Green supply chain management

Jaggernath, Runala; Khan, Zaffar M.

doi:10.1108/wjemsd-06-2014-0018

Cited by 27 publications

(16 citation statements)

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“…The results of another study also indicate a positive link between supplier collaboration on green innovation and enterprise environmental performance. Moreover, companies using preventive distribution practices with green procurement elements reduce gas and other greenhouse gas emissions, minimize downtime, and make better use of disposal sites (Jawaad and Zafar, 2019;Jaggernath and Khan, 2015). Thus, the implementation of green procurement at the SME level has a significant impact on the environmental performance of the environment.…”

Section: Management Of Green Procurement In Small and Medium-sized Mamentioning

confidence: 99%

Management of Green Procurement in Small and Medium-Sized Manufacturing Enterprises in Developing Economies

Ivanova¹

2020

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This article explores the issue of managing green procurement at the level of small and medium-sized enterprises in developing countries. Green procurement remains a relatively new trend for small and medium-sized enterprises (SMEs). Therefore, a thorough analysis of this issue is a topic theme. In this perspective, the following hypotheses are highlighted: green procurement affects the competitiveness of an enterprise, its economic indicators, the environment and society. The data collected from SMEs in Kyiv and Kyiv region. As a result, we analysed the questionnaires provided by the managers of 181 companies operating in different industries and different forms of ownership. Factor analysis was conducted to evaluate the scales used in the study, and hypotheses were tested using structural equation modelling. The results show that green procurement has a positive impact on competitiveness, economic performance of SMEs, the environment and society. Therefore, small and medium-sized enterprises in developing countries should pay attention to the development and implementation of green supplies, as this will have a positive impact on their performance. The research conducted can serve as a benchmark for conducting similar studies on other enterprises.

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Section: Management Of Green Procurement In Small and Medium-sized Mamentioning

confidence: 99%

Management of Green Procurement in Small and Medium-Sized Manufacturing Enterprises in Developing Economies

Ivanova¹

2020

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“…In the HSC literature, even though multi-objective problems have been addressed (Gralla et al 2014), many of the articles study and discuss only one dimension of sustainability. Apart from the economic dimension, which has always been the only natural and historical business performance measure of the traditional supply chain, the environmental dimension is studied more than the social dimension but from the GSC perspective (Green et al 2012;Jaggernath and Khan 2015;Hervani et al 2005). Having said this, we note that some publications on GSC (Cosimato and Troisi 2015) mention the social dimension though without much emphasis.…”

Section: Performance Measurement and Sustainable Humanitarian Supply mentioning

confidence: 99%

A multicriteria Master Planning DSS for a sustainable humanitarian supply chain

et al. 2018

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Humanitarian supply chains (HSCs) contribute significantly to achieving effective and rapid responses to natural and man-made disasters. Though humanitarian organizations have during the last decades made considerable efforts to improve the response to crises in terms of effectiveness and efficiency, HSCs are still faced with so many challenges, one of which is the incorporation of sustainability dimensions (economic, social and environmental) in the management of their supply chains. In the literature, some authors have highlighted that the planning and achievement of sustainability performance objectives in humanitarian operations is hindered by the lack of decision support systems (DSS). Therefore, this paper proposes a multi-objective Master Planning DSS for managing sustainable HSCs. This Master Planning DSS includes: (1) the definition of a set of metrics for measuring the performance of a sustainable HSC; (2) an algorithm to solve the multi-objective problem; and (3) a Master Planning mathematical model to support the tactical planning of the sustainable HSC. Using the information gathered from field research and the literature, an illustrative numerical example is presented to demonstrate the implementation and utility of the proposed DSS. The results show that the order in which the three sustainability dimensions (economic, social B Uche Okongwu

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“…Indeed, it is difficult to find an organisation that does not in some way claim to be addressing sustainability issues, given that many national governments and stock exchanges expect and even require businesses to include sustainability measures in their annual reports (Ioanno and Serafeim, 2017). However, though some successes have been identified, doubts have been raised as to the effectiveness of many other such initiatives and the degree of seriousness with which they have been undertaken (Bateh et al, 2014;Hsu et al, 2013;Jaggernath and Khan, 2015;Kushwaha and Sharma, 2016;Linnenluecke and Griffiths, 2010;Stachowicz-Stanusch, 2017). For example, the higher education sector in the UK claims to be pursuing sustainability.…”

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confidence: 99%

After Paris: Changing corporate behaviour to achieve sustainability

Burnes¹

2017

Social Business

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The 2015 UN Paris Agreement on Climate Change set challenging sustainable development targets. The aim of this article is to examine how key organisational barriers to implementing these targets can be overcome. In particular, it draws attention to the necessity of changing corporate behaviour so that it supports rather than undermines sustainability and enables organisations to abandon profitability as their paramount goal in favour of a Triple Bottom Line approach of People, Planet and Profit. Design/Methodology/Approach The article uses the organisational change literature to examine key barriers faced by organisations in pursuing the UN's sustainability goals. It draws attention to the current low level of success of most change initiatives, the need for greater stakeholder involvement in identifying how sustainability should be achieved, the development of increased change competency in organisations, and the need for more long-term, stable and consistent leadership. Findings The article concludes that most organisations will encounter severe difficulties in aligning their corporate behaviour with the need to achieve sustainability. In order to change successfully, they will have to create a virtuous circle of change that comprises Readiness for Change, Leadership, Participation, Goals and Tenacity. Though it is the role of their leaders to ensure that the available options and choices are identified, organisations will not be able to do this without the full participation of all the stakeholders who represent People, Planet and Profit. Limitations The article is based on a review of the literature on organisational change, most of which has little to say about sustainability. Therefore, though what it says about change in general is based on a great deal of theoretical and empirical evidence amassed over many decades, its applicability to sustainability has still to be empirically tested. Implications Regardless of its limitations, this article does indicate that unless current corporate behaviour changes, it is likely to impose severe restrictions on organisations' ability to achieve sustainability. The article also identifies the main barriers to changing corporate behaviour and how these might be overcome. Contribution The article represents an attempt to examine key obstacles that most organisations will face in pursuing sustainability and how, by drawing on a wide range of stakeholders, these might be overcome.

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Green supply chain management

Cited by 27 publications

References 0 publications

Management of Green Procurement in Small and Medium-Sized Manufacturing Enterprises in Developing Economies

Management of Green Procurement in Small and Medium-Sized Manufacturing Enterprises in Developing Economies

A multicriteria Master Planning DSS for a sustainable humanitarian supply chain

After Paris: Changing corporate behaviour to achieve sustainability

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