Modeling Lean, Agile, and Leagile Supply Chain Strategies

Goldsby, Thomas J.; Griffis, Stanley E.; Roath, Anthony S.

doi:10.1002/j.2158-1592.2006.tb00241.x

Cited by 228 publications

(223 citation statements)

References 16 publications

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“…Then, the correlation between SCI and OP Figure 3b shows that the relationship between SCI and operational performance is somewhat a mixture and may be difficult to define. This is consistent with the findings from "leagile" supply chain management whereby the market uncertainty is at its transit level between high and low (Agarwal et al 2006;Goldsby et al 2006). Research in this transitional regime is very much case sensitive and is largely subject to other contingency factors.…”

supporting

confidence: 86%

From Supply Chain Integration to Operational Performance: The Moderating Effect of Market Uncertainty

Lü

Ding

Paul

2017

Glob J Flex Syst Manag

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This research examines the moderating effect of market uncertainty on the causal effects from supply chain integration to operational performance of a typical supply chain. Based on an extensive and critical literature review, two exploratory conceptual hypotheses have been developed for the non-linear relationship between the supply chain integration and operational performance of the original equipment manufacturer; and how may that relationship be moderated by a specific construct of market uncertainty. Empirical survey instrument has been designed and applied to gather the data from a wide spectrum of automotive industry in China. Confirmative factor analysis and threshold regression analysis were used as the primary research methodology to test the hypotheses. We find strong support to the hypotheses from the empirical evidence, which leads to the finding that the relationship between the supply chain integration and operational performance is 'non-linear', and the 'non-linearity' can be significantly moderated by the market uncertainty as one of the key environmental factors for the supply chain. This study extends the current literature by contributing for the first time the discussion of an analytical model that represents the causal effects from supply chain integration to its operational performance with respect to the market uncertainty as a moderating factor.Key words: Automotive industry; market uncertainty; operational performance; supply chain integration; supply chain management. IntroductionResearchers have long articulated the necessity of a close integration between manufacturers and their suppliers and customers in attempt to deliver the supply chain's optimum performance (Tavakoli et al. 2012; Flynn et al. 2010;Turkulainen and Ketokivi 2012;Zhao et al. 2013;Huang et al. 2014;Prajogo et al. 2015). The degree of interactions between the participating member of the supply chain and the appropriate inter-relationship postures have 2 become the widely acknowledged key enablers for supply chain success (Tyagi, et al., 2015).Supply chain integration and its processes that help to develop high level collaboration and partnership with supplier and buyer have been regarded as the undisputable factors for supply chain success (Droge et al. 2012;Wilden et al. 2013;). However, with the increased supply chain complexity and sprawling global diversity over the last decade, there has been a call to rethink the universal necessity as well as the theoretical validity of supply chain integration (SCI) under the renewed business environment in respect to its highly acclaimed contribution to the supply chain's competitive performance (Lambert and Cooper 2000;Asian et al. 2009;Liu and Cruz 2012;Huang et al. 2014;D. I. Prajogo et al. 2015;Sharifkhani et al. 2016; Somarin et al. 2017(a)).We argue that it is far from being certain that the level of the SCI integration will always be positively correlated with the optimum performance (Graham et al. 2005;Wook Kim 2006; Kim 2009). However, evidently, many p...

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supporting

confidence: 86%

From Supply Chain Integration to Operational Performance: The Moderating Effect of Market Uncertainty

Lü

Ding

Paul

2017

Glob J Flex Syst Manag

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“…Although the dogmas of Lean and Agile are oriented on different purposes ( Table 2 shows the characteristics of Lean and Agile supply chains), in practice, their coexistence (Leagality or League (Goldsby et al, 2006)) is possible and increasingly used, like through the Order Decoupling Point and the so-called strategic stock (Rudnicki, 2015). Implementation of both Lean and Agile aims to reduce the rate of lead time (in the case of Lean, due to eliminating loss, whereas for Agile, through immediate response to quantity and quality divers expectations of customers) cost reduction, providing optimal before and after sale services and the integration of key links of the chain.…”

Section: Lean and Agile Integrationmentioning

confidence: 99%

“…Implementation of both Lean and Agile aims to reduce the rate of lead time (in the case of Lean, due to eliminating loss, whereas for Agile, through immediate response to quantity and quality divers expectations of customers) cost reduction, providing optimal before and after sale services and the integration of key links of the chain. It should be noted, that choosing the right strategy for managing supply chain (Lean, Agile or a hybrid of those two) is conditioned by a number of variables among which the most important are the specifics of the product (standard or customized), the demand type (stable or unpredictable), way of order realization (based on long-term forecasting and product strategy called Make to Stock or relating to current orders and in accordance with the so-called Make to order principle), and increasingly the ability to absorb risk and customer sensitivity (Goldsby et al, 2006;Faisal et al, 2006).…”

Section: Lean and Agile Integrationmentioning

confidence: 99%

Lean Logistics

Wronka

2017

JPM

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“…Agility was defined as a 'post-lean paradigm' (Jain, Benyoucef & Deshmukh, 2008), which incorporates lean principles to cope with a turbulent environment. In some other studies, we can find an approach which highlights the difference between agility and leanness (Goldsby, Griffis & Roath, 2006) where leanness is a philosophy essentially focused on eliminating all waste including time, while agility is a way to use market knowledge to exploit profitable opportunities in a volatile, uncertain, ambiguous and complex environment. Some authors point to the differences between lean and agile models by covering criteria as follow: typical products, marketplace demand, product variety, product life cycle, customer drivers, profit margins, dominant costs, stockout penalties, purchasing policy, information enrichment, forecasting mechanism (Bruce, Daly & Towers 2004;Mason-Jones, Naylor & Towill, 2000;Gaudenzi & Christopher, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Implications of digitalization for value chains

Wyciślak

2017

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Abstract:The primary goal of the article is to cover the implications of digital technologies for value chains. The hypothesis of the article is as follow digital technologies driving exponential growth translate into companies' efforts to be both lean and agile. The problem raised in the study is of being both lean and agile facing the digital disruption. The topic of the impact of digital technologies on value chains has gained an increasing attention from business practitioners. Scholars also have heavily discussed capabilities required for adaptation to technologies driving nonlinear growth. The applied methods encompasses the literature review combined with diagnostic participant action research. The understanding of lean and agile practices was a starting point to build a tool for covering impact of digital technologies on value chains. The literature review allows us to explain reasons for the fast progress in digitalization, defining the digital technologies driving the exponential growth, providing explanation of what is lean, agile and leagile supply chain. Building on the literature review the diagnostic participant action research was applied. The latter allows to verify the assumed hypothesis. While technology and the digital world grow exponentially, the manner in which we operate and organize ourselves is still based on linear models, hierarchical structures and bureaucratic processes. For a reason of this, the deployment of the lean and agile practices would be of benefit to build customer centric solutions. The article provides contribution to models of adaptation of multinationals supply chains towards digital technologies. Whilst the practical study proved that absorption of digital technology is in its infancy, the built diagnostic tool allows us to map the absorption of digital technologies with regards to logistics needs of customers. The conducted study proved existing more than two practices defined by covering logistics customers' requirements. As a recommendation for the further work would be covering transformation from linear to exponential organization.

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Modeling Lean, Agile, and Leagile Supply Chain Strategies

Cited by 228 publications

References 16 publications

From Supply Chain Integration to Operational Performance: The Moderating Effect of Market Uncertainty

From Supply Chain Integration to Operational Performance: The Moderating Effect of Market Uncertainty

Lean Logistics

Implications of digitalization for value chains

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