Supply chain performance: how lean practices efficiently drive improvements

Tortorella, Guilherme Luz; Giglio, Ricardo; Limón-Romero, Jorge

doi:10.1108/jmtm-09-2017-0194

Cited by 29 publications

(29 citation statements)

References 74 publications

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“…Qi et al (2011) found that LSCM is more effective at improving business performance in a stable environment. Recently, Tortorella et al (2018) found that LSCM practices related to customer-supplier relationship management (CSRM) indicate contradictory findings on delivery, costs and lead time.…”

Section: Lean Supply Chain Management-focal Firm Efficiency Relationshipmentioning

confidence: 99%

“…At the external level, the literature analyses the impact on operating results of LM practices along the SC such as waiting time, inventory rotation and on time delivery, also with mixed results (e.g. McIvor, 2001;Tortorella et al, 2018). It would, therefore, be interesting to use an integrated focus on LSCM and to examine the impact on other types of operating results, such as efficiency, which Shah and Ward (2003) state is one of the results that LM mostly impacts.…”

Section: Introductionmentioning

confidence: 99%

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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%

Section: Introductionmentioning

confidence: 99%

Extending lean management along the supply chain: impact on efficiency

Fuentes

Marín

Martínez‐Jurado

et al. 2020

JMTM

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“…Some Lean Production practices are implemented with ease in the supply chain providing flexibility (e.g. continuous improvement, waste reduction, teamwork, suppliers management and 5S) which allows to respond to variations in demand (Moyano-Fuentes et al, 2012a;Stump and Badurdeen, 2012;Singh and Teng, 2016;Tortorella et al, 2018). Lean Production enables grouping basic elements of product family members into a common module, which would be used to derive different product variants and combine them with different components (Moyano-Fuentes et al, 2012a).…”

Section: Lean Production Implementation and Supply Chain Flexibilitymentioning

confidence: 99%

Total eclipse on business performance and mass personalization: how supply chain flexibility eclipses lean production direct effect

Marín

Novais

Bruque

2020

SCM

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Purpose This paper aims to analyze the mediating role of Supply Chain Flexibility on the interrelationships binding Lean Production implementation, Mass Personalization and business performance. Design/methodology/approach A random sample of 260 companies obtained from a population of 1,717 Spanish companies that occupy an intermediate position in the supply chain has been used to test the proposed hypothetical framework. Telephone surveys using a computerized system have been used to collect data, obtaining a response rate of 15.6 and a structural equation model has been designed to test the six proposed hypotheses. Findings Companies initially implement Lean Production to optimize Mass Personalization processes and improve business performance. However, in the presence of Supply Chain Flexibility, Lean Production implementation no longer has a direct impact on Mass Personalization and business performance, but it does have an indirect impact through the flexibility it achieves (shown as a total mediating path). Therefore, companies should implement Lean Production to achieve flexibility and thus optimize the Mass Personalization processes and obtain better performance. Originality/value Academics and business managers may have supporting evidence on the role played by the total mediating effect of Supply Chain Flexibility on the relationship between Lean Production, Mass Personalization and business performance. A better knowledge of these management resources and their relationship could affect the way researchers and practitioners approach them, becoming more aware of the important role of the supply chain in competitiveness.

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“…Moyano-Fuentes et al (2020) found that there is an improvement in the efficiency of the focal firm when lean management extends throughout the supply chain. Lean implementation has a significant positive impact on business performance by acting on the causes of waste and inflexibility, improving production efficiency, removing process redundancies and cutting production costs (Novais et al , 2020; Tortorella et al , 2018a, 2018b; DeGroote and Marx, 2013; Stump and Badurdeen, 2012; Hopp and Spearman, 2004).…”

Section: Measures To Improve Supply Chain Efficiencymentioning

confidence: 99%

Supply chain efficiency framework to improve business performance in a competitive era

Negi

2020

MRR

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Purpose The main aim of this paper is to develop a supply chain efficiency framework to improve overall business performance in the competitive era. This paper offers a critical literature review on supply chain efficiency that aims to reveal the basic research that has been carried out, the problem areas and requirements for the efficiency in the new era of the supply chain. Design/methodology/approach The methodology followed during this research involves beginning with a wide base of articles lying at the supply chain intersection, performance measurement topics, and then screening the list to concentrate on supply chain efficiency. Findings Findings show that supply chain efficiency in the modern era remains an open research field. This research contributes to the supply chain literature by clarifying the supply chain efficiency definition, defining key measurements and variables for supply chain efficiency and developing a supply chain efficiency framework to improve overall performance. Practical implications This study will be very useful to the scholars working in this field. The proposed framework would help researchers and academicians to understand every dimension and variable of supply chain efficiency, allowing practitioners to measure efficiency levels and identify improvement measures. This framework would also act as a comprehensive guide for future studies and business practices. Originality/value As there are several state-of-the-art review papers on various supply chain areas, there is a lack of literature available on supply chain efficiency studies that can provide a comprehensive framework for researchers on related literature. Thus, the present study seeks to bridge this gap in the supply chain literature. Also, this study will provide a strong basis for researchers and academicians to apply the supply chain efficiency measurement system to the dynamic supply chain.

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Supply chain performance: how lean practices efficiently drive improvements

Cited by 29 publications

References 74 publications

Extending lean management along the supply chain: impact on efficiency

Extending lean management along the supply chain: impact on efficiency

Total eclipse on business performance and mass personalization: how supply chain flexibility eclipses lean production direct effect

Supply chain efficiency framework to improve business performance in a competitive era

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