DOI: 10.33917/mic-2.127.2026.73-83

The article examines Lean as a platform for supplier development, analyzing key tools — 5S, VSM, Kaizen, SMED, TPM, and Kanban — and their role in enhancing discipline, transparency, and a culture of continuous improvement. It describes a phased implementation of programs: diagnosis, training, execution, and standardization. Special attention is given to Lean as a mindset that fosters engagement, trust, and sustainable development of partnership relationships within the supply chain.

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The present article dwells on the author’s methodology of managing the competitiveness of a machine-building complex at the micro level, that is, at the enterprise level. According to the author, introduction of new progressive tools and management principles in each particular enterprise will allow not only to increase significantly competitiveness of the machine-building complex as a whole, but also to elaborate successful long-term strategy for the economy development.