Thursday, April 4, 2013

What does "Leagility" mean in reference to supply chain design?

Todays fast paced business performance requires constant attention and apparent motion; the process is a never-ending drudgery and movement of goods from output signal to the customer. In the past, large economies ruled the manufacturing world and everybody knew that mass production and bounteous utilization of plant capacity was the way to yield money. This style of manufacturing resulted in inflexible plants that could not be intimately reconfigured, and were associated with swollen amounts of raw materials, work-in-process and finished goods inventories.

        The depot Leagility was introduced in the return chain design to avoid or minimize inflexibility and overage in the supply chain by making it lean and agile. This result keep production cost wipe out and allow the supply chain to be flexible bounteous to keep up with the uncertainties and rapid changes on product demand. The term Leagility is based on deuce paradigms: Lean and Agility operations, not only by the combination of the two words, but in like manner by the combination of the two meanings. This combination will be explained later in more detail.

        This paper discusses the term Leagility in reference to supply chain design and how the term came to be. It will also provide a detailed definition of what Leagility mean and how its a critical part of the supply chain, to include how the two paradigms Lean and Agility work to make a paid supply chain.

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This paper will provide facts and opinions from different reports and write-ups from suit matter experts, news reports, and other documents.

        Lean manufacturing prospered in the eighties and continues to be talked about today. However, in pursuit of greater flexibility, excreta of excess in inventory, shortened lead-times, and advanced levels of quality in both products and customer service, industry analysts have popularized the terms world-class manufacturing and lean production (Sheridan 1993).

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