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Article
Publication date: 15 October 2018

Hossein Sayyadi Tooranloo, Masoume Alavi and Sepideh Saghafi

Nowadays, the main problem of industries is the issue of environmental pollution. The green supply chain (GSC) is one of the processes that can be effective to consider…

Abstract

Purpose

Nowadays, the main problem of industries is the issue of environmental pollution. The green supply chain (GSC) is one of the processes that can be effective to consider this issue and its practices in all working processes in every organizations, so that the concept of GSC has been emerged with the acceleration of the government regulations and rules to achieve environmental standards and the increasing demands of consumers to supply green products. Therefore, the organizations should move toward the development of environmental activities in today’s turbulent world. In other words, the current organizations should consider making their supply chain more agile and green to survive in the competition arena or in other words, they should consider making agile the GSC. The necessity of considering this issue needs to identify the evaluating indicators of the agility of the GSC. This study aims to consider this issue.

Design/methodology/approach

With reviewing the research literature and having survey with the experts, totally 7 criteria and 37 sub-criteria were identified as the evaluating indicators of the agility of the GSC. The results from collecting research data and using the confirmatory-factor analysis suggest the suitability of the above-mentioned indicators.

Findings

The idea of the GSC is to remove or minimize the greenhouse, chemical/hazardous gases and waste throughout the supply chain. On one hand, the agility of the supply chain as an operational capability in quick response to the uncertain and turbulent markers not only improves the performance of the company but also leads to cost decrease and increase of the professional capabilities. Therefore, the organizations should step toward the development of the environmental activities in the today’s turbulent world. The importance of the issue of agility and considering the environment in the supply chain double the necessity of identification of the factors of agility of the GSC.

Originality/value

The present research considers the identification of the evaluating indicators of the agility of the GSC in industries.

Details

Competitiveness Review: An International Business Journal, vol. 28 no. 5
Type: Research Article
ISSN: 1059-5422

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Article
Publication date: 31 May 2011

Helena Carvalho, Susana Duarte and V. Cruz Machado

This paper aims to explore the divergences and commitments between the lean, agile, resilient and green paradigms while investigating the effect of paradigms' practices…

Abstract

Purpose

This paper aims to explore the divergences and commitments between the lean, agile, resilient and green paradigms while investigating the effect of paradigms' practices within supply chain attributes.

Design/methodology/approach

A conceptual model with lean, agile, resilient and green practices and supply chain management attributes is proposed. Causal diagrams were used to represent the relationships between paradigm practices and supply chain attributes. The four diagrams were aggregated to build the conceptual model.

Findings

The conceptual model allows for the identification of synergies and divergences resulting from the paradigms practices implementation. The synergies between paradigms are related to “information frequency” and “integration level” increasing as well as reduction of “production lead time” and “transportation lead time”. However, other supply chain attributes such as “capacity surplus”, “inventory level” and “replenishment frequency” are affected in opposite directions by some paradigms creating divergences.

Research limitations/implications

The model relationships were established using an anecdotal approach derived from the literature review, reflecting only a partial view of supply chain dynamics. More research related to other supply chain attributes and/or paradigm practices, and validation of the proposed relationships is suggested.

Practical implications

The proposed model can be the basis for further research in lean, agile, resilient and green paradigms, contributing to a more sustainable and competitive lean supply chain with the necessary agility toward a quick response, resiliency to disruptions, and harmonization with the ecologic and environmental aspects.

Originality/value

To the authors' knowledge this paper is the first to provide an understanding about the tradeoffs among lean, agile, resilient and green supply chain paradigms.

Details

International Journal of Lean Six Sigma, vol. 2 no. 2
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 13 March 2017

Moh’d Anwer Al-Shboul

The main purpose of this study is to examine the role of delivery dependability and time to market, on the relation between the infrastructure framework and supply chain

Abstract

Purpose

The main purpose of this study is to examine the role of delivery dependability and time to market, on the relation between the infrastructure framework and supply chain agility. Furthermore, the impacts of supply chain agility on firm performance are examined.

Design/methodology/approach

Data were collected from 113 respondents, senior executives and managers, in purchasing, operations, supplying, planning and other supply chain functions in large manufacturing firms in the MENA region, which includes 12 countries (Jordan, Lebanon, Egypt, Saudi Arabia, United Arab Emirates, Kuwait, Oman, Bahrain, Qatar, Morocco, Tunis and Algeria). A large-scale survey questionnaire was used for data collection process. The research framework was tested by using hypothesis-testing deductive approach. The results are based on covariance-based analysis and structural equation modelling using analysis of moment structures software.

Findings

The results show that infrastructure framework elements do not contribute significantly to support supply chain agility. It is also found that delivery dependability and time to market partially mediate the relationship between infrastructure framework elements and supply chain agility. Additionally, it is found that supply chain agility is associated with enhanced firm performance.

Originality/value

This paper provides an overview and empirically shows that delivery dependability and time to market are appropriate logistics practices for mediating the impact of infrastructure framework and supply chain agility. These relationships indicate a contribution to theory that explains how infrastructure framework elements can procreate supply chain agility, through the synchronising of appropriately matched logistics practices.

Details

Supply Chain Management: An International Journal, vol. 22 no. 2
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 6 January 2012

G. Dwayne Whitten, Kenneth W. Green and Pamela J. Zelbst

In 2004 Lee proposed that successful supply chains must be agile, adaptable, and aligned and described those chains as “Triple‐A” supply chains. The purpose of this paper…

Abstract

Purpose

In 2004 Lee proposed that successful supply chains must be agile, adaptable, and aligned and described those chains as “Triple‐A” supply chains. The purpose of this paper is to theorize a Triple‐A supply chain performance model that incorporates Triple‐A supply chain status as antecedent to supply chain performance and supply chain performance as antecedent to organizational performance.

Design/methodology/approach

Using data from a national sample of 132 supply chain professionals collected in partnership with APICS, the authors develop scales based on descriptive items listed by Lee for the Triple‐A supply chain strategy dimensions of agility, adaptability, and alignment and assess the complete model using a structural equation methodology.

Findings

Results indicate that Triple‐A supply chain strategy positively impacts supply chain performance and that, in turn, supply chain performance positively impacts organizational performance. Supply chain performance is more strongly related to the marketing performance than to the financial performance of the organization. Additionally, marketing performance positively impacts financial performance.

Research limitations/implications

The major limitation is that only one person in each organization was surveyed with regards to both organizational and supply chain performance. Future research can be aimed at multiple respondents per organization.

Practical implications

Based on the results of this study, the authors argue that organizational success depends on the agility, adaptability, and alignment of supply chains.

Originality/value

This is the first research which has empirically tested Lee's suggestions; his propositions were based on his extensive supply chain research and experience and reported in the Harvard Business Review. The paper's findings are valuable to both practitioners and academic researchers.

Details

International Journal of Operations & Production Management, vol. 32 no. 1
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 19 June 2019

Masoud Rahiminezhad Galankashi, Syed Ahmad Helmi, Abd. Rahman Abdul Rahim and Farimah Mokhatab Rafiei

The purpose of this paper is to propose a framework to assess the agility of manufacturing companies.

Abstract

Purpose

The purpose of this paper is to propose a framework to assess the agility of manufacturing companies.

Design/methodology/approach

Particularly, three supply chain logistic drivers (facility, transportation and inventory) along with three cross-functional drivers (information, sourcing and pricing) are selected as the main sets to classify all required activities of agility. In addition, supply chain contracts, as an important indicator of supply chain agility, is also considered to categorize the activities. These activities are ranked using an (AHP) and then categorized based on the major perspectives of agility. Finally, using a cycle view of supply chain, the developed activities are categorized as the major policies of supply chain’s echelons.

Findings

This study developed a framework to evaluate the agility of manufacturing companies. Operational activities of agile supply chain strategy (ASCS) in addition to supply chain contracts are determined and categorized with regard to supply chain drivers.

Originality/value

This study contributes to recognizing, ranking and classifying the operational activities of ASCS with regard to logistics and cross-functional drivers of supply chain. In addition, this study considers the supply chain contracts in conjunction with supply chain drivers. From the theoretic and methodological features, to the best of authors’ knowledge, this study contributes to offer new insights to this area as no similar research has been conducted before.

Details

Benchmarking: An International Journal, vol. 26 no. 7
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 4 January 2016

C. N. Bezuidenhout

Not many researchers have attempted to numerically quantify a supply chain’s degree of leanness or agility. Although focusing predominantly on food, the purpose of this…

Abstract

Purpose

Not many researchers have attempted to numerically quantify a supply chain’s degree of leanness or agility. Although focusing predominantly on food, the purpose of this paper is to propose a simple and universal methodology to quantify the degrees of leanness and agility at any point within any supply chain.

Design/methodology/approach

Daily processing capacities of stochastic model runs and real supply chain data were projected onto a standardized Euclidean surface. Indexes that calculate, amongst others, the agility, leanness, baseline production and ceiling conditions were derived.

Findings

The indexes were often well correlated across the various supply chains. Leanness correlates negatively with agility, as can be expected, however, these attributes do not stand opposed to each other. Most supply chains seem to exhibit both lean and agile attributes simultaneously. Sugar, various types of tomatoes, avocado and onion supply chains are discussed and compared. Although a large amount of data were analysed, there exists an opportunity to widen this study significantly.

Originality/value

This paper presents a unique and simple approach to quantify the degree of supply chain leanness and agility. Although these terms are often used, only a few authors have made attempts to quantify these attributes and in most cases the approaches are relatively cumbersome. The relatively simple indexes create an opportunity for supply chain management to measure, evaluate and communicate their strategies along the supply chain and between different chains.

Details

British Food Journal, vol. 118 no. 1
Type: Research Article
ISSN: 0007-070X

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Article
Publication date: 26 June 2019

Kenneth W. Green, R. Anthony Inman, Victor E. Sower and Pamela J. Zelbst

The purpose of this paper is to develop and empirically assess a comprehensive operations and supply chain management (SCM) model. The theorized model incorporates supply

Abstract

Purpose

The purpose of this paper is to develop and empirically assess a comprehensive operations and supply chain management (SCM) model. The theorized model incorporates supply chain market orientation, Just-in-Time (JIT) and Total Quality Management (TQM) as antecedents and agile production (AP) and green SCM (GSCM) practices as consequences.

Design/methodology/approach

Data from a sample of 136 US manufacturing managers were collected via an on-line survey firm. A partial least squares structural equation modeling is used to assess the efficacy of the theorized model.

Findings

Generally, market orientation supports the implementation of JIT and TQM, JIT and TQM support implementation of SCM, SCM supports implementation of AP and green supply chain management practices (GSCMP) and AP and GSCMP positively impact organizational performance.

Research limitations/implications

The model tested reflects the synergy created though the implementation of management improvement programs that support the six strategic imperatives of customer focus, efficiency, effectiveness, integration with supply chain partners, responsiveness, and environmental sustainability and the effects of those programs on the marketing and financial performance of manufacturing organizations.

Practical implications

The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the improvement programs.

Originality/value

A comprehensive operations and SCM model is proposed and empirically assessed. The results of this investigation support the proposition that market orientation, JIT, TQM, SCM, AP and GSCMPs combine to positively affect organizational performance. The central role of the SCM construct is emphasized.

Details

Supply Chain Management: An International Journal, vol. 24 no. 5
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 1 August 2016

Cécile L'Hermitte, Peter Tatham, Ben Brooks and Marcus Bowles

The purpose of this paper is to extend the concept of agility in humanitarian logistics beyond emergency operations. Since the humanitarian logistics literature focuses…

Abstract

Purpose

The purpose of this paper is to extend the concept of agility in humanitarian logistics beyond emergency operations. Since the humanitarian logistics literature focuses primarily on emergencies and sees longer term and regular operations as being conducted in relatively stable and predictable environments, agile practices are usually not associated with humanitarian protracted operations. Therefore, this paper explores the logistics and supply chain environment in such operations in order to identify their basic features and determine if agility is an important requirement.

Design/methodology/approach

Using a case study of the United Nations World Food Programme, the authors collected and analysed qualitative and quantitative data on the characteristics of protracted operations, the risks and uncertainties most frequently encountered, their impact, and the ways that field logisticians manage contingencies.

Findings

The research demonstrates that unpredictability and disruptions exist in protracted operations. Therefore, short-term operational adjustments and agile practices are needed in order to support the continuity of humanitarian deliveries.

Research limitations/implications

Future research should focus on a wider range of humanitarian organisations and move from a descriptive to a prescriptive approach in order to inform practice. Notwithstanding these limitations, the study highlights the need for academics to broaden the scope of their research beyond emergencies and to address the specific needs of humanitarian organisations involved in longer term operations.

Originality/value

This paper is the first empirical research focusing exclusively on the logistics features of humanitarian protracted operations. It provides a more concrete and complete understanding of these operations.

Details

Journal of Humanitarian Logistics and Supply Chain Management, vol. 6 no. 2
Type: Research Article
ISSN: 2042-6747

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Article
Publication date: 1 July 2020

Vishnu Nath and Rajat Agrawal

The present study aims to empirically investigate whether supply chain agility and lean management practices are antecedents of supply chain social sustainability.

Abstract

Purpose

The present study aims to empirically investigate whether supply chain agility and lean management practices are antecedents of supply chain social sustainability.

Design/methodology/approach

Data 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.

Findings

The 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 implications

The results of the present study have implications for managers that want to make their supply chain more socially sustainable.

Originality/value

The 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.

Details

International Journal of Operations & Production Management, vol. 40 no. 10
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 28 June 2018

Haris Aslam, Constantin Blome, Samuel Roscoe and Tashfeen M. Azhar

This paper positions market sensing, supply chain agility and supply chain adaptability as a coherent cluster of dynamic supply chain capabilities. The purpose of this…

Abstract

Purpose

This paper positions market sensing, supply chain agility and supply chain adaptability as a coherent cluster of dynamic supply chain capabilities. The purpose of this paper is to understand how dynamic supply chain capabilities interrelate and their effect on supply chain ambidexterity.

Design/methodology/approach

Based on a survey of Pakistani manufacturing firms, a theoretically-derived model was tested in a structural equation model.

Findings

The results of the study show that a market-sensing capability is an antecedent of supply chain agility and supply chain adaptability. Furthermore, supply chain agility, directly, and supply chain adaptability, indirectly, affect supply chain ambidexterity. Supply chain agility, therefore, mediates the relationship between supply chain adaptability and supply chain ambidexterity.

Originality/value

The contribution of this study lies in: first, identifying dynamic capability clusters relevant for achieving supply chain ambidexterity; second, evaluating performance implications of dynamic capabilities in the supply chain, specifically supply chain agility and adaptability; and third, proposing a unique measurement of supply chain ambidexterity in the light supply chain theory, and empirically evaluating the relationship between dynamic capabilities and supply chain ambidexterity.

Details

International Journal of Operations & Production Management, vol. 38 no. 12
Type: Research Article
ISSN: 0144-3577

Keywords

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