PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Unfulfilled advantages of the lean supply chain against contemporary threats: a sketch of changes in the scientific approach

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The progressive unpredictability of socio-economic or biological changes (e.g. the SARS-CoV-2/COVID 19 pandemic), the multi-directional nature of their impact, the variability of intensity, and the uncertainty in estimating potential effects hinders the stable and planned operation of modern supply chains. This irreversible situation proves the high unreliability of existing traditional measuring instruments of classical economics and the methods used so far in the field of management and quality sciences. This article aims to present an exemplary set of expectations towards contemporary supply chains that are particularly relevant to the emerging market challenges in the form of mega-trends of threats and conditions, also those particularly emphasized during the SARS-CoV-2/COVID-19 pandemic. It is primarily a pandemic (taken as a critical exogenous factor) resulting in severe “disorders” in supply chains. The actual level of supply chain resilience depends on its inherent characteristics and is termed “vulnerabilities”, while an active supply chain response to emerging “disorders” is treated as its “resilience”. For these reasons, the author proposes a holistic view of the nature of the supply chain system and its processes. The proposed approach, based on the method of interpretative (qualitative) research enriched with the idiographic nomothetic approach, is treated as a creative alternative that does not exclude other possibilities of perception of the supply chain, but, in its intellectual diversity, complements other methods of understanding its system, processes, and logistics management. Such an approach with a dominant hypothetical-inductive character allows for creating a platform for broader scientific discussions, positioning itself in the sphere of simplifying reality or creating a theoretical construct for the possibility of formulating the foundations of the preliminary theory. These considerations lead to the conclusion that such an attempt at a new, broader perspective, both at the emerging threats and vulnerability, is related to the level of risk, demonstrating that the Supply Chain Critical Functionality is a consequence of many different factors, including time, costs, and delays in deliveries. Such a view allows for a more comprehensive systematization of the epistemological layer in the area of directional perception and application of logistics, showing many similarities but also significant differences with phenomena that are characteristic of other areas of logistics application and the perception of the conditions for the functioning of modern supply chains.
Rocznik
Strony
61--69
Opis fizyczny
Bibliogr. 37 poz., rys., tab.
Twórcy
  • Maritime University of Szczecin, Faculty of Economics and Engineering of Transport 11 H. Pobożnego St., 70-507 Szczecin, Poland
Bibliografia
  • 1. Ali, A., Mahfouz, A. & Arisha, A. (2017) Analyzing supply chain resilience: integrating the constructs in a concept. Supply Chain Management: An International Journal 22 (1), pp. 1–49.
  • 2. Ambulkar, S., Blackhurst, J. & Grawe, S. (2015) Firm’s Resilience to Supply Chain Disruptions: Scale Development and Empirical Examination. Journal of Operations Management 33–34, pp. 111–122.
  • 3. Apanowicz, J. (2005) Metodologiczne uwarunkowania pracy naukowej. Warszawa: Difin.
  • 4. Babich, V. (2006) Vulnerable options in supply chains: Effects of supplier competition. Naval Research Logistics 53 (7), pp. 656–673.
  • 5. Bendell, A., Disney, J. & Pridmore, W. (1998) Taguchi methods: Applications in World Industry. London: Springer.
  • 6. Bruce, M., Daly, L. & Towers, N. (2004) Lean or agile: a solution for supply chain management in the textiles and clothing industry? International Journal of Operations & Production Management 24, 2, pp. 151–170.
  • 7. Carter, C.R. & Rogers, D.S. (2008) A framework of sustainable supply chain management: moving towards new theory. International Journal of Physical Distribution & Logistics Management 38, 5, pp. 360–387.
  • 8. Closs, D.J., McConnell, J.H. & McGarrell, E.F. (2004) Enhancing Security Throughout the Supply Chain. IBM Center for The Business of Government, pp. 13–14.
  • 9. Coleman, J. (1998) Social Capital in the Creation on Human Capital. American Journal of Sociology 94, pp. S95–S120.
  • 10. Craighead, C.W., Blackhurst, J., Rungtusanatham, M.J. & Handfield, R.B. (2007) The severity of supply chain disruptions: Design characteristics and mitigation capabilities. Decision Sciences 38 (1), pp. 131–156.
  • 11. Crawford, C. (2019) The Smart Supply Chain: A Digital Revolution. AATCC Review 19, 3, pp. 38–45, doi: 10.14504/ ar.19.3.2.
  • 12. Dąbrowski, T.M. (2001) Efekt i potencjał jako funkcje i właściwości systemu antropotechnicznego. Zagadnienia Eksploatacji Maszyn 36, 1, pp. 211–234.
  • 13. Deloitte (2006) The Risk Intelligent Enterprise. ERM Done Right. Deloitte Development LLC.
  • 14. Goldsby, T.J., Griffis, S.E. & Roath, A.S. (2006) Modeling Lean, Agile, and Leagile Supply Chain Strategies. Journal of Business Logistics 27, 1, pp. 57–80.
  • 15. Gospodarek, T. (2009) Modelowanie w naukach o zarządzaniu oparte na metodzie programów badawczych i formalizmie reprezentatywnym. Wrocław: Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu.
  • 16. Griffin-Cryan, B., van der Raad, H., Sparks, M-A., Mathan, T. & Desnos, T. (2011) Lean in Supply Chain Planning. Towards Achieving and Maintaining Excellence in Supply Chain Planning. Capgemini Consulting.
  • 17. ISO 26000 (2010) Guidance on social responsibility. First edition. Geneva, International Organization for Standardization.
  • 18. Kamalahmadi, M. & Parast, M.M. (2016) A review of the literature on the principles of enterprise and supply chain resilience: Major findings and directions for future research. International Journal of Production Economics 171, pp. 116–133.
  • 19. Lamming, R.C. (1996) Squaring lean supply with supply chain management. International Journal of operations and Production Management 16, 2, pp. 183–196.
  • 20. Lazonick, W. & Teece, D.J. (2012) Management Innovation: Essays in the Spirit of Alfred D. Chandler, Jr. Oxford Scholarship.
  • 21. Manrodt, K.B., Vitasek, K. & Thompson, R.H. (2008) Lean Practices in the Supply Chain. Jones Lang LaSalle Report, pp. 4–6.
  • 22. Mayer, J.D., Salovey, P. & Caruso, D. (2000) Models of emotional intelligence. In: R. Sternberg (ed.) Handbook of intelligence. Cambridge, pp. 396–420.
  • 23. Mensah, J. & Casadevall, S. (2019) Sustainable development: Meaning. History, principles, pillars, and implications for human action: Literature review. Cogent Social Sciences 5, p. 8.
  • 24. Naylor, J.B., Naim, M.M. & Berry, D. (1999) Leagility: Integrating the lean and agile manufacturing paradigms in the total supply chain. International Journal of Production Economics 62, 1–2, pp. 107–118.
  • 25. Nęcka, E. (2003) Inteligencja. Geneza-Struktura-Funkcje. Gdańsk: Gdańskie Wydawnictwo Psychologiczne.
  • 26. Pandey, M. & Arora, D. (2015) Shareholder Value Analysis: A Review. International Journal of Science and Research 4, 5, pp. 2129–2132.
  • 27. PBN (2021) Polska Bibliografia Naukowa [Online] Available from: htts://pbn-micro-alpha.opi.org.pl/ [Accessed: August 02, 2021].
  • 28. Ponomarov, S.Y. & Holcomb, M.C. (2009) Understanding the concept of supply chain resilience. International Journal of Logistics Management 20, 1, pp. 124–143.
  • 29. Sahin, F. & Robinson, E.P. (2002) Flow coordination and information sharing in supply chains: review, implications, and directions for future research. Decision Sciences 33, 4, pp. 505–536.
  • 30. Seppälä, P. & Klemola, S. (2004) How do employees perceive their organization and job when companies adopt principles of lean production? Human Factors and Ergonomics in Manufacturing and Service Industries 14, 2, pp. 157–180.
  • 31. Seuring, S. & Muller, M. (2008) Core issues in sustainable supply chain management: a Delphi study. Business Strategy and the Environment 17, 8, pp. 455–466.
  • 32. Sułkowski, Ł. (2012) Epistemologia i metodologia zarządzania. Warszawa: PWE.
  • 33. IBM (2010) The Smarter Supply Chain of the Future. Insights from the Global Chief Supply Chain Officer Study, IBM Institute for Business Value BM.
  • 34. Vonderembse, M.A., Uppal, M., Huan, S.H. & Dismukes, J.P. (2006) Designing supply chains: towards theory development. International Journal of Production Economics 100, pp. 223–238.
  • 35. Wagner, S. & Layton, M. (2007) The Two Faces of Risk. Deloitte Review 1.
  • 36. White House (2021) Building resilient supply chains, revitalizing American manufacturing, and fostering broadbased growth. 100-Day Reviews under Executive Order 14017, June 2021, A Report by The White House.
  • 37. Womack, J.P. & Jones, D.T. (2008) Odchudzanie firm. Eliminacja marnotrawstwa kluczem do sukcesu. Warszawa: CIM.
Uwagi
Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2021).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-0e638044-87d0-42e4-81d2-48541dee7ce8
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.