Putting supply chain learning into practice

John Bessant, Raphael Kaplinsky, Richard Lamming

Research output: Contribution to journalArticle


As firms struggle to cope with an increasingly turbulent and uncertain economic environment there is widespread recognition of the importance of organisational learning. One option is to look at the potential of shared learning between firms, where common interests and interdependence provide motivation for experience sharing and other forms of synergy in learning. A particular version of inter-firm learning is the use of supply chains as a mechanism for upgrading and transferring “appropriate practice” and this article reports on exploratory research on this theme. It draws on a literature survey and a detailed study of six UK supply chains at various stages of implementing supply chain learning.
Original languageEnglish
Pages (from-to)167-184
Number of pages18
JournalInternational Journal of Operations & Production Management
Issue number2
Publication statusPublished - 2003

Bibliographical note

This article is © Emerald Group Publishing and permission has been granted for this version to appear here http://eprints.brighton.ac.uk/79/. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited


  • Kaizen
  • Organizational learning
  • Supply chain
  • Continuous improvement


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