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To be Lean or to be Agile? The Choice of Supply Chain Strategy

The changing role of manufacturing has ushered in an increasing number of initiatives aimed at improving operations. Specifically, various themes in operations have evolved over time, from forecasting and planning in the 1950s and 1960s through productivity and quality in the 1970s and 1980s respectively, to adaptability and responsiveness in the 1990s.
Even though the emergence of agile paradigm had spurred a large stream of research by scholars, yet most of the research had been at the manufacturing level. Very few researches have gone beyond the manufacturing level to the larger supply chain level. And there are even fewer researches discussing about the combination of lean thinking and agile thinking in supply chain level. Based on the above statement, the purpose of this study is as follows:
1. To identify the definition and characteristics of ¡§Lean¡¨ and ¡§Agile¡¨.
2. To explore the relationship of the two kinds of thinking.
3. To prove the practicability of the findings.
This research is organized as follows. Chapter 2 clearly describes the origin, definition and characteristics of lean thinking and agile thinking, and comparison of the two kind of thinking. Chapter 3 introduces the major combination factors of these- material decoupling point, information decoupling point, and postponement. Followed by introduction of three practical ways to combine the lean thinking and agile thinking.
Date01 March 2004
CreatorsLin, I-Ching
ContributorsIuan-yuan Lu, Huei-mei Liang, Chang-Chiang Chin
Source SetsNSYSU Electronic Thesis and Dissertation Archive
Detected LanguageEnglish
Rightsunrestricted, Copyright information available at source archive

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