Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Global Supply Chain Management -Professor Stephen Brammer - 5 November 2011


Published on

Research carried out by Professor Stephen Brammer, Associate Dean for Research, What is motivating change in your business?
What are the opportunities and risks?
How does your business model compare ethically

Published in: Business, Education
  • Be the first to comment

  • Be the first to like this

Global Supply Chain Management -Professor Stephen Brammer - 5 November 2011

  1. 1. Building sustainable global supply chains Dr. Stephen Brammer Professor of Strategy and Associate Dean for Research, Warwick Business SchoolWarwick Business School
  2. 2. Setting the scene Globalisation as undoubtedly brought vastly increasing standards of living to us in the west Major companies have truly global reach, and increasingly source from around the world While this is efficient, it exposes companies to competing cultural, moral, and legal norms These variations have led in a significant number of cases to substantial reputational harmWarwick Business School
  3. 3. Core questions1. What are the main issues, drivers and motivators identified in the research?2. What does the data suggest most firms are doing to manage these issues? What risks does such an approach entail?3. What practices characterize cutting-edge approaches to sustainable global supply chains?4. What conditions contribute to the attainment to sustainable global supply chains?Warwick Business School
  4. 4. Data analysed in the studyWarwick Business School
  5. 5. Prominent issuesWarwick Business School
  6. 6. MotivationsWarwick Business School
  7. 7. Prominent practicesWarwick Business School
  8. 8. Problems with the dominantparadigm Un-negotiated expectations lack legitimacy with local stakeholders Codes of conduct are relatively static and unresponsive to new issues or changes in stakeholder expectations Third-party certification (e.g. SA8000 or ISO14001) imposes substantial costs on suppliers Monitoring and auditing undermine trust and commitment in buyer-supplier relationships; unethical practices can be promotedWarwick Business School
  9. 9. Revised model of best practiceWarwick Business School
  10. 10. Conditions under which bestpractice thrives Inter- and Extra- Organisational Environment Organisational Environment PurposeWarwick Business School
  11. 11. Conclusions Managing a global supply chain sustainably is a complex and multifaceted task The most common practices identified in our research provide a useful first step, but suffer from some inherent limitations More ambitious “best practices” address these limitations but require more integrated consideration of the relationship between a firm’s strategy, operations, and partnershipsWarwick Business School