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This paper aims to propose a model to assess leagile strategy effectively as one of the most discussed production and supply chain strategies.

This research is based on an integrated FLinPreRa-FQFD approach, which ranks and determines the importance of criteria and indices of the proposed model in an effective way.

“Cost” has been taken as the most important competitive advantage in the four selected industries. “Customer and market sensitiveness” has been considered as the most important enabler in three industries (“machinery and equipment,” “textile” and “food and beverage”). “Collaborative relationship” has been also considered as the most important enabler in the “material and chemical products” industry to gain leagility.

On the one hand, the proposed research model can be used as a reference guide for firms to reach leagility. This model presents indices of leagility at different levels. On the other hand, with respect to the main activities of the Iran Chambers of Commerce, Industries, Mines and Agriculture, including Qazvin’s, committed to provide requirements for economic development, this work provides an opportunity for the implementation of leagility model in 151 active companies. It also gives new insights into the leagility application in the four industries and Qazvin’s Chamber of Commerce, Industries, Mines and Agriculture.

This research has two main contributions. First, it presents a model of enablers and attributes of leagility, combined with four competitive advantages. Second, the research study is equipped with an integrated and consistent methodology that, first, helps decision makers prioritize their goals and agenda by means of fewer paired comparisons without the need of consistency rate and, second, allows for direct evaluation of impact of enablers on attributes of leagility.

The evaluation of readiness provides insight into the readiness of its individual components for successful accomplishment of tasks. This study aims to evaluate readiness in leagility of supply chains based on the design and analysis of fuzzy cognitive maps (FCM) and interpretive structural modeling (ISM).

On the basis of the purpose of this study, data are gathered via the Delphi method. Moreover, FCM and ISM are also used to evaluate readiness.

Findings initially demonstrate a categorization of factors influencing leagility into static and dynamic variables according to the degree of their influence derived from the resultant behavior of FCM and ISM. It is also found that evaluating readiness in leagility of supply chains with ISM and FCM was done with respect to the type and role of the study variables, which were determined within the minimum and maximum ranges of 20 to 100 per cent, respectively.

The evaluation of the readiness using the FCM and ISM is proved to be more efficient than other classical methods. Experimental results of the study contribute to improve readiness of leagility of supply chain as well as develop functional areas of business.

In today’s ever-changing global business environment, successful survival of manufacturing firms/production units depends on the extent of fulfillment of dynamic customers’ demands. Appropriate supply chain strategy is of vital concern in this context. Lean principles correspond to zero inventory level; whereas, agile concepts motivate safety inventory to face and withstand in turbulent market conditions. The leagile paradigm is gaining prime importance in the contemporary scenario which includes salient features of both leanness and agility. While lean strategy affords markets with predictable demand, low variety and long product life cycle; agility performs best in a volatile environment with high variety, mass-customization and short product life cycle. Successful implementation of leagile concept requires evaluation of the total performance metric and development of a route map for integrating lean production and agile supply in the total supply chain. To this end, the purpose of this paper is to propose a leagility evaluation framework using fuzzy logic.

A structured framework consisting of leagile capabilities/attributes as well as criterions has been explored to assess an overall leagility index, for a case enterprise and the data, obtained thereof, has been analyzed. Future opportunities toward improving leagility degree have been identified as well. This paper proposes a Fuzzy Overall Performance Index to assess the combined agility and leanness measure (leagility) of the organizational supply chain.

The proposed method has been found fruitful from managerial implication viewpoint.

This paper aimed to present an integrated fuzzy-based performance appraisement module in an organizational leagile supply chain. This evaluation module helps to assess existing organizational leagility degree; it can be considered as a ready reference to compare performance of different leagile organization (running under similar supply chain architecture) and to benchmark candidate leagile enterprises; so that best practices can be transmitted to the less-performing organizations. Moreover, there is scope to identify ill-performing areas (barriers of leagility) which require special managerial attention for future improvement.

This study aims to comprehend the role of leagility and resilience in developing sustainable global supply chains, mitigating short-term disruptions and long-term economic impacts from various disasters, in the context of Australian civil infrastructure projects.

The study employs systematic review approach to establish that addressing project success dimensions (i.e. leagility, resilience and sustainability) requires an integrated and extended supply chain approach, encompassing traditional supply chain strategic model elements (i.e. cost/capital, quality and service goals) and supply chain eco-system (i.e. organisations, societies, economies and nature).

The study underscores the need to enhance supply chain leagility and resilience to achieve sustainability. This can be achieved by developing skills needed to plan across project phases and time frames, aligning with short and long-term organisational goals, assuming smart risks in the face of uncertainty.

This study extends the traditional supply chain strategic model by introducing new priorities to minimise the consequences of disruptions and to effectively respond to them. The integration of leanness, agility and resilience ensures a sustainable supply chain even in the times of uncertainty, disruption and volatility.

This research provides an opportunity for practitioners and policymakers to rethink and redesign the conventional supply chain model of cost, capital, quality and service objectives. It introduces pioneering concepts by acknowledging and incorporating emerging priorities, especially in Australian civil infrastructure projects. The study integrates leagility and resilience into the existing strategic framework, adding crucial dimensions for sustainable supply chains in infrastructure companies.

The purpose of this paper is to investigate the supply chain leagility proposing all supply chains are leagile with different magnitudes of leanness and agility. A new index, “Deviation from Leagility” (DFL), is introduced, aiming to optimise supply chain design and investigate the relationship between supply chain leagility and firm performance.

The partial least squares (PLS) method was employed to analyse data collected from 299 Australian firms by administering a structured questionnaire.

The results indicate that most companies adopt the leagile supply chain rather than the lean or pure agile design. Furthermore, better business performance is achievable when deviation from a balanced supply chain in which both aspects of leanness and agility are equally embedded is minimised.

The study is limited to a number of constraints that measure leagility; further research is needed to incorporate different aspects of agility.

The findings of this study could provide a guideline for supply chain executives to improve their company’s performance by designing a more balanced leagile supply chain.

This study is unique in its in-depth empirical investigation of modelling of leagile supply chain using a new index, and also addressing: first, the current mismatch between the well-known mutually exclusive strategies (lean/agile); and second, what has later been found when the proposed models were quantitatively tested.

The purpose of this paper is to propose a fresh perspective to effectively adopt leagility in supply chain. The research adopts Theory of Constraints (TOC) methodology and amalgamates it with design thinking process, people’s opinion and mathematical approach to help achieve supply chain leagility.

The proposed framework is a seven stepped approach to achieve supply chain leagility combination analytical and mathematical procedures. Data enveloping analysis (DEA) is used to identify high level constraint. The new designed thinking process is used to further evaluate the constraints. Nominal group technique (NGT) is used to help build the current reality tree and identify detail level constraints.

The framework application on a case supply chain improves various parameters of leanness and agility over a period of one year. Improvements include reduced rework, improved cash flow, reduced operating cost, reduced order backlog and better customer interaction.

This research opens up TOC application in a totally new area of leagility adoption in supply chain. The framework needs to be explored with more implementation in various business scenarios.

The proposed framework is extremely intuitive and pragmatic in approach. The case application demonstrates the framework can be easily adopted by supply chain managers to improve leagility.

The current study attempts to diversify the TOC application. Using thinking process, DEA and NGT in TOC parlance brings in objectivity and employees together for improvement.

Amalgamating the mathematical approach of DEA, design thinking process and NGT within the TOC framework for supply chain leagility is new and novel.

The purpose of this paper is to investigate and highlight that the application of leagility can be possible in mass services as one type of services.

This paper describes a case study and considers the concept of the leagility in a mass service organization. By highlighting some of the characteristics of mass services, it examines whether or not this concept can be applicable in the context of mass services.

Despite the low customization in mass services, fast food restaurants have faced changing needs of the customers. To respond to these demands, the case study organization can adopt new strategies so that it could be able to serve the customer with short lead times, low costs and high variety.

This paper considers leagility in a single mass service. Hence, in order to provide robust results in this type of services, more cases should be studied. It is also necessary to study leagility in other types of services that is, professional services and service shops.

Despite the importance of mass services in today's life, research have focused on the application of operations management's concepts in manufacturing sector. This paper has proposed the possibility of applying the leagility concept in a case study organization to show that mass services can benefit from the advantages of both lean and agile paradigms.

This paper aims to show how leagility can be applied in professional services, especially hospitals.

The case study approach was used to consider the concept of leagility in professional services. Therefore, it studies a specialized hospital in Iran as a professional service provider.

The specific condition of the patients forces the hospital to be highly agile and at the same time it can benefit from lean strategies. By grouping healthcare services into three pipelines, it identifies decoupling points for the supply chain. It also argues that while discussing leagility in a professional service organization, the important role of human resources should be highlighted.

The paper considers leagility in a specialized hospital. There is a need to discuss this concept in generalized hospitals with multiple pipelines. It is also limited because it considers one specialized hospital, thus the results of this research cannot be generalized to other specialized hospitals.

Leagility in professional services is something rarely dealt with in the literature. Thus, this research expands on the concept of leagility in professional service, particularly in hospitals, and the paper fills this gap in the literature which could be further explored.

Both postponement and information decoupling have been considered as relevant initiatives in making the agile supply chain a reality. It is commonly argued that the two can be combined into “leagility”, which is the combination of agility with lean capabilities within one supply chain. Based upon a one‐year study of agility in the supply chain, this paper indicates that leagility might work well in operational terms as lean capabilities can contribute to agile performance and might often be a prerequisite. If the leagility approach is to work, though, it is required to fit within a purely agile supply chain strategy, rather than a purely lean approach. Thus it is concluded that the leagility thesis does not fundamentally challenge the agility concept. Specific suggestions on how to move forward in creating the agile supply chain are then developed.

The purpose of this paper is to propose a new assessment tool for Leagility.

This research was carried out to systematically propose the operational activities of Leagile supply chains (SCs) with regard to SC drivers. Particularly, SC logistic (facility, transportation and inventory) and cross-functional drivers (information, sourcing and pricing) were selected to classify all operational activities of Leagile SCs.

This study proposed a new framework to evaluate the operational activities of Leagile SCs. Operational activities of Leagile supply chain strategy were determined and categorized with regard to SC drivers. These activities were ranked using an analytic hierarchy process and were then categorized using a cycle view of SC.

This study contributed in proposing operational activities of Leagile SC based on its major drivers. The result of this study assist managers, scholars and practitioners to construct new Leagile SCs or assess their Leagility level.