Lean and Digital

Uncertain Supply Chain Management

This study aimed to test the impact of digital supply chains on lean manufacturing, the digital supply chain was a multidimensional measurement composed of seven dimensions: Digital performance management, digital information technology and digital manufacturing, digital human resources, digital suppliers, digital logistics and inventory and digital clients. The electronic industries companies were targeted to represent the research population and collect the primary necessary data. According to the research budget and time constraints, a convenience sampling method was implemented in the data collection process. Structural equation modeling (SEM) was applied to test the research hypotheses through AMOS software. The results indicated that most of the digital supply chain dimensions had a positive impact on lean manufacturing, except digital suppliers and digital clients, which had no effect on lean manufacturing. Findings from this research help organizational managers make multipl...

International Journal of Production Economics, 2004

In this paper, the implications for lean production systems of the Internet are explored. Does the World Wide Web facilitate the implementation of Just-In-Time (JIT) production systems, or alternatively, can it serve as a substitute for JIT? The possible effects on supply chains, production scheduling, inventory control, procurement, quality improvement, and the workforce are some of the issues addressed. Some case examples of use of the Internet for these purposes are presented. Constraints on the use of the Web to foster leanness are discussed and recommendations for integrating the Internet into production systems offered. r

Business Process Management Journal

Purpose Business model change (BMC) is a process new ventures are frequently involved in, especially in dynamic environments like the digital industry: copying with it is a key issue for entrepreneurs attempting to shorten the transition between current and new business models (BMs) and avoid losses in terms of revenue, image and customer retention, while acquiring experience and validated learning in the process. The purpose of this paper is to propose a lean framework to support digital new ventures in the BMC process. Design/methodology/approach The study builds its contribution on two pillars: a review on BM and the lean thinking theories, and a multiple case study on three digital new ventures which underwent BMC. Findings The study shows how BMC in a digital context can beneficially follow lean principles, and how these principles can be integrated in an original lean framework to experiment on, validate and subsequently change a BM. Originality/value The authors provide the “...

2017

2021

Author: Aisylu Iskhakova Title: Digital supply chain as a development strategy for the company Year: 2021 Place: Lappeenranta Master’s thesis. Lappeenranta-Lahti University of Technology, Industrial engineering and management 99 pages, 18 figures, 27 tables and 3 appendices Supervisor: Professor Leonid Chechurin

2019

Purpose of the article The purpose of the study is to explore executives' attitudes towards the use of trends and technologies in supply chain. Methodology/methods A primary survey conducted in May 2018-September 2018 to 204 to supply chain management executives in North-Eastern Greece. A Principal Component Analysis (PCA) with varimax rotation conducted to identify the main factors that affect executives' attitudes towards the use of digital trends and the technologies in supply chain. The Kaiser-Meyer-Olkin measure of sampling adequacy (KMO) value was checked to be suitable for factor analysis. Chi-square value for Bartlett's test of sphericity was also checked. Regression analysis indicated which the main characteristics are. For all the analysis the statistical package SPSS 22 was used. Scientific aim The aim is to investigate whether companies are overlooking emerging opportunities, such as those in supply chains. This may influence companies for resource reallocati...

International journal of data and network science, 2022

This study aimed to test and evaluate the impact of Digital Entrepreneurship and its impact on digital supply chains in Jordanian hotels, and the mediating role of digital supply chains in this relationship. The descriptive analytical method was used, and the study population consisted of (835) male and female employees, and a random sample was used with a simple random sample of (342) participants. To achieve the objectives of the study, a developed questionnaire was used to collect data from the sample members. The study adopted the Statistical Package for Social Sciences (SPSS.V.22) and Structural Equations Modeling (SEM) using the AMOS program for path analysis and to perform statistical analysis using: Descriptive and inferential statistics measures, including Multiple linear regression, Pearson correlation coefficient, skew coefficient, multiple linear correlation, variance inflation coefficient and permissible variance. The study reached results, the most important of which were: The most important results of the study were: the presence of an important impact of Digital Entrepreneurship in digital supply chains and the presence of a significant impact of Digital Entrepreneurship through business intelligence applications as an intermediate variable in digital supply chains. The study recommends the need to enhance Digital Entrepreneurship in Jordanian hotels by focusing on the holistic view of these hotels and their environment, whether the internal environment that focuses on strengths and weaknesses in the hotel's capabilities or their external environment that brings opportunities and challenges.

The purpose of this paper is to demonstrate how the appropriate information and communication technology can act as a catalyst in the development and operations management of lean supply networks; not by automating tasks and procedures, but by providing the enabling infrastructure required for structuring difficult problems and issues arising at inter-organisational boundaries and for taming the social complexity of their resolution processes. Towards this end, we present the design rationale and the functionalities of Co-LEAN, which is an integrated suite of software tools developed by the authors for the design and management of lean supply networks. In addition to providing full operational support in the planning and execution of the lean supply network, Co-LEAN supports internet-based collaboration in the specification of value, the identification and optimisation of value-streams, the alignment of supply-chain strategy with the overall operations strategy, and the supply-chain improvement tasks. The paper discusses the knowledge and information management requirements of lean supply networks, and presents the main components and functionalities of Co-LEAN in the context of a use case in a supply network formed around a stainless steel tanks’ manufacturer.

that sought to identify the critical success factors (CSFs) for ICT uptake and integration into businesses across all tiers of the project supply chain. The project built upon the latest research, extending this using various processes including a Delphi study of ICT and supply chain management (SCM) experts from around the world, a national survey of attitudes and opinions from experience practitioners across four sectors of the construction industry (CI), and detailed case studies of three project supply chains. There was broad consensus as to the challenges facing practitioners wishing to use ICT in their SCM activities. However different emphases emerged amongst the various tiers of project participants. It became apparent that strong leadership was desirable from those who 'dictate' supply chain protocols in order to optimise the large number of flexible and willing supply chain 'followers'. The study also revealed that considerable benefits were possible if issues of trust and transparency could be overcome, and strategic relationships formed and maintained to the mutual benefit of the partners over a number of projects. It also appeared to be the case that the use of certain technologies such as e-mail, which had been thought of as a comparative rarity as recently as 1999, were now widely adopted across all sectors, although still possibly under utilised. The paper concludes with a range of suggestions directed to project managers that might enable them to extract better performance from their supply chain partners in construction projects. Research Context: This research was first proposed at a time when the expectation in the CI (e.g. Latham 1994) or reality of ICT triggered 'revolution' experienced in other industries (e.g. Vella et al 2003) had not materialised in the CI. Taking its place was the idea of ICT as an 'enabling' technology that would facilitate business process reengineering across CI supply chains through the alignment of business processes with trading partners (e.g. Cheng et al 2001). This was still dependent upon the widespread adoption of ICT at all levels of the industry, something that plainly was not happening rapidly (ABS 2000). Whilst some aspects of the problem were being investigated regularly, these tended to concentrate on the 'hard' issues associated with technology and data exchange standards (e.g. Amor et al 2002). The research team recognised that there were many 'soft' sociological issues experienced by individual ICT users that, whilst unlikely to affect the industry when considered at the individual level, were of great significance when shared by many users across the CI. Furthermore, it was essential to allow these issues to be surfaced by those who best understood their significance (e.g. Butler and Fitzgerald 1999) to the operations of CI participants, namely CI ICT practitioners and policy makers. Since the membership of

IFIP Advances in Information and Communication Technology, 2019

Lean management remains the most popular approach to operational excellence within industry. The next wave of industrial improvement is widely considered to be driven by the application of digital technologies. Organizations are seeking to understand how the two approaches can be utilized synergistically. This paper aims to sketch the landscape for current theories and managerial challenges facing Lean and digital transformation based on Lean principles with respect to organizational design, supply chain planning, decision systems and supplier relationships. We raise fundamental questions that should be addressed by future research in the field of digital lean manufacturing and lean digital transformations.