Achieving sustainability through the lean and resilient management of the supply chain

Abstract

Purpose In the present work, lean and resilient practices applied to supply chains are studied in order to evaluate their impact on the three dimensions of sustainability. Additionally, the mutual impact of lean and resilient supply chain practices is investigated. The paper aims to discuss these issues. Design/methodology/approach The aerospace sector and its supply chain are chosen, since lean and resilient practices have been proven relevant in the sector. A methodology based on Interpretive Structural Modeling approach is applied in order to identify the existing relationships between lean and resilient supply chain practices and their impact on the three different dimensions of sustainability. Findings The results reveal synergetic effects between lean and resilient practices. The former practices act as drivers of the latter practices. Hence, lean practices lead to direct and indirect effects in achieving supply chain sustainability. Research limitations/implications The relationship between lean and resilient practices has been studied for the aerospace sector. Different sectors may lead to different results as the practices considered important in each sector may differ as well as the way in which each practice is implemented. Originality/value This study highlights the relationship existing between lean and resilient supply chain practices and their impact on sustainability. Additionally, several managerial implications are drawn out to help managers make better decisions.

The integration of LARG supply chain paradigms and supply chain sustainable performance (A case study of Iran)

“…Suifan et al (2019) investigated trade-off among lean, agile, resilient, and green paradigms in on pharmaceutical industry in Jordan, and the result of this research shows LARG paradigms have a synergy of each other. In this regard, the lean and resilient management of the supply chain affects performance (Ruiz-Benítez et al, 2018); it is also possible to achieve sustainability through the lean and resilient management of the supply chain (Ruiz-Benitez et al, 2019).…”

“…Therefore, the conceptual model (Figure 1) is the result of reviewing theoretical research foundations and identifying existing models of sustainable and LARG supply chain (Büyüközkan & Berkol, 2011;S. G. Azevedo et al, 2011;Cabral et al, 2012;Ruiz-Benitez et al 2019). Both sustainable and LARG supply chain models' dimensions and criteria are extracted, and by modifying the existing criteria, the model's criteria are selected.…”

Resource and Information Access for SME Sustainability in the Era of IR 4.0: The Mediating and Moderating Roles of Innovation Capability and Management Commitment

“…SMEs recognize that they operate in a broader intricate adaptive system(s), hence they begin to understand their roles and responsibilities to not only their immediate owners, but to society at large. As such, sustainability has become a major concern for SMEs that integrate environmental as well as social matters into their strategy [64,65]. Sustainability is an alternative approach to managing the organization differently from the traditional, profit-oriented approaches, which holistically takes economic, social, and environmental issues into consideration [66].…”

A Conceptual Framework to Manage Resilience and Increase Sustainability in the Supply Chain

“…The type and extent of resilience management influences the performance of supply chains [11]. In many cases, supply chain management efforts do not explicitly link the aspects of resilience to the dimensions of sustainability [12], despite there being situations where resilient practices influence the sustainability of supply chains [13][14][15].…”

“…Therefore, supply chains need to manage resilience by considering the dimensions of sustainability. They pursue to establish effective responses to eliminate the vulnerability and minimizing the impact of potential disruptions [15], while maintaining sustainable economic, social, and environmental dimensions of the supply chain [13,14]. Thus, the development of techniques and tools to support the configuration of supply chains and their operations requires conceptual frameworks and models that include all actors as well as the elements of resilience and sustainability dimensions [16].…”