Sustainable procurement portfolio management: a case study in a mining company

Mello, Tamires Magalhães de; Eckhardt, Daniel; Leiras, Adriana

doi:10.1590/0103-6513.213616

Cited by 9 publications

(7 citation statements)

References 29 publications

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“…For selecting the suppliers to undergo GSD programs, the buyer company sorts out all its purchased items into the categories based on Portfolio Model (Olsen and Ellram, 1997; Mello et al , 2017) as shown in Figure 1. Strategic (high-profit impact, high supply risk), bottleneck (low-profit impact, high supply risk), leverage (high-profit impact, low supply risk), and noncritical (low-profit impact, low supply risk) (Kraljic, 1983).…”

Section: Literature Surveymentioning

confidence: 99%

Implementation of green supplier development process model in Indian automobile industry

Thakker¹,

Rane²

2018

MEQ

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Purpose The purpose of this paper is to develop a green supplier development (GSD) process model and validate the model with a case study in Indian automobile industry. Design/methodology/approach A literature survey of peer-reviewed journal articles, survey reports and paradigmatic books with managerial impact is done for the research. The process of GSD is modeled using stage-gate approach and KPIV and KPOV of the process are determined. The process model is implemented in an Indian automobile components manufacturing industry for validation. Findings The industry implemented the model with ten suppliers and was able to successfully convert seven of them into Green suppliers. Remaining three suppliers were asked to repeat the process again or terminate the contracts. Model implementation took around three years starting from planning of resources and finances to actual development of suppliers. Research limitations/implications The model implementation was done with a small automobile industry and hence the validation and implications may be generalized by taking the case study further in different industries. It would be beneficial to test the model with case studies of large-scale industries. Practical implications The process model for implementing GSD activities will help managers in taking complex investment decisions. The stages and process inputs and outputs are clearly defined which helps the managers to successfully develop the suppliers. Originality/value This paper puts forward the process model that should be implemented for the successful development of green suppliers. It might represent new opportunities for rigorous and relevant research in the area of green supply chain.

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Section: Literature Surveymentioning

confidence: 99%

Implementation of green supplier development process model in Indian automobile industry

Thakker¹,

Rane²

2018

MEQ

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“…The current concept of sustainable development considers at least three key components: economic growth, environmental protection and social equality (Mello et al, 2017). The issue of sustainability in global supply chain management, as focused on these components, has drawn significant attention from various researchers.…”

Section: Sustainable Scmmentioning

confidence: 99%

Towards a contribution to sustainable management of a dairy supply chain

Ferreira

Robra

Ribeiro

et al. 2020

Prod.

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“…In the last decades, more intensely since 1970, the greater international debate on the search for development models which reconcile economic growth, social justice, conservation and sustainable use of natural resources has resulted in several reports and conferences which have shown the tragic environmental situation in the planet (Mello et al, 2017;Siva et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

Critical Success Factors in Integrating Sustainability with Quality: The Case of a Food and Beverage Company

Purcidonio

Grillo

Alarcão

2020

BJO&PM

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Goal: Analyzing critical success factors (CSFs) for integrating sustainability and quality in a food and beverage company in Rio de Janeiro, Brazil. Design/methodology/approach: This research relies on an exploratory method, applied on qualitative data collection based on a case study. The instrument for data collection is an interview with professionals who work in the areas of quality and sustainability in the company studied. Results: Out of the seven critical success factors identified in an organization, six of them (leadership and commitment to strategy, management and monitoring of processes, training and communication, commitment to the three pillars of sustainability, product/service development and continuous improvement) are a result of the company’s strategic circumstances, achieved by continuously improving products and processes. On the other hand, there is a critical focus factor for stakeholder relations, since it is currently very concentrated on the interests of final consumers to the detriment of other stakeholders. Limits of the investigation: Results reflect the Brazilian headquarters of a multinational company of the food and beverage sector and, therefore, cannot necessarily be applied to other companies of the same sector. Practical implications: Diagnosing seven critical success factors of the studied food and beverage company raises the opportunity to seek mechanisms to strengthen the focus on stakeholders, a critical factor identified as incipient in the research. Originality/value: Findings confirm the relevance of looking into the critical success factors identified by the literature about integrating sustainability and quality in the practice of industries.

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Sustainable procurement portfolio management: a case study in a mining company

Cited by 9 publications

References 29 publications

Implementation of green supplier development process model in Indian automobile industry

Implementation of green supplier development process model in Indian automobile industry

Towards a contribution to sustainable management of a dairy supply chain

Critical Success Factors in Integrating Sustainability with Quality: The Case of a Food and Beverage Company

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