The main objective of this paper is to propose a conceptual model about the influence of lean, agile, resilient, and green （LARG） practices on supply chain operational, economic and environmental performance. This m...The main objective of this paper is to propose a conceptual model about the influence of lean, agile, resilient, and green （LARG） practices on supply chain operational, economic and environmental performance. This model is based on the literature review about the four supply chain management paradigms and also performance measurement systems. This paper contributes to the literature by introducing a new model to improve the leanness, agility, resilience, and greenness of manufacturing supply chains. Among the suggested LARG practices, the ones influencing more the supply chain performance are the just in time and also the supplier relationships. Also the supply chain performance measures with more LARG practices influencing them are the inventory levels and the time, that is, the supply chain＇s operational performance is the most affected by the simultaneous paradigms deployment in the supply chain.展开更多
文摘The main objective of this paper is to propose a conceptual model about the influence of lean, agile, resilient, and green （LARG） practices on supply chain operational, economic and environmental performance. This model is based on the literature review about the four supply chain management paradigms and also performance measurement systems. This paper contributes to the literature by introducing a new model to improve the leanness, agility, resilience, and greenness of manufacturing supply chains. Among the suggested LARG practices, the ones influencing more the supply chain performance are the just in time and also the supplier relationships. Also the supply chain performance measures with more LARG practices influencing them are the inventory levels and the time, that is, the supply chain＇s operational performance is the most affected by the simultaneous paradigms deployment in the supply chain.
