Supply Chain Management: A Case Study of an Integrated Lean and Agile Model

Abstract

Purpose – To describe the evolution of an integrated ‘lean’ and ‘agile’ supply chain process that employed Just‐in‐time (JIT) lean manufacturing approaches at an electronics company. Design/methodology/approach – A case study was designed to examine the links between specific efficiencies and cost savings that derived from transitions in the evolution of the integrated lean and agile supply chain. The case study focused on the company's supply chain management innovations that led to specific improvements in production processes that in turn resulted in enhanced financial outcomes. Findings – The data revealed how specific quality enhancing and lean manufacturing components evolved over a period of seven years in a two stage transition from a ‘lean’ supply chain to one that represented an integrated lean and agile paradigm based on the decoupling point approach (Christopher & Towill, 2001). Research limitations/implications – A single site case study limits the generalizability of the findings. Additional research is necessary to replicate the findings in other firms/industries. Practical implications – By incorporating improvements in production processes in the supply chain, managers can determine how inefficiencies in the supply chain process can be tracked and eliminated to improve a firm's financial performance. Originality/value – Research that documents links between different managerial functions, e.g. supply chain management, improved manufacturing processes, and accounting issues (e.g. cost reduction and improved profitability), is particularly useful.

The retrospective determination of process improvement's economic value at the individual manufacturing firm level: Literature review and proposed measurement framework

“…Two of the 34 micro articles (Mistry, 2005a, 2005b) include identical financial data from the same company. We therefore treat these two articles as a single study—referred to as Mistry, 2005a, 2005b. This leaves 33 studies for our remaining analysis (see Table 4).…”

“…Mistry (2005a). “Supply chain management: A case study of an integrated Lean and Agile Model,” Qualitative Research in Accounting and Management .…”

Internationalization Business Models and Patterns of SMEs and MNEs: A Qualitative Multi-Case Study in the Agrifood Sector

“…Semi-structured telephone interviews were scheduled for around an hour; interviews had a common structure and were conducted in an open manner, with free-flowing discussions encouraged (interview transcriptions are available upon request). Qualitative data analysis programs, also known as Computer-Assisted Qualitative Data Analysis Software (CAQDAS), enabled systematic, iterative analysis, characterized by analytic links grounded in the data and the links with data being persistently maintained [119]. The data gathered in interviews was analyzed using software Atlas.ti 8.3.20.…”

Lean management practices to improve supply chain performance of leather footwear industry

“…Some of these procurement, production inventory management, ustomer services [3]. It is important efforts to effect in a firm should be made, chain practices should shift to general and integrative etition, increasing necessity d pressing need for the enhance the interest in the nd leanness [5]. The Lean on of waste and non-value her levels of efficiency, s constant.…”