Configuring lean manufacturing and supply chain risk management: a cluster analysis

Abstract

Among many fallouts of the global pandemic, firms’ supply chains have been severely impacted at the global scale. Such global impact can be mainly attributed to companies’ current heavy focus on lean manufacturing, resulting in a lack of preparedness and flexibility, and therefore weakening their supply chain links. At the same time, firms face severe financial distress and constraints if their investments in future risks turn out to be of no value. Facing such dilemmas, many firms are unsure of how to appropriately configure lean and risk management at their operational and supply chain levels. This study aims to understand the various configurations of lean manufacturing and supply chain risk management. Also, this study pays attention to buffer capacity associated with lean and risk management. In a dataset collected from 198 US companies, cluster analyses discover the manufacturers’ configurations of the varying emphases on lean management and supply chain management. Our results indicate that firms achieve the highest levels of buffer capacity and firm performance if they implement lean practices and risk management at a higher level than others.

Keywords:

• Lean manufacturing
• supply chain risk management
• buffer capacity
• firm performance
• cluster analysis

Additional information

Notes on contributors

Kihyun Caleb Park

Dr. Kihyun Caleb Park is a Professor of Operations Management in the Rockwell School of Business at Robert Morris University. He holds a Ph.D. in Manufacturing and Technology Management from the University of Toledo. He holds a bachelor’s degree and a master’s degree in Economics from Hanyang University, Seoul, Korea. His articles have been published in Computers & Education, Industrial Management & Data Systems, Journal of Cleaner Production, Journal of Manufacturing Technology Management, and Journal of Purchasing & Supply Management, among others. His research interests include resilient supply chain strategy practices and their outcomes in terms of visibility, security, and sustainability.

Mark M. Yang

Dr. Mark M. Yang is an Associate Professor of Management in the College of Business and Public Management at West Chester University of Pennsylvania, USA. He holds a Ph.D. in Manufacturing and Technology Management from the University of Toledo, USA. His articles have been published in journals including Electronic Commerce Research, Industrial Management & Data Systems, International Journal of Information Management, International Journal of Production Economics, Journal of Cleaner Production, Journal of Engineering and Technology Management, Journal of Service Management, Management Decision, and Production Planning and Control (listed alphabetically). His research interests are in sustainability, information technology, operations management, and supply chain management.

James J. Roh

Dr. James J. Roh is a Professor of Management at Rowan University. He holds a Ph.D. in Manufacturing Management, an M.B.A. and an M.A. in Economics from the University of Toledo, and a B.A. in Economics from Dongguk University, Seoul, South Korea. Dr. Roh has published his research in journals such as Business Horizons, Electronic Commerce Research, Information & Management, International Journal of Production Research, International Journal of Production Economics, Journal of Computer Information Systems, Production Planning & Control, and the Journal of Supply Chain Management, among others. His current research intersects supply chain restructuring and coopetition.