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.

1. P R E S E N T A T I O N O N
“ C O N C E P T O F G R E E N S U P P L Y C H A I N M A N A G E M E N T
A N D U S E O F I . T I N I T ”
S U B M I T T E D T O : S U B M I T T E D B Y :
D R . A K A N S H A S I N G H I S U R A B H I K A U S H A L
P R O J E C T G U I D E M . I . B ( 4 T H S E M )
School Of Economics
DAVV

2. Introduction
Green Supply chain
management
Environmental
Management
Supply chain
management
Green SCM recognizes the
disproportionate environmental
impact of supply chain processes
in an organization.

3. Green SCM leverages the role of the environment
in SC value creation
Employee
Satisfaction
Environmental
Sustainability
Community
Quality of Life
Green Supply
Chain Programs Supply Chain
Value
Profitability
Asset Utilization
Service Level
Customer
Reputation
Continuity
Alliances
Technology
Tangible Outcomes
Intangible Value Drivers
Stakeholder
Interests
Environmental Value
Drivers

4. The product life cycle is the basis of green supply
chain management

5. Companies are starting to view GSC as a strategic
analysis tool.
Source Reduction
Recycle/Reuse
Control
Technology
Disposal
Pollution Prevention Hierarchy
Long
term
Short
Term
Strategic
Tactical
The
Pollution
Prevention
Hierarchy
gauges the
value of
environment
al programs.

6. Green supply chain best practices focus on the
business results first
 Align green supply chain goals with business goals
 Evaluate the supply chain as a single life cycle system
 Use green supply chain analysis as a catalyst for
innovation
 Focus on source reduction to reduce waste

7. Green supply chain management is a driver for
process improvements
 In general, pollution and waste represent
incomplete, ineffective, or inefficient use of raw
material.
 Green supply chain analysis provides an opportunity
to review processes, materials, and operational
concepts.
 As with continuous improvement programs, green
supply chain analysis targets:
 Wasted material
 Wasted energy or effort
 Under-utilized resources

8. Use Of Information Technology in
GSCM

9. IT on Purchasing
 The use of the IT in managing a supply chain purchasing in
the supply chains includes
 The communication with vendors, checking particularly
important for a company catalogues.
 Vendor negotiation has also been streamlined through the use
of the IT.
 This includes the bargaining, services firm or a consulting
operation, the supply chain renegotiation, price and term
agreements.
 The receipt of queries from vendors, providing vendors with
information and the processing of returns and damaged goods
were all handled by the IT.
 The other more popular use of the IT in supply chains is in
order processing applications.

10. IT on Operation
 One of the most costly aspects of supply chains is the
management of inventory. The research has shown
that the most popular use of the IT in this area is the
communication of stock outs by customers to
vendors
 Production scheduling has traditionally been the
most difficult aspect of SCM. The IT has enabled
firms to minimize the difficulty in their production
scheduling by improving the communication
between vendors, firms and customers.

11. IT on Logistic:
 The Transportation typically is the highest cost
component in most popular use of the IT in supply
chains is in the management of transport a supply
chain, according to literature review
 The research showed that the monitoring of pickups
at regional distribution centres by carriers is the
most popular application of the IT in this area

12. IT on Customer Relationships:
 Many management experts argue that, by focusing
on total customer satisfaction, a company can
improve its processes to deliver better service at a
lower cost. Customer-satisfaction driven is often
described as the next step beyond TQM, total quality
ma but to deliver total satisfaction to the customer,
of which management: the objective is not simply to
deliver some abstract definition of quality but to
deliver total satisfaction to the customer, of which
the delivery of quality is only a part.

13. The green supply chain data framework
 Collect
 Optimize
 Report

14. Green supply chain efforts need to rise above the
cost center view
 Green supply chain projects need to be clearly defined in
terms of the business value to the organization.
 Clear value will gain senior management support.
 Clear value will help secure buy-in from other organizations
 Environmental programs are viewed as business cost centers.
 Environmental, safety, and health (ESH) resources are often scarce in an
organization.
 ESH offices are targeted early during cost cutting programs.
 ESH offices have difficulty articulating their business value.
 The inability to articulate the value of green supply chain effort in
business terms lowers their profile.
 Many executives have misconceptions of how green supply chain efforts
will impact their operations.
 Without a clear business value proposition, it is difficult to get executive
support for projects

15. Implementing Green supply chain properly will
drive real business value
 Green supply chain concepts manage environmental
impacts where they occur—ideally before they occur.
 Best practices focus on the business, not social, value that
green supply chain management creates.
 Align green supply chain goals with business goals
 Evaluate the supply chain as a single life cycle system
 Use environmental analysis as a catalyst for innovation
 Focus on source reduction to reduce waste
 Successful implementation requires raising the profile
and perceived value of environmental projects.
 Articulate project value in terms of business value
 Create the project to work within the organizational culture
 Use effective tools (e.g., Green SCOR) to enable project execution