Helena Carvalho

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.

The purpose of this paper is to establish links between supply chain disturbances and corresponding strategies of resilience to counter them. To this end, an inductive research approach is used, examining a sample of 38 cases. Secondary data from the cases is used to identify disturbances which affected the corresponding supply chains and the resilience strategies used by managers. The empirical evidences shows that the negative effects of supply chain disturbances can be categorised into a number of supply chain failure modes. In addition, a set of resilience strategies was identified that could be used to overcome those failure modes. A conceptual model, with links between supply chain disturbances, failures and resilience strategies, is proposed. The limitations of this research result from the use of secondary data sources. The findings are only valid for the selected case studies and, consequently, may not be applicable in other scenarios. Future research should focus on detailed case studies that investigate cross-functional applications across the organisation and the supply chain.