Lean Management (LM) is an efficiency-oriented socio-technical management system whose main purpose is to eliminate any source of waste through the simultaneous reduction or minimization of the sources of internal and external variability (Womack, Jones, and Roos 1990;Shah and Ward 2007). The systematic reduction of these sources of variability at both the company level and throughout the supply chain enables business results to be improved and provides the ability to achieve a competitive advantage (Womack and Jones 1996; Moyano-Fuentes and Sacristán-Díaz 2012).On one hand, Supply Chain Management (SCM) has been used for planning and control of physical and information flows, internal and external logistics activities, and processes with other companies, and to address the relationship developed and the processes shared with customers and suppliers (Chen and Paulraj 2004; Kache and Seuring 2014). In recent years, SCM has come to be considered a key factor for increasing companies' efficacy and competitiveness (Frohlich and Westbrook 2001; Ataseven and Nair 2017). So, a suitable SCM strategy enables improvements to operating results in terms of greater efficiency in processes, a lower level of inventory, higher customer satisfaction, better quality, cost reductions, and improved delivery (Christopher and Towill 2000). This, along with an increase in global competitive pressure, has led to Lean principles spreading to the supply chain level with a view to optimizing interorganizational processes from the point-of-view of the end customer (Swenseth and Olson 2016). This has given rise to what is known as Lean Supply Chain Management (LSCM). LSCM consists of organizations directly linked by upstream and downstream flows of goods, services, finances, and information that work together to reduce costs and waste by efficiently and effectively pulling what is required to meet the

No abstract

No abstract