Lean, agile, resilient and green: divergencies and synergies

Abstract

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.

Lean, green and resilient practices influence on supply chain performance: interpretive structural modeling approach

“…Cabral et al (2012) argue that there are synergies and divergences between the lean, green and resilient paradigms. Carvalho et al (2011) argue that the implementation of these paradigms in the supply chain creates synergies promoting improvements on ''information frequency'', ''integration level'', ''production lead-time'' and ''transportation lead-time''. However, they found some apparent divergences in the paradigms deployment, namely in what is concerned to the ''capacity surplus'', ''replenishment frequency'' and ''inventory level''.…”

“…Formulating a definition that captures all dimensions of lean, green and resilience supply chain management paradigms is challenging. Carvalho et al (2011) provide a useful comparison of lean, green and resilient paradigms. According to these authors, each paradigm follows the following purpose: (1) Lean-looks for cost reduction and flexibility, for already available products, through continuous elimination of waste or non-value added activities across the chain.…”

Approach of the Two-way Influence Between Lean and Green Manufacturing and its Connection to Related Organisational Areas

“…The alongside adoption of Green and Lean Manufacturing, besides appearing to present a positive effect on all dimensions of organisational performance (Garza-Reyes, 2015), can lead to an increase in market share and organisational profit (Carvalho et al, 2011). Greinacher et al (2015) imply that from a lean approach, the reduction of inputs' consumption presents a logical continuation to reach "Lean + Green", getting maximum efficiency and enhancing competitiveness.…”

Analysing larg supply chain management comoptitive strategies in iranian cement industries

“…Supplier relationships Lean/Agile Anand & Kodali, 2008;Gurumurthy & Kodal, 2009;Espadinha-Cruz et al, 2011;Azevedo et al, 2011 Responsiveness improving speed to change market needs Agile Swafford et al, 2008;Carvalho et al, 2011;Azevedo et al, 2013 Using total productive maintenance system (TPM) Lean Anand & Kodal, 2008;Gurumurthy & Kodal, 2009;Modi & Thakkar, 2014;Bortolotti et al, 2015 Processes standardization Lean Anand & Kodal, 2008;Gurumurthy & Kodal, 2009, Barac et al, 2010 Energy …”

“…Much has been written focusing on a single or integration a couple paradigms in SCM (Naylor et al, 1999;Christopher & Rutherford, 2004;Kleindorfer & Saad, 2005;Vonderembse et al, 2006;Kainuma & Tawara, 2006;Rosič et al, 2009). However, it seems that integration of lean, agile, resilient, and green paradigms in a SCM may help supply chains to become more effi cient, streamlined, and sustainable .…”