Buyer-assisted lean intervention in supplier firms: a supplier development approach

Abstract

PurposeThis study aims to investigate how buyer-assisted lean intervention in garment supplier factories affects garment suppliers' productivity and production capability development.Design/methodology/approachEmploying a qualitative research approach and a lean intervention design, a multiple case study method was adopted for this study. Quantitative data on productivity performance and qualitative data on production capability development were collected from a Danish buyer and their four corresponding garment suppliers. Collected data were analysed using standard lean measurement tools and qualitative data analysis techniques.FindingsThis study demonstrates that buyer-assisted lean intervention is a useful strategy for garment suppliers to enhance their productivity and production capability. However, suppliers need to select the right lean tools, ensure seriousness and commitment to lean initiatives, substantial involvement of top management and workers, arrange formal and informal training, provide performance-based financial/non-financial incentives and nurture a learning culture to facilitate suppliers' production capability development.Research limitations/implicationsThis study implemented few lean tools in a single sewing line in four supplier factories for a short intervention duration. Thus, there is a scope for future studies to investigate the impact of the lean intervention on a large scale.Practical implicationsThe findings of this study might bring new insights to the management of buyer and supplier firms concerning how buyers could involve in suppliers' lean intervention initiatives and what suppliers need to ensure to develop production capability.Originality/valueFor the first time, this study engaged a buyer in suppliers' lean intervention initiatives to improve productivity and production capability in the garment industry of a developing country.

Applying lean manufacturing, corporate social responsibility and the Hungarian method for supply chain project management

“…In general, the CSR consists of social policies and practices that businesses implement to be sure that the stakeholders, including society, are considered and protected. The socially responsible practices primarily involve employees, encompassing the investments in human capital, health care and safety, while environmentally responsible practices primarily relate to the natural resources management [3].…”

“…Concerning the paucity of quantitative studies devoted to identifying capabilities for the professional development of supply chain project management employees, this paper proposes a model providing rational and efficient distribution of labour based on the Hungarian method. The major concern is to minimize or eliminate wastes associated with untapped human potential through personal development and a focus on individuals' innate strengths [3].…”

Buyer-supplier dyad on performance and sustainability

“…In this situation, a buyer's operational performance metrics would be more pervasively and strongly affected. For instance, better product quality, higher security of supply, lower production costs, increased productivity and production capability (Hoque, 2021;Kraus et al, 2020;Hajmohammad et al, 2013;Foerstl et al, 2010).…”

A sustainable solution for lean barriers through a fuzzy DEMATEL methodology with a case study from the Indian manufacturing industry

“…2.6.2 Absence of influence over supplier/s. Every industry has a relationship with its suppliers, but mostly, they are independent organizations working together with an agreement (Hoque, 2022). Hence, lack of influence over suppliers is a hindrance to lean implementation.…”