PurposeThe aim is to contribute significantly to the first wave of empirical investigations related to the impact of green supply chain management (GSCM) practices on performance. The paper also aims to theorize and empirically assess a comprehensive GSCM practices and performance model. The model incorporates green supply chain practices that link manufacturers with supply chain partners (both suppliers and customers) to support environmental sustainability throughout the supply chain.Design/methodology/approachData collected from 159 manufacturing managers were analyzed using a structural equation modeling methodology. Manufacturing managers provide data reflecting the degree to which their organizations work with suppliers and customers to improve environmental sustainability of the supply chain.FindingsGenerally, the adoption of GSCM practices by manufacturing organizations leads to improved environmental performance and economic performance, which, in turn, positively impact operational performance. Operational performance enhances organizational performance.Research limitations/implicationsAs a first wave empirical investigation of the impact of GSCM practices on performance, the study is by necessity exploratory.Practical implicationsPractitioners are provided with a framework for assessing the synergistic impact of GSCM practices on performance. Internal environmental management and green information systems are identified as necessary precursors to the implementation of green purchasing, cooperation with customers, eco‐design, and investment recovery.Originality/valueA comprehensive GSCM practices performance model is proposed and empirically assessed. The results of this investigation support the proposition that GSCM practices are both environmentally necessary and good business. A structured two‐wave approach to the implementation of GSCM practices is recommended.

Purpose The purpose of this paper is to empirically assess the complementary impact of JIT, TQM and green supply chain practices on environmental performance. Design/methodology/approach Data from a sample of 225 US manufacturing managers are analyzed using a PLS-SEM methodology. Findings JIT and TQM are directly and positively associated with green supply chain management practices. JIT, TQM and green supply chain practices are complementary in that combined they provide a greater impact on environmental performance than if implemented individually. Research limitations/implications The sample is limited to US manufacturing managers, with a low response rate. Practical implications Successful implementations of JIT and TQM improvement programs support the implementation of green supply chain management practices leading to improved environmental performance. Social implications The combination of JIT, TQM and green manufacturing practices improves the environment by eliminating all forms of waste and providing customers with eco-friendly products and services. Originality/value This study is one of the first to empirically assess the complementary impact of JIT, TQM and green supply chain practices within the context of environmental sustainability.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to contribute significantly to the first wave of empirical investigations related to the impact of green supply chain management practices on environmental and organizational performance from a manufacturer's perspective within a supply chain context. Design/methodology/approach -An environmental collaboration and monitoring performance model is theorized and assessed following a structural equation methodology. Data were collected from 159 manufacturing managers through an on-line survey. Findings -Environmental collaboration and monitoring practices among supply chain partners are found to lead to improved environmental performance and organizational performance. Research limitations/implications -As a first wave investigation of the impact of green supply chain management practices on performance, the study is somewhat exploratory. Practical implications -Practitioners are provided with a framework for assessing the impact of environmental collaboration and monitoring practices among supply chain partners on environmental performance and organizational performance. The study provides evidence that green supply chain practices lead to improved environmental and organizational performance. Social implications -The results also have important societal implications. While green supply chain management practices enhance the economic sustainability of the firm, they also positively impact society through improvements to the overall environment. Originality/value -The results of this investigation support the proposition that implementation of environmental collaboration and monitoring practices by supply chain partners are both environmentally necessary and good business. The paper provides manufacturing managers with a structured approach to improving both environmental and organizational performance through environmental collaboration and monitoring with customers and suppliers.

Purpose -The purpose of this paper is to investigate the adoption of a market orientation (MO) coupled with implementation of just-in-time ( JIT), total quality management (TQM), and agile improvement programs within manufacturing organizations from a macro perspective using systems theory as the theoretical underpinning. From a systems perspective, this research focuses on MO and its direct relationships with JIT, TQM, and agile manufacturing (AM) and subsequent impact on operational and logistics performance (LP). Design/methodology/approach -Data were collected from 104 manufacturing managers, supervisors, and quality professionals and analyzed using a path analysis methodology. Findings -MO directly and positively impacts JIT, TQM, and AM. JIT positively and directly impacts TQM which in turn positively and directly impacts AM. AM positively and directly impacts both organizational and LP. Research limitations/implications -Although the sample size is large enough to support path analysis, it is not of sufficient size to support structural equation modeling. This limitation precludes assessing the model as a whole. Direct and indirect effects are assessed, however. Practical implications -Practitioners are provided with a framework for assessing the synergistic impact of combining a MO with operations improvement programs on organizational and LP. Originality/value -A systems approach to assessing the impact of a combination of marketing and operations strategies is developed and tested.

PurposeIn 2004 Lee proposed that successful supply chains must be agile, adaptable, and aligned and described those chains as “Triple‐A” supply chains. The purpose of this paper is to theorize a Triple‐A supply chain performance model that incorporates Triple‐A supply chain status as antecedent to supply chain performance and supply chain performance as antecedent to organizational performance.Design/methodology/approachUsing data from a national sample of 132 supply chain professionals collected in partnership with APICS, the authors develop scales based on descriptive items listed by Lee for the Triple‐A supply chain strategy dimensions of agility, adaptability, and alignment and assess the complete model using a structural equation methodology.FindingsResults indicate that Triple‐A supply chain strategy positively impacts supply chain performance and that, in turn, supply chain performance positively impacts organizational performance. Supply chain performance is more strongly related to the marketing performance than to the financial performance of the organization. Additionally, marketing performance positively impacts financial performance.Research limitations/implicationsThe major limitation is that only one person in each organization was surveyed with regards to both organizational and supply chain performance. Future research can be aimed at multiple respondents per organization.Practical implicationsBased on the results of this study, the authors argue that organizational success depends on the agility, adaptability, and alignment of supply chains.Originality/valueThis is the first research which has empirically tested Lee's suggestions; his propositions were based on his extensive supply chain research and experience and reported in the Harvard Business Review. The paper's findings are valuable to both practitioners and academic researchers.