Analysis of barriers of sustainable supply chain management in electronics industry: An interpretive structural modelling approach

Menon, Rakesh R.; Ravi, Vadlamani

doi:10.1016/j.clrc.2021.100026

Cited by 46 publications

(48 citation statements)

References 95 publications

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“…Our findings are also highly relevant for future discussions with stakeholders who tend to see SSCM activities as a financial disadvantage for a company, as our results clearly show that the opposite is the case. In a recent study, Menon and Ravi (2021) found that the most significant barriers to the implementation of SSCM activities is the lack of awareness of the benefits, followed by a lack of top management support, and financial constraints. These findings have the consistent support of other researchers who have also studied the barriers of SSCM (Govindan et al , 2021; Oelze, 2017; Tumpa et al , 2019).…”

Section: Implications Limitations and Avenues For Future Researchmentioning

confidence: 99%

Sustainable supply chain management – a key to resilience in the global pandemic

Eggert

Hartmann

2022

SCM

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Purpose The purpose of this paper is to investigate the potential synergy between companies’ sustainable supply chain management (SSCM) activities and their supply chain resilience (SCRES). The authors propose hypotheses about the impact of buying companies SSCM activities on the inflicted damage by unexpected supply chain disruptions and the recovery time afterwards and test these empirically using data from companies during the global COVID-19 pandemic. Design/methodology/approach The authors investigate a sample of 231 of the largest publicly traded companies in the European Union with 4.158 firm-year observations. For the analysis, the authors generate variables capturing the companies’ intensity and years of experience of their SSCM activities targeted at the supply chain and run regression analyses on the inflicted damage due to the COVID-19 pandemic and the recovery time after the disruption. Findings Buying companies’ SSCM activities have a positive effect on their SCRES. The damage inflicted by unexpected supply chain disruptions is lower when companies have higher levels of SSCM and longer experience with it. The recovery time afterwards is significantly reduced by longer experience with SSCM efforts. Research limitations/implications The authors suggest SCRES is reinforced by transparency, situational awareness, social capital and collaboration resulting from companies SSCM activities translate into increased SCRES. Practical implications The authors show that companies with superior SSCM are more resilient in a crisis and conclude that, therefore, companies should invest in SSCM to prevent future supply disruptions. Originality/value To the best of the authors’ knowledge, this is the first empirical study analyzing a data set of multi-industry companies, linking their SSCM activities to SCRES during the pandemic.

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Section: Implications Limitations and Avenues For Future Researchmentioning

confidence: 99%

Sustainable supply chain management – a key to resilience in the global pandemic

Eggert

Hartmann

2022

SCM

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“…To address the problem of environment and sustainability, a certain degree of competence is required to integrate social and environmental practices into the Malaysian automotive industry (Menon & Ravi, 2021). Seminars and campaigns, for example, should be organised to inculcate and instil knowledge pertaining to the subject.…”

Section: Discussionmentioning

confidence: 99%

Prioritisation of barriers for supply chain management implementation in the Malaysian automotive industry

Anis

Islam

Hafit

2022

Prod.

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Paper aims: Several Barriers impede the robust effectiveness of the supply-chain management implementation for the Malaysian automotive industry. The purpose of the present work is to identify these Barriers and prioritize them.Originality:Originality of the present work lies in identifying the Barriers, putting them into categories and subsequently prioritize them by applying a scientific method such as Analytic Hierarchy Process (AHP).ResearchResearch method:This study has identified five main categories of Barriers through literature reviews. Fourteen practitioners who are involved with the automotive industry helped prioritise those Barriers by applying the AHP.Main Main findings: Five main categories of Barriers are found to be technological, organisational, individual, strategic, and cultural barriers. Organisational barrier is the most critical barrier followed by technological and strategic barriers. Implications for theory and practice:This research provides important feedback to the automotive company managers to take appropriate measures to minimise negative impacts of the barriers identified.

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“…Majumdar and Sinha (2019) used ISM to identify the contextual connections among the twelve main barriers to managing the green textile and apparel supply chain in Southeast Asian nations. Menon and Ravi (2021a) used ISM to establish the hierarchical structure and interrelationship among significant barriers preventing the Indian electronics industry from implementing sustainability. They used MICMAC analysis to recognize the driver variables and dependent variables.…”

Section: Interpretive Structural Modeling (Ism)mentioning

confidence: 99%

Identifying and ranking key technological capabilities in supply chain sustainability using ISM approach: case of food industry in Iran

Bagheri

Zomorodi

Rezaeian

2023

Environ Dev Sustain

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The food industry is one of the strategic industries in developing countries, such as Iran and plays a critical role in the economy, food security, and public health. The growing populations can only have food security when the food industry's supply chain is sustainable. Therefore, due to the sustainable food supply chain's great importance, having technological capabilities compared to others is considered a competitive advantage for the companies involved in the food industry, as it can distinguish them as pioneer actors. Although many technologies have been investigated and used in the sustainable supply chain recently, no study has focused on identifying and ranking key technological capabilities related to the food industry in sustainable supply chain management. Also, we have not found any study using the ISM-MICMAC method to identify, rank, and interdependence between key technology capabilities in supply chain sustainability. Accordingly, the present study sought to identify and rank key technological capabilities in the supply chain sustainability of food industry companies. In this study, after reviewing the relevant literature, eleven technological capabilities in supply chain sustainability were identified. Then using experts' opinions and Interpretive Structural Modelling (ISM), interdependence among the technological capabilities ranked. Finally, dependent and independent drivers were presented using the MICMAC analysis. The ISM analysis results indicated that communication and information technology infrastructure was the most significant driver for other technological capabilities in companies' supply chain sustainability. Moreover, logistic optimization is imperative for improving supply chain sustainability performance. Therefore, if logistic optimization is appropriately implemented, it can improve supply chain sustainability. The present study results can increase supply chain productivity and effectiveness in Iranian food industry companies.

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Analysis of barriers of sustainable supply chain management in electronics industry: An interpretive structural modelling approach

Cited by 46 publications

References 95 publications

Sustainable supply chain management – a key to resilience in the global pandemic

Sustainable supply chain management – a key to resilience in the global pandemic

Prioritisation of barriers for supply chain management implementation in the Malaysian automotive industry

Identifying and ranking key technological capabilities in supply chain sustainability using ISM approach: case of food industry in Iran

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