Modeling the metrics of lean, agile and leagile supply chain: An ANP-based approach

Agarwal, Ashish; Shankar, Ravi; Tiwari, Manoj Kumar

doi:10.1016/j.ejor.2004.12.005

Cited by 594 publications

(353 citation statements)

References 38 publications

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“…Flexibility vs. Agility In many ways, the terms flexibility and agility are very similar and have often been used interchangeably throughout the literature (Agarwal et al 2006). An analysis of the relevant conceptual literature reveals that the term agile has come to mean "proactive" (Naylor et al 1999), "reactive" (Stratton and Warburton 2003), "change-embracing" (Goldman et al 1995), and all the other terms that exist in the definition of flexibility proposed above.…”

Section: Final Definition Of Flexibilitymentioning

confidence: 99%

“…This is supported by numerous pieces of research. For example, Agarwal et al (2006) conducted a review of the literature that studies the distinction between lean and agile supply chains (e.g., Naylor et al 1999, Bruce et al 2004, Mason-Jones et al 2000, Olhager 2003, and concluded that while a lean supply chain aims to be a market winner in terms of cost, its agile counterpart aims only to be a market qualifier. Instead, an agile supply chain aims to be the market winner in terms of level of service provided, level of robustness, variety of product offered, and other factors that add customer value.…”

Section: Leannessmentioning

confidence: 99%

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Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

Conboy

2009

Information Systems Research

555

420

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Awareness and use of agile methods has grown rapidly among the information systems development (ISD) community in recent years. Like most previous methods, the development and promotion of these methods have been almost entirely driven by practitioners and consultants, with little participation from the research community during the early stages of evolution. While these methods are now the focus of more and more research efforts, most studies are still based on XP, Scrum, and other industry-driven foundations, with little or no conceptual studies of ISD agility in existence. As a result, this study proposes that there are a number of significant conceptual shortcomings with agile methods and the associated literature in its current state, including a lack of clarity, theoretical glue, parsimony, limited applicability, and naivety regarding the evolution of the concept of agility in fields outside systems development. Furthermore, this has significant implications for practitioners, rendering agile method comparison and many other activities very difficult, especially in instances such as distributed development and large teams that are not conducive to many of the commercial agile methods. This study develops a definition and formative taxonomy of agility in an ISD context, based on a structured literature review of agility across a number of disciplines, including manufacturing and management where the concept originated, matured, and has been applied and tested thoroughly over time. The application of the texonomy in practice is then demonstrated through a series of thought trials conducted in a large multinational organization. The intention is that the definition and taxonomy can then be used as a starting point to study ISD method agility regardless of whether the method is XP or Scrum, agile or traditional, complete or fragmented, out-of-the-box or in-house, used as is or tailored to suit the project context.

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Section: Final Definition Of Flexibilitymentioning

confidence: 99%

Section: Leannessmentioning

confidence: 99%

Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

Conboy

2009

Information Systems Research

555

420

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“…In this regard, an effective distribution system can improve the service level, maintain environmental sustainability, and promote internal operation efficiency. To enhance responsiveness, order fill rate and continuous supply rate are key factors that should be considered [14]. Given the different lead times between functional and creative products, the lead time of distribution should likewise be considered, except for the responsiveness to lead time of production.…”

Section: Discussionmentioning

confidence: 99%

Item-Location Assignment to Responsiveness for Fulfilling Rush Demands in a Manufacturing Network

Chen¹

2014

IJMO

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Abstract-This study investigates the business impacts of sustainability and managerial insights in terms of the robustness of a logistics system. A mathematical optimization model and a distribution responsiveness index are developed in this paper. The index includes stocking distributiveness, transportation link diversity, and service level. The study identified a discontinuous relationship between costs and responsiveness through the operational decision of redistribution. Knowing this relationship will allow managers to determine the minimum investment to drive performance improvement and thus, make the best business-level decision at the appropriate moment. In a proper ratio of urgent to non-urgent, the advantage of item-reallocation will be emphasized if distribution responsiveness is better after its reallocation. After reallocation, the distribution center can achieve better distribution responsiveness with low inventory costs and total cost (R/C ratio). When transportation costs increase after item-reallocation, item-reallocation cannot obviously help the distribution center enhance responsiveness (R/C ratio). When fixed costs are low and facilities increase after item-reallocation, distribution responsiveness (R/C ratio) is likewise high regardless of item-reallocation. IndexTerms-Stocking item reshuffling (SIR), location-inventory network, Distribution network responsiveness. I. INTRODUCTION A. Motivation and Research OpportunityResponsiveness and operating costs are generally believed to contradict each other. A distribution center for fast delivery tends to significantly reduce inventory in each phase of the commodity circulation process as the cost and risk of goods on hand increases. Meanwhile, customers always ask for instant replenishment to supplies. A short lead time for order fulfillment is better; customers absolutely cannot tolerate shortage. To meet the requirement of retail terminals for replenishment, the distribution center must be capable of making fast delivery. Effective supply chain management can result in the rapid speed and elasticity in enterprises and reduce operating cost while improving the delivery promise capacity for customers. Conventional management strategies seek to address the uncertain requirements of customers by building distribution centers or enhancing the prepared inventory. Therefore, this strategy increases facility costs and the cost of inventories, eroding corporate profits. Unfortunately, increasing operating costs do not necessarily translate to any tangible improvement in performance. The relationship between operating costs and performance is nonlinear stepwise.Overall, increases in storage capacity and inventory at the end can improve the response ability to deliver. In contrast, centralized storage in a central warehouse can reduce the cost of inventories, and centralized delivery can reduce transportation cost. However, decision makers encounter difficulties in judging how costs increase based on a simple rule to enhance the performance of a supply cha...

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“…AHP (Analytic Hierarchy Process), which is perhaps the most common multi-criteria decision analysis method, is not appropriate in the present study because AHP needs to be conducted under the assumption that criteria are independent. ANP reflects not only multi-criteria feedback but interdependent relationships between criteria and alternatives so a more accurate evaluation can be obtained [23]. ANP can quantify qualitative criteria (the four sustainable production KPIs in the present study) and it is based on pairwise comparisons (comparing different scenarios of the simulation experiment in the present study).…”

Section: Resource Waste Indexmentioning

confidence: 99%

A Resource Sharing Mechanism for Sustainable Production in the Garment Industry

Wang

Chen

2017

Sustainability

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Abstract:With the development of mass customization, the traditional garment production model needs to be optimized to have a more sustainable structure. To meet demand for flexibility, low-cost, and high-efficiency, an innovative resource sharing mechanism was proposed in this paper to form a new sustainable type of garment production. Different from the individual production in traditional models, the new mechanism involves resources being shared among various manufacturers. The tradeoff between positive and negative effects of the proposed mechanism is a key issue for sustainable production. In the present study, an overall sustainable index, integrating four production performance indicators, was defined on the basis of an Analytical Network Process to assess various production scenarios. According to the discrete-event simulation results of the different scenarios, we found that garment manufacturers could obtain comprehensive improvements in sustainable production by implementing the proposed resource sharing mechanism under the threshold of an increasing production failure rate.

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Modeling the metrics of lean, agile and leagile supply chain: An ANP-based approach

Cited by 594 publications

References 38 publications

Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

Item-Location Assignment to Responsiveness for Fulfilling Rush Demands in a Manufacturing Network

A Resource Sharing Mechanism for Sustainable Production in the Garment Industry

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