Green, lean, and global supply chains

Abstract

PurposeThe purpose of this paper is to examine the relationship among green, lean, and global supply chain strategies as found in the literature, with emphasis on the concurrent implementation of these three strategic initiatives, in order to develop a research agenda to guide theoretically based future research that informs managerial decision making.Design/methodology/approachAn extensive literature review is conducted to examine research and practice with respect to the concurrent implementation of green, lean, and global supply chain strategies.FindingsAn in‐depth examination of the literature revealed drivers, barriers, converging, and contradictory points across the three supply chain strategies. Future research opportunities fall into four major themes: the need for theoretically grounded research, the need for a multi‐functional approach, the need for a systems approach that adds strategic insight, and the need for integrated measurement application. Managerial aspects are highlighted in the discussion of the metrics across the three strategic interfaces and integrated life cycle management is suggested as a framework for measurement application across the three supply chain strategies.Originality/valueSeparate literature streams have arisen to address issues in green, lean, and global supply chain management, but research has largely neglected the intersection of these three strategies practiced by multinational organizations. The current research synthesizes the literature addressing the intersections of green, lean, and global supply chain management, and suggests a research agenda to redress gaps in the literature.

Environmental Sustainability and Energy-Efficient Supply Chain Management: A Review of Research Trends and Proposed Guidelines

“…The findings allow realizing a classification of ESCM practices taken by them at inter-and intra-organizational level. Mollenkopf et al [101] classify energy efficiency and environmental sustainability initiatives, and then they deal with the issue of factors which hinder/facilitate their adoption. Soler et al [102] develop a case study highlighting that purchasers in the supply chain perceive and use environmental principles in a different way about their role.…”

Embending Sustainability Dynamics in the Lean Construction Supply Chain Management

“…Successul implementation of lean and sustainability practices requires change in the company culture and a strategic approach [57], [58], [44], [59], [60], [17], [51], [61]; lean organisational thinking [57], [59], [60], [17]; and management leadership [58], [60], [17]; integration of operations management and human resource management practices [17].…”

“…relevant knowledge and know-how, are positively related to participation in GSCM initiatives. Similarly, employees' involvement needs to be encouraged through empowering them [47], [48], [49], [50], [51].…”

“…Key success factors for successful integration of lean and sustainability principles into the supply chain have been summarized in the the SC so that they can share best practices and improve themselves with the help of collective learning process [4], [42], [43], [44], [45] Collaboration integrating operations management and human resource management practices [17] Culture and thinking changing the company culture and a strategic approach [17], [44], [51], [57], [58], [59], [60], [61] complying with lean organisational thinking [57], [59], [60] …”

“…• fostering innovation in the supply chain [71] • lean practices' and lean supply chain management's contribution to the accomplishment of environmental goals and adoption of environmental practices as well as to the accomplishment of the green supply chain strategy [50], [74], [17], [51], [73], [74] • reductions in inventory levels, excess capacity, and transport and production times, and increased levels of integration and frequency of information sharing throughout the supply chain [75] as quoted by [17].…”