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Lean Supply Chains: A Behavioral Perspective: Examples from Packaging Supply Chains in the FMCG Sector

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Behavioral Issues in Operations Management

Abstract

This chapter discusses the behavioral perspective of lean supply chains which consist of two elements: high-performance operational lean/JIT and high-performance relationship management that are each characterized by distinguishing concepts and features. The extent and successful implementation of operational lean/JIT is contingent upon the product variables; production volume, product standardization, and demand variability. Whereas the high-performance relationship management elements are dependent on the length of relationship, characteristics of the organization, and the policies and practices that are perceived as trustworthy and equitable by both partners. Trust is an important element in both the operations and relationships of lean supply chain management and a maturity path exists where a successful operational lean transformation is highly dependent on the existence of a strong supply relationship based on mutual trust and equity. The conclusions and implications of this study are that a “one-size-fits-all” approach is inappropriate to supply chain design. A contingency approach, that considers all the variables associated with product and organizational factors, is necessary to design an effective and sustainable lean supply chain.

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  1. Lean Enterprise Research Centre Cardiff Business School, Cardiff Business Technology Centre, Senghennydd Road Cardiff CF, Wales, 24 4AY, UK

    Pauline Found

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  1. Pauline Found
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  1. , Mechanics, Mathematics, & Management, Polytechnic University of Bari, viale Japigia 182, Bari, 70126, Italy

    Ilaria Giannoccaro

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Found, P. (2013). Lean Supply Chains: A Behavioral Perspective: Examples from Packaging Supply Chains in the FMCG Sector. In: Giannoccaro, I. (eds) Behavioral Issues in Operations Management. Springer, London. https://doi.org/10.1007/978-1-4471-4878-4_4

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  • DOI: https://doi.org/10.1007/978-1-4471-4878-4_4

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