Sharing information has a critical role in managing the supply chain. Therefore, all tiers of a supply chain need to use a similar data format to share their information and to use their output data. Using the industry standard data format makes data exchange possible across the whole supply chain. Hence, using data standard was considered as another tool of LSC adaption. Each tier of a supply chain needs a performance measurement system to monitor organizational functions. Therefore, a continuous improvement system is required to monitor organizational performance. Based on the theory of network [71] in the SCM, maximizing the organizational performance is possible by creating a blend of weak and strong ties in the supply chain, which can be achieved by benchmarking from successful companies. This goal can be accomplished at the level of planning, designing, producing, operating, or sales, depending on the weaknesses of the company. Besides, inventory management was considered as another tool in adapting LSC because of its importance in the supply chain operation, thereby helping the organization maintain a competitive advantage. Any problem in managing inventory, either excessive product stock or backlog, causes difficulties in customer order, product storage, or additional costs for transportation.
To achieve a more detailed description of these techniques, related SCM theories were involved in designing the questionnaire construct (Table 2). According to the theory of strategic choice, the unique blended strategies beyond the individual firm should be applied in the SCM strategy decision-making. Thus, the supply chain, as the primary driver, is considered in all strategic decision-making processes in each tier of a chain. Therefore, in implementing LSC tools (Table 2), the decision must be made based on the whole supply chain benefits. The resource-based view theory [71] suggests that each tier can earn competitive advantages using valuable, priceless, and rare resources of its supply chain. According to this point of view, the supply chain is an inimitable competitive weapon, which can provide capability for product and process improvement. Moreover, institutional theory suggests sharing of organizational recipes among supply partners. Therefore, using supply chain resources and sharing organizational recipes make it possible for companies to standardize the planning, producing, and stock management processes across the whole supply chain. In addition, planning sales and operations in companies can use online tools available to all supply chain partners. More importantly, in developing new products, a high proportion of shared parts from other product lines of supply chain partners can be used. This strategy not only decreases designing time, but also avoids wasting time in making new tools and production line for these shared products because they were already produced in the other tier of the supply chain. Moreover, since the supply chain resources are shared, supply chain partners can use global or industry standard data format in exchanging products, availability, and sales-related data.
Game theory [72] suggests that a trustworthy relationship and mutual relation impede supply partners to pursue individual benefits instead of supply advantages. Organizational learning theory [73] implies sharing of knowledge and experiences among supply chain partners. Thus, if companies actively perform collaborative practices with their suppliers and customers as well as share their knowledge and experiences, non-value-added activities and numerous kinds of waste would be eliminated dramatically [74]. Social capital theory [72] suggests that joining for problem solving and sharing goals, experiences, information, and values among supply chain partners can improve organizational performance. Thus, all partners can establish a continuous improvement culture across the whole supply chain.
Since employers carry out all processes and activities, cooperation and coordination play an essential role in implementing LSC practices. Undoubtedly, implementing a new system takes time. Additionally, implementation is difficult to establish. Therefore, employers should not only be trained, but also encouraged and supported to believe they are valued assets.
Throughout the construction of the questionnaire, discussions were held with three food experts in the field of lean and SCM to check on the clarity of the questions and appropriateness of the proposed scale. These experts were chosen based on their willingness to participate and their level of experience (more than 10 years) in implementing lean and SCM initiatives in the food industry. The comments and feedback given were very useful in enhancing, amending, and improving the questionnaire. Based on the suggestions of the experts, the questions related to the “LSC tools” were completed.
This section is categorized by 12 parts (Table 3). Each part consists of four subsets (A, B, C and D). Each subset identifies the level of implementation of the main part. Thus, A shows “no implementation,” B shows little implementation, C shows “extensive implementation,” and D shows “complete implementation.” To clarify the notion and aim of each item, the subset explains the possibility of level of implementation, instead of using terms, such as “no implementation,” “little implementation,” “extensive implementation,” and “complete implementation.” Experts believe that this style provides an opportunity for the respondent to understand fully the items and avoid possible misunderstanding.