Abstract
Supply chain fragmentation, inventory imbalances, volatile demand, and rising
customer expectations increasingly challenge the South African automotive
aftermarket parts distribution sector. These pressures have created operational
inefficiencies that undermine product availability, responsiveness, and the delivery of
consistent customer value. In response to these challenges, organisations are turning
to structured improvement methodologies to optimise performance and maintain
competitiveness. This study investigated the relationship between Lean Six Sigma,
demand management, and customer value in a South African automotive aftermarket
parts distributor. Grounded in Lean theory and the resource-based view, the research
employed a qualitative single-case study methodology. Data were collected through
semi-structured interviews, internal documentation, and process analysis, and
investigated using thematic coding. The findings reveal that although Lean Six Sigma
had not yet been implemented, participants identified its capabilities, such as root
cause analysis, process standardisation, and collaborative planning, as critical
enablers of improved demand management performance. The study also found that
leadership limitations, system fragmentation, and skills shortages hindered the delivery
of customer value. The research contributes to academic literature by highlighting the
theoretical and practical potential of integrating Lean Six Sigma into demand
management to improve operational agility and customer responsiveness. It offers
actionable insights for supply chain professionals and decision-makers seeking to
embed continuous improvement practices that enhance customer value in dynamic,
resource-constrained environments.