Impact of lean and agile strategies on supply chain risk management

Ahmed, Waqar; Huma, Sehrish

doi:10.1080/14783363.2018.1529558

Cited by 68 publications

(59 citation statements)

References 91 publications

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“…On the other side, the studies on leanness and resilience are very scarce but the LS does not contribute much to create a resilient supply chain (Ahmed and Huma, 2018). A robust supply chain has lean thinking.…”

Section: Supply Chain Risk Management Capabilitiesmentioning

confidence: 99%

“…Furthermore, Jüttner (2005) argued that supply chain strategies and SCRM are highly interdependent. Empirical studies are scarce existing that focus on supply chain strategies and SCRM capabilities (Ahmed and Huma, 2018). Khojasteh-Ghamari and Irohara (2018) have also endorsed the notion that in the view of the existing literature on SCRM there is a need for further explanation on the building risk management capabilities using different supply chain strategies particularly in the context of developing countries.…”

Section: Introductionmentioning

confidence: 99%

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Understanding the influence of lean and agile strategies on creating firms’ supply chain risk management capabilities

Ahmed

Rashdi

2020

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Purpose Lean and agile strategies are two basic supply chain paradigms that strategist decouples based on their internal and external environment. This study aims to identify the influence of market orientation (MO) and quality management (QM) deployment on the supply chain strategies. Furthermore, this study also seeks empirical evidence of the impact of these core strategies on creating risk management capabilities. Design/methodology/approach Quantitative research technique is deployed to explain the phenomenon. The data was gathered through a structured scale questionnaire from supply chain professionals working at different manufacturing firms. Valid data of 134 respondents is then analyzed through partial least squares structural equation modeling for further empirical understanding. Findings The outcome of the research indicates that MO capability; as an external drive is a key to make an operational strategy. QM as an internal control is more prone to formulating a lean strategy (LS). Another important finding is that LS does not complement risk management capabilities especially in an uncertain market condition. Practical implications The study suggested concrete implications for risk management through the right mix of lean and agile supply chain strategies. There are some good insights for the supply chain policy-makers working in a developing country. Originality/value This study will provide empirical evidence for managing supply chain risk through an effective strategy making.

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Section: Supply Chain Risk Management Capabilitiesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Understanding the influence of lean and agile strategies on creating firms’ supply chain risk management capabilities

Ahmed

Rashdi

2020

Self Cite

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“…This increasing phenomenon of outsourcing non-core activities initiates the opportunity for new entrants in the market to fulfill the requirement of new services, especially in the area of logistics to improve overall operational efficiency (Hertz and Alfredsson, 2003;Hilletofth and Hilmola, 2010). Most of the manufacturing firms deal with logistics as a function that can be outsourced to logistics service providers due to the growth and complexity of today's supply chains (Christopher, 2016;König and Spinler, 2016;Ahmed and Huma, 2018). The specific responsibilities typically assumed by logisticians include inbound and outbound transportation, purchasing, demand management, order processing courier services, inventory management, materials handling, packaging, warehousing, distribution and return logistics, which can play pivotal role in competitive differentiation (Mentzer et al, 2001;Rabinovich et al, 1999;Sink and Langley, 1997;Stock and Lambert, 2001).…”

Section: Introductionmentioning

confidence: 99%

The effect of logistics service quality on customer loyalty: case of logistics service industry

Huma

Ahmed

Ikram

et al. 2019

SAJBS

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Purpose Logistics service quality and customer loyalty have recently become the topic of discussion in both developing and under-developing countries. The purpose of this paper is to understand the logistics service quality factors contributing to customer loyalty in a developing country context. Design/methodology/approach Data were collected from 250 respondents who were direct or indirect clients of logistics firms, through online questionnaire distribution. Partial Least Square Structural Equation Modelling was used to examine the hypothesized relationships. Findings The findings of this research revealed that operational logistics service quality (OLSQ) and relational logistics service quality have a significant impact on customer loyalty. Moreover, for enhancing customer loyalty, relationship quality is the key factor. Practical implications Research reveals that even in a developing country like Pakistan, it is important for carriers to establish high-level relational and OLSQ to satisfy shipper. It will correspondingly add worth to the discussion in the literature and it shall also provide the basis for future research studies. Originality/value The novelty of this paper is logistics service quality and its effect on customer loyalty from the perspective of a developing country, specifically due to geographical importance in the context of the China–Pakistan Economic Corridor.

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“…The quality of materials is often closely related to the safety and stable production of the industry, which requires stricter control over the quality of materials. Due to the characteristics of non-tendering procurement, it is difficult to trace the quality of materials without the support of corresponding technical means, and through the application of blockchain technology, and accurate traceability system for materials can be built to digitize material flows, and big data analysis technology allows products to "speak" and build end-to-end visual analysis, thus providing enterprises with a more accurate tracking system [43]. It provides data reference and experience for improving procurement quality and making intelligent decisions for preferred suppliers, and is data-driven, taking into account the quality experience of buyers, and constantly improving the procurement quality control level.…”

Section: Figure 2 Intelligent Procurement Synergy Mechanism Constructionmentioning

confidence: 99%

Enterprise Intelligent Procurement Management Model Exploration

Yang¹,

Yang²

2021

Preprint

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With the development of big data analysis, blockchain and other technologies, the supply chain of enterprises is transforming to lean and intelligent. As an important link in the enterprise supply chain, the intelligent transformation of procurement plays an important role in the improvement of the supply chain efficiency, therefore, the construction of a common method supporting the intelligent upgrade of the enterprise procurement business has become a key concern for enterprise managers. Based on the balanced scorecard theory and the supply chain maturity model, this study combines the actual situation of procurement management in Chinese energy enterprises and constructs a procurement benchmarking system that balances the development direction of the industry and the actual needs of enterprises. Meanwhile, based on the grounded theory, three major themes of the intelligent procurement system (digital business module, procurement synergy mechanism and procurement ecosystem) are extracted to provide a methodological reference for the construction of intelligent procurement systems of energy enterprises. The study concludes with a case study of China National Energy Group Materials Company to demonstrate the application of the intelligent procurement system built in this paper, with a view to providing methodological reference for the intelligent procurement management in energy enterprises.

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Impact of lean and agile strategies on supply chain risk management

Cited by 68 publications

References 91 publications

Understanding the influence of lean and agile strategies on creating firms’ supply chain risk management capabilities

Understanding the influence of lean and agile strategies on creating firms’ supply chain risk management capabilities

The effect of logistics service quality on customer loyalty: case of logistics service industry

Enterprise Intelligent Procurement Management Model Exploration

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