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OPERATIONS MANAGEMENT | REVIEW ARTICLE
COGENT BUSINESS & MANAGEMENT
2024, VOL. 11, NO. 1, 2370445
Eect of lean supply chain on competitive advantage: a systematic
literature review
Zeyad Mustafa Hamed Khawkaa,b , Azmawani Abd Rahmana,c , Shae Bin Sideka ,
Siti Azfanizam Binti Ahmedd , Rami Hikmat Fouad Al-Hadeethie and
Tamadher Al-Dabbaghf
aSchool of Business and Economics, Universiti Putra Malaysia (UPM), Serdang, Malaysia; bBusiness Administration Dept,
College of Administration and Economics, Al-Iraqia University, Baghdad, Iraq; cPutra Business School, UPM, Selangor, Malaysia;
dFaculty of Engineering, Universiti Putra Malaysia (UPM), Serdang, Malaysia; eGlobal Education Career Centre (GECC), London,
United Kingdom; fCollege of Business Administration, City University Ajman, Ajman, United Arab Emirates
ABSTRACT
Undoubtedly, Lean Supply Chain Management (LSCM) has been widely identified as a
powerful approach to improving supply chain performance and gaining competitive
advantage (CA). Despite the challenges faced by numerous organizations in effectively
implementing and sustaining lean practices. This research endeavor seizes the
opportunity to conduct a comprehensive and methodical review of the existing
literature to offer an in-depth examination of the relationship between LSCM and CA,
focusing on the critical success factors (CSFs) for the lean supply chain that affect
competitive advantage. The current study employed a systematic literature review (SLR)
approach to identify studies on the relationship between LSCM and CA. A total of 529
published papers were selected from Web of Science (WoS), ScienceDirect, and Scopus
databases. A comprehensive literature review was conducted, in which 55 relevant
articles were analyzed from 2003 to 2023. The results revealed that the critical success
factors (CSFs) for implementing LSCM can be broadly categorized into internal factors,
external factors, and factors related to the implementation of LSCM. The most significant
internal factors include customer focus, flexibility, cost reduction, time-to-market, and
quality. External factors, such as collaboration with suppliers, customers, and other
stakeholders, innovation, and technology, were also deemed critical. Effective LSCM
practices such as lean principles, supply chain integration, information management,
and logistics management are identified as significant contributors to success. The key
results of this paper reveal that LSCM can be a practical approach for improving CA, as
it addresses many of these critical success factors (CFSs). By adopting lean principles
and integrating all aspects of the supply chain, firms can reduce waste, enhance
efficiency, and improve responsiveness to customer demands. The study further
discusses the current trends in LSCM and CA and provides implications for future
research. However, the research has limitations, which include the restricted scope of
the literature review and the lack of empirical research. In conclusion, this study
provides valuable insights into the critical success factors (CSFs) for implementing LSCM
and their effect on CA, which can benefit practitioners and researchers.
IMPACT STATEMENT
In the current landscape of fierce business competition, staying ahead of competitors
is imperative. Therefore, selecting the appropriate supply chain strategy has the
potential to enhance the company’s competitive advantage (CA). The adoption of lean
supply chain management (LSCM) in recent years has generated conditions for
substantial change in the way organizations manage their supply chains. However,
research is still ongoing on how LSCM can be integrated into current supply chain
models to improve CA and performance. LSCM is a powerful technique for improving
supply chain performance and establishing a competitive edge, and the current study
dives into this topic in depth. In recent times, there has been a notable surge in interest
regarding the utilization of LSCM and its effect on CA. Yet, the existing knowledge
about the advantages and obstacles of LSCM, which serve as driving forces and their
© 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.
CONTACT Zeyad Mustafa Hamed Khawka zeyed.hamed@aliraqia.edu.iq School of Business and Economics, Universiti Putra Malaysia
(UPM), Serdang, Malaysia.
https://doi.org/10.1080/23311975.2024.2370445
This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/), which
permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. The terms on which this article has been
published allow the posting of the Accepted Manuscript in a repository by the author(s) or with their consent.
ARTICLE HISTORY
Received 10 November
2023
Revised 2 June 2024
Accepted 15 June 2024
KEYWORDS
Supply chain
management; lean
principles; lean supply
chain management;
critical success factors;
competitive advantage
REVIEWING EDITOR
Pablo Ruiz, Universidad
de Castilla-La Mancha,
Spain
SUBJECTS
Business, Management
and Accounting; Industry
& Industrial Studies;
Information Technology
2 Z. M. H. KHAWKA ETAL.
connection to CA, is dispersed throughout various sources. This situation has spurred
the creation of this paper, aiming to fill this gap through a systematic review of existing
literature. Through a thorough examination of literature spanning from 2003 to 2023,
this study aims to construct a holistic comprehension of how a lean supply chain
influences CA by focusing on the crucial success factors (CSFs) for lean supply chain
management that affect competitive advantage. Thus, this paper sheds light on
achieving long-term success in a highly competitive market through lean supply chain
implementation. Additionally, the connection between the efficient supply chain and
CA offers greater motivation for professionals to utilize the implementation of LSCM in
order to improve their organizations’ CA. The present paper shows that internal aspects,
including customer-centricity, adaptability, cost-cutting, speed-to-market, product
quality, hand-by-hand with efficient LSCM procedures, and external elements such as
teamwork and creativity, are crucial to enhancing CA.
1. Introduction
Over the past few decades, Lean Supply Chain Management (LSCM) practices and principles have been
increasingly adopted across various industries. The growing interest in LSCM is primarily due to its sig-
nificant benefits, including cost minimization, reduced lead times, enhanced product quality, and various
other aspects (Rossini et al., 2023). In the contemporary worldwide business landscape, businesses aim
to attain competitive advantage (CA) over their competitors through the implementation of diverse strat-
egies (Al-Shami et al., 2022; Garcia-Buendia et al., 2023a; Iyer et al., 2019; Sulistyo & Ayuni, 2020). One
such strategy that has gained immense popularity in recent times is Lean Supply Chain Management
(Garcia-Buendia et al., 2023a). LSCM amalgamates lean philosophies to construct production systems of
superior quality, ensuring their congruence with the demands of customers (Rossini et al., 2024). Since
Lamming (1996) first introduced the LSCM concept, scholars and industry professionals have paid height-
ened attention to it (Moyano-Fuentes etal., 2019), cited by Garcia-Buendia et al. (2021b).
LSCM is a business philosophy that aims to reduce waste in all forms and improve effectiveness as
well as efficiency in the supply chain (Chitakatira & Al Bazi, 2011; Garcia-Buendia et al., 2023b). The con-
cept of Supply Chain Management (SCM) has emerged as a critical component of business success in
recent decades (Gilal etal., 2017; Monjur & Akon, 2023; Vickery et al., 2003). SCM encompasses oversee-
ing all operations related to producing and distributing goods and services to consumers (Susanto
et al., 2024).
The primary aim of SCM is to guarantee the accurate delivery of the appropriate product to the cor-
rect customer, precisely when needed, and at an optimal cost (Sahoo & Chaurasiya, 2024; Vickery et al.,
2003). The SCM framework relies on the notion that a company’s supply chain must be seen as a single
entity that must be managed in an integrated manner. Effective SCM can help companies achieve sig-
nificant cost savings, improved customer satisfaction, and increased profits (Roy & Roy, 2024; Vanichchinchai
& Igel, 2009). Lean principles have been widely used in the manufacturing sector to improve efficiency
and reduce waste (Chitakatira & Al Bazi, 2011; Rasanjali etal., 2024). Adopting lean principles in SCM has
led to the development of LSCM (Chen etal., 2010).
LSCM is a lean-based approach that focuses on eliminating all forms of waste throughout the supply
chain (Al Saadi & Amuthakkannan, 2024; Panwar etal., 2015). It comprises the utilization of lean tools as
well as techniques, for instance, value stream mapping, pull production, and continuous improvement,
to streamline processes and reduce waste (Ali, 2024; Duarte & Cruz-Machado, 2014; Lyons & Ma’aram,
2014). By reducing waste, LSCM can help companies minimize costs, enhance their efficiency, as well as
improve customer satisfaction (Al Saadi & Amuthakkannan, 2024). For instance, a study by Cvetić et al.
(2021) found that LSCM enables the elimination of waste, quality improvement, and cost reduction, lead-
ing to increased supply chain flexibility. This, in turn, can efficiently improve the performance of the
supply chain and all its participants.
Furthermore, the adoption of LSCM practices has been found to have a positive impact on the CA of
organizations (Garcia-Buendia et al., 2023a; Moyano-Fuentes et al., 2019). CA denotes the distinct edge
an entity possesses compared to its competitors, enabling it to yield higher profits or expand its market
share (Aristiawan et al., 2024; Crute etal., 2008). LSCM can help organizations achieve CA by improving
COGENT BUSINESS & MANAGEMENT 3
their ability to meet customer demand, reducing costs, and increasing efficiency (Ping etal., 2014; Rossini
et al., 2023; Vaezinejad & Schniederjans, 2024). For example, implementing LSCM can help healthcare
organizations improve internal interaction between employees, supply chain cost management, and sup-
ply chain responsiveness (Khorasani et al., 2020). Additionaly, LSCM can also be integrated with Industry
4.0 (I4.0) to improve operational performance and achieve sustainable results (Rossini etal., 2023).
Recently, increasing attention has been paid to the relationship between LSCM and CA (Al-Shami
et al., 2022; Ping etal., 2014; Sulistyo & Ayuni, 2020). Many researchers have argued that LSCM can pro-
vide companies with a significant CA (Bhamu & Sangwan, 2014, 2016; Duarte & Cruz-Machado, 2014;
Vaezinejad & Schniederjans, 2024). For example, several empirical studies (Anvari, 2021; Ariadi etal., 2021;
Garcia-Buendia etal., 2023a; Klein et al., 2022; Papageorgiou etal., 2020) have demonstrated a significant
and positive relationship between lean supply chain management and competitive advantage. However,
the nature and extent of this relationship are not well understood, according to Garcia-Buendia et al.
(2023a, 2023b).
Furthermore, there has been a significant increase in the significance of SCM in the success and com-
petitiveness of organizations (Garcia-Buendia etal., 2023a). As businesses have become more globalized,
the complexity of supply chains has increased, resulting in challenges such as longer lead times, higher
inventory costs, and greater supply chain risks (Kavota et al., 2024; Milovanovic et al., 2017; Smith &
Synowka, 2014). To address these challenges, businesses have been adopting LSCM practices
(Núñez-Merino et al., 2020; Rossini et al., 2023). Therefore, this literature review intends to discover the
connection between lean supply chain management (LSCM) and competitive advantage (CA). Additionally,
this study aims to identify the main critical success factors (CSFs) of a lean supply chain that affect com-
petitive advantage.
The research area of CSFs is vast and opaque; hence, holistic research provides an overview and orga-
nizes prior research since the genesis of the lean concept is required to create a shared foundation for
practice and academia. Moreover, firms encounter substantial obstacles in pinpointing and selecting per-
tinent main factors due to the absence of consensus on specific criteria or a comprehensive framework
(Kapaj, 2022). Therefore, the purpose of this article is to provide an in-depth analysis of the secondary
data from the literature published between 2003 and 2023, reviewing research in academic journals to
understand the critical success factors that are essential in implementing lean practices in the manufac-
turing and service sectors.
Several studies have explored the nexus between lean supply chain management and competitive
advantage, including the works of Rossini et al. (2023), Garcia-Buendia et al. (2023a), Kapaj (2022),
Papageorgiou et al. (2020), and Ab Talib and Hamid (2014). However, the search results do not indicate
if a comprehensive and systematic literature review was conducted to ensure all relevant critical success
factors for implementing LSCM and their impact on competitive advantage were captured (Bambrick
etal., 2023; Elkhairi etal., 2019). Therefore, this study attempts to fill this gap by identifying the essential
success factors (CSFs) for implementing LSCM, which affect competitive advantage.
The review is organized into several sections. The first section provides a brief overview of the con-
cept of LSCM and its evolution. The second section addresses the connection between LSCM as well as
CA, while the third section examines the empirical evidence of this relationship. The fourth section
explores the theoretical underpinnings of the relationship between LSCM and CA, while the fifth section
examines the critical success factors (CSFs) for implementing LSCM. Finally, the review concludes by dis-
cussing the challenges associated with LSCM implementation and providing suggestions for future
research.
2. Research methodology
A systematic literature review (SLR) is an objective examination of an existing body of literature that
employs a clear as well as reproducible approach for searching, analyzing and synthesizing it (Salawu
et al., 2022). The authors performed a systematic literature review (SLR) to aggregate the research find-
ings from papers published on the relationship between LSCM and CA in different parts of the world.
The literature review aims to summarise the previous studies, and it helps to illuminate the research
problem and pathway for future research and gather limitations of previous studies (Boell &
4 Z. M. H. KHAWKA ETAL.
Cecez-Kecmanovic, 2015; Lame, 2019). A systematic literature review (SLR) summarises the previous study
based on rigorously, fair, and auditable research objectives (Mahajan et al., 2024). SLR is an important
step in designing new interventions and evaluations, promoting the development of new methodolo-
gies, and guiding future research efforts.
The purpose of a systematic review is to identify all relevant empirical evidence that meets predeter-
mined criteria to address a specific research question or hypothesis (Snyder, 2019). In their study,
Chaudhary et al. (2021) identify the advantages of the use of the systematic literature review methodol-
ogy: (1) understanding, rigorous and transparent identification of studies in the literature consistent with
the research question; (2) the possibility of supplementing the present literature with theoretical frame-
works and future research insights; and (3) the possibility of identifying new study perspectives similar
to or contradictory to those already present, as cited by Risitano et al. (2023). In order to ensure a rig-
orous as well as comprehensive review of the current literature on the effect of lean supply chains on
competitive advantage, this study adopted a systematic approach to the literature review process. The
approach employed in this research relies on the four-step method proposed by Wolfswinkel etal. (2013),
which involves defining the scope of the review, searching for relevant literature, selecting appropriate
studies, and analyzing the findings.
The first step in this approach was to define the scope of the review. Therefore, the research team
developed a set of inclusion and exclusion criteria to guide the search for relevant literature. The studies
were selected based on five inclusion criteria: (1) the documents were selected based on the keywords
criteria in the area of supply chain management, lean principles, lean supply chain management, critical
success factors, and competitive advantage; (2) the documents were selected based on the research prob-
lem and research questions; (3) the publications should be in English language; (4) the document should
address the topic of lean supply chain management and competitive advantage in various industries and
contexts; (5) the publication year should be from 2003 to 2023. Figure 1 shows the inclusion criteria for the
current study. Appendix A shows the list of documents analyzed in this study. The starting year of 2003
was chosen because, although a lean approach in supply chain management emerged in the 1990s, the
concept of lean supply chain management as a way to achieve the required competitive advantage began
to gain significant attention within both academic and industrial research in the early 2000s (Manzouri &
Rahman, 2013; Tasdemir & Gazo, 2018; Ugochukwu etal., 2012). Here, the exclusion criteria were also devel-
oped to exclude studies that were not directly relevant to the research problem or did not meet certain
quality standards. Thereby, the description on the criterion of the final selection is presented in Table 1.
The second step in the approach was to search for relevant literature. To achieve this, the researchers
conducted an extensive search of multiple academic databases, which includes Web of Science,
Figure 1. Literature review inclusion criteria.
COGENT BUSINESS & MANAGEMENT 5
ScienceDirect, Scopus, as well as Google Scholar. In addition, the team also searched for relevant litera-
ture in various industry publications, such as trade journals and industry reports.
The third step in the approach was to select appropriate studies. In order to do this, the research
team conducted a screening process to identify research that satisfied the exclusion as well as inclusion
criteria. Moreover, the screening process involved reviewing the abstracts as well as titles of the recog-
nized studies and then selecting those that were deemed relevant for further analysis. In addition, the
team also conducted a full-text review of the selected studies to ensure they met the inclusion criteria
and were of high quality.
The fourth and final step in the approach was to analyze the findings of the selected studies. In order
to do this, the research team conducted a qualitative analysis of the literature, using a thematic approach
to identify common themes and patterns in the findings. The analysis focused on the key factors that
contribute to the lean supply chain management effect on competitive advantage, as well as the chal-
lenges and limitations associated with implementing lean supply chain practices.
The first phase was defining the search strategy. The inclusion criteria and search parameters were
determined, and keywords related to LSCM and CA were identified. The criteria for article selection were
based on period of study, language, source, and study design. English-language peer-reviewed journals
with both qualitative and quantitative research designs were included. The next phase was searching for
relevant articles. Three databases, known as Web of Science, SCOPUS, and ScienceDirect, were selected
for the search. The Web of Science (WoS) Core Collection and Scopus databases were considered due to
their broader coverage of scientific publications, as well as the high level of curation of their publication
data performed by the respective editorial teams (Cortes-Rodriguez et al., 2023; Mauludina et al., 2023).
The Scopus database has been instrumental in sourcing relevant material for this review (Ishaya et al.,
2024). Thelwall and Sud (2022) described Scopus as an abstract and indexing database with full-text links
produced by Elsevier Co. Accordingly, Scopus is considered one of the most suitable databases for liter-
ature searches for global research (Ishaya etal., 2024). Data from Emerald was also included, which was
similar to the data from Scopus and hence considered in the Scopus stratum. The Web of Science (WoS)
database was used because it allows access to 9,000 journals and 12 million articles, allowing substantial
international access to high-quality peer-reviewed papers (Júnior et al., 2023). Also, WoS belongs to the
provider Clarivate Analytics, which has a portfolio of platforms that can retrieve and analyze high-impact
scientific literature (Cortes-Rodriguez etal., 2023). Another database used was Science Direct, one of the
most popular online platforms operated by the Anglo-Dutch publisher Elsevier. Science Direct has an
electronic collection of full texts provides subscription-based access to large databases (Rodrigues et al.,
2024). Google Scholar was also used as the scholarly work coverage in Google Scholar is impressively
broad and includes the most important scholarly publishers’ archives (Ab Talib & Hamid, 2014).
The keywords were used to search for articles, and the results were filtered using available filtering
options. A total of 529 articles were extracted, with 273 from Scopus, 130 from Web of Science, and
126 from ScienceDirect. The third phase was selecting the relevant articles based on specific criteria.
The inclusion date range was set from 2003 to 2023, resulting in the inclusion of 298 articles and the
exclusion of 231. Duplicate articles were also removed, leaving a total of 99 articles. The abstracts and
author keywords were then used to select 61 articles, which were then screened based on their full
text. The final selection was 55 articles that met the inclusion criteria. In the final phase, the chosen
articles were assessed relying on the provisional coding method. This method involved creating an
initial set of codes based on the research conducted and adding specified codes generated from the
literature review. This facilitated the validation of previous studies and research, as recommended by
Van Lange Paul etal. (2015).
Table 1. Criteria for inclusion of the paper selection.
Criteria for inclusion Narrative
Keywords Supply Chain Management, Lean Principles, Lean Supply Chain
Management, Critical Success Factors, and Competitive Advantage.
Language English.
Types of documents Articles
Types of sources Peer-reviewed journals and proceedings
Period (Time interval) 2003-2023
6 Z. M. H. KHAWKA ETAL.
3. Analysis & ndings
The selected 55 articles were statistically analyzed based on the context of the study and the publication
year, as shown in Table 2, where findings reveal that the majority of the articles selected in this literature
review were published in 2014, which was 18.2% of the total selected articles followed by the articles
published in the year 2011 2016 in 2021 which was 9.1% of the total selected articles. Accumulatively,
these three years include a total of 27.3% of the total selected articles. Considering the selected articles,
the least number of articles were published in 2003, 2007, 2009, 2017, 2022 and 2023. It was noted that
the subject was understudied in the past two years. One of the main reasons was COVID-19, as most of
the researchers were on the pandemic. Figure 2 demonstrates the distribution of articles by publica-
tion year.
Considering the research context, all 55 articles were published worldwide roughly, including across
most continents. However, the subject of the current study was more popular in Europe and America.
The majority of the articles were published in Colombia, the United Kingdom, the United States, India
and Indonesia. Whereas in Germany, Iran, Lithuania, Portugal, Spain, Taiwan and Turkey, very few arti-
cles were published. However, considering the context of the study, the publications were generaliz-
able from the perspective of LSCM. Figure 3 shows the context of the study.
Table 2. Year of publication.
Year Frequency Percent
2003 1 1.8
2007 1 1.8
2008 3 5.5
2009 1 1.8
2010 3 5.5
2011 5 9.1
2012 2 3.6
2013 4 7.3
2014 10 18.2
2015 4 7.3
2016 5 9.1
2017 1 1.8
2018 3 5.5
2019 3 5.5
2020 2 3.6
2021 5 9.1
2022 1 1.8
2023 1 1.8
Total 55 100
Figure 2. Distribution of articles by publication year.
COGENT BUSINESS & MANAGEMENT 7
4. Concept of lean supply chain management (LSCM)
SCM has emerged as a crucial focal point for companies aiming to boost their operational effectiveness,
minimize costs, as well as elevate customer satisfaction (Modi & Mabert, 2007; Moori et al., 2013;
Narasimhan & Talluri, 2009). LSCM, which has garnered considerable focus in recent times, traces its ori-
gins to the emergence of the Toyota Production System (TPS) in Japan during the 1940s and 1950s
(Ohno, 1982). TPS, also known as Just-In-Time (JIT) production, which means that their inventory man-
agement method is to receive goods from suppliers only as they are needed at short notice. JIT has
been widely applied in the automotive industry, and then extended to other industries (Vanichchinchai,
2019). JIT was designed to eliminate waste, increase efficiency, and improve quality in manufacturing
processes (Adeyeri etal., 2019; Mankazana & Mukwakungu, 2018). Ohno (1982), the father of TPS, empha-
sized the importance of reducing waste in all aspects of manufacturing, including the supply chain. He
believed that by eliminating waste, companies could boost product quality, minimize costs, as well as
respond quickly to customer demand.
Over time, the principles of TPS were adapted and applied to other industries and business functions,
including SCM. In the 1980s, the concept of Lean Manufacturing emerged in the West, based on the
principles of TPS (Moori etal., 2013). Lean Manufacturing was quickly embraced by many companies, as
it provided a framework for reducing waste and improving efficiency in production processes (Anham &
Nurcahyo, 2019). However, it soon became apparent that the benefits of Lean Manufacturing could be
extended beyond the factory floor to the whole supply chain. This resulted in the creation of LSCM,
which applies Lean principles across the entire supply chain, starting from obtaining raw materials to the
distribution of finalized goods to customers (Ramachandran & Neelakrishnan, 2017). The goal of LSCM is
to eliminate waste, increase efficiency, and improve the overall performance of the supply chain (Fercoq
et al., 2016). The LSCM principles continue to evolve as new technologies and business models emerge,
and companies seek to adapt to changing market conditions (Indrawati et al., 2018). However, there is
no universally agreed-upon definition of LSCM, and different authors have defined it in various ways
(Distelhorst et al., 2017). For instance, Christopher and Towill (2001) defined ‘Lean SCM as the extension
of lean manufacturing as well as lean services principles to the supply chain in order to create a seam-
lessly coordinated system of materials and information flows’. Narasimhan and Talluri (2009) refer to it as
a system of management practices and activities that extend the principles of lean production to the
management of the entire supply chain, from supplier to customer. Meanwhile, Bicheno (2004) defined
LSCM as a ‘philosophy and a set of management techniques that emphasize the elimination of non-value-
added activities in the supply chain while enhancing efficiency, reducing costs, and increasing speed and
flexibility’.
Figure 3. Contextual background of the article.
8 Z. M. H. KHAWKA ETAL.
On the other hand, Modi and Mabert (2007) stated LSCM as the implementation of lean principles to
supply chain activities in order to eliminate waste, improve flow, and create value for the customer.
Moreover, Moori et al. (2013) defined LSCM as a systematic approach to conducting the whole supply
chain to achieve both cost and service objectives by eliminating waste and continuously improving per-
formance. ‘Apart from that, Gunasekaran and Ngai (2012) defined LSCM as involving merging lean think-
ing principles with SCM methods to enhance the smooth movement of products, services, as well as
information throughout the entire supply chain network, with the goal of delivering value to customers
while minimizing waste and enhancing efficiency’. In this regard, the waste elimination process requires
a clear understanding of waste and value across the organization (Ramachandran & Neelakrishnan, 2020).
Waste is anything that interferes with the smooth production flow and does not add value (Wen etal.,
2014). Value, on the other hand, is something that a customer is ready to pay for and all others are to
be considered waste (Ramachandran & Neelakrishnan, 2020). The eight wastes identified are overproduc-
tion, waiting, conveyance, overprocessing, excess inventory, movement, defects, and low employee cre-
ativity (Gilal et al., 2016; Ikpe & Shamsuddoha, 2024; Ramachandran & Neelakrishnan, 2020; Wen et al.,
2014; Wiengarten et al., 2013). Among all these, overproduction is the most significant waste that can
mask other inefficiencies (Wen et al., 2014).
Despite these various definitions, it is evident that the core focus of LSCM is on enhancing supply
chain efficacy, minimizing costs, as well as improving customer satisfaction through the elimination of
waste and continuous improvement. This approach is grounded in lean production principles, highlight-
ing the removal of inefficiencies, streamlining of procedures, as well as the creation of value for the
customer. For example, Amazon is known for its highly efficient supply chain and fulfillment operations,
built on Lean principles like Just-In-Time (JIT) inventory management. By implementing Lean tools,
Amazon optimizes its operations, reduces waste, and enhances customer experience (Onetto, 2014).
Similarly, Seven-Eleven Japan successfully applied Lean principles and concepts. As a result, the outcome
of some projects contributed to an increase in the integration of processes from ordering to delivery,
enhanced service levels, boosted sales, and reduced inventory levels (Naruo & Toma, 2007). Starbucks
adopted the Lean approach to enhance customer experience. This strategy involves implementing Lean
practices, such as visual management solutions and actions to improve and standardize operational pro-
cesses (Myerson, 2017). Similarly, Zara utilized Lean principles to gain a competitive advantage over
other fashion retailers, including the implementation of a Kanban system to facilitate pulled workflows
in their operations (Marques et al., 2022; Robinson, 2021). This system is a subsystem of the Toyota
Production System (TPS) and was created to manage inventory levels and regulate the production and
supply of components and, in some instances, raw materials (Junior & Godinho Filho, 2010; Rahman
et al., 2013), as cited by Marques et al. (2022).
5. Relationship of LSCM and competitive advantage (CA)
CA denotes the distinctive edge a company holds in comparison to its competitors, allowing it to gen-
erate increased profits or achieve a superior market position (Sulistyo & Ayuni, 2020). This advantage can
be based on various factors, for instance, reduced costs, greater quality services or products, quicker
delivery times, better customer service, or a unique business model (Crute etal., 2008). Various forms of
CA exist, such as cost advantage, differentiation advantage, as well as focus advantage. Cost advantage
denotes a company’s capacity to manufacture as well as market its products or services at a reduced
cost compared to its competitors (Crute etal., 2008). A differentiation advantage pertains to a company’s
capacity to provide distinctive and superior products or services that are challenging for competitors to
imitate (Crute et al., 2008). The focus advantage denotes a company’s capacity to concentrate on a par-
ticular market segment and deliver products or services tailored to meet the precise requirements of
that market.
In order to maintain a CA, companies must continually adapt and evolve to meet changing market
conditions. This may involve investing in new technologies, improving their operations, or expanding
into new markets. Companies that are able to sustain their CA are more likely to achieve long-term
success and profitability (Garcia-Buendia et al., 2023a). CA is a crucial concept in business strategy, as it
allows companies to differentiate themselves from their competitors and capture a greater market share
COGENT BUSINESS & MANAGEMENT 9
(Garcia-Buendia et al., 2023a). Companies can achieve a competitive advantage through various means,
including cost advantage, differentiation advantage, and focus advantage (Asikin etal., 2024). One prom-
inent example of cost advantage is Walmart, the world’s largest retailer. Through supply chain optimiza-
tion and operational efficiency improvements, Walmart delivers products at competitive costs compared
with rivals, catering to cost-conscious consumers (Valentinov & Iliopoulos, 2024). Several companies have
effectively implemented the differentiation strategy to achieve competitive advantages. For example,
Apple is renowned for its differentiation strategy through its focus on innovative design, user-friendly
interfaces, and strong brand identity (Addison & Adelaide, 2022). As a result, it has distinguished itself in
the technology market by gaining a loyal customer base willing to pay a premium for its offerings (Pan,
2024). Novo Nordisk is an example of a company that has sustained a competitive advantage through
its focus strategy. Novo Nordisk has focused on diabetes medication manufacturing. This focus has
allowed it to establish itself as a global leader in diabetes care, attract a loyal customer base, and main-
tain a competitive edge in the pharmaceutical industry (Eric, 2019).
To maintain their competitive advantage, companies must continually adapt and evolve to meet
changing market conditions (Wong et al., 2009). Another benefit of LSCM is improved quality. The focus
on continuous improvement and waste elimination in LSCM can help companies determine as well as
discuss issues in the supply chain, minimizing the risk of defects while enhancing the entire product
quality. In addition, the adoption of LSCM can also lead to a reduction in the time and resources required
to resolve quality issues, allowing companies to focus on improving the customer experience (El-Tawy &
Gallear, 2011). LSCM can also increase customer satisfaction by providing faster delivery times and
better-quality products. In a lean supply chain, goods are manufactured and delivered only when they
are needed by the customer, reducing the risk of stockouts as well as overstocking. This can result in
enhanced customer loyalty as well as increased sales. LSCM can provide companies with a significant CA
by reducing costs, improving quality, and increasing customer satisfaction (Baysan etal., 2013). Companies
that adopt LSCM can benefit from improved supply chain efficiency, reduced lead times, and a focus on
continuous improvement, which can all help to position them as leaders in their respective fields.
6. Themes of codded literature
Articles were reviewed thoroughly based on their objectives and findings. Considering the current topic
of the study, several themes originated from the article. These themes include lean principles and prac-
tices, supply chain management, competitiveness, environmental sustainability, and technology and
innovation, as depicted in Figure 4. The research themes are shown in Table 3 below.
6.1. Lean principles and practices
Lean principles and practices have gained a lot of attention in recent years as they offer organizations a
systematic approach to improving their operations and reducing waste. Moreover, Anvari (2021), Dzikron
and Djamaludin (2021), Belekoukias et al. (2014), Yuan and Wang (2013), Konecka (2010), and Jayaram etal.
(2008) indicated that the lean principles and practices in SCM had an important role in successful perfor-
mance and competitive advantage. According to Anham and Nurcahyo (2019), Gilal etal. (2016), Jasti and
Kodali (2016), Smith and Rupp (2015), and Chen et al. (2010), lean principles focus on identifying and
eliminating activities that do not add value to the organization’s processes, thereby improving efficiency
and productivity. It is exemplified in the case of Toyota as a prime example, where the implementation of
Just-In-Time (JIT), which is a production strategy to minimize waste and inefficiencies, revolutionized the
automotive industry by streamlining production processes and eliminating waste (Al-Rifai, 2024). Baysan
et al. (2013) and Zahraee (2016) suggest that lean practices involve continuous improvement, waste reduc-
tion, and employee involvement. For instance, companies like Amazon have successfully implemented lean
practices in their fulfillment centers by utilizing Value stream mapping (VSM), a tool created by the lean
production movement to identify and reduce errors, losses, and lead time and to improve value-added
activities (Qin & Liu, 2022). Amazon also implemented warehouse robots and automated sorting systems,
which enhanced operational efficiency and accuracy within its vast logistics operations and reduced labor
costs (Olaoye & Samon, 2024). Anvari et al. (2011, 2013) argued that lean principles and practices can
10 Z. M. H. KHAWKA ETAL.
potentially improve an organization’s overall performance by reducing costs, improving quality, and increas-
ing customer satisfaction. In the 1990s, General Electric (GE) implemented Lean Six Sigma (LSS) succccefully
across its business units (Deniz & Tükenmez, 2024; Gupta et al., 2020), which is a methodology that can
help companies improve their focus on quality, cost, delivery, and customer satisfaction to gain long-term
competitive advantage (Vashishth et al., 2024). On the other hand, Bhamu and Sangwan (2014) and Lau
and Wang (2013) suggest that lean practices also facilitate organizations to enhance their SCM by minimiz-
ing lead times as well as inventory levels. For instance, companies (e.g. Dell and Gateway) have designed
a build-to-order supply chain (BTO-SC) network system to confront the uncertainty of customers’ demand,
which is a system that builds products according to customers’ particular requests at a competitive cost
and time through outsourcing, information technology, and standardization of parts to maintain low inven-
tory levels, minimize lead times and inventory costs, allowing for efficient customization of products and
quick response to customer orders (Taheri-Bavil-Oliaei etal., 2021).
Figure 4. Network themes of the literature.
Table 3. Themes of the articles.
Themes Authors
Lean principles and practices Garcia-Buendia et al. (2023a); Manzoor et al. (2022);Dzikron and Djamaludin (2021); Anvari (2021);
Ramachandran and Neelakrishnan (2020); Anham and Nurcahyo (2019); Zahraee (2016); Gilal etal. (2016);
Jasti and Kodali (2016); Belekoukias et al. (2014); Anvari et al. (2013); Baysan etal. (2013); Wiengarten
et al. (2013); Bevilacqua et al. (2015); Smith and Rupp (2015); Bhamu and Sangwan (2014, 2016); Wen
et al. (2014); Lau & Wang, 2013; Yuan and Wang (2013); Mantilla Celis and Sánchez García, (2012); Anvari
et al. (2011); Li et al. (2010); Chen et al. (2010); Konecka (2010); Sauer (2008); Jayaram et al. (2008); Koch
and Horbal (2003).
Supply chain management Boschi et al. (2018); Chitakatira and Al Bazi (2011); Crute et al. (2008); Özdemir etal. (2014); Gilal et al.
(2016); Distelhorst et al. (2017); El-Tawy and Gallear (2011); Anvari etal. (2011).
Competitiveness Dzikron and Djamaludin (2021); Brown etal. (2015); Belekoukias et al. (2014); Baysan et al. (2013); Zahraee
(2016); Fercoq etal. (2016); Garcia-Buendia et al. (2023a); Anham and Nurcahyo (2019); Bhamu and
Sangwan (2014); Lau and Wang (2013); Chitakatira and Al Bazi (2011); Jasinavičius and Jasinavičius
(2011); Crute et al. (2008); Anvari et al. (2013); Gilal et al. (2017); Konecka (2010).
Environmental sustainability Bhamu and Sangwan (2016); Fercoq etal. (2016); Shashi et al. (2019); Gaikwad and Sunnapwar (2021).
Technology and innovation Anvari et al. (2013); Powell and Skjelstad (2012); Boschi et al. (2018); Garcia-Buendia et al. (2023a); Jasti and
Kodali (2016); Indrawati et al. (2018); Moyano-Fuentes et al. (2021); Tortorella etal. (2018b); Koch and
Horbal (2003).
COGENT BUSINESS & MANAGEMENT 11
6.2. Supply chain management (SCM)
SCM holds paramount importance for businesses as it encompasses the oversight of the move-
ment of products and services from suppliers to customers. According to El-Tawy and Gallear
(2011), SCM involves activities such as planning, sourcing, production, and logistics. Gilal et al.
(2016), Özdemir et al. (2014), and Anvari et al. (2011) stated that SCM enhances competitiveness
and performance by integrating the internal functions of the company and effectively associating
them with the operations of suppliers and customers. Meanwhile, Boschi etal. (2018) suggest that
effective SCM can facilitate organizations to boost their competitiveness by minimizing costs,
enhancing quality, as well as improving customer satisfaction. Furthermore, Chitakatira and Al Bazi
(2011) argue that SCM is also essential for organizations to adapt to changing customer demands
and market conditions.
6.3. Competitiveness
Competitiveness is a critical factor for organizations as it determines their ability to compete in the
marketplace and achieve sustainable growth. According to Brown et al. (2015), competitiveness
involves creating and delivering value to customers, improving efficiency, and leveraging technology
and innovation. Meanwhile, Anham and Nurcahyo (2019), Dzikron and Djamaludin (2021), Zahraee
(2016), Belekoukias etal. (2014), Lau and Wang (2013), and Konecka, 2010; argue that lean principles
and practices can help organizations improve their competitiveness by reducing costs and improv-
ing quality. Moreover, Baysan et al. (2013) and Jasinavičius and Jasinavičius (2011) suggest that effi-
cient SCM is also crucial for organizations to improve their competitiveness by reducing lead times
and inventory levels. Apart from that, Fercoq etal. (2016) highlight the importance of environmental
sustainability in improving an organization’s competitiveness by reducing costs and enhancing
reputation.
6.4. Environmental sustainability
In recent years, organizations have placed growing emphasis on environmental sustainability, aiming to
diminish their environmental footprint and enhance their public image (Bhamu & Sangwan, 2016).
According to Fercoq et al. (2016), environmental sustainability involves reducing waste, conserving
resources, and minimizing pollution. Additionally, Gaikwad and Sunnapwar (2021) proposed that organi-
zations can enhance their environmental sustainability by embracing green supply chain management
strategies like eco-friendly design, environmentally conscious procurement, and reverse logistics. Fercoq
et al. (2016) argue that environmental sustainability can also improve an organization’s competitiveness
by reducing costs and enhancing its reputation.
6.5. Technology and innovation
Technology and innovation are critical factors for organizations as they seek to improve their effi-
ciency, productivity, and competitiveness. Thus, IT development is constantly increasing manufactur-
ing companies’ ability to react quickly and reliably to demand through enhanced transparency,
visualization, and processing capabilities (Powell & Skjelstad, 2012). According to Boschi et al. (2018),
technology and innovation involve the development and implementation of new ideas, products,
and processes. Moreover, Garcia-Buendia et al. (2023a) and Jasti and Kodali (2016) suggest that tech-
nology and innovation can help organizations improve their SCM by enhancing visibility, collabora-
tion, as well as responsiveness. Meanwhile, Tortorella etal. (2018a) and Jasti and Kodali (2016) argue
that technology and innovation can also help organizations improve their environmental sustainabil-
ity by reducing waste and increasing efficiency. Furthermore, Moyano-Fuentes et al. (2021) empha-
size the significance of organizational culture as well as leadership in fostering innovation and
creativity.
12 Z. M. H. KHAWKA ETAL.
7. LSCM factors aecting competitive advantage (CA)
In the analysis of 55 studies on the connection between LSCM as well as CA, a number of factors
emerged as having a significant impact on CA. The factors can be broadly categorized into two main
areas: External as well as Internal factors.
Internal factors: These comprise customer focus, flexibility, cost reduction, time-to-market, quality,
information management, collaboration, innovation, strategic planning, supply chain integration, lean
principles, and organizational culture (Ab Talib & Hamid, 2014; Distelhorst et al., 2017; Manzoor et al.,
2022; Ramachandran & Neelakrishnan, 2017; Vickery et al., 2003) as follows:
Customer focus refers to the ability to understand the needs and preferences of customers and provide
them with customized products and services that are more appealing than competitive products in the
market, which can enhance customer satisfaction and loyalty and strive to exceed customer expectations
(Bhamu & Sangwan, 2016; de Oliveira Cunha et al., 2011; Hibadullah et al., 2014; Manzoor et al., 2022).
Flexibility expresses the capability to quickly adapt to transformations in customer demand as well as
market conditions, which can improve responsiveness and reduce lead times (Manzoor et al., 2022).
Cost reduction is the ability to reduce costs through efficient and effective use of resources. This can
help companies maintain competitive pricing, increase profitability, and reinvest resources into other
areas of the business (Manzoor et al., 2022).
Time-to-market is the capability to bring new services and products to market faster than competitors,
which can help companies gain a first-mover advantage and capture a larger share of the market
(Manzoor et al., 2022; Moori et al., 2013).
Quality is the capability to deliver high-quality services and products that satisfy or surpass customer
expectations, which may enhance brand reputation and customer loyalty (Anham & Nurcahyo, 2019;
Moori et al., 2013).
Information management is the ability to effectively manage and utilize data and information for
decision-making, which can improve operational efficiency and effectiveness (Ping etal., 2014).
Collaboration refers to the ability to work closely with suppliers, customers, and other stakeholders to
achieve common goals, which can enhance supply chain visibility, improve communication, and foster
innovation (Tortorella et al., 2018a).
Innovation refers to the ability to develop new and innovative products, services, and processes, which
can create a CA and enhance customer satisfaction (Tortorella etal., 2018a).
Strategic planning is the ability to develop and implement a comprehensive and well-defined strategic
plan, which can help companies align their supply chain operations with overall business objectives and
improve decision-making (Chitakatira & Al Bazi, 2011).
Supply chain integration is the ability to integrate all aspects of the supply chain to enhance effective-
ness and efficiency, which can enhance supply chain visibility, reduce lead times, and improve customer
satisfaction (Sulistyo & Ayuni, 2020).
Lean principles refer to the application of lean principles aimed at eradicating inefficiencies and stream-
lining operations to boost effectiveness, minimize costs, as well as elevate customer satisfaction
(Chitakatira & Al Bazi, 2011).
Organizational culture is also a factor that impacts CA in the LSCM context. The development of a
culture that promotes continuous improvement, collaboration, and innovation may increase operational
efficiency, minimize costs, as well as elevate customer satisfaction (Manzoor et al., 2022).
External factors: These include technology, human capital, sustainability, risk management, logistics
management, and supplier management (Narasimhan & Talluri, 2009; Rahman & Subramanian, 2012;
Reeves, 2007; Reeves etal., 2010; Tortorella et al., 2018a; Wong et al., 2009) as follow:
Technology refers to the use of technology to enhance efficiency and effectiveness, which can improve
operational efficiency and reduce costs (Lee et al., 2024).
Human capital refers to the ability to attract, retain, and develop a skilled and motivated workforce,
which can enhance innovation and operational efficiency (Birhane et al., 2023; Wong et al., 2009).
Sustainability refers to the ability to balance economic, environmental, and social factors in business
operations, which can enhance brand reputation and customer loyalty (Gamachu & Kurse, 2024; Wong
et al., 2009).
COGENT BUSINESS & MANAGEMENT 13
Risk management refers to the ability to identify and mitigate risks in supply chain operations, which
can reduce the likelihood of disruptions and improve business continuity (Ambarwati et al., 2024;
Konecka, 2010; Narasimhan & Talluri, 2009).
Logistics management refers to the ability to effectively manage the flow of services and goods
through the supply chain, which can reduce lead times, improve inventory management, and enhance
customer satisfaction (Ganbold, 2024; Reeves, 2007; Reeves etal., 2010).
Supplier management refers to the ability to effectively manage suppliers to ensure quality, reliability,
and responsiveness, which can improve supply chain performance and reduce costs (Bhamu & Sangwan,
2016; Modi & Mabert, 2007; Oriji & Joel, 2024; Wang et al., 2023).
8. Challenges in LSCM
LSCM is a prominent strategy for increasing the effectiveness and efficiency of SCM (Bhamu & Sangwan,
2014; Bicheno, 2004; Boschi et al., 2018). The goal of LSCM is to reduce waste, increase speed and
flexibility, and enhance customer value. LSCM has been widely adopted by organizations in different
industries as it is seen as a way to gain a CA. However, there are several challenges associated with
LSCM, as well as its effect on CA. In this essay, we will discuss the challenges associated with LSCM as
well as its impact on CA, relying on the analysis of 55 studies. One of the main challenges associated
with LSCM is the complexity of SCM (Chitakatira & Al Bazi, 2011). SCM engages various stakeholders,
encompassing suppliers, distributors, manufacturers, as well as retailers (Yang et al., 2021). Each of
these stakeholders has different goals, objectives, and processes (Sindakis etal., 2023). The complexity
of SCM makes it challenging to implement LSCM successfully. The adoption of LSCM requires a signif-
icant change in the way organizations manage their supply chains. This change involves redefining
processes, roles, and responsibilities. This change can be difficult to manage, especially when dealing
with multiple stakeholders who may not have a shared vision or understanding of LSCM (Berger
et al., 2018).
The second challenge associated with LSCM is the lack of understanding of lean principles among
supply chain stakeholders (Crute et al., 2008). Lean principles are the foundation of LSCM. They are
designed to reduce waste, increase efficiency, and enhance customer value. However, the lack of under-
standing of lean principles among supply chain stakeholders can hinder the successful implementation
of LSCM (Lau & Wang, 2013; Tortorella et al., 2018b). For example, suppliers may not have a clear under-
standing of what is required of them to meet the lean requirements of LSCM; this can lead to delays,
inefficiencies, and higher costs. Toyota’s suppliers encountered challenges in fully comprehending lean
manufacturing principles, potentially leading to quality concerns (Maware & Parsley, 2022). One notable
practical case example is the sudden acceleration and brake loss problem in Toyota’s vehicles, which
occurred in 2009 (Bowen & Zheng, 2015) and was predominantly attributed to a defect in the accelerator
assembly supplied by one of a tier-two supplier who supplies individual parts or assembled components
to Toyota Co., highlighting the importance of addressing quality control in the manufacturing process to
prevent such safety concerns (Andrews etal., 2011).
The third challenge associated with LSCM is the lack of collaboration among supply chain stakehold-
ers (Horbal et al., 2008). Collaboration is critical to the success of LSCM. LSCM requires all supply chain
stakeholders to work together to identify and eliminate waste. However, the lack of collaboration among
stakeholders can hinder the successful implementation of LSCM (Fan etal., 2023). For example, if suppli-
ers are unwilling to share information with manufacturers, this can lead to delays and inefficiencies in
the production process. Similarly, if manufacturers are unwilling to collaborate with distributors, this can
lead to stockouts and higher costs (Bag et al., 2023).
The lack of technological infrastructure is also a challenge associated with LSCM. LSCM requires the
use of technology to monitor and optimize the supply chain (Garcia-Buendia et al., 2023a). However,
many organizations do not have the necessary technological infrastructure to support LSCM. For exam-
ple, organizations may not have the necessary software or hardware to monitor supply chain perfor-
mance in real-time, especially in developing countries (Khalifa etal., 2021).
This can lead to delays and inefficiencies in the supply chain. Similarly, organizations may not have
the necessary data analytics tools to assess supply chain data as well as determine areas for
14 Z. M. H. KHAWKA ETAL.
improvement (Kandasamy et al., 2023). A possible solution to this problem can be offered through the
use of RFID (radio frequency identification) tags. These tags could be attached to products, which aid in
tracking the movement of goods in real-time, reducing the risk of stockouts and overstocking, and help-
ing to optimize inventory levels and minimize waste. RFID also enables better visibility and traceability
throughout the supply chain, making it easier to identify and address issues such as delays, bottlenecks,
or quality concerns. Thus, it can lead to a sustainable competitive advantage (Ikpe & Shamsuddoha,
2024; Powell & Skjelstad, 2012). Moreover, IoT technology enables the connection and communication of
various devices and sensors throughout the supply chain, allowing for real-time data collection and anal-
ysis. This can be used to monitor environmental conditions during transportation, such as ensuring that
products are stored at optimal temperatures, thereby reducing the risk of spoilage or damage (Ikpe &
Shamsuddoha, 2024).
The fifth challenge associated with LSCM is the lack of resources (Ping et al., 2014). Implementing
LSCM requires significant investment in time and resources. Organizations may not have the necessary
resources to implement LSCM successfully (Garcia-Buendia etal., 2021b). For example, organizations may
not have the necessary budget to invest in new technology or hire additional staff to support the imple-
mentation of LSCM. Consequently, due to a lack of proper investment, many industries are unable to
adopt new technologies such as Machine Learning, Big Data, and Artificial Intelligence. This limitation
can result in delays, inefficiencies, and increased costs (Kandasamy etal., 2023).
Finally, the lack of alignment between supply chain strategy and business strategy is a challenge
associated with LSCM (Modi & Mabert, 2007). LSCM is a SCM strategy designed to reduce waste, increase
efficiency, and enhance customer value (Al Saadi & Amuthakkannan, 2024; Garcia-Buendia et al., 2023a).
However, the success of LSCM depends on the alignment between supply chain strategy and an organi-
zation’s business strategy (Garcia-Buendia et al., 2021a; 2023a; Tortorella et al., 2017). For example, if an
organization’s business strategy is focused on cost reduction, this may conflict with the principles of
LSCM, which emphasize value creation. The lack of alignment between supply chain strategy and busi-
ness strategy can hinder the successful implementation of LSCM (Santos etal., 2021).
9. The literature concerns
The 55 studies reviewed in the previous sections provide a broad overview of the relationship between
LSCM as well as CA. Nevertheless, there are still some gaps in the literature that have to be discussed
in future studies. In this section, we will discuss the main literature gap for LSCM and CA. One of the
main gaps in the literature is the lack of empirical studies that investigate the impact of LSCM on CA in
different industries (Rahman & Subramanian, 2012; Sołoducho-Pelc & Sulich, 2020; Sulistyo & Ayuni,
2020). While many studies have explored the relationship between LSCM as well as CA in the manufac-
turing industry (Bhamu & Sangwan, 2014), there is limited research in other industries, such as health-
care, hospitality, and retail. As a result, it is difficult to determine whether the findings from manufacturing
can be generalized to other industries. Therefore, there is a need for empirical studies that examine the
relationship between LSCM as well as CA in different industries.
The second literature gap is the lack of attention given to the role of information technology (IT) in
aiding the adoption of LSCM and enhancing CA (Boschi etal., 2018). Although some studies have acknowl-
edged the importance of IT in LSCM, few have explored its impact on CA. As digital technologies like the
Internet of Things (IoT), big data analytics, and blockchain become more widely used, there is a growing
necessity for studies that explore how these technologies facilitate enabling LSCM and creating CA.
Additionally, the literature has focused on the benefits of LSCM for firms in terms of reducing costs
and improving efficiency (Mendes dos Reis etal., 2014). However, there is limited research on the impact
of LSCM on customer satisfaction and loyalty. Given that LSCM can enhance the responsiveness and
flexibility of supply chains, it is likely to have a positive impact on customer satisfaction and loyalty.
Therefore, research is required to conduct empirical studies that investigate how LSCM affects customer
satisfaction and loyalty.
Furthermore, most of the literature has examined LSCM as a set of practices that firms can adopt to
achieve CA (Panwar etal., 2015). However, there is limited research that examines the process of imple-
menting LSCM and the challenges that firms face during the implementation process. As LSCM requires
COGENT BUSINESS & MANAGEMENT 15
significant changes in the organizational culture, processes, and structures, it is likely to face resistance
from employees and other stakeholders (Lobato etal., 2021). Therefore, there is a need for research that
examines the challenges of implementing LSCM and the strategies that firms can use to overcome these
challenges.
Finally, most of the literature has examined the relationship between LSCM and CA at the firm level
(Moori et al., 2013). However, there is limited research that examines the LSCM impact on supply chain
performance as well as competitiveness at the industry level. Given that supply chains are intercon-
nected and the performance of one firm can impact the performance of others, it is important to exam-
ine the LSCM impact on supply chain performance as well as competitiveness at the industry level. Thus,
there is a need for a study that evaluates the LSCM impact on supply chain performance and competi-
tiveness at the industry level.
10. Discussion
In the existing research, we discovered the relationship between LSCM and CA. Based on a systematic review
of 55 articles, we identified 18 factors that have an impact on CA, including customer focus, flexibility, cost
reduction, time-to-market, quality, information management, collaboration, innovation, strategic planning,
supply chain integration, lean principles, technology, human capital, sustainability, risk management, supplier
management, logistics management, and organizational culture. The findings of the current study suggest
that LSCM can be an effective approach for improving CA, as it addresses many of these CFSs. By adopting
lean principles and integrating all aspects of the supply chain, firms can reduce waste, enhance efficiency, and
improve responsiveness to customer demands. Additionally, LSCM can promote a culture of constant collab-
oration and improvement, which may yield innovation as well as strategic planning.
Furthermore, this study revealed some gaps in the literature, particularly in terms of the lack of empirical
studies that examine the relationship between LSCM and CA. Most of the studies we reviewed were con-
ceptual or theoretical, which suggests a need for further empirical research to validate the findings and test
the proposed relationships. Another gap in the literature is the scarcity of attention to the role of technol-
ogy in LSCM and its impact on CA. With the rapid advances in digital technology and the increasing adop-
tion of Industry 4.0 principles, it is important to understand how technology can be leveraged to enhance
LSCM and improve CA. Moreover, this study highlights the importance of considering external factors, such
as market conditions and customer demands, when implementing LSCM. Firms must be agile and flexible
in responding to changes in the market and adapting their supply chain strategies accordingly.
11. Conclusion
In conclusion, this research aimed to examine the relationship between LSCM as well as CA. Based on a
comprehensive review of 55 articles, it was found that LSCM has a significant impact on CA through
various factors, including customer focus, flexibility, cost reduction, time-to-market, quality, information
management, collaboration, innovation, strategic planning, supply chain integration, lean principles, tech-
nology, human capital, sustainability, risk management, supplier management, logistics management,
and organizational culture. The literature review identified that there is still a gap in the literature con-
cerning the precise nature of the relationship between LSCM and CA.
Future research should address this gap by conducting empirical studies to explore the relationship
between LSCM and CA further and to identify other factors that may impact this relationship.
Additionally, there is a need for more research on the practical implementation of LSCM in various
industries and contexts. In terms of practical implications, this study provides useful insights for man-
agers and practitioners on how to improve their SCM practices to achieve CA. By focusing on the CFSs
identified in this study, firms can enhance their efficiency, responsiveness, and innovation capabilities.
Finally, this research contributes to the current literature by offering an extensive review of the factors
that impact CA in the context of LSCM. The findings suggest that LSCM can be a valuable tool for
achieving CA and highlight the importance of considering internal and external factors when imple-
menting LSCM strategies. Nevertheless, additional study is required to validate these findings as well
as explore new avenues for improving LSCM practices in the future.
16 Z. M. H. KHAWKA ETAL.
11.1. Research limitations
There are a few limitations to the existing research that must be acknowledged. Firstly, the study only
analyzed a limited number of articles (55) from a specific time frame (2003-2023) and within a particular
scope (LSCM and CA). While efforts were made to ensure the sample was diverse and representative, it may
not be entirely extensive, and several pertinent articles may have been missed. Second, the study relied on
a systematic literature review methodology that is subject to inherent limitations. For example, the inclu-
sion and exclusion criteria used in the study may have excluded relevant articles or included irrelevant
ones. In addition, the quality of the articles included in the study may vary, which could have influenced
the findings. Finally, the study did not include primary data collection, and therefore, the findings are lim-
ited to the existing literature. While the analysis provides a valuable synthesis of the current state of
research on LSCM and CA, primary data collection could provide further insights and validation of the
findings. In spite of its constraints, this study’s contributions, particularly its framework, significantly address
the void in the existing literature and offer a foundation for scholars and professionals to delve deeper into
the possibilities of attaining competitive advantage through the adoption of LSCM.
11.2. Future research agenda
Future research on LSCM and CA could focus on a number of areas to further advance the understand-
ing and implementation of these concepts in various industries and contexts. Here are some potential
directions for future research:
The impact of technology: With the increasing use of technology in SCM, future research could explore
how technology can be leveraged to enhance the effectiveness of LSCM and how it can contribute to
gaining CA (Garcia-Buendia etal., 2021a, 2023). Specifically, the research could explore how technologies,
for instance, blockchain, IoT, as well as artificial intelligence, can be integrated into LSCM practices to
streamline operations, minimize waste, as well as elevate customer satisfaction.
The role of collaboration: LSCM emphasizes collaboration among supply chain partners to optimize the
flow of goods and information (Seth & Panigrahi, 2015). Future research could investigate how collabo-
rative relationships impact CA, particularly in the context of global supply chains. Studies could explore
how collaboration can help firms improve flexibility, responsiveness, and resilience and how it can con-
tribute to better risk management and reduced costs.
The impact of cultural differences: As supply chains become more globalized, cultural differences can
present challenges to the LSCM practices implementation (Lobato etal., 2021).
Future research could examine how cultural differences impact the effectiveness of LSCM and how
firms can manage these differences to achieve CA. Studies could explore how cultural factors such as
communication styles, attitudes towards risk, and expectations around collaboration impact supply chain
performance and how firms can design LSCM practices that account for these factors.
The role of sustainability: Sustainability has become a vital consideration in SCM as firms seek to min-
imize their environmental impact as well as respond to growing consumer demand for sustainable prod-
ucts (Sony, 2019). Future research could explore how LSCM practices can contribute to sustainability
goals and how sustainability can be leveraged to gain CA. Studies could examine how firms can imple-
ment sustainable practices throughout the supply chain and how these practices can help to enhance
cost efficiency, minimize waste, as well as elevate customer loyalty.
The impact of disruption: Supply chain disruption can have significant impacts on firm performance,
and the COVID-19 pandemic has emphasized the significance of building resilient supply chains.
Additional studies could examine how LSCM practices may contribute to supply chain resilience and how
firms can manage disruption to maintain CA. Studies could explore how LSCM practices such as lean
inventory management, flexible manufacturing, and agile supply chain design can help firms respond to
disruptions and maintain the continuity of operations.
The impact of the regulatory environment: The regulatory environment plays a significant role in shap-
ing SCM practices, and future research could examine how regulatory changes impact LSCM and CA
(Mendes dos Reis et al., 2014). Studies could explore how regulations such as trade policies, labor laws,
COGENT BUSINESS & MANAGEMENT 17
and environmental regulations impact supply chain operations and how firms can respond to these reg-
ulations to maintain competitiveness.
The role of human factors: Human factors such as employee training, motivation, and engagement can
impact the success of LSCM practices (Moyano-Fuentes etal., 2021). Future research could explore how human
factors contribute to CA in SCM and how firms can design LSCM practices that promote employee engage-
ment and motivation. Studies could also investigate how firms can measure the effect of human factors on
supply chain performance, as well as how they can leverage this information to improve LSCM practices
continuously.
Regional contribution: Research in the developing regions and even some of the developed regions was not
being carried out on lean supply chain management (LSCM). It is recommended that future research should
be conducted in Australia, Africa, and other parts of Asia, including certain Gulf countries like Iraq.
Acknowledgements
The authors are grateful for the insightful and generous guidance of the anonymous reviewers, whose comments
and constructive suggestions have improved the quality of this article. The authors also extend their heartfelt appre-
ciation to the esteemed School of Business and Economics at Universiti Putra Malaysia (UPM) in Malaysia and
Al-Iraqia University in Baghdad, Iraq, for their unwavering support and contributions to the successful completion of
this research endeavor.
Author contributions
Conceptualization and design, Z.M.H. Khawka, A.A. Rahman and S.B. Sidek; Methodology, Z.M.H. Khawka, A.A.
Rahman and S.B. Sidek; Software, Z.M.H. Khawka; Analyzing and interpreting the data, Z.M.H. Khawka; Writing—orig-
inal draft, Z.M.H. Khawka; Review & editing, A.A. Rahman, S.B. Sidek, S.A.B. Ahmad, and T. Al-Dabbagh; Revising
critically for intellectual content, A.A. Rahman and S.B. Sidek; Supervision, A.A. Rahman, S.B. Sidek, S.A.B. Ahmad and
R.H. Al-hadeethi; Funding acquisition, T. Al-Dabbagh; All authors have read and agreed to the published version of
the manuscript and that all authors agree to be accountable for all aspects of the work.
Disclosure statement
The authors declare that there are no conicts of interest in this work.
Funding
The authors received no direct funding for this research.
About the authors
Zeyad Mustafa Hamed Khawka is a Ph.D. Scholar at the School of Business and Economics, Universiti Putra Malaysia
(UPM), Serdang, Malaysia. He is an assistant Production and Operations Management professor at the Business
Administration Dept—College of Administration and Economics at Al-Iraqia University, Baghdad, Iraq. He has over
twenty-three years of industrial, project consultancy, and academic work experience. Previously, he served as
Coordinator of the Business department at the Faculty of Business and Economics at Al-Iraqia University. Later, he
was a Director at Al-Iraqia University Quality Assurance Centre at the Faculty of Business and Economics. He has
published scholarly papers and presented his work at conferences and workshops. Among his many honors are the
2016 Iraqi Science Day Award for Distinguished Research, published in an international journal (First Place), and the
(Best Academic Supervisor) for Distinguished Graduation Project Award for the students of the outgoing classes from
the Ministry of Higher Education and Scientic Research in Iraq. He has successfully supervised and graduated (170)
undergraduate and (2) MSc students, and he discussed (4) master’s theses, (2) as an internal examiner, and (2) as an
external examiner. His research interest focuses on lean supply chain management, operations management, and
quality management systems. He is the corresponding author and can be contacted at: zeyed.hamed@aliraqia.edu.iq
Professor Dr. Azmawani Abd Rahman is the President and CEO of Putra Business School (PBS), Malaysia. She was
awarded a Ph.D. in Operations and Technology Management from Aston University, United Kingdom, in 2007.
Previously, she was the Director of the Corporate Strategy and Communication Oce at UPM. Before that, she was
a Deputy Director at UPM Research Management Centre, Head of Department, and Deputy Dean at the Faculty of
18 Z. M. H. KHAWKA ETAL.
Economics and Management. She has been active in research, and her ongoing research activities are in operations
and technology management. Throughout her academic career, which has now spanned twenty years, she has
authored and co-authored 187 scholarly works. Her work has been published in books, and in international and ISI
journals. To date, she has published in 90 journals, 47 chapters in books, 3 edited books, 1 book, 2 copyrights, 34
conference proceedings, and 8 popular writings. Some of these scholarly works have been published in ISI Q1 and
Q2 and books by renowned international publishers such as Routledge.
Shae Bin Sidek is a Senior Lecturer at the School of Business and Economics at the University of Putra Malaysia.
Shae Bin Sidek holds a Doctor of Business Administration from the University of Newcastle: Callaghan, NSW, AU.
His research interest focuses on supply chain management and production technology. Dr. Shae’s extensive expe-
rience spans over two decades, with an exceptional fusion of engineering expertise and administrative prociency
apparent in his extensive research portfolio, comprising more than 25 papers published in Scopus Q1, Q2.
Siti Azfanizam binti Ahmad is an associate professor at the Department of Mechanical and Manufacturing Engineering,
the Faculty of Engineering, at the University of Putra Malaysia. Siti Azfanizam binti Ahmad holds a Ph.D. Manufacturing
Engineering from Cardi University in the United Kingdom. Her research interest focuses on supply chain, quality
systems, industry issues I4.0, and lean manufacturing. She published in Scopus Q1 Q2 many researches.
Rami H. Al-Hadeethi is a Professor of Industrial Technology & Operations Management, Guest Professor, Global
Education Career Centre (GECC) in London and he is the Industrial Engineering Thematic Leader, Education Society
Chapter, IEEE United Kingdom & Ireland Section. He holds prestigious awards, including the 2014 Oxford honorary
title (Name in Science) and the 2019 Queen Victoria Medal from the Institute of Directors (IoD) in London. Dr. Rami’s
extensive experience spans over three decades with exceptional fusion of engineering expertise and administrative
prociency is apparent in his globally esteemed training programmes and extensive research portfolio, comprising
64 papers and three published books. His prominent aliations and frequent media appearances further underscore
his prominence in the eld.
Tamadher Al-Dabbagh is an Assistant Professor at the College of Business Administration at City University Ajman-
United Arab Emirates. Tamadher Al-Dabbagh holds a Ph.D. from Al Mustansiriyah University, Iraq. Over 25 years of
experience in higher education institutes (Universities and Colleges). Certied Excellence Assessor Quality/
Organizational Excellence Assessor from EFQM (European Foundation of Quality Management) and British Quality
Foundation, Recognition of completion in Middle-Level Manager with Project Management background program
from Ryerson University – Ontario, Canada, 2014. Excellence in developing, implementing, and maintaining Quality
Management System (QSM), Research areas industrial management, quality management, as well as strategic
management.
ORCID
Zeyad Mustafa Hamed Khawka http://orcid.org/0000-0003-4187-3409
Azmawani Abd Rahman http://orcid.org/0000-0002-7590-6427
Shae Bin Sidek http://orcid.org/0000-0003-0208-700X
Siti Azfanizam Binti Ahmed http://orcid.org/0000-0003-2183-2693
Rami Hikmat Fouad Al-Hadeethi http://orcid.org/0000-0002-3966-1354
Tamadher Al-Dabbagh http://orcid.org/0000-0002-7542-3396
Data availability
The authors conrm that the data supporting the ndings of this study are available within the article.
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Appendix A
Appendix A shows the documents selected using the SLR. Column 1 indicates the author, Column 2 the title of the
article, Column 3 the year of publication, and Column 4 the academic journal in which the document was published.
Each row represents a single document.
List of selected papers reviewed and analyzed in article.
Authors Title Year Journal name
1Garcia-Buendia N.,
Moyano-Fuentes J., Maqueira
J.M., Avella L.
The lean supply chain management
response to technology uncertainty:
consequences for operational
performance and competitiveness
2023 Journal of Manufacturing
Technology Management
2Manzoor U., Baig S.A., Hashim
M., Sami A., Rehman H.-U.,
Sajjad I.
The eect of supply chain agility and lean
practices on operational performance: a
resource-based view and dynamic
capabilities perspective
2022 The TQM Journal
3Garcia-Buendia, N.,
Moyano-Fuentes, J., &
Maqueira-Marín, J. M.
Lean supply chain management and
performance relationships: what has
been done and what is left to do
2021 CIRP Journal of Manufacturing
Science and Technology
4Moyano-Fuentes J.,
Maqueira-Marín J.M.,
Martínez-Jurado P.J.,
Sacristán-Díaz M.
Extending lean management along the
supply chain: impact on eciency
2021 Journal of Manufacturing
Technology Management
5Gaikwad L., Sunnapwar V. Development of an integrated framework
of LGSS strategies for Indian
manufacturing rms to improve business
performance: an empirical study
2021 The TQM Journal
6Anvari A.R. The integration of LARG supply chain
paradigms and supply chain sustainable
performance (A case study of Iran)
2021 Production & Manufacturing
Research
7Dzikron M., Djamaludin Lean manufacturing model, supply chain
management, and the role of
government towards industrial
competitiveness
2021 Journal of Engineering Science
and Technology
8Vanichchinchai A. Exploring organizational contexts on lean
manufacturing and supply chain
relationship
2020 Journal of Manufacturing
Technology Management
9Ramachandran G.M.,
Neelakrishnan S.
Lean strategies to overcome low volume
and high variety for enhanced delivery
performance
2020 International Journal of Services
and Operations Management
10 Anham S. and Nurcahyo R. Implementation of Lean Supply Chain
Management on Maintenance Repair
and Overhaul using SCOR
2019 IEEE 6th International
Conference on Engineering
Technologies and Applied
Sciences
11 Shashi, Centobelli P., Cerchione
R., Singh R.
The impact of leanness and innovativeness
on environmental and nancial
performance: Insights from Indian SMEs
2019 International Journal of
Production Economics
12 Iyer, K. N., Srivastava, P., &
Srinivasan, M.
Performance implications of lean in supply
chains
2019 International Journal of
Production Economics
13 Indrawati S., Budi Khoirani A.,
Clara Shinta R.
Model Development of Lean Action Plan
Selection to Reduce Production Waste in
Batik Industry
2018 IEEE 4th International
Conference on Science and
Technology (ICST)
14 Tortorella G.L., Giglio R.,
Limon-Romero J.
Supply chain performance: how lean
practices eciently drive improvements
2018a Journal of Manufacturing
Technology Management
15 Lot M., Saghiri S. Disentangling resilience, agility and
leanness Conceptual development and
empirical analysis
2018 Journal of Manufacturing
Technology Management
16 Distelhorst G., Hainmueller J.,
Locke R.M.
Does lean improve labor standards?
Management and social performance in
the nike supply chain
2017 Management Science
17 Fercoq A., Lamouri S., Carbone V. Lean/Green integration focused on waste
reduction techniques
2016 Journal of Cleaner Production
(Continued)
26 Z. M. H. KHAWKA ETAL.
Authors Title Year Journal name
18 Bhamu J., Sangwan K.S. A framework for lean manufacturing
implementation
2016 International Journal of Services
and Operations Management
19 Gilal F.G., Gilal R.G., Jian Z., Gilal
R.G., Gilal N.G.
Supply chain management practices as a
contemporary source of securing
competitive advantage and
organizational performance: Evidence
from the FMCGs of Pakistan
2016 International Journal of
Information Systems and
Change Management
20 Zahraee, S. M. A survey on lean manufacturing
implementation in a selected
manufacturing industry in Iran
2016 International Journal of Lean Six
Sigma
21 Jasti N.V.K., Kodali R. Development of a framework for lean
production system: An integrative
approach
2016 Journal of Engineering
Manufacture
22 Seth D., Panigrahi A. Application and evaluation of packaging
postponement strategy to boost supply
chain responsiveness: A case study
2015 Production planning & control
23 Brown K.A., Schmitt T.G.,
Schonberger R.J.
ASP, the art and science of practice: Three
challenges for a lean enterprise in
turbulent times
2015 Interfaces
24 Bevilacqua M., Ciarapica F.E., De
Sanctis I., Mazzuto G.,
Paciarotti C.
A Changeover Time Reduction through an
integration of lean practices: A case
study from pharmaceutical sector
2015 Assembly Automation
25 Smith A.D., Rupp W.T. Supply chain integration and innovation in
a global environment: Case studies of
best business practices
2015 International Journal of Logistics
Systems and Management
26 Ab Talib, M. S., & Hamid, A. B. A. Application of critical success factors in
supply chain management.
2014 International Journal of Supply
Chain Management
27 Hibadullah, S. N., Habidin, N. F.,
Zamri, F. I. M., Fuzi, N. M., &
Desa, A. F. N. C.
Critical success factors of lean
manufacturing practices for the
Malaysian automotive manufacturers.
2014 International Journal of Quality
and Innovation
28 Wen C.L., Wee H.M., Wu S. Revisiting lean manufacturing process with
vendor managed inventory system
2014 Proceedings of the 5th
International Asia Conference
on Industrial Engineering
and Management Innovation
(IEMI2014)
29 Duarte S., Cruz-Machado V.A. Lean and green supply chain performance:
A balanced scorecard perspective
2014 Proceedings of the Eighth
International Conference on
Management Science and
Engineering Management
30 Mendes dos Reis J.G., Machado
S.T., de Oliveira Costa Neto
P.L., de Alencar Nääs I.
Aligning Supply Chain Strategy with
Product Life Cycle Stages
2014 IFIP International Federation for
Information Processing 2014
31 Ping C.H., Zakuan N., Omain S.Z.,
Sulaiman Z., Saman M.Z.M.,
Ari M.S.M.
Development of supply chain management
practices and competitive advantages in
manufacturing industries: A review
2014 Applied Mechanics and
Materials
32 Özdemir, A. I., Simonetti, B., &
Jannelli, R.
Determining critical success factors related
to the eect of supply chain integration
and competition capabilities on business
performance
2014 Quality & Quantity
33 Lyons A.C., Ma’Aram A. An examination of multi-tier supply chain
strategy alignment in the food industry
2014 International Journal of
Production Research
34 Smith A.D., Synowka D.P. Lean operations and SCM practices in
manufacturing rms: Multi-rm case
studies in HRM and visual-based metrics
2014 International Journal of
Procurement Management
35 Belekoukias, I., Garza-Reyes, J. A.,
& Kumar, V.
The impact of lean methods and tools on
the operational performance of
manufacturing organisations
2014 International Journal of
Production Research
36 Wiengarten F., Fynes B., Onofrei
G.
Exploring synergetic eects between
investments in environmental and
quality/lean practices in supply chains
2013 Supply Chain Management
37 Lau K.H., Wang J. Application of lean thinking in supply chain
management by the small and medium
sized manufacturers in China: A status
survey
2013 International Journal of
Information Systems and
Supply Chain Management
38 Baysan S., Cevikcan E., Satoglu
Ş.I.
Assessment of energy eciency in lean
transformation: A simulation-based
improvement methodology
2013 Theory and Applications
39 Yuan H.-X., Wang X.-Q. Design of lean supply chain for real estate
operations
2013 International Asia Conference on
Industrial Engineering and
Management Innovation
(IEMI2012) Proceedings
(Continued)
Appendix A. (Continued)
COGENT BUSINESS & MANAGEMENT 27
Authors Title Year Journal name
40 Powell D., Skjelstad L. RFID for the extended lean enterprise 2012 International Journal of Lean Six
Sigma
41 Celis O.L.M., García J.M.S. A technological approach to the
development of logistic projects using
‘Lean Six Sigma’.
2012 Estudios gerenciales
42 Anvari, A., Hossein, H. S. M.,
Yusof, I., Mohd, Y. R., Norzima,
Z., & Majid, M.
Performance Measurement System Through
Supply Chain
2011 World Applied Sciences Journal
43 El-Tawy N., Gallear D. Management to Lean Manufacturing 2011 Proceedings of the European,
Mediterranean and Middle
Eastern Conference on
Information Systems
- Informing Responsible
Management: Sustainability
in Emerging Economies,
EMCIS 2011
44 De Oliveira Cunha L., Alves J.M.,
De Souza J.P.E.
The proposal for a method of lean
manufacturing implementation to
support the quality management
syatem: Application to an organization
in the aeronautical industry
2011 Proceedings of the 21st
International Conference on
Production Research:
Innovation in Product and
Production, ICPR 2011
45 Chitakatira H., Al-Bazi A. A frame-work to applying lean principles to
air cargo logistics
2011 The OR Society OR53 Annual
Conference 2011 -
Nottingham, United
Kingdom. Proceedings
46 Jasinavičius R., Jasinavičius N. Strengthening enterprise competitiveness
by synchronizing supply chain
2011 Business: Theory and Practice
47 Konecka, S. Lean and agile supply chain management
concept in the aspect of risk
management.
2010 LogForum
48 Li S., Arokiam I., Jarvis P., Garner
W., Moradi G., Wakeeld S.
Development of a Robust Supply Chain for
Dynamic Operating Environment
2010 International Journal of
Economics and Management
Engineering
49 Chen H., Lindeke R.R., Wyrick
D.A.
Lean automated manufacturing: Avoiding
the pitfalls to embrace the opportunities
2010 Assembly Automation
50 Wong Y.C., Wong K.Y., Ali A. A study on lean manufacturing
implementation in the Malaysian
electrical and electronics industry
2009 European Journal of Scientic
Research
51 Sauer G. Supply Chain Optimization using Lean
Manufacturing - Strategies,
Methodologies and Requirements
2008 FISITA 2008 World Automotive
Congress, Munich, Germany
52 Jayaram J., Vickery S., Droge C. Relationship building, lean strategy and
rm performance: An exploratory study
in the automotive supplier industry
2008 International Journal of
Production Research
53 Crute V., Wickham A., Johns R.,
Graves A.
Exploring competitive advantage through
lean implementation in the aerospace
supply chain
2008 IFIP Advances in Information
and Communication
Technology
54 Reeves, K. A. Supply chain governance: A case of cross
dock management in the automotive
industry
2007 IEEE Transactions on Engineering
Management
55 Koch T., Horbal R. Information systems for lean value adding
chains
2003 Proceedings of the International
Conference on Advances in
Production Management
Systems
Appendix A. (Continued)
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