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Practice paper

The intersection of resiliency, leagility and sustainability and its effect on company performance

David Barnard
Journal of Supply Chain Management, Logistics and Procurement, 7 (4), 377-394 (2025)
https://doi.org/10.69554/MBQX3615

Abstract

Supply chains are increasingly becoming integrated to address new opportunities and growth while continuously being threatened by complex challenges. Companies can leverage resiliency, leagility and sustainability (RLS) capabilities to address these consequential issues. In this context, supply chain resiliency is the ability to continue operations in the face of a supply chain disruption. Leagility is the combination of lean and agility concepts and refers to the speed of changing directions and the practices of improving operational efficiency and effectiveness by eliminating waste. Sustainability is the management of a company’s supply chain effect on environmental, social and economic issues. Opportunities exist for companies to view these three capabilities as related and complementary and to evaluate how they can improve their business performance. In the context of supply chain management, this paper will define RLS, present an organisational construct for providing supply chain context, and give examples of how companies can leverage RLS to mitigate risks, capture opportunities and create a competitive advantage. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.

Keywords: 3Ps; resiliency; leagility; sustainability (RLS); scope emissions; triple bottom line (TBL); viable supply chain (VSC)

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Author's Biography

David Barnard brings over 20 years’ experience in supply chain strategy and business transformation at Fortune 500 companies and advisory companies. Working in a diverse array of industries, he has implemented enterprise-wide strategic programmes and continuous improvement initiatives to optimise processes and reduce costs throughout the value chain. Leveraging supply chain excellence as a competitive advantage, David focuses on business innovation and sustainable solutions to foster resiliency and address increasingly complex global supply chain challenges. David holds both an MBA and a BBA from the University of Georgia and is a licensed U.S. Customs Broker. He teaches supply chain management and operations management in the professional MBA programme at the University of Georgia.

Citation

Barnard, David (2025, June 1). The intersection of resiliency, leagility and sustainability and its effect on company performance. In the Journal of Supply Chain Management, Logistics and Procurement, Volume 7, Issue 4. https://doi.org/10.69554/MBQX3615.

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cover image, Journal of Supply Chain Management, Logistics and Procurement
Journal of Supply Chain Management, Logistics and Procurement
Volume 7 / Issue 4
© Henry Stewart
Publications LLP

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