Relevant bibliographies by topics / Lean supply chain strategy

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Lean supply chain strategy'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Lean supply chain strategy"

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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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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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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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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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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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Ambe, Intaher Marcus. "The use of Postponement Decisions in Determining Supply Chain Strategies of Light Vehicle Manufacturers in South Africa." Journal of Economics and Behavioral Studies 9, no. 3(J) (July 20, 2017): 180–91. http://dx.doi.org/10.22610/jebs.v9i3(j).1757.

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

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This article investigates the use of postponement decisions in determining the supply chain strategies of light vehicle manufacturers in South Africa. The article is exploratory and descriptive in nature. A survey was conducted among light vehicle manufacturers and the findings analysed by means of descriptive statistics. The results revealed that postponement decisions could be used to determine the supply chain architecture used by light vehicle manufacturers in South Africa. With regard to postponement decisions, the study found that all the light vehicle manufacturers made use of a lean supply chain strategy, while a few made use of an agile supply chain strategy. The results also revealed that all the production lines engaged in full speculation based on projected forecasting, and therefore employed a lean supply chain strategy. In terms of the postponement decisions made in line with the parent company of origin, European manufacturers 1 and 2 kept a work-in-progress inventory of stock to be customised for a particular customer. These manufacturers thus employed a lean and agile supply chain strategy, while most of the manufacturers adopted a lean supply chain strategy. All the manufacturers, except Asian manufacturer 1 and the American manufacturer, employed both lean and agile supply chain strategies. Therefore, the majority of the light vehicle manufacturers employed lean supply chain strategies in their inbound and outbound supply chain, while a few employed an agile supply chain strategy in their outbound supply chain, there by indicating leaglity. The article provides evidence of some form of postponement practice being followed by light vehicle manufacturers.
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Kazmane, Jaouad. "Proposal and Analysis of a Model for Design and Development of Lean Supply Chain Strategy." International Journal of Engineering Research in Africa 37 (August 2018): 158–71. http://dx.doi.org/10.4028/www.scientific.net/jera.37.158.

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In a highly competitive environment, cost reduction and optimization of the supply chain are more than ever a strategic issue for companies. In this work, we are going to propose and analyze a model of design and development of the Lean Supply Chain strategy. This model based on the results and the logic of the model proposed in the previous research work, and more precisely the way of the determination of Supply Chain strategies, whose aspect is operational excellence. This model serves as a decision support tool for business managers to design or develop Supply Chain strategies based on the Lean supply chain.
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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 (April 28, 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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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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Dissertations / Theses on the topic "Lean supply chain strategy"

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Lehtinen, U. (Ulla). "Changing subcontracting:a study on the evolution of supply chains and subcontractors." Doctoral thesis, University of Oulu, 2001. http://urn.fi/urn:isbn:9514265459.

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Abstract Manufacturing companies have reorganised their value chains and outsourced their non-core activities at an increasing rate during the last two decades. The importance of subcontractors has grown both from the economic and production point of view. The new manufacturing paradigm that emphases outsourcing, co-operation, networking and agility is much discussed on the general level, but very little empirical research has been done on these issues. The main aim of the study is to increase the understanding of the evolution process of subcontracting chains and explain the managerial aspects connected with the subcontractors' evolution. In the theoretical part I of the study, the concepts of subcontracting are clarified. The forms to classify subcontractors are discussed as the structure and development of subcontracting systems. The lean supply philosophy and manufacturing strategy concept are presented as a basis for the study. The manufacturing strategy framework for subcontractors is presented. The empirical findings of this study are based on longitudinal case studies covering the time period from the early 1980's to the late 1990's. Three cases from the metal and electronics industry including an OEM and a few subcontractors are presented. The studies focuses on the factors affecting the evolution of subcontracting, especially the impacts of subcontractors' manufacturing strategy on supply chain decisions. The implications of the case studies allow a number of conclusions to be drawn. The main differences from the lean supply theory was in supplier development and supply chain management practices The production volume, product structure and supplier base were the most important points affecting the subcontracting chain structure. The process of assigning manufacturing to subcontractors happened gradually and included critical points, which should be evaluated. The evolution process of subcontractors from a part supplier towards a system supplier is discussed. The competitiveness of the subcontractors evolves gradually starting from quality and adding other capabilities. In order to develop the subcontracting chain the stage of evolution of subcontractors should be recognised. A conceptual model for four different stages, part, component, specialist and system supplier, was also created in this study.
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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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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.

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.

The inductive research approach was applied in this thesis. 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.

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.

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Ho, Van Long, Ebuh Randy Ewane, and Maxime Héaumé. "A CASE STUDY FOR LORAMAX ON SUPPLY CHAIN STRATEGY & PRODUCTION EFFICIENCY." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12304.

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Title: A case study for LORAMAX on supply chain strategy & production efficiency.  Limitations: Due to the sensitive nature of the information in this thesis, a non-disclosure agreement was signed, and some data cannot be disclosed.  Background: LORAMAX, the case company for this thesis produces differentiated products on the basis of quality. They are faced with the challenge of making a product that they recently launched, HERO, more competitive in the market. Even though they have chosen a differentiated strategy, the company understands that cost reduction could as well provide them a competitive advantage and is therefore crucial to the survival of the new product.  Research questions:                How can the production cost and lead time be reduced for HERO? How would the choice to either buy pre-assembled modules or manufacture them in-house influence the profit margin of HERO? Purpose: The purpose of this thesis is to use relevant theories and practical tools in order to help the company identify potential opportunities and areas where to reduce assembly costs and lead-times.  Method: The empirical data used to draw conclusions was collected through a mixed research method (both qualitative and quantitative) carried out on site at LORAMAX with the help of the purchasing and production manager, through interviews, questionnaires and observations. This thesis is written from a positivistic perspective with a deductive approach.  Conclusions: Value Stream Mapping (VSM) and Total Cost of Ownership (TCO) are effective tools for cost and lead time reduction and can be used to support a make-or-buy decision. In this thesis, we arrive at the conclusion that LORAMAX will improve its profit margins on HERO if it buys already assembled modules.
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Törnlöf, Sofia, and Kajsa Ryttberg. "Supplying the Latino Way : A study of the Mexican automotive industry." Thesis, Jönköping University, JIBS, Business Administration, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-347.

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Problem- Sweden is for the moment one of the countries in the world that is most dependent on the automotive industry. Significant companies within this industry at a global level move parts of, or entire operations abroad which increase the competition for Swedish companies. This fact conveys problem for the Swedish SMEs suppliers, as if a supplier only focus on the national market will not match the requirements from the OEMs such as integrated product development and delivery of complete systems on a JIT- basis. Considering these fact, SME suppliers in Sweden need to look for new opportunities on new markets, and create an understanding for how to act accordingly to the new market’s particular business conditions.

Purpose- The main purpose of this thesis is to examine business conditions and prerequisites that applies for the buyers and the suppliers in the supply chain in the Mexican auto-motive industry, and further to develop an understanding of the logic of the interaction and integration between them. Derived from the obtained knowledge, a sub-purpose of this thesis is to present recommendations for how Swedish suppliers should enter and act accordingly on the new market.

Method- In this thesis we have applied a case study method. We have conducted semi-structured interviews with four of the largest OEMs and five suppliers, all of whom have production in Mexico. We have in addition to the interviews with OEMs and suppliers supported the collected information with one interview with a representative of a trade association within the Mexican automotive industry and one representative from a governmental institution.

Results- Our analysis indicates that the conditions for Swedish automotive suppliers to enter the Mexican market are favorable. Factors such as Free Trade Agreements, the positive attitude towards Foreign Direct Investments and skilled but low labor costs all imply for opportunities for Swedish suppliers. Secondly, our analysis indicates that the OEMs are today doing supply base rationalizations. We consider that this is based on the fact that the OEMs are changing their ordering basis from purchasing single parts to complete systems in order to reduce costs and increase the efficiency. Thirdly, our analysis indicates that it is the buyer, no matter on what level in the supply chain it is acting, who forms the strategy of its suppliers. If the buyer has a lean approach, its suppliers are forced to use the same thinking and apply it to their suppliers in order to meet the pressures on costs reductions, product development and JIT delivery. This we entitle as a continues correlation, which permeate in the complete supply chain.

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Ramirez-Mitma, Maricarmen, Jose Rojas-Garcia, Carlos Torres-Sifuentes, and Carlos Raymundo. "A Strategic Lean Procurement Model Based on Supplier Approval to Reduce Unplanned Downtime in a Textile Small and Medium-Sized Enterprises." Smart Innovation, Systems and Technologies, 2021. http://hdl.handle.net/10757/653808.

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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.
In Peru, companies within the textile sector encounter problems such as a decrease in the contribution to an industrial gross domestic product from 10.6 to 7.5%, a decline in financial credits by about 0.7% p.a., and the direct competition of Central American countries across the textile chain. The finishing of fabrics shows the worst performance, with losses of a 38.8% variation in industrial production and a 7.5% growth rate per textile industrial sector. In this scenario, a strategic lean procurement model based on 5S and supplier approval was designed. The lean objective is to streamline workflow in the raw material warehouse that generates excessive lead time to production and leads to unplanned downtime. In addition, supplier approval boosts procurement efficiency and provides strategic value in assessing and planning raw materials to ensure efficient supply. The model is validated through a case study involving a textile small and medium-sized enterprise (SME), and drastic improvements are made. These improvements address the problem of unplanned downtime by reducing its incidence and making economic contributions to the company.
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Taylor, D. H. "Supply Chain management : lean approaches." Thesis, Cardiff University, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.517244.

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AlMhana, Abdulrahman. "Lean Supply Chain Systems Engineering." Digital Commons at Loyola Marymount University and Loyola Law School, 2013. https://digitalcommons.lmu.edu/etd/336.

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Duarte, Susana Carla Vieira Lino Medina. "Modelling lean and green supply chain." Doctoral thesis, Faculdade de Ciências e Tecnologia, 2013. http://hdl.handle.net/10362/11093.

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Dissertação para obtenção do Grau de Doutor em Engenharia Industrial
The success of an organization depends on the effective control of its supply chain. It is important to recognize new opportunities for organization and its supply chain. In the last few years the approach to lean, agile, resilient and green supply chain paradigms has been addressed in the scientific literature. Research in this field shows that the integration of these concepts revealed some contradictions among so many paradigms. This thesis is mainly focused on the lean and green approaches. Thirteen different management frameworks, embodied in awards, standards and tools were studied to understand if they could contribute for the modelling process of a lean and green approach. The study reveals a number of categories that are common in most management frameworks, providing adequate conditions for a lean and green supply chain transformation. A conceptual framework for the evaluation of a lean and green organization`s supply chain was proposed. The framework considers six key criteria, namely, leadership, people, strategic planning, stakeholders, processes and results. It was proposed an assessment method considering a criteria score for each criterion. The purpose is to understand how lean and green supply chain can be compatible, using principles, practices, techniques or tools (i.e. elements) that support both, a lean and a green approach, in all key criteria. A case study in the automotive upstream supply chain was performed to understand more deeply if the elements proposed for the conceptual framework could be implemented in a real-scenario. Based on the conceptual framework and the case study, a roadmap to achieve a lean-green transformation is presented. The proposed roadmap revealed its contribution to the understanding on how and when an organization`s supply chain should apply the lean and green elements. This study is relevant to practice, as it may assist managers in the adoption of a lean and green supply chain approach, giving insights for the implementation of a hybrid supply chain.
Fundação para a Ciência e a Tecnologia - (PhD fellowship: SFRH/BD/60969/2009); Project entitled "Lean, agile, resilient and green supply chain management" (LARG_SCM) which facilitated the development of case study and make possible the submission of papers at several International Meetings and Conferences
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Johansson, Emma. "Can lean be mean? : A study of negative consequences of lean in supply chains." Thesis, Blekinge Tekniska Högskola, Sektionen för management, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-1147.

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Today's world is characterized by volatility and uncertainty. Cooperation is needed to survive in this harsh business climate. Cooperation in supply chains are practiced and well known but in today's tough and volatile environment it is simply not enough. Wastes and unnecessary processes have to be eliminated to secure a competitive advantage. Incorporating lean in supply chains get more and more attention and embrace in the modern literature and media. Lean implemented in supply chains is praised to create a proactive supply chain that successfully eliminate waste and create efficiency. In the thesis the negative aspects, the angle that is very seldom described in the literature, of incorporating lean in supply chain is researched. I will view lean from the management perspective and research the negative aspects, their cause and impact on the entire supply chain. Being aware of the criticism of lean from the employee and society perspective this research serves to find if lean from the management perspective is a flawless story. To achieve the aim of this thesis I conducted a survey research where 100 supply chain executives from different countries, different industries and of different designations within supply chain management were asked to share their lean experience. The summary of my research show that lean incorporated in supply chains is not only a sunshine story. I can conclude problems, even a mismatch, with the lean concept incorporated in supply chains- the time sensibility lean brings. In my research it became obvious that lean supply chains are very sensitive to delays and that the consequences of the delays will strike very hard - hence the lean supply chain can also be seen as more vulnerable and fragile compared to ordinary supply chains. There is no question about the fact that any company, any network of companies or a supply chain for that matter, are better off without delays. A delay will always be negative. In a lean environment, where time aspects such as Just-In-Time and a pull scenario are present, a delay will immediately ruin the entire execution and the consequences will naturally spread in the supply chain. In today's volatile and ever changing world I believe that leanness in supply chains are indeed needed but to an extent where the time factors are viewed realistically in order to avoid drastic consequences. My conclusion is that supply chains should be realistically lean, bearing the time factors of lean in mind, to avoid being mean. I encourage every supply chain to identify their lean level in order to avoid a mean result.
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Ren, Jiamei. "Lean Construction Supply Chain : A Literature Review." Thesis, KTH, Fastigheter och byggande, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-101279.

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The aim of this thesis is to enhance the management of supply systems in construction industry using lean principles. This study is an attempt to identify what kind of activities causes’ construction process delay and how to perform lean concept into supply chain in practice. The objective is to assure on-time delivery of information and materials to construction sites at lowest cost and maximum value for the customer. These study problems have been analysed from a lean construction supply chain perspective, concentrating on decreasing and eliminating non-value adding activities in order to maximum the value for the customer. Supply complexity in construction in order to better understand which sections are easy to generate non-value adding activities. In the thesis, literature review is the main research method to support analysing and finding, including Ohno Taiichi identified seven wastes from Toyota Production System; five lean principles described by Womack and Jonas; Theory of constraint illustrated from Goldratt Eliyahu M.
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Books on the topic "Lean supply chain strategy"

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Aartsengel, Aristide van. Handbook on Continuous Improvement Transformation: The Lean Six Sigma Framework and Systematic Methodology for Implementation. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013.

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G, Schniederjans Dara, and Schniederjans Ashlyn M, eds. Topics in lean supply chain management. New Jersey: World Scientific, 2010.

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Lean supply chain and logistics management. New York: McGraw-Hill, 2012.

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Myerson, Paul. Lean supply chain and logistics management. New York: McGraw-Hill, 2012.

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Paksoy, Turan, Gerhard-Wilhelm Weber, and Sandra Huber, eds. Lean and Green Supply Chain Management. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-97511-5.

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Reinventing lean: Introducing lean management into the supply chain. Burlington, Mass: Butterworth-Heinemann, 2007.

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

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Lean distribution: Applying lean manufacturing to distribution, logistics, and supply chain. Hoboken, N.J: John Wiley & Sons, 2006.

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

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

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Book chapters on the topic "Lean supply chain strategy"

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Morcillo-Bellido, Jesús, and Alfonso Duran. "Supply Chain Sustainability in Spanish Major Retailer Through Strategic Alliances and Lean Practices." In Lecture Notes in Management and Industrial Engineering, 11–18. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-58409-6_2.

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Waters, Donald. "Logistics Strategy." In Supply Chain Management, 63–95. London: 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, 153–77. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8479-0_7.

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Kwikkers, Rob. "Lean supply chain planning." In Collaborative Systems for Production Management, 59–71. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-0-387-35698-3_5.

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Waters, Donald. "Implementing the Strategy." In Supply Chain Management, 97–132. London: 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, 109–51. Singapore: 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, 79–108. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8479-0_5.

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Wang, Dr Yi. "Lean vs agile supply chain." In Fashion Supply Chain and Logistics Management, 28–43. Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315466538-3.

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Luokkanen-Rabetino, Karita, Arto Rajala, Ilkka Sillanpää, and Khuram Shahzad. "Supply Chain Intelligence." In Real-time Strategy and Business Intelligence, 193–223. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-54846-3_10.

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Knorst, Peter. "Ford: Lean Manufacturing und Supply." In Supply Chain Management erfolgreich umsetzen, 63–76. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-98112-8_6.

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Conference papers on the topic "Lean supply chain strategy"

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Amelia Fransesca S, Baby. "IMPACT OF LEAN AND AGILE SUPPLY CHAIN INDONESIA COFFEE TO SUSTAINABILITY STRATEGY MEDIATES BUSINESS STRATEGY." In International Conference on Poverty and Sustainable Development. TIIKM, 2016. http://dx.doi.org/10.17501/icpsd.2016.3104.

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Kuang, Heng, S. Jack Hu, and Jeonghan Ko. "Concurrent Design of Assembly Plans and Supply Chain Configurations Using AND/OR Graphs and Dynamic Programming." In ASME 2014 International Manufacturing Science and Engineering Conference collocated with the JSME 2014 International Conference on Materials and Processing and the 42nd North American Manufacturing Research Conference. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/msec2014-4100.

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Making concurrent decisions on assembly plans and supply chain configurations is a desirable strategy in today’s competitive global market. Such concurrent decisions help reduce decision iterations for shortened lead time, and lower the total cost for manufacturers and their supply chains. However, there lacks deep understanding of the interaction of assembly plans and supply chain configurations, as well as methodologies for integrating them. In this paper, we consider the problem of simultaneously decomposing an assembly product to modules and assigning the modules to suppliers. The joint decision is formulated as an optimization problem of finding the assembly decomposition and the corresponding supply chain network with the lowest total supply chain cost. We develop a coordinated decision making method by integrating assembly AND/OR graphs with supply chain cost information. A Dynamic Programming (DP) based algorithm is developed to efficiently solve the combined optimization problem. Case studies demonstrate that the proposed method can find optimal solutions to the integrated decision making problem efficiently and provide a tool to plan assemblies from the perspective of the total supply chain cost in the early stages of product development.
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Richmond, Deborah. "Empowered Mobility: Supply Chain Thinking for Youth in Foster Care." In 2016 ACSA International Conference. ACSA Press, 2016. http://dx.doi.org/10.35483/acsa.intl.2016.29.

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The application of global container logistics to high mobility children, such as those in foster care, asks designers to consider an empathic, human-centered approach to an institutionalized system of involuntary mobility, which can result in as many as 3-4 family “placements” per year for some children. In spite of grim statistics for youth in foster care related to graduation, teen pregnancy, drug use and imprisonment, these children develop many positive resiliencies around adaptability, emotional intelligence, empathy and efficiency. Working with a non-profit serving youth in foster care in Watts, Los Angeles, called Peace4Kids, whose motto is “community as family,” the concept of a “mobile village” was born. Following their lead, paired with a deep understanding of consumer culture’s collective intelligence around moving goods through cities, an innovative strategy was used to create a literal delivery platform for educational programming, in partnership with other non-profits, around food equity, social justice and eventually other vocational skills such as apparel arts, machine arts, fine arts and early education.
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Leung, S. Y. S., W. K. Wong, P. K. Mok, and S. F. Chan. "An Evaluation of the Adoption of Lean Production as a Supply Chain Management Strategy in the Apparel Industry: A Case Study of a Swimwear Manufacturing Company Using Computer Simulation Techniques." In 2006 IEEE International Conference on Management of Innovation and Technology. IEEE, 2006. http://dx.doi.org/10.1109/icmit.2006.262344.

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Ryan, Paul, Jan Schwerdtfeger, and Markus Rodermann. "Establishment of a Competitive Additive Manufacturing Workshop." In ASME Turbo Expo 2016: Turbomachinery Technical Conference and Exposition. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/gt2016-57461.

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Compared to conventional manufacturing processes, additive manufacturing offers a degree of freedom that has the potential to revolutionize the turbine components supply chain. Additive manufacturing facilitates the design and manufacture of highly complex components in high performance materials with features that cannot currently be realized with other processes. In addition, shorter development and manufacturing lead-times are possible due to the flexibility of 3D based processing and the absence of expensive, complicated molds or dies. Having been confined for many years to rapid prototyping or R&D applications, additive manufacturing is now making the move to the factory floor. However, a dearth of manufacturing experience makes the development effort and risk of costly mistakes a deterrent for many organizations that would otherwise be interested in exploring the benefits of additive manufacturing. A former manufacturer of industrial gas turbines recently established an additive manufacturing workshop designed to deliver highly complex engine-ready components that can contribute to increased performance of the gas turbine. A strong emphasis on process validation and implementation of the organization’s best practice Lean and Quality methodologies has laid solid foundations for a highly capable manufacturing environment. This paper describes the approach taken to ensure that the workshop achieves a high level of operational excellence. Process development topics explored in the paper include the following: • Planning of process flow and cell layout to permit the maximum lean performance • Strategy used to determine machine specification and selection method. • Assessment of process capability • Influence of design for manufacture on process efficiency and product quality • Experience gained during actual production of first commercial components
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Berry, Peggy, and Hamid Akhbari. "C-17 Supply Chain Lean Initiatives." In Aerospace Manufacturing Technology Conference & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2000. http://dx.doi.org/10.4271/2000-01-1759.

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Barnett, Nicholas, Annamarie Murray, Nicholas Ouellette, and Michael Snyder. "Regional Strategy for the Implementation of Natural Gas as a Transportation Fuel." In ASME 2012 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/imece2012-87195.

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Natural gas as a transportation fuel is a practical and viable replacement for petroleum based fuels. To implement natural gas fuel technologies, strategic plans must be put in place by city, state, and national agencies to not only fund the technology with monetary investments but also fund the social change to encourage long term technology growth. With the discovery and exploration of the Marcellus Shale the potential for natural gas infiltration as a fuel into the transportation market has grown exponentially. The region of interest for this specific plan focuses on a 150 mile radius around the Pittsburgh metropolis as the initial test bed region of interest. This region lies upon the Marcellus Shale and therefore there is a positive push towards the use of natural gas fueled by local interest. This region has the intellectual knowhow from universities and government agencies alike to develop technologies from theoretical design to product deployment. To ensure an effective and successful strategy the methodology of this investigation was one which looked to the past, present and the future. Past strategies were studied to determine what key features lead to success, the present was explored to define what laws and regulations are in place which affects the new technologies, and the future benefits of a successful implementation were hypothesized based on economic theory. The proposed strategy is a closed loop operation; meaning one industrious customer is temporarily both the supply and the demand chain of the technology. Public and private investments are vital to a successful implementation in the region by steering social awareness and subsidizing the market.
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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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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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Hsu, Pei-Yuan, Marco Aurisicchio, and Panagiotis Angeloudis. "Supply Chain Design for Modular Construction Projects." In 25th Annual Conference of the International Group for Lean Construction. International Group for Lean Construction, 2017. http://dx.doi.org/10.24928/2017/0193.

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Reports on the topic "Lean supply chain strategy"

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Bopp, Karl. An Integrated Rare Earth Elements Supply Chain Strategy. Fort Belvoir, VA: Defense Technical Information Center, February 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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