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1 – 10 of over 6000Ramin Rostamkhani and Thurasamy Ramayah
This chapter of the book aims to achieve sustainability and productivity in light of the interaction between managers and engineers in a lean and agile supply chain management…
Abstract
This chapter of the book aims to achieve sustainability and productivity in light of the interaction between managers and engineers in a lean and agile supply chain management system in today’s organizations. The main innovation of this chapter is the use of the balanced scorecard (BSC) model and fuzzy analysis network process (FANP) to create a suitable platform for the realization of this interaction between managers and engineers and to identify exactly which expert system is ideal for the main purpose. Indeed, this chapter introduces its readers to the application of strategic management tools such as the BSC accompanied by FANP in the elements of supply chain management where data analysis of lean and agile networks in supply chain management can create a competitive advantage in the organization.
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Payam Nikneshan, Arash Shahin and Hamid Davazdahemami
This study aims to propose an integrated framework for analyzing the effect of lean and agile innovation on the lean and agile supply chains.
Abstract
Purpose
This study aims to propose an integrated framework for analyzing the effect of lean and agile innovation on the lean and agile supply chains.
Design/methodology/approach
The literature was reviewed and the dimensions of lean and agile supply chain/innovation were extracted. The statistical population included the managers and experts of pharmaceutical companies in Isfahan province. Eight pharmaceutical companies were selected. A researcher-made questionnaire was used to investigate the research variables. The face and content validity of the questionnaire and the data reliability were confirmed. After data collection, the studied companies were positioned in a two-by-two matrix and the associated data of two cells of the matrix, i.e. high lean supply chain/innovation and high agile supply chain/innovation were used for further statistical effect analysis using Smart-PLS.
Findings
The research results indicated that with the improvement of lean innovation in pharmaceutical companies, the lean supply chain improved by 97.9%; and with the improvement of agile innovation, the agile supply chain improved by 97.1%.
Practical implications
Considering lean innovation, pharmaceutical companies should deal with the process of conceptualizing innovation, and regarding agility strategy, their focus should be more on generating ideas to improve their agile supply chain. This study was performed during the COVID-19 pandemic and offers appropriate innovation strategies to improve the supply chain of pharmaceutical companies.
Originality/value
The literature review implies that no research has been conducted on the selected and classified variables of this study. Also, using the positioning matrix before statistical analysis distinguishes this paper from similar studies.
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Wojciech Domink Piotrowicz, Urszula Ryciuk and Maciej Szymczak
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…
Abstract
Purpose
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.
Design/methodology/approach
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
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.
Practical implications
The framework could be used by practitioners as a starting point for performance system design.
Originality/value
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.
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Akbar Rahimi, Abbas Raad, Akbar Alem Tabriz and Alireza Motameni
Nowadays, the defense industry is considered a significant part of the manufacturing industries. Military products in the world have a high level of diversity, delivery speed and…
Abstract
Purpose
Nowadays, the defense industry is considered a significant part of the manufacturing industries. Military products in the world have a high level of diversity, delivery speed and appropriative operational functionality. Therefore, various producing, high quality and high-speed delivery of military products are of great importance in enhancing Iran’s defensive power. Defense industries’ supply chain agility is a response to how to produce military products with these features. Therefore, the purpose of this paper is to provide a model for the agile supply chain of defense industries to show the relationship between agile practices and their hierarchy.
Design/methodology/approach
First, the authors identify the most important supply chain agility practices by expert’s questionnaire. Then, using factor analysis, practices are categorized and validated based on structural equation modeling (SEM). SEM showed a meaningful relationship between agile supply chain practices. Finally, using interpretative structural modeling, a model is presented to show the logical relationships and hierarchy between these practices.
Findings
The results show that out of a total of 62 practices introduced in the previous research for the agile supply chain, 37 practices in the agility of the supply chain of defense industries are effective. The 4 new agility practices were identified in this research. These 41 practices were classified into 8 categories including supplier relationship, workshop level management, organizational structure improvement, human resource management, product designing, improve and integrate the process, application of information technology and customer relationship. Improvement of organizational structure was at the highest level of the model. Therefore, managers first should focus on it.
Research limitations/implications
Given the confidentiality of information in the defense industry, the distribution of questionnaires and their collection was one of the most important limitations. A variety of defense products in land, air and sea areas, and a large number of industries in each sector, forced the authors to select the only land area. Although the results of this research can be used in the air and sea areas, but cannot be said that the implementation of this study presented model will fully lead to the defense industries’ supply chain agility in air and sea sectors.
Originality/value
This is the first research on the supply chain agility of Iran’s defense industry that bridges the gap between theory and practice. The classification of 41 practices in the form of 8 measures and examining the relationship between them is a new and practical approach for understanding the relationships between different variables that affect supply chain agility. This study introduces four new agility practices including the use of new technology and equipment, human resource balance, the use of expert human resources, training and employee empowerment, which can be considered in many industries of developing or less developed countries. Considering the specific situation of defense industry supply chain in comparison with other industries, the results of this research can be used by other defense industries of similar countries.
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Mohamad Sadegh Sangari and Jafar Razmi
The purpose of this paper is to study the role of business intelligence (BI) in achieving agility in supply chain context by examining the relationship between BI competence, agile…
Abstract
Purpose
The purpose of this paper is to study the role of business intelligence (BI) in achieving agility in supply chain context by examining the relationship between BI competence, agile capabilities, and agile performance of the supply chain.
Design/methodology/approach
A theoretical framework is developed drawing on the resource-based view, the dynamic capabilities perspective, and the competence-capability relationship paradigm, as well as an extensive review of the literature. Structural equation modeling is employed to analyze the data collected from Iranian manufacturers in the automotive industry.
Findings
The empirical results support the conceptualization of supply chain BI competence as a multi-dimensional construct comprising managerial, technical, and cultural competence, and confirm that it is a key enabler of supply chain agility in terms of both agile capabilities and agile performance. The results also provide support for partial mediation of agile capabilities on the relationship between BI competence and agile performance of the supply chain.
Originality/value
This paper provides a response to the identified need for empirical evidence on the benefits derived from BI, especially in the supply chain context. It also contributes to the existing supply chain agility literature by providing insight into the value and role of BI in enhancing agile capabilities and performance in the inter-organizational supply chain.
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Neelesh Kumar Mishra, Poorva Pande Sharma and Shyam Kumar Chaudhary
This paper aims to uncover the key enablers of an agile supply chain in the manufacturing sector amidst disruptions such as pandemics, trade wars and cross-border challenges. The…
Abstract
Purpose
This paper aims to uncover the key enablers of an agile supply chain in the manufacturing sector amidst disruptions such as pandemics, trade wars and cross-border challenges. The study aims to assess the applicability of existing literature to manufacturing and identify additional industry-specific enablers contributing to the field of supply chain management.
Design/methodology/approach
The research methodology is comprehensively described, detailing the utilization of extent literature and semistructured interviews with mid- and top-level executives in a supply chain. The authors ensure the robustness of the data collection process and results interpretation.
Findings
The study identifies six essential dimensions of an agile supply chain: information availability, design robustness, external resource planning, quickness and speed, public policy influencing skills and cash flow management. The study provides valuable insights for industry professionals to develop agile supply chains capable of responding to disruptions in a rapidly changing world.
Research limitations/implications
This study is limited by its focus on the manufacturing sector, and future research may explore the applicability of these findings to other industries. By focusing on these essential dimensions identified in the study, managers can develop strategies to improve the agility and responsiveness of their supply chains. In addition, further research may investigate how these enablers may vary in different regions or contexts.
Practical implications
The COVID-19 pandemic has forced executives to reconsider their sourcing strategies and reduce dependence on suppliers from specific geographies. To ensure business continuity, companies should assess the risk associated with their suppliers and develop a business continuity plan that includes multisourcing their strategic materials. Digital transformation will revolutionize the supply chain industry, allowing for end-to-end visibility, real time insights and seamless integration of business and processes. Companies should also focus on creating a collaborative workforce ecosystem that prioritizes worker health and well-being. Maintaining trust with stakeholders is crucial, and firms must revisit their relationship management strategies. Finally, to maintain business leadership and competitiveness during volatile periods, the product portfolio needs to be diversified and marketing and sales teams must work in tandem with product teams to position new products accordingly.
Social implications
This work contributes substantially to the literature on supply chain agility (SCA) by adding several new factors. The findings result in a more efficient and cost-effective supply chain during a stable situation and high service levels in a volatile situation. A less complex methodology for understanding SCA provides factors with a more straightforward method for identifying well-springs of related drivers. First, the study contributes to reestablish the factors such as quickness, responsiveness, competency, flexibility, proactiveness, collaboration and partnership, customer focus, velocity and speed, visibility, robustness, cost-effectiveness, alertness accessibility to information and decisiveness as applicable factors for SCA. Second, the study suggests a few more factors, such as liquidity management, Vendors’ economic assessment and economic diversity, that are the study’s unique contributions in extending the enablers of SCA. Finally, public policy influencing skills, local administration connects and maintaining capable vendors are the areas that were never considered essential for SCA. These factors have emerged as a vital operational factor during the lockdown, and academicians may consider these factors in the future to assess their applicability.
Originality/value
This study provides new insights for decision-makers looking to enhance the resilience and agility of their supply chains. The identification of unique enablers specific to the manufacturing industry contributes to the existing body of literature on agile supply chains in the face of disruptions.
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Manisra Baramichai, Emory W. Zimmers and Charalambos A. Marangos
The purpose of this paper is to propose a tool, the Agile Supply Chain Transformation Matrix (ASCTM), and the implementation methodology for a systematic approach to achieve…
Abstract
Purpose
The purpose of this paper is to propose a tool, the Agile Supply Chain Transformation Matrix (ASCTM), and the implementation methodology for a systematic approach to achieve agility in the supplier‐buyer supply chain.
Design/methodology/approach
The conceptual framework for agile capability creation is developed based on literatures in the supply chain management and manufacturing agility field and the ASCTM tool is constructed using the quality function deployment (QFD) and the analytic hierarchy process (AHP) technique. The implementation methodology including the tools to support the implementation of the ASCTM tool are developed based on the QFD/AHP approach and the agility concepts established through the Agility Program at Lehigh University. A practical case study is used to illustrate the applicability of the ASCTM tool.
Findings
This tool can help companies create and improve their agility by relating the business changes with the appropriate approaches for supplier‐buyer supply chain configuration and supplier‐buyer relationship establishment and determine the business processes and the infrastructures needed to support the creation of agile capability.
Research limitations/implications
The ASCTM tool constitutes an important effort to bridge the gap between theory and practice as it is used to achieve supply chain agility in practice. Additional case studies need to be conducted to validate the practicability of the ASCTM tool.
Originality/value
The ASCTM tool is developed with the aim to help companies identify the most appropriate way to improve their supply chain agility by contrasting the environmental dynamics and changes to the company's ability to keep pace using the systematic approach. This tool is necessary because different companies experience different sets of changes and require different degree of agility and combination of strategies and practices to achieve agility. For practitioners, the ASCTM tool provides a basis for assessing their business situations and a guideline for identifying capability required for creating/improving supply chain agility.
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Arash Shahin, Angappa Gunasekaran, Azam Khalili and Hadi Shirouyehzad
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…
Abstract
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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Håkan Aronsson, Mats Abrahamsson and Karen Spens
The objective of this exploratory paper is to find out what is important to consider when developing a supply chain in health care, what is required in order to establish a supply…
Abstract
Purpose
The objective of this exploratory paper is to find out what is important to consider when developing a supply chain in health care, what is required in order to establish a supply chain orientation and how lean and agile can be used as process strategies in order to improve supply chain performance.
Design/methodology/approach
In order to build an empirical framework for using both lean and agile strategies in health care supply chain management illustrative examples are provided from a Swedish health care setting describing the patient flow and planning processes.
Findings
Supply chain management has potential to work well as a philosophy for patient flow in the health care sector. However, it should not only be about the use of the concept of lean in health care, as in fact is the case in practice today. It is rather about organizing for quick response and flexibility in a hybrid strategy through combining lean and agile process strategies. This can only be done if a systems approach is applied together with a strategic orientation, where cooperative efforts by the supply chain members should synchronize and converge operational as well as strategic capabilities into a unified whole.
Practical implications
The analysis in the paper underlines the importance of focusing on both agility and leanness combined. Hospitals or health care systems that introduce such an approach, as opposed to only relying on lean strategies, could gain both competitive advantages and improved performance.
Originality/value
In health care, even more so than in the manufacturing industry, containment of costs without sacrificing quality is important. This paper applies SCM techniques, tools and concepts that have not been used previously for patient flow in a health care setting, combining lean and agile in one and the same analysis.
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R. Anthony Inman and Kenneth W. Green
Today's businesses are facing a world that is more complex, turbulent and unpredictable than in the past with increasing levels of environmental complexity. Rather than proposing…
Abstract
Purpose
Today's businesses are facing a world that is more complex, turbulent and unpredictable than in the past with increasing levels of environmental complexity. Rather than proposing environmental uncertainty as a mediator/moderator of the relationship between agility and performance as others have done, the authors offer an alternative view where supply chain agility is seen as mediating the relationship between environmental uncertainty and supply chain performance.
Design/methodology/approach
The authors propose that supply chain agility is a response to the effects of environmental uncertainty and, as such, environmental uncertainty should be seen as a driver of supply chain agility. Few studies test the direct relationship between uncertainty and supply chain performance, and none simultaneously test for agility's mediation and moderation effect between environmental uncertainty and agility.
Findings
The model was statistically assessed using partial-least-squares structural equation modeling (PLS/SEM) by analyzing survey data from manufacturing managers in 136 US firms. The study results did not indicate a significant relationship between environmental uncertainty and supply chain performance. However, the authors did find a significant positive relationship between agile manufacturing and supply chain performance using measures that were primarily operations-centered rather than financial. Additionally, the authors found that agile manufacturing fully mediates the relationship between environmental uncertainty and supply chain performance.
Originality/value
The authors’ model, though simple, provides a base for future research for them and other researchers who can incorporate other impacting variables into the model. The study results show that uncertainty can be a force for good and that utilizing agile manufacturing can be a new source of opportunity.
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