The development of a lean, agile and leagile supply network taxonomy based on differing types of flexibility

Abstract

The paper explores the meaning of flexibility in the context of lean, agile and leagile supply networks and articulates a supply network flexibility framework. Two key 'sources' of flexibility are investigated: Vendor Flexibility and Sourcing Flexibility. The paper introduces an extension of the 'leagility' concept beyond the simple material flow decoupling point concept. Two new types of Leagility are put forward: (1) Leagile with Vendor Flexibility Systems, which combine the use of agile vendors with lean sourcing practices and (2) Leagile with Sourcing Flexibility Systems, which combine the use of lean vendors with agile sourcing practices. Case studies of two UK based specialist fashion retailers' supply networks are presented in order to gain insights into the sourcing strategies used and the sources of flexibility employed by retailers at supply network level. A new taxonomy that dynamically links Vendor and Sourcing Flexibility with lean, agile and leagile supply network strategies is proposed. We suggest that the proposed taxonomy can be used as a guideline for firms designing and managing parallel supply pipelines that match different operating environments. The findings add to the understanding of the ways in which the two sources of supply network flexibility (Vendor and Sourcing) interact in practice and provide evidence of the ways in which companies can strike balances between these sources, as well as the effects that can be achieved and some of the trade-offs involved.

Learning on Lean Production: A Review of Opinion and Research within Environmental Constraints

“…For this particular parameter, the framework consisting functionalism as well as the fundamental humanism and structuralism was employed, and based on these research approaches the reviewed studies are categorized as below: Liu et al (2014) developed a non-dominant sorting genetic algorithm to attain Pareto front and to diminish total non-processing electricity consumption as well as the total weighted delay in a job shop; Ahemad et al (2013) highlighted the weak areas as potential for company to improve green manufacturing execution through case study in Indian steel industry; Elsayed et al (2013) discussed a 3-step approach for proactive performance assessment of green-lean through case study in an automotive, resulting 10.8% drop in production cost; Salleh et al (2012) studied the green lean total quality information management system via questionnaire in 30 automotive vendors in Malaysia; Esmer et al (2010) intended to find out the optimal number of handling equipment & reduced the ecological harm of Turkish container terminal via a simulation model; Abdulmalek and Rajgopal (2007) applied the value stream mapping (VSM) & simulation model to contrast the before & after state in an integrated steel mill; Purvis et al (2014) explored the flexibility in context of lean, agile & leagile supply networks and investigated the vendor & sourcing flexibility in two UK based specialist fashion retailers; Vivek and Ravindran (2008) emphasized the impact of environmental uncertainty on the lean practices followed by small manufacturing firms; Satao et al (2012) reviewed on how green manufacturing can be achieved through lean in order to prevent pollution & protect environment. Roosen and Pons (2013) offered a method to integrate environmental waste into lean through VSM in manufacturing setting for carbon footprint; Omer (2008) reviewed the literature on energy sources, environment & sustainable development for reducing fossil energy use and to promote the green energies in construction sector; Venkat and Wakeland (2006) investigated the environmental performance for CO 2 emissions using simulation model and suggested that it is quite possible for lean & green to be in clash that leads to tradeoffs and further chances for optimization; Hibadullah et al (2013) explored the relationship between lean and environmental performance in Malaysian automotive industry by structural equation modelling (SEM); Yang et al (2010) hypothesized that environmental management is partially an extension of advanced manufacturing practices and found that the electronic & electrical industries in China & Taiwan have developed their own practices; Herron and Hicks (2008) disseminated the selected lean techniques in companies of north-east England to improve productivity and obtained the savings as eight times greater than total costs from 15 companies; …”

From a Quality Management System (QMS) to a Lean Quality Management System (LQMS)

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Targeting sustainable competitiveness in Croatia by implementation of “20 Keys” methodology

“…This approach is popular in supply chain management and often reflects on supplier sourcing and management. Purvis et al (2014) introduced an extension of the "leagility" concept beyond the simple material flow decoupling point concept. Two new types of leagility are put forward: (1) leagile with vendor flexibility systems, which combine the use of agile vendors with lean sourcing practices and (2) leagile with sourcing flexibility systems, which combine the use of lean vendors with agile sourcing practices.…”