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The apparel manufacturing sector faces mounting pressure to simultaneously enhance productivity, reduce operational waste, and maintain compliance with dynamic buyer standards in an increasingly globalized and time-sensitive market. This systematic review investigates the integration of Lean Manufacturing principles and Enterprise Resource Planning (ERP) systems as a dual strategy to improve process efficiency across apparel production environments. Lean Manufacturing—originating from the Toyota Production System—focuses on minimizing waste and non-value-adding activities using tools such as Just-in-Time (JIT), 5S, Value Stream Mapping (VSM), and continuous improvement (Kaizen). ERP systems, by contrast, provide real-time visibility and control over core organizational functions through centralized data management and modular functionality. While these systems have traditionally been deployed in parallel, emerging scholarship suggests their combined application offers synergistic benefits, especially within the apparel sector characterized by high SKU variability, labor intensity, and volatile demand cycles. This review synthesizes evidence from 96 peer-reviewed articles published between 2000 and 2023, following PRISMA guidelines to ensure methodological transparency. The selected studies span five major apparel manufacturing hubs—Bangladesh, India, Vietnam, Turkey, and China—accounting for over 65% of global apparel exports. The review categorizes findings into five thematic domains: lean–ERP integration models, implementation strategies, sector-specific challenges, performance outcomes, and critical success factors. Empirical evidence from 51 studies highlights significant improvements in lead time (20–45%), defect rate reduction (10–25%), and operational cost savings (15–30%) post-integration. Additionally, 34 case-based studies document enhanced traceability, floor-level standardization, and better buyer compliance documentation. The analysis reveals that integration success depends on context-specific variables including firm size, digital infrastructure, leadership commitment, and organizational culture. Implementation strategies such as phased rollouts and agile methods consistently outperform big-bang approaches due to their adaptability and capacity to embed feedback loops. However, barriers such as ERP complexity, limited lean literacy among IT teams, poor change management, and resistance from middle management continue to hinder outcomes, especially in resource-constrained firms. This review contributes to the academic literature by offering a consolidated framework for understanding how lean and ERP systems co-evolve in apparel manufacturing environments. It also provides actionable insights for practitioners, highlighting the importance of modular ERP design, middleware interoperability, cross-functional training, and leadership-driven cultural transformation. Ultimately, the findings.
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