Simulation-based analysis of inventory strategies in lean supply chains

Berger, Satie Ledoux Takeda; Tortorella, Guilherme Luz; Frazzon, Enzo Morosini

doi:10.1016/j.ifacol.2018.08.310

Cited by 13 publications

(2 citation statements)

References 15 publications

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“…, 2017). Pull flow, Kanban system and setup time reduction could also improve delivery and cycle times, and flexibility (Pinho and Mendes, 2017; Takeda Berger et al. , 2018).…”

Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

The lean supply chain management response to technology uncertainty: consequences for operational performance and competitiveness

Garcia-Buendia

Fuentes²,

Marín³

et al. 2022

JMTM

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PurposeThis study aims to analyze the lean supply chain management (LSCM) strategy's role as a mechanism to address technology uncertainty and provide organizations with competitive advantage.Design/methodology/approachAn empirical study was conducted of 276 Spanish focal firms in industrial sectors that occupy an intermediate position in the supply chain to investigate the influence of technology uncertainty on LSCM implementation and the latter's effect on operational performance and competitiveness. A covariance-based structural equation model (CB-SEM) was used to test three hypotheses.FindingsTechnological uncertainty encourages progress in the implementation of lean throughout the supply chain and so is a mechanism that not only brings stability to the focal company but also improves its performance and puts it in a better competitive position.Practical implicationsManagers are suggested to consider the strategic integration with supply chain partners and the establishment of long-term relationships based on trust and commitment advocated by LSCM to enhance organizations' capabilities and effectively and flexibly respond to technological changes.Originality/valueThis study focuses on the effects of environmental uncertainty on the supply chain. The past literature has focused on the behavior of individual firms to deal with uncertainty, but this work shifts the level of analysis to the supply chain. Therefore, the strategic change to deal with what is happening in the environment is now switched to the supply chain level.

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“…, 2017). Pull flow, Kanban system and setup time reduction could also improve delivery and cycle times, and flexibility (Pinho and Mendes, 2017; Takeda Berger et al. , 2018).…”

Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

The lean supply chain management response to technology uncertainty: consequences for operational performance and competitiveness

Garcia-Buendia

Fuentes²,

Marín³

et al. 2022

JMTM

View full text Add to dashboard Cite

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“…Lean practices can be applied in different supply chains that aim to improve their performance through reducing waste (Adebanjo et al, 2016;Takeda-Berger et al, 2018b, Saudi et al, 2019Tortorella et al, 2019). Although the implementation of LSCM practices provides many benefits (Cudney and Elrod, 2011;Moyano-Fuentes et al, 2019), the implementation consumes time and resources.…”

Section: Literature Reviewmentioning

confidence: 99%

Analysis of the relationship between barriers and practices in the lean supply chain management

Berger

Tortorella

Rodriguez

et al. 2021

IJLSS

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Purpose The purpose of this paper is to classify the main barriers related to the implementation of lean supply chain management (LSCM) and prioritize its main practices. A case study approach was conducted to obtain values for the intensity of the relationship between LSCM practices and barriers to mitigate or even anticipate difficulties in its implementation. Design/methodology/approach The case study in a company in southern Brazil that is in lean implementation is used for conducting this research. The methodology was structured in three steps, namely, classification of the main barriers through risk analysis, selection of LSCM practices appropriate to the company context and ranking and prioritization of the main practices of LSCM related to the barriers to lean implementation. Findings As a result, with the combination of two approaches, failure mode and effect analysis (FMEA) and analytical hierarchical process (AHP), it was possible to obtain values for the intensity of the relationship between LSCM practices and barriers. From the 12 barriers, 5 reached a high-risk degree that can be mitigated, and among the 18 practices found, 7 have the potential to be implemented. Originality/value This research allows direct efforts to continuously improve the supply chain to mitigate or even anticipate difficulties in its implementation. The proposed methodology, combining FMEA and AHP is easy to apply and understand, allowing managers and professionals to replicate it in the context of their supply chain and verify results similar and comparable to those obtained here.

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A Simulation-Optimization Technique for Service Level Analysis in Conjunction with Reorder Point Estimation and Lead-Time Consideration: A Case Study in Sea Port

Arani

Abdolmaleki

Maleki

et al. 2021

Advances in Parallel &Amp; Distributed Processing, and Applications

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Simulation-based analysis of inventory strategies in lean supply chains

Cited by 13 publications

References 15 publications

The lean supply chain management response to technology uncertainty: consequences for operational performance and competitiveness

The lean supply chain management response to technology uncertainty: consequences for operational performance and competitiveness

Analysis of the relationship between barriers and practices in the lean supply chain management

A Simulation-Optimization Technique for Service Level Analysis in Conjunction with Reorder Point Estimation and Lead-Time Consideration: A Case Study in Sea Port

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