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Journal articles on the topic 'TAC Supply Chain Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Collins, John, Wolfgang Ketter, and Norman Sadeh. "Pushing the Limits of Rational Agents: The Trading Agent Competition for Supply Chain Management." AI Magazine 31, no. 2 (June 28, 2010): 63. http://dx.doi.org/10.1609/aimag.v31i2.2287.

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Over the years, competitions have been important catalysts for progress in Artificial Intelligence. We describe one such competition, the Trading Agent Competition for Supply Chain Management (TAC SCM). We discuss its significance in the context of today’s global market economy as well as AI research, the ways in which it breaks away from limiting assumptions made in prior work, and some of the advances it has engendered over the past six years. TAC SCM requires autonomous supply chain entities, modeled as agents, to coordinate their internal operations while concurrently trading in multiple dynamic and highly competitive markets. Since its introduction in 2003, the competition has attracted over 150 entries and brought together researchers from AI and beyond in the form of 75 competing teams from 25 different countries.

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2

Nabchid, Chadarporn, Jetrumpa Pomtasan, and Kanjanaporn Ninchinda. "Tomato Supply Chain and Logistics Management of an Economic Crop in Tai Ngoi Community." International Journal of Psychosocial Rehabilitation 24, no. 04 (February 28, 2020): 516–24. http://dx.doi.org/10.37200/ijpr/v24i4/pr201030.

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3

Mukhamedjanova, Kamola Akramovna. "GENESIS OF THE CONCEPT OF SUPPLY CHAIN MANAGEMENT." Theoretical & Applied Science 67, no. 11 (November 30, 2018): 246–50. http://dx.doi.org/10.15863/tas.2018.11.67.40.

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4

Kwon,Hae-Ik. "The Effect of Triple A Supply Chain Management and Innovation Capabilities on Operations Performance." Tax Accounting Research ll, no. 38 (December 2013): 1–18. http://dx.doi.org/10.35349/tar.2013..38.001.

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5

Ciptono, Wakhid Slamet. "A SEQUENTIAL MODEL OF INNOVATION STRATEGY—COMPANY NON-FINANCIAL PERFORMANCE LINKS." Gadjah Mada International Journal of Business 8, no. 2 (May 12, 2006): 137. http://dx.doi.org/10.22146/gamaijb.5617.

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This study extends the prior research (Zahra and Das 1993) by examining the association between a company’s innovation strategy and its non-financial performance in the upstream and downstream strategic business units (SBUs) of oil and gas companies. The sequential model suggests a causal sequence among six dimensions of innovation strategy (leadership orientation, process innovation, product/service innovation, external innovation source, internal innovation source, and investment) that may lead to higher company non-financial performance (productivity and operational reliability). The study distributed a questionnaire (by mail, e-mailed web system, and focus group discussion) to three levels of managers (top, middle, and first-line) of 49 oil and gas companies with 140 SBUs in Indonesia. These qualified samples fell into 47 upstream (supply-chain) companies with 132 SBUs, and 2 downstream (demand-chain) companies with 8 SBUs. A total of 1,332 individual usable questionnaires were returned thus qualified for analysis, representing an effective response rate of 50.19 percent. The researcher conducts structural equation modeling (SEM) and hierarchical multiple regression analysis to assess the goodness-of-fit between the research models and the sample data and to test whether innovation strategy mediates the impact of leadership orientation on company non-financial performance. SEM reveals that the models have met goodness-of-fit criteria, thus the interpretation of the sequential models fits with the data. The results of SEM and hierarchical multiple regression: (1) support the importance of innovation strategy as a determinant of company non-financial performance, (2) suggest that the sequential model is appropriate for examining the relationships between six dimensions of innovation strategy and company non-financial performance, and (3) show that the sequential model provides additional insights into the indirect contribution of the individual dimensions of innovation strategy (partially mediators) to company non-financial performance —productivity or operational reliability. The findings provide empirical evidence extending the previous model of Zahra and Das. These findings also provide a basis for useful recommendations to upstream and downstream SBU managers attempting to implement a sequential model of innovation strategy —company non-financial performance links. This study shows that upstream SBUs rely on external innovation sources. They will acquire innovation policies through business partnership development (such as Joint Operation Body for Enhanced Oil Recovery or JOB-EOR, Joint Operation Body for Production Sharing Contract or JOB-PSC); licensing agreements (Technical Assistance Contract or TAC, Consortium Cooperation System); or acquisition with other firms (Joint Operating Contract or JOC). In contrast, downstream SBUs emphasize on generating internal innovation sources to develop their own in-house R&D efforts. The downstream SBUs should make extensive policies of internal innovation sources in their attempts to control the distribution of oil-based fuel and transmission of natural gas for domestic and international markets effectively. Both policies would enhance understanding and ultimately contribute to the improvement of company financial performance —sales, net profit margin, return on assets.

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6

Wood Jr., Thomaz, and Paulo Knörich Zuffo. "Supply chain management." Revista de Administração de Empresas 38, no. 3 (September 1998): 55–63. http://dx.doi.org/10.1590/s0034-75901998000300007.

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Nos últimos anos, a economia mundial e a economia brasileira têm sofrido mudanças importantes. Fusões, aquisições e alianças estratégicas têm se multiplicado. Parte considerável destas mudanças relaciona-se com profundas alterações nos sistemas de valores de todos os segmentos industriais. A busca da competitividade relaciona-se cada vez mais com a busca do ótimo sistêmico além das fronteiras da empresa. Neste contexto, a administração logística ganha nova dimensão, envolvendo a integração de todas as atividades ao longo da cadeia de valores e do sistema de valores, das matérias-primas ao cliente final. O objetivo deste trabalho é (re)situar a administração logística no contexto de mudanças, enfatizando a metodologia da gestão da cadeia de demanda (supply chain management).

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7

Brito, Eliane Pereira Zamith. "Supply chain management." Revista de Administração de Empresas 42, no. 1 (March 2002): 101. http://dx.doi.org/10.1590/s0034-75902002000100013.

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8

Bullinger, Hans-Jörg, and Michael Kühner. "Supply Chain Management." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 97, no. 5 (May 29, 2002): 254–58. http://dx.doi.org/10.3139/104.100540.

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9

Alvarado, Ursula Y., and Herbert Kotzab. "Supply Chain Management." Industrial Marketing Management 30, no. 2 (February 2001): 183–98. http://dx.doi.org/10.1016/s0019-8501(00)00142-5.

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10

Fabbe-Costes, Nathalie, Laurent Livolsi, and Sabine Sépari. "Supply chain management." Revue Française de Gestion 44, no. 277 (November 2018): 13–24. http://dx.doi.org/10.3166/rfg.2019.00310.

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11

Moore, Nigel. "Supply chain management." Work Study 47, no. 5 (September 1998): 172–74. http://dx.doi.org/10.1108/00438029810370500.

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12

Manjunatha, K. "Supply Chain Management:." Vikalpa: The Journal for Decision Makers 32, no. 1 (January 2007): 163–73. http://dx.doi.org/10.1177/0256090920070112.

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13

Livato, Marcos, and Gideon Carvalho de Benedicto. "Uma proposta de reestruturação dos canais de distribuição como vantagem competitiva no varejo de alimentos." Revista de Administração da UFSM 3, no. 3 (January 27, 2011): 361–74. http://dx.doi.org/10.5902/198346592504.

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The new "molds" of competitiveness have suggested that the attentions should be focused on an efficient management of the supply chain in the supermarket departments, starting from the producer until the end user of the products, reducing the operational costs. It's known that the elimination of some of these stages of intermediation of the ways of distribution can represent to the small and mediums retailers an important competitive advantage, with the elimination of the additional costs charged by the intermediaries. The objective of this work is to propose a model of restructuring of the ways of distribution in the brazilian retail of food through of the strategy, inducing the elimination of the intermediaries. The search of the bibliography was used like basement to the definition of the methodology of this search, that was realized through of an observational study realized with nineteen Central Business Supermarket s in the state of São Paulo. To do the collection of the datas was prepared a questionary with specific questions. After the collection of the datas and tab, were used techniques quantitive of analysis of datas through of SAS system. The study intends to discuss the proposal of the cooperation's networks like a strategic alternative, with the possibility of elimination of some phases of intermediation of the distribuition's ways.

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14

Biedermann, Lukas, and Herbert Kotzab. "Supply Chain Risk Management und Supply Chain Resilienz." WiSt - Wirtschaftswissenschaftliches Studium 50, no. 4 (2021): 4–12. http://dx.doi.org/10.15358/0340-1650-2021-4-4.

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Die Lieferketten und -prozesse vieler Unternehmen sind vor dem Hintergrund planbarer Verläufe auf der Grundlage geringer Supply Chain Volatilität gestaltet worden. Zunehmende Volatilität erfordert aber eine dynamische Betrachtung potentieller Risikoquellen, um die Verletzlichkeit von Lieferketten gegenüber Störereignissen zu reduzieren. Der vorliegende Beitrag zeigt dazu wie das Supply Chain Risiko Management dazu eingesetzt werden kann und welche Supply Chain Resilienz Erfolgsfaktoren den ursprünglichen Zustand der Lieferkette wiederherstellen bzw. verbessern.

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15

Kiekintveld, Christopher, Michael P. Wellman, Satinder Singh, and Vishal Soni. "Value-driven procurement in the TAC supply chain game." ACM SIGecom Exchanges 4, no. 3 (February 2004): 9–18. http://dx.doi.org/10.1145/1120701.1120704.

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16

Wynne-Powell, I. "Partnership in supply [supply chain management]." Manufacturing Engineer 83, no. 2 (April 1, 2004): 34–37. http://dx.doi.org/10.1049/me:20040206.

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17

AGUS, Arawati. "SUPPLY CHAIN MANAGEMENT, SUPPLY CHAIN FLEXIBILITY AND BUSINESS PERFORMANCE." Journal of Global Strategic Management 1, no. 5 (June 15, 2011): 134. http://dx.doi.org/10.20460/jgsm.2011515818.

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18

Helms, Marilyn M., Lawrence P. Ettkin, and Sharon Chapman. "Supply chain forecasting – Collaborative forecasting supports supply chain management." Business Process Management Journal 6, no. 5 (December 2000): 392–407. http://dx.doi.org/10.1108/14637150010352408.

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19

Peck, H. "Reconciling supply chain vulnerability, risk and supply chain management." International Journal of Logistics Research and Applications 9, no. 2 (June 2006): 127–42. http://dx.doi.org/10.1080/13675560600673578.

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20

Gupta, Sumeet, Mark Goh, Robert De-Souza, Fanwen Meng, and Miti Garg. "Supply Chain Risk Management." International Journal of Information Systems and Supply Chain Management 7, no. 2 (April 2014): 80–101. http://dx.doi.org/10.4018/ijisscm.2014040105.

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Increasing globalization of the supply chains is making them increasingly vulnerable to various supply chain risks. Effective management of these risks is essential to prevent minor as well as major risks that may occur in day-to-day operations of the firm. In this paper an attempt is made to bring out a schema for analyzing supply chain risks faced by the firm and develop a risk management action framework that would serve as a guide for practitioners to identify the level at which their firms are operating and the strategies they need to employ to combat or prevent supply chain risks. The data is collected by means of an online as well as an event survey from logistics managers of various supply chain firms. Indeed Singaporean firms need to properly document these supply chain risks. Moreover, there are gaps in specific areas where Singaporean firms can improve themselves and thus become globally effective corporations.

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21

Gupta, Sumeet, Mark Goh, Robert De-Souza, Fanwen Meng, and Miti Garg. "Supply Chain Risk Management." International Journal of Information Systems and Supply Chain Management 7, no. 3 (July 2014): 1–23. http://dx.doi.org/10.4018/ijisscm.2014070101.

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Increasing globalization of the supply chains is making them increasingly vulnerable to various supply chain risks. Effective management of these risks is essential to prevent minor as well as major risks that may occur in day-to-day operations of the firm. In this paper an attempt is made to bring out a schema for analyzing supply chain risks faced by the firm and develop a risk management action framework that would serve as a guide for practitioners to identify the level at which their firms are operating and the strategies they need to employ to combat or prevent supply chain risks. The data is collected by means of an online as well as an event survey from logistics managers of various supply chain firms. Indeed Singaporean firms need to properly document these supply chain risks. Moreover, there are gaps in specific areas where Singaporean firms can improve themselves and thus become globally effective corporations.

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22

Abidi, Naseem, Asit Bandyopadhayay, and Vishal Gupta. "Sustainable Supply Chain Management." International Journal of Information Systems and Supply Chain Management 10, no. 1 (January 2017): 29–52. http://dx.doi.org/10.4018/ijisscm.2017010103.

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In the current business environment firms have started conceding pressure from the government, international agencies and not-for-profit organizations to make their business activities more responsible towards environment as well as society. Their supply chain management has also imbibed environmental and social concern to its reincarnation as Sustainable Supply Chain Management (SSCM). This paper with help of integrative literature review, experience survey and case study method, develops a three dimensional SSCM framework and its performance metric for Indian IT product industry. This framework suggests Supply Chain (SC) actors on X-axis, Management/Economic (M) on Y-axis and Sustainability (S) on Z-axis. The three levels of Y progresses from operational to tactical and then strategic, whereas Z axis levels are innovation, environment and social. The framework identifies sub-dimensions of sustainability and their connectivity with supply chain process. This research also identifies and proposes the Management and Sustainability performance metric for suggested framework. This framework will help IT product companies to (re)design their SC and develop performance measures on identified metrics.

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23

Raghunath, K. Madhu Kishore, and S. Lakshmi Tulasi Devi. "Supply Chain Risk Management." International Journal of Information Systems and Supply Chain Management 11, no. 3 (July 2018): 87–104. http://dx.doi.org/10.4018/ijisscm.2018070105.

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This article describes how as mankind has been ever-evolving, so are their needs, growing in leaps and bounds. Risk management in supply chains have become a prerequisite as it involves a series of steps like procuring, processing, and distribution, where risk has to be managed. Given the advent of technology and transformation of supply chain management from traditional to modern methods, a lot has changed, and of course with ever-evolving technology, the organisations have become adept at handling risks associated with many factors within the organisation and outside the organisation. In this article, the authors will analyse the percentage impact of external and internal supply chain risk factors on various supply chain decisions, and also project various tools available to mitigate Supply chain risks.

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24

Anilkumar E.N. and Sridharan R. "Sustainable Supply Chain Management." International Journal of System Dynamics Applications 8, no. 3 (July 2019): 15–52. http://dx.doi.org/10.4018/ijsda.2019070102.

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Sustainability, the simultaneous management of economic, environmental and social dimensions in a supply chain is a challenging research area in supply chain management. Researchers have adopted different techniques to integrate the three components of sustainability. But the relationship between different sustainability initiatives and the performance outcomes are still to be analyzed systematically. In the present study, the review of various works published in sustainable supply chain management domain is carried out with a hybrid method of meta-analysis and content analysis. The research papers were selected based on different theories of sustainable development. The theories considered in the present study are the following; theory of population ecology, resource-based view theory, natural resource-based view theory, resource dependence theory, stakeholder theory, and transaction cost economics theory. The developments in the sustainable supply chain management area and the methodologies used for modelling and analysis are reviewed using this hybrid method by carefully analyzing the literature published during the period 2005-2017. This review will enable researchers in identifying the potential areas for research on sustainable supply chain management.

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25

Jaggernath, Runala, and Zaffar Khan. "Green supply chain management." World Journal of Entrepreneurship, Management and Sustainable Development 11, no. 1 (March 9, 2015): 37–47. http://dx.doi.org/10.1108/wjemsd-06-2014-0018.

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Purpose – Misconception of issues surrounding green supply chain management (GSCM), as well as a paucity of relevant information on the tangible benefits of GSCM practices in organizations was justification for this literature review. The paper aims to discuss this issue. Design/methodology/approach – The study has been conducted by analyzing and critiquing secondary data obtained from numerous sources of similar subject. The research topic has been examined in detail. Findings – The outcomes provide an overview of what GSCM practices entail, strategies successful companies have used to incorporate GSCM practices within their organizations and its impact on the industry. Research limitations/implications – The research conducted in this study is limited to one country, i.e. Canada, and as such further research should be carried out by incorporating a larger array of participants so as to obtain a more generalized conclusion. Practical implications – The study contributes to an understanding of the importance of GSCM practices on not only the economic success of a business, but the positive effects on the environment. The results will help in the reduction in emissions of carbon dioxide and other green house gases, thus impacting on climate change. Originality/value – Despite increasing awareness, the implementation of GSCM techniques continue to be deterred by lack of government initiatives and commitment of companies involved in the supply chain. Unless it is given precedence, the benefits of GSCM will continue to elude us. This study provides an opportunity to study a model which has met with critical success, rejuvenate it and consequently mandate its adoption in efforts to attain sustainability.

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26

Vanany, Iwan, Suhaiza Zailani, and Nyoman Pujawan. "Supply Chain Risk Management." International Journal of Information Systems and Supply Chain Management 2, no. 1 (January 2009): 16–33. http://dx.doi.org/10.4018/jisscm.2009010102.

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27

Ito, Munehiko, and Masayasu Nagashima. "Global Supply Chain Management." Journal of Marketing & Distribution 12, no. 1 (2009): 1_33–1_48. http://dx.doi.org/10.5844/jsmd.12.1_33.

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28

Küster, Daniel. "Lean Supply Chain Management." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 108, no. 6 (June 28, 2013): 415–20. http://dx.doi.org/10.3139/104.110950.

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29

Pause, Daniel, David Holtkemper, Andreas Kraut, Svenja Marek, Jokim Janßen, Maria Linnartz, and Sebastian Schmitz. "Supply-Chain-Management 4.0." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 115, no. 5 (May 28, 2020): 318–20. http://dx.doi.org/10.3139/104.112292.

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30

Jahns, Christopher, and Roger Moser. "Globales Supply Chain Management." WiSt - Wirtschaftswissenschaftliches Studium 37, no. 11 (2008): 574–77. http://dx.doi.org/10.15358/0340-1650-2008-11-574.

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31

Heusler, Klaus Felix, Wolfgang Stölzle, and Harald Bachmann. "Supply Chain Event Management." WiSt - Wirtschaftswissenschaftliches Studium 35, no. 1 (2006): 19–24. http://dx.doi.org/10.15358/0340-1650-2006-1-19.

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32

Piplani, Rajesh, Nyoman Pujawan, and Saibal Ray. "Sustainable supply chain management." International Journal of Production Economics 111, no. 2 (February 2008): 193–94. http://dx.doi.org/10.1016/j.ijpe.2007.05.001.

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33

Wallace, Stein W., and Tsan-Ming Choi. "Robust supply chain management." International Journal of Production Economics 134, no. 2 (December 2011): 283. http://dx.doi.org/10.1016/j.ijpe.2011.07.017.

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34

Tang, Ou, Hiroaki Matsukawa, and Kenichi Nakashima. "Supply chain risk management." International Journal of Production Economics 139, no. 1 (September 2012): 1–2. http://dx.doi.org/10.1016/j.ijpe.2012.06.015.

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35

Gunasekaran, A., and E. W. T. Ngai. "Virtual supply-chain management." Production Planning & Control 15, no. 6 (September 2004): 584–95. http://dx.doi.org/10.1080/09537280412331283955.

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36

Bessant, John. "Supply chain management workbook." Technovation 22, no. 9 (September 2002): 593. http://dx.doi.org/10.1016/s0166-4972(01)00102-x.

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37

Govindan, Kannan, and T. C. Edwin Cheng. "Environmental supply chain management." Resources, Conservation and Recycling 55, no. 6 (April 2011): 557–58. http://dx.doi.org/10.1016/j.resconrec.2011.04.006.

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38

Kadipasaoglu, Sukran, Jennifer Captain, and Mark James. "Polymer supply chain management." International Journal of Logistics Systems and Management 4, no. 2 (2008): 233. http://dx.doi.org/10.1504/ijlsm.2008.016573.

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39

Mellat‐Parast, Mahour. "Supply chain quality management." International Journal of Quality & Reliability Management 30, no. 5 (May 17, 2013): 511–29. http://dx.doi.org/10.1108/02656711311315495.

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40

Drohomeretski, Everton, Sergio Gouvea da Costa, and Edson Pinheiro de Lima. "Green supply chain management." Journal of Manufacturing Technology Management 25, no. 8 (September 30, 2014): 1105–34. http://dx.doi.org/10.1108/jmtm-06-2014-0084.

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Purpose – The purpose of this paper is to identify the main motivating factors and difficulties in implementing GSCM; and to describe and explain how GSCM is being adopted in the Brazilian automotive industry. Design/methodology/approach – To meet the proposed objectives three case studies will be carried out in a Brazilian automotive industry, performing a total of 13 interviews, based on a research protocol. As the data collection instrument, a semi-structured interview was used based on a pre-established script, direct observation and documents from the organization researched. For the analysis of the results, the content analysis method was used, applying a triangle analysis to the research data with the patterns presented in the theoretical reference. Findings – The paper orients the companies in the automotive sector to adopt GSCM practices and principally that internal actions of automakers can be transferred throughout the supply chain. Practical implications – Contributes in a more practical so that companies evaluate the level of application of their GSCM practices such that they may take more corrective actions to increase the level of GSCM practices. Originality/value – Proposition of one classification system to identify the level of adoption of GSCM practices.

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41

Lee, Thomas Yew Sing. "Supply Chain Risk Management." International Journal of Information and Decision Sciences 1, no. 1 (2008): 98. http://dx.doi.org/10.1504/ijids.2008.020050.

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42

Harvey, Michael G., and R. Glenn Richey. "Global supply chain management." Journal of International Management 7, no. 2 (June 2001): 105–28. http://dx.doi.org/10.1016/s1075-4253(01)00040-0.

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43

Tseng, MingLang, Ming Lim, and Wai Peng Wong. "Sustainable supply chain management." Industrial Management & Data Systems 115, no. 3 (April 13, 2015): 436–61. http://dx.doi.org/10.1108/imds-10-2014-0319.

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Purpose – Assessing a measure of sustainable supply chain management (SSCM) performance is currently a key challenge. The literature on SSCM is very limited and performance measures need to have a systematic framework. The recently developed balanced scorecard (BSC) is a measurement system that requires a balanced set of financial and non-financial measures. The purpose of this paper is to evaluate the SSCM performance based on four aspects i.e. sustainability, internal operations, learning and growth, and stakeholder. Design/methodology/approach – This paper developed a BSC hierarchical network for SSCM in a close-loop hierarchical structure. A generalized quantitative evaluation model based on the Fuzzy Delphi Method (FDM) and Analytical Network Process (ANP) were then used to consider both the interdependence among measures and the fuzziness of subjective measures in SSCM. Findings – The results of this study indicate that the top-ranking aspect to consider is that of stakeholders, and the top five criteria are green design, corporate sustainability, strategic planning for environmental management, supplier cost-saving initiatives and market share. Originality/value – The main contributions of this study are twofold. First, this paper provides valuable support for supply chain stakeholders regarding the nature of network hierarchical relations with qualitative and quantitative scales. Second, this paper improves practical performance and enhances management effectiveness for SSCM.

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44

Luthra, Sunil, Dixit Garg, and Abid Haleem. "Green supply chain management." Journal of Advances in Management Research 11, no. 1 (April 29, 2014): 20–46. http://dx.doi.org/10.1108/jamr-07-2012-0027.

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Purpose – The purpose of this paper is to introduce and provide an overview of the various issues related to Green Supply Chain Management (GSCM) and suggest further scope and direction of research in this emerging field. Design/methodology/approach – The work relies on experiences, case studies and other literature related to GSCM. Literature has been segregated to understand various GSCM issues. A detailed review is used to sort out the literature and develop the research direction of the study. The review is focussed on development of GSCM including all those researchers which is relevant to environmental and social sustainability toward operation management and the supply chain. A literature review seems to be a valid approach, as a necessary step in structuring a research field. Findings – The objectives of this paper are to identify major research work conducted on GSCM and to classify them to identify gaps in literature and opportunities for future research. The paper has provided an integrative framework for study, design, implementation and GSCM performance. The findings also identify a number of issues that need to be addressed. Research limitations/implications – Implication of the work is that the knowledge of the research gap can be used to focus efforts on key areas so as to ensure speedy and comprehensive implementation of GSCM practices. Practical implications – The paper may prove to be a very useful source of information to practitioners and regulators in their green practices implementation programs. Originality/value – This paper provides some of the very first insights into development of GSCM theories. The methodological review will provide better understanding of the current state of research in the discipline.

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45

Glohr, Carsten. "Supply Chain Performance Management." Controlling 15, no. 11 (2003): 615–22. http://dx.doi.org/10.15358/0935-0381-2003-11-615.

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46

Beniušienė, Ineta, and Aida Jankauskienė. "Green supply chain management." Management Theory and Studies for Rural Business and Infrastructure Development 39, no. 4 (December 27, 2017): 399–408. http://dx.doi.org/10.15544/mts.2017.27.

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A relevant and practical research object is analyzed in the article – green supply chain management measures’ application realization. Despite the multiple theoretical and empirical research executed, there is still lack of Siauliai regional outlook of the studies revealing the advantages and disadvantages for applying the methods of green logistics. The purpose of the article is identifying the management tools of the green supply chain in the functional stages of the supply chain, to determine their expression and obstacles in implementing these measures in the enterprises of the Siauliai region. To achieve the green supply chain management measures’ application realization and problems in Siauliai region’s companies, scientific literature analysis and a survey (n = 275) were conducted in regional companies. Research has revealed that most of Siauliai region’s companies apply the green measures in manufacturing and service, while the most problematic area is utilization. Siauliai district’s production companies prioritize the green supply chain management measures more than trading and service companies.

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47

Khan, Mohammad Zubair, Omar Al-Mushayt, Jahangir Alam, and Jorair Ahmad. "Intelligent Supply Chain Management." Journal of Software Engineering and Applications 03, no. 04 (2010): 404–8. http://dx.doi.org/10.4236/jsea.2010.34045.

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48

Attaran, Mohsen, and Sharmin Attaran. "Collaborative supply chain management." Business Process Management Journal 13, no. 3 (June 12, 2007): 390–404. http://dx.doi.org/10.1108/14637150710752308.

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49

Panigrahi, Swayam Sampurna, Bikram Bahinipati, and Vipul Jain. "Sustainable supply chain management." Management of Environmental Quality: An International Journal 30, no. 5 (August 5, 2019): 1001–49. http://dx.doi.org/10.1108/meq-01-2018-0003.

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Purpose The business enterprises are increasingly focusing on buying and supplying of products and services in a manner to reduce the adverse impacts on the environment, society, and economy. In view of the above, the concept of sustainable supply chain management (SSCM) has received attention of the industry and academia due to its importance on environmental, social and corporate responsibility through economic performance. The paper aims to discuss these issues. Design/methodology/approach The structured literature review attempts to map the various theories in the SSCM literature from the perspectives of economic performance, environmental dimensions, and social values and ethics. Findings As supply management is vital for enhancing organizational competitiveness, the present work attempts to investigate the theoretical perspectives in SSCM to develop an understanding of the current research activities and future potentials. Practical implications This work aims to gain a number of valid insights for the practitioners and the researchers. It also focuses on the perspectives of governance mechanisms for successful implementation SSCM practices in the business enterprises. Originality/value As the theory building initiatives with implications on the conceptualization of SSCM is limited in literature, this work has also been able to identify the trends and relevant research gaps to define the potential areas for future research.

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50

Cosimato, Silvia, and Orlando Troisi. "Green supply chain management." TQM Journal 27, no. 2 (March 9, 2015): 256–76. http://dx.doi.org/10.1108/tqm-01-2015-0007.

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Purpose – Globalization has led worldwide organizations to balance their economic and environmental performances in order to achieve a concrete sustainable development. In an environmental centered world, logistics is called to put into action advanced programs based on technological and organizational improvement, in order to gain or maintain a concrete competitive advantage. The purpose of this paper is to investigate how logistics organizations try to face the recent ecological challenges and the role that the emergent green technologies play in making them finally “green” and competitive. Design/methodology/approach – Green supply chain management (GSCM) practices have been investigated to better understand their influence on economic performance and corporate competitiveness. After providing a background discussion on Green Logistics and GSCM, the authors have also identified specific research questions that are worthy of investigation, also thorough the DHL case study. The case study analysis has been conducted according to a specific conceptual model (Rao and Holt, 2005), which allows a deeper understanding of literature review results. Findings – The present paper offers some insights on innovation influence on supply chain management (SCM) greenness, a process oriented to a sustainable and environmental-friendly approach to management of supply chain. According to DHL case study evidence, in logistics innovation, often based on emerging green technologies, is strictly related to the development of a much more sustainable and environment-friendly approach to SCM, based on reduction of core activities’ ecological impact, cost saving, quality, reliability, performance and energy efficiency. In this context, the respect of environmental regulations is fundamental to achieve not only a reduction of ecological damage, but also to overall economic profit. Research limitations/implications – There is a concrete need of further research to better understand the potential link between GSCM, green innovation and logistic organizations competitiveness. In fact, this research area still represents a source of interesting challenges for practitioners, academicians and researchers. Concluding, the research findings cannot be generalized to all logistic organizations, even if DHL is on of the most important and globalized logistic companies. Future researches should empirically test the achieved results also through comparative studies based on a large sample. Originality/value – The suggestion of literature review and the result of case study analysis represent a first attempt to better understand the real and potential influence of GSCM on corporate image and competitiveness. In fact, the present investigation has pointed out that logistic organization can achieve environmental goals and acquire a better positioning than their competitors also cooperating with stakeholders. Therefore, it is necessary that organizations contribute to make them able to participate in corporate activities and develop a concrete environmental-friendly orientation, based on the respect of market’s requests and environmental regulations in order to get their corporate reputation strong than ever.

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