“Green Environment” relates to the concerns for environmental conservation and improved health of the environment. This includes supporting practices like informed consumption, conservation practices and investment in renewable energy.Why is green environment important?
Going green reduces air pollution and environmental toxins that could affect our body's immune system that fights infections, and that could expose us to diseases and fatal illnesses
The business case for environmental sustainability: embedding long-term strat...Ken Dooley
ABSTRACT Current environmental demands, such as the need to meet governmental climate change adaptation targets or to avoid future resource scarcities have created a business opportunity for firms that eschew business as usual and adopt ambitious environmentally focused systemic innovations. This article aims to present a clear business case for corporate environmental sustainability in order to increase investments in this area. The core focus is on the tangible economic benefits that can be realised through environmental strategies such as risk reduction and efficiency gains. The aim is to show that sustainability can be an opportunity rather than an obligation and that not only can environmental and economic performance be optimised simultaneously but that economic performance can be optimised through environmental strategies. It is expected that this approach shall increase competitive advantage while supporting climate change mitigation. The article also highlights the current drivers that provide motivation for environmental performance improvement such as global trends towards resource efficiency and the exposure to long term environmental risks. Sustainability is a multidimensional subject that involves a diverse range of operational processes and it is argued that a greater portion of sustainability resources should be invested in ambitious environmentally focused systemic innovations. This will enable sustainability to be strategically integrated into the core business practices. Embedded sustainability is the term used to describe a high level of sustainability integration.
ENABLERS AND BARRIERS FOR INTEGRATED LEAN-GREEN-AGILE MANUFACTURING SYSTEMSIAEME Publication
Newer manufacturing strategies have emerged to face the increasing customer
demand in global competitiveness. Sometimes it is more challenging to serve a highly
dynamic and individualized market with more innovative products. The modern
manufacturing predominately focus on minimizing the cost, needs of ever changing
market with varying demand pattern practices with eco-friendly design, greener
production, recycling, and reuse with a focus on minimizing the expenses associated with
manufacturing. The integration of lean-green-agile manufacturing new age strategies is
the need of the 21st century. The enablers and barriers play a crucial role in the adoption
of these strategies. Our study focuses in small and medium enterprises as they act as the
backbone for economic growth of the country. The influence of these enablers and
barriers is the matter of investigation which is addressed by the present study through
Delphi survey methods. The outcome of the research would facilitate the policy makers
in the industry and government to frame policies for adapting the integrated approach of
manufacturing.
“Green Environment” relates to the concerns for environmental conservation and improved health of the environment. This includes supporting practices like informed consumption, conservation practices and investment in renewable energy.Why is green environment important?
Going green reduces air pollution and environmental toxins that could affect our body's immune system that fights infections, and that could expose us to diseases and fatal illnesses
The business case for environmental sustainability: embedding long-term strat...Ken Dooley
ABSTRACT Current environmental demands, such as the need to meet governmental climate change adaptation targets or to avoid future resource scarcities have created a business opportunity for firms that eschew business as usual and adopt ambitious environmentally focused systemic innovations. This article aims to present a clear business case for corporate environmental sustainability in order to increase investments in this area. The core focus is on the tangible economic benefits that can be realised through environmental strategies such as risk reduction and efficiency gains. The aim is to show that sustainability can be an opportunity rather than an obligation and that not only can environmental and economic performance be optimised simultaneously but that economic performance can be optimised through environmental strategies. It is expected that this approach shall increase competitive advantage while supporting climate change mitigation. The article also highlights the current drivers that provide motivation for environmental performance improvement such as global trends towards resource efficiency and the exposure to long term environmental risks. Sustainability is a multidimensional subject that involves a diverse range of operational processes and it is argued that a greater portion of sustainability resources should be invested in ambitious environmentally focused systemic innovations. This will enable sustainability to be strategically integrated into the core business practices. Embedded sustainability is the term used to describe a high level of sustainability integration.
ENABLERS AND BARRIERS FOR INTEGRATED LEAN-GREEN-AGILE MANUFACTURING SYSTEMSIAEME Publication
Newer manufacturing strategies have emerged to face the increasing customer
demand in global competitiveness. Sometimes it is more challenging to serve a highly
dynamic and individualized market with more innovative products. The modern
manufacturing predominately focus on minimizing the cost, needs of ever changing
market with varying demand pattern practices with eco-friendly design, greener
production, recycling, and reuse with a focus on minimizing the expenses associated with
manufacturing. The integration of lean-green-agile manufacturing new age strategies is
the need of the 21st century. The enablers and barriers play a crucial role in the adoption
of these strategies. Our study focuses in small and medium enterprises as they act as the
backbone for economic growth of the country. The influence of these enablers and
barriers is the matter of investigation which is addressed by the present study through
Delphi survey methods. The outcome of the research would facilitate the policy makers
in the industry and government to frame policies for adapting the integrated approach of
manufacturing.
This study sought to ascertain the green business best practices for enterprise sustainability in SouthSouth
Nigeria.. The population for the study was 23,985 managers of registered enterprises in the six states of
South-South Nigeria. Multistage sampling technique was adopted in this study.
Today although organizations are growing and registering growth, making huge
profits and customer is satisfied but Marketing philosophy has its own limitations.
Pollution has contaminated the atmosphere and has restricted our sustainable
development. It is observed that in last two decades there is a massive discharge of
harmful gases like sulphur dioxide (SO2), nitrogen oxides (NOx), and hydrocarbon
compounds into the atmosphere. Lead pollution has been linked with impaired brain
function in children-emissions from vehicles using leaded petrol are a major source.
The challenge facing mega cities is how to reduce the adverse environmental impacts
and other negative effects of intense pollution due to industries as well as use of
transportation by people. Because the dilemma becomes most pressing under
conditions of rapid urban. So, with the aim of bringing down the pollution and to
minimise its adverse effects, organizations have shifted from marketing orientation to
eco-marketing orientation. Studies indicate that during the 1960’s green
consumerism emerged and slowly and gradually greener business trends took place
world over. Marketing practices and business orientation have started shifting their
attention from consumer satisfaction and profitability to consumer satisfaction,
profitability & environmental protection. Greening may include developing innovative
green product concepts, green concept testing, product development and its
marketing, green packaging, paperless communication and green advertising
strategies. In this study an attempt is made to study corporate greening practices of
selected organisations and how it has helped consumers, organizations and society at
large.
This study presentation outlines the role that environmental issues are now playing in business strategy. It looks at the main aspects of environmental legislation also at the role of CSR (corporate social responsibility), with a particular focus on sustainability
Green Marketing: A Marketing Mix conceptEECJOURNAL
This paper tries to provide an overview of green marketing from marketing mix concept. The aim of green marketing is to include environmental issues in the marketing efforts. The idea is that marketers provide consumers with better information about the green properties of the products offered and then they will include this information in their purchasing decisions. This will consequently push companies to produce products that are better from an environmental point of view. Consequently companies have executed various green marketing strategies to meet the demands of environmentally sensible customers as they are very much aware of what they are consuming. Companies that use the extreme green marketing fully incorporate environmental issues and responsibility into their business and address issues related to marketing mix for the environment
Analyzing the current incorporation of social, environmental And economic mea...World-Academic Journal
We theorize about the incorporation of social, environmental and economic dimensions into strategic performance measurement systems. 81Chinese companies were surveyed for the analysis. Along with the increasing of social responsibility pressure, numbers of enterprises are promoting environmental, social and economic performance as strategic sustainability measures. Although the addition of sustainability measures to enterprise’s long term business strategy has long time been a major preoccupation of literature. Some empirical researches have examined if these nonfinancial measures are effectively incorporated into strategic performance measurement systems. In this research, we will examine why the incorporation of sustainability measures into enterprise business strategy vary across enterprises operating in Shanghai.
Why join a carbon club? A study of the banks participating in the Brazilian "...FGV Brazil
Originally published in the Journal of Cleaner Production.
Why do firms that present low levels of (direct) carbon emissions participate in “carbon clubs”, which have the goal of managing and reducing greenhouse gas (GHG) emissions? In order to answer this question, we collected data from both primary and secondary sources from firms operating in the Brazilian banking sector, which are members of the Businesses for Climate Platform (Plataforma Empresas pelo Clima, EPC). We first looked for answers in the institutional theory and resource based view of the firm (RBV). By confronting the arguments presented by these streams of scientific enquiry with empirical data, we worked on theory testing. In particular, we analyzed the institutional pressures and resources and capabilities of the focus companies, in order to understand the rationales for proactive sustainability management. We found evidences of the arguments presented by both the institutional theory and the RBV. By studying an industry that is not a frequent subject to research on socio-environmental issues - for not being considered of high impact - in an emerging market economy, the research contributes to both the further development of the institutional theory and the advancement of sustainability management in corporations.
GVces - Center for Sustainability Studies
www.gvces.com.br
Students’ Perception towards the School’s Level of Implementation of Ecologic...YogeshIJTSRD
Students must be aware that the world generates 2.01 billion tons of municipal solid waste annually, with at least 33 percent of that not managed in an environmentally safe manner. In the Philippines, the same trend is observed. Contributing factor is the school’s Ecological Solid Waste Management ESWM . In this paper, the level of awareness, respondents’ practice and the problems encountered by the respondents in R.A. 9003 Act are evaluated. One hundred forty seven 147 Grade 12 General Academic Strand students were surveyed using validated structured questionnaires. Scores were validated and recorded. Weighted Mean to describe the ESWM implementation was employed in this study. Results revealed that the respondents are moderately aware WA=3.20 of the program, they always practiced segregation and proper solid waste disposal but are sometimes did recycling practices WA=2.32 Minor problems WA=2.45 on cooperation and self discipline but in dire need of waste segregation supplies. Since ESWM is everybody’s concern, further dissemination and information drive are required for its effective and improved implementation. It is also recommended to conduct school wide and further environmental awareness campaign at school. Grace N. Alburo "Students’ Perception towards the School’s Level of Implementation of Ecological Solid Waste Management" 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/ijtsrd44972.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/44972/students’-perception-towards-the-school’s-level-of-implementation-of-ecological-solid-waste-management/grace-n-alburo
This study sought to ascertain the green business best practices for enterprise sustainability in SouthSouth
Nigeria.. The population for the study was 23,985 managers of registered enterprises in the six states of
South-South Nigeria. Multistage sampling technique was adopted in this study.
Today although organizations are growing and registering growth, making huge
profits and customer is satisfied but Marketing philosophy has its own limitations.
Pollution has contaminated the atmosphere and has restricted our sustainable
development. It is observed that in last two decades there is a massive discharge of
harmful gases like sulphur dioxide (SO2), nitrogen oxides (NOx), and hydrocarbon
compounds into the atmosphere. Lead pollution has been linked with impaired brain
function in children-emissions from vehicles using leaded petrol are a major source.
The challenge facing mega cities is how to reduce the adverse environmental impacts
and other negative effects of intense pollution due to industries as well as use of
transportation by people. Because the dilemma becomes most pressing under
conditions of rapid urban. So, with the aim of bringing down the pollution and to
minimise its adverse effects, organizations have shifted from marketing orientation to
eco-marketing orientation. Studies indicate that during the 1960’s green
consumerism emerged and slowly and gradually greener business trends took place
world over. Marketing practices and business orientation have started shifting their
attention from consumer satisfaction and profitability to consumer satisfaction,
profitability & environmental protection. Greening may include developing innovative
green product concepts, green concept testing, product development and its
marketing, green packaging, paperless communication and green advertising
strategies. In this study an attempt is made to study corporate greening practices of
selected organisations and how it has helped consumers, organizations and society at
large.
This study presentation outlines the role that environmental issues are now playing in business strategy. It looks at the main aspects of environmental legislation also at the role of CSR (corporate social responsibility), with a particular focus on sustainability
Green Marketing: A Marketing Mix conceptEECJOURNAL
This paper tries to provide an overview of green marketing from marketing mix concept. The aim of green marketing is to include environmental issues in the marketing efforts. The idea is that marketers provide consumers with better information about the green properties of the products offered and then they will include this information in their purchasing decisions. This will consequently push companies to produce products that are better from an environmental point of view. Consequently companies have executed various green marketing strategies to meet the demands of environmentally sensible customers as they are very much aware of what they are consuming. Companies that use the extreme green marketing fully incorporate environmental issues and responsibility into their business and address issues related to marketing mix for the environment
Analyzing the current incorporation of social, environmental And economic mea...World-Academic Journal
We theorize about the incorporation of social, environmental and economic dimensions into strategic performance measurement systems. 81Chinese companies were surveyed for the analysis. Along with the increasing of social responsibility pressure, numbers of enterprises are promoting environmental, social and economic performance as strategic sustainability measures. Although the addition of sustainability measures to enterprise’s long term business strategy has long time been a major preoccupation of literature. Some empirical researches have examined if these nonfinancial measures are effectively incorporated into strategic performance measurement systems. In this research, we will examine why the incorporation of sustainability measures into enterprise business strategy vary across enterprises operating in Shanghai.
Why join a carbon club? A study of the banks participating in the Brazilian "...FGV Brazil
Originally published in the Journal of Cleaner Production.
Why do firms that present low levels of (direct) carbon emissions participate in “carbon clubs”, which have the goal of managing and reducing greenhouse gas (GHG) emissions? In order to answer this question, we collected data from both primary and secondary sources from firms operating in the Brazilian banking sector, which are members of the Businesses for Climate Platform (Plataforma Empresas pelo Clima, EPC). We first looked for answers in the institutional theory and resource based view of the firm (RBV). By confronting the arguments presented by these streams of scientific enquiry with empirical data, we worked on theory testing. In particular, we analyzed the institutional pressures and resources and capabilities of the focus companies, in order to understand the rationales for proactive sustainability management. We found evidences of the arguments presented by both the institutional theory and the RBV. By studying an industry that is not a frequent subject to research on socio-environmental issues - for not being considered of high impact - in an emerging market economy, the research contributes to both the further development of the institutional theory and the advancement of sustainability management in corporations.
GVces - Center for Sustainability Studies
www.gvces.com.br
Students’ Perception towards the School’s Level of Implementation of Ecologic...YogeshIJTSRD
Students must be aware that the world generates 2.01 billion tons of municipal solid waste annually, with at least 33 percent of that not managed in an environmentally safe manner. In the Philippines, the same trend is observed. Contributing factor is the school’s Ecological Solid Waste Management ESWM . In this paper, the level of awareness, respondents’ practice and the problems encountered by the respondents in R.A. 9003 Act are evaluated. One hundred forty seven 147 Grade 12 General Academic Strand students were surveyed using validated structured questionnaires. Scores were validated and recorded. Weighted Mean to describe the ESWM implementation was employed in this study. Results revealed that the respondents are moderately aware WA=3.20 of the program, they always practiced segregation and proper solid waste disposal but are sometimes did recycling practices WA=2.32 Minor problems WA=2.45 on cooperation and self discipline but in dire need of waste segregation supplies. Since ESWM is everybody’s concern, further dissemination and information drive are required for its effective and improved implementation. It is also recommended to conduct school wide and further environmental awareness campaign at school. Grace N. Alburo "Students’ Perception towards the School’s Level of Implementation of Ecological Solid Waste Management" 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/ijtsrd44972.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/44972/students’-perception-towards-the-school’s-level-of-implementation-of-ecological-solid-waste-management/grace-n-alburo
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
Environmental sustainability is an important component of a firm’s Corporate Social Responsibility. It relates to
firm practices that ensure the conservation of the environment and natural resources, such as water, land and air.
This research study aims to study the concept in relation to firm performance in Jordan. It proposes that
environmental sustainability practices of a company in Jordan’s manufacturing industry positively influence its
financial performance. For this purpose, the study assesses the relationship between environmental sustainability
score and the profitability ratios. Results reveal a significant positive impact of sustainability score on the ROA of
the companies. It is therefore recommended to manufacturing firms in Jordan to focus more on environmental CSR
and sustainability practices, which would result in improved efficiency and profitability.
FACTORS AFFECTING GREEN SUPPLY CHAIN PRACTICES IN AUTOMOTIVE INDUSTRY IN INDIAIAEME Publication
Green Supply Chain Management (GSCM) has emerged as new management
strategy for automobile organizations to become more environmental friendly, cost
effective and competitive. The study focuses on green supply chain management
practices in Automotive Industry in India. Globally business environment is very
volatile in nature and is featured by uncertainties. Due to rising environmental issues,
awareness on environmental pollution issues combined with industrial development
should be addressed by supply chain management. Therefore Green Supply Chain
Management (GSCM) is an emerging agenda for the industrial organization to
improve their performance on different dimensions such as economic and
environment. GSCM has a parallel development to push green products in context to
the ever growing environmental concerns among the organizations .The objective of
the paper is to explore the factors affecting the Green supply Chain Management in
Automotive Industry in India
THE THREE P’S OF GREEN MARKETING - PEOPLE, PLANT AND PROFIT IAEME Publication
At present in the Global Competition the organizations are showing greater interest towards Sustainable or “Green” marketing strategies. Sustainable or Green Marketing strategies is attributable to consumer sensitivity to environmental issues brought a bout by rising fuel prices, evidence of extensive ecological changes, and the tacit assumption that current consumption patterns place the planet’s prolonged existence at risk. Traditional Green Marketing Strategies research investigates how industrial activities affect three key factors: The planet, people, and profits. Research has also found that consumers claim to be willing to pay more for sustainable goods and services and however green product failures abound in the marketplace. Research has found contradictory effects for demographic and psychographic variables on environmentally
-friendly consumption behaviors
GREEN MANAGEMENT: OPPORTUNITIES AND CHALLENGES IN INTERNATIONAL BUSINESS FOR ...Muhammad Nazri Abdul Halim
There is an increasing awareness of environmental and safe-products for international businesses. Environmental, sustainability and green management provides opportunities to Malaysian SMEs to explore the international market and find new customer segment. Eco-centric and techno-centric paradigms allow for the discussion of green management and highlight business management theory for environmental segments.
ترجمه مقاله ژرونال در دارالترجمه رسمی پارسیس انجام می شود لازم به ذکر است اگر مقاله شما در سایت های ساینس دایرکت , امرالد , IEE
و غیره نمایه شده باشد ما به رایگان مقاله شما را دانلود و ترجمه میکنیم
دارالترجمه رسمی پارسیس
https://parsistrans.com
Green Marketing Mix As Strategy to Improve Competitive Advantage in Real Esta...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
1. Journal of Energy Technologies and Policy
www.iiste.org
ISSN 2224-3232 (Paper) ISSN 2225-0573 (Online)
Vol.3, No.11, 2013 – Special Issue for International Conference on Energy, Environment and Sustainable Economy (EESE 2013)
Green Supply Chain Management: Strategy to Gain Competitive
Advantage
Meythi1 Riki Martusa2*
1. Accounting Profesional School Department, Maranatha Christian University, Indonesian;
2. Master of Accounting, Maranatha Christian University, Indonesian;
*Email address of corresponding author: theofilus2001@yahoo.com
Abstract
Green Supply Chain Management (GSCM) has become a potentially valuable way of securing competitive
advantage and improving organizational performance. With increasing competition in today's global market, the
firms have to look to the modern strategic manners, in order to gain sustainable organization and competitive
advantage. GSCM as a new innovative managerial tool can be used as a strategic weapon to gain
competitiveness and to promote the firms environmental and financial performance simultaneously (Hajikhani et
al., 2012). GSCM as a strategy to gain competitive advantage means the orienting empirical study shows that
there is a substantial interest amongst the companies to take action to decrease their environmental impact. The
goal of adding value to the business and reducing costs in all parts of the production system is identified as key
drivers in order to increase competitiveness. The companies agree that the common manufacturing objectives
such as cost, quality, delivery and flexibility will not be enough in order to stay competitive when external
stakeholders require an increased focus on sustainability. Hence, a need for investigating how environmental
sustainability can be integrated to create a competitive production system has been identified. The perspective
then changes from greening as a burden to greening as a potential source of competitive advantage. According to
Simpson and Samson (2008) there are 4 (four) strategies to gain competitive advantage in the use of GSCM: (1)
Risk-based Strategies, (2) Efficiency-based Strategies, (3) Innovation-based Strategies, and (4) Closed-loop
Strategies.
Keywords: Green supply chain management (GSCM), competitive advantage, risk-based strategies, efficiencybased strategies, innovation-based strategies, and closed-loop strategies.
1. Introduction
GSCM has its roots in both environment management and Supply Chain Management (SCM) literature. Adding
the 'green' component to SCM involves addressing the influence and relationships between SCM and the natural
environment. Similar to the concept of SCM, the boundary of GSCM is dependent on the goal of the investigator
(Srivastava, 2007). As in any emerging research area, the early literature focuses on the necessity and importance
of GSCM, defines the meaning and scope of various terms and suggests approaches to explore the area further.
Fundamentals of greening as a competitive initiative are explained by Porter & Linde (1995). Their basic
reasoning is that investments in greening can be resource saving, waste eliminating and productivity improving.
Three approaches in GSCM, namely reactive, proactive and value-seeking, are suggested (Hoek, 1999). In the
reactive approach, companies commit minimal resources to environmental management, start labelling products
that are recyclable and use 'end of pipeline' initiatives to lower the environmental impact of production. In the
proactive approach, they start to pre-empt new environmental laws by realizing a modest resource commitment
to initiate the recycling of products and designing green products. In the value-seeking approach, companies
integrate environmental activities such as green purchasing and ISO implementation as strategic initiatives into
their business strategy (Srivastava, 2007).
According to Hajikhani et al. (2012) several studies on GSCM have determined a broad range of factors,
persuading companies to develop environmental management initiatives and practices to its supply chain. It can
be motivated by firm's stakeholders requests, persuaded by firm's want to have full compliance with
environmental regulations, or even promoted by the firm's internal strategic motivations, which is related to the
opportunity to gain the competitive advantage in the market. According to review on the previous studies, the
determining factors of GSCM adoption can be classified between: (1) External factors mostly related to
stakeholders pressures and environmental regulation, which named as relational motives arise from the
aspiration of a organization part, to become legitimized and to advance the existing relationship among the
company's different stakeholders; (2) Internal factors linked to a set of business-led strategic motives.
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Along with the rapid change in global manufacturing scenario, environmental and social issues are becoming
more important in managing any business (Amemba, 2013). GSCM is an approach to improve performance of
the process and products according to the requirements of the environmental regulations (Hsu & Hu, 2010). The
rise in greenhouse emissions and pollution of the environments by firms has precipitated the need for
organizations to realign their supply chain operations with a view of conserving the scarce resources. GSCM is
defined as "Green Purchasing + Green Manufacturing/Materials Management + Green Distribution/Marketing +
Reverse Logistics". The idea is to eliminate or minimize waste (energy, emissions, chemical/hazardous, and
solid wastes) along supply chain (Hervani et al., 2005). According to Amemba (2013) in the case of a single
organization, the creation of 'green' supply chain makes it a significant competitive advantage in decreasing the
costs (to create new markets for businesses), more organic and better cooperation with the suppliers. Moreover,
at the national level, green supply chains can help to change the market's orientation to become more 'green',
together with the creation of incentives for small and medium-sized enterprises to implement right practices to
improve environmental protection.
There are different motivators for companies to switch to 'green' in their supply chain (Fortes, 2009). Although
some of the motivators are quite unclear, Wu & Dunn (1995) suggests that some organisations are simply doing
this because it is the right thing to do for the environment. Perhaps some are more radical to environmental
change, but others may not. Studies, however, have shown that profitability and cost reduction are some of the
main motivators for businesses to become 'green' in the supply chain (Srivastava, 2007). Johnson (1998) argues
that reverse logistics were motivated primarily by economic factors and not concerns about protecting the ecosystem. Tibben-Lembke (2002) suggest that reverse logistics can only bring about profitability, reduction of
waste, and advertising. Zhu & Sarkis (2004) took this idea further and argued that most of the 186 participants in
their study all agreed that GSCM practices are only about win-win relationships on environmental and economic
performance.
The purpose of this paper, however, is to discuss some of these issues and provide an overview of the academic
perspective of the GSCM literature. This paper will then discuss GSCM as a strategy to gain competitive
advantage. At the end, the paper closes with conclusions.
2. Literature Review
2.1 Green Supply Chain Management
GSCM is a kind of sustainable strategic development for enterprises in today's competitive workplace, which has
emerged as a new innovative approach, to achieve both financial and environmental benefits simultaneously, by
reducing environmental risk and impact (Hoek, 1999). Srivastava (2007) defined GSCM as incorporating
environmental thoughts into supply-chain management, including product design, material sourcing and
selection, manufacturing processes, delivery of the final product to the customer moreover, the end-of-life cycle.
With the more environmental concern during the past years the issue of environmental toxic waste incidental to
industrial growth should be addressed together with supply chain management as the most important part in
production chain, therefore contributing to initiatives of GSCM (Sheu & Chou, 2005). The main flow is as the
following figure 1:
Green
Designing
Recycling Design
Unloading Design
Model Design
Green
Production
Green Techniques
Green Suppliers
Green Materials
Green
Packaging
Green Environment
Green Ideas
Recycling Package Materials
Green
Marketing
Green
Recycling
Green Information
Green Products
Green Selling
Recovery Processing
Recycling
Waste Disposal
Figure 1. The flow of Green Supply Chain Management (Baojuan, 2009)
Porter & Linde (1995) concluded that companies' response to competitive business environment and regulation
forces, by expanding strategies to increase productivity of resources, making them possible to improve their
industrial and environmental performance at the same time. In this way firms want to be sustainable by acquiring
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a sustainable supply chain (Sustainable Supply Chain Management). The sustainable firms display characteristic
environmental behaviors on their supply chain, such as, pollution control, recycling or reverse logistics.
Moreover they would be responsible for environmental accountability of their suppliers. Thus it needs to
combine environmental liabilities to economic concern in order to help the future firm's sustainability by the
means of delivering economic, social and environmental benefits simultaneously.
According to Hervani et al. (2005) it is not surprising that GSCM finds its definition in supply chain
management. Adding the 'green' component to supply chain management involves addressing the influence and
relationships of supply chain management to the natural environment. Motivated by an environmentallyconscious mindset, it can also stem from a competitiveness motive within organizations. GSCM is defined as
"Green Purchasing + Green Manufacturing/Materials Management + Green Distribution/Marketing + Reverse
Logistics".
Figure 2 shows this GSCM equation graphically, where reverse logistics "closes the loop" of a typical forward
supply chain and includes reuse, remanufacturing, and/or recycling of materials into new materials or other
products with value in the marketplace. The idea is to eliminate or minimize waste (energy, emissions,
chemical/hazardous, and solid wastes). This figure is representative of a single organization's internal supply
chain, its major operational elements and the linkage to external organizations. A number of environmentally
conscious practices are evident throughout the supply chain ranging from green design (marketing and
engineering), green procurement practices (e.g. certifying suppliers, purchasing environmentally sound
materials/products), total quality environmental management (internal performance measurement, pollution
prevention), environmentally friendly packaging and transportation, to the various product end-of-life practices
defined by the "Re's" of reduction, reuse, remanufacturing, recycling. Expanding this figure, a number of
organizational relationships could be found at various stages of this model, including customers and their chains,
as well as suppliers and their chains, forming webs of relationships (Hervani et al., 2005).
2.2 Green Supply Chain Management as a Strategy to Gain Competitive Advantage
According to Simpson and Samson (2008) there are 4 (four) strategies to gain competitive advantage in the use
of GSCM:
1.
Risk-based Strategies
The simplest strategy of GSCM with regard to inter-organizational investment resource development is one
of risk minimization. Firms adopting this strategy are proposed to do so in response ostensibly to
stakeholder requirements. Such a strategy is ideal for the organization that retains minimal internal
environmental management resources or has only recently begun to consider the introduction of a supply
chain greening program. It is based on minimal inter-organizational engagement. Such efforts might involve
the inclusion of basic clauses in purchasing contracts for suppliers to meet all relevant regulatory
requirements. Most frequently used with this approach is the cascading of an established international
standard such as ISO 14001 (King et al., 2005). The use of an existing performance standard, an approach
used initially by the Ford Motor Company with its suppliers and now more frequently by other organizations
for their supply chains, offers: (a) established environmental performance benefits (Melnyk et al., 2003), (b)
third party or arms-length management of performance, and (c) a system recognized globally by other
organizations. This third aspect improves the efficacy of uptake by suppliers because the system is
recognized by the market and other industry members, reducing the ambiguity of desired performance levels
and minimizing the need for customer involvement. From the perspective of competitive advantage,
however, the benefits are limited because of the ease of implementation, a lack of uniqueness, and a growing
use by other supply chains. A similar approach to basic certification schemes is the use of broad statements
within purchasing guidance or principles to include 'supplier activities' among the organization's
environmental responsibilities. Such systems based on risk minimization only and managed in a climate of
low relational investment only guarantee supply chain compliance with local or national regulations. The
end result being that risk can be minimized and reputation enhancement is possible, but no additional
innovation or complementary economic benefits are likely.
2.
Efficiency-based Strategies
A more complex and developing strategy in recent years has been the 'eco-efficiency' or 'lean and green'
approach to GSCM. This type of strategy derives environmental performance benefits for the supply chain
beyond mere regulatory compliance through the requirement for suppliers to meet operations based
efficiency targets. Much of the environmental performance benefit arises from specific manufacturing
practices that have been found to provide secondary environmental performance benefits. The point of
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departure for the efficiency based strategy from the risk based strategy is the availability of dual economic
and environmental performance benefits to the supply chain and the requirement for higher levels of
engagement between customers and suppliers. The efficiency based strategy ties environmental performance
to operational processes in the supply chain, and this strategy allows the extension of performance
requirements into the supply chain that maximize economic performance and provide secondary
environmental performance benefits through waste and resource use reductions. It requires more
comprehensive and supply chain specific performance specifications than the simpler risk based strategy. It
also requires a higher level of involvement between supply chain partners arising from the use of more
complex inter-firm performance requirements. Using this strategy to facilitate greater efficiency in the
supply chain does not require the development of co-specialized resources specific to environmental
performance. The necessity for collaboration on efficiency, however, provides a facilitating role for contextspecific, complex problems such as waste reduction and recycling (Klassen & Vachon, 2003). The strategy
can provide a cost-reduction advantage to the supply chain and readily fits with pre-existing organizational
goals of optimization. But the efficiency based supply chain strategy does not allow for more knowledge
intensive environmental management activities such as product design, material substitution, or innovation.
Product recalls because of a poor choice of low cost but hazardous materials represent the inherent risk in
focusing only on efficiency in the supply chain. The efficiency-based strategy is considered technically
weak but more socially complex than the risk based strategy.
3.
Innovation-based Strategies
The innovation based GSCM strategy is distinct from the efficiency based approach because of its use of a
supply chain environmental performance strategy that is more environmentally specific. Organizations are
increasingly aware of the potential for narrow purchasing policies to in-source components or services from
suppliers that may be legally non-compliant with environmental regulations or who themselves procure
goods in an environmentally irresponsible way (Bowen et al., 2001). Some organizations have begun to
guarantee more comprehensive product life cycle considerations for consumers of their products. Once a
supply chain begins to consider specialized processes, technologies, or complex performance standards for
suppliers such as chemical avoidance, the level of knowledge exchange and relational investment begins to
change. Moving from an efficiency based GSCM strategy to a greater level of innovation or integration of
environmental performance in supply chain and product design requires specialized environmental resources
(Lenox & King, 2004). Keeping up to date with environmental legislation changes and training suppliers in
environmentally relevant process changes requires more dedicated environmental resources, specialized
personnel, and design. The development of such resources provides the conditions for an organization to
shift from an efficiency based to an innovation based GSCM strategy. For products, the resources developed
could be used to incorporate innovative environmental planning into specific product designs,
characteristics, functionality, or life cycle related activities (e.g., service, repair, and recycling). At the
process level they could be deployed to develop environmentally robust methods and systems for the
production, distribution, and use of products.
4.
Closed-loop Strategies
According to Kocabasoglou et al. (2007) closed-loop strategies are a more recent type of GSCM strategy
and represent the most complex and collaborative form of this type of activity. Often referred to in its
simplest form as 'reverse logistics', closing the loop involves the capture and recovery of materials for either
re-manufacture (high-value) or recycling (low value). These materials can arise during production, as
returned goods, post-use, and at end-of life. The closed-loop strategy ties or integrates environmental
performance to the whole supply chain. Very few examples of coordinated recycling or closed-loop activity
in the supply chain currently exist however. Prominent examples include Kodak's return and re-manufacture
of its disposable cameras, Hewlett Packard's retrieval of used printer cartridges, and BMW's end-of-life
vehicle requirements for suppliers (Guide & Wassenhove, 2002). The motivation for a closed-loop strategy
remains low for basic reasons of poor and distributed control over the reverse supply chain, lack of available
infrastructure, and the inability of supply chains to believe that such activity is economically viable.
Designing and successfully using a closed-loop strategy presents one of the most complex endeavours for a
single organization to undertake within its supply chain (Richey et al., 2005). In its simplest form, 'closing
the loop' may involve product take-back and reverse logistics implemented only in the retail portion of the
supply chain. In more complex 'closed-loop' systems, used or obsolete products and waste are taken back by
the producer and remanufactured or recycled rather than being disposed of to landfill. The closed-loop
strategy, however, represents an approach that seamlessly integrates issues of economic, operational, and
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environmental performance. Organizations considering implementation of a closed loop supply chain
require high levels of control over the capture and return of used materials. Goods need to be managed for
quality considerations and aggregation of collection and sorting activities allows for the creation of
economies of scale. Such a high level of integration, coordination across partners, and socially complex
knowledge requires years of development effort. Socially complex, collaborative relationships provide the
basic foundation for a closed-loop supply chain strategy.
Figure 2. Graph of the GSCM (Hervani et al., 2005)
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3. Conclusions
Business organizations today face a more complex and competitive environment than ever before (Porter &
Stern, 2001). As trade barriers crumble and less developed countries enter the competitive marketplace, firms
now confront a greater number of competitors able to introduce new products and services faster and cheaper
than ever before (Garten, 1998). The ever expanding capabilities of information technology with the concomitant
reduction in investment costs allow capital and information to flow almost instantly throughout many parts of the
world. Furthermore, as consumers have become more discriminating and demanding (Ellinger et al., 1997),
product life cycles have been shortened, forcing firms to contract time to commercialization (Lovelace et al.,
2001) and provide higher levels of customer service and customized products. Consequently, most industries and
firms have entered into a 'hyper competitive' marketplace characterized by an increase in competition,
uncertainty, and complexity (Merrifield, 2000).
GSCM is a newer concept rather than SCM. A few literature reviews are found on GSCM. Accordingly GSCM
defines as, adding "greening phase" to the supply chain activities, in all parts which leads to a more "integrated"
and "co-operative" supply chain that finally produces better competitive advantages (Rao, 2002). As stated
previously, GSCM requires ecological and social aspects of business practices at the same time. Basics of
greening as a "competitive initiatives" are described in detail by Porter & Linde (1995). They argued that,
resource saving, waste eliminating, and productivity improving can be the basic reasons for green initiatives and
all the three parts can promote the firms competitiveness. Accordingly "greening" can lower the ecological
impacts of business and also increases efficiency, creates the potential source of competitive advantages in an
innovative manner. According to Simpson and Samson (2008) there are 4 (four) strategies to gain competitive
advantage in the use of GSCM: (1) Risk-based Strategies, (2) Efficiency-based Strategies, (3) Innovation-based
Strategies, and (4) Closed-loop Strategies.
Today, "green" as a competitive means is a widely recognized phenomenon. It is generally accepted that a
company's contribution to environmentally sustainable development is dependent on an integration of
environmental requirements into industrial products and processes (Porter & Linde, 1995). However, the result
of the review and orienting empirical study indicates that even though much research has been conducted within
the area, questions are still remaining. Many companies include sustainability in their business strategy, but the
link between strategy and daily operations is often weak. One important challenge identified is the fact that
environmental responsibility is often separated from production and operations management leading to
constraints regarding environmental awareness within the organization. Hence, we argue that keeping
environmental work separated from operations may lead to sub-optimization and overlooked opportunities for
continuous improvements.
GSCM can reduce the ecological impact of industrial activity without sacrificing quality, cost, reliability,
performance or energy utilization efficiency. It involves a paradigm shift, going from end-of-pipe control to meet
environmental regulations to the situation of not only minimizing ecological damage, but also leading to overall
economic profit. The area throws various challenges to practitioners, academicians, and researchers. Research in
GSCM to date may be considered compartmentalized into content areas drawn from operations strategy. The
primary areas of emphasis have been quality, operations strategy, supply-chain management, product and
process technologies, which are collectively beginning to contribute to a more systematic knowledge base. It is
reasonable to expect that these research areas will continue to hold the greatest promise for advance in the short
term. However, more integrative contributions are needed in the longer term, including intra and inter-firm
diffusion of best practices, green technology transfer and environmental performance measurement. One of the
biggest challenges facing the field of GSCM is extending the historical 'common wisdom' about managing
operations. Much research, management education and many practical applications have focused on buffering
the operations function from external influences, including the natural environment, in order to improve
efficiencies, reduce cost and increase quality. When the natural environment is considered, it is typically
recognized or modelled as an external constraint, requiring operations to work within prescribed limits. Once this
basic assumption is relaxed, a fundamental question arises about how to pursue research on green issues in
operations: should this be considered a separate research stream with its own strategic framework or should
green issues be integrated into existing operations management research frameworks and areas? While the
complexity of green issues might favour the former approach, the greatest contributions can be achieved by
pursuing opportunities within a more integrative framework (Srivastava, 2007). Finally, the preparation of
GSCM didn't only based on interdependence relationship between business strategy and society but the
integrated relationship between the both. Thus perceiving social responsibility as building shared value rather
than as damage control or as a PR (Public relation) campaign will require dramatically different thinking in
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business (Porter & Kramer, 2006). Porter & Kramer (2006) said that we are convinved, however, that CSR will
become increasingly important to competitive success.
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