{"id":133,"date":"2016-05-15T21:14:25","date_gmt":"2016-05-15T19:14:25","guid":{"rendered":"http:\/\/www.studioazione.it\/leanthinking-it\/?page_id=133"},"modified":"2026-04-02T15:22:12","modified_gmt":"2026-04-02T13:22:12","slug":"lean-supply-chain-management","status":"publish","type":"page","link":"https:\/\/www.leanthinking.it\/en\/applicazioni-lean\/lean-supply-chain-management\/","title":{"rendered":"Lean Supply Chain Management"},"content":{"rendered":"<p><a href=\"https:\/\/www.leanthinking.it\/en\/what-is-lean-thinking\/\">The 5 Original Principles of Lean Thinking<\/a> \u2014 Value, Value Stream, Flow, Pull, and Perfection \u2014 stop at the company's boundaries. The <a href=\"https:\/\/www.leanthinking.it\/en\/what-is-lean-thinking\/6-principles-of-lean-thinking-supplier-development\/\">6th principle<\/a> by <a href=\"https:\/\/www.bonfiglioliconsulting.com\/it\/\" target=\"_blank\" rel=\"noopener\">Bonfiglioli Consulting<\/a> extend this logic to the entire supply chain, transforming the supplier from a counterparty to an integrated partner in the value flow.<\/p>\n<p>The goal is to apply the Lean methodology to eliminate boundaries with the supplier, making them an integral part of the company.<\/p>\n<p>The objectives to be achieved are:<\/p>\n<ul>\n<li>Improve the service level by creating and ensuring a seamless flow of purchased materials between the supplier and the user production line.<\/li>\n<li>Reduce the <a href=\"https:\/\/www.leanthinking.it\/en\/what-is-lean-thinking\/glossary\/lead-time-crossing-time\/\">Supply lead time<\/a>, to improve responsiveness and flexibility in market response<\/li>\n<li>Reduce inventory levels<\/li>\n<li>Improve the quality of supplies<\/li>\n<li>Reduce total procurement costs (considering not only the cost of the component but also all the costs it incurs (e.g., for managing its sourcing, for storage and internal handling, for insufficient quality, ...))<\/li>\n<\/ul>\n<p>During the application of <a href=\"https:\/\/www.leanthinking.it\/en\/what-is-lean-thinking\/6-principles-of-lean-thinking-supplier-development\/\">6th principle<\/a> Strategic decisions (such as Make\/Buy and global sourcing) are taken, and critical supply chains are worked on in order to optimize them. Tools such as Price lists, Cost Index, Cost Breakdown, Vendor List, etc. help us in this phase, allowing us to measure our performance, set goals, achieve them, and maintain them over time!<br \/>\nBut let's not forget the main players: people! That's why change, to be effective, must be supported by a lean organization focused on <a href=\"https:\/\/www.leanthinking.it\/en\/what-is-lean-thinking\/glossary\/continuous-improvement\/\">continuous improvement<\/a>, through the creation of key roles (commodity buyer, product buyer, supplier auditor, \u2026) and a plan for their professional growth.<\/p>\n<p><strong>Expected results<\/strong><\/p>\n<p>For each critical supply chain, it is possible to achieve goals in terms of:<\/p>\n<ul>\n<li>Indicator|Performance<\/li>\n<li>Number of suppliers|-30-40%<\/li>\n<li>Inventory levels of raw materials, semi-finished goods, and components|-20-40%<\/li>\n<li>Transit and delivery times|-40-50%<\/li>\n<li>Non-conformance Index (% or PPM) | +30\u201350%<\/li>\n<li>Service Level|90%<\/li>\n<\/ul>\n<p><em>An integrated Production Planning and Supply Chain Management system\u2014one that aligns Demand Planning, SOP, MPS, and Capacity Planning\u2014enables companies to reduce inventory by up to 30\u201340%, increase OTD and OTIF, and stabilize the production plan by reducing rush orders and hidden costs. Learn more about how to integrate digital processes and tools into planning \u2192 <a class=\"reset interactable cursor-pointer decoration-1 underline-offset-1 text-super hover:underline\" href=\"https:\/\/www.bonfiglioliconsulting.com\/it\/guida-production-planning-integrato\/\" target=\"_blank\" rel=\"nofollow noopener\"><span class=\"text-box-trim-both\">How to optimize Production Planning to transform the Supply Chain into a competitive advantage<\/span><\/a><\/em><\/p>\n<p>The transformation of the supply chain with a Lean approach requires method, expertise, and a structured approach involving people, processes, and suppliers. Discover how Bonfiglioli Consulting manages development programs for <a class=\"reset interactable cursor-pointer decoration-1 underline-offset-1 text-super hover:underline\" href=\"https:\/\/www.bonfiglioliconsulting.com\/it\/servizi\/supply-chain-management\/\" target=\"_blank\" rel=\"nofollow noopener\"><span class=\"text-box-trim-both\">Lean World Class\u00ae Supply Chain<\/span><\/a> \u2192<\/p>","protected":false},"excerpt":{"rendered":"<p>The 5 original principles of Lean Thinking\u2014Value, Value\u2026<\/p>","protected":false},"author":73,"featured_media":0,"parent":25,"menu_order":40,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"footnotes":""},"tags":[],"class_list":["post-133","page","type-page","status-publish","hentry"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.1 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Lean Supply Chain Management: Catene di Fornitura - Lean Thinking<\/title>\n<meta name=\"description\" content=\"Lean Supply Chain Management: applicare la metodologia Lean nelle Catene di Fornitura ed eliminare i confini con il fornitore, che diventa parte integrante dell&#039;azienda.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.leanthinking.it\/en\/lean-applications\/lean-supply-chain-management\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lean Supply Chain Management: Catene di Fornitura - 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