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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.

The already-strained vaccine supply chain (VSC) of the expanded program for immunization (EPI) require a more robust and structured distribution network for pandemic/outbreak vaccination due to huge volume demand and time constraint. In this paper, a lean-agile-green (LAG) practices approach is proposed to improve the operational, economic and environmental efficiency of the VSC.

A fuzzy decision framework of importance performance analysis (IPA)–analytical hierarchy process (AHP)–technique for order for preference by similarity in ideal solution (TOPSIS) has been presented in this paper to prioritize the LAG practices on the basis of the influence on performance indicators. Sensitivity analysis is carried out to check the robustness of the presented model.

The derived result indicates that sustainable packaging, coordination among supply chain stakeholders and cold chain technology improvement are among the top practices affecting most of the performance parameters of VSC. The sensitivity analysis reveals that the priority of practices is highly dependent on the weightage of performance indicators.

This study's finding will help policymakers reframe strategies for sustainable VSC (SVSC) by including new management practices that can handle regular immunization programs as well as emergency mass vaccination.

To the best of the authors' knowledge, this is the first study that proposes the LAG framework for SVSC. The IPA–Fuzzy AHP (FAHP)–Fuzyy TOPSIS (FTOPSIS) is also a novel combination in decision-making.

Introducing additive manufacturing (AM) in a multinational corporation with a global spare parts operation requires tools for a dynamic supplier selection, considering both cost and delivery performance. In the switchover to AM from conventional manufacturing, the objective of this study is to find situations and ways to improve the spare parts service to end customers.

In this explorative study, the authors develop a procedure – in collaboration with the spare parts operations managers of a case company – for dynamic operational decision-making for the selection of spare parts supply from multiple suppliers. The authors' design proposition is based on a field experiment for the procurement and delivery of 36 problematic spare parts.

The practice intervention verified the intended outcomes of increased cost and delivery performance, yielding improved customer service through a switchover to AM according to situational context. The successful operational integration of dynamic additive and static conventional supply was triggered by the generative mechanisms of highly interactive model-based supplier relationships and insignificant transaction costs.

The dynamic decision-making proposal extends the product-specific make-to-order practice to the general-purpose build-to-model that selects the mode of supply and supplier for individual spare parts at an operational level through model-based interactions with AM suppliers. The successful outcome of the experiment prompted the case company to begin the introduction of AM into the company's spare parts supply chain.

The purpose of this paper is to present green supply chain, resilient supply chain, agile supply chain, cold supply chain and lean supply chain (GRACL SC) procedures based on a detailed perspective, analyzing subjects in the past 19 years with a systematic literature review (SLR) of the papers reported from 2000 to 2019, and offering information and guidelines for further studies.

This research is based on 17 keywords in the title and topic of the articles and collects data from Web of Science (WOS) databases and objectively chooses 1,190 articles and performs meta-data analyses. Tables and statistical reports are based on the following three filters: publication year, authors and document type. At least, 39 publications from the ISI WOS has been examined for presenting information of categorization of the conducted research with regard to the content analysis, comprising the conceptual development and obstacles, cooperation with the supply chain elements, as well as mathematical and other optimization models.

Finally, this study answered three main questions in the research and demonstrates that the majority studies in the green supply chain (GSC) and a minimum number of studies on the cold supply chain have been conducted and 27 factors are chosen to achieve the 2000 to 2019 GRACL SCM model which robust and fit for Iranian food industries. The model shows that the agile, resilient and lean supply chain have direct effect on GSC and it can be said that all 27 groups which are selected for the final model of this research can be the main groups in the supply chain.

This paper was actually conducted by authors who reported it. To prevent plagiarized, redoubled efforts have been made and actually this paper is based on SLR methodology and the results are real and the researcher discusses the results appropriately. This investigation can have a positive impact within the field of expanding supply chain flexibility and lessening squander within the Iranian generation framework.

The majority of studies on supply chain management (SCM) emphasize the importance of cooperative relationships for improving the integration of business processes into a supply chain. It seems accepted that SCM will be a source of competitive advantage if, and only if, firms that participate in it formalize a strategic partnership between each other beforehand. This article questions whether this really is the case, given that the corporate cultures currently in place are largely founded on a tradition of adversarial relationships, the creation of large groups and the development of vertical concentrations. SCM could, in contrast, in such a case be the catalyst for powerful future strategic partnerships that could gently break arm’s‐length competition.

This study aims to show how to improve supply chain performance through the relationship between firms and their customers. In doing so, this study examines the impact of a firm’s relationship commitment and customer integration on supply chain performance. The aim is to detail a way to increase supply chain performance through the relationship between companies and their customers.

The empirical analysis was based on a survey on 205 corporate-Egypt multi-industry businesses including manufacturing, retailing, wholesaling and shipping services firms. Data collection was through a questionnaire survey distributed to 1,264 senior managers with responsibilities in the field of supply chain, logistics, purchasing, marketing and operations and with a 16% response rate. A conceptual model was designed, and hypotheses were analysed with covariance-based structural equation modelling.

This study makes a significant contribution to the supply chain management (SCM) literature by examining the influence of firms’ relationship commitment on supply chain performance in the supply chain management context by means of the disaggregation of customer integration into two dimensions: integration with customer (IWC) and integration by customer (IBC). The findings indicate that firms’ relationship commitment does not relate directly to supply chain performance, but rather indirectly through integration both with and by customers.

This paper outlines a conceptual model in which firms’ relationship commitment relates indirectly to supply chain performance. The model also sheds light on the fact that IWCs precedes IBCs in supply chains. This finding suggests that firms should focus on customer integration to improve supply chain performance.

This study offers a particularly refined understanding of the reasons behind and situations in which supply chain integration (SCI) enables firms to gain superior supply chain performance. In fact, firms focusing on customer integration may improve their supply chain performance, thus enhancing the value of the supply chain.

This study contributes to the literature by considering a relational view of the SCI-Performance path. In particular, by disaggregating customer integration into IWCs and IBCs, this paper verifies customer integration acting as a mediator between relationship commitment and supply chain performance in supply chains.

Each individual needs to be vaccinated to control the spread of the COVID-19 pandemic in the shortest possible time. However, the vaccine distribution with an already strained supply chain in low- and middle-income countries (LMICs) will not be effective enough to vaccinate all the population in stipulated time. The purpose of this paper is to show that there is a need to revolutionize the vaccine supply chain (VSC) by overcoming the challenges of sustainable vaccine distribution.

An integrated lean, agile and green (LAG) framework is proposed to overcome the challenges of the sustainable vaccine supply chain (SVSC). A hybrid best worst method (BWM)–Measurement of Alternatives and Ranking According to COmpromise Solution (MARCOS) methodology is designed to analyze the challenges and solutions.

The analysis shows that vaccine wastage is the most critical challenge for SVSC, and the coordination among stakeholders is the most significant solution followed by effective management support.

The result of the analysis can help the health care organizations (HCOs) to manage the VSC. The effective vaccination in stipulated time will help control the further spread of the virus, which will result in the normalcy of business and availability of livelihood for millions of people.

To the best of the author's knowledge, this is the first study to explore sustainability in VSC by considering the environmental and social impact of vaccination. The LAG-based framework is also a new approach in VSC to find the solution for existing challenges.

The objective of this paper is to provide a deeper insight into the relationship of the issue “lean vs agile” in order to inform managers towards more coherent decisions especially in a dynamic, unpredictable, uncertain, non‐linear environment.

The methodology is an exploratory study based on secondary data analysis.

“Lean” and “agile” are two exclusive concepts “in the limit” and “agile” has a higher potential for serving as an instrument for starting “a journey” towards a new sustainable organizational paradigm.

Further research in the context of the arguments presented is necessary, especially in the “field” and on primary data.

There are clearly indicated contexts of primary applications of “lean” and “agile”, and especially along with the techniques, methodologies and system‐thinking informed by chaordic system thinking (CST), which should be of help for managers.

The novel contribution of the paper is the presentation of the argumentation on “lean” and “agile” as exclusive concepts and their analysis through the CST lenses, as well as the presentation of suggestions for development of new manufacturing systems paradigms.

The purpose of this paper is to contribute to the existing knowledge system of lean supply chain management (LSCM), i.e. by using main path analysis, and the authors extract the main development track of LSCM. It is advantageous for relevant scholars to deepen their understanding of this academic field from a bibliometrics view to grasp the future directions better.

Structuring a citation network with the processed data set containing 866 papers and relevant information collected from Web of Science (WoS). Conducting review analyses aiming at the main paths that are extracted from the above citation network.

There are two different evolution paths in LSCM field, i.e. improving corporate sustainability performance through combining lean and green practices, and seeking the balance between lean and agility to structure leagile supply chain for specific industries. LSCM research studies mainly focus on five aspects: (1) establishment and development of LSCM theory; (2) structuration of lean supply chain; (3) research studies of the relationship between LSCM and corporate performance; (4) supply chain evaluation system; and (5) review and vista of LSCM field. The intersection of two knowledge evolute routes would be Industry 4.0, which is an integrated theory system combining lean, agility, green and other supply chain thinking.

The data set collected from WoS cannot contain all the research studies about LSCM is the main research limitation. Sustainability, as represented by environmental performance, will continue to be a major pursuit of this field. Integrating LSCM in Industry 4.0 will be the next hotspot in LSCM field.

Providing the main research contents and common methods of LSCM field. It is conducive to deepening the understanding of relevant practitioners and scholars to LSCM field from a dynamic perspective.

To the best of the authors’ knowledge, it is the first time to reveal the knowledge diffuse trajectories of LSCM under different view with main path analysis. This study is unique that it provides a new view to understand the field of LSCM.

This study aims to examine the effect of supply chain agility (SCA) on operational performance (OP) measurements of steel manufacturing firms. It also investigates the role of cost efficiencies concerning enhance OPs.

The study is based on an experimental research design by collecting data from responses 398 responses of key officials of India’s steel manufacturing firms. Analyses are carried to explore this modern concept with the help of Smart-partial least square (PLS) version 3.3.2 with confirmatory factor analysis and PLS structural equational modelling.

SCA factor (SCAF) directly has influenced the firm’s OP. It also represents cost efficiencies that have partial mediation between the SCAF and OP. The impact of cost efficiencies on OPs is strongly significant as compared to the impact of SCAF on cost efficiencies.

Management teams in the manufacturing industry should stress the role of SCA as a comprehensive concept in responding to market needs in a volatile environment. SCA reflects one of its winning strategies in today’s dynamic and competitive world. Managers must thoroughly know the ramifications of agility to develop a mechanism for determining the procedures and identifying inequality in SC operation.

This study speaks explicitly about the linkage between SCAF, OP, CE. It is an addition to the existing theories of RBV. Enhancements in OP measurements, specifically performance and flexibility, will lead to better firm performance. study conceptualizing the complementing effects of SCA (IS capability) and OPs and second cost efficiencies play positive partial mediating effect in between the link. The achievement of SC agile is especially a critical approach to Boost customer satisfaction and differentiate market position.