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MODELING LEAN, AGILE, AND LEAGILE SUPPLY CHAIN STRATEGIES
Author(s) -
Goldsby Thomas J.,
Griffis Stanley E.,
Roath Anthony S.
Publication year - 2006
Publication title -
journal of business logistics
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.611
H-Index - 79
eISSN - 2158-1592
pISSN - 0735-3766
DOI - 10.1002/j.2158-1592.2006.tb00241.x
Subject(s) - agile software development , supply chain , business , process management , agile manufacturing , service (business) , lean manufacturing , industrial organization , computer science , operations management , marketing , engineering , software engineering
The merits of lean and agile supply chain strategies have been much debated among practitioners and academics. While these strategies are often viewed as opposites, this research supports the view that they must not necessarily compete and can, in fact, be employed simultaneously through a so‐called “leagile” approach. Lean, agile, and leagile strategies are illustrated by modeling their respective applications at a tier‐1 supplier to the Heating, Ventilating, and Air‐Conditioning (HVAC) industry. Simulation analyses indicate that the lean system excels in customer service performance while the leagile system results in lower enterprise‐wide inventory levels under modeled circumstances. Subsequent analysis suggests that trade‐offs exist among the systems in the base case and under varying cost conditions.