Showing 5 results for Agility
J. Jassbi, S.m. Seyedhosseini , N. Pilevari,
Volume 20, Issue 4 (4-2010)
Abstract
Nowadays, in turbulent and violate global markets, agility has been considered as a fundamental characteristic of a supply chain needed for survival. To achieve the competitive edge, companies must align with suppliers and customers to streamline operations, as well as agility beyond individual companies. Consequently Agile Supply Chain (ASC) is considered as a dominant competitive advantage. However, so far a little effort has been made for designing, operating and evaluating agile supply chain in recent years. Therefore, in this study a new approach has been developed based on Adaptive Neuro Fuzzy Inference System (ANFIS) for evaluating agility in supply chain considering agility capabilities such as Flexibility, Competency, Cost, Responsiveness and Quickness. This evaluation helps managers to perform gap analysis between existent agility level and the desired one and also provides more informative and reliable information for decision making. Finally the proposed model has been applied to a leading car manufacturing company in Iran to prove the applicability of the model.
Dr. Yahia Zare Mehrjerdi, Mahnaz Zarei,
Volume 26, Issue 2 (7-2015)
Abstract
Abstract Nowadays supply chain management has become one of the powerful business concepts for organizations to gain a competitive advantage in global market. This is the reason that now competition between the firms has been replaced by competitiveness among the supply chains. Moreover, the popular literature dealing with supply chain is replete with discussions of leanness and agility. Agile manufacturing is adopted where demand is volatile while lean manufacturing is used in stable demands. However, in some situations it is advisable to utilize a different paradigm, called leagility, to enable a total supply chain strategy. Although, various generic hybrids have been defined to clarify means of satisfying the conflicting requirements of low cost and fast response, little research is available to provide approaches to enhance supply chain leagility. By linking Leagile Attributes and Leagile Enablers (LAs and LEs), this paper, based upon Quality Function Deployment (QFD), strives to identify viable LEs to achieve a defined set of LAs. Due to its wide applicability, AHP is deployed to prioritize LAs. Also, fuzzy logic is used to deal with linguistics judgments expressing relationships and correlations required in QFD. To illustrate the usefulness and ease of application of the approach, the approach was exemplified with the help of a case study in chemical industry.
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Akbar Rahimi, Abbas Raad, Akbar Alamtabriz, Alireza Motameni,
Volume 30, Issue 3 (9-2019)
Abstract
Nowadays, Military products of superpowers countries have a high level of diversity, delivery speed, and appropriative operational functionality. Therefore, Production of varied, high quality and high speed delivery military products, is essential for enhance Iran's defensive deterrence power.
Defense industries supply chain agility is an answer to how to produce military products with these features. This paper, with the aim of providing supply chain agility model in defense industries, first, identifies the most important supply chain agility practices, Then, using factor analysis, categorizes the practices and validates them based on structural equation modeling (SEM) and finally, using Interpretative Structural Modeling (ISM), presents a model that shows the relationships and hierarchy between these practices. The results show that out of a total of 62 practices introduced in the previous research for agile supply chain, 41 practices in the agility of the supply chain of defense industries are effective. These practices were classified in 8 categories include supplier relationship, workshop level management, organizational structure improvement, human resource management, product designing, improve and integrate the process, application of information technology, and customer relationship. Improvement of organizational structure was at the lowest level of the model. Therefore, managers first should focus on it.
Rouhollah Sohrabi,
Volume 33, Issue 2 (6-2022)
Abstract
Nowadays, major challenges in the cold chain of perishable products, such as dairy products, are that these products do not reach customers on time. Answering the question of how to make the cold supply chain of perishable products more agile, the possibility of more control over this issue can be increased. This study tries to investigate the factors affecting the agility of the cold supply chain and after identifying the effective factors, rank them using the GRAY-DEMATEL-AHP. To data gathering, the literature of the subject and the opinions of experts and stakeholders who have sufficient experience in the cold chain have been used and the identified factors have been confirmed after several revisions by the Delphi through snowball sampling. Also, in order to take advantage of both the GRAY and DEMATEL approaches, this paper uses a combination of these two methods to examine causal relationships among the factors affecting the agility of the cold supply chain. The results show that Among the sourcing sub-factor, government decision-making and policies with a weight of 0.212 has gained the first rank and in the sub-factor of distribution, loading time and speed of action in distribution, with a weight of 0.188, has gained the first rank. Also, among the sub-factor of production, accurate planning and speed of action in order production, with a weight of 0.342, has gained the first rank. This paper adds valuable knowledge to the study of the dairy industry cold supply chain agility.
Dian Dewi, Yustinus Hermanto, Martinus Sianto, Jaka Mulyana, Dian Trihastuti, Ivan Gunawan,
Volume 35, Issue 2 (6-2024)
Abstract
Supply chain agility (SCA) has emerged as a significant focus for industries and businesses, serving as a cornerstone for gaining a competitive edge and playing a pivotal role in supply chain management. This importance is further underscored in the context of Product–Service Systems (PSS), which involve the development of both products and services. Despite the existing body of research on SCA and PSS, there has been a notable dearth of empirical studies examining the readiness of PSS SCA. This study makes a substantial contribution by developing a valid and reliable framework to assess the readiness of PSS for supply chain agility. The process involves defining domains, generating items, analyzing agreement among raters, testing for response bias, and conducting exploratory and confirmatory factor analyses. Using structural equation modeling, the model's validity and reliability were evaluated through an online survey with 405 participants from official motorcycle service partners. The findings identify six key capability constructs: collaboration, knowledge transfer, service partner development, information sharing, logistic integration and supply chain agility. This examination of PSS SCA readiness and its constructs provides a validated tool for industry practitioners to enhance their supply chain agility.
