ICT, information sharing and a new hybrid lean-agile performance: Empirical evidence from automotive hierarchical supply chains

Abstract

The purpose of this study was to investigate the direct and indirect effects of information and communication technology (ICT) on a hybrid lean-agile supply chain performance (HSCP) in terms of leanness, agility and leagility of automotive supply chains (SCs) in Egypt. A conceptual framework was proposed and tested using questionnaires, which were filled through face-to-face interviews. A mixed-methods approach was used to achieve a comprehensive understanding of research relationships. The population was 101 international organizations in Egyptian automotive industry within its three sub-sectors (manufacturers of auto-feeding and automotive industries and distributors). Structural equation modelling was used to examine the proposed relationships. Results indicated that ICT positively/significantly affects both SC integration (SCI) and HSCP. SCI positively/significantly affects SC information sharing (SCIS). SCIS affects HSCP in terms of mass customization and postponement positively/significantly. The three sub-sectors are using a new blended SC strategy that hybridizes attributes of each approach according to the SC node’s position. This article adds value to the current debate on the applicability of implementing a blended lean-agile SC strategy by integrating two main lines of management research (leagility approach and hybridized lean-agile manufacturing systems) into one new hybrid approach. It is the first study that investigated empirically the direct/indirect ICT‐HSCP relationships of multiple nodes in a heterogeneous market. It maps the hierarchical auto SCs of an emerging market. It provides automotive SC players with practical insights on using ICT for better SCI and SCIS and choosing the appropriate aspects of leanness, agility and leagility based on the organization’s position across its SC.