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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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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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Mohammadzadeh, Masoud, Mohammadali Sobhanallahi, and Alireza Arshadi Khamseh. "Closed loop supply chain mathematical modeling considering lean agile resilient and green strategies." Croatian Operational Research Review 11, no. 2 (2020): 177–97. http://dx.doi.org/10.17535/crorr.2020.0015.
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The supply chain management is planning, implementation and effective control of supply chain operations considered as a key factor for the competitiveness of the organizations. To make these targets, four management strategies of lean, agile, resilient and green have been separately proposed. Recently, studies have been performed with a consideration of these four strategies simultaneously named LARG (Lean, Agile, Resilient and Green). However, due to the novelty of this subject, the mathematical modeling of SCND (Supply Chain Network Design) has not been addressed in LARG strategy. SCND is one of the most essential parts of supply chain management that strategic decisions of it have heavily effects in both overall and partial applicability of the supply chain. The goal of this paper is to design a closed loop supply chain network considering LARG strategy using multi-objective modeling with uncertain demand. The objective functions are total profit, customer satisfaction and total pollution. The model is formulated to determine which facility sites should be selected (strategic decisions), and find out the optimal number of parts and products in the network (tactical decisions). Finally, a real industrial case study is provided to illustrate the performance and applicability of the LARG strategy in SCND in practice.
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Liang, Dong, and Huan Wang. "Study on the Development Strategy of Lean Logistics for Automobile Enterprises under Green Supply Chain Environment." Applied Mechanics and Materials 397-400 (September 2013): 2677–80. http://dx.doi.org/10.4028/www.scientific.net/amm.397-400.2677.
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This article introduced the production system of automobile enterprises' lean logistics based on the green supply chain. The author first analyzed the current situation about automobile enterprises' purchase logistics, production logistics, distribution logistics and reverse logistics, and found their problems, then put forward the requirements of the system, including lean organization, advanced technology and information sharing platform, and gave the countermeasures to implement lean supply logistics, lean production logistics, lean distribution logistics, and lean returned logistics based on the green supply chain.
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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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Faust, Peter. "Lean Supply Chains." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 104, no. 4 (April 28, 2009): 235–41. http://dx.doi.org/10.3139/104.110063.
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Jajja, Muhammad Shakeel Sadiq, Vijay R. Kannan, Shaukat Ali Brah, and Syed Zahoor Hassan. "Supply chain strategy and the role of suppliers: evidence from the Indian sub-continent." Benchmarking: An International Journal 23, no. 7 (October 3, 2016): 1658–76. http://dx.doi.org/10.1108/bij-06-2014-0058.
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Purpose Supply chain strategy is widely recognized as being a crucial component of a broader corporate strategy. However, the relationships between a firm’s strategic supply chain focus, the tactical orientation of its suppliers, and the firm’s performance, are less well understood. Much of what is known is also based on developed country contexts. The purpose of this paper is to empirically examine relationships between a buying firm’s supply chain strategy and operational dimensions of its suppliers in a developing country context. Design/methodology/approach A structural equation model is developed and tested using empirical data drawn from 296 organizations in India and Pakistan. Findings The results demonstrate a positive relationship between a firm’s strategic supply chain focus (lean and responsiveness) and key supplier practices (quality, cost effectiveness, delivery, and flexibility), which in turn have a positive impact on firm performance (operational, quality and market, and financial). Practical implications The study paper offers supply chain managers in developing markets with insights that can shape effective supplier selection and management and lead to positive performance outcomes. Originality/value The results provide insights into supply chain strategy, and empirically validate the importance of the alignment between strategy and the ability of suppliers to execute in a corresponding manner. It also offers evidence of the impact of the buyer-supplier interface in a developing market context.
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Nguyen, Thi Hong Dang, and Thien My Dao. "New Strategy to Optimize Lean Supply Chain Design by Meta-Heuristic." American Journal of Engineering and Applied Sciences 10, no. 1 (January 1, 2017): 156–64. http://dx.doi.org/10.3844/ajeassp.2017.156.164.
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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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Nursyam Suhardini, Prasis, Sudjatno Sudjatno, and Djumilah Hadiwidjojo. "LEAN AND GREEN SUPPLY CHAIN MANAGEMENT IN IMPROVING OPERATIONAL PERFORMANCE IN SUGAR INDUSTRY." Jurnal Aplikasi Manajemen 19, no. 1 (March 1, 2021): 198–206. http://dx.doi.org/10.21776/ub.jam.2021.019.01.18.
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The purpose of this study is to understand supply chain management practices, Lean & Green management, and the integration of Lean & Green Supply Chain Management in PG. Krebet Baru - PG. Rajawali I in improving operational performance in supplier and manufacturing chains. The method used is case study qualitative research through interviews, observation, documentation, document review & corporate websites that produce data analysis. The results of this research data analysis produced the first proposition related to supply chain management practices, namely coordination in the flow of material, information, and finance that is being increased by PG Krebet efforts in maintaining better cooperative relations with farmer groups as suppliers. The second proposition relates to lean management practices, namely the efficiency of human resources and natural resources, reduction of lead time, and reduction of inventory is an activity that can increase added value to the company. The third proposition is related to green management practices, namely environmentally-friendly innovation in the operating system is a strategy to improve the application of environmental management. The synergy between the practice of lean and green supply chain in improving operational performance also results in a fourth proposition, namely the commitment of suppliers (farmer groups) to PG. Krebet will improve company efficiency and environmental performance which may improve product quality and flexibility and reduce costs. Suggestions for further research, which in this case study, can be continued in the entire supply chain from suppliers to consumers to better understand lean and green management practices in all sugar industry supply chain members.
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Rahiminezhad Galankashi, Masoud, and Syed Ahmad Helmi. "Assessment of hybrid Lean-Agile (Leagile) supply chain strategies." Journal of Manufacturing Technology Management 27, no. 4 (May 3, 2016): 470–82. http://dx.doi.org/10.1108/jmtm-08-2015-0069.
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Purpose – The purpose of this paper is to propose a new assessment tool for Leagility. Design/methodology/approach – This research was carried out to systematically propose the operational activities of Leagile supply chains (SCs) with regard to SC drivers. Particularly, SC logistic (facility, transportation and inventory) and cross-functional drivers (information, sourcing and pricing) were selected to classify all operational activities of Leagile SCs. Findings – This study proposed a new framework to evaluate the operational activities of Leagile SCs. Operational activities of Leagile supply chain strategy were determined and categorized with regard to SC drivers. These activities were ranked using an analytic hierarchy process and were then categorized using a cycle view of SC. Originality/value – This study contributed in proposing operational activities of Leagile SC based on its major drivers. The result of this study assist managers, scholars and practitioners to construct new Leagile SCs or assess their Leagility level.
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Qrunfleh, Sufian, and Monideepa Tarafdar. "Lean and agile supply chain strategies and supply chain responsiveness: the role of strategic supplier partnership and postponement." Supply Chain Management: An International Journal 18, no. 6 (September 23, 2013): 571–82. http://dx.doi.org/10.1108/scm-01-2013-0015.
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Zomkowksi Salvi, Vinícius. "The Electric Supply Chain 4.0." Archives of Business Research 8, no. 1 (January 28, 2020): 182–91. http://dx.doi.org/10.14738/abr.81.7691.
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Supply Chain Management is not a Discipline, but it is becoming one. Supply Chain as Network is a modern definition of a field with more than 37 years of reliable scientific publications. And it has great complexity even greater when world is experiencing the Forth Industrial Revolution.
Electricity Supply Chains were delimitated as those compounded by first tier of oil, gas or coal (energy production majority), the generators, the transmitters, the distributor retailer until end-consumer. It has a great complex network constituted by external organisms responsible for coordinating and giving the strategy to the whole system.
Lean and Agile is something less usual in Electricity Supply Chain. This researcher was unable of finding scientific articles reporting directly about that combination. However, Electricity Supply Chain is considered a functional product with long life cycle. The coal, the gas and the oil are also functional products and they are controlled with efficient perspective. It is concluded that Electricity supply chain is more designed for a lean environment to an agile positioning.
The industry 4.0 is transformed the whole Electricity Supply Chain, especially the electric utility. It is using Big Data for generating extra businesses, and for improving operational conditions. The smart meter and the smart grid, using sensors and the Big Data, coordinate a more precise cycle of production and consumption, transforming Electricity Supply Chain into a responsiveness one with real date and virtual networks.
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Seyyed, Ali Banihashemi. "Improving supply chain performance: The strategic integration of lean and agile supply chain." African Journal of Business Management 5, no. 17 (September 4, 2011): 7557–63. http://dx.doi.org/10.5897/ajbm11.596.
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Marodin, Giuliano Almeida, Guilherme Luz Tortorella, Alejandro Germán Frank, and Moacir Godinho Filho. "The moderating effect of Lean supply chain management on the impact of Lean shop floor practices on quality and inventory." Supply Chain Management: An International Journal 22, no. 6 (September 11, 2017): 473–85. http://dx.doi.org/10.1108/scm-10-2016-0350.
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Purpose The purpose of this paper is to understand the relationship between the implementation of Lean shop floor (LSF) practices and Lean supply chain management, and their effect on quality and inventory turnover. Design/methodology/approach A survey-based research method was conducted and data were collected from 110 plants located in Brazil. The research constructs were validated through rigorous procedures (unidimensionality and discriminant validity and reliability) through confirmatory factor analysis and two hypotheses were tested using ordinary least square regression. Findings The results indicate that: Lean supplier relationship positively moderates the effect of LSF practices on inventory turnover; Lean customer relationship negatively moderates the effect of LSF practices on inventory turnover; and Lean supplier relationship positively moderates the effect of LSF practices on quality. Originality/value From a theoretical perspective, the results of this study provide evidences supporting the importance of understanding the systemic relationships between Lean implementation at the shop floor and the firm’s relationships with supply chain partners, that was not tested before. As managerial implications, the results suggest that managers should take a decision to foster a Lean supply chain management depending on which performance metrics they need to improve: quality or inventory turnover.
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Nath, Vishnu, and Rajat Agrawal. "Agility and lean practices as antecedents of supply chain social sustainability." International Journal of Operations & Production Management 40, no. 10 (June 26, 2020): 1589–611. http://dx.doi.org/10.1108/ijopm-09-2019-0642.
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PurposeThe present study aims to empirically investigate whether supply chain agility and lean management practices are antecedents of supply chain social sustainability.Design/methodology/approachData were collected from 311 supply chain practitioners from the Indian manufacturing sector. Confirmatory factor analysis was employed to test the validity and reliability of the measures used, and a structural model was analyzed to test the hypotheses of the current study.FindingsThe results indicate that agility and lean practices are significant antecedents of social sustainability orientation as well as social sustainability performance. The results also suggest that agility has a significant indirect effect on operational performance via social sustainability orientation, basic social sustainability practices as well as agility is indirectly affecting social sustainability performance via social sustainability orientation and basic social sustainability practices.Practical implicationsThe results of the present study have implications for managers that want to make their supply chain more socially sustainable.Originality/valueThe study is unique in the sense that it empirically links agility and lean practices with social sustainability orientation, social substantiality performance and operational performance in supply chains.
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Nag, Barin, Chaodong Han, and Dong-qing Yao. "Mapping supply chain strategy: an industry analysis." Journal of Manufacturing Technology Management 25, no. 3 (April 1, 2014): 351–70. http://dx.doi.org/10.1108/jmtm-06-2012-0062.
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Purpose – In manufacturing industries, the levels of inventories at all stages (i.e. raw material, work-in-process and finished goods inventories) indicate the firm's competitive positioning, strategies, internal processes and relationships with suppliers and downstream customers. The authors identify patterns of manufacturing industries based on levels of raw material and finished goods inventories to classify inbound and outbound supply chain strategies. Design/methodology/approach – The authors review literature on supply chain inventory strategy and perform cluster analysis to analyze patterns of manufacturing industries based on manufacturing industry data collected from US Census of Bureau. Following Porter's Five Forces Model, the authors perform in-depth case studies of four representative industries to analyze factors driving supply chain strategies, including industry intensity of rivalry, threat of new entrants, threat of substitutes, bargaining power of suppliers, and bargaining power of buyers. Findings – This study identifies three streams of research on supply chain strategy: Fisher's model and its variations, lean and agile paradigms, and push/pull systems. It finds that whether an industry shows low or high raw materials or finished goods inventories depending on its products, processes, and the dynamics of all forces described in the Five Forces Model. Research limitations/implications – This study is not able to include supplier selection, production strategies, warehousing and distribution, and even product design into the analysis of supply chain strategy due to data limitation. This study classifies industries based on average inventory levels of raw materials and finished goods, while inventory levels and supply chain strategies for specific firms may vary significantly within each industry. Originality/value – This study contributes to the supply chain management literature by providing a parsimonious framework of mapping inbound and outbound supply chain inventory strategies, and the results based on the analyses of all US manufacturing industries provide a baseline picture for supply chain management professionals with manufacturing firms.
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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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Argiyantari, Berty, Togar M. Simatupang, and Mursyid Hasan Basri. "Pharmaceutical supply chain transformation through application of the Lean principle: A literature review." Journal of Industrial Engineering and Management 13, no. 3 (September 22, 2020): 475. http://dx.doi.org/10.3926/jiem.3100.
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Purpose: This study aims to review the previous literature on the topic contained in the title in order to identify gaps in the existing research relating to lean supply chain-related issues within the pharmaceutical industry since limited attention has been devoted to this sector. Design/methodology/approach: This study presents a systematic literature review that proposes an analysis and classification of the previous literature as falling within one of four categories, namely; the supply chain area, research approach, research objective, and lean supply chain elements.Findings: The results of this study indicate that most attention was focused on manufacturing, while upstream suppliers, downstream activities and the entire supply chain process have received comparatively scant consideration. Similarly, the issues of information technology management, supplier management, customer relations, and logistics management as well as practitioner involvement represent inadequately developed topics. Future research should address these omissions, in addition to the integration of quality compliance and digital innovation as they relate to pharma 4.0.Practical implications: This article serves as a guide to acquiring sufficient knowledge of the pharmaceutical supply chain prior to implementing lean supply chain management. Moreover, it is anticipated that the research it contains will contribute to eradicating the knowledge gap by expanding the existing limited body of literature on the adoption of lean approach in the PSC.Originality/value: This study is one of a limited number of literature analyses potentially helpful in developing a roadmap of lean principle application to the pharmaceutical supply chain
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Andersson, Roy, and Yinef Pardillo-Baez. "The Six Sigma framework improves the awareness and management of supply-chain risk." TQM Journal 32, no. 5 (April 4, 2020): 1021–37. http://dx.doi.org/10.1108/tqm-04-2019-0120.
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PurposeModern supply chains are at risk as a result of increasing disturbance. The use of Lean and Six Sigma’'s values, methods and tools can be one option to analyze, prevent and mitigate risks. The purpose of this study is to investigate whether a combined Lean Six Sigma philosophy can support the awareness and management of supply-chain risk.Design/methodology/approachThe methodology followed in the study is based on a literature review and multiple case study, performed by means of qualitative methods of data collection, such as observations on-site, face-to-face interviews and document analysis. Case selection includes the results of research conducted in seven large Swedish companies.FindingsIt has been indicated that Lean and Six Sigma values, methods and tools can be very effective in companies’ efforts to control the supply-chain risks and that they improve the companies’ ability to handle variability and risk management. Lean Six Sigma supports a risk-management culture in the focal companies, but they must involve customers and companies in the supply chain if they wish to create a risk-management culture in the entire supply chain. In order to do this, they can use the Six Sigma training structure, but they need to include more risk tools and methods developed for the supply chain management. It has also been indicated in the literature that if more people involve in 6S projects, the financial results will be better, and the innovation of processes will increase.Research limitations/implicationsThese include suggestions for how the companies can use the Six sigma training structure to collaborate in the supply chain.Practical implicationsThis study gives practical suggestions for how the companies in supply chain can collaborate and use the Six Sigma training structure for creating a more holistic view of supply chain, which also decrease risks in supply chain.Originality/valueThis study indicates that Lean Six Sigma supports risk awareness and management in the focal companies of the supply chains, which improves companies’ ability to handle variability and risk management. It has also been demonstrated that the companies should use the Six Sigma framework, especially training, as a foundation, and they should create common projects for better collaboration in the supply chain, which will decrease the risks in the entire supply chain.
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., Surahman, Arkas Viddy, Achmad Fanany Onnilita Gaffar, Haviluddin ., and Ansari Saleh Ahmar. "Selection of the best supply chain strategy using fuzzy based decision model." International Journal of Engineering & Technology 7, no. 2.2 (March 5, 2018): 117. http://dx.doi.org/10.14419/ijet.v7i2.2.12748.
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The right strategy in the supply chain has become strategic issues are important today because the nature of these decisions is usually complex and unstructured. There are many quantitative and qualitative attributes such as cost, responsiveness, and flexibility that need to be taken into account to determine the best supply chain strategy. Assessment of all attributes as mentioned is usually through a human evaluation process involving many subjectivity and uncertainty factors. In addition, the complexity of the problems directly related to each attribute used as an assessment increases the problem of uncertainty. Fuzzy MCDM (Multi Criteria Decision Making) is one of the MCDM methods that use a fuzzy approach to overcome complexity and uncertainty of the problem. Today the market has been able to witness a worldwide expansion and dynamic situation by leveraging new innovations in production methodology and information technology. With this new innovation, the market can increase demand for products tailored to minimum cost with minimum waiting time. Lean and agile are two chain strategy concepts evolved in the pursuit of business excellence, while the concept of leagile is in between. This study aims to select the best supply chain strategy (lean, leagile, agile) at a manufacturing company in Samarinda – East Kalimantan based on certain criteria by using Fuzzy MCDM.
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Martin, C., and Denis R. Towill. "Supply chain migration from lean and functional to agile and customised." Supply Chain Management: An International Journal 5, no. 4 (October 2000): 206–13. http://dx.doi.org/10.1108/13598540010347334.
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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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Hallavo, Ville. "Superior performance through supply chain fit: a synthesis." Supply Chain Management: An International Journal 20, no. 1 (January 12, 2015): 71–82. http://dx.doi.org/10.1108/scm-05-2014-0167.
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Purpose – The purpose of this paper is to examine how the moderating effect of uncertainty impacts the relationship of operational responsiveness and firm performance. Research on the relationship of supply chain fit and firm performance is discussed in isolation in different streams of research – such as in studies on responsiveness, agility, flexibility, efficiency and lean – without promptly recognising cross-stream contributions. This, at worst, prevents theory development. Therefore, the authors build a synthesis of literature from these streams. Grounded in the synthesis, a well-positioned empirical study that uses best research practices of past studies on the phenomenon is presented. Design/methodology/approach – A cross-sectional survey sample of 875 Russian manufacturing firms was analysed with hierarchical regression. Findings – The findings show that operational responsiveness leads to superior organisational performance if the relationship is moderated by uncertainty and supply chain responsiveness. Additionally, a direct relationship between operational responsiveness and operational performance was found. These results imply that efficiency is a precursor to responsiveness. Originality/value – This paper contributes to the unification of practice–performance studies on lean, agility, flexibility, efficiency and responsiveness into a single stream of research: supply chain fit. The empirical results support contingency theory in the context of supply chain design. This paper also contributes by shedding light on supply chain dynamics of an under-researched national context. For managers, this paper offers concrete advice on decision-making regarding supply chain strategy trade-offs.
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Towill, Denis, and Martin Christopher. "The Supply Chain Strategy Conundrum: To be Lean Or Agile or To be Lean And Agile?" International Journal of Logistics Research and Applications 5, no. 3 (November 2002): 299–309. http://dx.doi.org/10.1080/1367556021000026736.
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Shahin, Arash, Angappa Gunasekaran, Azam Khalili, and Hadi Shirouyehzad. "A new approach for estimating leagile decoupling point using data envelopment analysis." Assembly Automation 36, no. 3 (August 1, 2016): 233–45. http://dx.doi.org/10.1108/aa-07-2015-063.
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Purpose This paper aims to propose a new approach for determining a decoupling point in leagile chain, based on Lean and agile criteria regarding market and customer demands and internal capabilities of the chain with the ultimate goal of fulfilling customer needs and increasing chain profit. Design/methodology/approach In the new approach, Lean and agile criteria have been defined for assessing the effectiveness and efficiency of supply chain. The efficiency and effectiveness ratios have been calculated for Lean and agile processes using input- and output-oriented Banker, Charnes and Cooper (BCC) methods, respectively. Based on the results, inefficient and ineffective units have been addressed and the decoupling point has been determined. Findings Findings indicate that the decoupling point can be regarded as a borderline between two strategies of Lean and agile production, and fuzzy decoupling point and lean–agile distance can provide the basis for distinguishing the two strategies. Practical implications Determining the decoupling point has an important role in dynamic performance of a supply chain. By the proposed approach, managers can estimate the most probable area for the decoupling point. Moreover, by appropriate determination of decoupling point, an organization can increase its public responsibility by appropriate usage of its resources and responding faster to customers’ requirements. Originality/value In this study, in addition to determining a decoupling point in a supply chain with the aim of increasing productivity, the subject of leagile strategy of supply chains has been developed.
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Andersson, Roy, Per Hilletofth, Peter Manfredsson, and Olli-Pekka Hilmola. "Lean Six Sigma strategy in telecom manufacturing." Industrial Management & Data Systems 114, no. 6 (June 3, 2014): 904–21. http://dx.doi.org/10.1108/imds-02-2014-0069.
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Purpose – The purpose of this paper is to elaborate, how the use of a joint-use strategy of Lean and Six Sigma can improve flexibility, robustness, and agility. Telecom manufacturing has been under tremendous change after dot.com bubble burst in the early 2000, and new competition has originated from Asia. Being successful requires now more than before, and joint-use of strategies is one option to survive. Design/methodology/approach – A single case study from a Swedish company operating in the telecom manufacturing was conducted. In particular, a Six Sigma project was followed and analyzed during 2002. However, the outcome of the Six Sigma project has been studied in longitudinal manner until 2014. Findings – The Lean Six Sigma strategy ensures flexible, robust, and efficient processes. However, to make them more agile in order to sustain in today's highly competitive environment, something more is required. This could include staff training, strengthening company culture and collaborating with key partners in the supply chain. Research limitations/implications – This study is limited to large company that usually has a lot of resources and choices where to put the strategic emphasis as well as has level of control of the supply chain operations. The situation could be very different in small and medium-sized companies and thus it may be more difficult to realize the Lean Six Sigma strategy in such environment. On the other hand, the processes in these companies are often less complex. Practical implications – This research provides guidance on how to manage the Lean Six Sigma strategy in order to ensure more flexible, robust, and efficient processes as well as how to perform a Six Sigma project in Lean environment, in a proper manner. Originality/value – This research provides guidance to companies regarding the applicability and properties of the Lean Six Sigma strategy. The paper will also serve as a basis for other companies and industries, on how to survive in difficult times.
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Anand, G., and Rambabu Kodali. "A conceptual framework for lean supply chain and its implementation." International Journal of Value Chain Management 2, no. 3 (2008): 313. http://dx.doi.org/10.1504/ijvcm.2008.019517.
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Du, Xinke. "Research on ordering strategy of company D under supply disruption of COVID-19." E3S Web of Conferences 275 (2021): 03079. http://dx.doi.org/10.1051/e3sconf/202127503079.
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With deepening of economic globalization and prevalence of lean production, market competition has intensified and uncertain risk factors in the cross-supply-demand relationship have increased, thus the supply chain has become much more fragile. Force majeure risks such as natural disasters, epidemics, and traffic accidents further expand the scope and losses of supply disruption. In 2019 the outbreak of COVID-19 pandemic has devastated global supply chains and lead to many companies facing the risk of supply disruptions. Based on the comprehensive analysis of relevant research status, this paper investigates the current situation and existing procurement problems of company D under the risk of supply interruption in the COVID-19 pandemic, and analyzes the procurement strategy response in combination with the actual situation of company D. It combines newsvendor model and the capability option model to analyze the ordering decision of company D and enrich the research on the ordering strategy under supply disruption. The purpose of this paper is to provide company D with scientific procurement advice under supply disruption, and provide a reasonable reference for enterprises in the same industry.
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Wiengarten, Frank, Huashan Li, Prakash J. Singh, and Brian Fynes. "Re-evaluating supply chain integration and firm performance: linking operations strategy to supply chain strategy." Supply Chain Management: An International Journal 24, no. 4 (June 11, 2019): 540–59. http://dx.doi.org/10.1108/scm-05-2018-0189.
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Purpose This paper aims to explore the performance implications of supply chain integration (SCI) taking a strategic perspective. Thus, this paper is set to provide answers to the following research questions: Does a higher degree of SCI always lead to greater firm performance improvements? As the answer to this question is likely to be no, the authors explore the performance implications from a strategic perspective: Is the SCI–performance relationship contingent on a company’s competitive priorities (i.e. operations strategy)? Design/methodology/approach The authors explore their questions through multiple quasi-independent data sets to test the impact of SCI on firm performance. Furthermore, the authors provide a more nuanced conceptual and empirical view to explore the previously uncovered contradictory results and contingent relationship challenging the “more integration equals higher firm performance” proposition. Findings The results only provide partial support for the proposition that more integration is always beneficial in the supply chain context. The authors also identified that the impact of SCI on financial performance is contingent on a company’s competitive priorities. Originality/value This study provides a much-needed comprehensive assessment of the SCI–performance relationship through critically re-evaluating one of the most popular propositions in the field of supply chain management. The results can be extrapolated beyond the dyad, as the authors conceptualise integration simultaneously from an upstream and downstream perspective.
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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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Wang, Renwen, Shuliang Zhao, Wei Song, Luca Cacciolatti, Xinyue Zhang, Chris Sausman, and Yelin Fu. "Determination of the effect of product substitutability on sales performance of integrated and decentralised supply chains through Nash equilibria." International Journal of Productivity and Performance Management 63, no. 7 (September 2, 2014): 863–78. http://dx.doi.org/10.1108/ijppm-10-2012-0112.
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Purpose – The purpose of this paper is to investigate the effects of product substitutability on sales performance of integrated and decentralised supply chains. The authors model supply chain performance effects by applying a Cournot equation to a combination of different industry configurations. The study aims to extend existing equilibria models in different supply chains by including the effects of product substitutability on supply chain performance. By extending existing equilibria models, the authors explore the relationship between the degree of product substitutability, chain structure and chain performance when some actors of the supply chain behave as Stackelberg leaders in a duopoly. Design/methodology/approach – The paper models a supply chain performance by applying a Cournot equation to different supply chain structures in a duopoly. Findings – The findings indicate that, for each specific-supply chain structures in different market configurations, when product substitutability reaches a certain threshold decentralised supply chains outperform integrated chains, in disagreement with common belief in current existing literature. Research limitations/implications – The study is limited to the application of differential equations in a competitive market configured as a duopoly. Future studies might extend the same model to a competitive market characterised by more than two actors. The findings imply that current tendency of lean implementations through integrated supply chains does not always favour supply chain performance. Practical implications – The paper includes implications for the development of a stronger differentiation strategy based on consumer value when markets are characterised by high-product substitutability. Originality/value – These findings highlight the importance of differentiation and consumer-value generation in markets that follow Nash equilibria as opposed to the current focus on price competition.
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Treven, Sonja, Duško Uršič, and Walled Rashad. "How management tools holistically support enterprises’ operation in supply chains?" Management 24, no. 1 (June 29, 2019): 1–20. http://dx.doi.org/10.30924/mjcmi.24.1.1.
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The paper examines how utilization of management tools supports enterprises’ operating in supply chains. The paper critically reviews the results of a previous, survey-based study, with a sample of 198 employees from Slovenian organizations, who assessed utilization of management tools in their organizations. With hierarchical regression analysis authors test the associations between management tools’ usage and enterprises operating in supply chain; the impact was controlled with the most significant personal and organizational drivers of management-tools usage. Results show that loyalty management, core competences, and scenario and contingency planning are most strongly associated with the supply chain management’s activities in organizations. The traditional supply chain management’ tools, like outsourcing, lean production and total quality management, are currently not considered to be important vehicles for supporting enterprises’ participation in supply chains. The results from this study suggest rethinking of the current focus of management tools utilization, when organizations try to improve their participation in supply chains. More management tools were measured than in earlier studies regarding management tools, supporting enterprises’ participation in supply chain; relations between management-tools utilization and enterprise participation in supply chain were empirically examined. In addition, the most commonly used management tools were considered simultaneously, which had not been done in prior studies.
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Singh, Om Pal. "Supply chain design of an electronic industry using lean principles." International Journal of Services, Economics and Management 1, no. 4 (2009): 315. http://dx.doi.org/10.1504/ijsem.2009.024839.
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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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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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Thanki, Shashank, and Jitesh Thakkar. "A quantitative framework for lean and green assessment of supply chain performance." International Journal of Productivity and Performance Management 67, no. 2 (February 12, 2018): 366–400. http://dx.doi.org/10.1108/ijppm-09-2016-0215.
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Purpose The purpose of this paper is to propose a balanced scorecard (BSC)- and strategy map-based quantitative framework for assessing the lean and green performance of the supply chain (SC). As the SC competitiveness demands efficient and effective utilization of resources throughout the value chain, not only adoption of lean and green SC paradigms but simultaneously its performance evaluation is also vital. Design/methodology/approach The lean and green SC performance measures are classified into four categories of BSC. A fuzzy decision-making trial and evaluation laboratory (DEMATEL) methodology combined with analytical network process is proposed for examining the causal relationships between BSC perspectives and respective assessment criteria. The application of the proposed assessment framework is demonstrated for the case of Indian textile SC. Findings The research delivers a quantitative assessment framework for evaluating lean and green performance of the SC. The results obtained for a typical case of Indian textile SC revealed that “delivery performance,” “profitability” and “operational cost” are the most crucial performance measures. The perspective of “internal processes” is the most significant of all BSC perspectives while “learning and growth” perspective acts as the driving force to improve lean and green SC performance. Originality/value The paper makes two contributions in the domain of lean and green assessment of SC performance. First, it proposes an evaluation framework to investigate into the causal relationships among the BSC perspectives and related factors. Second, it undertakes an empirical investigation for Indian textile SC to develop key managerial insights and provide policy-related recommendations.
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Qamar, Amir, and Mark Hall. "Can Lean and Agile organisations within the UK automotive supply chain be distinguished based upon contextual factors?" Supply Chain Management: An International Journal 23, no. 3 (May 14, 2018): 239–54. http://dx.doi.org/10.1108/scm-05-2017-0185.
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PurposeThe purpose of this paper is to robustly establish whether firms are implementing Lean or Agile production in the automotive supply chain (SC) and, by drawing on contingency theory (CT) as our theoretical lens, independently determine whether Lean and Agile firms can be distinguished based upon contextual factors.Design/methodology/approachPrimary quantitative data from 140 firms in the West Midlands (UK) automotive industry were obtained via a constructed survey. Analysis incorporated the use of logistic regressions to calculate the probability of Lean and Agile organisations belonging to different groups amongst the contextual factors investigated.FindingsLean and Agile firms co-exist in the automotive SC and Lean firms were found to be at higher tiers of the SC, while Agile firms were found to be at lower tiers.Originality/valueThe originality of this study lies within the novel methodological attempt used to distinguish Lean and Agile production, based upon the contextual factors investigated. Not only is the importance of CT theoretically approved, but “received wisdom” within SC management is also contested. Extant literature propagates that the automotive SC is comprised of organisations that predominantly adopt Lean production methods, and that in SCs comprised of both Lean and Agile organisations, the firms closer to the customer will adopt more flexible (Agile) practices, while those that operate upstream will adopt more efficient (Lean) practices. The findings from this study have implications for theory and practice, as Lean and Agile firms can be found in the automotive SC without any relationship to the value-adding process. To speculate as to why the findings contest existing views, resource dependence theory and, more specifically, a power perspective, was invoked. The authors provide readers with a new way of thinking concerning complicated SCs and urge that the discipline of SC management adopts a “fourth” SC model, depicting a new Lean and Agile SC configuration.
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So, Stuart C. K. "Adopting lean principle as sustainable manufacturing strategy in an electronic-enabled supply chain environment." International Journal of Sustainable Economy 2, no. 3 (2010): 310. http://dx.doi.org/10.1504/ijse.2010.033397.
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Kotcharin, Suntichai, Steve Eldridge, and James Freeman. "Lean supply chain strategy and integration: their impact on product innovation and product quality." Academy of Management Proceedings 2012, no. 1 (July 2012): 15719. http://dx.doi.org/10.5465/ambpp.2012.15719abstract.
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Al-Shboul, Moh’d Anwer Radwan, Kevin D. Barber, Jose Arturo Garza-Reyes, Vikas Kumar, and M. Reza Abdi. "The effect of supply chain management practices on supply chain and manufacturing firms’ performance." Journal of Manufacturing Technology Management 28, no. 5 (June 5, 2017): 577–609. http://dx.doi.org/10.1108/jmtm-11-2016-0154.
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Purpose The purpose of this paper is to theorise and develop seven dimensions (strategic supplier partnership, level of information sharing, quality of information sharing, customer service management, internal lean practices, postponement and total quality management) into a supply chain management (SCM) practices (SCMPs) construct and studies its causal relationship with the conceptualised constructs of supply chain performance (SCP) and manufacturing firms’ performance (MFP). The study also explores the causal relationship between SCP and MFP. Design/methodology/approach Data were collected through a survey questionnaire responded by 249 Jordanian manufacturing firms. The relationships proposed in the developed theoretical framework were represented through three hypotheses: H1 – there is a significant relationship between SCMPs and SCP; H2 – there is a significant relationship between SCMPs and MFP; and H3 – there is a significant relationship between SCP and MFP. Linear regression, ANOVA and Pearson correlation were used to test the hypotheses. The results were further validated using structural equation modelling. Findings The results indicate that SCMPs have a positive effect on SCP (H1), which in turn also positively affect MFP (H3). Despite this intermediary positive effect of SCMP on MFP through SCP, the study also suggests that SCMPs have a direct and positive effect on MFP (H2). Practical implications This study provides hard evidence indicating that higher levels of SCMPs can lead to enhanced supply chain and firms’ performance. It also provides SC managers of manufacturing firms with a multi-dimensional operational measure of the construct of SCMPs for assessing the comprehensiveness of the SCMPs of their firms. Originality/value This study is among the very first SCM researches conducted on the Jordanian manufacturing sector, particularly, in relation to the practices that manufacturing firms in this country need to adopt to make their supply chains a solid competitive vehicle for their development. The results have broader implications for all manufacturing companies, particularly in developing economies where the growth of manufacturing and the development of integrated supply chains are key stages in economic development.