Achieving supply chain ‘Leagility’ through a project management orientation

Gaudenzi, Barbara; Christopher, Martin

doi:10.1080/13675567.2015.1073234

Cited by 42 publications

(37 citation statements)

References 52 publications

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“…To allow for thorough analysis of the interview transcript all interviews conducted were recorded. The majority of these interviews were conducted face-to-face, but some were conducted over the phone [2] due to geographical limitations.…”

Section: Methodsmentioning

confidence: 99%

Exploring agency, knowledge and power in an Australian bulk cereal supply chain

Byrne

Power

2014

Supply Chain Management: An International Journal

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2014),"Using organisational theories to further our understanding of socially sustainable supply chains: The case of fair trade", Supply Access to this document was granted through an Emerald subscription provided by emerald-srm:368933 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to explore how information sharing practices influenced inter-firm relationships. This was done specifically in relation to bulk commodity supply chains, due to the pre-existing power asymmetries in the system. Design/methodology/approach -This research was conducted using an interpretivist, inductive approach. The intention was to gather a wide range of data and then explore the data to see which themes emerged, rather than focusing on collecting data relevant only to specific themes. Findings -The key findings of this research focused around the difference between creating situations of compliance or collaboration in a supply chain context. This suggests that by understanding the relationships that exist between organisations, those in procurement and supply chain management roles will be able to better understand and manage the nuances of their supplier relationships. Research limitations/implications -The study is focused on a supply network specifically configured to facilitate sourcing and distribution of bulk grain. As such the findings need to be understood within the constraints of this context. Practical implications -Reliance on coercive power in an institutional change process is shown in our study to create a situation of compliance rather than of collaboration. Reliance on a different type of power, such as referent power, would be more successful in creating a situation of collaboration. Social implications -The sourcing and distribution of bulk grain is fundamental to food distribution in a developed economy. Our study provides a set of propositions indicating where managers can focus to more effectively manage these flows. Originality/value -The definition of the "agent" also provided an interesting point of comparison. This research found that the ultimate definition of the "agent" changes and can be linked to the institutional differences in ownership within a supply chain. Th...

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Section: Methodsmentioning

confidence: 99%

Exploring agency, knowledge and power in an Australian bulk cereal supply chain

Byrne

Power

2014

Supply Chain Management: An International Journal

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“…An agile supply chain design will have redundancy built into its processes, allowing it to quickly respond to expected changes, maximizing the service levels for fulfilling demand, manufacturing customized products, and providing excellent customer service [12]. An agile supply chain has to be designed to provide the products or services demanded by the customers in dynamic and aggressive markets by means of agility, which refers to the ability to respond quickly to unpredictable market changes [13][14]. From a supply chain perspective, the lean approach aims at reducing the physical costs such as production, distribution and storage costs, whereas agility focuses on marketability costs such as obsolescence and stock-out costs, as Gaudenzi and Christopher show in their studies [14][15].…”

Section: Leanness and Agilitymentioning

confidence: 99%

“…The combination of the two strategies, lean and agile, is termed in the literature as leagility. The concept of leagility was proposed in order to build a relationship between agility, lowcost production and effective supply chain [14]. The common goal of the lean and agile supply chain strategies is to meet the customers' demands at the lowest cost possible [19].…”

Section: Decoupling Points In the Context Of Leagilitymentioning

confidence: 99%

Outsourcing Towards Greater Agility Through Investigating Decoupling Points in Leagile Supply Chains

FAUR

Bungău

2019

MATEC Web Conf.

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In today’s competitive business environment, with a continuously increasing diversity in customer demand, a high level of supply chain responsiveness is an imperative requisite for companies’ survival. As a consequence, enhanced agility is requested for the supply chains. The purpose of this paper is to investigate the determinants that influence the position of the ‘decoupling points’ along the value chain, as according to the reviewed literature these represent the separation point between leanness and agility in a hybrid supply chain. It has been found that by applying different technical solutions along the chain, including breaking down the complete production process in modular sequences and outsourcing specific ones, considering reshaping the supply chain, the decoupling points’ location can be moved, allowing greater agility. The chosen methodology is a case study of a FMCG company, aiming to illustrate how increased agility is achieved by outsourcing labour-intensive and time consuming activities, while shortening the downstream to customer. The selected firm is since several years under Lean and Agile strategies implementation. The study shows that understanding both, material and information decoupling points, certain lean processes can be moved upstream, leveraging more agile processes close to the end customer. This way, supply chains can be redesigned towards increasing market responsiveness.

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“…However, global sourcing does not always suffice to meet retailers' demands, particularly if they need to replenish a well selling stock mid-season, and so local suppliers are used in tandem with those offshore, as added by them. Supply chain (SC) complexity has increased as product variety grows, as the demand for customer-specific solutions increases and as more tasks and processes are outsourced and often moved offshore (Gaudenzi & Christopher, 2015). Companies are enforcing better SC cooperation throughout which is often led by the retailers.…”

Section: Introductionmentioning

confidence: 99%

Leagility in fashion supply chains: the potential of integration for managing complexity

Mahmood

Vehkaperä

Kess

2019

IJMED

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Offshore manufacturing and outsourcing trend in recent days in fashion industry complicates their supply chain (SC). This study focuses to this perplexity and assesses the potentiality of Leagility to achieve required competitiveness in such circumstances. The nature of the fashion supply chain is recapitulated and the aspect of Leagility is observed within existing literature and through case studies. The tendency of global sourcing, e.g. quick supply of manufacture economically obliges them to rethink the SC strategy and Leagility is beneficent in this context in absorbing the turbulence. This research provides a direction to the retailers unsure about the apt strategy by demonstrating the relevance of Leagility in fashion SC. It also builds the base for further deeper study for implement the concept in different part of manufacturing chain.

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Achieving supply chain ‘Leagility’ through a project management orientation

Cited by 42 publications

References 52 publications

Exploring agency, knowledge and power in an Australian bulk cereal supply chain

Exploring agency, knowledge and power in an Australian bulk cereal supply chain

Outsourcing Towards Greater Agility Through Investigating Decoupling Points in Leagile Supply Chains

Leagility in fashion supply chains: the potential of integration for managing complexity

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