Understanding alignment between lean and agile strategies using Triple-A model

Purpose - Integrating the lean (LSTs) and agile (ASTs) strategies to effectively create the competitiveness of the firm is always challenging for the strategy makers. This research aims to comprehend the behavior of these core strategies by using the Triple-A framework. Design/methodology/approach - Data are gathered from the supply chain (SC) professionals serving in manufacturing firms through a structured questionnaire. Structured equation modeling (SEM) is performed to test the hypotheses on 257 valid responses. Findings - The result of this study reveals a few key attributes about LST and AST while attempting to align and gain maximum benefit. One of the key findings is that an LST finds it difficult to create adaptability (ADP). But better alignment (ALN) among the market priorities and operational capabilities may improve the firm's competitive capabilities (FCCs). Practical implications - This study posits various important insights for strategy decision makers, just for instance, it is advised to the operations managers that lean resources are usually never capable to adapt change but can be aligned with the market changes to create a competitive capability for the firm. Originality/value - This is original research that has various useful insights for SC and operations strategy makers and also for the academic researchers as it reveals empirical evidence of the past key concepts.