PurposeModern supply chains are at risk as a result of increasing disturbance. The use of Lean and Six Sigma’'s values, methods and tools can be one option to analyze, prevent and mitigate risks. The purpose of this study is to investigate whether a combined Lean Six Sigma philosophy can support the awareness and management of supply-chain risk.Design/methodology/approachThe methodology followed in the study is based on a literature review and multiple case study, performed by means of qualitative methods of data collection, such as observations on-site, face-to-face interviews and document analysis. Case selection includes the results of research conducted in seven large Swedish companies.FindingsIt has been indicated that Lean and Six Sigma values, methods and tools can be very effective in companies’ efforts to control the supply-chain risks and that they improve the companies’ ability to handle variability and risk management. Lean Six Sigma supports a risk-management culture in the focal companies, but they must involve customers and companies in the supply chain if they wish to create a risk-management culture in the entire supply chain. In order to do this, they can use the Six Sigma training structure, but they need to include more risk tools and methods developed for the supply chain management. It has also been indicated in the literature that if more people involve in 6S projects, the financial results will be better, and the innovation of processes will increase.Research limitations/implicationsThese include suggestions for how the companies can use the Six sigma training structure to collaborate in the supply chain.Practical implicationsThis study gives practical suggestions for how the companies in supply chain can collaborate and use the Six Sigma training structure for creating a more holistic view of supply chain, which also decrease risks in supply chain.Originality/valueThis study indicates that Lean Six Sigma supports risk awareness and management in the focal companies of the supply chains, which improves companies’ ability to handle variability and risk management. It has also been demonstrated that the companies should use the Six Sigma framework, especially training, as a foundation, and they should create common projects for better collaboration in the supply chain, which will decrease the risks in the entire supply chain.

RIAA 1 (2) 2010: 29-49 Resumen.-A partir del estudio de casos y la modelación de sistemas logísticos se formula el contenido y estructura de un Modelo de Referencia para la organización y gestión de Redes de Valor como etapa superior de desarrollo de la gestión integrada de las cadenas de suministro. La definición de un modelo matemático para el balance de la Red de Valor permite revelar las características y los principios de organización y gestión de las Redes de Valor. El instrumento obtenido permite a las cadenas de suministro evaluar su nivel de desarrollo e identificar las características que deben desarrollar para alcanzar el concepto de Red de Valor, el cual se basa en el desarrollo del conocimiento y la integración medio ambiental como sostenes de la misma y su posicionamiento competitivo en el mercado globalizado.La debida integración en el modelo de los factores medio ambientales asegura que las Redes de Valor se inserten en los objetivos de promover un desarrollo sostenible. El concepto actual de flujo logístico se amplía al incorporar al mismo el intercambio de energía, recursos e impactos con el medio ambiente.Los métodos de investigación utilizados se basaron en una combinación de estudio y experimentación de casos y la modelación conceptual y matemática de sistemas. Proper integration into the model of environmental factors ensures that Value Networks are inserted into the objectives of promoting sustainable development. The current concept of logistics flow is extended to incorporate within it the exchange of energy, resources and impacts to the environment.The research methods used were based on a combination of study and experimentation of cases and the conceptual and mathematical modeling of systems.

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O objetivo deste estudo de caso é investigar se uma filosofia combinada de Lean e Six Sigma pode ajudar a melhorar a colaboração para obter cadeias de suprimentos mais integradas. O método utilizado foi a revisão de literatura, estudo de caso múltiplo, entrevistas presenciais e observações no local em sete grandes empresas suecas. Foi indicado que, ao implementar a filosofia Lean Six Sigma, as empresas poderiam melhorar o ambiente de negócios e a colaboração para obter cadeias de suprimentos integradas. O documento fornece orientação às organizações sobre a aplicabilidade e propriedades das filosofias e conceitos de qualidade em logística.

Reshoring manufacturing is a strategic decision because of its cost, implications, and complexity. Existing models have largely focused on cost aspects in reshoring decisions and are considered limited in assisting practitioners in the reshoring decision-making process. Variables like cost and quality have been the most important, whereas environment and sustainability seem not a priority, arguing for the myopic nature of these decisions. Therefore, this study employs system dynamics (SD) to expand practitioners’ mental models for the reshoring decision-making process. To do so, first, variables and heuristics are retrieved from the literature. Next, an industry expert is interviewed to have a practitioner’s input. Finally, a descriptive SD model is built by connecting variables and heuristics. The findings indicate that the behavior of the variables in reshoring decisions is dynamic over time. Furthermore, the variables are inter-linked, resulting in non-linear, multi-caused reshoring decisions. The presented SD model allows incorporating the variables that are sometimes difficult to quantify and provides a holistic view of the variables, their relationships, complexities, and the dynamics involved in the reshoring decision-making process. This study contributes to reshoring literature by using SD perspective in the reshoring decision-making process and proposing an SD model for reshoring decision-making. This study assists practitioners in expanding their mental models regarding the reshoring decision-making process. It is further argued that the proposed SD model may work as a generic steppingstone to further develop company-specific feedback-oriented models to support in their reshoring decision-making processes and to support future research on the topic.