Leagile supply chain: design drivers and business performance implications

Abstract

In the context of a dynamic and hypercompetitive business environment, effective supply chain design helps organisations to align resources for improved flow of products and services and satisfy customers’ diverse needs. Scholars have proposed several mutually exclusive supply chain designs such as efficient versus responsive, and lean versus agile. Quantitative testing has revealed that supply chain designs of many firms do not match with what was conceptually expected. To address this mismatch, in this study, a new approach to supply chain leagility is introduced and the impact of uncertainty as the key design driver of supply chains on leagility is investigated. The partial least squares (PLS) was employed to analyse data collected from 299 Australian firms by administering a structured questionnaire. Results indicate that higher performance is achievable on minimising the deviation from a balanced supply chain in which aspects of both leanness and agility are equally embedded. Further, the level of uncertainty directly and positively affects the Deviation from Leagility (DFL) index.

Keywords:

• supply chain design
• lean supply chain
• agile supply chain
• leagile supply chain
• efficient supply chain
• responsive supply chain

Acknowledgement

The authors are grateful to the associate editor and two anonymous reviewers for many helpful comments and suggestions.

Disclosure statement

No potential conflict of interest was reported by the authors.