This document provides an overview of green quality and its relationship to green supply chain management. It discusses how quality and environmental sustainability have become increasingly important to organizations. The significance of considering both quality and the environment throughout the supply chain is explained. Key aspects of green quality are then explored in relation to different supply chain actors like suppliers, manufacturers, and logistics. Examples of companies that have improved their green quality through various initiatives are also provided.
A STRATEGIC FRAMEWORK FOR GREEN SUPPLY CHAIN MANAGEMENTGaurav Dutta
The document discusses a strategic framework for green supply chain management. It outlines several key factors that influence an organization's management of a green supply chain, including the product lifecycle, operational lifecycle, and environmentally conscious business practices. The product lifecycle influences greening strategies depending on the phase of maturity. The operational lifecycle encompasses procurement, production, distribution, and reverse logistics. Environmentally conscious practices include reduction, reuse, remanufacturing, recycling, and disposal alternatives.
Green Supply Chain Practices and Performances: A case of 3PL in KarachiTalha Bin Irfan Usmani
This is a Research report presentation made by Students of Iqra University | Gulshan e Iqbal Campus Karachi, Pakistan for their Research Proposal I & II Course in B.B.A Hons. Program on the topic of Green Supply Chain practices in 3rd party logistics company in Karachi.
The document presents a conceptual model for green supply chain management developed by the Basque Ecodesign Center. The model involves three main areas of action: aspects of products/services, environmental management of activities, and hiring of corporate services. It identifies the levels of commitment an organization can have with agents in the supply chain, ranging from consultation to strengthening relationships. The model graphically maps the different agents involved in supply chains and their potential levels of commitment to environmental practices.
The importance of quality practices has considerably increased over the last years, on both a
practical and theoretical level. In competitive and global business environment, companies should create a need
for managers in manufacturing sector to effectively and continually improve quality, capability and process
efficiency. This paper presents the findings from the survey on the current status of measurement system on
CSR capability by using SQC and DMAIC method (Define-Measure-Analyze, Improve and Control) in fulfilled
the standard of quality product in home industries based. Case study was one of growth home industries
supported by CSR of PT. Pertamina Gas (Pertagas) in Prabumulih, South Sumatera. The chosen of industry as
they contribute in absorption of local content raw materials produce by using the vacant land along the yard.
The aims are to determine whether the essential quality measurement such as SQC snf DMAIC as have a
significant contribution to reduce the production reject and increasing the utility of raw material from local
content and develop the value added in the future. This paper outlines the results of the research conducted on
the industries under CSR programme, it was found that the CSR program by Pertagas was effective in reducing
product reject and give good contribution in spread the local product into the market, either local and national
area as shown by ANOVA test. The main finding from the study proved that suitable program of CSR was give
positive contribution on quality improvement.
This presentation provides an introduction to the key concepts of the sustainable supply chain, providing definitions of sustainability, explaining climate change and the ways that supply chains can be expected to change in the future, as a result of the need to "go green".
Green design principles are introduced, including the need to avoid creating a "monstrous hybrid". The limitations of recycling are explained and the need for business models centred upon reuse is made clear. The presentation is designed for use at HE5 and HE6 (UK second year or final year Bachelors degree) but it could also be of interest to companies and individuals.
The slides are downloadable, and the download includes presenter notes – plus a short sustainability game that was used in class.
Green supply chain management aims to reduce the environmental impact of supply chain operations. It involves designing green products, choosing environmentally friendly suppliers, implementing cleaner manufacturing processes, optimizing packaging and logistics, and managing product returns and end-of-life. Key strategies for greening the supply chain include adopting standards like LEED for green building, using eco-labels to recognize sustainable products, engaging in environmentally preferable purchasing, calculating carbon footprints, and promoting green sourcing from suppliers. Case studies demonstrate how companies like Walmart have improved their environmental performance and reduced costs by greening their supply chain management.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology.
A STRATEGIC FRAMEWORK FOR GREEN SUPPLY CHAIN MANAGEMENTGaurav Dutta
The document discusses a strategic framework for green supply chain management. It outlines several key factors that influence an organization's management of a green supply chain, including the product lifecycle, operational lifecycle, and environmentally conscious business practices. The product lifecycle influences greening strategies depending on the phase of maturity. The operational lifecycle encompasses procurement, production, distribution, and reverse logistics. Environmentally conscious practices include reduction, reuse, remanufacturing, recycling, and disposal alternatives.
Green Supply Chain Practices and Performances: A case of 3PL in KarachiTalha Bin Irfan Usmani
This is a Research report presentation made by Students of Iqra University | Gulshan e Iqbal Campus Karachi, Pakistan for their Research Proposal I & II Course in B.B.A Hons. Program on the topic of Green Supply Chain practices in 3rd party logistics company in Karachi.
The document presents a conceptual model for green supply chain management developed by the Basque Ecodesign Center. The model involves three main areas of action: aspects of products/services, environmental management of activities, and hiring of corporate services. It identifies the levels of commitment an organization can have with agents in the supply chain, ranging from consultation to strengthening relationships. The model graphically maps the different agents involved in supply chains and their potential levels of commitment to environmental practices.
The importance of quality practices has considerably increased over the last years, on both a
practical and theoretical level. In competitive and global business environment, companies should create a need
for managers in manufacturing sector to effectively and continually improve quality, capability and process
efficiency. This paper presents the findings from the survey on the current status of measurement system on
CSR capability by using SQC and DMAIC method (Define-Measure-Analyze, Improve and Control) in fulfilled
the standard of quality product in home industries based. Case study was one of growth home industries
supported by CSR of PT. Pertamina Gas (Pertagas) in Prabumulih, South Sumatera. The chosen of industry as
they contribute in absorption of local content raw materials produce by using the vacant land along the yard.
The aims are to determine whether the essential quality measurement such as SQC snf DMAIC as have a
significant contribution to reduce the production reject and increasing the utility of raw material from local
content and develop the value added in the future. This paper outlines the results of the research conducted on
the industries under CSR programme, it was found that the CSR program by Pertagas was effective in reducing
product reject and give good contribution in spread the local product into the market, either local and national
area as shown by ANOVA test. The main finding from the study proved that suitable program of CSR was give
positive contribution on quality improvement.
This presentation provides an introduction to the key concepts of the sustainable supply chain, providing definitions of sustainability, explaining climate change and the ways that supply chains can be expected to change in the future, as a result of the need to "go green".
Green design principles are introduced, including the need to avoid creating a "monstrous hybrid". The limitations of recycling are explained and the need for business models centred upon reuse is made clear. The presentation is designed for use at HE5 and HE6 (UK second year or final year Bachelors degree) but it could also be of interest to companies and individuals.
The slides are downloadable, and the download includes presenter notes – plus a short sustainability game that was used in class.
Green supply chain management aims to reduce the environmental impact of supply chain operations. It involves designing green products, choosing environmentally friendly suppliers, implementing cleaner manufacturing processes, optimizing packaging and logistics, and managing product returns and end-of-life. Key strategies for greening the supply chain include adopting standards like LEED for green building, using eco-labels to recognize sustainable products, engaging in environmentally preferable purchasing, calculating carbon footprints, and promoting green sourcing from suppliers. Case studies demonstrate how companies like Walmart have improved their environmental performance and reduced costs by greening their supply chain management.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology.
This document discusses drivers for organizations to adopt green supply chain management practices. It identifies key drivers as government regulations, certification of supplier environmental management systems, collaboration with suppliers and customers, ISO 14001 certification, customer and social pressures, business benefits, and competition. Regulatory and market pressures are the strongest motivators. Internal factors like costs savings and external pressures from regulations, customers, and society all influence organizations' decisions to implement green supply chain initiatives.
An analysis of drivers affecting the implementation of green supply chain man...eSAT Journals
Abstract The supply chain consists of those activities associated with manufacturing from raw material acquisition to final product delivery. Because of the recently changed environmental requirements that affect manufacturing operations and transportation systems, growing attention is given to the development of environment management strategies for supply chains. A green supply chain aims at confining the wastes within the industrial system so as to conserve energy and prevent the dissipation of harmful materials into the environment. Frequently researches in study on drivers of Green Supply Chain Management are criticized for its narrow perspectives and lack of industrial relevance. So, it is a real need to find improved processes for adoption and implementation of Green practices Green image in Manufacturing Industries. In the current competitive scenario, the driver of Green Supply Chain Management assumes a significant importance and call for serious research attention. The aim of this paper is to examining the Green practices in the selected Indian Manufacturing Companies. The main objectives of this paper are to gain critical and crucial drivers for implementation of Green Supply Chain Management in Indian Manufacturing Industries in various sectors likewise, two wheeler, four wheeler, and General Manufacturing sector wise companies. This paper has attempted to fill the gaps in the contemporary research in the study on drivers of Green Supply Chain Management in selected Indian corporate sectors. It is observed that Driver, DF10 i.e. ‘Employees Motivation, health & Safety’ have more important and crucial for adoption of GSCM for 2-wheeler industries. It is also observed that Driver DF1 i.e. ‘Government rules & legislation’ have more important and crucial for adoption of GSCM for 4-wheeler industries. But it is also observed that Driver DF2 i.e. ‘environmental concerns and legislation; DF7 i.e. customer awareness, pressure & support; DF12 i.e. organizational capabilities and awareness; and DF14 i.e. global climate pressure and ecological; respectively have equal importance and crucial for adoption of GSCM for general manufacturing companies. Keywords: Driving Factors (DF), Green Supply Chain Management (GSCM), Manufacturing Industries.
Determinantsof Strategic Supply Chain Management in Enhancing Organization Pe...paperpublications3
Abstract: The purpose of the study was to investigate the determinantsof strategic supply chain management in enhancing organization performance, a case of Eldoret Water and Sanitation Company. The target population consisted of all the managers and employees at ELDOWAS. The study adopted a descriptive survey research design, in which both stratified and simple random sampling techniques were utilized in selecting the participants for the study. This study used a sample of 60 employees and management representatives. Questionnaire, interview schedule and document analysis were be used to collect data. Data was analyzed using descriptive statistical technique that included frequencies, percentages and means. Findings of the study found out that 53.3% of organisation performance was influenced by the four determinants studied in the research. Results on coefficient of variation showed that a unit change in supply chain infrastructure would affect organisation performance by (0.14β1), resource sharing (0.062β2), information flow (0.457β3) and organisation linkage (0.215β4). All the four determinants looked in this research were found to have positive influence; supply chain infrastructure (r=0.505), resource sharing (r=0.567), information flow (r=0.705) and organisation linkage (r=0.322) on organisation performance. The study recommends that ICT should be fully integrated and utilised in sharing information between the organisation and partner in the supply chain management, information systems and flow need to be enhanced to ensure that the suppliers and customers receive it on time.
Keywords: Determinants, Information flow, Infrastructure,Supply Chain Management & Resource sharing.
The document discusses using the GreenSCOR model and balanced scorecard to implement sustainability in supply chain management. It introduces the SCOR model and describes how to add environmental performance indicators to the model. It also identifies potential measures for sustainability that could be used within a balanced scorecard framework. The document outlines benefits of the GreenSCOR approach, such as improved environmental and supply chain performance, but also notes challenges like data collection and cultural changes.
Green supply chain practices such as green design, green manufacturing, green logistics, and disassembly help reduce environmental impact but face challenges in adoption. Green design aims to reduce impact through product life cycles via methods like checklists, guidelines, and life cycle assessment. Challenges include lack of experience and support for economic gains. Green manufacturing and logistics focus on reducing waste and emissions through technologies and scheduling, but regulatory pressure is a main driver. Disassembly retrieves parts for reuse via optimized sequences, but uncertainties in quality and quantity affect efficiency.
This document presents information on green supply chain management and the use of information technology in green SCM. It discusses how green SCM recognizes the disproportionate environmental impact of supply chain processes. It also describes how companies can leverage the environment in supply chain value creation. The document outlines how IT can be used to improve purchasing, operations, logistics, and customer relationships in green SCM. It emphasizes that green SCM efforts need to demonstrate clear business value to gain support.
This document provides an overview of developing a sustainable supply management strategy. It discusses understanding customer, market, and business sustainability requirements. It also covers principles for developing a supply sustainability strategy, executing the strategy, and monitoring/institutionalizing it. The document outlines NLPA's model for realizing a strategic supply sustainability management approach. Key aspects include understanding requirements, conducting an environmental scan, developing a strategy, and executing sustainable procurement, production, and logistics processes. It emphasizes the importance of measurement to ensure supply sustainability success.
Green supply chain management involves integrating environmental considerations into all stages of the supply chain from product design to end-of-life management. It can improve operations and increase adaptability by promoting innovations. Adopting green SCM practices provides benefits like improved agility to mitigate risks, better alignment of business processes with sustainability principles, and response to growing environmental awareness. Key areas to green the supply chain are product design, material sourcing, manufacturing, packaging, warehousing, and logistics/reverse logistics. Some companies have committed to becoming carbon neutral across their entire supply chain operations.
Green Supply Chain Management Practices_Abhijeet GhadgeAbhijeet Ghadge
This presentation discusses green supply chain management. It begins by defining green supply chain management as integrating environmental thinking into supply chain management across the entire product lifecycle. It then covers key green supply chain principles like reducing waste, green design, reverse logistics, and life cycle assessment. Successful case studies are presented, like Xerox's product remanufacturing program. Emerging areas of green supply chain management are also discussed, such as carbon footprint management, reverse logistics, and product lifecycle management. The presentation concludes by outlining the benefits of green supply chain practices.
The document provides an overview of green supply chain management (GSCM). It discusses key activities in GSCM including green procurement, green manufacturing, green distribution, and reverse logistics. It also outlines drivers for GSCM adoption such as regulatory pressures, competitive advantages, and cost savings. Some barriers to GSCM implementation are also summarized such as resistance to change, market uncertainty, and lack of government support.
This document discusses green supply chain management. It begins by defining supply chain management and green supply chain management. It then discusses the benefits of green SCM such as improved operations and agility. It provides examples of companies that have implemented successful green SCM initiatives. It also discusses why green SCM is needed due to issues like global warming, corporate social responsibility, and evolving consumer demand. Finally, it discusses areas that can be targeted for greening the supply chain such as product design, material sourcing, and reverse logistics.
Measuring Environmental Performance of Supply Chaintheijes
Environmental performance is a hot topic for researchers in management science. It is also one of the major concerns of supply chain leaders. To assess this performance, there are increasingly many management tools. It is then appropriate to wonder the role of these tools in supply chain: are these tools meet real organizational needs? Or they are used to promote supply chain image face institutional constraints increasingly strong? In this context, many modules and methodologies have been established in literature in order to evaluate environmental performance of supply chain, since it has become an important issue for society. However, few of them analyze environmental impacts. So, this work presents an integrated methodology to perform this evaluation, based on issues which significantly affect the environment. We purpose a module which will allow the assessment of this performance.This module was tested in an automotive supply chain in north of Morocco.
This document summarizes a presentation on green supply chains. It discusses why sustainability matters to businesses, consumers, shareholders and regulators. Areas of focus for green initiatives are sourcing, manufacturing, packaging and logistics. The presentation provides examples of green practices in these areas and encourages attendees to complete a sustainability assessment of their own supply chain. Contact details are provided for follow up.
There is an increasing trend in competition on the global market and this has compelled many manufacturing and service companies to revise their understanding of quality. Customers today make informed choices and patronize products and services based on their quality. There are also regulations which are established by government agencies to ensure that products and services are of expected quality that satisfies the needs of the customer. This demand from customers has triggered a need for manufacturing companies to always provide quality products to stay in competition. Provision of quality products has a cost element attached to it. The study was a case study and focused on the assessment of cost of quality and its effect on manufacturing performance. There have been several researches that have shown the relevance of cost of quality assessment in a manufacturing firm. This research looks at cost of quality with specific emphasis on the classical P-A-F (Prevention-Appraisal-Failure) cost model and tries to ascertain its effects on manufacturing performance. The study focused on Special Ice Company Limited as a case study. The study employed three categories namely, cost of prevention, cost of appraisal and cost of failure as a proxy for cost of quality on the manufacturing performance. A sample of 80 participants was randomly selected for this study. Primary data was collected and analyzed. The findings show that the cost of quality element like cost of external failure and cost of appraisal had a statistically significant impact on the manufacturing performance of the company. A semi-structured interview was also conducted with the Manager Director to further understand the posturing of the top management with regards to the study. The study recommended that the organization make a conscious effort to sensitize employees to understand the cost of quality and its implications on the manufacturing performance of the company and also appraise their production processes at all times and ensure their entire staff adhere to accepted procedures. Again, the study also recommended that top management get actively involved and make a conscious effort to incorporate the cost of quality in their decision-making process and get all staff to align and adhere to it and also pay close attention to customer complaints act on it to improve on the products.
Green supply chain management in Indian Electronics & Telecommunication IndustryIJESM JOURNAL
The study investigates the Green Supply Chain Management practices adopted by the Electronics & Telecommunication Industry in India. Study focuses on the impact of environmental collaboration in the supply chain on manufacturing and environmental performance. This paper used inductive and qualitative approaches to explore the salient factors that simultaneously enhance the “greening the supply chain” as well as maximizing the customer reach while maintaining the efficiency of the supply chain system of Electronics & Telecommunication Industry. A survey was conducted with key informants across many divisions of the Electronics & Telecommunication Industry to investigate how well these environmental and customer reach in the supply chain are in synchronized with the top management’s commitment towards environmental responsiveness and maximizing customer orientation. The responses to the survey were statistically analyzed and a relationship model was constructed with Market orientation as the dependent variable and independent variables as: environmental policies, supplier policies, commitment to human capital and diversity, sustainability and market orientation. The paper proposes to measure the performance of the corporation with respect to greening the supply chain, maximizing the reach of consumers and operational efficiency with a view of re-engineering the existing supply chain. The key indicators identified were environmental policies, supplier policies, sustainability, market orientation and commitment to human capital and diversity.
This document discusses green supply chain management. It defines green supply chain management as integrating environmental thinking into supply chain activities from production to end of life management. This includes using environmentally friendly inputs and ensuring processes minimize waste and pollution. The document then discusses scholars' definitions of green supply chain management and provides reasons why it has increased in significance for Kenyan firms, like diminishing resources and increasing pollution. It also outlines various green supply chain practices and their benefits, challenges, enablers, and ways to measure organizations' level of greenness.
Green Supply Chain in Automobile Industry
Green SCM v/s Conventional
Life Cycle Thinking
BENEFITS OF GREEN SCM
Pollution Prevention Hierarchy
Green Back-end Supply Chain of Maruti India
Green Procurement Guidelines Tier 1
Barriers to implement GSCM in Indian Automobile industry
Comparison of Lean Manufacturing with GSCM
The document summarizes the results of a university supply chain workshop. It discusses the major purchases made by the university, the current use of sustainable criteria in procurement, useful tools and current practices, barriers to sustainability, expectations for improvement, guidelines for a purchasing policy, and next steps to focus on key goods and services and incorporate sustainability. Key areas to focus on include developing a hit list of common goods, standards and specifications, a preferred supplier list, identifying control points in the procurement process, and engaging stakeholders.
QUALITY MANAGEMENT, TOTAL QUALITY MANAGEMENT, TQM, QUALITY CERTIFICATION PROCESS, ISO, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, INTERNATIONAL STANDARDS, INTERNATIONAL ORGANIZATION FOR STANDARDIZATION (ISO), STEPS TO ISO CERTIFICATION, COST OF ISO CERTIFICATION PROCESS, STRENGTHS AND DRAWBACKS OF ISO, QUALITY MANAGEMENT PRINCIPLES (QMPS), BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
The document is a Haiku Deck presentation that discusses cyberbullying. It contains 20 photos from various sources under Creative Commons licenses. The photos are accompanied by captions that provide statistics and facts about cyberbullying. Sources for the facts presented are listed at the end and include teen websites and anti-bullying organizations.
This document discusses drivers for organizations to adopt green supply chain management practices. It identifies key drivers as government regulations, certification of supplier environmental management systems, collaboration with suppliers and customers, ISO 14001 certification, customer and social pressures, business benefits, and competition. Regulatory and market pressures are the strongest motivators. Internal factors like costs savings and external pressures from regulations, customers, and society all influence organizations' decisions to implement green supply chain initiatives.
An analysis of drivers affecting the implementation of green supply chain man...eSAT Journals
Abstract The supply chain consists of those activities associated with manufacturing from raw material acquisition to final product delivery. Because of the recently changed environmental requirements that affect manufacturing operations and transportation systems, growing attention is given to the development of environment management strategies for supply chains. A green supply chain aims at confining the wastes within the industrial system so as to conserve energy and prevent the dissipation of harmful materials into the environment. Frequently researches in study on drivers of Green Supply Chain Management are criticized for its narrow perspectives and lack of industrial relevance. So, it is a real need to find improved processes for adoption and implementation of Green practices Green image in Manufacturing Industries. In the current competitive scenario, the driver of Green Supply Chain Management assumes a significant importance and call for serious research attention. The aim of this paper is to examining the Green practices in the selected Indian Manufacturing Companies. The main objectives of this paper are to gain critical and crucial drivers for implementation of Green Supply Chain Management in Indian Manufacturing Industries in various sectors likewise, two wheeler, four wheeler, and General Manufacturing sector wise companies. This paper has attempted to fill the gaps in the contemporary research in the study on drivers of Green Supply Chain Management in selected Indian corporate sectors. It is observed that Driver, DF10 i.e. ‘Employees Motivation, health & Safety’ have more important and crucial for adoption of GSCM for 2-wheeler industries. It is also observed that Driver DF1 i.e. ‘Government rules & legislation’ have more important and crucial for adoption of GSCM for 4-wheeler industries. But it is also observed that Driver DF2 i.e. ‘environmental concerns and legislation; DF7 i.e. customer awareness, pressure & support; DF12 i.e. organizational capabilities and awareness; and DF14 i.e. global climate pressure and ecological; respectively have equal importance and crucial for adoption of GSCM for general manufacturing companies. Keywords: Driving Factors (DF), Green Supply Chain Management (GSCM), Manufacturing Industries.
Determinantsof Strategic Supply Chain Management in Enhancing Organization Pe...paperpublications3
Abstract: The purpose of the study was to investigate the determinantsof strategic supply chain management in enhancing organization performance, a case of Eldoret Water and Sanitation Company. The target population consisted of all the managers and employees at ELDOWAS. The study adopted a descriptive survey research design, in which both stratified and simple random sampling techniques were utilized in selecting the participants for the study. This study used a sample of 60 employees and management representatives. Questionnaire, interview schedule and document analysis were be used to collect data. Data was analyzed using descriptive statistical technique that included frequencies, percentages and means. Findings of the study found out that 53.3% of organisation performance was influenced by the four determinants studied in the research. Results on coefficient of variation showed that a unit change in supply chain infrastructure would affect organisation performance by (0.14β1), resource sharing (0.062β2), information flow (0.457β3) and organisation linkage (0.215β4). All the four determinants looked in this research were found to have positive influence; supply chain infrastructure (r=0.505), resource sharing (r=0.567), information flow (r=0.705) and organisation linkage (r=0.322) on organisation performance. The study recommends that ICT should be fully integrated and utilised in sharing information between the organisation and partner in the supply chain management, information systems and flow need to be enhanced to ensure that the suppliers and customers receive it on time.
Keywords: Determinants, Information flow, Infrastructure,Supply Chain Management & Resource sharing.
The document discusses using the GreenSCOR model and balanced scorecard to implement sustainability in supply chain management. It introduces the SCOR model and describes how to add environmental performance indicators to the model. It also identifies potential measures for sustainability that could be used within a balanced scorecard framework. The document outlines benefits of the GreenSCOR approach, such as improved environmental and supply chain performance, but also notes challenges like data collection and cultural changes.
Green supply chain practices such as green design, green manufacturing, green logistics, and disassembly help reduce environmental impact but face challenges in adoption. Green design aims to reduce impact through product life cycles via methods like checklists, guidelines, and life cycle assessment. Challenges include lack of experience and support for economic gains. Green manufacturing and logistics focus on reducing waste and emissions through technologies and scheduling, but regulatory pressure is a main driver. Disassembly retrieves parts for reuse via optimized sequences, but uncertainties in quality and quantity affect efficiency.
This document presents information on green supply chain management and the use of information technology in green SCM. It discusses how green SCM recognizes the disproportionate environmental impact of supply chain processes. It also describes how companies can leverage the environment in supply chain value creation. The document outlines how IT can be used to improve purchasing, operations, logistics, and customer relationships in green SCM. It emphasizes that green SCM efforts need to demonstrate clear business value to gain support.
This document provides an overview of developing a sustainable supply management strategy. It discusses understanding customer, market, and business sustainability requirements. It also covers principles for developing a supply sustainability strategy, executing the strategy, and monitoring/institutionalizing it. The document outlines NLPA's model for realizing a strategic supply sustainability management approach. Key aspects include understanding requirements, conducting an environmental scan, developing a strategy, and executing sustainable procurement, production, and logistics processes. It emphasizes the importance of measurement to ensure supply sustainability success.
Green supply chain management involves integrating environmental considerations into all stages of the supply chain from product design to end-of-life management. It can improve operations and increase adaptability by promoting innovations. Adopting green SCM practices provides benefits like improved agility to mitigate risks, better alignment of business processes with sustainability principles, and response to growing environmental awareness. Key areas to green the supply chain are product design, material sourcing, manufacturing, packaging, warehousing, and logistics/reverse logistics. Some companies have committed to becoming carbon neutral across their entire supply chain operations.
Green Supply Chain Management Practices_Abhijeet GhadgeAbhijeet Ghadge
This presentation discusses green supply chain management. It begins by defining green supply chain management as integrating environmental thinking into supply chain management across the entire product lifecycle. It then covers key green supply chain principles like reducing waste, green design, reverse logistics, and life cycle assessment. Successful case studies are presented, like Xerox's product remanufacturing program. Emerging areas of green supply chain management are also discussed, such as carbon footprint management, reverse logistics, and product lifecycle management. The presentation concludes by outlining the benefits of green supply chain practices.
The document provides an overview of green supply chain management (GSCM). It discusses key activities in GSCM including green procurement, green manufacturing, green distribution, and reverse logistics. It also outlines drivers for GSCM adoption such as regulatory pressures, competitive advantages, and cost savings. Some barriers to GSCM implementation are also summarized such as resistance to change, market uncertainty, and lack of government support.
This document discusses green supply chain management. It begins by defining supply chain management and green supply chain management. It then discusses the benefits of green SCM such as improved operations and agility. It provides examples of companies that have implemented successful green SCM initiatives. It also discusses why green SCM is needed due to issues like global warming, corporate social responsibility, and evolving consumer demand. Finally, it discusses areas that can be targeted for greening the supply chain such as product design, material sourcing, and reverse logistics.
Measuring Environmental Performance of Supply Chaintheijes
Environmental performance is a hot topic for researchers in management science. It is also one of the major concerns of supply chain leaders. To assess this performance, there are increasingly many management tools. It is then appropriate to wonder the role of these tools in supply chain: are these tools meet real organizational needs? Or they are used to promote supply chain image face institutional constraints increasingly strong? In this context, many modules and methodologies have been established in literature in order to evaluate environmental performance of supply chain, since it has become an important issue for society. However, few of them analyze environmental impacts. So, this work presents an integrated methodology to perform this evaluation, based on issues which significantly affect the environment. We purpose a module which will allow the assessment of this performance.This module was tested in an automotive supply chain in north of Morocco.
This document summarizes a presentation on green supply chains. It discusses why sustainability matters to businesses, consumers, shareholders and regulators. Areas of focus for green initiatives are sourcing, manufacturing, packaging and logistics. The presentation provides examples of green practices in these areas and encourages attendees to complete a sustainability assessment of their own supply chain. Contact details are provided for follow up.
There is an increasing trend in competition on the global market and this has compelled many manufacturing and service companies to revise their understanding of quality. Customers today make informed choices and patronize products and services based on their quality. There are also regulations which are established by government agencies to ensure that products and services are of expected quality that satisfies the needs of the customer. This demand from customers has triggered a need for manufacturing companies to always provide quality products to stay in competition. Provision of quality products has a cost element attached to it. The study was a case study and focused on the assessment of cost of quality and its effect on manufacturing performance. There have been several researches that have shown the relevance of cost of quality assessment in a manufacturing firm. This research looks at cost of quality with specific emphasis on the classical P-A-F (Prevention-Appraisal-Failure) cost model and tries to ascertain its effects on manufacturing performance. The study focused on Special Ice Company Limited as a case study. The study employed three categories namely, cost of prevention, cost of appraisal and cost of failure as a proxy for cost of quality on the manufacturing performance. A sample of 80 participants was randomly selected for this study. Primary data was collected and analyzed. The findings show that the cost of quality element like cost of external failure and cost of appraisal had a statistically significant impact on the manufacturing performance of the company. A semi-structured interview was also conducted with the Manager Director to further understand the posturing of the top management with regards to the study. The study recommended that the organization make a conscious effort to sensitize employees to understand the cost of quality and its implications on the manufacturing performance of the company and also appraise their production processes at all times and ensure their entire staff adhere to accepted procedures. Again, the study also recommended that top management get actively involved and make a conscious effort to incorporate the cost of quality in their decision-making process and get all staff to align and adhere to it and also pay close attention to customer complaints act on it to improve on the products.
Green supply chain management in Indian Electronics & Telecommunication IndustryIJESM JOURNAL
The study investigates the Green Supply Chain Management practices adopted by the Electronics & Telecommunication Industry in India. Study focuses on the impact of environmental collaboration in the supply chain on manufacturing and environmental performance. This paper used inductive and qualitative approaches to explore the salient factors that simultaneously enhance the “greening the supply chain” as well as maximizing the customer reach while maintaining the efficiency of the supply chain system of Electronics & Telecommunication Industry. A survey was conducted with key informants across many divisions of the Electronics & Telecommunication Industry to investigate how well these environmental and customer reach in the supply chain are in synchronized with the top management’s commitment towards environmental responsiveness and maximizing customer orientation. The responses to the survey were statistically analyzed and a relationship model was constructed with Market orientation as the dependent variable and independent variables as: environmental policies, supplier policies, commitment to human capital and diversity, sustainability and market orientation. The paper proposes to measure the performance of the corporation with respect to greening the supply chain, maximizing the reach of consumers and operational efficiency with a view of re-engineering the existing supply chain. The key indicators identified were environmental policies, supplier policies, sustainability, market orientation and commitment to human capital and diversity.
This document discusses green supply chain management. It defines green supply chain management as integrating environmental thinking into supply chain activities from production to end of life management. This includes using environmentally friendly inputs and ensuring processes minimize waste and pollution. The document then discusses scholars' definitions of green supply chain management and provides reasons why it has increased in significance for Kenyan firms, like diminishing resources and increasing pollution. It also outlines various green supply chain practices and their benefits, challenges, enablers, and ways to measure organizations' level of greenness.
Green Supply Chain in Automobile Industry
Green SCM v/s Conventional
Life Cycle Thinking
BENEFITS OF GREEN SCM
Pollution Prevention Hierarchy
Green Back-end Supply Chain of Maruti India
Green Procurement Guidelines Tier 1
Barriers to implement GSCM in Indian Automobile industry
Comparison of Lean Manufacturing with GSCM
The document summarizes the results of a university supply chain workshop. It discusses the major purchases made by the university, the current use of sustainable criteria in procurement, useful tools and current practices, barriers to sustainability, expectations for improvement, guidelines for a purchasing policy, and next steps to focus on key goods and services and incorporate sustainability. Key areas to focus on include developing a hit list of common goods, standards and specifications, a preferred supplier list, identifying control points in the procurement process, and engaging stakeholders.
QUALITY MANAGEMENT, TOTAL QUALITY MANAGEMENT, TQM, QUALITY CERTIFICATION PROCESS, ISO, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, INTERNATIONAL STANDARDS, INTERNATIONAL ORGANIZATION FOR STANDARDIZATION (ISO), STEPS TO ISO CERTIFICATION, COST OF ISO CERTIFICATION PROCESS, STRENGTHS AND DRAWBACKS OF ISO, QUALITY MANAGEMENT PRINCIPLES (QMPS), BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
The document is a Haiku Deck presentation that discusses cyberbullying. It contains 20 photos from various sources under Creative Commons licenses. The photos are accompanied by captions that provide statistics and facts about cyberbullying. Sources for the facts presented are listed at the end and include teen websites and anti-bullying organizations.
Building A Culture Of Digital DisruptionShevy Magen
Last spring the UCLA IS Associates introduced the next wave of internet evolution known as the “Internet of Everything” (IoE), which we defined as the connection of people, data, processes, and things with ever smarter technologies in order to create digitalization. Now the digital world and its ramifications have moved from out of the shadows into center stage, creating winners and losers across all industries and geographies.
With the digital narrative continuing to gain prominence in Boardrooms, we have tailored this year’s UCLA program to explore new business models, trends and opportunities necessary for the establishment of a “Culture of Digital Disruption”. 2014 created more information than the past 5,000 years combined, and the digital universe will reach 40 zettabytes (ZB) of data by the year 2020. This data torrent is continuing to come at Chief Executives with increasing velocity resulting in the highest recorded levels of CIOs reporting directly to their CEOs.
As a netizen, do we have the ability to define our own online identity? Do we have to the ability to do so anywhere?
Fair Dealing Notice: Section 29 of Copyright Act Canada permits the use of references to copyrighted characters such as Joss Whedon's "Loki" (“The Avengers” 2012)on slide 9, Tsugumi Ohba's "L" on slide 14(Viz Media: “Death Note” Episode 11), and Masashi Kishimoto's "Itachi Uchiha" on slide 19 (Viz Media: “Naruto” Episode 135) as well as their quotes given that they are properly credited.
Global warming occurs naturally but is now exacerbated by human activities like industrialization. Greenhouse gases like carbon dioxide trap heat in the atmosphere, causing the greenhouse effect and warming the planet. Recent years have seen record high global temperatures and disrupted weather patterns. The Kyoto Protocol was an agreement for developed countries to cut greenhouse gas emissions but more action is still needed to avoid potentially catastrophic consequences from further climate change like rising sea levels and more extreme weather.
This document provides a literature review on crowdfunding as background for analyzing success and failure factors of crowdfunding campaigns. It discusses traditional financing options for entrepreneurs and how crowdfunding emerged from internet crowdsourcing. The review covers crowdfunding definitions, models and motivations, key factors identified in previous research, and risks/opportunities. It introduces the research question of what drives success or failure in campaigns. The methodology will qualitatively analyze 10 projects on KissKissBankBank by variables like campaign performance, entrepreneur involvement, and investor quality perception.
Aortic dissection occurs when a tear forms in the inner layer of the aorta, allowing blood to flow between the layers. This blood flow dissects the medial layer and causes the layers to separate longitudinally. The blood-filled space between the layers is called the false lumen. Aortic dissection can occur in the ascending aorta, descending aorta, or abdominal aorta. The most common causes are hypertension, cystic medial degeneration, and connective tissue disorders. Imaging techniques like CT and MRI are effective for diagnosing aortic dissection and determining its location and extent.
This document provides lecture notes on green business management. It discusses key concepts like the definition of green business, corporate sustainability strategies, and challenges and opportunities of implementing sustainable business practices. Some highlights include:
1. A green business aims to have minimal negative environmental or social impacts while striving for profit. It incorporates sustainability into decisions and supplies eco-friendly products.
2. Corporate sustainability strategies can include innovation, collaboration, process improvement, and sustainability reporting. Goals are incorporated into missions to take advantage of opportunities while mitigating risks.
3. Implementing sustainability comes with challenges like transitioning business models but also opportunities like attracting talent and customers who demand green products. Leading green businesses are taking advantage of
The document discusses sustainable supply chains and outlines key issues driving their adoption such as stakeholder pressure to reduce emissions and changing consumer expectations. It defines sustainable supply chains as managing environmental, social and economic impacts across the entire supply chain beyond a company's direct operations. The document notes sustainable supply chains can provide benefits like cost reductions, revenue growth and risk management. It presents a model for applying sustainability considerations within a supply chain optimization methodology.
This document discusses how sustainability can drive innovation in products, processes, and services. It provides a framework for organizations to achieve parallel goals of sustainability and innovation. The framework involves cultural change, setting sustainability goals, managing the supply chain, conducting portfolio and product development with sustainability in mind, providing transparency of sustainability metrics, and using new tools. Examples are given of companies innovating products and processes to be more sustainable. Overall, the framework aims to balance environmental, social, and financial aspects to create long term sustainability.
1. The document discusses the challenges of measuring environmental performance across complex supply chains with multiple organizations. It is difficult to attribute performance to any single entity and there are many differences between organizations that make standardized measurement challenging.
2. The document proposes a framework for green supply chain management (GSCM) that integrates environmental management, supply chain management, and performance measurement. It defines GSCM using concepts like green purchasing, manufacturing, distribution, and reverse logistics.
3. The document discusses various issues that must be addressed in developing a GSCM performance measurement system (GSCM/PMS), including overcoming mistrust, lack of understanding, lack of control, different goals between organizations, information systems challenges, and
"Sustainability Trends within Supply Chain Management" Lisa Geason-Bauer
Consumers today are very concerned about the impact products; services and the companies who produce them have on the greater world. Commercial buyers and end user consumers are looking for independent third party assurances regarding the health and safety of a specific product as well as detailed information on the supply chain that created that product. This session will focus on addressing trends within sustainable supply chain management, third party reporting/certification and environmental, health product declarations.
ROLE OF SUPPLIER MANAGEMENT PRACTICES IN OPTIMIZATION OF OPERATIONAL PERFORM...muo charles
ROLE OF SUPPLIER MANAGEMENT PRACTICES IN OPTIMIZATION OF OPERATIONAL PERFORMANCE IN TELECOMMUNICATION SERVICE INDUSTRY IN KENYA. A CASE OF SAFARICOM LIMITED KENYA
In today's world, where consumers are increasingly conscious of the impact their choices have on the planet and society, brands are recognizing the importance of integrating sustainability and ethical practices into their core values. This shift is driven by a growing awareness of environmental challenges, social inequalities, and a desire to support brands that align with personal values
This document provides an introduction and background on green supply chain management (GSCM) practices implemented by manufacturing firms in the US. It discusses how GSCM can provide benefits like cost savings, improved reputation, customer loyalty, compliance with regulations, and risk management. The document also outlines the research objective to examine the relationship between GSCM and firm performance for ISO 14001-certified companies. It provides context on the US manufacturing industry and regulatory pressures for firms to adopt more sustainable practices.
Globalization and managing across cultures and borders make the business sense of efficient supply chain management more challenging than ever before. The demand and supply chain can now be as long or as short as the distance between suppliers and consumers who have critical influence on the value chain. This is important because the demand and supply chain processes often have profound effect on productivity levels of the organization. The exploratory research design was deployed for the investigation to gauge the effect of supply chain management on productivity. Through regression analysis it was found that for a 1 percent increase in supply chain management productivity increases by 1.88 percent. Organizations around the globe are getting increasingly concerned about the process with which their goods and services reach the ultimate consumer or customer. It is believed that an effective and efficient supply chain management is the corner stone for customer satisfaction, and to this extent, supply chain management is an important topic in business and management today. According to Chase, et al (2001) the critical idea of supply chain management is to apply a total system approach to managing the entire flow of information, materials and services from raw materials suppliers, through factories and warehouses to the end customer. They posit that the idea of supply chain management comes from a picture of how organizations are linked together as a particular company. Such linkage is typically between suppliers that provide inputs, manufacturing and service support operations that transform the inputs into products and services, and the distribution and local service providers that localize the products. They argue that localization can involve just the delivery of the products or some other processes that tailors the products or services to the needs of the local markets and customers. Enterprises have come to realize that achieving significant competitive advantage depends to a great extent on the way they configure and manage their supply chain operations. Stevenson (2002) states that a supply chain is a sequence of organizations – their facilities, functions, and activities that are involved in producing and delivering a product or service. According to him, the sequence begins with basic suppliers of raw materials and extends all the way to the final customer. Basic facilities in supply chain management include warehouses, factories, processing centres, distribution centres, retail outlets, and offices. On the other hand, the major activities in supply chain management include forecasting, purchasing, scheduling, production, distribution, delivery, and customer service (Copacino, 1997, Marshall, 1997, Handfield, et al, 1999). Stevenson (2002) elaborates that supply chains are sometimes referred to as value chains; a term that reflects the concept that value is added as goods and services progress through the chain supply or value chains
Running head TOTAL COST OF OWNERSHIP REPORT .docxtodd521
Running head: TOTAL COST OF OWNERSHIP REPORT 1
TOTAL COST OF OWNERSHIP REPORT 5
Total Cost of Ownership
Zachary T. Trigger
UMCG
Purchasing Management
Professor James Swaim
2/8/2020
Balanced scorecard
A balanced scorecard is a concept used by managers to analyze their business using four different perspectives. It helps to provide a customer’s perspective, the organization’s internal perspective, the innovation and learning perspective and the financial perspective. The advantage for this measure is that it reduces the data overload by minimizing the number of required measures.
The mission statement of the organization is used to determine the customer perspective. This is helps to frame how the customer views the organization. The mission for the organization is to become a leader in delivering products used in laboratory testing. The concerns of the customer deal with time, quality, cost and performance and service. The company has been able to deliver orders made by customers within a short lead time except for few instances when suppliers had failed to deliver the raw materials within the stipulated time. The quality of the products it delivers has been undisputed. The cost of the products is also competitive in the market when compared to those of the competitors. This has helped the organization to gain a substantial market base. Convenience has been created for the customers by carrying out delivery to their preferred destination. Under this goals and achievements, it can be concluded that the organization is preferred by many customers (Kaplan & Norton, 1992).
Company based measures are important as they dictate how the organization meets the customer’s needs. Quality is the main concern for the organization’s customers and therefore, measures should be put in place to ensure that the final products are of good quality. This can be achieved through the selection of the best suppliers based on the quality of their raw materials rather than the price. This was achieved in the process of supplier selection and the continuous evaluation of the suppliers to ensure that they maintain the quality. The processes undertaken to produce the products used in laboratory settings are also meticulously monitored and improvements made over time. This means that the quality increases with time and this ensures that the internal metric of quality is achieved (Kaplan & Norton, 1992).
Innovation and learning is part of the culture within the organization. There is a research and development department within the organization whose sole purpose is to carry out research and come up with new and improved products. These are aimed at meeting the ever changing needs of the consumer. The financial perspective of the organization is also promising since the profitability has increased. The company has experie.
Running head TOTAL COST OF OWNERSHIP REPORT .docxjenkinsmandie
Running head: TOTAL COST OF OWNERSHIP REPORT 1
TOTAL COST OF OWNERSHIP REPORT 5
Total Cost of Ownership
Zachary T. Trigger
UMCG
Purchasing Management
Professor James Swaim
2/8/2020
Balanced scorecard
A balanced scorecard is a concept used by managers to analyze their business using four different perspectives. It helps to provide a customer’s perspective, the organization’s internal perspective, the innovation and learning perspective and the financial perspective. The advantage for this measure is that it reduces the data overload by minimizing the number of required measures.
The mission statement of the organization is used to determine the customer perspective. This is helps to frame how the customer views the organization. The mission for the organization is to become a leader in delivering products used in laboratory testing. The concerns of the customer deal with time, quality, cost and performance and service. The company has been able to deliver orders made by customers within a short lead time except for few instances when suppliers had failed to deliver the raw materials within the stipulated time. The quality of the products it delivers has been undisputed. The cost of the products is also competitive in the market when compared to those of the competitors. This has helped the organization to gain a substantial market base. Convenience has been created for the customers by carrying out delivery to their preferred destination. Under this goals and achievements, it can be concluded that the organization is preferred by many customers (Kaplan & Norton, 1992).
Company based measures are important as they dictate how the organization meets the customer’s needs. Quality is the main concern for the organization’s customers and therefore, measures should be put in place to ensure that the final products are of good quality. This can be achieved through the selection of the best suppliers based on the quality of their raw materials rather than the price. This was achieved in the process of supplier selection and the continuous evaluation of the suppliers to ensure that they maintain the quality. The processes undertaken to produce the products used in laboratory settings are also meticulously monitored and improvements made over time. This means that the quality increases with time and this ensures that the internal metric of quality is achieved (Kaplan & Norton, 1992).
Innovation and learning is part of the culture within the organization. There is a research and development department within the organization whose sole purpose is to carry out research and come up with new and improved products. These are aimed at meeting the ever changing needs of the consumer. The financial perspective of the organization is also promising since the profitability has increased. The company has experie.
1
Lean Supply Chain Management
2
Table of contents
1. Introduction ............................................................................................................ 3
1.1 What is lean ……………………………………………………………………… 4
2. Why leans supply chain is needed?........................................................................ 5
3. Benefits of lean supply chain management .......................................................... 6
4. Implementation of Lean SCM: ................................................................................... 6
5. Challenges faced while implementing lean SCM: .................................................... 8
6 .Best practices that support Lean SCM process:.......................................................... 9
7. Concluding remarks................................................................................................ 11
8. References. .................................................................................................... 12
3
Lean supply chain management
1-Introduction
Supply chain is an established network of processes that starts from procurement of raw material;
conversion of raw material into final product and then distribution of that finished product to
customers. Over last two decades, the concept of lean supply chain management has gained great
importance from both academics and practitioners. To gain competitive advantages and to
survive in this dynamic environment firm are in need of delivering quality product with
minimum wastage of resources. Therefore the concept of lean Supply chain management is more
practical now a day’s then before it. Lean production is an integrated activity in SCM that is
aimed at achieving high volume production with minimum wastage of raw materials. It focuses
on improving the efficiency of processes on continuous basis, minimizing wastage and
eliminating almost all activities that does add any value in overall supply chain. Lean production
is considered a innovative way of thinking and thus it includes the integration of firms vision,
culture and strategy in such a way that it can serve the customer by providing high quality
product with in low cost and on short delivery Alabama Technology Network, 1998; Inman,
1999; Davis and Heineke,( 2005) cited by Agus& Hajinoor(2012).
Lean production is such a socio-technical system that is aimed on removing wastage by
minimizing supplier, customers and internal variability among firms operations. Lean production
is not only element that helps in achieving goals of Lean Supply Chain, it also includes product
development phase and aspects of distribution channel. Firms that want to implement LSCM
must also manage variable supply of product, processing time, demand ...
The aim of this conceptual paper is to explicate the impact of effective supply chain management in creating customers’ value. This study applied secondary source to collect all the relevant information in order to derive the conceptual framework. The findings suggest that effective supply chain management has a positive impact on the sustainability, organizational performance, competitiveness and innovativeness in way to creating ultimate value for the customers.
Review on Green Supply Chain Management as a Strategic Approach for Better Co...YogeshIJTSRD
Development based on sustainability is the key to ensure a firm’s endurance and green supply chain management practices improves performance by considering environmental laws and standards, increasing customer awareness, and reducing adverse environmental effects through products and services. Strategies aligned with the green supply chain helps firms with creation of opportunities for better performance and meet the requirements of sustainability. This review paper aims to gain insights based on management of the green supply chain and its strategic effect on corporate performance through competitiveness. Based on the review, it is confirmed that a greener supply network has various benefits related to it and implementing green supply chain practices in sync with strategic planning can enhance corporate performance of firms in varied aspects. However, it also highlighted a research gap as there are limited studies showcasing the measured effect of greener supply network strategies and initiatives on corporate performance of a firm. Lastly, the paper contributes with avenues for further research with the possibilities of strategic approaches for a greener value chain to elucidate its impact quantitatively. Sanath. N | Shreyas Modak | Dr. Nagesh. S "Review on Green Supply Chain Management as a Strategic Approach for Better Corporate Performance" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-5 , August 2021, URL: https://www.ijtsrd.com/papers/ijtsrd43805.pdf Paper URL: https://www.ijtsrd.com/engineering/industrial-engineering/43805/review-on-green-supply-chain-management-as-a-strategic-approach-for-better-corporate-performance/sanath-n
Our Senior Consultant Darina Eades has developed An Introduction to Sustainable Procurement, an insightful guide to help you understand what Sustainable Procurement is, what are the drivers and the business case for it.
The document discusses the evolution of supply chain sustainability from a focus on regulatory compliance to strategic benefits. It outlines how assessing environmental impacts across the entire supply chain can reduce costs and risks. Major companies now require suppliers to measure, report, and improve their sustainability performance. Standards are emerging around metrics, reporting, and verifying sustainability claims. Supply chain sustainability is becoming a key factor in business contracts and a mainstream business activity.
TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction.
1. 1
University Of Management and Technology
Final Project
Organization: AGILITY LOGISTICS
GROUP:
Talha Bin Arif 114405093
Hira Sajjad 114405108
Submitted to: Sir. Ijaz Yosuf
Dated: June 29, 2015
2. 2
Contents
Introduction......................................................................................................................................3
Significance.......................................................................................................................................6
Green Quality vs. GSCM..................................................................................................................7
Overview.......................................................................................................................................7
Supplier ........................................................................................................................................8
Manufacturer................................................................................................................................9
Logistics......................................................................................................................................11
Key Drivers Green Supply Chain: ..................................................................................................16
Internal Drivers:............................................................................................................................16
External Drivers:...........................................................................................................................16
Suggestions for the Implementation of Green Quality in SC ................................................................17
Practical Implications of Green Quality; Pakistani Context:.................................................................19
Obstacles for achieving Green Quality: ..............................................................................................20
Internal Obstacles:........................................................................................................................20
External Obstacles:...........................................................................................................................21
Conclusion .......................................................................................................................................22
REFERENCE: .....................................................................................................................................23
3. 3
Introduction
From the onset on the commercial trading, that dates back centuries, man has been an active partner
in the performing such a trade which usually involve exchange of a commodity or expertise
(service) to another against a compensation. However, with the onset on industrialization and other
important events such as formation of company, division of labor etc. that led to the development
of today’s commercial world, same impact was evident on the exchange of goods or services in
manner such as higher complexity of inputs to create finished good. With such an innovativeness
that has been achieved over the passage of time, other product related aspects were introduced.
One of the distinguishing aspect was the aspect of Quality. Quality, itself, is a generic term
identifies a certain attribute of an entity, from here onwards, only the business aspect of quality
would be considered. Quality, in simplest words, non-inferiority or superiority of something or
fitness in purpose. It is contributed that in order for a company to survive in today’s world, it
should be excelling in quality aspects to meet the customer needs to the fullest. Extensive research
has been conducted in managing and improving the quality aspect of the organization such as
Quality management system to extend the “Quality first spirit” throughout the organization. Other
definitions of Quality has been identified by the Quality Guru’s:
Zero defects (by Crosby)
Predictable degree of Uniformity and dependability at low cost suited to market (by
Deming)
Realization of continuous improvement (by Ijaz Yosuf)
Totality of characteristics of an entity that bear on its ability to satisfy stated and implied
needs (ISO Standards Compendium)
In addition to the varied definition highlight focal point of “conformity” and “Needs of customer”,
Quality itself is broken down into various dimensions:
Performance
Features
Conformance
Reliability
Service
4. 4
Response
Aesthetics
Reputation
These dimensions extends further along the entire supply chain and all the associated entities such
as suppliers, manufacturing, retailing and customer.
In addition to the quality aspect, another feature has become area of concern for the organizations
and is known by the “Go green” or “Green Supply chain management (GSCM)” highlighting the
importance of sustainable environment in which companies are operating. This onset of Green
movement/ GSCM is a resultant of the previous operations of the organizations operating at the
expense of the worldly resources leading to certain depletion as well as damage to the
environmental stake holders with least returning to the ecosystem within which they are operating.
The need for regulation to protect the environment gets widespread but grudging acceptance:
widespread because everyone wants a livable planet, grudging because of the lingering belief that
environmental regulations erode competitiveness. (Porter & Van der Linde, 1995)
Since value chain encompassing activities of supply chain covers each step from converting the
crude raw materials to finished goods which further includes activities as shown in fig below:
5. 5
In the light of the above stated elements of Quality, significance of supply chain in current
commercial scenario, It is imperative that we consider the aspect of Quality into the depth of the
supply chain concept and it’s relate it to associated activities. Also the aspect of Green will be
catered along the way as it is crucial for the supply chain operating in the world to be sustainable
and gainful in meeting the needs of the customers.
Through the report, both the concepts of Quality and Green impacts will be studied while referring
them to the supply chain activities leading to the concept of Green Quality;
As quoted by Socrates:
“Quality is a habit” and habit across the stages of operations will reflect overall effectiveness.
As the practices have advanced, competitive and more complex than simply converting material
into finished products and delivering them to the final customer, the source of competitive edge
now is not limited to the product solely rather depends on the overall profitability of the supply
chain operating to actualizing the product into the hands of final customers. And the overall
profitability itself is extended from short term profitability of the firm to long term sustainability.
(Wu & Pagell, 2011)
In the following proceedings, the significance of the Green quality will be detailed in both in
international scope as well as organization wide scope. Also Green quality will be further
6. 6
illustrated with special reference to GSCM (Green Supply Chain Management) as individual
activities of supply chain instill the quality within a product or a service. Also its tools for
implications will be focused as well.
Significance
The concept of Green Quality is somewhat new considering the areas this concept is attempting
to merge. The significance of Quality is without a doubt is a pushing factor for the firms to operate
and survive in the world against cut throat competition and extensive research conducted in this
area has led to extrapolation of various measures and system to uplift practices and processes to
more efficient and effective fashion; reducing the overall defective practices in a scientific manner.
From the deduced systems, methods and dimensions have been developed to dictate or guide
certain practices to gain from the current resources available. Also organizations acknowledging
the importance of the quality has placed a spot of Quality manager in the hierarchy of the
organization. Likewise as the practices are evolved, addition of stakeholders has impacted greatly
to the overall decision making of the firms. Among the stakeholders are the environment and the
flora and fauna which are being impacted upon due to the workings of the organization in the
natural environment as well as the resources that are being utilized by the organizations. Therefore
both of these have given a footing step to Green practices that needs to meet the quality aspects to
fullest in order to survive and prosper in the commercial world of today. And these Green quality
extends its roots deep into the core processes of the supply chain such as supplier selection, product
designing, procurement, manufacturing, green fueling to be used for processes etc. The prevailing
view is that there is an inherent and fixed trade-off: ecology versus the economy. On one side of
the trade-off are the social benefits that arise from strict environmental standards. On the other are
industry’s private costs for prevention and cleanup costs that lead to higher prices and reduced
competitiveness. With the argument framed this way, progress on environmental quality has
become a kind of arm wrestling match. One side pushes for tougher standards; the other tries to
roll them back. The balance of power shifts one way or the other depending on the prevailing
political winds. (Porter & Van der Linde, 1995). Porter in his work has detailed the significance
of the environmental regard for efficient workings in example of Dutch Flower industry, where
operations were resulting in environmental pollution which when rectified increased the
organizations profitability (Porter & Van der Linde, 1995). Ken Green, in his work, endorses the
impact of green practices on the overall end quality of the supply chain product in the paradigm of
7. 7
the supplier-customer model, detailing that: “It is very important for the supplier to consider not
only the immediate customer but customer of the customer as well as the impact of his actions on
them”.(Green, Morton, & New, 1996). Kenneth Jr. in his work pertaining to the productivity of
the supply chain related to the going green initiative do have its perks which include increased
market share, profitability as well reduced wastes making the overall working more efficient than
without the use of such initiatives.(Green Jr, Zelbst, Meacham, & Bhadauria, 2012)
Likewise, various countries including China has initiated GSCM that has been extended to both
the suppliers as well as the customer end in order to fulfill the international demands while
conserving the ever growing cost of operations as well as ever reducing resources.(Zhu, Tian, &
Sarkis, 2012), Italian researches have also taken initiatives to understand the 3PL scenario and
GSCM and concluded that 3PL firm should configure themselves in a manner to produce leverage
over the course of their operations.(Perotti, Zorzini, Cagno, & Micheli, 2012). Benjamin
contributed to the significance of Green practices having quality output for the as: “The findings
suggest that consumers perceive products made via some GRL (Green Reverse Logistics)
practices to be inferior tobrand-new products in terms of quality. However, participants indicated
no perceived quality difference between products made with recycled materials and brand-new
products”(Hazen, Cegielski, & Hanna, 2011).
Green Quality vs. GSCM
Overview
As mentioned above, green quality is the amalgamation of the green (environmentally friendly
practices) and quality assurance methods to produce leverage of implication for the firms that are
indulged in it. Also it is stated that GSCM (Green supply chain management) is directly linked
with green quality due to the fact that all activities being performed with the supply chain having
intrinsic “green” banner with them are bound to productive and efficient leading to lower levels of
waste produced and optimum levels of resources utilized. In researches conducted to analyze the
factors that push a certain firm to adopt Green initiative within its supply chain is as follows:
8. 8
Literature has been compiled to breakdown the Green supply chain practices and analyze various
entities of the supply chain itself, emerging as a model for green persona.
Supplier
In a research conducted on the business practice:
“The procurement or purchasing decisions will impact the green supply chain through the purchase
of materials that are either recyclable or reusable, or have already been recycled. The selection of
vendors will also be an important decision at this stage. Vendors who have ISO 14000 certification
may be preferable since there is an expectation that the environmental risks associated with these
vendors is lessened (which is an analogous argument to selecting vendors that are ISO 9000
certified when reducing risk of poor quality purchases). Reduction of these risks improves the
probability that these vendors will also be available for the long term. Whether or not to outsource
certain processes or components may also be a concern for the procurement department To
successfully manage most of the green procurement initiatives several factors are needed to be
included in managing the supplier-customer relationship. These factors include long-term
strategic relationships and contracts, early involvement by the supplier and customer, building
trust, incorporating linkages amongst levels of management and functions, early involvement of
suppliers in design of product and process, joint teams and problem solving, and a focus on “value”
rather than cost (Sarkis, 1999)
Supplier holds a key position in the supply chain and over all aspect of the quality is placed in the
dispatched raw materials from the supplier side, also in the literature compiled by Dr. Abdul Raouf,
Figure 1 Drivers impacting GSC
9. 9
material is one of the key elements of the quality, therefore if the material obtained from supplier
is environmentally stable and friendly, the initiation of the processes at this start will eventually
lead a greener set of practices as compared to the counterpart without any such consideration given
to the environment sustainability. Therefore vendor/supplier selection is crucial actions that needs
to be considered while attempting to excel at green quality.
This furthermore relies on the collaboration between the supplier and buyers as well as the
selection criteria that is set for the selecting the supplier who is capable of providing the material
of specific configuration. And overall triumph of all the efforts resides on the fact how well the
supply-Customer model is fitted with collaboration between the two entities.
Manufacturer
Second entity after suppliers is the Manufacturer who is responsible for potential conversion of
the raw materials into ultimate form which would be presented to the end customer. The process
with which the complex configuration of the varied raw material is added and converted into final
product. Here the most crucial decision are made that pose greater impacts on the overall quality
of the supply chain output as well as overall productivity. Such decisions having greater influence
on the Green quality are product design, type of material to be used, also the overall process to be
utilized for converting the selected materials into finished products as well as the fuel to be used
to generate power for the processes. All these decisions, ultimately push the industry towards or
far off from the green productivity and the related benefits of sustainability.(Zhu, Sarkis, & Lai,
2008). In addition to the detailed significance of the manufacturer position and role in maintaining
the quality of the output in an environmentally sustainable form i.e. green quality, there are few
examples of the company that has taken pro-active stance in achieving the sustainable profitability
through enhancing their Green quality aspect through their operations and sequential decision
making. Following are some examples of such companies:
10. 10
The above table displays the sampler of the organization who have managed their operations into
green operations by pro-actively taking steps into either managing the waste of raw materials to
sustaining the resources to changing their choice of fuels in converting the raw materials; on one
hand managing the waste reduction efforts as well as reducing the costs of fuel that are major
portion of the overall costing of the product ultimately enhancing the quality of the goods received
in the end(Wu & Pagell, 2011). One similar practice is illustrated in research of Porter where he
quoted the example of the Dutch flower industry, where the producers shifted from the soil to
water based growing field that not only resulted into enhancing the quality of the final product as
well as reduced time, costing and damage to the soil that was done due to excess growth patterns
of the flowers (Porter & Van der Linde, 1995). The production function is composed of assembly
and fabrication. ‘Within this area environmental issues such as closed-loop manufacturing, total
quality environmental management (TQEM), de-manufacturing, and source reduction all play
some role. Even though some of these issues also play a role in other functional areas; some of
the tenets of TQEM include empowerment of employees, continuous improvement, team efforts,
inter-functional collaboration, and leadership elements. There are issues in each of these areas,
one of the most important of these areas, from a managerial perspective, is empowerment and
employee involvement’(Sarkis,1999). In addition to this, another important addition was provided;
Closed-loop manufacturing is one of the internal measures that can be used to improve the
environmental performance of the internal supply chain. The philosophy of zero-emissions
(similar to zero-defects of many TQM programs) is what drives closed-loop manufacturing
practice. Closed-loop manufacturing is a process of producing products with no negative
environmental impact (Dassau, Lowe, Barr, Atlas, & Phillip, 2012; Hasek, 1997) “This internal
11. 11
loop helps to lessen some waste streams that flow from the production function, but may require
additional energy and resources to function and maintain. As part of the source-reduction
philosophy closed-loop manufacturing A related issue to the zero-emissions philosophy is
substitutability, which has become much more popular with design for the environment
linkages”(Sarkis, 1999)
Logistics
This is usually defined as “the movement of goods from one point to another point” and is
strategically one of the crucial activities along the supply chain that basically determines the nature
of the supply chain and ensure the delivery of the goods to the focused customers. Here the goods
are moved from suppliers end towards the customer side and it holds a tactical position in the
supply chain as one of the major cost that are incurred in the supply chain is the logistics costs and
primary objective of the traditional firms is to manage the costs and minimize it to the greatest
level, however with the advancement of the practices it has been identified that environmental
aspect is just as important as economical aspect. This pertains the need to develop an efficient
green efficient logistic model for delivering the product, storing as well as returning the goods for
reuse i.e. reverse logistics. The design of a logistics network and its planning are two of the more
strategic issues facing logistics managers to consider. Many trade-off decisions are needed to be
made with regard to the firm's market, customer, product and logistical resources however, each
of these issues includes a tradeoffs among delivery time, responsiveness, quality and cost, as well
as environmental performance(Sarkis, 1999)
In addition to the movement of goods, temporary warehousing as well as proper packaging is an
essential component of the logistics function and involve many decision that may affect the end
quality standards and its related dimensions such as aesthetics as well as service and reputation. It
is usually debated: “warehousing, other than land use requirements, also generates much of the
packaging waste in the supply chain. Standardized reusable containers, good warehouse layouts,
easy information access all cut storage and retrieval movements and save on operating costs and
are environmentally sounder. Freight consolidation functions and “breakbulk” operations
carried out in warehouses also have the potential of utilizing transport capacity more efficiently,
thus minimizing the environmental impact of the out bound transport system’ (Sarkis, 1999).
12. 12
Same is the case with packaging that is used to protect the goods to be stored and transported. Also
while considering the reverse logistics, initially it is defined as “Their complete definition for
reverse logistics is the return, upstream movement or a good or material resulting from reuse,
recycling, or disposal with the minimization of waste which results in more efficient forward
and reverse distribution processes. Reverse logistics operations include the following major
steps: collection, separation, densification or disassembly, transitional processing, delivery and
integration. The operational emphasis is dependent on the type of material or component that
flows in the reverse logistics channels. Due to such unique addition to the logistic function, this
only enhances the overall green quality of the operations due to additional concern for the
sustainability of the material being transported back. (Perotti et al., 2012).
While summerizing this we can refer a framework from a research. In a research the authors
Ninlawan C et all, revealed the green activities in a framework given below:
Green procurement activities must include
Supplier selection: (1) purchase materials or parts only from “Green Partners” who satisfy
green partner environmental quality standards and pass an audit process in following
regulations for the environment-related substances (2) consider suppliers who acquire
Waste
13. 13
ISO14000, OHSAS18000 and/or RoHS directives (3) select suppliers who control hazardous
substances in company’s standard lists and obtain green certificate achievements.
The 3Rs in procurement process: (1) reuse or recycle – paper, parts container (plastic box/bag)
(2) order via email (paperless. Besides green procurement is a solution for environmental
concerns.
In green manufacturing there must be the activities of
Hazardous substance control: (1) lead free – replace other substances (2) rinse parts with clean
water instead of using chemicals and reuse water (3) quality control in inputs at vendor site
and recheck before processing.
Energy-efficient technology: (1) reduce power consumption in products (2) increase product
life-span resulting in higher efficiency and productivity (3) improve machine uptime (4)
improve machine performance.
The 3Rs and waste minimization: (1) promotes reuse/ recycle of parts (2) enhance
environmental consciousness via 3Rs activities (3) reduce indirect materials.
14. 14
Green distribution must include the activities of
Green packaging: (1) downsize packaging (2) use “green” packaging materials (3)
cooperate with vendor to standardize packaging (4) minimize material uses and time to
unpack (5) encourage and adopt returnable packaging methods (6) promote recycling and
reuse programs.
Green logistics/transportation: (1) deliver directly to user site (2) use alternative fuel
vehicles (3) distribute products together, rather than in smaller batches (4) change to modal
shift. Packaging characteristics such as size, shape, and materials have an impact on
distribution because of their effect on the transport characteristics.
Reverse logistics is the process of retrieving the product from the end consumer for the purposes
of capturing value or proper disposal. It includes activities include collection, combined
inspection/selection/sorting, re-processing/direct recovery, redistribution, and disposal. The key
features in reverse logistics are presented as:
Waste collectors (called SaLeng) gather EOL products from community, private/public
organization, select and sort initially to get used parts which are shipped to disassembly/recycle
plants. The facility must have industrial waste treatment and disposal systems for product
waste by secure landfill or stabilization and solidification systems (a process of detoxification
and converting waste into a solid form before disposal in the landfill.
Disassembly/recycle plants collect used products and parts. Activities include collection,
combined inspection/selection/sorting, re-processing/direct recovery, redistribution, and
disposal. The rest of it are shipped to recycle plants which recycle some portion while discharge
the rest.
15. 15
• Supplier
Selection •3Rs
• Hazardous
Substance
Control
• Energy Efficient
Technology
• 3 Rs & Waste
Minimization
• Green
Logistics
• Green
Packaging
• Final
Treatment
/Landfill
Company
• Disassembly
/Recycle Plants
• Waste
Collectors
• Used
Computer
Stores
Green Supply Chain Management
Green
Procurement
Green
Manufacture
Green
Distribution
Green
Logistics
16. 16
Key Drivers Green Supply Chain:
In a literature on GSCM, it is highlighted that certain drivers both outside the organization as well
as internal influence the trend between greening supply chain. Following are some of the
highlighted drivers that impacts organization’s decision making:
Internal Drivers:
Top management commitment
Organization’s attitude towards risk management
Cooperation with the key supplier
Organization’s brand equity and CSR
Economic gains
Investor relations
Continuous improvement
If the above mentioned drivers are considered, they overlap the aspects of Total Quality
Management as a direct provision towards general acceptability over various organizations.
External Drivers:
Regulations
Customers
Suppliers
Society
Competitors
ISO accreditations
For the implications of the drivers on the supply chain applicability, triple bottom line frame based
on 1) Economic 2) Environmental 3) Society. These three aspects, in reality are the major
outcomes of the supply chain and possibly the overall goal to be achieved by the firm.(Walker, Di
Sisto, & McBain, 2008; Zawawi)
17. 17
Suggestions for the Implementation of Green Quality in SC
To acquire effective and successful results in GSCM, synergies among stakeholders in any
industry must be firmly concerned. Subsequent to making discourse about analysis results with
specialists and makers, some imperative proposals are noted here:
Promote Eco outline: Eco plan as a movement that coordinates natural approaches into
item plan and advancement, the coordinated exercises lead to persistent change of the
ecological execution of the whole item through innovative development. Developing
environmental friendly items is reason to change in item outline utilizing 2 standards: (1)
intended to amplify lifetime of item, it can be enhanced, repair, and re-utilization of items,
for example, measured configuration (2) intended for reusing/ plan for disassembling, after
end of life items that can be more restored and recycled.
Control dangerous substances: consenting to RoHS and different regulations.
Set rules for disposing the waste and consider more interest in reuse plants.
Proliferate GSCM information and empower utilizing naturally amicable products and
services.
Set a direct attentive unit to take responsible for product waste just which will expand
reverse logistics proficiently.
Promote repairing and reusing through campaigns/ exercises to raise reuse/reuse
mindfulness in product utilization.
Expand item lifespan by outlining for pull to pieces or updating the specifications as
opposed to purchasing new ones or utilizing rental services.
Set a database unit to gather and record data about production, import/trade information,
and waste administration (do traceability).
Encourage group building and train skilled workers for reverse logistics administration.
Raise the applications in Extended Producer Responsibility (EPR); EPR is an ecological
insurance method in light of the "polluter pays" rule, by making the maker of the item in
charge of the whole life-cycle of the item and packaging the produce.
Promote Product Service System (PSS); services and product benefit blends are perceived
as a possibly effective idea for maintainable improvement. A product service system (PSS)
is another pattern that can possibly minimize ecological effects of both generation and
utilization. Along these lines, more traditional material escalated methods for product
18. 18
usage are replaced by the possibly to satisfy buyers' requirements through the procurement
of more dematerialized services.
In addition to the detailed suggestions as above, there are other models based on which one can
achieve “Green Quality” & “Green Supply Chain”
With reference to the above figure totaling the aspects of green supply chain in order to develop
and upheld the output of green quality, a model has been presented by Mark Pagell and Zhaohui
wu. The model is as follows:
In order to achieve the aspect of green quality singular organizations must initiate practices at their
ends, thus giving a pragmatic grounds of research implications beyond theoretical framework.
Here it is implied, in order to achieve long term sustainability as well as gaining short run economic
benefits it is crucial that each entity upholds the concept of green while acknowledging the benefits
it entails. An organization must develop an environmental posture i.e. s stance on which it will be
operating to pursue green operations; in doing so it must also consider the aspect of triple bottom
line i.e. economic, social and environmental. Using the developed stance it must develop the
operating principles and technical standards which would be the parameters for working in the
respective areas to ensure green effect within the operations. While developing the parameters,
employee involvement must be ensured to mitigate any future resistant as well as gaining
confidence and acceptance of changing horizon. This will overall result into industrial innovations
developing an edge over traditional company in maintaining green. The management itself be
sequential in making decision which would present additional decision that will be novel to the
operations as well as environmentally sustainable. The ultimate result of these efforts will be
19. 19
increased environmental performance and unique supply chain design and operational practices
having minimum wastage and cost figures.(Wu & Pagell, 2011)
Another applicable suggestion for the implementation and achieving green quality is the
implementation of EMS (Environmental Management Systems) identified by ISO 14000 to upheld
environmental standards while pursuing profitability in the organization. The implementation of
such a system is crucial step that can lead to innovation with in the supply chain design and its
operability. Following below is the detailed general model of EMS which can initiate step towards
implementing EMS in the organization
EMS MODEL:
1. Environmental Policy
2. Planning
3. Implementation and operations
4. Checking and Corrective action
5. Management Review
6. Continual Improvement
In an exploratory study conducted on EMS’s practical applicability, it is quoted by the researcher
“For an EMS to be effective, it should be involved in the monitoring, tracking, summarizing, and
reporting of environmental information to internal and external stakeholders. There is also a need
for integrating cross-functional activities to include environmental training of personnel. Finally,
there is the need for formal procedures, and the availability of these specialized procedures and
information to be available to people in new product development, recycling, and pollution
prevention. A firm’s commitment to an EMS will be a determining factor in the success of the
system and the extent of the benefits derived from environmental initiatives”.(Sroufe, 2003)
Practical Implications of Green Quality; Pakistani Context:
In the context of Pakistan, there is only few examples of sustainable practices over the whole
supply chain with primary motive of developing environmentally sustainable practices as well as
increasing the quality of the finished product. In this case Pakistani manufacturing supply chains
has taken proactive steps in achieving Green quality using Information and collaboration as well
20. 20
as under the influence of drivers of green practices that are prevalent in Pakistan. The implications
as a result of this research provides following inputs:
Pakistani manufacturing industry is at initial phases of implementing such practices across
their supply chains
“International pressure” as well as “international competitors” are being considered as
major driving force of green practice implications.
Government rules and regulations are also key driving force that pushes the practices
towards greener inputs.
Pakistani firms are actively engaged “knowledge dissemination” on inter-firm basis thus
both explicit and tacit knowledge is being delivered within their suppliers networks.
Significance importance is being given to environmental achievements such as ISO 14000
and ISO 26000 in their supplier selection.
Eco-logistics and Eco-inventory are weaker ends of the overall implementation of green
practices i.e. inventory reduction, logistical improvement, customer goodwill and financial
improvement. These areas need due attention to ripe benefits from green/sustainable
practices.(Abbasi)
Obstacles for achieving Green Quality:
Although major drivers of the supply chain morphing into Green supply chain are detailed as well
as major suggestion on how this evolution could be achieved from organization to supply chain
wide framework. There are certain obstacles that resides which hinders such change toward
sustainability and enhanced quality outputs. Following are some of the obstacles identified:
Internal Obstacles:
Cost figures:
A general notion is “customer demand least price for best quality” therefore any
considerations towards achieving green operations result in shortening short term
profitability as well as increased cost structures furthermore many firms find such
increased cost having no visible return unacceptable. Integrating sustainability into the
supply chain processes is expensive and require a big amount of money especially for small
to medium enterprises
21. 21
Lack of training:
Past research dictates that “Lack of training of employees is a big obstacle. Employees
should be trained well before introducing them to a whole new concept to adopt.
Contributing green supply chain for employees with no training and little knowledge is
perhaps a failure”. This is true in notion that it is the employee who is actually involved in
operations rather than management therefore require certain level of awareness to judge
whether what practices being carried out are truly green and have good impact or not
Lack of knowledge:
Lack of knowledge obviously appears to be a common hindrance for establishing a
sustainable supply chain approach. Employees are not well informed concerning the
importance of integrating sustainability into the supply chain management. Employees are
not seriously aware about the benefits that will result from such integration. This low eco-
literacy rate is affecting the implementation rate of the green initiative over the supply
chain.(Zawawi)
Other internal drivers include:
Lack of IT system
Poor organizational structure
External Obstacles:
Regulations:
Government regulations are a major driver as discussed before; however, in some cases
they can also serve as one of the barriers for the sustainable supply chain implementation.
Environmental regulations might restrain innovation and creativity by stipulating some
required techniques that are considered more reasonable. There are, in reality, various
aspects that needs to be looked upon as government may induce restrictions in any aspect
of innovation that may ultimately act as a barrier towards sustainable supply chain
implication.
Poor supplier Commitment:
Poor supplies commitment tells that they are not prepared to be part of the design process
and technology. Supplier’s commitment is vital for a successful performance and quality
22. 22
output. Suppliers should show some intellect concerning the green supply chain
management which by extension would lead to green quality product.
Competition and Uncertainty:
Since the environment in which firms are operating is highly uncertain and dynamic by
nature therefore it is vital for the organizations to make certain level of decisions under
uncertainty and under the pressure of the competitors.(Zawawi)
Other external obstacles include:
Customers’ unawareness of sustainable green products
Lack of Green Practitioners in the industry as role models
Conclusion:
In the conclusion it is stated the although aspect of Green quality is rather new and infant however,
the practical implications are highly notable in areas of long term sustainability, profitability,
survivability as well as competitive edge. There are many highlighted models for implementing
such Green quality over the supply chain rather than a particular entity however it is imperative
that we consider the whole green supply chain at holistic scope as well as individualized entity
level as individual efforts are ultimately results into overall quality of the finished goods thus green
initiatives developed at each entity would eventually result into sustainable quality product leading
to green quality.
In the aspect of Pakistan, the manufacturing industry is pro-actively taking steps in managing
sustainable supply chain in an attempt to counter major international competitors in both cost as
well as quality. However there are certain obstacles that needs to be for seen such as supplier’s
influence as well as the Government stance on the quality management of its country produces.
23. 23
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