Engineering the Leagile Supply Chain
Engineering the leagile supply chain
Rachel Mason-Jones Logistics Systems Dynamics Group, Cardiff University, Wales, UK Ben Naylor Logistics Systems Dynamics Group, Cardiff University, Wales, UK Denis R. Towill Logistics Systems Dynamics Group, Cardiff University, Wales, UK
Keywords
Lean products, Agile production, Supply chain management, Strategy, Customer requirements
Introduction
The lean and agile paradigms, though distinctly different, can be and have been Abstract combined within successfully designed and Notes the importance of new operated total supply chains. This paper will internal supply chains being show how the need for agility and leanness properly interfaced with the depends upon the total supply chain strategy, marketplace. Suggests that the appropriate way forward is to particularly considering market knowledge, design and implement a ``leagile via information enrichment, and positioning supply chain''. Whereas leanness of the decoupling point. Combining agility may be achieved by eliminating and leanness in one supply chain via the non-value added time, agility strategic use of a decoupling point has been usually requires the additional reduction of value-added time via termed ``leagility'' (Naylor et al., 1997). The production technology breakfollowing definitions relate the agile and lean throughs. Demonstrates how the ``lean'' and ``agile'' paradigms may manufacturing paradigms to supply chain strategies. They have been developed to be integrated. This requires evaluation of the total perforemphasise the distinguishing features of mance metric and development of leanness and agility as follows: a route map for integrating lean production and agile supply in the total chain. Presents results achieved in a re-engineered real world supply chain serving the electronic products market.
volatile demand downstream yet providing level scheduling upstream from the decoupling point.
The purpose of this paper is to compare leanness
Rachel Mason-Jones Logistics Systems Dynamics Group, Cardiff University, Wales, UK Ben Naylor Logistics Systems Dynamics Group, Cardiff University, Wales, UK Denis R. Towill Logistics Systems Dynamics Group, Cardiff University, Wales, UK
Keywords
Lean products, Agile production, Supply chain management, Strategy, Customer requirements
Introduction
The lean and agile paradigms, though distinctly different, can be and have been Abstract combined within successfully designed and Notes the importance of new operated total supply chains. This paper will internal supply chains being show how the need for agility and leanness properly interfaced with the depends upon the total supply chain strategy, marketplace. Suggests that the appropriate way forward is to particularly considering market knowledge, design and implement a ``leagile via information enrichment, and positioning supply chain''. Whereas leanness of the decoupling point. Combining agility may be achieved by eliminating and leanness in one supply chain via the non-value added time, agility strategic use of a decoupling point has been usually requires the additional reduction of value-added time via termed ``leagility'' (Naylor et al., 1997). The production technology breakfollowing definitions relate the agile and lean throughs. Demonstrates how the ``lean'' and ``agile'' paradigms may manufacturing paradigms to supply chain strategies. They have been developed to be integrated. This requires evaluation of the total perforemphasise the distinguishing features of mance metric and development of leanness and agility as follows: a route map for integrating lean production and agile supply in the total chain. Presents results achieved in a re-engineered real world supply chain serving the electronic products market.
volatile demand downstream yet providing level scheduling upstream from the decoupling point.
The purpose of this paper is to compare leanness