PurposeThis 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/approachA 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.FindingsThe 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/implicationsThe 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 implicationsThe 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/valueTo the authors' knowledge this paper is the first to provide an understanding about the tradeoffs among lean, agile, resilient and green supply chain paradigms.

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PurposeThe purpose of this paper is to examine how different business models, embodied in awards, standards and frameworks, can contribute to modelling a lean and green approach for an organization and its supply chain.Design/methodology/approachIn total, 12 business models were studied. A literature review was conducted to provide a comprehensive understanding of each model. After defining lean and green management paradigms, a number of guidelines were developed to connect and integrate lean and green principles.FindingsThe study reveals a number of categories that are common in most business models, providing adequate conditions for a lean‐green transformation. The guidelines were developed to model a lean‐green organization by applying specific principles and tools of a lean and green culture.Research limitations/implicationsThe relationships identified within and between models reflect a partial view of a lean‐green transformation. The approach adopted merges the different principles, and tends to emphasize similarities and minimize differences.Practical implicationsThe proposed model can be the basis for further research in lean and green paradigms, contributing to understanding when an organization and its supply chain can apply the lean and green principles and tools.Originality/valueThis study is the first attempt to understand, develop and integrate a lean and green organizational culture approach, based in standardized management business models.

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Purpose The purpose of this research work is to propose an assessment framework to evaluate businesses in terms of the implementation of a green and lean organization’s supply chain. Design/methodology/approach A conceptual framework was developed for the assessment of green and lean implementation. The framework was designed using key criteria to identify green and lean initiatives. This led to the development of guidelines for each criterion, and the development of a scoring method. A multiple case study of five different organizations in the automotive industry was conducted to validate the conceptual framework. Findings The study reveals that high scores are derived from a good interaction between green and lean implementation in these companies. The results confirm that the initiatives considered in the conceptual framework were appropriate to represent the green and lean assessment framework. Research limitations/implications The case study was developed in five organizations. Validation of the model is not based on quantitative techniques. The sample size is too small. More study is need in different industry sectors. Practical implications The proposed model can be the basis for further research on green and lean concepts, contributing to the understanding of green and lean implementation. With this assessment method, managers can evaluate their business in relation to the implementation of green and lean supply chain initiatives. Originality/value To the author’s knowledge, this paper is the first to provide an assessment framework to evaluate an organization’s supply chain in terms of green and lean implementation.