TY  - JOUR
AB  - Notes the importance of new internal supply chains being properly interfaced with the marketplace. Suggests that the appropriate way forward is to design and implement a “leagile supply chain”. Whereas leanness may be achieved by eliminating non‐value added time, agility usually requires the additional reduction of value‐added time via production technology breakthroughs. Demonstrates how the “lean” and “agile” paradigms may be integrated. This requires evaluation of the total performance metric and development of a route map for integrating lean production and agile supply in the total chain. Presents results achieved in a re‐engineered real world supply chain serving the electronic products market.
VL  - 2
IS  - 1
SN  - 1465-4652
DO  - 10.1108/14654650010312606
UR  - https://doi.org/10.1108/14654650010312606
AU  - Mason‐Jones Rachel
AU  - Naylor Ben
AU  - Towill Denis R.
PY  - 2000
Y1  - 2000/01/01
TI  - Engineering the leagile supply chain
T2  - International Journal of Agile Management Systems
PB  - MCB UP Ltd
SP  - 54
EP  - 61
Y2  - 2024/09/22
ER  -