Lean, Agile, Resilient and Green (LARG) management paradigms mayhelp companies and supply chains to become more competitive and sustainable.However, the deployment of those management paradigms could lead to oppositeresults. This paper intends to identify and the necessary understanding of thoseparadigms trade-offs. An exploratory case study approach is used to identify thetrade-offs in the automotive supply chain context. The case study findings show thatnot all the companies belonging to the same supply chain need to have a higher implementationlevel for all LARG practices. Some companies can be more Resilientthan others, and the same happens with the Lean paradigm: not all companies insupply chain need to be totally Lean. Because of the differences in the LARG practicesimplementation level among supply chain echelons, two separate sequencesof capabilities were found. For the automaker "quality" should be developed first,then "flexibility", "environmental protection" in addition to "cost", and finally "delivery".In the first-tier supplier echelon "quality" should be developed first, subsequently"flexibility", "delivery", and ultimately "cost" and "environmental protection".
|Title of host publication||International Conference on Management Science and Engineering Management 2013, Lecture Notes in Electrical Engineering|
|Publication status||Published - 1 Jan 2013|
|Event||International Conference on Management Science and Engineering Management - |
Duration: 1 Jan 2013 → …
|Conference||International Conference on Management Science and Engineering Management|
|Period||1/01/13 → …|