Journal of Manufacturing Technology Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 F o r P e e r R e v i e w IntroductionThe modern marketplace is commonly characterised in many sectors by hypercompetition, a state, which has accrued over many years (D'Aveni 1994). Hypercompetition has been driven by the combined impact of macro-forces changing the nature of both supply and demand. On the supply side, environmental factors such as the increasing globalisation and deregulation of commerce have opened up markets to be provided for by a greater volume of companies (Harvey et al. 2001). This has combined with the development and adoption of new technologies, which has enhanced the sophistication of supply capabilities (Harvey et al. 2001). On the demand side, customers, presented with this increased proliferation and sophistication of choice in supply, are characterised by a growing assertiveness in seeking out better and better values when selecting products and services (Bhamu and Sangwan 2014).For organisations, hyper-competition has led to a realisation that more demanding rules for business now exist to be successful in the modern age. There needs to be a full recognition of what customers' value combined with a focus on the optimisation of operating processes to effectively compete in serving customers (Bowersox et al., 2000). The "Lean" business ideology (Bhasin 2013), which has been one of the dominant research areas in Operations Management (Voss 1995, Shah andWard 2003), has thus been turned to by many organisations to guide their mind-set and efforts in addressing these needs. Lean sets out a methodology for being highly responsive to customers' demands whilst constantly challenging costs and wastes throughout supply networks (Bhamu and Sangwan 2014, Shah andWard 2007). So, it would appear that Lean can be applicable to all sizes of enterprise in their endeavours to become more competitive to sustain, and possibly enhance, their position in the modern marketplace. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 F o r P e e r R e v i e w Broadly, organisations can be simply categorised into two groups: Large Enterprises (LEs) and Small and Medium sized Enterprises (SMEs). It would appear however, that there is a significantly lower up take lower take up of Lean in SMEs compared to LEs (Shah and Ward 2003) and that many SMEs are still unfamiliar with Lean implementation (Achanga et al. 2006). Research has indicated that this is due to many factors, which will be further explored and examined in this paper. While several studies that have addressed Lean implementation in general (e.g. Hines et al. 2004, Holweg 2007, Moyano-Fuentes and S...

Purpose-This study aims to propose and validate a theoretical model to investigate whether supply chain innovation positively affects risk management capabilities, such as robustness and resilience in global supply chain operations, and to examine how these capabilities may improve competitive advantage. Design/methodology/approach-A theoretical model was developed from extant studies and assessed through the development of a large-scale questionnaire survey conducted with South Korean manufacturers and logistics intermediaries involved in global supply chain operations. The data were analysed using confirmatory factor analysis (CFA) and structural equation modelling (SEM) to validate the suggested model. Findings-It was found that innovative supply chains have a discernible positive influence on all dimensions of risk management capability, which in turn has a significant impact on enhancing competitive advantage. Therefore, this work provides evidence for the importance of supply chain innovation and risk management capability in supporting competitive advantage. Research limitations/implications-This study contributes to providing an empirical understanding of the strategic retention of supply chain innovation and risk management capabilities in the supply chain management (SCM) discipline. Further, it confirms and expands existing theories about innovation and competitive advantage. Practical implications-The finding provides firm grounds for managerial decisions on investment in technology innovation and process innovation. Originality/value-This research is the first of its kind to empirically validate the relationships between supply chain innovation, risk management capabilities and competitive advantage.

Purpose -The purpose of this paper is to focuss on customer driven supply chains and what this means for the management of freight transport, a key process in the supply chain as it acts as a physical link between customers and suppliers. It aims to assess whether some of the new collaborative models for transport management are delivering better optimised solutions. Design/methodology/approach -The paper is based on a multi-dimensional methodological approach, which includes empirical, model building, opinion and archival evidence. Much of the thinking and findings in this paper have been derived from a series of quasi-delphi discussion sessions with logistics industry experts from three sectors, steel, grocery and construction and experienced academics in the fields of logistics and supply chain management. Findings -The paper sets out to argue that new innovative solutions are emerging for better transport optimisation, that exploit the competitive power of collaboration, both vertically with supply chain partners and horizontally with other logistics service providers (LSPs).Research limitations/implications -The research was largely focused on the road freight transport industry in the UK and Europe. However, it is felt that similar thinking can be deployed in other settings for alternative transport modes and other geographical regions. From an academic perspective the paper contributes to the notion that supply chain management as well as focussing on vertical coordination and process integration also needs to incorporate the potential considerable power of horizontal collaboration. Originality/value -In particular it is original in that it highlights how important it is to combine vertical collaboration with horizontal collaboration if better optimised transport solutions are to be achieved. This is of considerable value and interest both to practitioner and academic communities.

Purpose -This paper aims to develop a framework that rationalises transport flexibility into different types. In this way the role of the flexibility types in delivering specific strategic logistics outcomes can be determined. Design/methodology/approach -The authors undertake a synthesis of available literature related to flexibility to determine what types of transport flexibility are required and when. Findings -Twelve definitions and key components of transport flexibility are identified. These signify a proactive approach to the consideration of the subject within the context of a collaborative approach to relationships between carrier, supplier and customer. Research limitations/implications -This is a conceptual study developing definitions and models for transport flexibility. While these frameworks have been formed within the context of the literature, further research to determine the application of the model will need to be undertaken, to examine the benefits and costs associated with various degrees of flexibility. Practical implications -While the definitions and models are conceptual, they are important as generic templates by which carriers may develop a logistics strategy, determining their competitive offering and hence defining their flexibility capabilities. They may then determine the degree of collaboration necessary. The results of this paper also inform further empirical research into the area of transport and logistics flexibility. Originality/value -There is little research that addresses the issue of transport flexibility from a logistics perspective. Thus, there is originality in developing a framework that rationalises transport flexibility into different types. This will provide a foundation by which carriers and shippers may develop collaborative and information technology strategies.

2015. Horizontal logistics collaboration for enhanced supply chain performance: an international retail perspective. ABSTRACTPurpose -Horizontal logistics collaboration (HLC) initiatives can fail. To improve the chance of success a thorough consideration of the potential issues involved, such as seeking supply chain partners' support, ensuring access to information / data security and assessing whether a HLC model could bring improvements to a wide range of supply chain metrics rather than reductions in distribution costs only, needs to be understood before deciding to proceed with such an initiative. To support this, the paper aims to develop a supply chain-driven model for HLC.Design Methodology and Approach -A two-stage methodology is deployed. As part of Stage 1, a series of 20 semi-structured interviews with senior managers from retailers, retailers' suppliers and logistics service providers were undertaken. Subsequently, in Stage 2, a focus group with practitioners from retailers and logistics service providers was run to verify the findings gathered during Stage 1. Four elements of a new HLC project being considered are investigated by supply chain champions across the UK Fast Moving Costumer Goods industry, namely consideration factors, required synergies, enablers, and anticipated output metrics.Findings -When considering whether or not to embark on a HLC project, the supply chain requirements need to be taken into account and potential supply chain performance benefits projected. The paper identified several consideration factors; synergies and enablers that support the development of HLC projects are identified, such as legislation, trust among partners, common suppliers and delivery bases, capable 3PL and an effective commercial model, including a fair sharing of benefits.Research Limitations and Implications -The research provides new understanding in accounting for the needs of the supply chain when considering a HLC initiative involving leading players from the retail sector.Practical Implications -The importance of taking a supply chain approach when evaluating the feasibility of HLC is demonstrated. HLC arrangements among competing supply chains need to be designed and run by taking account of all supply chain partners, namely suppliers, 3PLs and customers (in this case, retailers).Originality and Value -The contribution is threefold: i) identification of outset consideration factors, ideal required synergies, actioning enablers and wider supply chain metrics of HLC; ii) development of a supply chain-driven model for HLC, which includes in the decision-making whether or not to adopt a horizontal logistics collaboration model, wide supply chain metrics such as stock levels of finished products and shelf availability, inventory, working and fixed capital, and product waste in addition to distribution costs; and, iii) the proposal of a new definition for HLC which challenges published definitions.