Logistics can be an indispensable part of integrated environmental
management programmes because of its cross‐functional nature. Provides
an overview of environmentally responsible logistics activities and
their implications for corporate management. Also examines logistics
functions in the context of the corporate value chain and identifies
various environmental decision points. With environmental impact
considered, many traditional trade‐off decisions need to be
re‐evaluated. Provides examples in which innovative and
environmentally‐friendly logistics ideas are used. Also discusses two
system‐wide logistics elements, transportation and reverse logistics,
that can have a profound impact on a firm′s environmental protection
programme. Concludes that logistics managers can make environmentally
responsible decisions that are coherent with corporate goals and
objectives.
The impact of business operations on the natural environment has been a public concern for decades and a research concern for years. To date, the focus of environmental impact research has been almost exclusively on manufacturing industries. Environmental research specific to service industries have been neglected, despite the fact that economies of developed nations are mostly made up of service businesses. This paper explores potential distinctions of service businesses as they may influence management motivation for taking environmentally friendly actions. Through a number of case studies, we observe some commonality of environmental motivations between service and manufacturing industries, as well as some environmental themes unique to services. These themes pertain to customer awareness of environmental initiatives of service firms by virtue of their involvement in the production process. Interestingly, customer involvement can have an adverse affect on environmental initiatives.
SUMMARY
Supplier development involves taking those initiatives necessary to change the performance of supplier firms. This paper develops a conceptual model that captures the salient issues from an internal or purchaser's standpoint, as well as from an external or seller's standpoint. The model assists purchasers in pinpointing improvement initiatives that provide the best returns. Moreover, it illustrates that different purchasing firms perceive supplier value differently because of the relative amount of competition in a respective supply market and because of the value offered by various products within the purchasing firm's business. Case studies were conducted to highlight methods of strategically enhancing the supplier/customer relationship to develop exemplary supply chains. Results indicated ineffective measurement criteria as a key impediment to supplier development. Additionally, results indicated that many purchasers are in transition regarding embracing bold and substantive supplier development initiatives.
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