PurposeThe aim is to contribute significantly to the first wave of empirical investigations related to the impact of green supply chain management (GSCM) practices on performance. The paper also aims to theorize and empirically assess a comprehensive GSCM practices and performance model. The model incorporates green supply chain practices that link manufacturers with supply chain partners (both suppliers and customers) to support environmental sustainability throughout the supply chain.Design/methodology/approachData collected from 159 manufacturing managers were analyzed using a structural equation modeling methodology. Manufacturing managers provide data reflecting the degree to which their organizations work with suppliers and customers to improve environmental sustainability of the supply chain.FindingsGenerally, the adoption of GSCM practices by manufacturing organizations leads to improved environmental performance and economic performance, which, in turn, positively impact operational performance. Operational performance enhances organizational performance.Research limitations/implicationsAs a first wave empirical investigation of the impact of GSCM practices on performance, the study is by necessity exploratory.Practical implicationsPractitioners are provided with a framework for assessing the synergistic impact of GSCM practices on performance. Internal environmental management and green information systems are identified as necessary precursors to the implementation of green purchasing, cooperation with customers, eco‐design, and investment recovery.Originality/valueA comprehensive GSCM practices performance model is proposed and empirically assessed. The results of this investigation support the proposition that GSCM practices are both environmentally necessary and good business. A structured two‐wave approach to the implementation of GSCM practices is recommended.

a b s t r a c tA structural model incorporating agile manufacturing as the focal construct is theorized and tested. The model includes the primary components of JIT (JIT-purchasing and JIT-production) as antecedents and operational performance and firm performance as consequences to agile manufacturing. Using data collected from production and operations managers working for large U.S. manufacturers, the model is assessed following a structural equation modeling methodology. The results indicate that JIT-purchasing has a direct positive relationship with agile manufacturing while the positive relationship between JITproduction and agile manufacturing is mediated by JIT-purchasing. The results also indicate that agile manufacturing has a direct positive relationship with the operational performance of the firm, that the operational performance of the firm has a direct positive relationship with the marketing performance of the firm, and that the positive relationship between the operational performance of the firm and the financial performance of the firm is mediated by the marketing performance of the firm.

Purpose The purpose of this paper is to empirically assess the complementary impact of JIT, TQM and green supply chain practices on environmental performance. Design/methodology/approach Data from a sample of 225 US manufacturing managers are analyzed using a PLS-SEM methodology. Findings JIT and TQM are directly and positively associated with green supply chain management practices. JIT, TQM and green supply chain practices are complementary in that combined they provide a greater impact on environmental performance than if implemented individually. Research limitations/implications The sample is limited to US manufacturing managers, with a low response rate. Practical implications Successful implementations of JIT and TQM improvement programs support the implementation of green supply chain management practices leading to improved environmental performance. Social implications The combination of JIT, TQM and green manufacturing practices improves the environment by eliminating all forms of waste and providing customers with eco-friendly products and services. Originality/value This study is one of the first to empirically assess the complementary impact of JIT, TQM and green supply chain practices within the context of environmental sustainability.

PurposeThe paper's aim is to theorize and assess a logistics performance model incorporating logistics performance as the focal construct with supply chain management strategy as antecedent and organizational performance, both marketing and financial, as consequences.Design/methodology/approachData from a national sample of 142 plant and operations managers are analyzed using a structural equation modeling methodology.FindingsThe results indicate that logistics performance is positively impacted by supply chain management strategy and that both logistics performance and supply chain management strategy positively impact marketing performance, which in turn positively impacts financial performance. Neither supply chain management strategy nor logistics performance was found to directly impact financial performance.Research limitations/implicationsTo compete at the supply chain level, manufacturers must adopt a supply chain management strategy. Such a strategy requires integration and coordination of key external processes such as purchasing, selling, and logistics with supply chain partners. In this study the focus is limited to the impact of logistics performance on organizational performance within a supply chain context.Practical implicationsAs manufacturers work to improve the logistics processes, they support their organization's supply chain strategy, resulting in improved performance for the overall supply chain and ultimately their manufacturing organizations.Originality/valueOrganizational managers are being asked to focus directly on supply chain functions such as logistics to bolster the competitiveness of the supply chains in which their organizations are integral partners. Does such a supply chain focus ultimately result in improved organizational performance? This study provides evidence that a supply chain focus will enhance logistics performance, which will ultimately result in improved organizational performance.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to contribute significantly to the first wave of empirical investigations related to the impact of green supply chain management practices on environmental and organizational performance from a manufacturer's perspective within a supply chain context. Design/methodology/approach -An environmental collaboration and monitoring performance model is theorized and assessed following a structural equation methodology. Data were collected from 159 manufacturing managers through an on-line survey. Findings -Environmental collaboration and monitoring practices among supply chain partners are found to lead to improved environmental performance and organizational performance. Research limitations/implications -As a first wave investigation of the impact of green supply chain management practices on performance, the study is somewhat exploratory. Practical implications -Practitioners are provided with a framework for assessing the impact of environmental collaboration and monitoring practices among supply chain partners on environmental performance and organizational performance. The study provides evidence that green supply chain practices lead to improved environmental and organizational performance. Social implications -The results also have important societal implications. While green supply chain management practices enhance the economic sustainability of the firm, they also positively impact society through improvements to the overall environment. Originality/value -The results of this investigation support the proposition that implementation of environmental collaboration and monitoring practices by supply chain partners are both environmentally necessary and good business. The paper provides manufacturing managers with a structured approach to improving both environmental and organizational performance through environmental collaboration and monitoring with customers and suppliers.

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Purpose -The purpose of this paper is to investigate the adoption of a market orientation (MO) coupled with implementation of just-in-time ( JIT), total quality management (TQM), and agile improvement programs within manufacturing organizations from a macro perspective using systems theory as the theoretical underpinning. From a systems perspective, this research focuses on MO and its direct relationships with JIT, TQM, and agile manufacturing (AM) and subsequent impact on operational and logistics performance (LP). Design/methodology/approach -Data were collected from 104 manufacturing managers, supervisors, and quality professionals and analyzed using a path analysis methodology. Findings -MO directly and positively impacts JIT, TQM, and AM. JIT positively and directly impacts TQM which in turn positively and directly impacts AM. AM positively and directly impacts both organizational and LP. Research limitations/implications -Although the sample size is large enough to support path analysis, it is not of sufficient size to support structural equation modeling. This limitation precludes assessing the model as a whole. Direct and indirect effects are assessed, however. Practical implications -Practitioners are provided with a framework for assessing the synergistic impact of combining a MO with operations improvement programs on organizational and LP. Originality/value -A systems approach to assessing the impact of a combination of marketing and operations strategies is developed and tested.

Purpose -The purpose of this research was to examine the link between supply chain management (SCM), market orientation, and organizational success, and to develop a model that describes the relationship among the three. Design/methodology/approach -A survey of sales managers within large US manufacturers was used to collect data about market orientation, SCM strategy, and organizational performance. Five hypotheses were tested using structural equation modeling.Findings -The resulting model suggests that a manufacturing firm's SCM strategy mediates the relationship between its market orientation and organizational success. Research limitations/implications -Perhaps the most serious limitation of this study was its narrow focus on US manufacturing companies, thus precluding the generalization of findings to other sectors such as service and government sectors that may benefit from a market orientation and sound SCM strategy. Practical implications -The study findings reinforce the importance of a market orientation for firms in the manufacturing sector, and likewise the importance of a sound SCM strategy. The success of firms depends on their ability to satisfy customers. Since market orientation is positively related to organizational success, and SCM strategy helps facilitate market orientation, top managers should view effective SCM as key in meeting customer needs to achieve long run success. Originality/value -This paper examines the relationships among SCM strategy, market orientation and organizational success and is the first empirical research to propose a model of those relationships. Researchers can use the findings herein to generate ideas for future studies, and top managers can glean important knowledge about how effective SCM impacts organizational performance.