toda a cadeia.

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Kusmantini, Titik, Tulus Haryono, Wisnu Untoro, and Ahmad Ikhwan Setiawan. "Strategic consensus between functions and the role of supply chain technology as moderator." Journal of Industrial Engineering and Management 11, no. 4 (October 17, 2018): 735. http://dx.doi.org/10.3926/jiem.2652.

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Purpose: This study aims to identify whether the degree of fit of the correlation between high supply chain and manufacturing strategy will result in a better performance.Design/methodology/approach: Strategic alignment test between the functions uses 102 SMEs in Yogyakarta as, Indonesia with purposive sampling technique. The data are collected by distributing questionnaires to the companies that qualify the criteria of the sample, respondent target are procurement manager, production and IT.Findings: Samples are grouped into two ideal types of strategies used mean split technique. 53 SMEs adopt ASCS (Agile Supply Chain Strategy) and 49 SMEs adopt LSCS (Lean Supply Chain Strategy). Two of the strategy groups have a low value of misfit score; it means that the degree of fit between supply chain strategy and manufacturing strategy is high. The result of simple regression test by using one side technique shows that a regression coefficient values is negative both in LSCS and ASCS group, but the hypothesis test is only proven on ASCS group while LSCS group is not significant.Research limitations/implications: (1) The empirical finding of bivariate fit model test encourage a research space to explore the other contingent variable besides manufacturing strategy. For example, business and information technology strategy; (2) The measurement of the company performance becomes the objective of the success of the alignment of supply chain strategy with the contingent variable which should be specified using the performance variable of the supply chain.Originality/value: The use of Euclidean distance formula is expected to cover the technical limitations of contingency test by using interaction approach between the complex variables; the value of misfit score reflects the extent to which program alignment between the company functions.

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Verhoeven, Peter, Florian Sinn, and Tino Herden. "Examples from Blockchain Implementations in Logistics and Supply Chain Management: Exploring the Mindful Use of a New Technology." Logistics 2, no. 3 (September 11, 2018): 20. http://dx.doi.org/10.3390/logistics2030020.

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In the context of logistics, blockchain can help to increase end-to-end visibility along global supply chains. Thus, it can lead to improved tracking of goods and offer tamper-proof data to build trust among parties. Although a variety of blockchain use cases already exists, not all of them seem to rely on blockchain-specific features, but could rather be solved with traditional technologies. The purpose of this paper is, therefore, to identify characteristic use cases described for blockchain in the field of LSCM and to analyze them regarding their mindful technology use based on five mindful technology adoption principles: engagement with the technology; Technological novelty seeking; awareness of local context; cognizance of alternative technologies; and anticipation of technology alteration. The authors identified five blockchain case clusters and chose one case for each category to be analyzed in detail. Most cases demonstrate high engagement with the technology, but there are significant differences when it comes to the other mindful use principles. This paper highlights the need to understand the problem and to apply the right technology in order to solve it. When solving a problem, care should be taken to address a technology’s unique features to ensure effectiveness and cost-efficiency.

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Küster, Daniel. "Lean Supply Chain Management." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 108, no. 6 (June 28, 2013): 415–20. http://dx.doi.org/10.3139/104.110950.

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Aljawarneh, Nader Mohammad, Mohamad M. Taamneh, Nouh Alhndawi, Khaled Abed AlQader alomari, and Fawzieh Masa'd. "Fog computing-based logistic supply chain management and organizational agility: The mediating role of user satisfaction." Uncertain Supply Chain Management 9, no. 3 (2021): 767–78. http://dx.doi.org/10.5267/j.uscm.2021.4.001.

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Although fog computing-based logistic supply chain management (Fog computing-based LSCM) is an emerging technology that proved a high impact on services and products, little research has focused on fog computing-based LSCM. Drawing on the Kano model and organization's theory this paper investigates the effect of fog computing-based LSCM on organizational agility. And the role of user satisfaction as mediator between fog computing-based LSCM and organizational agility. A quantitative approach was used, a questionnaire was designed for data collection, Cronbach's Alpha test was performed on a pilot study to examine the internal consistency of questionnaire items. Fog computing-based LSCM was studied based on Supply chain awareness, Connectivity and Logistics, Integration Process, Seamless Supply Chain, Integration of Processes. Data was collected from a random sample of 550 employees of Al-Hassan industrial city‎ in Jordan. Building on the proposed model, Researchers show that fog computing-based LSCM has a positive impact on organizational agility, fog computing-based LSCM has a positive impact on user satisfaction and finally user satisfaction mediates the relationship between fog computing-based LSCM and organizational agility. Implications for the model are discussed.

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Arya, Vedpal, Pankaj Sharma, Ashwani Singh, and P. T. M. De Silva. "An exploratory study on supply chain analytics applied to spare parts supply chain." Benchmarking: An International Journal 24, no. 6 (August 7, 2017): 1571–80. http://dx.doi.org/10.1108/bij-04-2016-0053.

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Purpose Big data analytics (BDA) has created a buzz around the world. It has been hailed as the new paradigm which has the potential to unlock value from otherwise non-productive aspects of the business. BDA has found application in the field of logistics and supply chain management (LSCM) too. Army has a large supply chain of various commodities which can benefit from BDA. The purpose of this paper is to explore the use of BDA in spare parts supply chain of the army. Design/methodology/approach The paper conducts a literature review to explain the application of supply chain analytics (SCA) to army spare parts supply chain. The paper presents a proposed architecture to apply SCA in the context of army supply chain. Findings The paper identifies various data points applicable to the field of LSCM in army. It also presents the impact areas of SCA on this supply chain. The architecture is presented which can serve as a roadmap for implementing SCA. Originality/value The paper is novel in its attempt to explain the supply chain of army and then apply SCA to it. The paper brings out a proposed architecture which can be further investigated to work on a roadmap to apply SCA to army supply chain.

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Svanberg, Martin. "Guidelines for establishing practical relevance in logistics and supply chain management research." International Journal of Physical Distribution & Logistics Management 50, no. 2 (March 2, 2020): 215–32. http://dx.doi.org/10.1108/ijpdlm-11-2018-0373.

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PurposeRigor and practical relevance are the foundations for logistics and supply chain management (LSCM) as an applied discipline. Whereas there are well-founded criteria for establishing methodological rigor, researchers must provide their own credible logic as to why their papers can influence practice. Accordingly, this paper aims to develop guidelines for establishing practical relevance in research papers.Design/methodology/approachA literature review of LSCM, marketing, operations management and management journals forms the foundation for these guidelines.FindingsRelevance criteria are identified; research should be problem-driven, timely and important, and findings should be implementable, nonobvious, novel and not too costly. Measures for researchers demonstrating the fulfillment of these criteria are identified as practitioner input, gray literature, funding, practitioner involvement and feedback. Researchers should also clearly articulate both problem relevance and the relevance of their findings.Research limitations/implicationsA lack of practical relevance is among the reasons for the rejection of papers by LSCM journals, but researchers can overcome this obstacle using these guidelines.Practical implicationsAt a metalevel, this paper contributes to research with greater practical relevance.Originality/valuePractical relevance is emphasized in the editorials of LSCM journals but has not yet been fully conceptualized from the authors' perspective.

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Franks, S. "Beyond lean [supply chain management]." Manufacturing Engineer 82, no. 1 (February 1, 2003): 38–40. http://dx.doi.org/10.1049/me:20030106.

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Yu, Ying, Xin Wang, Ray Y. Zhong, and G. Q. Huang. "E-commerce logistics in supply chain management." Industrial Management & Data Systems 117, no. 10 (December 4, 2017): 2263–86. http://dx.doi.org/10.1108/imds-09-2016-0398.

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Purpose The purpose of this paper is to present the state-of-the-art E-commerce logistics in supply chain management by investigating worldwide implementations and corresponding models together with supporting techniques via furniture industry. Design/methodology/approach Typical E-commerce logistics companies from North America, Europe, and Asia Pacific are comprehensively investigated so as to get the lessons and insights from these practices. Findings Future technologies like Internet of Things, Big Data Analytics, and Cloud Computing would be possibly adopted to enhance the E-commerce logistics in terms of system level, operational level, and decision-making level that may be real time and intelligent in the next decade. Research limitations/implications This paper takes the furniture industry for example to illustrate the E-commerce logistics and supply chain management (LSCM). Other industries like electronic appliance industry are not considered. Practical implications Opportunities and future perspectives are summarized from practical implementations so that interested parties like E-commerce and logistics companies are able to get some guidance when they are contemplating the business. Social implications E-commerce is booming with the development of new business models and will be continuously boosted in the near future. With large number of enterprises carrying out E-commerce, logistics has been largely influenced. Originality/value Insights and lessons from this paper are significant for academia and practitioners for considering E-commerce LSCM.

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Lamming, Richard. "Squaring lean supply with supply chain management." International Journal of Operations & Production Management 16, no. 2 (February 1996): 183–96. http://dx.doi.org/10.1108/01443579610109910.

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Kummer, Sebastian, David M. Herold, Mario Dobrovnik, Jasmin Mikl, and Nicole Schäfer. "A Systematic Review of Blockchain Literature in Logistics and Supply Chain Management: Identifying Research Questions and Future Directions." Future Internet 12, no. 3 (March 23, 2020): 60. http://dx.doi.org/10.3390/fi12030060.

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Potential blockchain applications in logistics and transport (LSCM) have gained increasing attention within both academia and industry. However, as a field in its infancy, blockchain research often lacks theoretical foundations, and it is not clear which and to what extent organizational theories are used to investigate blockchain technology in the field of LSCM. In response, based upon a systematic literature review, this paper: (a) identifies the most relevant organizational theories used in blockchain literature in the context of LSCM; and (b) examines the content of the identified organizational theories to formulate relevant research questions for investigating blockchain technology in LSCM. Our results show that blockchain literature in LSCM is based around six organizational theories, namely: agency theory, information theory, institutional theory, network theory, the resource-based view and transaction cost analysis. We also present how these theories can be used to examine specific blockchain problems by identifying blockchain-specific research questions that are worthy of investigation.

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Arif-Uz-Zaman, Kazi, and A. M. M. Nazmul Ahsan. "Lean supply chain performance measurement." International Journal of Productivity and Performance Management 63, no. 5 (June 3, 2014): 588–612. http://dx.doi.org/10.1108/ijppm-05-2013-0092.

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Purpose – The purpose of this paper is to present supply chain metrics and to propose a fuzzy-based performance evaluation method for lean supply chain. Design/methodology/approach – To understand the overall performance of cost competitive supply chain the paper investigates the alignment of market strategy and position of the supply chain. Since lean is applicable in many supply chains, the authors propose a set of metrics to evaluate supply chain performance. Moreover, the paper uses a fuzzy model to evaluate the performance of cost competitive supply chains. Fuzzy is an appropriate model method when uncertainty is present. It also allows modelling of a significant number of performance metrics across multiple supply chain elements and processes. Competitive strategy can be achieved by using a different weight calculation for different supply chain situations. Findings – Research provides optimal metrics for lean supply chains. The proposed method can measure the performance of lean supply chains using a fuzzy approach and competitive strategies. Research limitations/implications – The metrics which have been selected to measure the performance of lean supply chains is particularly applicable for high volume, low-price products. Practical implications – By identifying optimal performance metrics and applying performance evaluation methods, managers can predict the overall supply chain performance under lean strategy. By identifying performance for each metric they can also categorize the existing performance and optimise them accordingly. Originality/value – This study provides a performance evaluation method for supply chain managers to assess the effects of lean tools and competitive strategies.

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Manzouri, Malihe, and Mohd Nizam Ab Rahman. "Adaptation of theories of supply chain management to the lean supply chain management." International Journal of Logistics Systems and Management 14, no. 1 (2013): 38. http://dx.doi.org/10.1504/ijlsm.2013.051019.

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Özkan, Okan, Gamze Bayın, and Gözde Yeşilaydın. "Lean Supply Chain Management In Health Sector." AJIT-e Online Academic Journal of Information Technology 6, no. 18 (February 15, 2015): 71–94. http://dx.doi.org/10.5824/1309-1581.2015.1.005.x.

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Cudney, Elizabeth, and Cassandra Elrod. "Incorporating lean concepts into supply chain management." International Journal of Six Sigma and Competitive Advantage 6, no. 1/2 (2010): 12. http://dx.doi.org/10.1504/ijssca.2010.034854.

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Antony, J., P. Caine, and J. L. Escamilla. "Lean Sigma [production and supply chain management]." Manufacturing Engineer 82, no. 2 (April 1, 2003): 40–42. http://dx.doi.org/10.1049/me:20030203.

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Zhou, Steve Bin, and Fiona Xiaoying Ji. "Impact of Lean Supply Chain Management on Operational Performance." International Journal of Business Analytics 2, no. 3 (July 2015): 1–19. http://dx.doi.org/10.4018/ijban.2015070101.

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Lean is a systematic approach to identify and eliminate non-value-added activities or waste through continuous improvement process. While traditional lean manufacturing focuses on the activities within a single organization, lean supply chain consists of the same processes, but it views these processes over multiple organizations. This research addresses an important yet under-studied area – lean supply chain management in small organizations, especially small manufacturing firms. The study examines driving factors of lean supply chain management, focus of lean supply chain practices, and major supply chain and information technology solutions applied in these companies. Through a research survey, the study has provided important insights into the current status of lean supply chain practices and related implementation issues in small businesses.

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Moyano-Fuentes, José, Juan Manuel Maqueira-Marín, Pedro José Martínez-Jurado, and Macarena Sacristán-Díaz. "Extending lean management along the supply chain: impact on efficiency." Journal of Manufacturing Technology Management 32, no. 1 (July 27, 2020): 63–84. http://dx.doi.org/10.1108/jmtm-10-2019-0388.

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PurposeThe purpose of this paper is to investigate the contribution to improving the efficiency of the focal firm made by lean management at the internal and supply chain levels.Design/methodology/approachAn empirical study was conducted of 285 Spanish focal companies from industrial sectors that occupy an intermediate position in the supply chain. The data gathering method consisted of a telephone survey using computer-assisted telephone interviewing. A structural equation was used to test the hypotheses.FindingsThe results indicate that there is an improvement in efficiency of the focal firm when lean management extends throughout the supply chain, in line with the resource-based theory and integrated supply chain management. In addition, lean management at the internal level is observed to impact positively on the focal firm's efficiency only when it contributes to enhancing the implementation of lean supply chain management.Practical implicationsTo achieve the best operational performance derived from lean management, managers should pay attention to the transfer to their supply chain members of knowledge, competencies and cultural change linked to the level of internal lean implementation of the focal firm. Moreover, this paper provides a way to assess the operational aspects of lean supply chain strategy implementation and lean supply chain planning.Originality/valueThis study uses a holistic focus on lean supply chain management, to which it applies a validated instrument. It underlines that lean on the internal level should be complemented with lean on the supply chain level to provide a better understanding of the drivers of the efficiency of the focal firm.

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MacDuffie, John Paul, and Susan Helper. "Creating Lean Suppliers: Diffusing Lean Production through the Supply Chain." California Management Review 39, no. 4 (July 1997): 118–51. http://dx.doi.org/10.2307/41165913.

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Campos, Lucila M. S., and Diego A. Vazquez-Brust. "Lean and green synergies in supply chain management." Supply Chain Management: An International Journal 21, no. 5 (August 8, 2016): 627–41. http://dx.doi.org/10.1108/scm-03-2016-0101.

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Purpose The purpose of this paper is to investigate how synergies between lean and green supply chain practices emerge. In particular, the authors explore which practices identified in the literature are actually implemented in a synergic way and determine what synergic results they bring. Design/methodology/approach An in-depth case study of the Brazilian subsidiary of a large multinational company was conducted using interviews, in-plant observations and document analysis. Findings The majority of the practices (26 out of 31) bring synergic results to lean and green performance. Synergies can emerge spontaneously (rather than being strategized) even when the implementation of green and lean practices is compartmentalized in different areas, with no department or supportive management team to treat them in a joined way. The strongest synergic results are found in practices related to suppliers and customers because these supply chain actors act as bridges between the lean and green areas. Research limitations/implications The authors did not have access to the company customers and suppliers. This restriction made the analysis of drivers skewed towards the perspective of the focal company and the way they framed their interactions. Second, the assessment of synergies was in the majority of cases qualitative. Originality/value Empirically, it is the first time that all synergic practices identified in the literature are explored through a case study. Theoretically, the authors developed a model of determinants of lean and green synergies based on constructs emerging from the data; behavioural literature in synergies and research on synergies in mergers and acquisitions.

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Carvalho, Helena, Susana Garrido Azevedo, and V. Cruz Machado. "Supply chain performance management: lean and green paradigms." International Journal of Business Performance and Supply Chain Modelling 2, no. 3/4 (2010): 304. http://dx.doi.org/10.1504/ijbpscm.2010.036204.

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FRANCIS, MARK. "Lean Information and Supply Chain Effectiveness." International Journal of Logistics Research and Applications 1, no. 1 (April 1998): 93–108. http://dx.doi.org/10.1080/13675569808962040.

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BR, Raghu Kumar, Ashish Agarwal, and Milind Kumar Sharma. "Lean management – a step towards sustainable green supply chain." Competitiveness Review 26, no. 3 (May 16, 2016): 311–31. http://dx.doi.org/10.1108/cr-05-2015-0040.

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Purpose The purpose of this paper is to identify important factors which contribute to the evolution of Green Supply Chain (GSC) initiatives framework as a result of sustained lean strategies predominantly but not confined to aviation sector. Design/methodology/approach This research is exploratory in nature and studies lean management implementation environment with focus on developing a framework for a GSC established through a path of identifying waste minimization techniques which automatically contribute to green initiatives in supply chain design invariably qualifying an ordinary supply chain as GSC. The approach is of identifying the framework parameters for both carbon footprint analysis and lean management. The focus of study is cross-sectional, within and outside aviation industry based on the information collected through survey methodology. Findings The paper identifies the key factors that are responsible to make a “green” supply chain and presents a framework to establish the same through rigorous evaluation while not losing sight of lean management requirements so that operational management perspective is not lost. Research limitations/implications The target of the study is the aviation industry and its supportive upstream and downstream beneficiaries. The study has implications for managers in all types of industrial environment, especially in aviation, in the era of globalized lean supply chain establishment which helps them to convert their present lean management initiatives to GSC. Practical implications Inputs obtained are from both literary and industrial research in a live environment and hence impacts lean management outlook and its benefits to industries. Social implications This paper has vast impact on the social well being with the focus on techno – environmental green initiatives factor identification through simple implemented and available procedures with no additional cost implication. Originality/value This paper presents unique inputs regarding conversion of lean implementation scenario in aviation and other industries to a GSC model, with suitable incorporation of recognized factors which are outcome of complicated internal processes. It also tries to establish factors relevant for any organization in assessing lean initiatives.

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Prajogo, Daniel, Adegoke Oke, and Jan Olhager. "Supply chain processes." International Journal of Operations & Production Management 36, no. 2 (February 1, 2016): 220–38. http://dx.doi.org/10.1108/ijopm-03-2014-0129.

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Purpose – The purpose of this paper is to examine the value chain processes that represent the “black box” between supply logistics integration and competitive operational performance in firms. To realize this objective, the authors develop a research model which comprises a series of linkages from supply logistics integration to operational outcomes using Porter’s concept of value chain and the relational view of resource-based theory as theoretical lenses. Design/methodology/approach – The data set for testing the hypothesized relationships in this study was drawn from 232 Australian manufacturing firms. Findings – The findings show that there is no significant direct relationship between supply logistics integration and competitive operational performance; rather, the relationship is fully mediated by inbound supply performance and internal lean production processes. Further, lean production processes have a positive effect on inbound supply performance. Research limitations/implications – The study shows the importance of managing both internal (production processes) and external processes (logistics and supply chain) of firms’ operations in an integrated manner in which supply logistics integration act through key internal processes to impact competitive performance which the end customers actually experience. Originality/value – This is the first study which uncovers what happens “in between” the incoming materials and the end outputs delivered by firms into the market. This “in between black box” is important in improving our understanding of how inbound supply activities are translated into outbound competitive performance outcomes.

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Dinakaran, Soundar raj, and Dr J. Clement Sudhahar. "Lean Supply Chain Ecosystem for MSME a Framework for Phased Implementation." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 9, no. 1 (March 31, 2014): 1549–51. http://dx.doi.org/10.24297/ijmit.v9i1.675.

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Supply Chain Management is the major operation tool for all the Industries. Micro, Small and Medium Industries are aware of the supply chain management but many of these companies have not yet followed this operation tool. In this scenario the Lean Supply Chain Management is also a part of the supply chain management, it means that how to minimize the supply chain cost and to use effectively without changing the time as well as reduce the time to deliver also. Based on the literature and Industry visit there are some gaps identified which affect the supply chain management and how it to be change into the Lean Supply Chain Management there are Communication, Information Sharing System, Cost control planning, Customer service, Industry trends, Customer linkages, Service philosophy, Seasonality Management Mindset, Lean Supply chain problem readiness, Supplier base, Data infrastructure Distribution center swaps and Lean Supply chain bottlenecks intervention. When the industry were fill this gaps the Supply Chain Management is to convert into the Lean supply Chain Management through this Micro, Small and Medium Industries can make their business well profitable and comfortable.

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Martínez-Jurado, Pedro José, and José Moyano-Fuentes. "Lean Management, Supply Chain Management and Sustainability: A Literature Review." Journal of Cleaner Production 85 (December 2014): 134–50. http://dx.doi.org/10.1016/j.jclepro.2013.09.042.

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Nguyen, Nguyen Thi Duc, Vinh Phuc Le, Hiep Thanh Nguyen, and Lan Thi Phuong Huynh. "Perspectives on supply chain quality management research." Science & Technology Development Journal - Economics - Law and Management 1, Q4 (October 31, 2017): 52–60. http://dx.doi.org/10.32508/stdjelm.v1iq4.475.

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This study focuses on reviewing the current understanding of supply chain quality management research field in order to critically provide a systematic view about the existing relevant literature, and identify shortcomings and further research directions that should be explored. The Creswell’s methodology [1] in doing literature review is followed to conduct this study. As a result, three prevailing perspectives in supply chain quality management are (a) Supply chain management & quality management perspective in which the factors affecting supply chain quality management, integration, coordination, and sharing in supply chain, etc are done. But the sufficient investigation in entire supply chain as well as industry, barriers or facilitators, the role of other functions, quality of the supply chain, upstream-oriented quality activities, and organization learning within partners in the supply chain are less concerned; (b) Supply chain management & Lean perspective, prior studies identify factors affecting on supply chain performance and firm’s competitive advantages, benefits, characteristics, principles, practices and basic techniques for Lean supply chain management, etc. They have less interests in the entire supply chain investigation, Lean service, barriers or facilitators of supply chain quality management performance; and (c) Supply chain management & Innovation perspective, recent studies investigate factors affecting supply chain innovation, barriers or facilitators, developing innovation frameworks and approaches or strategies, etc. But they reveal limitations in the integration of supply chain strategies with innovation strategies and business strategies, barriers of innovation process, and how to cope with challenges and differences of various types of innovation. Overall, most of the existing researches on three mentioned perspectives mainly investigate within the manufacturing sector in developed countries, and they gives much attention to supply chain fulfillment; few studies focus on supply chain development and lack the combination.

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Herden, Tino T., Benjamin Nitsche, and Benno Gerlach. "Overcoming Barriers in Supply Chain Analytics—Investigating Measures in LSCM Organizations." Logistics 4, no. 1 (February 26, 2020): 5. http://dx.doi.org/10.3390/logistics4010005.

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While supply chain analytics shows promise regarding value, benefits, and increase in performance for logistics and supply chain management (LSCM) organizations, those organizations are often either reluctant to invest or unable to achieve the returns they aspire to. This article systematically explores the barriers LSCM organizations experience in employing supply chain analytics that contribute to such reluctance and unachieved returns and measures to overcome these barriers. This article therefore aims to systemize the barriers and measures and allocate measures to barriers in order to provide organizations with directions on how to cope with their individual barriers. By using Grounded Theory through 12 in-depth interviews and Q-Methodology to synthesize the intended results, this article derives core categories for the barriers and measures, and their impacts and relationships are mapped based on empirical evidence from various actors along the supply chain. Resultingly, the article presents the core categories of barriers and measures, including their effect on different phases of the analytics solutions life cycle, the explanation of these effects, and accompanying examples. Finally, to address the intended aim of providing directions to organizations, the article provides recommendations for overcoming the identified barriers in organizations.

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Ruiz-Benitez, Rocio, Cristina López, and Juan C. Real. "Achieving sustainability through the lean and resilient management of the supply chain." International Journal of Physical Distribution & Logistics Management 49, no. 2 (March 4, 2019): 122–55. http://dx.doi.org/10.1108/ijpdlm-10-2017-0320.

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Purpose In the present work, lean and resilient practices applied to supply chains are studied in order to evaluate their impact on the three dimensions of sustainability. Additionally, the mutual impact of lean and resilient supply chain practices is investigated. The paper aims to discuss these issues. Design/methodology/approach The aerospace sector and its supply chain are chosen, since lean and resilient practices have been proven relevant in the sector. A methodology based on Interpretive Structural Modeling approach is applied in order to identify the existing relationships between lean and resilient supply chain practices and their impact on the three different dimensions of sustainability. Findings The results reveal synergetic effects between lean and resilient practices. The former practices act as drivers of the latter practices. Hence, lean practices lead to direct and indirect effects in achieving supply chain sustainability. Research limitations/implications The relationship between lean and resilient practices has been studied for the aerospace sector. Different sectors may lead to different results as the practices considered important in each sector may differ as well as the way in which each practice is implemented. Originality/value This study highlights the relationship existing between lean and resilient supply chain practices and their impact on sustainability. Additionally, several managerial implications are drawn out to help managers make better decisions.

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Abideen, Ahmed Zainul, and Fazeeda Binti Mohamad. "Advancements in Industrial Supply Chain through Lean Implementation." International Journal of Logistics Systems and Management 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijlsm.2020.10023803.

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Saudi, Mohd Haizam Mohd, Sri Juniati, Katarzyna Kozicka, and Mohd Shahril Ahmad Razimi. "Influence of Lean Practices on Supply Chain Performance." Polish Journal of Management Studies 19, no. 1 (June 2019): 353–63. http://dx.doi.org/10.17512/pjms.2019.19.1.27.

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Marodin, Giuliano Almeida, Alejandro Germán Frank, Guilherme Luz Tortorella, and Tarcisio Abreu Saurin. "Contextual factors and lean production implementation in the Brazilian automotive supply chain." Supply Chain Management: An International Journal 21, no. 4 (June 13, 2016): 417–32. http://dx.doi.org/10.1108/scm-05-2015-0170.

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Purpose This paper aims to understand the patterns of lean production implementation, and the relationship between three context factors (i.e. firm size, positions within the supply chain and time length of the lean initiative) and the adoption of lean production practices in firms of the automotive supply chain in Brazil. Design/methodology/approach The authors collected data from 65 companies of the automotive supply chain in Brazil. For data analysis, first a cluster analysis was performed to identify common characteristics in the companies’ context factors when considering patterns of lean implementation. Then, multivariate analysis of variance was used to investigate the differences between the context factors and the degree of use of lean practices. Findings High lean adopters had better performance than low lean adopters in terms of lead time, inventory and turnover. Firms at the first and second tier of the automotive supply chain were “leaner” than firms at the third tier. Large-sized firms were more likely to have a higher degree of use of lean practices than medium and smaller ones. Some, but not all, lean practices followed these patterns. Results also showed that some lean practices were most commonly adopted at the beginning of the lean journey, whereas others took more time to mature. Originality/value This paper demonstrated how lean practices were implemented at different positions within the supply chain, and the patterns of implementation often followed. It also considers lean in the context of developing countries such as Brazil.

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Goldsby, Thomas J., Stanley E. Griffis, and Anthony S. Roath. "MODELING LEAN, AGILE, AND LEAGILE SUPPLY CHAIN STRATEGIES." Journal of Business Logistics 27, no. 1 (March 2006): 57–80. http://dx.doi.org/10.1002/j.2158-1592.2006.tb00241.x.

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Lau, Kwok Hung, and Jue Wang. "Application of Lean Thinking in Supply Chain Management by the Small and Medium Sized Manufacturers in China." International Journal of Information Systems and Supply Chain Management 6, no. 4 (October 2013): 1–17. http://dx.doi.org/10.4018/ijisscm.2013100101.

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With increasing pressure for higher wages and growing competition from other developing countries such as Vietnam and Mexico, China can no longer rely heavily on cheap labor supply as a competitive advantage to secure her position as the world’s largest manufacturing base. Other competitive edges, such as lean manufacturing and lean supply chain management that help cut cost and reduce waste, have to be explored. Using a self-administered questionnaire survey, this study investigates the current status of lean thinking application in supply chain management by the small- and medium-sized manufacturers (SMMs) in China. It also explores if there are benefits in the application and the challenges faced by the SMMs in implementation. The findings suggest that application of lean thinking in China is not widespread. For those firms that have applied lean thinking, the major benefits obtained include reductions in cost, waste, inventory, labor, and cycle time. The major difficulties encountered lie in the accurate communication of the requirements between workers and managers and the collaboration with supply chain members. Proper application of lean thinking in supply chain management can bring substantial benefits to the manufacturing industry. Managers can use this research to benchmark their lean thinking application and revise their supply chain strategy accordingly.

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Tamas Kozak, Radovan Madlenak, and Gyorgy Ivan Neszmelyi. "How the Lean Management Decision Influences the Transportation Cost in the Supply Chain?" Communications - Scientific letters of the University of Zilina 22, no. 4 (October 1, 2020): 13–19. http://dx.doi.org/10.26552/com.c.2020.4.13-19.

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The purchase decisions require information on where each phase in aretail supply chain should be placed. The presented method is an integrated tool for retail supply chain totransaction cost optimization. The model does not only present a company-level lean management’s decisions within a supply chain, but it also shows the exact method to optimize the supply chain competitiveness. The allocation model also illustrates how the purchase decisions are allocated for producer, distributor and retail companies. The complexity of the allocation model may be affected by the size of the logistic costs, the algorithm used to calculate the supply chain purchase decisions and the final needs of the customers. The lean management approach could be a redemption to a company, but the results do not help to enhance competitiveness for the whole supply chain in every case. In this paper, a model method is demonstrated that helps to gain benefit of the lowest cost of integrated inventory management decisions. One of the essential parts ofthis research is that not onlythe lean management’ result is considered, but effects of purchase decisions are integrated into the whole retail supply chain, as well. This type ofintegrated approachcan have an exponential impact on profitability on supply chain level effectiveness. In the paper are discussed issues that are important from the perspective of carriers, truck owners and operators, transportation policy makers and shippers. Different capacities of transportation and their costs and performance characteristics from lean aspect are discussed as well.

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Muna, Nihayatul, Lilis Ardini, and Zufra Inayah. "Lean Hospital: Strategy of Operational Financing Efficiency in Supply Chain Management." Jurnal Manajemen Kesehatan Indonesia 9, no. 1 (April 30, 2021): 72–77. http://dx.doi.org/10.14710/jmki.9.1.2021.72-77.

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Health financing in Indonesia has increased from 27 US $ (2003) to 115 US $ (2017) and will continue to increase as the population increases. The JKN era is also a burden where health financing managed by BPJS is always deficit every year. Hospitals as health service providers must be able to carry out operational cost efficiency as mandated by the JKN era, namely quality control and cost control. One of the cost efficiency methods is the implementation of lean management in hospital operational processes, especially the supply chain management process (procurement, inventory control, distribution planning and demand management). This study aims to evaluate the improvement process and cost efficiency after the implementation of lean management in the supply chain management process at the hospital. This study used a single holistic case study method with the unit of analysis at the Lean team level at Panti Rapih Hospital, Yogyakarta. Research subjects are employees in the team who are directly involved in the implementation of lean management. Selection of research subjects based on purposive sampling. Total sample of 7 respondents for in-depth interview process. The research instrument used an interview guide. The result of this research is that lean management which is applied in the logistic unit of the neat orphanage hospital can reduce waste such as motion, inventory, and waiting time. In addition, another benefit that can be felt by management is increasing cost efficiency. The conclusion of this study is that lean management is recommended to be applied in health services such as hospitals.

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Siagian, Hotlan, and Zeplin Jiwa Husada Tarigan. "The central role of IT capability to improve firm performance through lean production and supply chain practices in the COVID-19 era." Uncertain Supply Chain Management 9, no. 4 (2021): 1005–16. http://dx.doi.org/10.5267/j.uscm.2021.6.012.

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Today, global competition entails companies having an advantage in supply chain networks to pursue superior performance. This work examines the link between information technology (IT) capability with the firm performance by adopting a lean production approach, vendor-managed inventory, and supply chain practices. The study has surveyed the population of the manufacturing company in East Java, Indonesia, using a questionnaire with a five-point Likert scale. A total of 111 manufacturing companies (medium and large) were selected from 5420 manufacturing companies listed in the Industrial Department of East Java. The partial least square (PLS) technique was used to analyze the data, using the SmartPLS software version 3.3. Thirteen hypotheses in this study were developed to investigate. The result revealed that all hypotheses of direct relationship were supported. IT capability directly affects lean production, vendor managed inventory, and supply chain practices. Moreover, lean production, vendor-managed inventory, and supply chain practices improve firm performance. Further analysis also indicated that all hypotheses of indirect hypotheses were supported except hypothesis one hypothesis (H9). IT capability indirectly improves firm performance through lean production, vendor-managed inventory, and supply chain practices. The result provides insight for managers and policymakers on enhancing firm performance by improving its IT capability, adopting lean production, vendor-managed inventory, and supply chain practices. This research contributes to reinforcing the supply chain management theory.

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Mukherjee, Kampan, and Anup Kumar. "Lean manufacturing in pharmaceutical closed-loop supply chain." International Journal of Environment and Waste Management 26, no. 1 (2020): 14. http://dx.doi.org/10.1504/ijewm.2020.10028573.

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Kumar, Anup, and Kampan Mukherjee. "Lean manufacturing in pharmaceutical closed-loop supply chain." International Journal of Environment and Waste Management 26, no. 1 (2020): 14. http://dx.doi.org/10.1504/ijewm.2020.108062.

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Kou, Tun-Chih, and Bruce C. Y. Lee. "The influence of supply chain architecture on new product launch and performance in the high-tech industry." Journal of Business & Industrial Marketing 30, no. 5 (June 1, 2015): 677–87. http://dx.doi.org/10.1108/jbim-08-2013-0176.

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Purpose – The purpose of this study is to fill the gaps in previous literature and investigate the link between product launch performance and supply chain architecture and performance. During the past 20 years, most of the new product literature has focused on new product development and product innovation. Only a few product launches have been discussed in specific fields. Design/methodology/approach – From the perspective of the manufacturer, interfunctional coordination, supply chain architecture and supply chain performance affect lean launch performance. Lean launches can also add value to product and marketing performance. A questionnaire was used to gather data from project, account and purchasing managers in the high-tech industry and to test the postulated research model and hypotheses. The conceptual model was tested using 242 usable questionnaires. Findings – The results provide evidence that interfunctional coordination is the basis for improving supply chain architecture. The supply chain has a strong, positive effect on lean launch performance. Lean launch is vital to the successful performance of a new product. Although lean launch execution and supply chain performance affect marketing performance and new product performance, the direct effect on marketing performance is non-significant. Originality/value – This study presents the characteristics of the supply chain architecture specific to the high-tech industry. The authors empirically tested and propose a model to explain how high-tech manufacturers build a solid supply chain and leverage the capabilities of suppliers to improve lean launch execution and new product performance.

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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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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.

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Al hawary, Sulieman, Mohammad Alhalalmeh, Hanan Almomani, Ali Al Quran, Mohammad Mousa, and Ghufran Hijjawi. "The mediating effect of digital supply chain management among the relationship between lean management and supply chain operations." International Journal of Economics and Business Research 1, no. 1 (2023): 1. http://dx.doi.org/10.1504/ijebr.2023.10041552.

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Firmansyah, Muhammad Andika, and Siti Maemunah. "Lean Management and Green Supply Chain Management Implementation on the Manufacturing and Logistics Industry at an Indonesia." Business and Entrepreneurial Review 21, no. 1 (May 27, 2021): 11. http://dx.doi.org/10.25105/ber.v21i1.9141.

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This research is on the manufacturing and logistics industry in Indonesia in improving environmental performance. This study aims to implementation of lean management and green supply chain management to environmental performance. The methodology used in this study is primary data, 150 respondents from logistics professionals. This study uses SEM-PLS. The results showed that lean management had no significant effect on environmental performance. The implications of this study are focused on geography and small samples. Green supply chain management is oriented towards the environment in making supply chain decisions to improve environmental performance.

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Journal articles on the topic 'Lean Supply Chain Management (LSCM)'

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