Achieving sustainability through the lean and resilient management of the supply chain

Abstract

Purpose In the present work, lean and resilient practices applied to supply chains are studied in order to evaluate their impact on the three dimensions of sustainability. Additionally, the mutual impact of lean and resilient supply chain practices is investigated. The paper aims to discuss these issues. Design/methodology/approach The aerospace sector and its supply chain are chosen, since lean and resilient practices have been proven relevant in the sector. A methodology based on Interpretive Structural Modeling approach is applied in order to identify the existing relationships between lean and resilient supply chain practices and their impact on the three different dimensions of sustainability. Findings The results reveal synergetic effects between lean and resilient practices. The former practices act as drivers of the latter practices. Hence, lean practices lead to direct and indirect effects in achieving supply chain sustainability. Research limitations/implications The relationship between lean and resilient practices has been studied for the aerospace sector. Different sectors may lead to different results as the practices considered important in each sector may differ as well as the way in which each practice is implemented. Originality/value This study highlights the relationship existing between lean and resilient supply chain practices and their impact on sustainability. Additionally, several managerial implications are drawn out to help managers make better decisions.

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