The impact of customer and supplier collaboration on green supply chain performance

Abstract

PurposeThe purpose of this study is to determine the extent to which institutional pressures affect supplier and customer collaboration and how collaboration explains green supply chain performance using institutional and stakeholder theories.Design/methodology/approachThe paper builds on empirical evidence gathered from responses of Iranian industrial managers based on a self-administered survey. The hypotheses in the conceptual model are tested using Smart-PLS (partial least square).FindingsThe results provide evidence that regulatory requirements and internal motivators, as institutional pressure, enable customer and supplier collaboration. Furthermore, customer collaboration has a positive effect on supplier collaboration and, consequently, positively affects environmental and economic performance. But supplier collaboration is just positively affecting environmental performances and is not effective on economic performance.Research limitations/implicationsThe subject is that the study is a questionnaire-based survey, and the validity and reliability of the results are influenced by the respondents' idiosyncrasies. This study provides a comprehensive model of drivers, supply chain collaboration and performance in the context of the industry sector. The study contributes by providing empirical data with a focus on customer and supplier collaboration and their interrelationship in GSCM modelling.Originality/valueThe current paper is one of the new field of research which demonstrate the significance of customer and supplier collaboration with each other to attain green performance. It also contributes to show the effect of institutional pressure on the customer-supplier collaboration that fosters green performance in the supply chain.

Embracing green supply chain collaboration through technologies: the bridging role of advanced manufacturing technology

“…Our findings depict that green internal collaboration promotes both green supplier and customer collaboration, which endorses previous studies (Zhu and Geng, 2013; Chen and Liu, 2020). For instance, green internal collaboration keeps track of current green-related information about products and processes and shares it with suppliers whether they adhere to environmental requirements (Andalib Ardakani et al , 2022; Yang and Lin, 2020). On the other side, firms work with customers to jointly plan environmental goals and coordinate on green product design to minimize the ecological impacts of products (Guo et al , 2021).…”

“…2.1 Green supply chain collaboration GSCC refers to strategically working together with supply chain members to bring competitive advantages by exchanging information and joint decision-making toward green initiatives (Abdallah and Al-Ghwayeen, 2019;Luo et al, 2015). It integrates ecological notion thinking into supply chain management, covering all stages of the product lifecycle from product design to disposal at the end (Zhu et al, 2007;Andalib Ardakani et al, 2022). Other studies argued that GSCC comprises activities, such as product redesign, minimization of wastes and energies, hazardous substances, recycling and reverse logistics (Dangelico and Pontrandolfo, 2015;Wong et al, 2021).…”

Antecedents and consequences of green supply chain management practices in Ghana’s manufacturing sector

“…Therefore, despite the apparent advantages of GSCM, many manufacturers are unwilling to modify their conventional supply chain practices in the expectation of favorable results in the medium-and long-term future from GSCM implementation (Asif et al, 2020;Jell-Ojobor and Raha, 2022). Such issues necessitate collaborative approaches between partners for GSCM implementation, given that green practices transcend beyond the boundaries of a single firm (Ardakani et al, 2023). Green practices emphasized in the literature, such as internal environmental management, eco-design, green purchasing, customer cooperation, supplier cooperation and reverse logistics (Zhu et al, 2008;Geng et al, 2017) emphasize the boundary-spanning nature of GSCM.…”

“…Given the boundary-spanning nature of green practices, the review of extant GSCM literature points out that intangible relational assets and collaborative engagements with supply chain partners are crucial in successfully implementing GSCMPs (Ardakani et al, 2023;Yu et al, 2021a;Yu et al, 2017a, b). Yu et al (2021a, b), for example, indicate that one of the vital social system drivers of GSCM is the building of meaningful relationships with suppliers and customers.…”

“…, 2020; Jell-Ojobor and Raha, 2022). Such issues necessitate collaborative approaches between partners for GSCM implementation, given that green practices transcend beyond the boundaries of a single firm (Ardakani et al. , 2023).…”