Green Supply Chain Management and Competitive Advantage of Jordanian Pharmaceutical Industry

Abstract

This research aims to investigate the effect of green supply chain management (GSCM) on the competitive advantage (CA) of Jordanian pharmaceutical manufacturing (JPM) organizations. Data were collected by questionnaires from managers who were working in JPM organizations, then checked and coded against SPSS. After confirming the tool validity, reliability, and relationship between variables, the hypotheses were tested by multiple regressions. The results show that JPM organizations implement green purchasing and green selling, while weakly implementing green operations. At the same time, for CA dimensions, the results show that JPM organizations are more concerned with quality, speed (time), and reliability than cost reduction and innovation. Moreover, the results show that the relationship between GSCM and CA is very strong. The results also show that green supply chain components affect the CA of JPM organizations, where green operations have the highest effect on total CA, followed by green purchasing and finally, green selling. Additionally, the green supply chain affects CA dimensions of JPM organizations, where GSCM has the highest effect on quality, followed by innovation, then time, while GSCM does not have any significant effect on reliability and cost.

Green supply chain management in manufacturing firms: A resource‐based viewpoint

“…Specifically, based on a review of literature, the study proposes SCC, SCIS, TMC and GPLA as tangible and intangible resources and GSCM as the outcome variable. This conceptualisation is consistent with the RBV framework because the extant literature in the area has identified GSCM as a source of competitive advantage (e.g., Ferasso et al, 2020; Filser et al, 2020; Sharabati, 2021). At the same time, the study seeks to logically integrate the identified resource characteristics and thereby explicate a sequence through which they can enhance value.…”

“…Existing scholarship has also noted GSCM's various positive outcomes for firms, including increased customer satisfaction, lower production costs, profit maximisation, improved cooperation, competitive advantage and others (e.g., Lotfi, Mukhtar, et al, 2013). Seeking to ensure their own competitive advantage (Ferasso et al, 2020; Filser et al, 2020; Mangla et al, 2013; Sharabati, 2021) and to pacify multiple stakeholders, including customers, governmental and environmental bodies (Cousins et al, 2019), firms are thus making concerted efforts to modify their designs and production methods to incorporate greener practices (Ahmed et al, 2019). Nevertheless, recent studies have observed a lack of diffusion of GSCM (e.g., Kumar & Barua, 2021), particularly in the manufacturing sector, despite its being acknowledged as a way of allowing the firms in the sector to operate more sustainably (e.g., Trujillo‐Gallego et al, 2021).…”

Factors of Organizational Agility Mediated by Competitive Performance in Online Fashion Retailers

“…Competitive advantage basically develops from the value that a company is able to create for its buyers that exceeds the company's costs in creating it (Grover, Chiang, Liang, & Zhang, 2018;Palandeng, Kindangen, Tumbel, & Massie, 2018). Value is what buyers are willing to pay, and superior value comes from offering lower prices than competitors for commensurate benefits or providing unique benefits that more than offset higher prices (Sharabati, 2021). In the concept of the company, there are two types of competitive advantage, namely the cost advantage of differentiation (Nuraini, Sarkum, & Halim, 2021).…”

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“…Companies gain benefits from contributing to the development of GSCM. Thus, the GSCM strategy indirectly enhanced firm's economic and environmental performance via cost reduction and innovation Fahad, Iffat, 2018 According to Unilever's GSCM strategy, a sustainable supply chain requires collaboration, integration of key players, operations, distribution, redesign, purchase, and the ability to execute sustainability initiatives Laurin, Fantazy, 2017 Considers the evidence from IKEA that makes durable, high-quality furniture using as little material as possible to reduce shipping, petrol, and labor expenses Malti, 2021;Daddi et al, 2016;Pryshlakivsky, Searcy, 2015 GSCM solutions such as green purchasing, manufacturing, distribution, packaging, marketing, environmental education, environmental certification, internal environmental management, and return on investment may increase competitiveness and save money. Green operations improve efficiency and competitiveness.…”