Search results

The significant changes that supply chains (SCs) are undergoing and the emergence of disruptive technologies have led to a growing effort to integrate novel and mature technologies into existing SC strategies. Thus, this study investigates the relationships between mature information technologies (ITs), emerging IT and the lean supply chain (LSC) and agile supply chain (ASC) strategies.

An empirical study based on structural equation modeling of survey data from 256 Spanish focal companies has been conducted to test six hypotheses.

Drawing on resource orchestration, our results point to mature IT use being an enabler of both LSC and ASC strategy implementation. The results also show an LSC mediating effect on the relationship between mature IT and ASC when SCs follow both strategies. Also, the implementation of emerging IT requires a process of consolidation over time to be genuinely useful as a facilitating mechanism for developing both the lean and agile strategies along the SC. In this sense, a suitable mix needs to be orchestrated between emerging and mature IT.

This study sheds light on the relevance of the mature IT and emerging IT in the context of two SC strategies (lean/agile) and provides practical and theoretical implications.

Roadmapping has been used as an approach to support market, product and technology-integrated planning, resulting in a document commonly known as a roadmap. Despite the gains made in relation to the technique, recent studies indicate that most users leave or have difficulties in sustaining the process (i.e. maintaining the updated roadmaps). This paper aims to present a framework for continuous roadmap updating that incorporates principles from agile management fields.

The framework was developed through action research in a manufacturing firm in the construction industry.

The results demonstrate a positive impact on the degree of continuous information monitoring, roadmap credibility and use of the roadmap during innovation strategy decisions.

The key contribution of this framework is the demonstration of a new strategy for carrying out the maps in which information is internalized by the organization itself, using agile teams, without commissioned specialists and as part of the work standards.

The lean philosophy has demonstrated its effectiveness to improve firms' operational performance. However, the impact of lean practices on financial performance is still unclear due to the poor understanding of the link between operational and financial measures and the conflictive results obtained by previous research. The purpose of this paper is to conduct a systematic literature review to understand whether lean companies have improved their financial performance. Moreover, this article aims to uncover research gaps in the literature and examine which time spans of research have been considered to analyse both the degree of lean implementation and the measurement of financial outcomes.

A systematic literature review has been conducted to identify peer-reviewed articles that analyse the effect of the lean production paradigm on the financial performance measures of manufacturing companies. Then, the identified articles were processed using a combination of descriptive and content analyses methods to draw new conclusions, uncover gaps and find novel paths for research.

Various authors indicate that lean initiatives lead to an enhancement of financial performance measures. JIT and TQM lean practice bundles are suggested as the best enablers of financial performance in terms of sales and profit. In contrast, according to some scholars, lean does not necessarily improve companies' financial results if it is not properly implemented.

Several studies have focused on analysing the effects of lean on performance. However, only a small part of the literature has addressed the study of the effects of lean practices on financial performance metrics. The originality of this study lies in the investigation of the connections between lean practices and financial performance measures found in the literature. The outcome is the identification of various possible positive impacts of some lean practices on financial metrics.

This paper analyses the way that the industry's competitive environment and the company's strategy influence the implementation of the supply chain's (SC’s) triple-A capabilities (agility, adaptability and alignment). Two competitive environment variables are analysed: competitive intensity of the industry and complexity of the SC. Two opposing competitive strategies are also considered: cost and differentiation.

The hypotheses have been tested using data gathered via a questionnaire given to 277 Spanish manufacturing companies, and structural equation modelling has been used for the analysis.

The results show that competitive intensity is the most influential factor followed by business strategy. SC complexity does not seem to affect agility. Moreover, although the competitive environment variables affect the business strategy, the latter has no mediating effects between the competitive environment and SC agility, adaptability and alignment capabilities.

This study presents new insights into the environmental and strategic drivers linked to the implementation of SC agility, adaptability and alignment capabilities and offers guidelines to managers involved in SC management.

本文分析產業的競爭環境和公司的策略如何影響供應鏈三A能力 (靈活性、適應能力和調整能力) 的實現。兩個競爭環境變數被分析, 就是產業的競爭強度和供應鏈的複雜性。同時, 兩個對立的競爭策略也被探討,就是價格和差異化。

各個假設均以數據測試; 數據取自277間西班牙製造商囘應之問卷, 分析則以結構方程模型進行。

研究結果顯示、競爭強度是最重要的影響因素, 其次是經營策略。供應鏈的複雜性似乎對靈活性沒有影響; 而且, 雖然競爭環境變數影響著經營策略, 但經營策略在競爭環境與供應鏈靈活性、適應能力和調整能力之間沒有起仲介效果。

本研究就環境和策略如何驅動供應鏈靈活性、適應能力和調整能力方面提供了新的啓示, 亦為負責供應鏈管理的主管提供了指引。

The aim of this paper is to review metrics and develop a framework for measuring leagile supply chain. Metrics that are applicable in the lean, agile and leagile strategies are identified in the literature and are then combined into a framework that can reflect both agile and lean strategies – the leagile supply strategy.

This work is based on the systematic literature review. Literature was collected, then lean and agile metrics were extracted, analysed, counted and grouped into the framework. Findings are compared against literature on leagile supply chain.

Findings indicate that there are sets of metrics specific to lean strategy, such as are process-focused, cost, productivity, inventory and delivery-based metrics, and specific to agile such as flexibility, responsiveness, information sharing and cooperation. There are also metrics common for both strategies; they are related to time, quality and customer satisfaction. Lean measures are tangible and focused on internal processes and products, while agile measures are targeted at external environment.

The framework could be used by practitioners as a starting point for performance system design.

There is a need to stop looking at lean and agile as separate and distinct supply strategies. Results of this research indicate that lean and agile are interlinked, both are focusing on customer satisfaction and quality. Applying a proposed set of metrics enables to design supply chain measurement system that reflects both strategies to measure leagile supply chain. The framework could be used by practitioners as a starting point for performance system design.