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chain</title> <meta name="description" content="Search results for: lean supply chain"> <meta name="keywords" content="lean supply chain"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="lean supply chain"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 3867</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: lean supply chain</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3867</span> Simulation of Lean Principles Impact in a Multi-Product Supply Chain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Matteo%20Rossini">Matteo Rossini</a>, <a href="https://publications.waset.org/abstracts/search?q=Alberto%20Portioli%20Staudacher"> Alberto Portioli Staudacher</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The market competition is moving from the single firm to the whole supply chain one because of increasing competition and growing need for operational efficiencies and customer orientation. Supply chain management allows companies to look beyond their organizational boundaries to develop and leverage resources and capabilities of their supply chain partners. This leads to create competitive advantages in the marketplace and because of this SCM has acquired strategic importance. Lean Approach is a management strategy that focuses on reducing every type of waste present in an organization. This approach is becoming more and more popular among supply chain managers. The supply chain application of lean approach is low diffused. It is not well studied which are the impacts of lean approach principles in a supply chain context. In literature there are only few studies simulating the lean approach performance in single products supply chain. This research work studies the impacts of lean principles implementation along a supply chain. To achieve this, a simulation model of a three-echelon multiproduct product supply chain has been built. Kanban system (and several priority policies) and setup time reduction degrees are implemented in the lean-configured supply chain to apply pull and lot-sizing decrease principles respectively. To evaluate the benefits of lean approach, lean supply chain is compared with an EOQ-configured supply chain. The simulation results show that Kanban system and setup-time reduction improve inventory stock level. They also show that logistics efforts are affected to lean implementation degree. The paper concludes describing performances of lean supply chain in different contexts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=inventory%20policy" title="inventory policy">inventory policy</a>, <a href="https://publications.waset.org/abstracts/search?q=Kanban" title=" Kanban"> Kanban</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20supply%20chain" title=" lean supply chain"> lean supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation%20study" title=" simulation study"> simulation study</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a>, <a href="https://publications.waset.org/abstracts/search?q=planning" title=" planning"> planning</a> </p> <a href="https://publications.waset.org/abstracts/32262/simulation-of-lean-principles-impact-in-a-multi-product-supply-chain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32262.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">358</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3866</span> Analysis of Supply Chain Risk Management Strategies: Case Study of Supply Chain Disruptions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Marcelo%20Dias%20Carvalho">Marcelo Dias Carvalho</a>, <a href="https://publications.waset.org/abstracts/search?q=Leticia%20Ishikawa"> Leticia Ishikawa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Supply Chain Risk Management refers to a set of strategies used by companies to avoid supply chain disruption caused by damage at production facilities, natural disasters, capacity issues, inventory problems, incorrect forecasts, and delays. Many companies use the techniques of the Toyota Production System, which in a way goes against a better management of supply chain risks. This paper studies key events in some multinationals to analyze the trade-off between the best supply chain risk management techniques and management policies designed to create lean enterprises. The result of a good balance of these actions is the reduction of losses, increased customer trust in the company and better preparedness to face the general risks of a supply chain. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=just%20in%20time" title="just in time">just in time</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20disruptions" title=" supply chain disruptions"> supply chain disruptions</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a> </p> <a href="https://publications.waset.org/abstracts/51640/analysis-of-supply-chain-risk-management-strategies-case-study-of-supply-chain-disruptions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/51640.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">338</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3865</span> Toward a New Approach for Modeling Lean, Agile and Leagile Supply Chains</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bouchra%20Abdelilah">Bouchra Abdelilah</a>, <a href="https://publications.waset.org/abstracts/search?q=Akram%20El%20Korchi"> Akram El Korchi</a>, <a href="https://publications.waset.org/abstracts/search?q=Atmane%20Baddou"> Atmane Baddou</a> </p> <p class="card-text"><strong>Abstract:</strong></p> With the very competitive business era that we witness nowadays, companies needs more that anytime to use all the resources they have in order to maximize performance and satisfy the customers’ needs. The changes occurring in the market business are often due to the variations of demand, which requires a very specific supply chain strategy. Supply chains aims to balance cost, quality, and service level and lead time. Still, managers are confused when faced with the strategies working the best for the supply chain: lean, agile and leagile. This paper presents a decision making tool that aims to assist the manager in choosing the supply chain strategy that suits the most his business, depending on the type of product and the nature of demand. Analyzing the different characteristics of supply chain will enable us to guide the manager to the suitable strategy between lean, agile and leagile. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title="supply chain">supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=agile" title=" agile"> agile</a>, <a href="https://publications.waset.org/abstracts/search?q=flexibility" title=" flexibility"> flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a> </p> <a href="https://publications.waset.org/abstracts/29465/toward-a-new-approach-for-modeling-lean-agile-and-leagile-supply-chains" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29465.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">859</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3864</span> Risk Management Approach for Lean, Agile, Resilient and Green Supply Chain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Benmoussa%20Rachid">Benmoussa Rachid</a>, <a href="https://publications.waset.org/abstracts/search?q=Deguio%20Roland"> Deguio Roland</a>, <a href="https://publications.waset.org/abstracts/search?q=Dubois%20Sebastien"> Dubois Sebastien</a>, <a href="https://publications.waset.org/abstracts/search?q=Rasovska%20Ivana"> Rasovska Ivana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Implementation of LARG (Lean, Agile, Resilient, Green) practices in the supply chain management is a complex task mainly because ecological, economical and operational goals are usually in conflict. To implement these LARG practices successfully, companies’ need relevant decision making tools allowing processes performance control and improvement strategies visibility. To contribute to this issue, this work tries to answer the following research question: How to master performance and anticipate problems in supply chain LARG practices implementation? To answer this question, a risk management approach (RMA) is adopted. Indeed, the proposed RMA aims basically to assess the ability of a supply chain, guided by “Lean, Green and Achievement” performance goals, to face “agility and resilience risk” factors. To proof its relevance, a logistics academic case study based on simulation is used to illustrate all its stages. It shows particularly how to build the “LARG risk map” which is the main output of this approach. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agile%20supply%20chain" title="agile supply chain">agile supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20supply%20chain" title=" lean supply chain"> lean supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20supply%20chain" title=" green supply chain"> green supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=resilient%20supply%20chain" title=" resilient supply chain"> resilient supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20approach" title=" risk approach"> risk approach</a> </p> <a href="https://publications.waset.org/abstracts/55768/risk-management-approach-for-lean-agile-resilient-and-green-supply-chain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55768.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">312</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3863</span> A Reference Framework Integrating Lean and Green Principles within Supply Chain Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Bortolini">M. Bortolini</a>, <a href="https://publications.waset.org/abstracts/search?q=E.%20Ferrari"> E. Ferrari</a>, <a href="https://publications.waset.org/abstracts/search?q=F.%20G.%20Galizia"> F. G. Galizia</a>, <a href="https://publications.waset.org/abstracts/search?q=C.%20Mora"> C. Mora</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the last decades, an increasing set of companies adopted lean philosophy to improve their productivity and efficiency promoting the so-called continuous improvement concept, reducing waste of time and cutting off no-value added activities. In parallel, increasing attention rises toward green practice and management through the spread of the green supply chain pattern, to minimise landfilled waste, drained wastewater and pollutant emissions. Starting from a review on contributions deepening lean and green principles applied to supply chain management, the most relevant drivers to measure the performance of industrial processes are pointed out. Specific attention is paid on the role of cost because it is of key importance and it crosses both lean and green principles. This analysis leads to figure out an original reference framework for integrating lean and green principles in designing and managing supply chains. The proposed framework supports the application, to the whole value chain or to parts of it, e.g. distribution network, assembly system, job-shop, storage system etc., of the lean-green integrated perspective. Evidences show that the combination of the lean and green practices lead to great results, higher than the sum of the performances from their separate application. Lean thinking has beneficial effects on green practices and, at the same time, methods allowing environmental savings generate positive effects on time reduction and process quality increase. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=environmental%20sustainability" title="environmental sustainability">environmental sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20supply%20chain" title=" green supply chain"> green supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=integrated%20framework" title=" integrated framework"> integrated framework</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20thinking" title=" lean thinking"> lean thinking</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a> </p> <a href="https://publications.waset.org/abstracts/48558/a-reference-framework-integrating-lean-and-green-principles-within-supply-chain-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48558.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">394</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3862</span> Simulating Lean and Green Correlation in Supply Chain Context</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rachid%20Benmoussa">Rachid Benmoussa</a>, <a href="https://publications.waset.org/abstracts/search?q=Fatima%20Ezzahra%20Essaber"> Fatima Ezzahra Essaber</a>, <a href="https://publications.waset.org/abstracts/search?q=Roland%20De%20Guio"> Roland De Guio</a>, <a href="https://publications.waset.org/abstracts/search?q=Fatima%20Zahra%20Ben%20Moussa"> Fatima Zahra Ben Moussa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Implementing green practices in supply chain management is a complex task mainly because ecological, economical and operational goals are usually in conflict. Green practices might thus face companies’ reluctance because managers can consider its implementation obviously as a performance lean degradation. To implement lean and green practices successfully, companies need relevant decision-making tools to highlight the correlation between them. To contribute to this issue, this work tries to answer the following research question: How to use simulation to assess correlation (antagonism or convergence) between lean and green goals? To answer this question, we propose in this paper a based simulation process that measures correlation generally between two variables. So as to prove its relevance, a logistics academic case study is used to illustrate all its stages. It shows, as for example, that Lean goal 'Stock' and Green goal 'CO₂ emission' are not conceptually correlated (linearly). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=simulation" title="simulation">simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=green" title=" green"> green</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title=" supply chain"> supply chain</a> </p> <a href="https://publications.waset.org/abstracts/92960/simulating-lean-and-green-correlation-in-supply-chain-context" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/92960.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">502</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3861</span> How Supply Chains Can Benefit from Open Innovation: Inspiration from Toyota Production System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sam%20Solaimani">Sam Solaimani</a>, <a href="https://publications.waset.org/abstracts/search?q=Jack%20A.%20A.%20van%20der%20Veen"> Jack A. A. van der Veen</a>, <a href="https://publications.waset.org/abstracts/search?q=Mehdi%20Latifi"> Mehdi Latifi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Considering the increasingly VUCA (Volatile, Uncertain, Complex, Ambiguous) business market, innovation is the name of the game in contemporary business. Innovation is not solely created within the organization itself; its 'network environment' appears to be equally important for innovation. There are, at least, two streams of literature that emphasize the idea of using the extended organization to foster innovation capability, namely, Supply Chain Collaboration (SCC) (also rooted in the Lean philosophy) and Open Innovation (OI). Remarkably, these two concepts are still considered as being totally different in the sense that these appear in different streams of literature and applying different concepts in pursuing the same purposes. This paper explores the commonalities between the two concepts in order to conceptually further our understanding of how OI can effectively be applied in Supply Chain networks. Drawing on available literature in OI, SCC and Lean, the paper concludes with five principles that help firms to contextualize the implementation of OI to the peculiar setting of SC. Theoretically, the present paper aims at contributing to the relatively under-researched theme of Supply Chain Innovation. More in practical terms, the paper provides OI and SCC communities with a workable know-how to seize on and sustain OI initiatives. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20philosophy" title="lean philosophy">lean philosophy</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation" title=" open innovation"> open innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20collaboration" title=" supply chain collaboration"> supply chain collaboration</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a> </p> <a href="https://publications.waset.org/abstracts/50471/how-supply-chains-can-benefit-from-open-innovation-inspiration-from-toyota-production-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50471.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">323</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3860</span> Implementation of Lean Manufacturing in Some Companies in Colombia: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Natalia%20Marulanda">Natalia Marulanda</a>, <a href="https://publications.waset.org/abstracts/search?q=Henry%20Gonz%C3%A1lez"> Henry González</a>, <a href="https://publications.waset.org/abstracts/search?q=Gonzalo%20Le%C3%B3n"> Gonzalo León</a>, <a href="https://publications.waset.org/abstracts/search?q=Alejandro%20Hincapi%C3%A9"> Alejandro Hincapié</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Continuous improvement tools are the result of a set of studies that developed theories and methodologies. These methodologies enable organizations to increase their levels of efficiency, effectiveness, and productivity. Based on these methodologies, lean manufacturing philosophy, which is based on the optimization of resources, waste disposal, and generation of value to products and services, was developed. Lean application has been massive globally, but Colombian companies have been made it incipiently. Therefore, the purpose of this article is to identify the impacts generated by the implementation of lean manufacturing tools in five companies located in Colombia and Medellín metropolitan area. It also seeks to make a comparison of the results obtained from the implementation of lean philosophy and Theory of Constraints. The methodology is qualitative and quantitative, is based on the case study interview from dialogue with the leaders of the processes that used lean tools. The most used tools by research companies are 5's with 100% and TPM with 80%. The less used tool is the synchronous production with 20%. The main reason for the implementation of lean was supply chain management with 83.3%. For the application of lean and TOC, we did not find significant differences between the impact, in terms of methodology, areas of application, staff initiatives, supply chain management, planning, and training. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20strategy" title="business strategy">business strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=theory%20of%20constraints" title=" theory of constraints"> theory of constraints</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title=" supply chain"> supply chain</a> </p> <a href="https://publications.waset.org/abstracts/43186/implementation-of-lean-manufacturing-in-some-companies-in-colombia-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43186.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">354</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3859</span> The Effect of Supply Chain Integration on Information Sharing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Khlif%20Hamadi">Khlif Hamadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Supply chain integration has become a potentially valuable way of securing shared information and improving supply chain performance since competition is no longer between organizations but among supply chains. This research conceptualizes and develops three dimensions of supply chain integration (integration with customers, integration with suppliers, and the interorganizational integration) and tests the relationships between supply chain integration, information sharing, and supply chain performance. Furthermore, the four types of information sharing namely; information sharing with customers, information sharing with suppliers, inter-functional information sharing, and intra-organizational information sharing; and the four constructs of Supply Chain Performance represents expenses of costs, asset utilization, supply chain reliability, and supply chain flexibility and responsiveness. The theoretical and practical implications of the study, as well as directions for future research, are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20integration" title="supply chain integration">supply chain integration</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20sharing" title=" information sharing"> information sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20performance" title=" supply chain performance"> supply chain performance</a> </p> <a href="https://publications.waset.org/abstracts/90589/the-effect-of-supply-chain-integration-on-information-sharing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/90589.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">261</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3858</span> 3D Printing: Rebounding from Global Supply Chain Disruption Due to Natural Disaster</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gurjinder%20Singh">Gurjinder Singh</a>, <a href="https://publications.waset.org/abstracts/search?q=Jasmeen%20Kaur"> Jasmeen Kaur</a>, <a href="https://publications.waset.org/abstracts/search?q=Mukul%20Dhiman"> Mukul Dhiman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper mainly describes the significance of 3D printing in the supply chain management in a scenario when there is disruption in global supply chain. Furthermore, the development and implementation of supply chain strategies in context of 3D printing technology is framed to make supply chain of an organization resilient to disruption caused by natural disasters. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=3D%20printing" title="3D printing">3D printing</a>, <a href="https://publications.waset.org/abstracts/search?q=global%20supply%20chain" title=" global supply chain"> global supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20strategies" title=" supply chain strategies"> supply chain strategies</a> </p> <a href="https://publications.waset.org/abstracts/24079/3d-printing-rebounding-from-global-supply-chain-disruption-due-to-natural-disaster" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24079.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">476</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3857</span> Supply Chain Competitiveness with the Perspective of Service Performance Between Supply Chain Actors and Functions: A Theoretical Model </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Umer%20Mukhtar">Umer Mukhtar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Supply Chain Competitiveness is the capability of a supply chain to deliver value to the customer for the sake of competitive advantage. Service Performance and Quality intervene between supply chain actors including functions inside the firm in a significant way for the supply chain to achieve a competitive position in the market to gain competitive advantage. Supply Chain competitiveness is the current issue of interest because of supply chains’ competition for competitive advantage rather than firms’. A proposed theoretical model is developed by extracting and integrating different theories to pursue further inquiry based on case studies and survey design. It is also intended to develop a scale of service performance for functions of the focal firm that is a revolving center for a whole supply chain. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20competitiveness" title="supply chain competitiveness">supply chain competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20performance%20in%20supply%20chain" title=" service performance in supply chain"> service performance in supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20quality%20in%20supply%20chain" title=" service quality in supply chain"> service quality in supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage%20by%20supply%20chain" title=" competitive advantage by supply chain"> competitive advantage by supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=networks%20and%20supply%20chain" title=" networks and supply chain"> networks and supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20value" title=" customer value"> customer value</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20supply%20chain" title=" value supply chain"> value supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20chain" title=" value chain"> value chain</a> </p> <a href="https://publications.waset.org/abstracts/16908/supply-chain-competitiveness-with-the-perspective-of-service-performance-between-supply-chain-actors-and-functions-a-theoretical-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16908.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">610</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3856</span> Sustainability Fitting into Supply Chain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Menoka%20Bal">Menoka Bal</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Bryde"> David Bryde</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Sustainability in supply chain has become a topic of great interest and is linked to the assumption that a more sustainable the supply chain is the more the supply chain can perform better. The aim of this paper is to identify the different key aspects of the sustainable supply chain management. This paper will also identify the practices that are required to fulfill the demands of sustainability and, therefore, contributing to improve the sustainability performance. As part of this, the authors will identify how these different practices of implementing to achieve Sustainability in Supply Chain. This paper is conceptual in nature. This paper identifies some of the key categories which are of high importance for the sustainable management of supply chains. These key categories are: Managing the Supply Chain Risk, Improving the Supply Chain Performance, Managing the Supply Chain Value, Making the Supply Chain Leaner, Managing the Supply Chain Relationship. Through in-depth analysis, this paper aims to develop a theory of integrated management process that is most appropriate for sustainability assessment in supply chain. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainability" title="sustainability">sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20management" title=" value management"> value management</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20performance" title=" project performance"> project performance</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a> </p> <a href="https://publications.waset.org/abstracts/22695/sustainability-fitting-into-supply-chain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22695.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">678</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3855</span> End to End Supply Chain Visibility – A Dynamic Capability View</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Reza%20Nafar">Mohammad Reza Nafar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In order to get a better understanding of supply chain visibility for creating strategic value, this paper uses a dynamic capability lens to reveal the nature of supply chain visibility. This paper identifies the importance of supply chain visibility in driving supply chain reconfigurability and consequently improving supply chain strategic performance. Empirical evidence shows that visibility has a direct impact on supply chain strategic performance. It also supports that visibility is important for enhancing supply chain reconfigurability, thus creating strategic value in supply chains. Supply chain visibility, therefore, enables firms to reconfigure their supply chain resources for a better competitive advantage. From the perspective of practitioners, the results display several insights into how managers should create strategic value from supply chain visibility. Prominently, managers or decision-makers need to take advantage of supply chain visibility in order to use and recombine resources in a value creation manner. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20visibility" title="supply chain visibility">supply chain visibility</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20performance" title=" strategic performance"> strategic performance</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20mobilization" title=" resource mobilization"> resource mobilization</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20system" title=" information system"> information system</a> </p> <a href="https://publications.waset.org/abstracts/139379/end-to-end-supply-chain-visibility-a-dynamic-capability-view" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/139379.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">237</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3854</span> Supply Chain Resilience Strategies and Their Impact on Supply Chain Sustainability of the Export-oriented Apparel Industry in Sri Lanka</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anuradha%20Ranawakage">Anuradha Ranawakage</a>, <a href="https://publications.waset.org/abstracts/search?q=Nimalashanithi%20Amarasekara"> Nimalashanithi Amarasekara</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Supply chain resilience and sustainability have received great attention from both academia and business professionals since last few decades. However, the relationship between supply chain resilience and sustainability has not been empirically tested in the apparel industry, where both concepts play a crucial role. Thus, this study aims to investigate how supply chain resilience strategies (digital connectivity, inventory and reserve capacity, and collaboration) impact the supply chain sustainability of export-oriented apparel manufacturing companies in Sri Lanka. An online questionnaire was used to collect data on the impact of supply chain resilience strategies on the supply chain sustainability of 99 apparel companies operating in Sri Lanka. This research makes a significant contribution to the field of supply chain management by assessing the impact of supply chain resilience strategies on supply chain sustainability in the context of the developing country, Sri Lanka, where economic crises and the pandemic have had a profound impact on the apparel industry. The findings have important theoretical and managerial implications for maintaining congruence between supply chain resilience and supply chain sustainability in the long run. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20resilience" title="supply chain resilience">supply chain resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20sustainability" title=" supply chain sustainability"> supply chain sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=apparel" title=" apparel"> apparel</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title=" supply chain"> supply chain</a> </p> <a href="https://publications.waset.org/abstracts/191378/supply-chain-resilience-strategies-and-their-impact-on-supply-chain-sustainability-of-the-export-oriented-apparel-industry-in-sri-lanka" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/191378.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">25</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3853</span> Lean Thinking and E-Commerce as New Opportunities to Improve Partnership in Supply Chain of Construction Industries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kaustav%20Kundu">Kaustav Kundu</a>, <a href="https://publications.waset.org/abstracts/search?q=Alberto%20Portioli%20Staudacher"> Alberto Portioli Staudacher</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Construction industry plays a vital role in the economy of the world. But due to high uncertainty and variability in the industry, its performance is not as efficient in terms of quality, lead times, productivity and costs as of other industries. Moreover, there are continuous conflicts among the different actors in the construction supply chains in terms of profit sharing. Previous studies suggested partnership as an important approach to promote cooperation among the different actors in the construction supply chains and thereby it improves the overall performance. Construction practitioners tried to focus on partnership which can enhance the performance of construction supply chains but they are not fully aware of different approaches and techniques for improving partnership. In this research, a systematic review on partnership in relation to construction supply chains is carried out to understand different elements influencing the partnership. The research development of this domain is analyzed by reviewing selected articles published from 1996 to 2015. Based on the papers, three major elements influencing partnership in construction supply chains are identified: “Lean approach”, “Relationship building” and “E-commerce applications”. This study analyses the contributions in the areas within each element and provides suggestions for future developments of partnership in construction supply chains. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=partnership" title="partnership">partnership</a>, <a href="https://publications.waset.org/abstracts/search?q=construction" title=" construction"> construction</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=SCM" title=" SCM"> SCM</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a> </p> <a href="https://publications.waset.org/abstracts/32251/lean-thinking-and-e-commerce-as-new-opportunities-to-improve-partnership-in-supply-chain-of-construction-industries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32251.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">434</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3852</span> Duality of Leagility and Governance: A New Normal Demand Network Management Paradigm under Pandemic</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jacky%20Hau">Jacky Hau</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The prevalence of emerging technologies disrupts various industries as well as consumer behavior. Data collection has been in the fingertip and inherited through enabled Internet-of-things (IOT) devices. Big data analytics (BDA) becomes possible and allows real-time demand network management (DNM) through leagile supply chain. To enhance further on its resilience and predictability, governance is going to be examined to promote supply chain transparency and trust in an efficient manner. Leagility combines lean thinking and agile techniques in supply chain management. It aims at reducing costs and waste, as well as maintaining responsiveness to any volatile consumer demand by means of adjusting the decoupling point where the product flow changes from push to pull. Leagility would only be successful when collaborative planning, forecasting, and replenishment (CPFR) process or alike is in place throughout the supply chain business entities. Governance and procurement of the supply chain, however, is crucial and challenging for the execution of CPFR as every entity has to walk-the-talk generously for the sake of overall benefits of supply chain performance, not to mention the complexity of exercising the polices at both of within across various supply chain business entities on account of organizational behavior and mutual trust. Empirical survey results showed that the effective timespan on demand forecasting had been drastically shortening in the magnitude of months to weeks planning horizon, thus agility shall come first and preferably following by lean approach in a timely manner. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=governance" title="governance">governance</a>, <a href="https://publications.waset.org/abstracts/search?q=leagility" title=" leagility"> leagility</a>, <a href="https://publications.waset.org/abstracts/search?q=procure-to-pay" title=" procure-to-pay"> procure-to-pay</a>, <a href="https://publications.waset.org/abstracts/search?q=source-to-contract" title=" source-to-contract"> source-to-contract</a> </p> <a href="https://publications.waset.org/abstracts/135742/duality-of-leagility-and-governance-a-new-normal-demand-network-management-paradigm-under-pandemic" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135742.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">111</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3851</span> Supply Chain Fit and Firm Performance: The Role of the Environment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=David%20Gligor">David Gligor</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to build on Fisher's (1997) seminal article. First, it sought to determine how companies can achieve supply chain fit (i.e., match between the products' characteristics and the underlying supply chain design). Second, it attempted to develop a better understanding of how environmental conditions impact the relationship between supply chain fit and performance. The findings indicate that firm supply chain agility allows organizations to quickly adjust the structure of their supply chains and therefore, achieve supply chain fit. In addition, archival and survey data were used to explore the moderating effects of six environmental uncertainty dimensions: munificence, market dynamism, technological dynamism, technical complexity, product diversity, and geographic dispersion. All environmental variables, except technological dynamism, were found to impact the relationship between supply chain fit and firm performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20fit" title="supply chain fit">supply chain fit</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20uncertainty" title=" environmental uncertainty"> environmental uncertainty</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20agility" title=" supply chain agility"> supply chain agility</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20engineering" title=" management engineering"> management engineering</a> </p> <a href="https://publications.waset.org/abstracts/28620/supply-chain-fit-and-firm-performance-the-role-of-the-environment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28620.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">599</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3850</span> Managerial Advice-Seeking and Supply Chain Resilience: A Social Capital Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ethan%20Nikookar">Ethan Nikookar</a>, <a href="https://publications.waset.org/abstracts/search?q=Yalda%20Boroushaki"> Yalda Boroushaki</a>, <a href="https://publications.waset.org/abstracts/search?q=Larissa%20Statsenko"> Larissa Statsenko</a>, <a href="https://publications.waset.org/abstracts/search?q=Jorge%20Ochoa%20Paniagua"> Jorge Ochoa Paniagua</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Given the serious impact that supply chain disruptions can have on a firm's bottom-line performance, both industry and academia are interested in supply chain resilience, a capability of the supply chain that enables it to cope with disruptions. To date, much of the research has focused on the antecedents of supply chain resilience. This line of research has suggested various firm-level capabilities that are associated with greater supply chain resilience. A consensus has emerged among researchers that supply chain flexibility holds the greatest potential to create resilience. Supply chain flexibility achieves resilience by creating readiness to respond to disruptions with little cost and time by means of reconfiguring supply chain resources to mitigate the impacts of the disruption. Decisions related to supply chain disruptions are made by supply chain managers; however, the role played by supply chain managers' reference networks has been overlooked in the supply chain resilience literature. This study aims to understand the impact of supply chain managers on their firms' supply chain resilience. Drawing on social capital theory and social network theory, this paper proposes a conceptual model to explore the role of supply chain managers in developing the resilience of supply chains. Our model posits that higher level of supply chain managers' embeddedness in their reference network is associated with increased resilience of their firms' supply chain. A reference network includes individuals from whom supply chain managers seek advice on supply chain related matters. The relationships between supply chain managers' embeddedness in reference network and supply chain resilience are mediated by supply chain flexibility. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20resilience" title="supply chain resilience">supply chain resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=embeddedness" title=" embeddedness"> embeddedness</a>, <a href="https://publications.waset.org/abstracts/search?q=reference%20networks" title=" reference networks"> reference networks</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20capitals" title=" social capitals"> social capitals</a> </p> <a href="https://publications.waset.org/abstracts/129140/managerial-advice-seeking-and-supply-chain-resilience-a-social-capital-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/129140.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">228</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3849</span> Recent Trends in Supply Chain Delivery Models</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alfred%20L.%20Guiffrida">Alfred L. Guiffrida </a> </p> <p class="card-text"><strong>Abstract:</strong></p> A review of the literature on supply chain delivery models which use delivery windows to measure delivery performance is presented. The review herein serves to meet the following objectives: (i) provide a synthesis of previously published literature on supply chain delivery performance models, (ii) provide in one paper a consolidation of research that can serve as a single source to keep researchers up to date with the research developments in supply chain delivery models, and (iii) identify gaps in the modeling of supply chain delivery performance which could stimulate new research agendas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=delivery%20performance" title="delivery performance">delivery performance</a>, <a href="https://publications.waset.org/abstracts/search?q=delivery%20window" title=" delivery window"> delivery window</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20delivery%20models" title=" supply chain delivery models"> supply chain delivery models</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20performance" title=" supply chain performance"> supply chain performance</a> </p> <a href="https://publications.waset.org/abstracts/6540/recent-trends-in-supply-chain-delivery-models" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6540.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">422</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3848</span> Scientific Production on Lean Supply Chains Published in Journals Indexed by SCOPUS and Web of Science Databases: A Bibliometric Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=T.%20Botelho%20de%20Sousa">T. Botelho de Sousa</a>, <a href="https://publications.waset.org/abstracts/search?q=F.%20Raphael%20Cabral%20Furtado"> F. Raphael Cabral Furtado</a>, <a href="https://publications.waset.org/abstracts/search?q=O.%20Eduardo%20da%20Silva%20Ferri"> O. Eduardo da Silva Ferri</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Batista"> A. Batista</a>, <a href="https://publications.waset.org/abstracts/search?q=W.%20Augusto%20Varella"> W. Augusto Varella</a>, <a href="https://publications.waset.org/abstracts/search?q=C.%20Eduardo%20Pinto"> C. Eduardo Pinto</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20Mimar%20Santa%20Cruz%20Yabarrena"> J. Mimar Santa Cruz Yabarrena</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Gibran%20Ruwer"> S. Gibran Ruwer</a>, <a href="https://publications.waset.org/abstracts/search?q=F.%20M%C3%BCller%20Guerrini"> F. Müller Guerrini</a>, <a href="https://publications.waset.org/abstracts/search?q=L.%20Adalberto%20Philippsen%20J%C3%BAnior"> L. Adalberto Philippsen Júnior</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean Supply Chain Management (LSCM) is an emerging research field in Operations Management (OM). As a strategic model that focuses on reduced cost and waste with fulfilling the needs of customers, LSCM attracts great interest among researchers and practitioners. The purpose of this paper is to present an overview of Lean Supply Chains literature, based on bibliometric analysis through 57 papers published in indexed journals by SCOPUS and/or Web of Science databases. The results indicate that the last three years (2015, 2016, and 2017) were the most productive on LSCM discussion, especially in Supply Chain Management and International Journal of Lean Six Sigma journals. India, USA, and UK are the most productive countries; nevertheless, cross-country studies by collaboration among researchers were detected, by social network analysis, as a research practice, appearing to play a more important role on LSCM studies. Despite existing limitation, such as limited indexed journal database, bibliometric analysis helps to enlighten ongoing efforts on LSCM researches, including most used technical procedures and collaboration network, showing important research gaps, especially, for development countries researchers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lean%20Supply%20Chains" title="Lean Supply Chains">Lean Supply Chains</a>, <a href="https://publications.waset.org/abstracts/search?q=Bibliometric%20Study" title=" Bibliometric Study"> Bibliometric Study</a>, <a href="https://publications.waset.org/abstracts/search?q=SCOPUS" title=" SCOPUS"> SCOPUS</a>, <a href="https://publications.waset.org/abstracts/search?q=Web%20of%20Science" title=" Web of Science"> Web of Science</a> </p> <a href="https://publications.waset.org/abstracts/94811/scientific-production-on-lean-supply-chains-published-in-journals-indexed-by-scopus-and-web-of-science-databases-a-bibliometric-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94811.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">347</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3847</span> Identification and Selection of a Supply Chain Target Process for Re-Design</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jaime%20A.%20Palma-Mendoza">Jaime A. Palma-Mendoza</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A supply chain consists of different processes and when conducting supply chain re-design is necessary to identify the relevant processes and select a target for re-design. A solution was developed which consists to identify first the relevant processes using the Supply Chain Operations Reference (SCOR) model, then to use Analytical Hierarchy Process (AHP) for target process selection. An application was conducted in an Airline MRO supply chain re-design project which shows this combination can clearly aid the identification of relevant supply chain processes and the selection of a target process for re-design. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=decision%20support%20systems" title="decision support systems">decision support systems</a>, <a href="https://publications.waset.org/abstracts/search?q=multiple%20criteria%20analysis" title=" multiple criteria analysis"> multiple criteria analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management "> supply chain management </a> </p> <a href="https://publications.waset.org/abstracts/27912/identification-and-selection-of-a-supply-chain-target-process-for-re-design" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27912.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">492</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3846</span> An Integrated Supply Chain Management to Manufacturing Industries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kittipong%20Tissayakorn">Kittipong Tissayakorn</a>, <a href="https://publications.waset.org/abstracts/search?q=Fumio%20Akagi"> Fumio Akagi</a>, <a href="https://publications.waset.org/abstracts/search?q=Yu%20Song"> Yu Song</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Manufacturers have been exploring innovative strategies to achieve and sustain competitive advantages as they face a new era of intensive global competition. Such strategy is known as Supply Chain Management (SCM), which has gained a tremendous amount of attention from both researchers and practitioners over the last decade. Supply chain management (SCM) is considered as the most popular operating strategy for improving organizational competitiveness in the twenty-first century. It has attracted a lot of attention recently due to its role involving all of the activities in industrial organizations, ranging from raw material procurement to final product delivery to customers. Well-designed supply chain systems can substantially improve efficiency and product quality, and eventually enhance customer satisfaction and profitability. In this paper, a manufacturing engineering perspective on supply chain integration is presented. Research issues discussed include the product and process design for the supply chain, design evaluation of manufacturing in the supply chain, agent-based techniques for supply chain integration, intelligent information for sharing across the supply chain, and a development of standards for product, process, and production data exchange to facilitate electronic commerce. The objective is to provide guidelines and references for manufacturing engineers and researchers interested in supply chain integration. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title="supply chain">supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20integration" title=" supply chain integration"> supply chain integration</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20industries" title=" manufacturing industries"> manufacturing industries</a> </p> <a href="https://publications.waset.org/abstracts/1560/an-integrated-supply-chain-management-to-manufacturing-industries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1560.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">350</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3845</span> A Coordination of Supply Chain Disruption in Different Types of Manufacturing Environments: A Case Study of Sugar Manufacturing Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Max%20Moleke">Max Moleke</a>, <a href="https://publications.waset.org/abstracts/search?q=Gilbert%20Mbonde"> Gilbert Mbonde</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Coordinating supply chain process within a manufacturing environment is a very critical aspect of any organization. Nowadays, most manufacturing industries turn to look at only the financial indicator which in real life situation on the shop floor, there are a number of supply chain disruptions that are been ignored. In this work, we had to look at different types of supply chain disruption and their various impact within the organization. A number of Industrial engineering tools are employed which includes, Multifactor productivity, activity on arrow and rescheduling plans. The final result shows that supply chain disruption various with different geographical area where the production plant is operating. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title="supply chain">supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=disruptions" title=" disruptions"> disruptions</a>, <a href="https://publications.waset.org/abstracts/search?q=flow%20shop%20scheduling" title=" flow shop scheduling"> flow shop scheduling</a>, <a href="https://publications.waset.org/abstracts/search?q=uncertainty" title=" uncertainty"> uncertainty</a> </p> <a href="https://publications.waset.org/abstracts/51044/a-coordination-of-supply-chain-disruption-in-different-types-of-manufacturing-environments-a-case-study-of-sugar-manufacturing-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/51044.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">429</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3844</span> A Simulation Model to Analyze the Impact of Virtual Responsiveness in an E-Commerce Supply Chain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=T.%20Godwin">T. Godwin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The design of a supply chain always entails the trade-off between responsiveness and efficiency. The launch of e-commerce has not only changed the way of shopping but also altered the supply chain design while trading off efficiency with responsiveness. A concept called ‘virtual responsiveness’ is introduced in the context of e-commerce supply chain. A simulation model is developed to compare actual responsiveness and virtual responsiveness to the customer in an e-commerce supply chain. The simulation is restricted to the movement of goods from the e-tailer to the customer. Customer demand follows a statistical distribution and is generated using inverse transformation technique. The two responsiveness schemes of the supply chain are compared in terms of the minimum number of inventory required at the e-tailer to fulfill the orders. Computational results show the savings achieved through virtual responsiveness. The insights gained from this study could be used to redesign e-commerce supply chain by incorporating virtual responsiveness. A part of the achieved cost savings could be passed back to the customer, thereby making the supply chain both effective and competitive. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-commerce" title="e-commerce">e-commerce</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation%20modeling" title=" simulation modeling"> simulation modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title=" supply chain"> supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=virtual%20responsiveness" title=" virtual responsiveness"> virtual responsiveness</a> </p> <a href="https://publications.waset.org/abstracts/58603/a-simulation-model-to-analyze-the-impact-of-virtual-responsiveness-in-an-e-commerce-supply-chain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/58603.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">344</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3843</span> Investigating the Effect of Artificial Intelligence on the Improvement of Green Supply Chain in Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sepinoud%20Hamedi">Sepinoud Hamedi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Over the past few decades, companies have appeared developing concerns in connection to the natural affect of their fabricating exercises. Green supply chain administration has been considered by the producers as a attainable choice to decrease the natural affect of operations whereas at the same time moving forward their operational execution. Contemporaneously the coming of digitalization and globalization within the supply chain space has driven to a developing acknowledgment of the importance of data preparing methodologies, such as enormous information analytics and fake insights innovations, in improving and optimizing supply chain execution. Also, supply chain collaboration in part intervenes the relationship between manufactured innovation and supply chain execution Ponders appear that the use of BDA-AI advances includes a significant impact on natural handle integration and green supply chain collaboration conjointly underlines that both natural handle integration and green supply chain collaboration have a critical affect on natural execution. Correspondingly savvy supply chain contributes to green execution through overseeing green connections and setting up green operations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=green%20supply%20chain" title="green supply chain">green supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title=" artificial intelligence"> artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturers" title=" manufacturers"> manufacturers</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental" title=" environmental"> environmental</a> </p> <a href="https://publications.waset.org/abstracts/178577/investigating-the-effect-of-artificial-intelligence-on-the-improvement-of-green-supply-chain-in-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/178577.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">73</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3842</span> Research on Coordination Strategies for Coordinating Supply Chain Based on Auction Mechanisms</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Changtong%20Wang">Changtong Wang</a>, <a href="https://publications.waset.org/abstracts/search?q=Lingyun%20Wei"> Lingyun Wei</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The combination of auctions and supply chains is of great significance in improving the supply chain management system and enhancing the efficiency of economic and social operations. To address the gap in research on supply chain strategies under the auction mechanism, a model is developed for the 1-N auction model in a complete information environment, and it is concluded that the two-part contract auction model for retailers in this model can achieve supply chain coordination. The model is validated by substituting the model into the scenario of a fresh-cut flower industry flower auction in exchange for arithmetic examples to further prove the validity of the conclusions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=auction%20mechanism" title="auction mechanism">auction mechanism</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20coordination%20strategy" title=" supply chain coordination strategy"> supply chain coordination strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=fresh%20cut%20flowers%20industry" title=" fresh cut flowers industry"> fresh cut flowers industry</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a> </p> <a href="https://publications.waset.org/abstracts/153159/research-on-coordination-strategies-for-coordinating-supply-chain-based-on-auction-mechanisms" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/153159.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">123</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3841</span> The Factors of Supply Chain Collaboration</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ghada%20Soltane">Ghada Soltane</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this study was to identify factors impacting supply chain collaboration. a quantitative study was carried out on a sample of 84 Tunisian industrial companies. To verify the research hypotheses and test the direct effect of these factors on supply chain collaboration a multiple regression method was used using SPSS 26 software. The results show that there are four factors direct effects that affect supply chain collaboration in a meaningful and positive way, including: trust, engagement, information sharing and information quality <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20collaboration" title="supply chain collaboration">supply chain collaboration</a>, <a href="https://publications.waset.org/abstracts/search?q=factors%20of%20collaboration" title=" factors of collaboration"> factors of collaboration</a>, <a href="https://publications.waset.org/abstracts/search?q=principal%20component%20analysis" title=" principal component analysis"> principal component analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=multiple%20regression" title=" multiple regression"> multiple regression</a> </p> <a href="https://publications.waset.org/abstracts/185892/the-factors-of-supply-chain-collaboration" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/185892.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">49</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3840</span> When does technology alignment influence supply chain performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Joseph%20Akyeh">Joseph Akyeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Abdul%20Samed%20Muntaka"> Abdul Samed Muntaka</a>, <a href="https://publications.waset.org/abstracts/search?q=Emmanuel%20Anin"> Emmanuel Anin</a>, <a href="https://publications.waset.org/abstracts/search?q=Dorcas%20Nuertey"> Dorcas Nuertey</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: This study develops and tests arguments that the relationship between technology alignment and supply chain performance is conditional upon levels of technology championing. Methodology: The proposed relationships are tested on a sample of 217 hospitals in a major sub-Saharan African economy. Findings: Findings from the study indicate that technology alignment has a positive and significant effect on supply chain performance. The study further finds that while technology championing strengthens the direct effects of technology alignment on supply chain performance. Theoretical Contributions: A theoretical contribution from this study is the finding that when technology alignment drives supply chain performance is more complex than previously thought it depends on whether or not technology alignment is first championed by top management. Originality: Though some studies have been conducted on technology alignment and health supply chain performance, to the best of the researcher’s knowledge, no previous study has examined the moderating role of technology championing the link between technology alignment and supply chain performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=technology%20alignment" title="technology alignment">technology alignment</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20performance" title=" supply chain performance"> supply chain performance</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20championing" title=" technology championing"> technology championing</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20equation%20modelling" title=" structural equation modelling"> structural equation modelling</a> </p> <a href="https://publications.waset.org/abstracts/186079/when-does-technology-alignment-influence-supply-chain-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/186079.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">50</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3839</span> IT System in the Food Supply Chain Safety, Application in SMEs Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohsen%20Shirani">Mohsen Shirani</a>, <a href="https://publications.waset.org/abstracts/search?q=Micaela%20Demichela"> Micaela Demichela</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Food supply chain is one of the most complex supply chain networks due to its perishable nature and customer oriented products, and food safety is the major concern for this industry. IT system could help to minimize the production and consumption of unsafe food by controlling and monitoring the entire system. However, there have been many issues in adoption of IT system in this industry specifically within SMEs sector. With this regard, this study presents a novel approach to use IT and tractability systems in the food supply chain, using application of RFID and central database. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=food%20supply%20chain" title="food supply chain">food supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20system" title=" IT system"> IT system</a>, <a href="https://publications.waset.org/abstracts/search?q=safety" title=" safety"> safety</a>, <a href="https://publications.waset.org/abstracts/search?q=SME" title=" SME "> SME </a> </p> <a href="https://publications.waset.org/abstracts/38267/it-system-in-the-food-supply-chain-safety-application-in-smes-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38267.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">477</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3838</span> The Impact of Supply Chain Strategy and Integration on Supply Chain Performance: Supply Chain Vulnerability as a Moderator</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yi-Chun%20Kuo">Yi-Chun Kuo</a>, <a href="https://publications.waset.org/abstracts/search?q=Jo-Chieh%20Lin"> Jo-Chieh Lin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of a supply chain strategy is to reduce waste and increase efficiency to attain cost benefits, and to guarantee supply chain flexibility when facing the ever-changing market environment in order to meet customer requirements. Strategy implementation aims to fulfill common goals and attain benefits by integrating upstream and downstream enterprises, sharing information, conducting common planning, and taking part in decision making, so as to enhance the overall performance of the supply chain. With the rise of outsourcing and globalization, the increasing dependence on suppliers and customers and the rapid development of information technology, the complexity and uncertainty of the supply chain have intensified, and supply chain vulnerability has surged, resulting in adverse effects on supply chain performance. Thus, this study aims to use supply chain vulnerability as a moderating variable and apply structural equation modeling (SEM) to determine the relationships among supply chain strategy, supply chain integration, and supply chain performance, as well as the moderating effect of supply chain vulnerability on supply chain performance. The data investigation of this study was questionnaires which were collected from the management level of enterprises in Taiwan and China, 149 questionnaires were received. The result of confirmatory factor analysis shows that the path coefficients of supply chain strategy on supply chain integration and supply chain performance are positive (0.497, t= 4.914; 0.748, t= 5.919), having a significantly positive effect. Supply chain integration is also significantly positively correlated to supply chain performance (0.192, t = 2.273). The moderating effects of supply chain vulnerability on supply chain strategy and supply chain integration to supply chain performance are significant (7.407; 4.687). In Taiwan, 97.73% of enterprises are small- and medium-sized enterprises (SMEs) focusing on receiving original equipment manufacturer (OEM) and original design manufacturer (ODM) orders. In order to meet the needs of customers and to respond to market changes, these enterprises especially focus on supply chain flexibility and their integration with the upstream and downstream enterprises. According to the observation of this research, the effect of supply chain vulnerability on supply chain performance is significant, and so enterprises need to attach great importance to the management of supply chain risk and conduct risk analysis on their suppliers in order to formulate response strategies when facing emergency situations. At the same time, risk management is incorporated into the supply chain so as to reduce the effect of supply chain vulnerability on the overall supply chain performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20integration" title="supply chain integration">supply chain integration</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20performance" title=" supply chain performance"> supply chain performance</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20vulnerability" title=" supply chain vulnerability"> supply chain vulnerability</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20equation%20modeling" title=" structural equation modeling"> structural equation modeling</a> </p> <a href="https://publications.waset.org/abstracts/88122/the-impact-of-supply-chain-strategy-and-integration-on-supply-chain-performance-supply-chain-vulnerability-as-a-moderator" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88122.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">315</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=lean%20supply%20chain&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=lean%20supply%20chain&page=3">3</a></li> <li class="page-item"><a class="page-link" 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