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The Industry 4.0 addresses a radical change on business processes. Through communication technology, objects interact with each other; the physical and digital worlds merge. This makes an environment more flexible, allowing to respond faster to specific customer requirements. Therefore, businesses need to rapidly adapt to avoid being left behind. A business model is required to meet the new concepts of Industry 4.0. In addition, lean and green characteristics may align with business model elements. Understanding how these concepts interact is something that need clarification. Based on literature review, a conceptual relationship between Business Model (Canvas), Lean and green management approach and Industry 4.0 approach is presented. Lean and green management characteristics are identified to be aligned through a Business Model Canvas perspective. Also, the concepts of the Industry 4.0 can be applied in each element of the Business Model Canvas. Managers and entrepreneurs can create, design or redefine their business knowing the lean and green application and Industry 4.0 execution. This research aims to contribute to the discussion of the relationships between these concepts. To the authors’ knowledge, this work is one of the first to try to relate these concepts.
Susana Duarte; Maria Do Rosário Cabrita; V. Cruz-Machado. Business Model, Lean and Green Management and Industry 4.0: A Conceptual Relationship. Advances in Intelligent Systems and Computing 2019, 359 -372.
AMA StyleSusana Duarte, Maria Do Rosário Cabrita, V. Cruz-Machado. Business Model, Lean and Green Management and Industry 4.0: A Conceptual Relationship. Advances in Intelligent Systems and Computing. 2019; ():359-372.
Chicago/Turabian StyleSusana Duarte; Maria Do Rosário Cabrita; V. Cruz-Machado. 2019. "Business Model, Lean and Green Management and Industry 4.0: A Conceptual Relationship." Advances in Intelligent Systems and Computing , no. : 359-372.
Green and lean are manufacturing management paradigms that identify new opportunities to improve the business to be more competitive. The purpose of this research is to contribute for the understanding of how to address green–lean approaches in a supply chain. The objective is to provide basic mechanisms to implement an organization’s supplychain based on an integrated green and lean approach. To attain this objective, some relevant initiatives for a green and lean transformation were considered first. Second, a multiple case study was conducted in the automotive industry to test qualitatively the several integrated green and lean initiatives and see how they are being implemented in the real world. Based on the literature review and the case study, an oriented-tool is suggested, which involves a roadmap to achieve a green–lean supply-chain transformation. The proposed roadmap can serve as the basis for further research in green and lean supply chain management, providing insights into the implementation of a green–lean approach.
Susana Duarte; Virgilio Machado. Green and lean supply-chain transformation: a roadmap. Production Planning & Control 2019, 30, 1170 -1183.
AMA StyleSusana Duarte, Virgilio Machado. Green and lean supply-chain transformation: a roadmap. Production Planning & Control. 2019; 30 (14):1170-1183.
Chicago/Turabian StyleSusana Duarte; Virgilio Machado. 2019. "Green and lean supply-chain transformation: a roadmap." Production Planning & Control 30, no. 14: 1170-1183.
A new paradigm with a considerable influence on the industrial value creation is begun to evolve. Industry 4.0 represents the development to the fourth industrial revolution. A new shift in business and technology trends is confirmed. With this new paradigm of high-tech industry, supply chains will develop into highly adaptive networks. Lean and Green supply chain management should have better opportunities to be performed, becoming more efficient and competitive. The aim of this study is to link the lean and green supply chain characteristics to the Industry 4.0. This paper has twofold: first, presents an overview of the phenomenon Industry 4.0 and the lean and green supply chain management. Next, a conceptual model is developed which incorporates the Industry 4.0 topics to the well-known lean and green supply chain. This paper provides an understanding of the role of lean and green paradigms in the new era of industrialization.
Susana Duarte; Virgilio Cruz-Machado. Exploring Linkages Between Lean and Green Supply Chain and the Industry 4.0. Proceedings of the Eleventh International Conference on Management Science and Engineering Management 2017, 1242 -1252.
AMA StyleSusana Duarte, Virgilio Cruz-Machado. Exploring Linkages Between Lean and Green Supply Chain and the Industry 4.0. Proceedings of the Eleventh International Conference on Management Science and Engineering Management. 2017; ():1242-1252.
Chicago/Turabian StyleSusana Duarte; Virgilio Cruz-Machado. 2017. "Exploring Linkages Between Lean and Green Supply Chain and the Industry 4.0." Proceedings of the Eleventh International Conference on Management Science and Engineering Management , no. : 1242-1252.
Purpose The purpose of this research work is to propose an assessment framework to evaluate businesses in terms of the implementation of a green and lean organization’s supply chain. Design/methodology/approach A conceptual framework was developed for the assessment of green and lean implementation. The framework was designed using key criteria to identify green and lean initiatives. This led to the development of guidelines for each criterion, and the development of a scoring method. A multiple case study of five different organizations in the automotive industry was conducted to validate the conceptual framework. Findings The study reveals that high scores are derived from a good interaction between green and lean implementation in these companies. The results confirm that the initiatives considered in the conceptual framework were appropriate to represent the green and lean assessment framework. Research limitations/implications The case study was developed in five organizations. Validation of the model is not based on quantitative techniques. The sample size is too small. More study is need in different industry sectors. Practical implications The proposed model can be the basis for further research on green and lean concepts, contributing to the understanding of green and lean implementation. With this assessment method, managers can evaluate their business in relation to the implementation of green and lean supply chain initiatives. Originality/value To the author’s knowledge, this paper is the first to provide an assessment framework to evaluate an organization’s supply chain in terms of green and lean implementation.
Susana Duarte; Virgilio Machado. Green and lean implementation: an assessment in the automotive industry. International Journal of Lean Six Sigma 2017, 8, 65 -88.
AMA StyleSusana Duarte, Virgilio Machado. Green and lean implementation: an assessment in the automotive industry. International Journal of Lean Six Sigma. 2017; 8 (1):65-88.
Chicago/Turabian StyleSusana Duarte; Virgilio Machado. 2017. "Green and lean implementation: an assessment in the automotive industry." International Journal of Lean Six Sigma 8, no. 1: 65-88.
Understanding how efficiently we use the role of resources in the organization namely natural resources in use, water, materials and energy consumption is a vital step for designing business strategies to tackle inefficiencies. Green and lean model for business sustainability will be presented and indicators for a resource efficient and green business will be discussed. Organizations must understand how resources are use and how can be used, making better decision about the use of those environmental, social, and economic resources. However the resources are not only a business concern. All organizations in a specific region should be evaluated for the knowledge of the progress on the road to sustainability. This study aims to be a preliminary study of how to use green and lean management concept as a step towards to sustainability. To the authors this is the first attempt to understand and develop a model through green and lean concepts to improve critical sustainability issues, enhancing the efficiency of the resources.
Susana Duarte; Virgilio Machado. Green and Lean Model for Business Sustainability. Advances in Intelligent Systems and Computing 2016, 1281 -1291.
AMA StyleSusana Duarte, Virgilio Machado. Green and Lean Model for Business Sustainability. Advances in Intelligent Systems and Computing. 2016; ():1281-1291.
Chicago/Turabian StyleSusana Duarte; Virgilio Machado. 2016. "Green and Lean Model for Business Sustainability." Advances in Intelligent Systems and Computing , no. : 1281-1291.
Maria Do Rosário Cabrita; Susana Duarte; Helena Carvalho; Virgilio Cruz-Machado. Integration of Lean, Agile, Resilient and Green Paradigms in a Business Model Perspective: Theoretical Foundations. IFAC-PapersOnLine 2016, 49, 1306 -1311.
AMA StyleMaria Do Rosário Cabrita, Susana Duarte, Helena Carvalho, Virgilio Cruz-Machado. Integration of Lean, Agile, Resilient and Green Paradigms in a Business Model Perspective: Theoretical Foundations. IFAC-PapersOnLine. 2016; 49 (12):1306-1311.
Chicago/Turabian StyleMaria Do Rosário Cabrita; Susana Duarte; Helena Carvalho; Virgilio Cruz-Machado. 2016. "Integration of Lean, Agile, Resilient and Green Paradigms in a Business Model Perspective: Theoretical Foundations." IFAC-PapersOnLine 49, no. 12: 1306-1311.
This paper investigates how to evaluate lean and green supply chain performance through a traditional Balanced Scorecard (BSC). To attain the paper's objective, in a first stage a literature review was carried out to provide a comprehensive understanding of how lean and green can be compatible in a supply chain, how the performance should be evaluated, and how the BSC can evaluate the lean and green supply chain performance. Next, a conceptual framework was developed to investigate how lean and green initiatives can affect supply chain performance. A causal diagram was used to represent the relationships between each lean and green measure through the traditional four BSC perspectives: financial, customer, internal business process and learning and growth. It is possible to recognize that lean and green initiatives influence the linkages between performance measures. These linkages were established by anecdotal evidence derived from the literature review; they are an example of how to evaluate the organization's supply chain. The proposed diagram can be the basis for further research in lean and green supply chain performance. To the author's knowledge, this study is the first to attempt to understand how to apply BSCs to evaluate the integration of lean and green paradigms on supply chain performance.
Susana Duarte; Virgilio Machado. Investigating lean and green supply chain linkages through a balanced scorecard framework. International Journal of Management Science and Engineering Management 2014, 10, 20 -29.
AMA StyleSusana Duarte, Virgilio Machado. Investigating lean and green supply chain linkages through a balanced scorecard framework. International Journal of Management Science and Engineering Management. 2014; 10 (1):20-29.
Chicago/Turabian StyleSusana Duarte; Virgilio Machado. 2014. "Investigating lean and green supply chain linkages through a balanced scorecard framework." International Journal of Management Science and Engineering Management 10, no. 1: 20-29.
The performance evaluation has become an important subject to get competitive advantage on supply chain. New business paradigms as lean and green are able to develop improvements on the supply chain performance. To get a balanced performance measurement system, a balanced scorecard (BSC) may be developed. This study is motivated by the lack of evidence on the lean and green supply chain performance through a BSC framework. The purpose of this study is to explore how to reach benefits on supply chain performance, considering the lean and green performance measures through the traditional BSC perspectives. To attain the paper objective in a first stage a literature review was carried out, to provide a comprehensive understanding of how the BSC can incorporate the lean and green supply chain performance measures. Next, a conceptual framework was developed to investigate how lean and green initiatives can affect the supply chain performance, using a cause-and-effect BSC approach. It is possible to recognize that lean and green initiatives influence the linkages between performance measures. These linkages in the scorecard are an example of how to evaluate the organization’s supply chain.
Susana Duarte; Virgilio Machado. Lean and Green Supply Chain Performance: A Balanced Scorecard Perspective. Proceedings of the 2nd International Conference on Data Engineering and Communication Technology 2014, 645 -654.
AMA StyleSusana Duarte, Virgilio Machado. Lean and Green Supply Chain Performance: A Balanced Scorecard Perspective. Proceedings of the 2nd International Conference on Data Engineering and Communication Technology. 2014; ():645-654.
Chicago/Turabian StyleSusana Duarte; Virgilio Machado. 2014. "Lean and Green Supply Chain Performance: A Balanced Scorecard Perspective." Proceedings of the 2nd International Conference on Data Engineering and Communication Technology , no. : 645-654.
Susana Duarte; Virgilio Machado. Modelling lean and green: a review from business models. International Journal of Lean Six Sigma 2013, 4, 228 -250.
AMA StyleSusana Duarte, Virgilio Machado. Modelling lean and green: a review from business models. International Journal of Lean Six Sigma. 2013; 4 (3):228-250.
Chicago/Turabian StyleSusana Duarte; Virgilio Machado. 2013. "Modelling lean and green: a review from business models." International Journal of Lean Six Sigma 4, no. 3: 228-250.
Going lean and green is a trend that identifies new business opportunities for organizational improvement and for competitiveness. Besides, there are quality awards to assist organizations to improve their performance among them the Shingo Prize, the Malcom Baldrige National Quality Award, the European Foundation for Quality Management. The aim of this study is to develop a conceptual framework for lean and green business organizations. To attain the paper objective in a first stage a comparison between quality awards is developed to provide a comprehensive understanding of each framework and to explore how they assist to modeling a lean and green organization. After defining lean and green management approaches, it seeks to cross-reference between the awards frameworks and lean and green culture; a number of assessment guidelines and criteria were designed to connect and integrate lean and green principles and tools. It is proposed seven different criteria and respective criterion score to assess a lean-green business organization.
Susana Duarte; V. Cruz-Machado. Lean and Green: A Business Model Framework. Lecture Notes in Electrical Engineering 2012, 185, 751 -759.
AMA StyleSusana Duarte, V. Cruz-Machado. Lean and Green: A Business Model Framework. Lecture Notes in Electrical Engineering. 2012; 185 ():751-759.
Chicago/Turabian StyleSusana Duarte; V. Cruz-Machado. 2012. "Lean and Green: A Business Model Framework." Lecture Notes in Electrical Engineering 185, no. : 751-759.
Green and lean paradigms have been adopted by companies in order to manage their relationships with suppliers in a supply chain management context, but nearly always separately and with little understanding of their influence on company performance. This paper proposes a theoretical framework for the analysis of the influence of green and lean upstream supply chain management practices on the sustainable development of businesses. To attend this objective, a set of performance measures covering economic (operational cost, environmental cost, and inventory cost), environmental (business wastage, green image, and CO2 emission), and social (corruption risk, supplier screening and local supplier) perspectives is proposed. An explanatory case study was conducted at a Portuguese automaker to test qualitatively the validity of the proposed theoretical framework. From the case study, a model is suggested, which encompasses the relationships between green and lean upstream supply chain practices and sustainable business development.
Susana G. Azevedo; Helena Carvalho; Susana Duarte; Virgilio Machado. Influence of Green and Lean Upstream Supply Chain Management Practices on Business Sustainability. IEEE Transactions on Engineering Management 2012, 59, 753 -765.
AMA StyleSusana G. Azevedo, Helena Carvalho, Susana Duarte, Virgilio Machado. Influence of Green and Lean Upstream Supply Chain Management Practices on Business Sustainability. IEEE Transactions on Engineering Management. 2012; 59 (4):753-765.
Chicago/Turabian StyleSusana G. Azevedo; Helena Carvalho; Susana Duarte; Virgilio Machado. 2012. "Influence of Green and Lean Upstream Supply Chain Management Practices on Business Sustainability." IEEE Transactions on Engineering Management 59, no. 4: 753-765.
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. 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. 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. 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. 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. 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.
Helena Carvalho; Susana Duarte; Virgilio Machado. Lean, agile, resilient and green: divergencies and synergies. International Journal of Lean Six Sigma 2011, 2, 151 -179.
AMA StyleHelena Carvalho, Susana Duarte, Virgilio Machado. Lean, agile, resilient and green: divergencies and synergies. International Journal of Lean Six Sigma. 2011; 2 (2):151-179.
Chicago/Turabian StyleHelena Carvalho; Susana Duarte; Virgilio Machado. 2011. "Lean, agile, resilient and green: divergencies and synergies." International Journal of Lean Six Sigma 2, no. 2: 151-179.
Susana Duarte; Virgínia Machado. Manufacturing paradigms in Supply Chain Management. International Journal of Management Science and Engineering Management 2011, 6, 328 -342.
AMA StyleSusana Duarte, Virgínia Machado. Manufacturing paradigms in Supply Chain Management. International Journal of Management Science and Engineering Management. 2011; 6 (5):328-342.
Chicago/Turabian StyleSusana Duarte; Virgínia Machado. 2011. "Manufacturing paradigms in Supply Chain Management." International Journal of Management Science and Engineering Management 6, no. 5: 328-342.