2018
DOI: 10.1016/j.jclepro.2017.11.134
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New environmental supplier selection criteria for circular supply chains: Lessons from a consequential LCA study on waste recovery

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Cited by 50 publications
(20 citation statements)
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“…One problem to consider is the inventory-location and routes [62,86], so it would be convenient to consider a smaller number of trips and with shorter routes. The routes for a fleet of vehicles could be optimized with regard to costs and emissions [55].…”
Section: Suppliersmentioning
confidence: 99%
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“…One problem to consider is the inventory-location and routes [62,86], so it would be convenient to consider a smaller number of trips and with shorter routes. The routes for a fleet of vehicles could be optimized with regard to costs and emissions [55].…”
Section: Suppliersmentioning
confidence: 99%
“…New tools can be used for this purpose, such as novel diploid evolutionary algorithm for the truck scheduling problem [3]. The direct impact of both direct transport-transport between the buyer and the first-tier supplier-and indirect transport-transport following the trade operations between different geographical markets-by suppliers in the circular supply chain should be considered in the environmental impact [86]. So, it is recommended to favor local suppliers located in the final markets in order to reduce the costs of indirect transport in the circular supply system [62,86].…”
Section: Suppliersmentioning
confidence: 99%
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“…For example, the results-oriented methods include rating scales, management by objectives, and key performance indicators, whereas behavior-orientated methods include the critical incident technique, behavior observation scales, behaviorally anchored rating scales, and 360 degree feedback. Additionally, performance evaluation methods exist that focus on employees' traits (e.g., a graphic rating scale) [12,13].…”
Section: Performance Evaluation Of Human Resources In Low-carbon Logimentioning
confidence: 99%
“…To cater to the trend of low-carbon development, enterprises should input a large amount of capital. In this regard, enterprises' human resources should take on a global strategic vision in order to convert input into larger output and to form their core competitiveness [12].…”
Section: (3) Global Strategic Visionmentioning
confidence: 99%