Environmental performance indicators for integrated supply chains: the case of Xerox Ltd

McIntyre, Kirstie; Smith, Hugh A.; Henham, Alex; Pretlove, John

doi:10.1108/13598549810230877

Cited by 97 publications

(69 citation statements)

References 2 publications

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“…Fawcett et al [25] were among the first to suggest that measurement systems should extend competitive strategy into the areas of supply chain integration (upstream) and to align with customer requirements (downstream). In areas such as new product development [70], quality [54] and the environment [61] the use of performance measures is seen as an important requirement. Beamon [5], reviewing previous supply chain design models, suggests that the most used competitive priorities were cost (and hybrids of cost: with time, or with customer responsiveness), followed by customer responsiveness and flexibility.…”

Section: Inter-organisational Performance Measurementmentioning

confidence: 99%

A review of performance measurement: Towards performance management

Folan

Browne

2005

Computers in Industry

359

250

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Describes the evolution of performance measurement in four sections: recommendations, frameworks, systems, and inter-organisational performance measurement. Measurement begins with a recommendation, which is a piece of advice related to the measures or structure of performance measurement; frameworks can be dichotomised into a structural and procedural typology that suggests structural framework development has outstripped procedural framework development. The basic requirements for a successful PM system are two frameworks -one structural, and one procedural; as well as a number of other performance management tools.Inter-organisational performance measurement may be divided into supply chain and Extended Enterprise performance measurement: the former relying solely on traditional logistics measures, while the latter incorporates the structural aspects of the supply chain system and adds nonlogistics perspectives to its measurement arena. Finally the encroachment of the performance measurement literature into the processes related to performance management is examined, and areas for future research are suggested. Recommendations; Frameworks; Systems; Inter-organisational Performance Measurement; Performance Management Manuscript No.: 1762 -Computers Keywords:in Industry Submission Paper 3 IntroductionOrganisational Performance has always exerted considerable influence on the actions of companies. Consequently, the ways and means of accurately measuring this performance is perceived as being an increasingly important field of research for both organisations and academics alike. Indeed, in the last fifteen years or so Performance Measurement (PM) has been seen to occupy the minds of academics in an ever-increasing number of fields. The mid to late nineties seem to have seen the peak of this activity. Neely [63] estimated that between 1994 and 1996, some 3,615 articles on performance measurement were published alongside the statistic that in 1996 books on the subject appeared at a rate of one every two weeks in the USA alone. A vast array of disparate information concerning PM has been made available through the efforts of a number of researchers in different functional silos [58] and the field is now well recognised as being an important part of the manufacturing strategy literature [20]. As a consequence of this flourishing PM research, however, organisations and academics are facing a comprehension predicament: it has been suggested that the multi-disciplinary character of the research is hindering developments in the field of PM [58,64]; while the fact that PM is not owned by academics in any particular discipline has resulted in a reluctance to leave behind traditional functional boundaries when research upon the topic is performed [63]. The results have been an abundance of isolated PM information produced that may be duplicated and / or contradictory in nature.PM is also evolving at a considerable rate to combat new organisational realities; owing to the fight for industrial supremacy, the con...

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Section: Inter-organisational Performance Measurementmentioning

confidence: 99%

A review of performance measurement: Towards performance management

Folan

Browne

2005

Computers in Industry

359

250

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“…This set of initiatives falls under the concept of Sustainable Supply Chain Management (SSCM) (NEETF, 2001). Research on SSCM has primarily focused on environmental aspects of manufacturing industries (Green et al, 1998;Handfield et al, 2005;McIntyre et al, 1998;Min and Galle, 2001;NEETF, 2001;Preuss, 2005;Rao, 2005;Young and Kielkiewicz-Young, 2001;Zhu and Sarkis, 2004;Zsidisin, 1998).…”

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confidence: 99%

Sustainable supply chain management in tourism

et al. 2006

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Sustainable Supply Chain Management (SSCM) encapsulates the trend to use purchasing policies and practices to facilitate sustainable development at the tourist destination. Most research has focused on environmental aspects of manufacturing, while other aspects of sustainability or the challenges for the service sector are largely ignored. Yet SSCM is particularly important for tour operators, as the product depends on the activities of suppliers such as accommodation, transport and activities. Therefore, tour operators' contribution to sustainable tourism will be more effective through the definition and implementation of policies that acknowledge responsibility for the impacts of suppliers. Exploratory research of SSCM practices amongst tour operators generated a wide range of examples of good practice across the whole supply chain, and recommendations are made for more widespread engagement. Keywords: tourism, tour operator, Sustainable Supply Chain Management Concept of Sustainable Supply Chain ManagementLittle empirically based research has been undertaken to date into tour operators' attitudes and actions towards sustainable management of their supply chains. Research on SSCM has so far focused on manufacturing rather than service sectors. This paper reviews evidence from exploratory research in the tourism industry of the potential and challenges for transferring concepts and experiences of SSCM from the manufacturing sector to the tourism industry. To do so, the paper first presents key issues of SSCM and then reviews a range of tourism experiences with suppliers.

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“…Economic performance Reverse logistics costs [24,[35][36][37][38] Sustainability costs [8,11,23,26,37] Energy consumption costs 3. Social responsibility performance Green image [8,23,26,27,29,30] Customer perspective Percent recycling [8,11,17,23,26,27,30,32,36] Scrap rate treatment (landfill) and other stakeholders are involved in carrying out these green activities.…”

Section: Green Supply Chain Management Practicesmentioning

confidence: 99%

“…From these greening concepts, the environmentally conscious practices, and the motive for organizational competitiveness, GSCM can be defined as follows: Figure 2 shows the green practices in a closed loop green supply chain. Supply chain players such as used parts warehouses/storages, waste collectors, recycle plants, final Waste water or water pollution [7,8,11,21,22,[24][25][26] Solid waste or hazardous materials [21,22,[27][28][29][30][31][32] Energy usage or consumption [21,22,29,33,34] 2. Economic performance Reverse logistics costs [24,[35][36][37][38] Sustainability costs [8,11,23,26,37] Energy consumption costs 3.…”

Section: Green Supply Chain Management Practicesmentioning

confidence: 99%

Developing performance management systems for the green supply chain

2014

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in AbstractAs 'green' issues continue to become a global concern in the manufacturing supply chain, developing appropriate performance measurement systems for specific supply chains is imperative. Various green supply chain management strategies have been proposed in different contexts. On the other hand, a number of performance management systems (PMS) have been proposed. However, given the variations in the contexts of the available green strategies and the performance measurement approaches, selecting or developing suitable performance measures and the ensuing PMS under a given supply chain context is not trivial. The purpose of this study is to develop a structured taxonomic approach to developing PMS under various green supply chain conditions, contexts, and business objectives. Therefore, we (i) explore extant empirical studies on green supply chain activities and environmental management, (ii) develop a taxonomy of green supply chain strategies, (iii) derive a structured approach to developing green performance management systems, and (iv) provide a taxonomic performance measurement framework consisting of environmental, economic, and social performance metrics. Unlike past studies, the taxonomic framework forms a practical platform to assist decision makers when developing a suitable set of performance measures and the ultimate PMS while considering the particular context of specific green strategies under which the PMS is supposed to operate.

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Environmental performance indicators for integrated supply chains: the case of Xerox Ltd

Cited by 97 publications

References 2 publications

A review of performance measurement: Towards performance management

A review of performance measurement: Towards performance management

Sustainable supply chain management in tourism

Developing performance management systems for the green supply chain

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