Lean Supply Chain Planning: A Performance Evaluation through Simulation

Rossini, Matteo; Staudacher, Alberto Portioli

doi:10.1051/matecconf/20168106002

Cited by 8 publications

(3 citation statements)

References 26 publications

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“…Unit cost of manufacturing decreases drastically when value stream mapping (VSM) is used in LSC environments (Wee and Wu, 2009). Likewise, the use of Kanban cards and pull flow systems in a JIT SC reduces manufacturing costs (Rossini and Portioli-Staudacher, 2016). Also, generally speaking, integrated inventory management reduces inventory-related costs (Hooshang, 2010) and, especially, the cost of preparing JIT purchase orders (Parveen and Rao, 2009;Hooshang, 2010), JIT distribution transport and delivery costs (Wang et al, 2004) and JIT delivery transport costs (Chen and Sarker, 2010) achieves higher stock turnover while minimising inventory (Rossini and Portioli-Staudacher, 2016).…”

Section: Lean Supply Chain Management-focal Firm Efficiency Relationshipmentioning

confidence: 99%

Extending lean management along the supply chain: impact on efficiency

Fuentes

Marín

Martínez‐Jurado

et al. 2020

JMTM

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PurposeThe purpose of this paper is to investigate the contribution to improving the efficiency of the focal firm made by lean management at the internal and supply chain levels.Design/methodology/approachAn empirical study was conducted of 285 Spanish focal companies from industrial sectors that occupy an intermediate position in the supply chain. The data gathering method consisted of a telephone survey using computer-assisted telephone interviewing. A structural equation was used to test the hypotheses.FindingsThe results indicate that there is an improvement in efficiency of the focal firm when lean management extends throughout the supply chain, in line with the resource-based theory and integrated supply chain management. In addition, lean management at the internal level is observed to impact positively on the focal firm's efficiency only when it contributes to enhancing the implementation of lean supply chain management.Practical implicationsTo achieve the best operational performance derived from lean management, managers should pay attention to the transfer to their supply chain members of knowledge, competencies and cultural change linked to the level of internal lean implementation of the focal firm. Moreover, this paper provides a way to assess the operational aspects of lean supply chain strategy implementation and lean supply chain planning.Originality/valueThis study uses a holistic focus on lean supply chain management, to which it applies a validated instrument. It underlines that lean on the internal level should be complemented with lean on the supply chain level to provide a better understanding of the drivers of the efficiency of the focal firm.

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Section: Lean Supply Chain Management-focal Firm Efficiency Relationshipmentioning

confidence: 99%

Extending lean management along the supply chain: impact on efficiency

Fuentes

Marín

Martínez‐Jurado

et al. 2020

JMTM

View full text Add to dashboard Cite

show abstract

“…Also, the study by Ruiz-Benitez et al (2019) identified eight LSCM practices that reduced costs. The use of lean manufacturing techniques such as Kanban cards and pull flow systems contributes to cost reduction (Rossini and Portioli-Staudacher, 2016). Similarly, reducing the inventory level is linked to inventory cost reduction (Hooshang, 2010).…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Supply chain 4.0 ambidexterity and lean supply chain management: interrelationships and effect on the focal firm’s operational performance

Roldán Bravo,

Maqueira-Marin,

Moyano-Fuentes

2023

SCM

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Purpose The purpose of this paper is twofold: firstly, to provide a measurement instrument for supply chain 4.0 ambidexterity by applying the theoretical perspective of ambidexterity to advance Industry 4.0; secondly, to empirically analyse how supply chain 4.0 ambidexterity and lean supply chain management contribute to enhancing the focal firm’s operational performance. Design/methodology/approach Empirical results are obtained through analysis of survey data from a sample of 209 Spanish focal firms in industrial sectors in an intermediate position in the supply chain. Structural equation modelling was performed to test the three proposed hypotheses. Findings Drawing on resource orchestration theory and the relational resource-based view, this study empirically demonstrates the full mediating role of lean supply chain management in the relationship between supply chain 4.0 ambidexterity and the focal firm’s operational performance. Originality/value Although recent research has highlighted the pertinence of applying inter-organisational ambidexterity to foster Industry 4.0 (Hofmann et al., 2019), to the best of the authors’ knowledge, this is one of the first studies to apply this theoretical framework to explain the transition to supply chain 4.0. In addition, to date, to the best of the authors’ knowledge, no study exists that has developed a measurement scale and used this concept in an empirical analysis to advance theory development.

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“…Authors compared two different supermarket configurations for the integration of information and material flows, aiming to understand scientific implications and the applicability of such kind practice to realistic cases (Frazzon et al, 2017). A similar simulation work carried out by Rossini and Portioli Staudacher, analysed in-depth the impact of implementing Pull and Flow principles in SCP and compared it with other SCP models in a multi-product SC (Rossini & Staudacher, 2016).…”

Section: Lean Management-based Scp Model (Lean-p)mentioning

confidence: 99%

Supply chain planning: a quantitative comparison between Lean and Info-Sharing models

Rossini

Portioli

2018

Production & Manufacturing Research

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Both practitioners and scientists recognise importance of supply chain planning (SCP) for improving supply chain (SC) effectiveness and efficiency. Although many SCP policies have been developed in past decades, the debate on the best SCP model is still an open issue. This article compares Lean and Info-Sharing approaches as SCP models, with the aim of allowing a better understanding of pros and cons of each of them and to identify under which condition Info-Sharing is better, and when, on the contrary, Lean is better. To complete this objective, a broad simulation study has been carried out. The results show that Lean Supply Chain Planning model leads to huge inventory saving but, on the other hand, it requires greater transportation efforts than information-sharing-based SCP model. These opposite outcomes do not clarify which models is more efficient but, a set of indexes has been developed in order to solve the gap created by these discordant indications. Managers can use the proposed indexes to position their supply chain in the proposed multi-dimensional space, and see whether info-sharing or Lean is the best for them. A few examples of the use of the set of indexes and the results of the research are presented at the end of the article.

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Lean Supply Chain Planning: A Performance Evaluation through Simulation

Cited by 8 publications

References 26 publications

Extending lean management along the supply chain: impact on efficiency

Extending lean management along the supply chain: impact on efficiency

Supply chain 4.0 ambidexterity and lean supply chain management: interrelationships and effect on the focal firm’s operational performance

Supply chain planning: a quantitative comparison between Lean and Info-Sharing models

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