Lean thinking in value co-creation: a basis for innovation in agroindustrial sector

Objective: The goal of this paper is to identify both the opportunities and barriers to adopting Lean Thinking for value co-creation in agro-industrial services. Design/methodology/approach: This research paper comprises a methodical review of the literature on value co-creation in agro-industrial services, with a specific focus on Lean Thinking. The authors utilized Bardin's (2011) content analysis approach to examine the resulting portfolio and derive insights into the prospects and challenges of implementing Lean Thinking in value co-creation within the agro-industrial services sector. Findings: The opportunities and barriers for the adoption of Lean Thinking in value co-creation in agro-industrial services were identified by the authors, who also proposed ways to overcome the obstacles. In total, five opportunities and five barriers were recognized. Originality: This study represents a novel effort in identifying the opportunities and barriers of implementing Lean Thinking in value co-creation for agro-industrial services. The findings may guide decision-making processes and strategic actions aimed at enhancing the agro-industrial market. Practical implications: The identified opportunities and barriers can provide a foundation for guiding strategies that direct agribusiness players in making informed decisions, while also mitigating waste through collaborative efforts among multiple companies. It can also guide players towards value aggregation in their products and/or processes by promoting co-created services among players, in line with the principles of Lean Thinking. Social implications: Efficient value co-creation in agro-industrial services can result in improved well-being, convenience, and service offerings for society. It can also add value to products through services and create more employment opportunities in the agro-industrial sector.