Reverse Supply Chain Management.pdf

2022
SUPPLY CHAIN
REVERSE SUPPLY CHAIN AND SUSTAINABLE SUPPLY CHAIN
MANAGEMENT
ŞEYDA DEMİRTAŞ , EBRAR ÖZÇİÇEK , ALEYNA POLAT

Contents
Supply Chain........................................................................................Hata! Yer işareti tanımlanmamış.
1.1 INTRODUCTION ............................................................................................................................. 2
1.2 Definition....................................................................................................................................... 2
1.3 Transport and logistics .................................................................................................................. 2
1.4 Historical Development of Operation Research............................................................................ 3
1.5 Supply Chain Network Design and Optimization .......................................................................... 3
1.6 Trends in supply chain management ............................................................................................ 5
1.6.1 Systemic aspect ...................................................................................................................... 6
1.6.2 Collaborative aspect............................................................................................................... 6
1.6.3 Dynamic direction .................................................................................................................. 7
2. Reverse Supply Chain .......................................................................................................................... 7
2.1 Definition and Related Concepts................................................................................................... 7
2.1.1 Reverse Supply Chain ............................................................................................................. 8
2.1.2 Reverse Logistics..................................................................................................................... 9
2.1.3 Remanufacturing.................................................................................................................. 10
2.1.4 Closed Loop Supply Chain..................................................................................................... 10
2.1.5 Product Recovery Systems ................................................................................................... 11
2.2 Reverse Supply Chain Paradigms and Issues............................................................................... 11
2.2.1 Design and planning of RSC :................................................................................................ 11
2.2.2 Production planning and control of RSC : ............................................................................ 11
2.2.3 Logistics in RSC : ................................................................................................................... 11
2.2.4 Decision making and performance evaluation of RSC : ....................................................... 12
2.2.5 Problem solving techniques in RSC : .................................................................................... 12
3. Sustainable Supply Chain Management............................................................................................ 12
3.1 SSCM research............................................................................................................................. 12
3.2 Barriers to SSCM implementation............................................................................................... 13
4. Conclusion ......................................................................................................................................... 14
Acknowledgment............................................................................................................................... 14
5. References......................................................................................................................................... 15

ABSTRACT
In recent years, the importance of studies on the recovery of products and the reduction of damage
to the environment and the responsibilities of enterprises in sustainability have been increasing.
Organizations try to adjust their daily and strategic activities in a way that can minimize the damage
to the environment. While businesses pay attention to structuring their supply chain activities in a
way that causes less harm to the environment, they also try to increase profits thanks to these
studies. Product transformation makes resource use more efficient and reduces the amount of
waste. In this study, reverse supply chain and sustainability in supply chain study has been done.
Keywords
Reverse Supply Chain, Reverse Logistics, Supply Chain Management, Closed Loop Supply
Chain, Sustainable Supply Chain Management, Green Supply Chain
1.1 INTRODUCTION
Problems in transportation and logistics took a long time to be resolved before computers were
invented and Operations Research (OR) techniques became a discipline aimed at developing models
and techniques that support decision making. After the initial optimization models were developed,
OR contributed significantly to making companies with transportation and logistics problems
competitive. OR, as a systems science, has captured the complexity of problems and interactions
between parts of a system to improve the quality of decision making.
1.2 Definition
Supply chain or logistics network , product (s) or the service (s) move towards customers in from
supplier (s) covering in and this process within organizations, people, technology, activities, and
resources is the name given to the totality of the system. In the process of supply chain activities,
natural resources , raw materials, and components are turned into final products and delivered to
the end customer[1]
. It is a complex logistics system in which raw materials are converted into
finished products and then distributed to final users (consumers or companies) [2]
. Supply chain
management, on the other hand , is the integrated management of material, information and money
flow that ensures that the right product reaches the customer at the right time, at the right place, at
the right price , at the lowest possible cost for the entire supply chain . It also includes logistics
management. In essence, logistics management, as a portion of SCM, focuses on activities such as
inventory management, distribution, and procurement that are usually made on the boundaries of a
single organization, while SCM includes other activities such as marketing, customer service, and
finance as well [3]
. SCM covers all movements and storage of raw materials, semi-finished products
and finished products from the point of origin to the point of consumption. Part of the planning
processes in SCM aims to find the best possible supply chain configuration.
1.3 Transport and logistics
The history of transportation and logistics is as long as human history, but marked by recent
milestones. Today, logistics and the broader concept of supply chain management are primarily
conceived as a business function with the scope to procure goods where and when they are needed
and in required quantities.
Transportation management can be seen as a part of logistics, but it covers the process of
transporting not only goods but also people. Traditionally, freight transport problems have been

independent of human transport problems. Moreover, while freight transport is a major problem in
the private sector, human transport problems are mostly met by the public sector, which is
responsible for public transport demand and design.
1.4 Historical Development of Operation Research
Transportation and logistics problems have long been studied by researchers and practitioners in
operations research. In fact, the first contribution dates back to 1930 and begins with a model for
solving a practical problem of transporting salt, cement, and other cargoes between sources and
destinations across the Soviet Union's rail network.
The history of OR's contributions to transportation and logistics can be summarized in the following
main phases:
1960s and 70s: The science of transportation emerged. Transportation meant traffic and mass
transit, while logistics was a young field that referred to physical distribution and inventory
management. In the same period, different programming languages were developed. The first
FORTRAN compiler was developed in 1957. Besides FORTRAN, other languages were developed: Logo
in 1968, Pascal in 1970, C in 1972, Smalltalk, Prolog, SQL in 1978
1980s: This is the era when trucking (shared carriers and private fleets) was studied. In this decade,
rail and sea transport emerged. Air transport has also emerged as a separate research area. In the
early 1980s, home computers were developed for home use, along with software for personal
productivity, programming, and games.
1990s: Transport included passenger and freight transport. Logistics was incorporated into supply
chain management, with a focus on operations and shippers. Transport and logistics emerged to
encompass a wider range of issues. Since the mid-1990s, the internet has had a revolutionary impact
on culture and commerce, including the rise of almost instantaneous communication via electronic
mail, instant messaging and discussion forums, blogs, social networks and online shopping sites, and
the World Wide Web.
2000/2010: Transport and logistics encompass an ever-increasing number of applications. The
traditional barrier between freight and passenger transport has become increasingly thin. Mobile
applications are made available to mobile devices such as smartphones and tablets via the digital
distribution platform. Through studies on real-life problems, models and algorithms embedded in
software packages used by companies in the private and public sectors have been produced.
1.5 Supply Chain Network Design and Optimization
Supply chain network design is part of the planning process to determine the infrastructure and
physical structure of a supply chain. It is also called strategic supply chain planning. Facility location
decisions play a critical role in the strategic design of supply chain networks. The facility location is a
well-established area of research within Operations Research (OR). One of the most striking areas in
logistics is Supply Chain Management (SCM). In fact, the development of SCM began independently

of OR, and OR only stepped into SCM step by step, thus opening up an extremely interesting and
fruitful field of application and the following questions were raised:
(i) What characteristics must a facility layout model meet to be acceptable in a supply chain context?
(ii) Are there existing plant layout models that already fit the supply chain context?
(iii) Does the SCM ever need facility layout models?
A general facility layout problem includes a spatially dispersed set of customers and a set of facilities
to serve customer demands. In addition, distances, times or costs between customers and facilities
are measured by a certain measure. Possible questions to answer are:
(I) Which facilities should be used (opened)?
(ii) Which customers should be served from which facility (or facilities) to minimize overall costs?
A SC network converts raw materials into final products and then delivers them to customers. It
includes various types of facilities, and each type plays a specific task in the network. A set of
facilities with the same task and type is called a layer or echelon. A crucial aspect of SCND studies is
the number and type of layers and the layers in which location decisions are determined. The usual
layers of SC networks are composed of suppliers, plants, distribution centers, warehouses, and
customers and the typical material flows are often from suppliers to customers [4]
. The figure in the
below shows the different types of material flows for a typical SC network.
Decisions need to be made at different levels when building a supply chain network. Achieving
integrated systems is important for supply chains. In order to achieve integrated systems, planning
decisions must be considered together with classical location allocation decisions . These planning
decisions are divided into three groups as strategic, tactical and operational. Strategic decisions are
often long-term. At the strategic level, there are usually a few key RS decisions to be made, such as
the number, location and capacity of facilities[5]
. Tactical decisions are medium-term, operational

decisions are short-term. Large investments are usually required to make strategic decisions in SCND.
These decisions are very difficult to change and have long-term effects on SC’s performance. The
most common strategic decisions consist of determining locations and number of facilities, capacities
and sizes of facilities, technology and area allocation for production and process of products at
different facilities, selection of suppliers, and so on [6]
. In the last two decades, supply chain network
design has been accepted as a suitable application for facility location (FL) models. One of the
important areas in network design studies in the supply chain is on the design of reverse logistics
networks. Designing reverse logistics (RL) networks is another type of optimization problem based on
the FL models. The RL networks are often designed for the purpose of collecting used, refurbished, or
defective products from customers and then carrying out some recovery activities [7]
. Some pressures
arising from environmental regulations make it difficult to design reverse logistics networks.
Important strategic decisions need to be made here. These decisions are usually the ones that need
to be made when faced with some uncertain situation. This complicates the process. Examples of
these decisions are for selecting the facility to be located for the implementation of the improvement
activities. These facilities have to operate in uncertain business environments for long periods of
time. This shows how important the decision to be made at this point is.
Generally, a network design project begins with identifying potential attractions for new facilities and
required capacities. Typically, large amounts of capital must be allocated to a new facility, thus
making this type of investment a long-term project. Also, changes of various nature over the life of
the facility can turn a good place today into a bad place in the future.
The terms network design and supply chain network design (SCND) are sometimes used as synonyms
for strategic supply chain planning. While no location decisions are typically made at the tactical or
even operational level, inventory control policies involve a range of issues such as selection of
transport modes and capacities, warehouse layout and management, and vehicle routing.
1.6 Trends in supply chain management
New trends and research opportunities in supply chain management are becoming increasingly
diverse. The environment for supply chain activities is changing, and experts anticipate many changes
in the near future. We can list the trends related to OR that are effective in the near future of the
supply chain management industry as follows:
• Systemic focus: Optimization of the entire supply chain network, customer value co-creation.
• Information synthesis: Information is holistically shared, joint interpretation to improve
performance.
• Collaborative relationships: Joint accountability and rewards, total system value creation.
• Demand shaping: Proactively influencing demand, total system value creation.
• Transformational agility: Constantly changing conditions.
• Flexible network integration: Dynamic selection of partners upstream and downstream. • Global
optimization.

1.6.1 Systemic aspect
Operations research has contributed to decision making in various areas of supply chain
management. The systematic aspect can be better resolved when larger parts of the supply chain are
jointly modeled and optimized.
For example, in the field of vehicle routing, many studies have been carried out on more global
problems than the classical routing problems, which only aim to find the routes of the vehicles, the
given locations, the demands of the customers, the time windows. Integrated vehicle routing
problems are the expression increasingly used to denote the class of problems in which route
decisions are considered in conjunction with other decisions. Inventory routing issues combine
routing and inventory management. Production routing issues integrate production, routing, and
generally inventory decisions. Multistage routing problems optimize the routes of vehicles in
distribution systems consisting of two or more stages.
Routing problems with loading restrictions simultaneously optimize the route of vehicles and the
loading of goods on them. He compared the heuristic solution of an inventory routing problem with
the solution obtained by solving the inventory management and routing problems in a sequential
and optimal manner. The sequential solution models the traditional management style of a supply
chain, where customers control the optimal inventory management policy and decide on order times
and quantities. Only after that the supplier arranges an optimal distribution, which should take
customer times and quantities as constraints. The inventory routing problem instead models a newer
integrated management policy called Vendor Managed Inventory (VMI), where the supplier is
responsible for distribution as well as for the inventory of its customers.
1.6.2 Collaborative aspect
Collaboration can be seen as a tool for the integration and global optimization of a supply chain. It is
beyond the scope of this document to explore the complexities of implementing collaboration
initiatives and to discuss when and why collaboration can be effective in practice. The aim here is to
start from the observation that collaboration is a trend in supply chain management, driven by
increased competition and expected benefits, enabled by technology, and to argue that new
optimization problems arise when decision making takes place in a collaborative environment.
Collaboration attempts can fail for a variety of reasons, one of which is the lack of exploitation of
potential benefits. This is where OR can contribute. The difficulties of integrating internal and
external operations are known. In this section we aim for external cooperation for cooperation, ie
cooperation with companies outside the supply chain. Collaboration within the supply chain can be
seen as a systemic decline. The partners of a collaborative venture decide to work together as they
hope to improve the performance of their own business through collaboration. While collaboration
will change their behavior and imply interactions between partners in a joint effort towards
integration, each partner will focus more on their own business than on a global performance.
Therefore, integration must be mediated by individual interests in order to make the cooperative
venture successful. This fundamental concept in collaboration can create models for decision support
in collaboration initiatives different from global optimization models.

1.6.3 Dynamic direction
The ever-changing conditions listed as transformational agility and trends are due to the ever-
changing data flow about customers, purchases, deliveries, locations, inventories. This makes the
problems inherently much more dynamic than before. Systems must become more responsive to
changes and respond more effectively to customers whose demands become more and more volatile
over time due to the increasing volume of e-commerce. This latest trend also makes it difficult to
forecast demand. Since predictive planning activities will continue to be essential in supply chain
management, particularly in the upper reaches of supply chains, models should also include all
possible, uncertain information about future outcomes.
We briefly talked about general information about the supply chain and the studies carried out in
recent years. Reverse supply chain and logistics, which is the main purpose of this article, is one of
the sub-branches of supply chain. Now let's focus on the reverse supply chain part.
2. Reverse Supply Chain
2.1 Definition and Related Concepts
Environmental problems and regulations have also caused supply chain activities to change. At this
point, it is important for institutions to redesign their supply chains for their environmental impact.
Reverse Supply Chain (RSC) is the shared responsibility of both manufacturers and consumers to
reduce waste by recycling, remanufacturing, reusing and properly disposing of unacceptable
products or items to increase environmental sustainability (Govindan et al., 2012; Bouzon et al. .,
2016 ). Reverse supply chain helps to reduce the amount of waste by providing maximum benefit
from used products. Especially electronic returns are in question, as there is a steady increase in the
number of e-waste due to the rapid growth in technology. Reverse supply chain management is also
used by many countries at this point. It also helps to reduce costs. The reverse SC is a place where
companies can begin to build real sustainability into their operations and create new revenue
streams in the process (Majumdar and Sinha, 2019; Bastas and Liyanage, 2019). In order to save
unnecessary costs and concentrate on their core business processes outsourcing and offshoring has
emerged as major components of RSC (Giri and Sarker, 2017). Moreover, RSC is now considered as
revenue generating opportunity instead of a cost minimization process (Guide and Van Wassenhove,
2009). ). In its classical form (forward supply chain), a supply chain is a combination of processes to
fulfill customers' requests and includes all possible entities such as suppliers, manufacturers,
shippers, warehouses, retailers, and the customers themselves (Chopra and Meindl, 2010).
Reverse supply chain management (RSCM) is defined as the effective implementation of the series
of activities involved in collecting a product from any stage of the forward supply chain to either
dispose it or recover value [8]
. The framework model for RSCM activity is shown in below figure
(Sasikumar and Kannan, 2008b).

As a result of the researches in the literature, 5 main research areas related to reverse supply chain
management come to the fore. These :
2.1.1 Reverse Supply Chain
Increasing environmental awareness of consumers and manufacturers in recent years, and strict
environmental regulations imposed by governments force institutions to invest in environmentally
sensitive productions that include reverse supply chain management practices. Reverse supply chain
practices are required to minimize waste and properly manage returned products. The reverse
supply chain starts from the returned end-of-life product. It then goes to the test through retailers
and vendors to make restocking, replenishing, and parts recovery decisions. After this point, the
appropriate decision for the product is made. The following figure shows the general structure of the
reverse supply chain.
Gobbi (2011) examined the product residual value (PRV). This study provided a simple framework for
designing the reverse chain based on the assessment of PRV based on a number of factors
exogenous to the reverse chain. Consider first-class recovery options (i.e. repair, refurbishment,
remanufacturing) for returned products with high residual value, and consider second-class recovery
options (i.e. recycling and incineration) for returned products with low or no residual value suggested
that it should.

2.1.2 Reverse Logistics
Reverse Logistics according to the American Reverse Logistics Executive Council is defined as “The
process of planning, implementing, and controlling the efficient, cost effective flow of raw materials,
in-process inventory, finished goods and related information from the point of consumption to the
point of origin for recapturing value or proper disposal.” (Rogers and Tibben-Lembke, 1999;
Govindan et al., 2015). Reverse logistics starts from the collection of used/returned products from
customers (i.e. end users) and then taking a decision on these end-of-life products which includes,
remanufacturing, repairing, recycling and disposing of scrap materials [9]
.
Reverse logistics is the type in which the reverse network is integrated with the forward network. We
use the term closed-loop network to denote the forward web and the recovery net to denote the
reverse web. Figure 1 shows an overall supply chain for both forward and reverse logistics. In this
figure, classical (forward) and reverse supply chains are shown with solid lines and dashes,
respectively.
The integration of reverse and forward networks leads to more complex SCND problems. For
example, the number of facility tiers is increased by tiers associated with recovery facilities.
The table summarizes the literature researched regarding the network structure (recovery or closed
loop), the type of supporting facilities. The table shows that only a few articles offer comprehensive
models that include both forward and reverse flows as well as facilities (closed loop networks). In
fact, strategic supply chain planning for rescue networks bears a strong resemblance to planning
activities in a forward network. The main differences refer to the fact that reversing of flows and
changing of facility types.

2.1.3 Remanufacturing
Remanufacturing can be defined as: “It is the process of returning used, damaged or discarded
products up to the quality standards of new products and with an equivalent warranty” (Ijomah,
2009; Thierry et al., 1995). ). The quality of the product varies only in terms of replacement and
repair. The reproduction process takes place in the following six steps:
(1) Entrance diagnosis of the system
(2) Disassembly
(3) Cleaning
(4) Inspection
(5) Reconditioning
(6) Reassembly
2.1.4 Closed Loop Supply Chain
We focused on Guide and Van Wassenhove ( 2009 ) ‘s definition to define closed loop supply chain.
Based on the new definition, closed-loop supply chain management is the design, control and
operation of a system that dynamically extracts value from different types and volumes of returns
over time to maximize value creation throughout a product's entire lifecycle. The importance of this
definition is the clear business perspective rather than other factors such as legal, social
responsibilities or even operational and technical details. In fact, practitioners can focus on the
profitability and value of their RL/CLSCs rather than cost efficiency or other costly objectives.
Close-loop SC considers both forward and reverse SCs simultaneously (Mishra et al., 2017). The focus
of CLSC is not only to meet customers' demands, but also to be responsible for effective product
take-back and reverse processing from customers and added value by recycling the entire product
and/or some of its parts, modules and components. (Wells and Seitz, 2005).
Solutions to many problems are sought in CLSC. For example Vehicle routing issue. The Vehicle
Routing Problem (VRP) is a hot topic in RL and CLSC, as distribution systems and related strategies
are one of the most effective parts of the network and total costs are closely tied to transportation
costs.

2.1.5 Product Recovery Systems
Product recovery refers to various re-operations such as repair, reuse, remanufacturing, recycling
and refurnishing of products at the end of their useful life.” Product recovery emphasizes reducing
waste and it is an essential step towards sustainable development. (Mangla et al., 2013). Sustainable
SC for the product recovery adopted from Mangla et al. (2013) is shown in the figure below.
2.2 Reverse Supply Chain Paradigms and Issues
It is important to conduct research in the following areas in the reverse supply chain. These :
2.2.1 Design and planning of RSC :
One of the most important research areas in RSC is designing and planning of RSC and proposing
network designs for different applications of RSC [10]
.
2.2.2 Production planning and control of RSC :
Some researchers have considered operational decision variables required for all RSC profits.
Forward/reverse product planning, production and inventory management are some of the key areas
of RSC [11]
.
2.2.3 Logistics in RSC :
Third Party Reverse Logistics (3PRL) and reverse logistics related issues are also an important topic
studied by researchers. 3PRLPs are specialized companies that provide well-organized channels for
product recovery. These are official recovery agents recognized by the legal authorities for
environmentally sound treatment of returned products. They typically offer a wide variety of RL
functions and services, including: end-of-life collection, sorting/inspection, repair, refurbishment,
packaging, dismantling, remanufacturing, recycling and waste disposal. However, the manufacturer
may choose to outsource some or all of its recovery activities, depending on its requirements and
available resources. 3PRLPs serve more than one company and thus they can use their capacities
better and reduce their total costs while providing better service to the companies [12]
.

2.2.4 Decision making and performance evaluation of RSC :
One of the most important research areas in reverse SC is to examine performance evaluation and
decision making in reverse SC management [13]
.
2.2.5 Problem solving techniques in RSC :
Numerous methodologies have been used by researchers to solve and optimize the RSC problem.
Some authors have solved the problem with the exact method, which is limited to small-scale
problems. Some researchers have used general exact solvers such as Lingo, CPLEX, GAMS and
XPRESS. Some authors have adopted heuristics and meta-heuristics to optimize the problem, which
are very flexible to use and can be used to solve large-scale problems [14]
.
After all these literature reviews and research on reverse supply chain, finally we focused on the
researches, literature reviews and barriers in implementation about sustainable supply chain
management.
3. Sustainable Supply Chain Management
Business organizations are under serious threat to maintain their existing supply chains due to
globalization, challenging market, demand uncertainty and recent economic competitiveness. For
any organization to gain an advantageous position in the market, it will not be enough to focus only
on the internal efficiencies and processes of the supply chain. The concept of sustainability has
gained importance in the last few years to adapt to these increasing challenges. Integrating
sustainability concepts into the core business functions of the supply chain enables the organization
to achieve a “competitive position” in the market in this contemporary era of a globally challenging
environment (Khodakarami et al., 2015). Seuring and Muller (2008a) define SSCM as “the
management of material, information and capital flows as well as cooperation between companies
along the supply chain, taking all objectives from all three dimensions of sustainable development (ie
economic, environmental and social). The organization advocates for SSCM to provide “long-term
benefits and competitiveness” by taking into account environmentally and socially responsible
activities in the supply chain (Zhu and Sarkis, 2006; Ahi and Searcy 2013). The implementation of
SSCM applications triggers increased material and energy efficiency and innovation. In the past,
several studies have been conducted measuring cost and energy savings due to the adoption of
sustainability in the industrial supply chain, a few of which are discussed. Vance et al. (2015)
examines that besides the significant ecological footprint, a significant cost reduction of up to 17%
can be achieved by using renewable energy sources compared to electricity used from the grid
and/or natural gas. Bevilacqua et al. (2014) analyzes the impact on the environment in a cotton yarn
supply chain and finds that the use of energy optimization techniques during production results in a
31.5% reduction in CO2 emissions and also a 5% reduction in energy consumption. Lee and Wu
(2014) integrate sustainability concepts into logistics and SCM and recommend using a high-
efficiency freight vehicle (HPFV) during transportation as it reduces transportation cost by 33.5%. In
this competitive world, SSCM is not just a concept, it is becoming a strategic weapon that improves
corporate effectiveness and increases profitability in terms of social and environmental performance.
Researchers associate sustainability concepts with SCM using a varying number of terms from
different perspectives (Ahi & Searcy, 2013).
3.1 SSCM research
Research on SSCM has matured, especially in the last decade, and has received increasing attention
from the academic community. However, state-of-the-art literature on SSCM is still scant, as most
studies either focus on one particular dimension or are structured around only a few dimensions. In a
literature review, it is vital to identify whether the current state of the research field is driven by

qualitative or quantitative study and develop tools to advance the field by applying the changing
methodology. It has also been found that organizations wishing to embed sustainability practices into
their supply chains must meet a variety of conflicting objectives such as profit maximization,
reduction of environmental impacts and maximizing social responsibility. The inclusion of a large
number of decision variables, parameters, constraints and cost criteria makes the problem
multifaceted and challenging (Srivastava, 2007). Therefore, there is a need to identify existing tools
and techniques (traditional or new OR techniques) currently used to formulate, analyze and generate
solutions to such complex problems. Such an analysis is important as Min and Kim (2012) suggest
that combining OR practices with empirical studies results in the benefit of SSCM research. Research
methodology such as survey helps the researcher to collect large amounts of data through it. A
survey on a specific topic. This large amount of data is summarized with the help of data analysis
techniques and enables the researcher to reach a certain decision. Therefore, it is important to
determine whether the current research is dominated by traditional techniques or advanced data
analysis techniques. The damage to the environment and ecology is mostly due to the operations
carried out in different industries (Singh, 2016). While all organizations and industries have begun to
promote environmental issues due to the growing concern about environmental issues, some
industries have a wider scope to adopt sustainability practices due to the essence of their operations.
Tonelli et al. (2013) suggest that SSC is vital in promoting industrial sustainability and has been
identified as the primary factor. Therefore, an assessment of the role played by sectors and sectors in
the viability of the research field will give more insight into which sectors are still missing from a
practical point of view.
3.2 Barriers to SSCM implementation
The table below identifies studies on critical factors that hinder the implementation of SSCM in the
supply chain. Various barriers have been identified by researchers in different industries and
countries. Lack of information and transparency, lack of training and expertise, supplier
inadequacies, cost impacts, lack of senior management commitment, lack of financial resources,
insufficient facility to adopt complex reverse logistics practices in design to reduce resource and
energy consumption, lack of IT implementation are major barriers to SSCM implementation are
some. Cost implications, lack of senior management commitment, lack of training and expertise, and
poor supplier commitment are the most common barriers researchers consider to successful SSCM
implementation in the supply chain.

4. Conclusion
In this article, I made a detailed review on supply chain research. The greater use of technology in
automotive developments is rapidly changing the way supply chains are managed and the way goods
and people are transported. We also examined the general relationship between facility layout
models and strategic procurement in the context of SCM and included them in our article. We have
determined that the transportation decisions in the supply chain cannot be integrated with the
location decisions. Another field that contributes greatly to supply chain management and
transportation problems is Operations Research, and more significant contributions are expected in
the future.
Operations research is in a much more important position today, and Reverse supply chain
management, which is another issue that has gained importance, has now become a dominant field
in research. Today, it is clearly understood that a well-managed forward and reverse supply chain
coordination has a direct impact on the success of companies. In this context, reverse logistics, the
barriers of RSC and the success factors of RSC may be a research area where more comprehensive
research will be conducted in the future. Green and sustainable procurement issues are often
mentioned together with reverse procurement. For this reason, we can see the green supply chain as
one of the research topics of the future.
Acknowledgment
The authors sincerely thank the editor Doctor Lecturer Bilal Ervural and the anonymous reviewers for
their kind comments.

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