Authors :
Vinayak Rajendra Jadhav
Volume/Issue :
Volume 11 - 2026, Issue 8 - August
Google Scholar :
https://tinyurl.com/2atcn9t5
DOI :
https://doi.org/10.38124/ijisrt/26aug782
Note : A published paper may take 4-5
working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and
ResearchGate.
Abstract :
Strategic Context:
In the complex, non-linear business environment of 2026, the traditional paradigm of supply chain management faces
a critical inflection point. For decades, 'Lean' methodologies—focused on waste elimination and just-in-time (JIT)
efficiency—served as the blueprint for competitive advantage. However, the current marketplace, defined by persistent
geopolitical volatility and logistical instability, has exposed the 'Lean Paradox': the very practices designed to maximise
efficiency simultaneously create systemic fragility. This research, "The Lean Paradox: Navigating the Efficiency–Resilience
Trade-Off in Modern Supply Chains Amid Disruptions," evaluates the strategic tension between the mandate for costminimisation and the emerging necessity for enterprise resilience.
Research Approach & Methodology:
The study employed a primary, descriptive quantitative research design. To capture current industry sentiment, a
structured survey was administered to a cross-sectional sample of 20+ professionals and academic experts across the Retail,
FMCG, and Manufacturing sectors. The research utilised a 5-point Likert scale to measure specific operational trade-offs,
providing a granular evaluation of how contemporary supply chain leaders perceive the relationship between JIT efficiency
and system risk. The analysis integrates statistical rigour, employing hypothesis testing to ensure the findings are grounded
in empirical evidence.
Hypothesis Framework:
To determine whether lean practices fundamentally alter the risk profile of modern supply chains, the following
hypothesis was tested:
References :
- Albertzeth, K., Müller, S., & Jensen, P. (2025). Autonomous supply chains: Leveraging machine learning for real-time risk mitigation. Journal of Operations Management and Analytics, 18(2), 112–129.
- Appinventiv. (2026). The role of predictive analytics in modern supply chain management. Appinventiv Research Series.
- Bhasin, S., & Burcher, P. (2006). Lean viewed as a philosophy. Journal of Manufacturing Technology Management, 17(1), 56–72.
- Datup, L. (2026). Digital transformation in logistics: A 2026 industry outlook. Datup Strategic Research Reports.
- Farzad, M., Ivanov, D., & Dolgui, A. (2026). Asymmetric cost management in resilient supply chain design: Balancing efficiency and survival. International Journal of Production Economics, 272, 108–124.
- Ivanov, D. (2025). Supply chain resilience: Theory and practice (3rd ed.). Springer.
- Ivanov, D., & Dolgui, A. (2024). A digital supply chain twin for managing disruption risks and resilience. International Journal of Production Research, 62(5), 1540–1558.
- Lüscher, L. S., & Lewis, M. W. (2008). Organizational change and managerial sensemaking: Working through paradox. Academy of Management Journal, 51(2), 221–240.
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- Saraji, M. K., Darestani, S. A., & Jolai, F. (2023). Supply chain resilience and sustainability: A systematic literature review and future research agenda. Journal of Cleaner Production, 410, 137–152.
- Spear, S., & Bowen, H. K. (1999). Decoding the DNA of the Toyota production system. Harvard Business Review, 77(5), 96–106.
- Stone, K. B. (2012). Four decades of lean: A systematic review. International Journal of Lean Six Sigma, 3(2), 112–132.
- Warmbier, S., Kinra, A., & Ivanov, D. (2023). Sustainability and resilience: Mutually constitutive capabilities in supply chain management. Business Strategy and the Environment, 32(8), 5890–5908.
- Womack, J. P., & Jones, D. T. (2003). Lean thinking: Banish waste and create wealth in your corporation (2nd ed.). Free Press.
- World Economic Forum. (2026). The global risks report 2026: Navigating the polycrisis era. WEF Publications.
Strategic Context:
In the complex, non-linear business environment of 2026, the traditional paradigm of supply chain management faces
a critical inflection point. For decades, 'Lean' methodologies—focused on waste elimination and just-in-time (JIT)
efficiency—served as the blueprint for competitive advantage. However, the current marketplace, defined by persistent
geopolitical volatility and logistical instability, has exposed the 'Lean Paradox': the very practices designed to maximise
efficiency simultaneously create systemic fragility. This research, "The Lean Paradox: Navigating the Efficiency–Resilience
Trade-Off in Modern Supply Chains Amid Disruptions," evaluates the strategic tension between the mandate for costminimisation and the emerging necessity for enterprise resilience.
Research Approach & Methodology:
The study employed a primary, descriptive quantitative research design. To capture current industry sentiment, a
structured survey was administered to a cross-sectional sample of 20+ professionals and academic experts across the Retail,
FMCG, and Manufacturing sectors. The research utilised a 5-point Likert scale to measure specific operational trade-offs,
providing a granular evaluation of how contemporary supply chain leaders perceive the relationship between JIT efficiency
and system risk. The analysis integrates statistical rigour, employing hypothesis testing to ensure the findings are grounded
in empirical evidence.
Hypothesis Framework:
To determine whether lean practices fundamentally alter the risk profile of modern supply chains, the following
hypothesis was tested:
