Unraveling the black box of supply chain flexibility in lean production environments

Abstract

Purpose This study aims to examine the full mediating role of supply chain flexibility (SCF) between lean production (LP) and business performance (BP) found in the previous literature. This effect negates the direct LP-BP effect (the so-called “total eclipse effect”). The authors analyze the individual contributions that the different SCF dimensions (sourcing flexibility; operating system flexibility, distribution flexibility and information system [IS] flexibility) make to the “total eclipse effect” between LP and BP produced by SCF. The relational resources-based view and resource orchestration theory are used to support the theoretical framework. Design/methodology/approach Covariance-based structural equations modeling (CB-SEM) is used to test the SCF LP-BP total eclipse hypothesis and four additional mediation hypotheses, one for each of the SCF dimensions. Data obtained via a questionnaire given to 260 companies are analyzed with CB-SEM, and SPSS Process is used to evaluate the mediation effect. Findings Research results indicate that only one of the dimensions (operating system flexibility) has a full mediation effect between LP and BP and is, therefore, the main contributor to the eclipse effect. Two other dimensions (sourcing flexibility and distribution flexibility) have partial mediation effects, so they also contribute to developing the eclipse effect, although to a lesser extent. Finally, IS flexibility is neither a full nor a partial mediation factor and does not contribute to the eclipse effect. Originality/value These findings have some important implications. For academia, they generate new knowledge of the role that each of the SCF dimensions or components plays in the LP-BP relationship. For company management, the findings offer supply chain managers specific information on the individual effects that the different types of SCF flexibility have between LP and BP. This will allow companies to target their efforts to develop certain types of flexibility in LP contexts depending on the outcomes that senior managers want to achieve with their SCs.

Supply chain 4.0 ambidexterity and lean supply chain management: interrelationships and effect on the focal firm’s operational performance

“…supply chain integration) must also be leveraged through LSCM implementation. This finding is in line with the study by Erboz et al (2021), which proposes that the implementation of I4.0 technologies requires a higher-order integrative capability, and previous works that maintain that investment in ITs per se does not improve performance (Tortorella et al , 2019a) and that they need to be combined with other focal firm resources and capabilities (Minguela-Rata et al , 2023). It is worth highlighting that this work contributes to extending a research stream that demands clarification of how I4.0 technologies can be integrated with supply chain processes and existing managerial approaches, e.g.…”

“…Fourthly, this work demonstrates the full mediating effect of LSCM in the relationship between SC 4.0 ambidexterity and the focal firm's operational performance. Fifthly, it joins other research in supporting the ability of the RRBV and ROT to explain SCM phenomena, in general, and LSCM, in particular (Minguela-Rata et al, 2023;Oliveira-Dias et al, 2023, among others). These findings have several implications for academia and practitioners.…”

Integrated DEMATEL-ML approach for implementing lean supply chain in manufacturing sector

“…As the interest grew on exploring the applications of lean concept in business, researchers highlighted the benefits of adapting lean into supply chain management. Authors have explored the role of supply chain flexibility on lean production and business performance (Minguela-Rata et al, 2024). Author has evaluated the effect of lean concept on productivity and operational improvement in the context of Toyota (Minh, 2023).…”