Helena Carvalho

In a global market, companies must deal with a high rate of changes in business environment. Most manufacturing systems fail to sustain productivity when process disturbances occur. Therefore, it is necessary to create resilient production systems with the ability to return, rapidly, to the initial stage or to an improved one. The parameters, variables and restrictions of the production system are inherently vagueness. This situation suggests that there are dependencies between relevant variables which are not possible to know with precision. The fuzzy logic theory has the ability to describe, in a quantitative and qualitative way, problems that involve vagueness and imprecision. This paper provides an overview for the use of fuzzy logic to establish resilient production systems. Fuzzy concepts are reviewed, in particular its applications to production systems, trying to classify related fuzzy parameters and vari-ables. In addition, the concept of resilient systems are reviewed and extended to production. Finally, it is proposed an approach to establish resilient production systems using the fuzzy set theory

Purpose – This paper aims to explore the divergences and commitments between the lean, agile, resilient and green paradigms while investigating the effect of paradigms' practices within supply chain attributes.
Design/methodology/approach – A conceptual model with lean, agile, resilient and green practices and supply chain management attributes is proposed. Causal diagrams were used to represent the relationships between paradigm practices and supply chain attributes. The four diagrams were aggregated to build the conceptual model.
Findings – The conceptual model allows for the identification of synergies and divergences resulting from the paradigms practices implementation. The synergies between paradigms are related to “information frequency” and “integration level” increasing as well as reduction of “production lead time” and “transportation lead time”. However, other supply chain attributes such as “capacity surplus”, “inventory level” and “replenishment frequency” are affected in opposite directions by some paradigms creating divergences.
Research limitations/implications – The model relationships were established using an anecdotal approach derived from the literature review, reflecting only a partial view of supply chain dynamics. More research related to other supply chain attributes and/or paradigm practices, and validation of the proposed relationships is suggested.
Practical implications – The proposed model can be the basis for further research in lean, agile, resilient and green paradigms, contributing to a more sustainable and competitive lean supply chain with the necessary agility toward a quick response, resiliency to disruptions, and harmonization with the ecologic and environmental aspects. Originality/value – To the authors' knowledge this paper is the first to provide an understanding about the tradeoffs among lean, agile, resilient and green supply chain paradigms.

Supply chain management must adopt different and more innovative strategies that support a better response to customer needs in an uncertain environment. Supply chains must be more agile and be more capable of coping with disturbances, meaning that supply chains must be more resilient. The simultaneous deployment of agile and resilient approaches will enhance supply chain performance and competitiveness. Accordingly, the main objective of this paper is to propose a conceptual framework for the analysis of relationships between agile and resilient approaches, supply chain competitiveness and performance. Operational and economic performance measures are proposed to facilitate the monitoring of the influence of these practices on supply chain performance. The influence of the proposed agile and resilient practices on supply chain competitiveness is also examined in terms of time to market, product quality and customer service.