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

Abstract

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.

Understanding the relationships between information technology and lean and agile supply chain strategies: a systematic literature review

“…(c) IT indirect effects on LSC/ASC As demonstrated by some of the studies in this review, the effects of IT on LSC/ASC can be perceived via indirect effects, i.e., by the mediation of other variables such as SC integration, SC flexibility, and SC absorptive capacity. This means that there are multiple processes in SC that must be properly configured to achieve the results sought with each of the SC strategies and, ultimately, to achieve better performance (Maqueira et al, 2021). Therefore, the complexity of supply chain processes means that other capabilities can help to explain the IT-LSC/ASC relationships.…”

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

“…Regarding H1 , LSCM implementation is a reaction mechanism that seeks stability and efficiency to address TU in the industry ( H1 is supported). In this sense, this work builds on a broad stream of research focused on providing the elements that can drive the extension of LM practices along the SC, such as internal LM adoption (Maqueira et al. , 2021; Moyano-Fuentes et al.…”

“…The purpose is to respond to competitive pressures for higher flexibility, greater delivery reliability, lower costs and better quality. At the internal level, LM has recently been found to contribute to flexibility and delivery performance (Maqueira et al. , 2021; Novais et al.…”

“…More recently, Moyano-Fuentes et al. (2021) focused on internal lean implementation as a driver of LSCM, and Maqueira et al. (2021) studied internal lean implementation as an antecedent to flexibility in the SC.…”

Building Resilience Attributes of Supply Chains from the Perspective of their Types

“…Reviews in this area reveal many interesting research directions [23]. It is emphasized that when lean practices are based on supply chain flexibility, business outcomes are better [24]. It is worth considering that flexibility has a significant impact on the building of agility [25].…”