A framework for planning logistical alternatives in value stream design

Kaiser, Joscha; Urnauer, Christian; Metternich, Joachim

doi:10.1016/j.procir.2019.03.032

Cited by 7 publications

(2 citation statements)

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“…Logistics system management is helping organizations to develop their social, economic and environmental performance throughout their supply chains (Lin, Tseng 2016;Genovese et al 2017). Considering sustainability importance, logistics frameworks are directed to these specific domains (e.g., Wong et al 2015;Kaiser et al 2019) from generic frameworks, which Novack (1984) study shapes one of the firsts (Tavasszy et al 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Best–worst Method to Prioritize Indicators Effective in Making Logistics Systems More Sustainable in Fast-Moving Consumer Goods Industry in Developing Countries

2022

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Logistics systems constitute the backbone of international trade. For developing countries, establishment of sustainable logistics systems reduces costs, and makes supply chains strong to become able to compete. Without setting indicators for sustainable logistics, it is not possible to understand what policies are necessary for success. Logistics systems situations become worse in especial industries such as Fast-Moving Consuming Goods (FMCG) industry that are facing observable challenges such as old-fashioned goods or product corruption. The objective of this paper is to determine a set of indicators, which can be helpful in enhancement of sustainable logistics systems in developing countries. An initial set of indicators is determined through literature review and justified by asking experts’ opinions who have experience of management in logistics systems in developing countries such as Iran and Afghanistan, especially in logistics management in FMCG industry. The indicators are prioritized using Best–Worst Method (BWM), which is a newly introduced decision-making model. Results of prioritization of finalized dimensions and indicators by use of BWM show that “Governance” has the highest importance among dimensions and “management commitment to sustainability” is the most important indicator among all indicators. The results are applicably acceptable as we can see in business circumstances that only when managers believe in perusing sustainability principles as an important factor under each type of economic circumstance, an efficient vision will be set. Risk management has gained the least weight in this study. Based on experts’ opinions, if policies and procedures are set and performed correctly, risks will be less probable by themselves. The results help mangers in assignment of limited budgets to improvement projects related to each indicator.

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Section: Literature Reviewmentioning

confidence: 99%

Best–worst Method to Prioritize Indicators Effective in Making Logistics Systems More Sustainable in Fast-Moving Consumer Goods Industry in Developing Countries

2022

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“…Supply chain challenges in the consumer goods sector were addressed in [62] and [63] to improve two particular processes in the wine and agri-food industry, respectively. The success of value stream mapping is, for example, also demonstrated in product development phases [64], logistical system design [65], software development [66], and service industries [67], so that the universality of this lean technique is worthy of note. Finally, other applications of value stream analysis focused on environmental, waste reduction [68], or manufacturing sustainability performance improvement [69][70][71] are presented in the bibliography, and also social and economic sustainability issues are targeted with value stream analysis [72][73][74].…”

Section: Value Stream Practicesmentioning

confidence: 99%

Value Stream Analysis in Military Logistics: The Improvement in Order Processing Procedure

et al. 2019

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Military logistics is a complex process where response times, demand uncertainty, wide variety of material references, and cost-effectiveness are decisive for combat capability. The demanding flexibility can only be achieved by improving supply chain management (SCM) to minimize lead times. To cope with these requirements, lean thinking can be extended to military organizations. This research justifies and proposes the use of lean methodologies to improve logistics processes with the case study of a military unit. In particular, the article presents the results obtained using value stream mapping (VSM) and value stream design (VSD) tools to improve the order processing lead time of spare items. The procedure starts with an order generation from a military unit that requests the material and ends before transportation to the final destination. The whole project was structured, considering the define-measure-analyze-improve-control (DMAIC) problem-solving methodology. The results show that the future state map might increase added-value activities from 44% to 70%. After implementation, it was demonstrated that the methodology applied reduced the lead-time average and deviation up to 69.6% and 61.9%, respectively.Appl. Sci. 2020, 10, 106 2 of 17 in the supply chain reliability by synchronizing each element internally and externally, forecasting the demand and managing inventories and assets efficiently.To minimize response times and to assure the required flexibility avoided wastes, the lean philosophy can be extended to supply chain management in military organizations. For example, the United States Department of Defense (DoD) has been working intensively together with service providers and supporting contractors to introduce and apply lean principles into their organizations to optimize internal lead times [7]. The origin of lean philosophy is generally attributed to the practices developed from the TPS or Toyota Production System [8,9], pioneered by Taiichi Ohno [10] and Shigeo Shingo [11]. Their lean principles related to philosophy, processes, people, partners, and problem-solving allow organizations the implementation of lean thinking at different levels. Moreover, TPS has influenced not only manufacturing concepts but also supply chain management ones [12][13][14]. The concept of lean supply is described in [15,16] as an operating attitude that needs to be changed in relation to suppliers so that the effect of associated costs to non-perfect processes will not be limited to the location of the execution. This approach targets long-term customer satisfaction. Thus, supply chain optimization is possible according to the three main TPS goals: best quality, lowest cost, and shortest lead-time, which are achieved by continuous improvement and increasing operations' added value.This work evaluates the use of lean methodologies and their application to military logistics functions, focusing on supply chain management processes for spare parts. We present a case study to improve military material order processing pr...

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