The triple-A supply chain.

By Hau L. Lee. Harvard Business Review, 2004

2,006 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/5a12e8feba38f065cc5b4fc0ed49ec35351926f6

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Citations in the corpus

The effects of trust and coercive power on supplier integration (2009, background): “Instead, supply chains should be agile, adaptable and aligned to meet the challenges of competitive environments (Lee, 2004).”
The effects of strategic and manufacturing flexibilities and supply chain agility on firm performance in the fashion industry (2017, background): “(2009) ; the range and response dimensions of manuacturing flexibility, as derived by Li and Ogunmokun (2008) ; and ome forms of supply chain agility, as specified by Swafford et al.”
Sustainable Supply Chain Management in Small and Medium Enterprises (2018, background): “Lee [48] explained that the effectiveness of the supply chain depends on the conceptual plans that relate to products, processes, and packages.”
Information Transmission and the Bullwhip Effect: An Empirical Investigation (2012, unknown): “Following Lee et al. (1997), our model shows that the optimal policy can yield a bullwhip: sometimes it pays off to sacrifice the bullwhip to stabilize inventory levels.”
The governance of supply networks: a systematic literature review (2012, background): “An additional seven articles (Bitran et al., 2007; Blowfield and Dolan, 2010; Laeequddin et al., 2009; Lee, 2004; Olson, 2010; Rao and Goldsby, 2009; Simatupang and Sridharan, 2008) were”
Supply chain financing: using cash‐to‐cash variables to strengthen the supply chain (2009, unknown): “, 2004) and shared reward (Wathne and Heide, 2004; Lee, 2004).”
The "Third Hand": IT-Enabled Competitive Advantage in Turbulence Through Improvisational Capabilities (2010, background): “Also, in supply chain management, Lee (2004) distinguishes between adaptability (evolving for market changes), and agility (responding to short-term changes).”
Strategic supply chain management: Improving performance through a culture of competitiveness and knowledge development (2007, background): “As Lee (2004) describes, for example, supply chain difficulties led Cisco to write off $2.25 billion in inventory in 2001 and led Motorola to lose many crucial early camera phone sales in 2003.”
Firm innovation and supply chain resilience: a dynamic capability perspective (2020, background): “In the context of the supply chain, flexibility is characterised as the ability to take various positions to more readily react to abnormal situations and quickly adjust to significant changes (Lee 2004), thus increasing resilience in the supply chain.”