Promoting Sustainable Development through the Enhancement of Local Employment and Supply Chain Opportunities Generated by Energy Companies

Fossgard-Moser, Titus

doi:10.9774/gleaf.3062.2003.au.00009

Cited by 8 publications

(3 citation statements)

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“…Corbett and Kirsch, 2001;Corbett and DeCroix, 2001 Modeling: shared-savings contracts, especially for goods not entering the product, consumed in production. Fossgard-Moser, 2003 Case study: Shell Group; included e.g. cafeteria food.…”

Section: Sourcementioning

confidence: 99%

Sustainable procurement of minor items – exploring limits to sustainability

Haake

Seuring

2009

Sustainable Development

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The field of sustainable supply chain management has seen a rapid expansion of corporate activities as well as academic research over the last few years. This paper points to an obvious shortcoming in the way the topic is being addressed in almost all contributions: major, well known, product related goods and services are almost exclusively targeted, leading to definitions, frameworks and empirical research that fail to include more minor items and related purchasing processes. This has various reasons, but is an inadequate approach when overall impacts along an entire supply chain are considered and the basic tenets of sustainability respected. The paper discusses the reasons for such shortcomings and suggests some measures by which they could be overcome, thereby also stimulating future research. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment.

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Section: Sourcementioning

confidence: 99%

Sustainable procurement of minor items – exploring limits to sustainability

Haake

Seuring

2009

Sustainable Development

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“…A consistent theme in all the reviews is the priority local stakeholders place on the contribution Shell operations make to the local economy; in particular through direct and indirect (i.e. via major contractors) local employment and supply chain opportunities (Fossgard-Moser, 2003). Against this background, it is worth noting that the significant contribution Shell projects often make to the national economy (for example the OLNG project contributes 18 percent of Oman's GDP), and the efforts made by Shell operations to procure products and services nationally are not perceived locally as relevant.…”

Section: Positive Operational Impactsmentioning

confidence: 99%

“…2. Responsibility for the actual delivery of social performance is ultimately a shared responsibility of the management team and is likely to involve, in particular, the HSE, human resources, security, contracting and procurement and external affairs functions (Fossgard-Moser, 2003).…”

Section: Organization and Responsibility For Social Performancementioning

confidence: 99%

Social performance: key lessons from recent experiences within Shell

Fossgard-Moser

2005

Corporate Governance: The International Journal of Business in Society

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PurposeSeeks to summarize the findings of research undertaken by the Shell Group to better understand the business relevance, parameters, status and tools and approaches to manage social performance.Design/methodology/approachThe paper is based on four detailed case studies that combined qualitative and quantitative research methodologies and included distinct operational, business and socio‐economic contexts. The paper seeks to build theory around the concept of social performance.FindingsKey findings include that: there exists a strong business case for social performance; good social performance is fundamentally concerned with the identification and management of core business impacts; social issues can be identified and managed in a systematic manner; and The Shell Group is developing and implementing a range of tools and approaches to assist effective management of social issues.Research limitations/implicationsThe research is based on a limited number of cases from within Shell; further validation of findings could be achieved through similar research in other industrial sectors.Practical implicationsResearch has highlighted the business case for social performance, key “ingredients” of social performance and provides a specific framework and tools for more effective management of social issues.Originality/valueFirst time such research has been undertaken within the Shell Group and perhaps similar companies. Paper should be of potential interest value to practitioners (e.g. social performance and CSR managers), academics, policy makers and non‐governmental organizations.

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Sustainable supply chain management and inter‐organizational resources: a literature review

Gold

Seuring

Beske

2010

Corp Soc Responsibility Env

723

502

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On the basis of a content analysis, this paper explores the role of sustainable supply chain management as a catalyst of generating valuable inter-organizational resources and thus possible sustained inter-fi rm competitive advantage through collaboration on environmental and social issues. Drawing on the resource-based view and its extension, the relational view, this paper highlights that partner-focused supply management capabilities evolve to corporate core competences as competition shifts from an inter-fi rm to an inter-supplychain level. The 'collaborative paradigm' in supply chain management regards strategic collaboration as a crucial source of competitive advantage. Collaboration is even more essential when supply chains aim at ensuring simultaneously economic, environmental and social performance on a product's total life-cycle basis. Inter-fi rm resources and capabilities emerging from supply-chain-wide collaboration are prone to become sources of sustained inter-fi rm competitive advantage, since they are socially complex, causally ambiguous and historically grown and hence particularly diffi cult to imitate by competitors.

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Promoting Sustainable Development through the Enhancement of Local Employment and Supply Chain Opportunities Generated by Energy Companies

Cited by 8 publications

References 0 publications

Sustainable procurement of minor items – exploring limits to sustainability

Sustainable procurement of minor items – exploring limits to sustainability

Social performance: key lessons from recent experiences within Shell

Sustainable supply chain management and inter‐organizational resources: a literature review

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