From a literature review to a conceptual framework for sustainable supply chain management

Relationships between operational practices and performance among early adopters of green supply chain management practices in chinese manufacturing enterprises

Purpose – Green supply chain management (GSCM) has emerged as a key approach for enterprises seeking to become environmentally sustainable. This paper aims to evaluate and describe GSCM drivers, practices and performance among various Chinese manufacturing organizations.Design/methodology/approach – Based on a literature review, four propositions are put forward. An empirical study using survey research was completed. The survey questionnaire was designed with 54 items using literature and industry expert input. An exploratory factor analysis was conducted to derive groupings of GSCM pressures, practice and performance from the survey data which included 314 responses. A categorical and descriptive nature of the results is then presented with an evaluation and comparative analysis with previous research findings.Findings – Chinese enterprises have increased their environmental awareness due to regulatory, competitive, and marketing pressures and drivers. However, this awareness has not been translated int...

Green supply chain management in China: pressures, practices and performance

Confirmation of a measurement model for green supply chain management practices implementation

Purpose – The aim is to contribute significantly to the first wave of empirical investigations related to the impact of green supply chain management (GSCM) practices on performance. The paper also aims to theorize and empirically assess a comprehensive GSCM practices and performance model. The model incorporates green supply chain practices that link manufacturers with supply chain partners (both suppliers and customers) to support environmental sustainability throughout the supply chain.Design/methodology/approach – Data collected from 159 manufacturing managers were analyzed using a structural equation modeling methodology. Manufacturing managers provide data reflecting the degree to which their organizations work with suppliers and customers to improve environmental sustainability of the supply chain.Findings – Generally, the adoption of GSCM practices by manufacturing organizations leads to improved environmental performance and economic performance, which, in turn, positively impact operational perf...

Green supply chain management practices: impact on performance

Purchasing and supply chain management have a critical role, and significant influence, in a firm’s environmental performance. This study explores the extent of involvement that purchasing managers in Germany, the UK, and the USA have in environmental issues, versus the level they believe they should have. The environmental issues addressed in this paper are: hazardous materials, investment recovery, product design, and supply chain relationships. Overall findings suggest that purchasing managers want greater levels of participation in these environmental issues. The study also describes differences according to country. Future research is suggested to explore how purchasing managers can influence the supply chain to improve corporate environmental performance.

Purchasing’s involvement in environmental issues: a multi‐country perspective

Supply chain relationships are increasingly impacted by the use of the Internet and the adoption of logistics technology. In this paper we report the results of a large-scale field study of a diverse group of buyers and their suppliers who have participated in a unique and recently adopted Internet technology: electronic reverse auctions (e-RAs). We examine the barriers to implementing e-RAs, as well as such consequences as cycle time and productivity. We also investigate the parameters that affect the savings that occur during a specific e-RA event, including lotting strategies and the degree of supplier visibility. � 2003 Published by Elsevier Ltd.

https://www.econbiz.de/archiv/myk/whumyk/controlling/auctions_theory_perspective.pdf

Reverse auctions--grounded theory from the buyer and supplier perspective

A BACKGROUND PERSPECTIVE Since the early 1970s the emphasis of competitive strategy has shifted from productivity, to quality, to cycle-time reduction.[1] From the late 1980s through the 1990s, "time" has been the focus of many leading organizations in manufacturing and service, both private and public, domestic and foreign. The motive for this focus has been for strategic advantage, and often survival. Today quality is not only expected, but is essential in order to attain a competitive advantage. Consequently, purchasing executives predict that the ability of firms to bring new products to market quickly will only increase in importance during the late 1990s.[2] This article reports the results of a focus study performed for the Center for Advanced Purchasing Studies (CAPS).[3] It focuses on two major aspects of time-based strategies: elapsed time and synchronization. These terms are defined in Table I. The purpose of the study was to determine purchasing's current use of and involvement in time-based strategies and what purchasing professionals think their use and involvement should be. Empirical testing shows that timeliness is a key dimension of logistics strategy.[4] Researchers also note that too much effort is devoted to reducing manufacturing cycle time, which generally accounts for less than half the total cycle time.[5] Instead, efforts should be made to reduce cycle time throughout the system, including the area of purchasing and supply management. This study found that many firms had cycle-time reduction programs and material-flow synchronization initiatives in place, some for as long as five years. However, as shown in Figures 1 and 2 (see page 4), over 20 percent of the firms surveyed have not yet instituted these initiatives. Purchasing can play a critical role in reducing cycle time by: * reducing supplier lot sizes and leadtimes * using single sourcing * improving supplier quality * acting as a liaison between manufacturing and suppliers to reduce the design/development cycle[6] Purchasing can also play a key role in reducing cycle times through concurrent engineering (CE) and early supplier involvement (ESI) efforts. This often occurs through the formation of both temporary and permanent cross-functional teams.[7] Despite purchasing's potential for contributing to time-based strategies, most prior research has been descriptive and anecdotal, or has concentrated on more specific areas of cycle time reduction, such as product development or general team participation.[8] As a result, this study focused on research questions that would expand the knowledge of purchasing's involvement in time-based strategies beyond the conceptual level, across a wide range of industries. This article reports on four research questions that were part of a larger study: 1. Do purchasing organizations have programs in place to support purchasing-related time-based strategies? 2. What is the current extent versus the desired extent of purchasing-related initiatives to reduce elapsed time? 3. What is the current extent versus the desired extent of implemented material-flow synchronization activities? 4. What is the actual extent versus the desired extent of changes in purchasing's organizational structures, responsibility, and authority to support purchasing-related time-based strategies? The next section describes the methodology used to investigate the research questions. HOW THE RESEARCH DATA WERE OBTAINED A survey questionnaire package was developed and pre-tested with the project's advisory committee. The advisory committee consisted of industry members associated with the Center for Advanced Purchasing Studies (CAPS). The questionnaire was designed to solicit responses to questions about the firm's current use of time-based strategies versus their opinion of what should be the situation in their firm. …

Purchasing's Involvement in Time‐Based Strategies

An exploratory cross-country comparison of strategic purchasing

Determining Performance Appraisal Criteria For Buyers

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