Buyer-supplier dyad on performance and sustainability

Hao, Zirong; Goh, Mark; Jiao, Jinxia; Liu, ChenGuang

doi:10.1108/jmtm-06-2021-0215

Cited by 4 publications

(3 citation statements)

References 92 publications

(171 reference statements)

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“…Whatever the relationship type between buyers and suppliers, buyers' support is necessary to implement and sustain lean in garment supplier factories (Hoque et al, 2020). Hao et al (2022) identified lean production as one of the significant sustainable operations practices and buyers can help their suppliers to enhance their sustainable operations practices, such as lean production and others, although they can select the suppliers who have implemented various high-level sustainable operations practices. It is "buyer-seller relationship" that plays an important role in determining buyers' intervention to assist suppliers in lean implementation (Hoque, 2021a(Hoque, , 2021b.…”

Section: Buyer-supplier Relational Dynamics To Mitigate Lean Challeng...mentioning

confidence: 99%

Implementing and sustaining lean, buyer-supplier role, and COVID-19 pandemic: insights from the garment industry of Bangladesh

Hoque

Maalouf²,

Tanha³

et al. 2023

IJLSS

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Purpose This study aims to explore the challenges in implementing and sustaining lean in garment supplier factories and the buyer–supplier role in mitigating lean barriers in a typical situation and pandemic. Design/methodology/approach Following a qualitative research approach and multiple embedded case study method, data were collected through in-depth interviews with senior managers of one lead buyer and their four key garment supplier factories in Bangladesh. Within and cross-case analysis, techniques were applied to understand the context-oriented lean challenges and buyer–supplier role in mitigating the challenges. Findings The study findings demonstrate that garment suppliers are less prepared and unsystematic in lean implementation having limited capabilities and less preparation. Moreover, they have limited support from buyers, less commitment from top management and employee resistance to implementing lean. Lean challenges become more intense because of the COVID-19 pandemic. However, buyer–supplier responsible, cooperative and collaborative behaviour can mitigate lean challenges. Research limitations/implications Whereas many stakeholders may be responsible for lean challenges, this study explores dyadic role between buyer and supplier only based on a single lead buyer and their four suppliers. Hence future studies could consider more buyers and suppliers for a holistic understanding. Practical implications This study could help buyers and suppliers understand the underlying causes of lean implementation challenges in garment supplier factories and their role in sustaining lean reducing the challenges, particularly in a pandemic. Originality/value To the best of the authors’ knowledge, for the first time, this study depicts how buyer and supplier can play their due roles to mitigate lean challenges in garment supplier factories in a pandemic situation.

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Section: Buyer-supplier Relational Dynamics To Mitigate Lean Challeng...mentioning

confidence: 99%

Implementing and sustaining lean, buyer-supplier role, and COVID-19 pandemic: insights from the garment industry of Bangladesh

Hoque

Maalouf²,

Tanha³

et al. 2023

IJLSS

View full text Add to dashboard Cite

show abstract

“…Theoretically, the research was based on RBV theory, which states that a business needs different resources to begin and expand its operation. These resources could be financial, physical, human resources, technological resources, reputation, and organizational resources to contribute towards the sustainable performance of the firm [25,118,119]. As such, the operation and performance evaluation roles of ISO 14001 and green servitization form the resource capacity of the firm to control their environmental management system [120].…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…Currently, negative environmental effects of energy and emissions, as well as air and water pollution from manufacturing firms, are no doubt affecting the overall sustainable performance [24,25]. As such, various governmental and non-governmental organizations are coming up with different campaigns for green production processes vis a vis sanctions to curb current and future environmental problems, while shareholders are considering investing in manufacturing firms that are conscious of green production practices to reduce global warming and other environmental problems, which will eventually increase sustainability performance [26][27][28].…”

Section: Introductionmentioning

confidence: 99%

Does ISO 14001 and Green Servitization Provide a Push Factor for Sustainable Performance? A Study of Manufacturing Firms

Oyelakin

Johl

2022

Sustainability

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This study contributes to the development of a green servitization framework to achieve manufacturing firms’ sustainable performance using ISO 14001 as a driving factor in their operational management system. Manufacturing firms are becoming concerned due to the associated problem of physical flow of materials and energy through the ecosystem, which can hinder resource sustainability for future generations as a result of the enormous waste and emission of carbon produced by their operations. This is possible due to a lack of implementation of ISO 14001 in the production process, leading to a waste of resources and negative environmental effects on people and the planet, which requires an urgent green solution. Therefore, the present study investigated the adoption and implementation of ISO 14001 as a catalyst of a green initiative towards achieving sustainable performance. After a review of studies in operational and environmental management, a quantitative methodology was adopted in three research design phases that included identifying dimensions for survey measurement instruments, survey validation, a pilot study, as well as data analysis to investigate the mediating effect of ISO 14001 on the relationship between green servitization and sustainable performance. The results show a significant and positive mediation effect of ISO 14001 on the interaction between green servitization and sustainable performance. In conclusion, these findings will enhance the operation and performance of the environmental management system required for the manufacturing firm and improve the practice of green service toward sustainable performance.

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Supplier–buyer (in)congruence in environmental management accounting for sustainable development in the context of Japan

Zeng,

Katsumata,

et al. 2024

Sustainable Development

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This study provides a comprehensive perspective on the integration of Environmental Management Accounting (EMA) in translating environmental management strategies into corporate outcomes, both at the firm and supply chain levels. Grounded in legitimacy theory and agency theory, we introduce a conceptual framework to comprehensively investigate the impact of EMA implementation on corporate environmental performance (CEP) and corporate financial performance (CFP). Additionally, by considering the dynamics of supplier–buyer relationships, this research delves into the influence of supplier–buyer alignment in EMA on corporate performance, encompassing CEP and CFP within a supply network. To collect empirical data, we partnered with two prominent information firms in Japan, Toyo Keizai Inc. and., Nikkei Inc and gathered EMA data from chief financial officers of publicly listed companies spanning multiple industries in Japan. We manually paired these public firms with their business partners, including industry buyers and suppliers, to establish focal firm‐business partner pairs. Our findings indicate a positive correlation between the extent of EMA implementation and both CEP and CFP. Furthermore, we observe that board gender diversity enhances the relationship between EMA implementation and CFP, while it exerts no influence on the connection between EMA implementation and CEP. Lastly, our study reveals that supplier–buyer congruence in EMA implementation yields positive effects on the performance of focal firms operating within a supply chain network.

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Buyer-supplier dyad on performance and sustainability

Cited by 4 publications

References 92 publications

Implementing and sustaining lean, buyer-supplier role, and COVID-19 pandemic: insights from the garment industry of Bangladesh

Implementing and sustaining lean, buyer-supplier role, and COVID-19 pandemic: insights from the garment industry of Bangladesh

Does ISO 14001 and Green Servitization Provide a Push Factor for Sustainable Performance? A Study of Manufacturing Firms

Supplier–buyer (in)congruence in environmental management accounting for sustainable development in the context of Japan

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