Integrated green supply chain management and operational performance

Abstract

Purpose – The purpose of this paper is to extend previous green supply chain management (GSCM) research by developing and empirically testing a conceptual framework that investigates the relationships between three dimensions of integrated green supply chain management (iGSCM) and multiple dimensions of operational performance. Design/methodology/approach – The study is based on survey data collected from 126 automotive manufacturers in China. The relationships between theoretical constructs are analysed using structural equation modelling. Findings – This study generates important findings of the significant and positive relationships between iGSCM (internal GSCM, GSCM with customers and GSCM with suppliers) and operational performance in terms of flexibility, delivery, quality and cost. Practical implications – It is important for managers to simultaneously consider internal GSCM and GSCM with customers and suppliers when implementing environmental sustainability in the supply chains. Overlooking either internal GSCM or external GSCM may hinder their efforts to improve operational performance. Originality/value – This study contributes to the literature by defining iGSCM that combines three main dimensions, namely, internal GSCM, GSCM with customers and GSCM with suppliers, and empirically testing its impact on multiple operational performance dimensions.

The Moderating Role of Advance Manufacturing Technology (AMT) on the Relationship between LARG- Supply Chain and Supply Chain Performance

“…GSCM/PMS may comprise determining increases in waste elimination, recovery, recycling, and cost containment, as well as eliminating of additional dealing with time (comprising energy with raw materials). Yu, et al (2014) identified the relationship between green SCM and the dimensions of operational performance, and determined the measurements of SC performance. Mutingi, et al (2014) regard green SC as vital in improving the performance management system.…”

Environmental and Social Impact Free Stance and Consequences on the Operational Performance

“…The findings of [53] further express that it is vital to consider supply-side and demand-side sustainabilityrelated collaboration as this could correspond to superior market and sustainability performance. From the inbound point of view, greening SCs could bring numerous benefits to a company such as cost reduction, and integrating suppliers in a participative decision making process could endorse environmental innovation [18]. Undoubtedly, upstream suppliers are instrumental in complementing SMCs of their downstream partners by providing sustainable inputs and facilitating prevention processes.…”

“…A remarkable progress has been made in the buyer-supplier relationship studies over the past decades. Further, despite some notable exceptions of green SCM [20,21,18], the development of SSCM literature has rather focused on a single entity than looking at the entire chain [22]. Previous studies called for more empirical studies to develop a better understanding of the capabilities of the first and second level suppliers.…”

“…Cross-functional integration within a company and integration with upstream suppliers on implementing environmental management practices is required [18]. Nonetheless, many upstream suppliers encounter difficulties meeting the environmental and social standards of the buying firms due to limited financial funds, lack of human resource expertise and acting on relevant information [17].…”

The Influence of Green External Integration on Firm Performance: Does Firm Size Matter?

“…By implementing green customer and supplier integration, supply chain partners can work to solve environmental problems jointly [19][20][21]. They can combine external resources and internal resource endowments to generate benefits [1, 9,22].…”