...FACTORS INFLUENCING THE SUSTAINABILITY OF SUPPLY CHAIN 1. RESEARCH AREA The importance of operations logistics and supply chain management has shown a tremendous growth in the past decade. One main area which remains underestimated and not taken care of by supply chain practitioners is sustainability management. The practice of sustainable supply chain management (SSCM) is still untouched by many organizations and not fully understood by many practicing companies. So this led to increasing amount of research in this area of supply chain management. (Seuring & Muller, 2008) This paper aims to address the research questions which can able to explain the major factors influencing the sustainable process of supply chain management. On the sustainable side, it involves addressing environmental, ethical, social, economic problems. So the purpose of this paper is to give a proposed approach to effective SSCM. (Faisal, 2010) 2. RESEARCH PROBLEM Acquiring and maintaining sustainability in supply chain management has become the key problem in supply chain practices. SSCM has gained more interest by the companies and also by the researchers. (Colicchia et al, 2011) The more vital process involved is quantifying the sustainability. On considering quantifying, the key issue is considering system boundaries, i.e. analyzing the single organizational operations or the entire supply process as a whole, or considering the direct impact from internal environment or the direct impact...
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...by industrial development should be addressed throughout the supply chain. This had led to the emergence of the concept suggested to as Green Supply Chain Management (GSCM). This research provided a concise background and challenges of green supply chain through applying qualitative analysis on potential implementation in existing literature. This research was use secondary data to analyze a single case study, which is a case study of Walmart GSCM. Data was collected through a quality source by process of evaluating the information sources. The research analysis have shown seven strategies that used at Walmart: Identifying goals, metrics, and new technologies, Providing network partner assistance to suppliers, Certifying environmentally sustainable products, Incentive for green products, Consolidating direct suppliers, Developing a sustainable standard, and Zero waste. In a conclusion, it was possible to understand that GSCM is one of the emerging approaches for retail industry. This approach had help the company differentiates from its competition and made its supply chain more efficient. This paper was useful in providing suggestions to the retail industry and other industries to either modify the GSCM strategy adopted within organization in order to achieve the required target, or identify the most suitable GSCM strategy to be implemented. Keywords: Supply Chain Management, Retail industry, Green Supply Chain Chapter 1: Introduction The world is warming. The average...
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...INTRODUCTION In our report, we will be discussing on one of the major driving force for the long-term profitability and competitiveness of a firm, i.e. Sustainable Supply Chain Management. This has become one of the most recognized strategic goals by the leading global organizations in the world. Sustainability in Supply Chain Management refers to the fact that organization should not only fulfill the wants and expectations of their stakeholders, but also avoid actions that reduce the ability of the interested parties, including the future generations to meet their needs. In order to elaborate, how a leading global organization takes Sustainable Supply Chain Management as a strategic goal, we have prepared our report on GSK’s Sustainability elements. GSK is one of the world’s leading research-based pharmaceutical and healthcare companies, developing and supplying medicines to a huge global market. The company employs more than 97,000 people in over 100 countries and has an extensive worldwide supply chain. GSK’s mission is to help people do more, feel better, live longer. They do this through investing in R&D, adopting flexible approaches to pricing, promoting open innovation, and strengthening healthcare systems. By growing their business and extending access to their medicines, GSK ensures long term commercial success as well as creating value for its shareholders and delivering economic benefits to the wider society. GSK contributes directly and indirectly to the economic...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0957-4093.htm IJLM 22,3 Retail supply chain management: key priorities and practices Wesley S. Randall Department of Marketing and Logistics, College of Business, University of North Texas, Denton, Texas, USA 390 Brian J. Gibson and C. Clifford Defee Department of Supply Chain Management, College of Business, Auburn University, Auburn, Alabama, USA, and Brent D. Williams Department of Supply Chain Management, Sam M. Walton College of Business, University of Arkansas, Fayetteville, Arkansas, USA Abstract Purpose – The purpose of this paper is to investigate the unique supply chain strategies employed by retailers. Design/methodology/approach – A mixed methods approach was employed involving analysis of depth interviews with 27 retail supply chain executives combined with a follow-up survey capturing over 200 responses. Findings – In light of uncertain economic conditions, retailers appear to be developing more agile/responsive supply chain management (SCM) strategies. Additionally, retailers are putting greater emphasis on maintaining a balance of cost versus service than the cost-centered focus found in a prior study. Research limitations/implications – This study focused on US retailers and therefore results should be cautiously extended to the retailing environment in other countries. Practical implications – Retailing is not a “one size fits all” business, and...
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...Research Methodologies in Supply Chain Management Herbert Kotzab ´ Stefan Seuring Martin Mçller ´ Gerald Reiner (Editors) Research Methodologies in Supply Chain Management In Collaboration with Magnus Westhaus With 71 Figures and 67 Tables Physica-Verlag A Springer Company Professor Dr. Herbert Kotzab Copenhagen Business School Department of Operations Management SCM-Group Solbjerg Plads 3 2000 Frederiksberg Denmark hk.om@cbs.dk PD Dr. Stefan Seuring PD Dr. Martin Mçller Supply Chain Management Center Institute of Business Administration Faculty of Business, Economics and Law Uhlhornsweg 26111 Oldenburg Germany stefan.seuring@uni-oldenburg.de martin.mueller@uni-oldenburg.de Dr. Gerald Reiner Vienna University of Economics and Business Administration Department of Production Management Nordbergstraûe 15 1090 Vienna Austria gerald.reiner@wu-wien.ac.at Cataloging-in-Publication Data Library of Congress Control Number: 2005924508 ISBN 3-7908-1583-7 Physica-Verlag Heidelberg New York This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must...
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...School, Middlesex University London, The Burroughs, Hendon, London NW4 4BT, United Kingdom Brunel Business school, Brunel University, Uxbridge, Middlesex, UB8 3PH, United Kingdom a r t i c l e i n f o a b s t r a c t Logistics partnerships across dyadic and triadic relationship networks have been the basis of extensive research in the extant literature. It is well understood that competitive advantage within logistics and distribution and within supply chains are driven by value-adding aspects of not only the core competencies of each tier in the network, but also via tangential supporting factors. It is also well understood that there is a strong relationship between logistics and distribution and marketing functions, particularly in product-based organisations. In addition to deepening our understanding of how successful partnerships throughout the source– make–deliver continuum can be optimised, this research also seeks to identify how a supporting element in terms of industrial branding and marketing can lead to relational sustainability. Hence, this paper outlines the relationship between logistics partnership success (LPS) factors and the inherent link to industrial branding establishment and business sustainability within the Malaysian automotive industry (specifically, car manufacturers). Adopting a multiple case study approach, findings...
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...Green Supply Chain Management and Its Effects on Environmental and Operational Performance in Automobile Industry in Karachi Syeda Unaiza 7153, Talha Hamid 6307, Abdul Qadeer 6758,Hassan Sajid 6303 December 18, 2015 1 Contents 1 Introduction 1.1 Background of Study . . . . . . . . . . . . 1.2 Problem Statement: . . . . . . . . . . . . . 1.3 Objectives of Study . . . . . . . . . . . . . 1.4 Research Questions . . . . . . . . . . . . . 1.5 Significance of study . . . . . . . . . . . . 1.6 Limitations and Delimitations of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 5 6 7 7 7 8 2 Review of the Related Literature 9 3 Research Methodology 3.1 Respondent Sample and Methods 3.2 Semi structured interview . . . . 3.3 Self-completion questionnaires . . 3.4 Focus group/group interview . . . 3.5 Triangulation . . . . . . . . . . . 20 20 21 22 23 23 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 2 1 Introduction Supply Chain Management is the process of managing and controlling of a compound network including...
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...International Journal of Physical Distribution & Logistics Management Consumer preferences for sustainability and their impact on supply chain management: The case of mobile phones Anu Bask Merja Halme Markku Kallio Markku Kuula Downloaded by Universiti Malaysia Sabah At 08:03 27 February 2016 (PT) Article information: To cite this document: Anu Bask Merja Halme Markku Kallio Markku Kuula, (2013),"Consumer preferences for sustainability and their impact on supply chain management", International Journal of Physical Distribution & Logistics Management, Vol. 43 Iss 5/6 pp. 380 - 406 Permanent link to this document: http://dx.doi.org/10.1108/IJPDLM-03-2012-0081 Downloaded on: 27 February 2016, At: 08:03 (PT) References: this document contains references to 88 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 2370 times since 2013* Users who downloaded this article also downloaded: Craig R. Carter, Dale S. Rogers, (2008),"A framework of sustainable supply chain management: moving toward new theory", International Journal of Physical Distribution & Logistics Management, Vol. 38 Iss 5 pp. 360-387 http://dx.doi.org/10.1108/09600030810882816 Craig R. Carter, P. Liane Easton, (2011),"Sustainable supply chain management: evolution and future directions", International Journal of Physical Distribution & Logistics Management, Vol. 41 Iss 1 pp. 46-62 http://dx.doi.org/10.1108/09600031111101420 ...
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...Ones and Dilchert’s article: the creation of organizational cultures. Here, we will develop the idea of how culture, value creation, and competitive advantage are linked to environmental sustainability. We will briefly illustrate our arguments with findings from our case-study research in the hospitality industry in 13 Iberoamerican countries.1 1. Ours is research in progress, based on qualitative and mixed research methods. It aims to analyze the role of sustainability in the hospitality sector in Iberoamerica: Spain, Portugal, and Latin America (concretely, in Chile, Brazil, Peru, Argentina, Mexico, Colombia, Venezuela, Uruguay, Costa Rica, Nicaragua, and the Dominican Republic). Organizational culture and sustainability Sustainability and Organizational Culture There is a nascent body of literature that aims to understand how companies can embed sustainability in their organizational cultures (Howard-Grenville & Bertels, 2012). For these authors, culture has been conceptualized as shared norms or values (reinforced through the role of leaders and ‘‘champions,’’ the allocation of resources, the use of incentives, and the existence of corporate policies), as a frame or filter (that is, as recursive connections between people’s day-to-day actions and the meanings associated with them), and as a toolkit (made malleable by individual actors who use cultural resources in new ways). Among the myriad of conceptualizations available, Ulrich and Brockbank...
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...The Sustainability Business Case for General Motors April 22, 2014 Master’s Project for the University of Michigan School of Natural Resources and Environment Team Rose Buss Heather Croteau Steven Davidson Carole Kerrey Janet Van De Winkle Faculty Advisor Professor Thomas Gladwin Abstract The purpose of this report is to evaluate and articulate the business case for sustainability for General Motors Company (GM). After assessing the company’s exposure to risk and opportunities, the team recommends that GM should implement an internal price on carbon and a sustainable supply chain strategy. These recommendations will provide GM with tangible and substantial financial benefit in addition to improved risk mitigation and brand value. Additionally, the team found that these recommendations are viable within GM’s corporate structure and can generate systemic benefits throughout the company. Thank you to our client, David Tulauskas, and our advisor, Professor Thomas Gladwin. Executive Summary 4 Introduction 6 Client GM Corporate Overview 7 Sustainability & General Motors Sustinability & the Auto Industry Green Ranking Systems 14 Competitor Trends 17 About the Project Proposal & Opportunities Scoping 26 22 Contents 11 Research GM Interviews 28 Conferences 31 Corporate Trends & Innovations Regulations & Legislative Activity Recommendations Recommendation Development Carbon Monetization 39 Sustainable Supply Chain Strategy 32 35 36 42 Supporting Statements Support...
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...Uncertain Supply Chain Management 2 (2014) 61–72 Contents lists available at GrowingScience Uncertain Supply Chain Management homepage: www.GrowingScience.com/uscm Sustainable accounting reporting practices of Indian cement industry: An exploratory study Shagufta Khana , Vineet Chouhanb*, Bibhas Chandrac and Shubham Goswamib a Research Scholar, School of Management, Sir Padampat Singhania University, Udaipur-India Assistant Professor, School of Management, Sir Padampat Singhania University, Bhatewar, Udaipur-India, 313601 c Associate Professor, School of Management, Sir Padampat Singhania University, Bhatewar, Udaipur-India, 313601 b CHRONICLE Article history: Received September 10, 2013 Received in revised format 10 December 2013 Accepted February 25 2014 Available online February 27 2014 Keywords: Cement Industry Sustainability Financial Information Environment Accounting Reporting Sustainable Reporting Practices ABSTRACT Cement is the single most important and profitable product in the building material sector. With the economic boom, in India, Indian cement industry is a market of opportunities waiting to be tapped. However, at the same time cement industry is also experiencing a surge in demand. Production of Cement will always release carbon dioxide and change in the climate of the earth that is why despite its profitability, the cement industry faces many challenges regarding environmental concerns and sustainability issues. In order to minimize the impact of all...
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...Operations Strategy Operations Strategy PGP – Term 8, 2016 Overview: Operations is the ‘how’ we do things regarding of what function we work in an organization – Accounting, HR, IT, Marketing, Operations, R&D, Sales or Supply chain – and strategy is the general direction for aligning operations in the organization to its strategic objectives and within its context. All CEO surveys in recent years list among their top-5 concerns: how to grow revenues, how to make their organization more efficient, and how to lower costs. Achieving these is the remit of operations strategy. Overall we wish to figure out how we can achieve desired strategic objectives of an organization across multiple functions, and even across organizations through analysis –qualitative as well as quantitative – and managing change. Module Leaders: Professor ManMohan S. Sodhi Cass Business School City University London manmohan_sodhi@isb.edu Professor Haresh Gurnani School of Business Wake Forest University hgurnani.isb@gmail.com (Professor Sodhi will lead Sessions 1-5 and Professor Gurnani Sessions 6-10.) Course objective and content: The overall goal is to develop an understanding of how to determine the general direction to ensure that the decisions being made to improve or create operations are coherent, i.e., towards the same organizational objectives. We will refer to a framework (7V framework under development by Professor Sodhi) as a lens for viewing and re-positioning...
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...concepts of supply management and purchasing portfolios. Kraljic proposed that supply management professionals needed to engage in a new approach, embracing globalization, technology and risk. This article marked a critical juncture for supply chain management. Almost three decades later, it is evident that the purchasing portfolio concept has been widely adopted as an effective practitioner tool and a well-accepted tenet in the supply chain management literature. However, a recently completed study yielded interesting evidence of a potential shift in supply chain management, specifically, in sustainable sourcing. We recently observed that a number of leaders in sustainable supply chain management (SSCM) were not organizing purchasing portfolios in the manner suggested by Kraljic. We found organizations buying what would traditionally be leveraged commodities in a manner more appropriate for strategic suppliers. This unexpected observation suggests that the supply chain field may face another critical juncture, this time related to SSCM. This manuscript describes the observed phenomena and then, using an inductive approach, enhances the existing theory to explain what was observed. The end result is a modified sustainable purchasing portfolio model that should provide a strategic tool to help both academics and practitioners adapt to the new realities of SSCM. Keywords: environmental issues; procurement/purchasing processes; supplier management; sustainability; social...
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...Executive Summary: Total quality management and lean provide a means to improve the delivery of services using a disciplined, qualitative and minimalistic approach. They also bring numerous advantages to an organization and the surrounding environment if implemented properly, but it also risks being regarded as another management or profit oriented move. This paper aims to evaluate these business processes, and provide guidelines for the application of total quality management and Lean in the port activities in Singapore, through its maritime port authority. As this is the scope of the paper, an analysis is also carried out to identify the areas that the maritime port authority of Singapore has applied these measures, the impact of these methods as well as recommendation of aspects that can be leaned in order to improve both port activities and sustainability. Secondary data sources is the main methodological method used in this paper, and various pieces of information have been retrieved from these sources to indicate and support claims made in this paper In addition, this paper is targeted towards administrators and scholars responsible for a wide range of public-sector services, including those provided to citizens and those provided to internal customers both in the logistics and supply chain industry such as ports authorities, and as a business process improvement measure. Introduction: The economic development in Asia, and in particularly in the south...
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...221 million direct customers including private consumers and corporate customers in diverse markets around the world. Governance Overall responsibility for corporate responsibility (CR)/sustainability lies with Vodafone’s Group Executive Committee (ExCo). The ExCo is chaired by the Chief Executive Officer (CEO) and consists of two CEOs from Vodafone’s operating business units – Europe and Emerging Markets (Asia-Pacific, America, Eastern Europe and Africa), as well as the Group Corporate Affairs Director, CFO, Chief Technology Director, Group Strategy and New Business Director, Group General Counsel and Corporate Secretary, Chief Executive of Global Business Development, Chief Marketing Officer and Group HR Director. CR performance is regularly discussed at ExCo and once a year at Vodafone's main Board. The Group Corporate Affairs Director is the ExCo member with responsibility for CR, and Vodafone’s Group Corporate Responsibility Director reports to the Group Corporate Affairs Director, as well as leading the Group CR team. The Group CR team works with local operating companies and Group operational functions to develop policies on CR issues. Additional Group resources are also dedicated to key issues, such as radio frequency (RF) fields and health, social products and enterprise, supply chain management and content standards. For example, there is an ElectroMagnetic Fields (EMF) and a Health and Safety Boards and committees on Content Standards, Privacy and Social Investment...
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