Supply Chain Management in Nicaraguan MSMEs: Description of Practices and Approach to the Lean–Agile Methodology
Abstract
Objective: To describe the Lean-Agile-oriented supply chain management practices implemented by Nicaraguan manufacturing Micro, Small, and Medium-sized Enterprises (MSMEs).
Methodology/design: A quantitative, descriptive, and cross-sectional approach was employed. A standardized questionnaire was administered to 206 companies in the manufacturing sector. The reliability of the instrument in this context was measured using Cronbach’s alpha, and its validity was evaluated through the Kaiser–Meyer–Olkin (KMO) and Bartlett’s sphericity tests. The Kruskal–Wallis test was applied for inferential analysis.
Findings: Neutral scores were observed in both management frameworks (Lean and Agile), highlighting strengths in Lean tools such as Kanban and Just-in-Time, along with moderate adaptability in Agile management. However, weaknesses were identified in supplier selection and delivery times.
Conclusions: The analysis shows that the adoption of Lean–Agile methodologies among Nicaraguan MSMEs is still emerging and fragmented, constrained by structural factors such as poor supplier management and limited technological resources. The results underscore the need for context-specific approaches and supportive ecosystems to foster competitiveness and sustainability.
Originality: This study addresses a gap in the literature by examining the implementation of a hybrid (Lean–Agile) model in Nicaraguan manufacturing MSMEs. In contrast to previous research that explores these methodologies separately and in more developed contexts, this paper focuses on a key sector of the Nicaraguan economy—one characterized by dependence on imported inputs, low levels of technological advancement, and restricted access to technology and financing.
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