Understanding alignment between lean and agile strategies using Triple-A model

Abstract

PurposeIntegrating the lean (LSTs) and agile (ASTs) strategies to effectively create the competitiveness of the firm is always challenging for the strategy makers. This research aims to comprehend the behavior of these core strategies by using the Triple-A framework.Design/methodology/approachData are gathered from the supply chain (SC) professionals serving in manufacturing firms through a structured questionnaire. Structured equation modeling (SEM) is performed to test the hypotheses on 257 valid responses.FindingsThe result of this study reveals a few key attributes about LST and AST while attempting to align and gain maximum benefit. One of the key findings is that an LST finds it difficult to create adaptability (ADP). But better alignment (ALN) among the market priorities and operational capabilities may improve the firm's competitive capabilities (FCCs).Practical implicationsThis study posits various important insights for strategy decision makers, just for instance, it is advised to the operations managers that lean resources are usually never capable to adapt change but can be aligned with the market changes to create a competitive capability for the firm.Originality/valueThis is original research that has various useful insights for SC and operations strategy makers and also for the academic researchers as it reveals empirical evidence of the past key concepts.

Design framework for a lean warehouse – a case study-based approach

“…The design of a lean warehouse is expected to be flexible to expand with demand fluctuations, manage on-hold inventory as per lead time demands and help to get the highest throughputs with minimum inventory, revenue capital, racking space and workforce (Saleeshya et al , 2012). Incorporating agility along with lean practices will be able to improve the firm’s competitive capabilities (Ahmed, 2021).…”

Understanding influence of supply chain collaboration on innovation-based market performance

“…However, it would be stated that the internal collaboration can create incremental innovation more than that of radical innovation, as the radical innovation requires fundamental changes that a firm cannot build by using its current resources and capabilities (Dewar and Dutton, 1986;Inauen and Schenker-Wicki, 2012;Yunus, 2018), whereas internal collaboration having an impact on radical innovation as if the departments within the organization is not collaborating to fundamental changes cannot be created. The organization must have to strategically fit with its culture (Bakovi_c et al, 2013) and have strategic objectives and leadership capabilities (Ahmed, 2021). So depending on the firm's progressive structure and existing practices of collaboration we can infer the statement about the impact of internal collaboration on both type of innovation: Researchers usually find a significant relationship between innovation (radical and incremental) and the market performance (Hui et al, 2015;Atalay et al, 2017;Dambiski Gomes de Carvalho et al, 2017;Jajja et al, 2017;Yunus, 2018).…”

Developing supply chain risk management capabilities by aligning strategies: integrating Triple-A model

“…SC scholars believe that lean supply chain strategy (LSCS) and agile supply chain strategy (ASCS) put different stress on the same set of SC competency factors (Ahmed, 2021). In other words, the priority and emphasis on the SC capability drivers are the different points that formulate leanness and agility in any SC.…”

“…However, this expansion of the SC makes focal firm operations complex and vulnerable for a high probability of disturbing SC flows among the nodes (Blackhurst et al , 2011; Huma et al , 2020; Ahmed and Rashdi, 2020). In prevailing market turbulence and uncertainty, maintaining its continuous competitive advantage is essential to success (Laseter and Gillis, 2012; Ahmed, 2021). SC management is chiefly responsible for the creation of value to the customer by the movement of goods and sharing of information from early suppliers to final customers.…”

“…Harrison (2001) expressed difficulties over SCs’ alignment following lean practices and adopting agility. The technicalities of aligning strategies are challenging for management in fast-changing markets (Bagnoli and Giachetti, 2015; Ahmed, 2021). Organizations that lack strategic alignment capability can lose competitiveness in the market (McAdam et al , 2019).…”