Strategic sustainability considerations in materials management

Lindahl, Pia; Robért, Karl‐Henrik; Ny, Henrik; Broman, Göran

doi:10.1016/j.jclepro.2013.07.015

Cited by 55 publications

(26 citation statements)

References 20 publications

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“…These two guidelines have been successfully utilized across different industries; dematerialization saves resources and money. Material substitutions, in consideration of whole life performance and cost, may prove to be the more sustainable option when considered through the FSSD framework (Robèrt 2002;Lindahl et al 2014). Ny et al (2006) point out that both dematerialisation and material substitutions can be applied to significantly reduce waste production over time, in order to achieve globally sustainable outcomes.…”

Section: The Use Of Materials Substitution and Demateralisationmentioning

confidence: 99%

Strategic sustainable development in the UK construction industry, through the framework for strategic sustainable development, using Building Information Modelling

Alwan

Jones

Holgate

2017

Journal of Cleaner Production

184

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Section: The Use Of Materials Substitution and Demateralisationmentioning

confidence: 99%

Strategic sustainable development in the UK construction industry, through the framework for strategic sustainable development, using Building Information Modelling

Alwan

Jones

Holgate

2017

Journal of Cleaner Production

184

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“…Socio-environmental risks include the risk that organizations use materials perceived to be sustainable in unsustainable ways or that materials perceived to be unsustainable could be used differently in a sustainable manner (Lindahl et al 2014). At the intersection of economic and social risks, Miemczyk et al (2012) concentrate on the risk elements of sustainability that comprise accidents or risks to reputation, of non-compliance, and of sourcing.…”

Section: Sscm Risksmentioning

confidence: 99%

Stakeholder influences and risks in sustainable supply chain management: a comparison of qualitative and quantitative studies

Rebs

Brandenburg

Seuring

et al. 2017

Bus Res

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Stakeholder influences on sustainable supply chain management (SSCM) are of increasing interest for researchers to take into account economic, environmental, and social risks. While extant literature on stakeholder influences or risks in SSCM concentrates on selected issues, a comprehensive review of both stakeholder and risk constructs is missing. Hence, this paper examines stakeholder influences and risks in SSCM, as addressed by conceptual frameworks, empirical studies, and formal models to shed light on the trends and gaps in qualitative and quantitative SSCM research. Based on a content analysis of systematically selected journal publications, the commonalities and differences between the research designs are identified. The findings suggest that the integration of economic risks prevails over the consideration of environmental and social risks. Qualitative studies frequently focus on customers or multiple stakeholders that trigger SSCM and relate to supply, demand, and particularly reputational risks. In contrast, quantitative models rather concentrate on formalizing governmental triggers and operational risks. Thus, mutual stimuli between conceptual, empirical, and model-based SSCM research and their implications for future research directions are derived.

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“…There are several perspectives that attempt to address the issue of best practice in terms of customer satisfaction strategies. Noteworthy ones include inter alia; the SWOT analysis (Horn and Pesonen, 2014), Resource-Based View (RBV) (Nath, Nachiappan and Ramanathan, 2010;Wong and Karia, 2010), Outsourcing (Mukherjee Gaur and Datta, 2013; Schwarz, 2014), Materials Management (Lindahl, Robert, Ny andBroman, 2014) and Total Quality Management (TQM) (Agus and Hassan, 2011;Todorut, 2012;Bon and Mustafa, 2013). A notable aspect though, is that none of these strategies addresses the relationship between strategic SCM practices and product quality, product variety and flexibility as business strategies that could enhance customer satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Supply Chain Management and Customer Satisfaction in Small to Medium Enterprises

Omoruyi

Mafini

2016

Studia Universitatis Babe-Bolyai Oeconomica

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Abstract:To circumvent the possibility of business failure, small to medium enterprises in emerging economies face mounting pressure to increase the satisfaction of their customers. The adoption of supply chain management practices is critical to the provision of quality products and services as well as the satisfaction of customers by small to medium enterprises. This paper investigated the relationship between customer satisfaction, supply chain management practices and three input factors; namely, product quality, flexibility and product variety in small to medium enterprises. The study adopted a quantitative approach in which a four section questionnaire was distributed to 131 managers in small to medium enterprises based in Gauteng Province, South Africa. Hypotheses were tested using regression analysis. The results of the study revealed that product quality and flexibility predicted supply chain management practices. Supply chain management practices were also statistically significant, and mediated the relationship between customer satisfaction and product quality and flexibility. Based on these results, conclusions were drawn and appropriate recommendations were made. JEL Classification: L1Keywords: Product quality, flexibility, product variety, supply chain management practices, customer satisfaction IntroductionThat small and medium enterprises (SMEs) are renowned drivers of economic growth in emerging economies such as South Africa is a long-established fact. SMEs are well known for their contributions to the development and survival as well as revenue generators to any economy (Rosenbusch, Brinckmann and Bausch, 2011). Even so, government, institutions, practitioners, as well as researchers have extensively commended and acknowledged the importance of SMEs as contributors to economic growth in terms of poverty alleviation (Sui, Lin, Fang and Lui, 2006) (Bhutta, Rana and Asad, 2008), and innovators of new product and services as well as technological advancement (Shin and Lee, 2013). However, it has been observed that the survival and the continued existence of SMEs strongly depends on their ability to fully integrate supply chain management (SCM) practices in a strategic manner in order to provide quality products and services, and to provide product varieties that satisfy the dynamic needs of modern-day customers (Kim, Cavusgil and Cavusgil, 2013;Sharifl et al., 2013).Customer satisfaction is the key to SME business growth and continued existence (Chow, 2014;Sun and Kim, 2013). It has been identified as the key indicator that differentiates between high or successful business performance and a low or unsuccessful business performance within the business environment in present-day South Africa (Sharifl et al., 2013). In other words, when a customer is satisfied, there is a strong possibility that the customer might become loyal, which results in the improvement of organisational performance (Terpstra and Verbeeten, 2014). A chain of customers is established through word of mouth as a result of custom...

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Strategic sustainability considerations in materials management

Cited by 55 publications

References 20 publications

Strategic sustainable development in the UK construction industry, through the framework for strategic sustainable development, using Building Information Modelling

Strategic sustainable development in the UK construction industry, through the framework for strategic sustainable development, using Building Information Modelling

Stakeholder influences and risks in sustainable supply chain management: a comparison of qualitative and quantitative studies

Supply Chain Management and Customer Satisfaction in Small to Medium Enterprises

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