green supply chain management
TRANSCRIPT
Journal of Manufacturing Technology ManagementGreen supply chain management: Drivers, barriers and practices within the Brazilianautomotive industryEverton Drohomeretski Sergio Gouvea da Costa Edson Pinheiro de Lima
Article information:To cite this document:Everton Drohomeretski Sergio Gouvea da Costa Edson Pinheiro de Lima , (2014),"Green supply chainmanagement", Journal of Manufacturing Technology Management, Vol. 25 Iss 8 pp. 1105 - 1134Permanent link to this document:http://dx.doi.org/10.1108/JMTM-06-2014-0084
Downloaded on: 10 October 2014, At: 05:37 (PT)References: this document contains references to 56 other documents.To copy this document: [email protected] fulltext of this document has been downloaded 32 times since 2014*
Users who downloaded this article also downloaded:Wantao Yu, Roberto Chavez, Mengying Feng, Frank Wiengarten, Beverly Wagner, (2014),"Integrated greensupply chain management and operational performance", Supply Chain Management: An InternationalJournal, Vol. 19 Iss 5/6 pp. -Kenneth W. Green, Pamela J. Zelbst, Jeramy Meacham, Vikram S. Bhadauria, (2012),"Green supply chainmanagement practices: impact on performance", Supply Chain Management: An International Journal, Vol.17 Iss 3 pp. 290-305Fan#Hua Kung, Cheng#Li Huang, Chia#Ling Cheng, (2012),"Assessing the green value chain to improveenvironmental performance: Evidence from Taiwan's manufacturing industry", International Journal ofDevelopment Issues, Vol. 11 Iss 2 pp. 111-128
Access to this document was granted through an Emerald subscription provided by 376230 []
For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald forAuthors service information about how to choose which publication to write for and submission guidelinesare available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The companymanages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well asproviding an extensive range of online products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committeeon Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archivepreservation.
*Related content and download information correct at time of download.
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
Green supply chain managementDrivers, barriers and practices within the
Brazilian automotive industryEverton Drohomeretski
Industrial and Systems Engineering, Pontifical Catholic University of Parana,Curitiba, Parana, Brazil and FAE University Center,
Curitiba, Parana, Brazil, and
Sergio Gouvea da Costa and Edson Pinheiro de LimaIndustrial and Systems Engineering, Pontifical Catholic University of Parana,
Curitiba, Parana, Brazil and Federal University of Technology – Parana,Curitiba, Parana, Brazil
Abstract
Purpose – The purpose of this paper is to identify the main motivating factors and difficulties inimplementing GSCM; and to describe and explain how GSCM is being adopted in the Brazilianautomotive industry.Design/methodology/approach – To meet the proposed objectives three case studies will becarried out in a Brazilian automotive industry, performing a total of 13 interviews, based on a researchprotocol. As the data collection instrument, a semi-structured interview was used based on apre-established script, direct observation and documents from the organization researched. Forthe analysis of the results, the content analysis method was used, applying a triangle analysis to theresearch data with the patterns presented in the theoretical reference.Findings – The paper orients the companies in the automotive sector to adopt GSCM practices andprincipally 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 ofapplication of their GSCM practices such that they may take more corrective actions to increase thelevel of GSCM practices.Originality/value – Proposition of one classification system to identify the level of adoption of GSCMpractices.
Keywords Case studies, Innovation, Supply chain management, Automotive industry,Green operations
Paper type Research paper
1. IntroductionPopulation growth, combined with easy access to credit, has led to a considerableincrease in vehicle sales compared to previous decades. Global vehicle production hasgrown 38.63 percent in the past ten years based on data from the OrganisationInternationale des Constructeurs d’Automobiles (OICA, 2013). Brazil is among thecountries with the highest rates of vehicle production. According to OICA (2013), Brazilis currently ranked seventh in world automotive production with an 18.10 percentincrease when comparing the second quarter of 2013 to the same period in 2012.
The current issue and full text archive of this journal is available atwww.emeraldinsight.com/1741-038X.htm
Received 25 October 2013Revised 12 April 2014
20 June 2014Accepted 26 June 2014
Journal of Manufacturing TechnologyManagement
Vol. 25 No. 8, 2014pp. 1105-1134
r Emerald Group Publishing Limited1741-038X
DOI 10.1108/JMTM-06-2014-0084
This paper was submitted to a special issue on ICPR Americas 2012, Guest Edited by JoseCeroni.
The authors would like to thank CAPES (Coordination for the Improvement of Higher LevelPersonnel) for the financial support through the project Pro-Engineering.
1105
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
The growth in vehicle sales in Brazil in recent years is largely due to economicdevelopment, population growth and access to easy credit. To meet the demand and thatof the external market, the production of leisure vehicles in Brazil has increased by over200 percent in the last ten years (Anfavea, 2012). Although these figures are viewed aspositive from an economic standpoint, it has generated environmental impacts throughoutthe supply chain from the consumption of natural resources and the waste generated.
Growth in industrial automotive production has caused a significant impact on theenvironment (Gerrard and Kandlikar, 2007). To mitigate the impacts, many automakersare incorporating green practices (Gonz�alez et al., 2008). Organizations are taking moreresponsibility for preventing environmental accidents and waste generation in theirsupply chains, largely motivated by regulatory fines and customer demands (Seuring,2010). The process known as Green Supply Chain Management (GSCM) is an effectiveway for supply chain managers to reduce environmental risks, reduce waste and increaseflexibility in response to new environmental requirements and customer demand (Bowenet al., 2001; Jabbour et al., 2013; Melnyk et al., 2003; Sarkis, 2003). Examples of GSCMinitiatives in the automotive supply chain include demands by Ford Motor Company,BMW and Mitsubishi requiring suppliers to have ISO 14001 certification (Xie and Breen,2012). Thus, there is a need for studies that detail how GSCM is being implemented in theautomotive supply chain.
This paper aims to: identify the main driving factors and barriers to implementingGSCM; and describe and explain how GSCM is being adopted in the Brazilianautomotive supply chain.
The paper is divided into five sections including this introduction. Section 2contains the literature review focussing on GSCM in the automotive industry. In thethird, the methodological design of the study is presented and subsequently, thedescription and analysis of the data collected. In Section 4 the classification ofcompanies is presented based on GSCM practices. Finally, we describe the researchfindings and suggestions for future work.
2. GSCM in the automotive industrySustainable management is an important issue in the supply chain. The development ofenvironmentally friendly products or processes (one of the dimensions of sustainabledevelopment) calls for a unified effort in the supply chain, which depends on thecontribution and commitment of all actors in the chain, both upstream and downstreamand strategic alignment so that the environmental issues result in effective gains(Gerrard and Kandlikar, 2007; Hervani et al., 2005; Gold et al., 2010).
According to Sarkis (2003) in order for the supply chain to achieve satisfactoryenvironmental performance, many environmental actions call for supplierparticipation, such as:
. programs for reducing or eliminating materials used in the production process;
. programs focussed on environmental conformity in suppliers’ operations; and
. joint development of new materials, processes or other solutions for reducing theenvironmental impact.
GSCM emerged as an organizational philosophy to help organizations and their partnersreach their objectives, such as profit and market share, reducing environmental risks andimpacts and improving ecological efficiency (Figueiredo and Mayerle, 2008; Kuik et al.,2011; Zhu et al., 2008).
1106
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
GSCM can be defined as the integration of environmental considerations in SCM,including product design, the selection and outsourcing of materials, manufacturingprocesses, delivery of the final product to consumers and managing the disposal of theproduct at the end of its life cycle (Srivastava, 2008).
The implementation of GSCM practices depends on various driving factors andinternal and external pressures (Xu et al., 2013). For Hall (2000) the external pressure(on the organization) is one of the main factors that affect the execution of GSCM.In this respect, Zhu and Sarkis (2007) found that companies that face greaterregulatory pressures tend to adopt GSCM more quickly. In turn there are variousbarriers to implementing GSCM, among them we point to the cost of implementationand technological barriers ( Jalali Naini et al., 2011) and the qualification of suppliers(Thun and Muller, 2010).
Efficiency from start to finish in the management of products and processesinvolves ensuring that sustainable principles are incorporated and evident throughout thesupply chain. Thus, GSCM practices should encompass all of the activities in the supplychain, from green purchasing to integrated life cycle management, ending the cycle withreverse logistics (Kuik et al., 2011; Rao and Holt, 2005; Srivastava, 2008; Blome et al., 2014).Talbot et al. (2007) emphasize that the closed loop supply chain is a necessary factor forachieving effective environmental outcomes.
Walton et al. (1998) conducted a study in five American industries to identify GSCMpractices adopted by the companies. The authors classified the GSCM practices intofive categories:
(1) products designed with eco-friendly materials;
(2) design process of the product;
(3) improvements in supplier processes;
(4) evaluation of suppliers; and
(5) internal logistics process.
Meanwhile Hervani et al. (2005) found that GSCM can be defined as the combination ofthe following activities:
(1) green purchasing;
(2) green manufacturing and materials management;
(3) green distribution/marketing; and
(4) reverse logistics.
Regarding the implementation of GSCM in the automotive industry Chiou et al. (2011)emphasize that it is important to understand the impacts and relationships that bringabout the greatest integration among the GSCM practices in the automotive industry.In particular with regard to suppliers and green innovation processes for betterunderstanding the relationship and impact on environmental performance andcompetitive advantage.
Geffen and Rothenberg (2000) conducted case studies at three manufacturers fromthe automotive industry in the USA to analyze innovation in the paint sector. Theauthors concluded that many of the improvements in reducing the environmentalimpact in the paint sector of the automotive industry can be generated with theeffective participation of suppliers through the implementation of technological
1107
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
innovation in their production processes. The authors concluded that when themanufacturers and suppliers invest in technological innovation and flexiblemanufacturing there is a significant improvement in environmental performance.
Xia and Tang (2011) report that executives need to first identify the mostappropriate situation to use full, modular or open innovation strategies. Second, thekey issue is that innovation, technology, demand and markets change quickly,that is why everything is a temporary advantage. For the authors everything that iscurrently acceptable in the supply chain may not be ideal in a few years. In otherwords, beyond our understanding of how and why, we should consider what, whereand when. Therefore, executives should evaluate the strategies in the supplychain periodically. The authors report that the main ingredients for success in this raceare speed and flexibility.
Furthermore, Xia and Tang (2011) hold that the future of supply chain managementin the automotive industry is divided into four elements: sustainable development;less dependence on gasoline, the green energy reform; and high ethical and moralstandards.
Koplin et al. (2007) proposed a conceptual model that integrates GSCM withregulatory requirements, the anticipated detection of risks, the supply processand monitoring and development of suppliers linked to the automotive industry. Theauthors concluded that for the effective implementation of sustainability in theautomotive industry it is necessary to go far beyond stating the mission in order to findpractical approaches to sustainable development with the companies themselves,as well as in relation to their supply chains.
As for the connection between practices and performance measures, Azevedoet al. (2011) proposed a framework that demonstrates the influence of GSCM practiceson the performance of the automotive supply chain (Figure 1). In the modelpresented in Figure 1 by Azevedo et al. (2011) the GSCM practices were dividedinto the focal company, upstream and downstream in the supply chain and connectwith three dimensions of performance measures: economic, operational andenvironmental.
Regarding ISO 14001, it is necessary to encourage its implementation extendingfrom the focal company outward to the supply chain. Along these lines, Curkovic andSroufe (2011) conducted nine studies in the automotive industry in the USA to identifyhow implementing ISO 14001 contributes to the sustainable management of the supplychain. The authors found that supply chain managers who want to improve theintegration of sustainability within their supply base should seek out suppliers capableof generating adequate performance in improving internal efficiency. Suppliers withless integration or that do not have ISO 14001 certification as a motivator for change,only do what is necessary to meet the requirements of customers, thus completeintegration is not possible. In this case, the authors hold that these suppliers should notbe selected. The authors conclude that the implementation of ISO 14001 in the supplychain allows for: increased sustainability; improved company performance; reducedwaste; increased efficiency in terms of costs; increased company growth; improvedimage; improved work by employees and lower risk of accidents.
The automaker is one of the key stakeholders in the environmental actions carriedout by suppliers, especially as a result of the cost reductions the practices provide(Simpson et al., 2007). As the authors pointed out, automakers exercise governancein the supply chain and have significant potential to force suppliers to makeimprovements in their environmental management practices by introducing
1108
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
Pra
ctic
e G
SC
MP
erfo
rman
ce M
easu
res
inS
uppl
y C
hain
Ups
trea
m
Env
ironm
enta
l bes
tpr
actic
es p
urch
ases
Env
ironm
enta
lco
llabo
ratio
n w
ithsu
pplie
rs
Wor
king
with
des
igne
rs a
ndsu
pplie
rs to
elim
inat
e th
een
viro
nmen
tal i
mpa
ct o
f pr
oduc
ts
Foc
al c
ompa
ny
Min
imiz
ew
aste
ISO
140
01C
ertif
icat
ion
Red
uctio
n in
the
cons
umpt
ion
ofto
xic
mat
eria
ls
Dow
nstr
eam
Env
ironm
enta
lco
llabo
ratio
n w
ithcu
stom
ers
Env
ironm
enta
llyfr
iend
ly p
acka
ging
Rev
erse
Logi
stic
s
Wor
king
with
con
sum
ers
to
chan
ge p
rodu
ctsp
ecifi
catio
ns
Env
ironm
enta
l
Was
te o
f the
B
usin
essQ
ualit
y
Cus
tom
erS
atis
fact
ion
Cos
t
Env
ironm
enta
lco
st
Effi
cien
cyEco
nom
ic
Ope
ratio
nal
?
Sour
ce: A
zeve
do e
t al.
(201
1)
Figure 1.GSCM practices and
performance measuresin the automotive
supply chain
1109
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
environmentally sound technologies and collaborating with suppliers to shareknowledge and jointly develop more sustainable products and processes.
They further point out that while the adoption of environmental practices in thesupply chain generates long-term cost reductions, many of these actions requireinvestments in technology, process innovation and equipment, which in the short termhave the impact of increasing costs (Simpson et al., 2007). Thus, the authors report thatthese initial costs are seen by the suppliers as a barrier to implementing GSCMpractices. However, with the effective participation of automakers in the process ofimplementing GSCM throughout the supply chain with actions such as the transferof technology and innovations, the installation of new equipment, training of suppliers,allocating employees at the plants of suppliers, among others, it is possible to generatesignificant gains in environmental efficiency.
For Thun and Muller (2010) the main objectives in implementing GSCM in theautomotive industry are: meeting regulatory requirements; environmental protection;improved corporate image; improved quality; competitive advantage; reductions incosts and the efficient use of resources. Nevertheless, the authors found that the mostrelevant objectives were compliance with legal requirements and environmentalprotection, while cost reduction and competitive advantage are considered relevantthere is still a low level of adoption. Zhu et al. (2007), in turn identified that the legalrequirements and the pressure of the external market are key drivers for adoptingenvironmental practices in the Chinese supply chain. For Zhu et al. (2008) the mainfocus of GSCM has been in relation to cost reductions and improvements inenvironmental performance.
In relation to reverse logistics in the automotive industry, Kumar and Yamaoka(2007) report that a barrier to its implementation is the large number of componentsthat an automotive has (roughly 3,000 components). This makes managing the takebacks in the supply chain and their remanufacture into new products more difficult.
3. Research designBased on the objectives of this study, which aims to identify how GSCM practices areadopted and to pinpoint the main motivations and barriers to its implementation inthe automotive supply chain, a qualitative study was carried out. The followingresearch questions guided the study:
RQ1. What are the main motivations and barriers to the implementation of GSCMin the Brazilian automotive supply chain?
RQ2. How are GSCM practices applied to the automotive supply chain?
To answer these questions, the case study was used as a research strategy at threeautomotive assembly plants in Brazil. McCutcheon and Meredith (1993) point out thatthe case study is useful for assessing “real world” examples. Ellram (1996) indicatesthat there is an excellent opportunity for using the case study in many areas oflogistics and purchasing. Seuring (2008) states that the case study allows for directobservation in the field, which would be particularly appropriate for looking at variousstages of a supply chain. The case study is an appropriate method for exploratorystudies that aim to identify characteristics of GSCM, due to the flexibility that it offers(Seuring, 2004, 2008). The main objective of carrying out the case study in this researchis exploratory. As the case study does not seek to construct, validate or extend the
1110
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
theory, the focus is on understanding how GSCM practices are being implemented(Voss et al., 2002).
The unit of analysis is the automotive industry of Brazil and the sample selectioncriteria was based on the following requirements: to be an automotive assembly plantand to present characteristics related to sustainability in the company web site. Thus,based on Patton (1990) the sample selection can be characterized as intensive.Furthermore, the three companies chosen have a strong presence in the Brazilianmarket and are positioned among the leaders in sales in their market segments.
To structure the development of the research protocol (Appendix) and the datacollection process a conceptual framework was created (Figure 2) based on theprevious section, especially with the support of studies by Beske et al. (2008), Gold et al.(2010), Hervani et al. (2005), Holt and Ghobadian (2009), Koplin et al. (2007), Sarkis(2001), Sarkis, (2003), Seuring and Muller (2008), Zhu et al. (2007), Carvalho et al. (2011)and Xu et al. (2013).
The framework presents GSCM relationships in the focal company, upstream anddownstream in the supply chain. The literature review was divided as follows:motivators, barriers, supply process, internal, external and reverse logistics processes,production and product development.
The research protocol is presented in Appendix of this paper. Based on the protocolthe data collection script was developed, which is separated into eight blocks: datafrom respondents and companies; motivators and the barriers to implementation;normative requirements; environmental management system (EMS); the supply process;development and management of packaging flow; direct and reverse logistics; and cleanproduction and eco-design. In addition to direct observation in the production areas,logistics and waste collection centers; a total of 13 interviews were conducted withmanagers from the purchasing, logistics, production, quality and environment sectors.Secondary data were also collected, like internal environmental performance indicatorsand those of suppliers, internal information reports for suppliers and clients, environmentalscripts, norms for supplier certification, manual of guidelines for auditing suppliers,sustainable requirements document, among others.
As a research protocol validation process a pilot test was initially carried out in oneof the three companies studied. The pilot case was important for fine tuning theinterview script and determining which areas of the company need to be involved.Adjustments in the research protocol and in the data collection script were carried outduring the pilot case, including the need to increase the number of areas studiedand the people interviewed, they were then standardized for conducting the othercase studies.
The research project followed the quality criteria presented by Rowley (2000),Yin (2009, p. 55) and Christopher et al. (2011). For data analysis, content analysis wascarried out, thus using triangulation between respondents, the documents collected,observation of direct and reverse processes, comparison with the results presentedin the research literature, and especially the analysis of the three cases. The use ofmultiple sources of data collection aimed to increase the validity and reliabilityof the research.
The methodological development of this research sought to follow the stagespresented by McCutcheon and Meredith (1993), Ellram (1996) and Seuring (2008)aiming to meet the necessary rigor for a case study. Figure 3 presents a summaryof the research stages including the definition of research questions and the forms ofdata analysis.
1111
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
Mot
ivat
ors
Ant
icip
atio
n of
ris
ksIn
tern
al c
ertif
icat
ions
Com
petit
ion
Inte
rnal
(st
rate
gic
dire
ctio
n)M
arke
t Leg
al R
equi
rem
ents
Bar
riers
Cos
tLo
w s
peed
gai
nsLo
w q
ualif
icat
ion
of la
bor
Sup
plie
rs
AS
SE
MB
LER
Sup
plie
r
Sup
plie
r
Sup
plie
r
Sup
plie
r
Sup
plie
sde
part
men
t
Out
boun
dlo
gist
ics
Out
boun
dlo
gist
ics
Inbo
und
logi
stic
sIn
boun
dlo
gist
ics
Pro
duct
ion
Dea
ler
Dea
ler
Dea
ler
Cus
tom
er
Dev
elop
men
t and
man
agem
ent o
f pac
kagi
ng
Eco
-des
ign
Rec
yclin
g ce
nter
s
Rec
yclin
g ce
nter
s
Rec
yclin
g ce
nter
sM
ater
ial F
low
Info
rmat
ion
Flo
w
. . . . .
. . . .
Rev
erse
Log
istic
s P
acka
ging
Rev
erse
Log
istic
s W
aste
Figure 2.GSCM framework for theautomotive industry
1112
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
After reviewing the literature, in the second section of this paper and the description ofthe research method, the next section aims to present a synthesis of the data collectedin the three companies and the analysis following the structure of the research protocol(Appendix).
4. Description and data analysisFrom March of 2012 to February of 2013 three car manufacturers were studied in thesouth of Brazil. To protect the confidentiality of each company analyzed, the term AUT(AUTOMAKER) was adopted, followed by a number (1, 2 or 3) to identify eachorganization, referred to as AUT1, AUT2 and AUT3. The characteristics of thecompanies studied are listed in Table I.
Below the data will be described following the sequence of the research protocol:drivers and barriers; regulatory requirements; internal processes; direct logistics andreverse logistics; clean production and eco-design.
Research Strategy Case Study
Objective of case study Purpose of the Case Study
Number of cases
Sampling criterion Intensive cases
Instrument of data collection- Roadmap interview
- Observation- Documents and indicators
Instrument data analysis- Content Analysis
- Triangulation internal- Triangulation between cases
Unit of analysis Brazilian industry of automotive vehicles
3 Cases Study
Search Protocol Project to collect and analyze data
Definition of the theme and research questions
What are the barriers and drivers of GSCM in the automotive supply chain and how they
are being implemented
Pilot case Validate the interview script
Quality Criteria
Construct validity
Several respondents qualified, direct observation and document analysisComplement interview data with indicators of processes
Roadmap sent in advance to respondents
Internal validityData analysis was based on: triangulation between different instruments to collect data from each company; triangulation between companies and compare the results with the literature
External validityThe framework and roadmap developed can be used in further research to examine the use of GSCM practices
ReliabilityThe research followed a research protocol that guided the selection of respondents, data collection sequence with bases in the SCM processes and practices of GSCM
Figure 3.Summary of the
methodological stepsof the research
1113
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
4.1 Drivers and barriersTo identify the main drivers and barriers to implementing GSCM in the threecompanies a survey was carried out with each one of the 13 people interviewed. Thedrivers were organized according to the following categories: market, legalrequirements, certifications and internal based on this literature review. A summaryof the responses are listed in Tables II and III.
The main drivers identified for implementing GSCM were: customer demand forsustainable products; legal requirements; and the reduction of costs in the supply chainby minimizing the consumption of resources. These results are aligned with those ofZhu et al. (2007), Handfield et al. (1997), Seuring and Muller (2008), Smith and Crotty(2008), Srivastava (2008) and Thun and Muller (2010).
In relation to the barriers, findings show that the main factors that impede theimplementation of GSCM practices in the automotive supply chain is the cost ofimplementation and the lack of preparedness of suppliers. These results coincide withthose obtained in studies carried out in the automotive supply chain by Simpson et al.(2007) and Jalali Naini et al. (2011).
4.2 GSCM Practices: internal processesIn the three companies interviewed there is a manager who oversees environmentalpractices and there are environmental policies in place aligned with the company’sproduction and business strategies. The environmental sector is essential to definingthe environmental strategy of the companies.
AUT1 invests resources in environmental management from its beginning in 1999and starting in 2001 the company implemented an EMS. The EMS at the threecompanies aim to evaluate and control the environmental impacts generated by theirprocesses, identifying the opportunities for reducing the use of natural resources andenergy to preserve the environment and prevent environmental damage, in complyingwith legislation and other environmental norms in effect. The EMS of AUT1 has sevenprinciples, categorized as shown in Table IV.
AUT2 has a recovery rate of 91 percent of parts from its product with the goal ofreaching 95 percent in 2015. AUT3 does not yet have ISO 14001certification; therefore,its current objective is to meet the criteria required for certification.
The three automakers have targets as part of their Operational Planning that aim toreduce environmental impacts and accidents resulting from production. The clearest
Characteristics of the companies
Characteristics AUT1 AUT2 AUT3
Sector Automotive Automotive Agricultural equipmentSize Large Large LargeCountry of origin Germany France ItalyNumber of directemployees
Approximately 3.3thousand
Approximately 6.3thousand
Approximately 2.5thousand
Quantity produced 820 1,000 100Sectors interviewed Logistics, purchasing,
quality, environmentand productdevelopment
Logistics, purchasing,quality, environmentand productdevelopment
Logistics, purchasing,quality, environmentand productdevelopment
# of peopleinterviewed
Four Five FourTable I.Characteristics of thecompanies
1114
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
Drivers AUT1 AUT2 AUT3
Market Demand for vehiclesthat produce less of animpact on theenvironmentSustainabilityperformance hasrepresented animportant indicator forcorporate leadershipPressures of competitionon cost reduction andsustainable issues
Demand for sustainableproductsActions fromcompetitors have alsodriven the company toadopt sustainableactions
Demand for lesspolluting products
Legal requirementsand certifications
ISO 14001GRI GuidelinesCompliance with thecurrent legislation inBrazil
ISO 14001Compliance withlegislation
Compliance withlegislation
Internal Implementation ofenvironmental actionssince its inauguration in1999 and in the supplychain starting in 2003by orders fromheadquartersReduction of internaland external logisticscosts and productioncostsTreatment and disposalof wasteRequirements of theEuropean headquartersSix Sigma ProgramReduction in customercomplaints
Reduction in costs(recovery of value fromresale, energy, water,time, among others)Increased qualityReliability (deliverydeadline, product,process)Actions related toInnovation(improvements ininternal and externalprocesses andequipment).
Reduction in costs fromenergy savings, byreducing expenses oncompressed air, forexample, reduction inthe use of naturalresources with theinstallation of the wastetreatment plan, reuse inthe paint cabin and timefor improvement in thelayout of the factory
Table II.Drivers of GSCM
Company AUT1 AUT2 AUT3
Barrier Costs of implementingGSCM practices, whichare high, especially dueto the need for newtechnologies involved inthe vehicle productionprocess
Lack of fiscal incentivesand the high cost ofimplementingsustainable processes
The greatest barrier inrelation to the supplychain is the lack ofpreparation bysuppliers, often timesthey are not encouragedto initiate sustainableactivities due to lack ofsupport from AUT3
Table III.Barriers to GSCM
1115
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
example is AUT3 with: energy consumption – objective of 268 kWh per vehicleproduced; water – 1.12 m3/vehicle; volatile organic compounds – 41 g/m2; andindustrial and domestic waste – 1.48 kg/vehicle.
It was possible to see that the three companies have prevention policies in place aswell as instruments for avoiding potential environmental accidents. Table V illustratesthe main characteristics of the EMS of the three companies studied.
The three companies have internal EMS that are structured and functioning withspecific managers for overseeing sustainable practices. Furthermore, it is important tonote that the EMS at each of the three companies is aligned with the companystrategies, contributing to strategic development and generating a positive imageamong customers. Curkovic and Sroufe (2011) found that in the automotive industrythe implementation of ISO 14001 in the supply chain contributes to: increasedsustainability; improved company performance; reduced waste; increased costefficiency; increased company growth; improved image; improved work byemployees; and reduced risk of accidents.
4.3 GSCM practices: supplier management and green purchasingTo qualify and develop suppliers the three companies conduct audits of processes anddocumentation. Each one has its own specific tools for developing suppliers, withdifferent criteria and weights.
Principles Objective
1 Reduction of pollutant emissions2 Market focus3 Eco-design4 Continuous improvement5 Legal requirements and Risk anticipation6 Information flow in supply chain and stakeholders7 Environmental protection in internal processes and Employee training
Table IV.Principles of theEMS of AUT1
Criteria AUT1 AUT2 AUT3
There is a manager forsustainable practices
Manager Supervisor Manager
Internal EnvironmentalPolicy
Yes Yes Yes
Goals for reducingenvironmental impacts
Yes, for reducing the useof natural resources andenergy
Yes, kWh per vehicleproduced; water m3/vehicle, waste, amongothers
Yes, management ofwater and energyconsumption
They are aligned withthe production strategy
Yes, sustainability ispart of the strategicmapping of thecompany
Yes, it has a goal for therecovery of 95 percent ofparts from its product
Yes, according todata reported by therespondent,alignment isapproximately 25percent
Table V.EMS in thecompanies analyzed
1116
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
In addition to requirements and conditions for suppliers, AUT1 carries outenvironmental actions at its suppliers through workshops, training, technical visitsto the factory to demonstrate supplier influence on the process, control and mitigationactions for potential impacts and on-site technical visits to the suppliers, to identifyoperational limitations and bottlenecks, to know their production reality first-hand.The knowledge of environmental practices adopted by suppliers occurs through thesevisits, audits and technology fairs, where they present their own best practices thatmake a difference in the market.
Supplier development begins with the minimum environmental requirements forbecoming an approved AUT1 supplier. In addition to ISO 14001, the qualificationof the supply network is directly related to the criteria of the VDA norm and ISO TS16949. Only suppliers classified as level A can participate in new projects with thisnorm, which requires the fulfillment of 92 percent or more of the requirements forcertification. The suppliers rated as B (meeting between 82 and 91 percent), can onlysupply parts for the current contract.
AUT2 requires environmental licenses. For AUT2 meeting ISO 14001, 9001 andOSHAS18001 has greater weight on the decision of choosing a supplier. On the otherhand, for AUT3 it is not part of the selection criteria.
As facilitators in implementing environmental practices at the suppliers, AUT2considers the following: safety in the environmental management process, dealingwith emergencies and meeting legislation. AUT3 holds that there are no criteriafor implementing sustainable practices, as the company has no requirements forcertifications.
AUT3 is more advanced in terms of its knowledge of the sustainable actions carriedout by suppliers because it has a specific program for getting results, where thecompany launches its sustainability proposals related to the manufactured productsthat can generate gains. These proposals are evaluated by the different departmentsat AUT3 and if approved the savings generated by the project are divided between thecompany and the proponent supplier. At AUT2 they are communicated via e-mail,and recognition is given in the form of rewards and, especially through thesustainability report presented.
AUT3 is the only company that does not conduct environmental audits at itssuppliers, as it is already part of the company’s internal policies. AUT1 and AUT2 havedifferent systems for recording and monitoring actions.
AUT2 involves suppliers in product development, as far as the use of materials isconcerned. An example of this is that currently they have a service provider that useswaste for making some of the parts used in the process.
AUT2 and 3 stand out for the involvement of suppliers in the development ofsustainable products. AUT3 is more complete on this item as it has a program offeringincentives to suppliers for making sustainable products.
Regarding the purchasing processes of the companies interviewed, only AUT1 andAUT2 ask their national and international suppliers to meet Brazilian environmentallegal requirements. AUT3 requires suppliers to meet regulatory requirements inaddition to economic, logistics and quality issues.
For the logistics operators, each company makes different demands, in the case ofAUT1 and 2 operating and transporting licenses are required as well as ANTT 420.AUT3 requires that they present an Environmental Risk Prevention Program (PPRA,acronym in Portuguese), a Medical Control Program for Occupational Health (PCMSO,acronym in Portuguese) and a Certificate of Occupational Health (ASO, acronym in
1117
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
Portuguese). None of the three companies set requirements for specific environmentalcertifications for the logistics service suppliers. Table VI presents a summary of GSCMpractices at the suppliers.
The results identified demonstrate that, although the three companies haveactions for extending green practices to their suppliers and they adopt environmentalrequirements in the process of selecting suppliers, the evaluation of how suppliers areapplying the environmental practices is not effective. The two companies that haveadopted audits at their suppliers do not have a direct objective environmentalassessment; instead they focus on the quality of the process and the product. Theadoption of clear environmental criteria in selecting suppliers and the demand forenvironmental certifications like ISO 14001 are important factors for GSCM to reachthe expected outcomes (Curkovic and Sroufe, 2011).
4.4 GSCM practices: green packagingThe three companies have well-defined processes for developing and managingpackaging. Although at AUT1 the process for managing the development ofpackaging does not have an environmental emphasis. Table VII presents the maincharacteristics related to packaging at the companies studied.
It is important to note that AUT2 has carried out studies on the evolution ofmaterials used in packaging and the objective is to constantly increase the life cycle.The case of Plastisol is an example, degradation of the material is difficult and it has alife cycle of over five years together with the packaging.
Meanwhile, AUT2 has environmental goals for its packaging components, adoptsstandards of approval for suppliers and has documentation for all departmentsinvolved to approve the packaging recommended by the Logistics Engineeringdepartment. It has procedures in place and a standard form for Engineering approval.AUT2 adopts an internal flow for developing its packaging, which includes thefunctional optimization of products, packaging production techniques from thebeginning to end of the life cycle, selection of low impact materials for production andreduction with an efficient distribution system and an environmental impact reductionevaluation by the final customer.
Although the packaging development and management system of company AUT3is less developed than AUT2, it has just won an environmental award for its projectdeveloping pallets from recycled materials. The pallet called an eco-pallet is made fromrecycled materials, plastic ply collected from the streets by associations of recycledmaterial collectors. This practice is aligned with the study by Sarkis et al. (2010) thatlooked at the contribution of the process of reverse logistics to generate income forunderprivileged classes of the economy.
4.5 GSCM practices: direct logistics and reverse logisticsIn all of the companies studied actions are being carried out to reduce the consumptionof environmental resources. An initiative taken by all of the companies is replacingforklifts fueled by Liquefied Petroleum Gas with forklifts that run on electricity.Another action taken by AUT2 and 3 is changing the layout to reduce the circulationarea of forklifts thus gaining time and reducing wasted resources. AUT1 already has asystem via the web, together with the suppliers for scheduling deliveries that lead to asignificant reduction in time spent waiting in line and thus leads to better allocation oftransportation resources.
1118
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
Cri
teri
aA
UT
1A
UT
2A
UT
3
Req
uir
emen
tsfo
rsu
pp
lier
sIS
O14
001
and
TS
1694
9an
dV
DA
ISO
1400
1an
dT
S16
949
and
EA
QF
Not
req
uir
edH
owit
dev
elop
san
dq
ual
ifie
ssu
pp
lier
sQ
ual
ific
atio
nof
the
sup
ply
net
wor
kis
dir
ectl
yre
late
dto
the
crit
eria
ofth
eV
DA
nor
m(c
erti
fyin
gn
orm
for
sup
pli
ers
inth
eG
erm
anau
tom
otiv
ein
du
stry
).W
ork
shop
sar
eal
soh
eld
,tr
ain
ing
,te
chn
ical
vis
its
toth
efa
ctor
y,in
ord
erto
dem
onst
rate
the
infl
uen
ceof
sup
pli
ers
onth
ep
roce
ss,
con
trol
acti
ons
and
mit
igat
ion
ofp
oten
tial
imp
acts
and
tech
nic
alv
isit
sat
the
sup
pli
ers,
toid
enti
fyop
erat
ion
alli
mit
atio
ns
and
bot
tlen
eck
s,to
kn
owth
ep
rod
uct
ion
real
ity
ofth
esu
pp
lier
s
Au
dit
ing
ofth
ed
ocu
men
tati
onth
atth
ese
rvic
ep
rov
ider
nee
ds
and
afi
eld
vis
itis
mad
e.T
he
com
pan
ysh
ould
com
ply
wit
h70
to10
0p
erce
nt
ofth
em
inim
um
doc
um
enta
tion
3au
dit
s:fo
rp
lan
nin
gth
eco
ntr
olp
roce
ss;
pot
enti
alsu
pp
lier
san
dev
alu
atio
nof
the
per
form
ance
ofsu
pp
lier
s
Isaw
are
ofth
esu
stai
nab
leac
tion
sof
sup
pli
ers
Vis
its,
aud
its
and
tech
nol
ogy
fair
sfo
rp
rese
nti
ng
bes
tp
ract
ices
that
mak
ea
dif
fere
nce
inth
em
ark
et
Su
stai
nab
ilit
yre
por
t.In
form
atio
nal
bu
llet
inv
iae-
mai
l,re
cog
nit
ion
ofp
rize
s
Su
per
Pro
gra
m,
wh
ere
the
com
pan
yla
un
ches
its
sust
ain
able
pro
pos
als
rela
ted
tom
anu
fact
ure
dp
rod
uct
sth
atca
ng
ener
ate
gai
ns
for
the
com
pan
yIn
vol
ves
sup
pli
ers
inth
ed
evel
opm
ent
ofsu
stai
nab
lep
rod
uct
s
Th
eco
mp
any
dev
elop
sp
rod
uct
sto
get
her
wit
hth
esu
pp
lier
sth
atof
fer
low
erfu
elco
nsu
mp
tion
and
low
erC
O2
emis
sion
s,w
hil
em
ain
tain
ing
opti
mu
mp
erfo
rman
ceof
auto
mob
iles
Cu
rren
tly
has
ase
rvic
ep
rov
ider
that
use
sth
ew
aste
for
mak
ing
par
tsth
atar
eu
sed
inth
ep
roce
ss
Th
eS
up
erp
rog
ram
tak
esin
toco
nsi
der
atio
nth
ed
evel
opm
ent
ofn
ewp
rod
uct
s
Con
du
cts
aud
its
atth
esu
pp
lier
Yes
Yes
Th
ein
tern
alp
olic
ies
ofA
UT
3d
on
otre
qu
ire
anau
dit
En
vir
onm
enta
lR
equ
irem
ent
ofth
elo
gis
tics
oper
ator
s
No
form
alre
qu
irem
ents
.N
ever
thel
ess,
des
ign
sth
ed
istr
ibu
tion
syst
emto
red
uce
fuel
con
sum
pti
onan
dm
onit
orth
eem
issi
onof
pol
luta
nts
from
tran
spor
tco
mp
anie
s
Op
erat
ing
and
tran
spor
tati
onli
cen
ses
and
AN
TT
420.
No
env
iron
men
tal
req
uir
emen
ts
Req
uir
esth
ep
rese
nta
tion
ofth
eE
nv
iron
men
tal
Ris
kP
rev
enti
onP
rog
ram
(ER
PP
).
Use
ofte
chn
olog
ical
reso
urc
esU
ses
the
tool
ED
Ifo
rlo
gis
tics
pro
gra
mm
ing
ofsu
pp
lier
san
dex
chan
gin
gd
ata
Use
sth
eto
olE
DI
for
log
isti
csp
rog
ram
min
gof
sup
pli
ers
and
exch
ang
ing
dat
a
Use
sth
eto
olE
DI
for
log
isti
csp
rog
ram
min
gof
sup
pli
ers
and
exch
ang
ing
dat
a
Table VI.Sustainable practices in
supplier management
1119
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
When problems are identified in products that do not conform to AUT2 standards, inthe more simple cases, they try to solve the problems internally. In the more complexcases they are sent to quality control and the supplier is notified. For AUT3, an analysisis carried out for each specific case. First the company evaluates the possibilityof reworking the parts internally where the supplier pays for the costs. This service isperformed by an outsourced company that operates on site at AUT3. If it is notpossible to rework the parts they are returned to the supplier, if it is an internationalsupplier very often they become scrap parts. Table VIII illustrates the main internaland reverse logistics practices of the three companies.
Activities related to internal logistics are a source of waste in the three companies,mainly in the stocking and moving of materials. The three companies have adoptedactions for reducing waste, especially waste from damaged materials when movingthem and the consumption of natural resources.
For external logistics, AUT1 and 2 present more effective practices for reducing theemissions of pollutants and the consumption of natural resources. As far as reverselogistics are concerned, the three companies have similar processes for returningdefective product materials and also adopt similar actions for dealing with the return
Criteria AUT1 AUT2 AUT3
Type ofpackaging used
Returnable: reusable anddurable packaging-One way: Recyclingprovided in contract
Uses one waypackaging for transportCKD (CompletelyKnock-Down) andreturnable for nationalpackaging.
Uses one waypackaging for receivingproducts coming fromthe majority ofinternational suppliersand returnablepackaging in the flowwith local suppliers.
Material frompackaging
All one-way packaginggenerates 100 percentrecyclable waste. After use,the containers/pallets aresent to the Waste Center,where they are disassembledand sent to a CentralCollection area. Regionalrecycling companiesparticipate in a competitiveselection to recycle it. Part ofthis material isremanufactured and waste isused as biomass for powergeneration
The returnablepackaging is made ofVacuum formingmaterials, corrugatedplastic packaging andfoam. While thedisposable packaging ismade from quality Kraftcardboard material.
Developed a pallet madeof recycled plasticmaterial (plastic ply), forwhich they won anenvironmental award.
Returning ofpackaging
All new packages aredeveloped jointly withsuppliers. It consists of apartnership of Quality(through the KTM –Management of purchasedparts), Logistics, Productionand Supplier
Adopts standards forthe approval ofpackaging suppliers.Has a completeprocedure for approvingpackaging by LogisticsEngineering
Has a specificdepartment fordeveloping packagingthat works together withsuppliers
Table VII.Green packaging
1120
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
of defective products by customers. In relation to waste management, AUT1 presenteda more organized system with specific areas for this and partners that act internally toseparate the waste and send it out externally for appropriate treatment.
4.5 Clean production and eco-designThe three companies studied adopt practices for reducing the use of natural resourcesand measure them in a variety of ways (indicators, committees, observation ofconsumption meters); however, AUT3 has not clearly defined which sector isresponsible for measuring environmental goals. Therefore, only AUT2 adoptspractices for improving efficiency through the clean production methodology where34 percent of its processes are already mapped. However, both AUT1 and 2 adoptpractices for reducing raw materials and projects that aim to generate lowerenvironmental impacts, respectively.
Another common practice among the three companies is the presence of a watertreatment system, where at AUT1 the water is treated and then sent to the companyresponsible for its complete treatment. At AUT2 there is a water treatment station andan effluent treatment station that treats the water coming from industrial processesand reuses it in bathrooms and for gardening, in 2011 water reuse represented11 percent of total consumption. At AUT3, 84 percent of water consumption isgenerated as effluents and are treated according to the legislation in effect and thetreated water is used in the existing paint cabin.
Criteria AUT1 AUT2 AUT3
Internallogistics
Identification, storageand proper transportof toxic materials
Carries out actions toreplace forklifts fueled byLPG with electric forkliftsand activities for changingthe layout
Carries out actions toreplace forklifts fueled byLPG with electric forkliftsand activities for changingthe layout
Distributionlogistics
Has goals for reducingpolluting emissions inthe transport system.Plans for theoptimization of routesfor reducing fuelconsumption and thenumber of vehicles
Uses Milk Run to optimizethe transport process andconsequently reduce theconsumption of naturalresources
To reduce fuel consumptiona transport company ishired that consolidatescargo from suppliers in thesame region in distributioncenters for optimization ofvehicle use
Reverselogistics ofpackaging
Milk Run System withpart of its suppliers.Packaging control ishandled by theindustrial logisticssector
Performs the allocation oftransportation, storage, ontransit days and the milkrun system with part of thesuppliers. The monitoringis carried out by theengineering logisticsdepartment
Follows the flow ofmerchandise, packagingcomes from suppliers tothe factory loaded withmaterials and the reverseflow is marked by theshipping of emptypackaging to the CD andlater restocked by suppliers
Reverselogistics ofwaste
Plan for wastemanagement (wasteplant)
There are procedures for thedisposal of waste from theproduction process andother waste
There are procedures for thedisposal of waste from theprocess and other waste
Table VIII.Direct and reverse
logistics
1121
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
For new product development the three companies have practices for reducingenvironmental impacts, as an example at each company we can cite:
. AUT1: reduction in the number of components, in addition to consideration ofthe final product disposal.
. AUT2: use of 100 percent recyclable natural fibers, the eco-drive project with tipsfor customers to reduce their fuel consumption, use of recycled materials andthey have goals related to the recycling rate of vehicle parts.
. AUT3: works with projects that aim to generate the lowest possible impact, likethe development of materials made from sustainable raw materials.
AUT 1 and 2 use recycled materials in their production processes, where AUT1 usesmainly plastics and metals that come from the waste generated by the company. AUT2uses only recycled PET for the production of one of the products commercialized bythe company.
At AUT3 all acquired equipment is evaluated based on its environmental impact. Atthe other companies studied, only part of the processes are evaluated and specificallyat AUT2 equipment projects must have approval from the investments committeeevaluating their impact and environmental risks.
At AUT1 the process for disposing of waste from production and otherwise, ishandled similarly with documentation and waste management controls. At AUT2, thewaste generated in the production process goes to a Waste Triage Center where it isseparated, disassembled and sent for proper final disposal. For the waste not resultingfrom the production processes, it is sent to associations and cooperatives responsiblefor the proper disposal of the material. One of the most recent launches by AUT2earned them the green car award where one of the practices was recycling 97 percent ofall of the waste generated in producing the model.
At AUT3 there is also a procedure for disposing of production and non-productionrelated materials that should be duly identified, where 85 percent of the waste isrecycled and the rest is sent for its proper final disposal. Table IX illustrates thesynthesis of clean production and eco-design practices.
AUT2 stands out from among the three companies for eco-design and cleanproduction. In the data collection process it was possible to observe that AUT2 hasa real concern about the environmental impact generated from the production ofproducts and also the use of vehicles by customers. Some results from AUT2 deserveto be highlighted, average reduction of: 25 percent in energy consumption; 57 percent ofwater consumption; and 65 percent of waste generated.
AUT1 stands out mainly because of the support that the headquarters and uppermanagement give to managers to adopt sustainable practices internally and in thesupply chain. An example is the adoption of sustainable metals for the design of newproducts and processes.
4.6 Classification of GSCM practicesIn order to classify the companies studied, a ranking was organized based ona three-point scale, 1, 2 and 3 reflecting, respectively: practices not adopted; practices inthe implementation phase and not yet consolidated; and practices already consolidatedat the company. To generate Table X, the GSCM ranking, each company was analyzedbased on the criteria analyzed in the four groups of GSCM practices. The scoring of theGSCM practices for each of the six criteria of the seven dimensions studied was carried
1122
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
out by the researchers based on the set of data collection instruments used for thisstudy: interviews, direct observation, analysis of documents and records.
The results presented in Table X demonstrate a certain balance among the threecompanies studied, the similarity in the results reinforce the selection criteria of thesample used. Company AUT1 had the best overall performance, 9 percent comparedto AUT2 and roughly 28 percent higher than AUT3. Part of this result is based on theprocess of developing products and packaging at AUT2, as it was possible to identifyclear actions in the reuse of materials and a reduction in the consumption of naturalresources. Furthermore, AUT2 underwent a process to increase its capacity whichinvolved technological innovation and improvements in the processes which, inaddition to increasing the production capacity by roughly 20 percent, also made itpossible to reduce the consumption of natural resources and the emission of pollutants.
Criteria AUT1 AUT2 AUT3
Practices forreducing theuse of naturalresources
Reuse of oil vaporized inthe stamping processTreatment and reuse ofwater abstracted fromsteam generated fromsteps that use productswith solventsEco clean system thatcaptures solvent gasesfrom the drying processof the body to be used asfuel for heating furnacesIndustrial wastewatertreatment, purifying allwaste water generatedin the factory
Actions with practices forreducing raw materialsReuse of water consumed inthe production process
Carries out projects thataim to mitigateenvironmental impacts
Watertreatmentsystem
Water treatment plantRecovery and recyclingof water Water tightnesstests
Has a water treatmentstation, the treated wateris later sent to the companyresponsible for treatingthe water
Has an effluent treatmentstation and 84 percent ofthe water consumed isgenerated as an effluent andis treated according to thelaws in effect. The water isreused in gardening and thepaint cabin
Practices innew productdevelopment
Product development isdone in partnership withsuppliers to ensure theadequacy of processesand the selection of moresustainable materials
Reduction in the number ofcomponents, takes intoconsideration the finaldisposal of the product inthe user’s manual for theproduct
Development of productswith sustainable rawmaterials
Use of toxicmaterials andtheir disposal
Painting of vehicles withwater-based paint
Water based paintInformation for customersabout the composition of thematerials
The toxic waste is correctlyidentified and sent toreceivers specialized in itsdisposal
Use ofrecycledmaterials
Re-use and increasingthe life cycle of electrodelayers used in solder
Uses plastic and metals, oneof which comes from wastegenerated by the plant
Does not use Table IX.Clean production and
eco-design
1123
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
AU
T1
AU
T2
AU
T3
Dim
ensi
ons
Cri
teri
onA
nal
ysi
sS
CO
RA
nal
ysi
sS
CO
RA
nal
ysi
sS
CO
R
Reg
ula
tory
req
uir
emen
tsIS
O90
01C
erti
fied
3C
erti
fied
3C
erti
fied
3
ISO
1400
1C
erti
fied
3C
erti
fied
3In
imp
lan
tati
on2
En
vir
onm
enta
lM
anag
erfo
rth
een
vir
onm
enta
lar
eaS
up
erv
isin
g2
Man
ager
3M
anag
er3
Inte
rnal
env
iron
men
tal
pol
icy
Yes
3Y
es3
Yes
3
Goa
lsto
red
uce
imp
acts
amb
ien
tias
Yes
3Y
es3
Not
ver
ycl
ear
2
Man
agem
ent
Sy
stem
Ali
gn
men
tw
ith
the
pro
du
ctio
nst
rate
gy
Yes
3Y
es3
Not
1
Su
pp
lier
Man
agem
ent
How
dev
elop
san
dq
ual
ifie
sit
ssu
pp
lier
sY
es3
Yes
3Y
es3
Tak
esn
ote
ofth
eac
tion
sof
sust
ain
able
sup
pli
ers
Su
stai
nab
ilit
yre
por
t2
Th
eau
dit
ing
sup
pli
ers
par
tial
lyco
ver
sth
eq
ues
tion
sen
vir
onm
enta
l
2P
rog
ram
form
aliz
edan
dim
ple
men
ted
3
Inv
olv
essu
pp
lier
sin
pro
du
ctd
evel
opm
ent
Yes
Yes
Yes
Con
du
cts
env
iron
men
tal
aud
itin
sup
pli
erN
o1
Yes
3N
o1
Req
uir
esen
vir
onm
enta
lst
and
ard
sfo
rsu
pp
lier
sY
es3
Yes
3N
o1
Use
ofte
chn
olog
yre
sou
rces
for
dat
aex
chan
ge
Par
tly
2E
DI
3E
DI
3
(con
tinu
ed)
Table X.GSCM ranking
1124
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
AU
T1
AU
T2
AU
T3
Dim
ensi
ons
Cri
teri
onA
nal
ysi
sS
CO
RA
nal
ysi
sS
CO
RA
nal
ysi
sS
CO
R
Ty
pe
ofp
ack
agin
gu
sed
On
ew
ayan
dre
turn
able
3O
ne
way
and
retu
rnab
le3
On
ew
ayan
dre
turn
able
3P
ack
ing
Pac
kag
ing
mat
eria
lA
llon
e-w
ayp
ack
agin
gg
ener
ate
100
per
cen
tre
cycl
able
was
te
3R
ecy
cled
mat
eria
lsan
dd
ura
ble
3P
alle
tm
ade
from
recy
cled
pla
stic
3
Dev
elop
men
tp
ack
ing
Inv
olv
esp
arti
ally
sup
pli
ers
and
env
iron
men
tal
focu
sis
not
clea
rin
this
pro
cess
2F
orm
alsy
stem
for
sup
pli
erd
evel
opm
ent
wit
hth
eco
llab
orat
ion
ofsu
pp
lier
san
dsu
stai
nab
ilit
yis
ag
oal
inth
isp
roce
ss
3In
vol
ves
par
tial
lysu
pp
lier
san
den
vir
onm
enta
lfo
cus
isn
otcl
ear
inth
isp
roce
ss
2
Pac
kin
gF
low
Con
trol
par
tial
flow
con
dit
ion
ofth
ep
ack
agin
gan
d
2S
yst
emar
ran
ged
for
con
trol
lin
gth
efl
owof
con
tain
ers
3C
ontr
olp
arti
alfl
owco
nd
itio
nof
the
pac
kag
ing
2
Log
isti
csT
ech
niq
ues
tore
du
cew
aste
and
con
sum
pti
onof
reso
urc
esin
the
log
isti
cs
Act
ion
ssi
xsi
gm
a,fo
rkli
fts
elec
tric
al,
imp
rov
emen
tsin
layo
ut
3k
aize
nev
ents
,fo
rkli
fts
elec
tric
al,
imp
rov
emen
tsin
layo
ut
3O
rkli
fts
elec
tric
al,
imp
rov
emen
tsin
layo
ut
2
Op
tim
izat
ion
ofd
istr
ibu
tion
rou
tes
Mil
kru
nan
dco
ntr
olth
eem
issi
onof
pol
luta
nts
3M
ilk
run
2D
oes
not
hav
ea
form
alsy
stem
1
Rev
erse
Log
isti
csM
anag
emen
tof
retu
rnab
lep
ack
agin
gP
arti
ally
2Y
es3
Par
tial
ly2
Ret
urn
ofn
on-
con
form
ing
pro
du
cts
Inv
olv
esth
esu
pp
lier
for
the
anal
ysi
sof
def
ects
2D
efin
edp
roce
sses
for
sup
pli
erin
vol
vem
ent
3S
up
pli
erre
pla
ces
def
ecti
ve
mat
eria
lan
dm
ater
ial
issc
rap
ped
2
Ret
urn
ofw
aste
Ret
urn
pro
cess
con
trol
led
and
kee
ps
par
tner
sw
ith
inth
eco
mp
any
toco
ntr
olan
dre
mov
eso
lid
was
te
3R
etu
rnp
roce
ssco
ntr
olle
dan
dk
eep
sp
artn
ers
wit
hin
the
com
pan
yto
con
trol
and
rem
ove
soli
dw
aste
3S
olid
was
teis
sep
arat
edan
dp
rop
erly
dis
pos
edp
artl
y
2
(con
tinu
ed)
Table X.
1125
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
AU
T1
AU
T2
AU
T3
Dim
ensi
ons
Cri
teri
onA
nal
ysi
sS
CO
RA
nal
ysi
sS
CO
RA
nal
ysi
sS
CO
R
Pra
ctic
esto
red
uce
the
con
sum
pti
onof
nat
ura
lre
sou
rces
Lea
np
ract
ices
tore
du
cew
aste
and
use
ofte
chn
olog
yto
opti
miz
atio
nin
the
use
ofn
atu
ral
reso
urc
es
3L
ean
pra
ctic
esto
red
uce
was
tean
du
seof
tech
nol
ogy
toop
tim
izat
ion
inth
eu
seof
nat
ura
lre
sou
rces
3W
ord
Cla
ssM
anu
fact
uri
ng
pra
ctic
esto
red
uce
was
te
2
Wat
ertr
eatm
ent
syst
emY
es3
Yes
3Y
es3
Eco
des
ign
Yes
3Y
es3
Inim
pla
nta
tion
2C
ontr
olw
aste
Lea
nM
anu
fact
uri
ng
and
Six
Sig
ma
3L
ean
Man
ufa
ctu
rin
g2
Wor
dC
lass
Man
ufa
ctu
rin
gp
ract
ices
tore
du
cew
aste
2
Con
trol
ofto
xic
mat
eria
lsY
es3
Yes
3Y
es3
Am
oun
t
6672
56
Table X.
1126
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
Another important factor identified at AUT1 and AUT2 is the presence of more matureLean Manufacturing practices than at AUT3. For improvement programs like Just inTime, TQM, Lean Manufacturing and agile manufacturing as potential antecedents tothe GSCM practices (Kenneth et al., 2012; Dues et al., 2013; Hajmohammad et al., 2013).For Drohomeretski et al. (2014) the organizations with Lean practices can eliminatingwaste and increase the reliability of process. That for example can support efforts foreliminating environmental waste. From the three studies carried out it was possible tolist some lessons learned:
(1) the inclusion of sustainability in the strategic guidelines of the company favorsthe adoption of internal environmental practices and in the supply chain;
(2) imposing environmental requirements on suppliers has a positiveenvironmental impact, especially regarding the use of recyclable materials,reducing waste, management of environmental risks;
(3) the process of communicating with customers about environmental practices,as done at AUT1, favors the application of environmental practicesdownstream and the development of eco-friendly vehicles, based oncustomer needs;
(4) innovation based on continuous improvement and the acquisition ofequipment with more advanced technology generate a positive impact onthe reduction of waste and the emission of pollutants; and
(5) the adoption of improvement practices like Six Sigma by AUT1 and LeanManufacturing by AUT2 have resulted in economic gains and consequentlyreduced the cost barriers in the implementation of GSCM practices.
The transference of environmental practices carried out by suppliers has a greaterimpact when combined with actions for reducing the costs of supplier operations. It isimportant to note that the lessons learned are limited to the Brazilian automotiveindustry and are based on the three case studies carried out. Thus, the lessons learneddo not have the intention of generalizing for organizations in diverse sectors of theeconomy or even all automotive industries. Nevertheless, it can contribute tocompanies analyzing the impacts of the items presented in their activities regardingenvironmental performance in the supply chain.
5. ConclusionBased on the case studies it was possible to analyze the two questions posed in thethird section of this paper. Regarding the first question, it was found that the majormotivation among the companies studied for implementing GSCM practices in theirsupply chains is directly linked to cost reduction (improvement actions generated bythe Lean Manufacturing and Six Sigma programs), meeting the demands of theconsumer market through sustainable products and processes and meeting regulatoryrequirements. Regarding the barriers, the main ones identified are related to the cost ofimplementation and the resistance of suppliers to implement certain clean technologypractices for products, production and logistics due to the initial costs ofimplementation.
Regarding the second question – the application of GSCM practices – the studyrevealed that several of the GSCM practices proposed in the literature are beingimplemented at the suppliers and distributors in the three automotive companies.
1127
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
The study showed that implementation focusses more on internal processes, theselection process of suppliers, eco-design, systems for managing packaging and thewaste generated in production. However, the effect of such practices on the supplychain tends to increase as the companies intensify their focus on sustainable practicesand exercise governance in their supply chains.
Thus, the two main objectives of this paper were achieved. The study contributesby presenting important characteristics of GSCM in three relevant companies in thesupply chain of Brazilian automotive vehicles. This can serve as a parameter formaking comparisons with other studies in the automotive sector or other sectorsof the economy, many actions in the supply chain are driving forces that influenceimplementation in companies from other sectors.
In addition to the description of the main drivers, barriers and practices ofGSCM the paper also contributes to the organizing of a GSCM framework (Figure 2).The framework was important for the development of the research protocol andfor the data collection instruments. Furthermore, the framework can contributeto more organizations carrying out the mapping of their processes relatedto GSCM.
Another contribution was the classification system created to identify the companywith the highest level of adoption of GSCM practices (Table X). It is expected that theresults reached can guide future studies and encourage companies in the automotivesector to adopt GSCM practices and principally that internal actions of automakers canbe transferred throughout the supply chain. Moreover, it can contribute in a morepractical way serving as a check-list for companies auditing the application of theirGSCM practices such that they may take more corrective actions to increase the levelof GSCM practices.
The limitation of the study is in the generalization of results. Nevertheless, sincethe companies chosen have a strong influence on the internal market and serve asa reference for technological innovation, in addition to having a large share of themarket, it is possible to see that many of the results found in the research can beused as drivers for making comparison with other studies, in addition to servingas a parameter for industries in the segment to use the GSCM practices described. It isimportant to point out that although the study looks at a large number of GSCMpractices, not all of the practices available in the literature were analyzed.
It is possible to conclude from this study that not only is academic interest in GSCMincreasing (based on the growing number of studies), it is also being integratedinto the strategic guidelines of companies with a strong influence on internal processesand the supply chain, especially upstream from the companies studied.
References
Anfavea (2012), “Brazilian automotive industry yearbook”, available at: www.anfavea.com.br/anuario.html (accessed September 30, 2013).
Azevedo, S.G., Carvalho, H. and Cruz Machado, V. (2011), “The influence of green practices onsupply chain performance: a case study approach”, Transportation Research Part E:Logistics and Transportation Review, Vol. 47 No. 6, pp. 850-871.
Beske, P., Koplin, J. and Seuring, S. (2008), “German first-tier suppliers of the volkswagen AG”,Corporate Social Responsibility and Environmental Management, Vol. 75 No. 2, pp. 63-75.
Blome, C., Hollos, D. and Paulraj, A. (2014), “Green procurement and green supplier development:antecedents and effects on supplier performance”, International Journal of ProductionResearch, Vol. 52 No. 1, pp. 32-49.
1128
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
Bowen, F., Cousins, P., Lamming, R. and Faruk, A. (2001), “The role of supply managementcapabilities in green supply”, Production and Operations Management, Vol. 10 No. 2,pp. 174-189.
Carvalho, H., Duarte, S. and Machado, V.C. (2011), “Lean, agile, resilient and green:divergencies and synergies”, International Journal of Lean Six Sigma, Vol. 2 No. 2,pp. 151-179.
Chiou, T.-Y., Chan, H.K., Lettice, F. and Chung, S.H. (2011), “The influence of greening thesuppliers and green innovation on environmental performance and competitive advantagein Taiwan”, Transportation Research Part E: Logistics and Transportation Review, Vol. 47No. 6, pp. 822-836.
Christopher, M., Mena, C., Khan, O. and Yurt, O. (2011), “Approaches to managing globalsourcing risk”, Supply Chain Management: An International Journal, Vol. 16 No. 2,pp. 67-81.
Curkovic, S. and Sroufe, R. (2011), “Using ISO 14001 to promote a sustainable supply chainstrategy”, Business Strategy and the Environment, Vol. 93 No. 2, pp. 71-93.
Drohomeretski, E., Gouvea da Costa, S.E., Pinheiro de Lima, E. and Garbuio, P.A.R. (2014), “Lean,Six Sigma and Lean Six Sigma: an analysis based on operations strategy”, InternationalJournal of Production Research, Vol. 52 No. 3, pp. 804-824.
Dues, C.M., Tan, K.H. and Lim, M. (2013), “Green as the new Lean: how to use Lean practicesas a catalyst to greening your supply chain”, Journal of Cleaner Production, Vol. 40 No. 2,pp. 93-100.
Ellram, L.M. (1996), “The use of the case study method in logistics research”, Journal of BusinessLogistics, Vol. 17 No. 2, pp. 93-138.
Figueiredo, J.N. and Mayerle, S.F. (2008), “Designing minimum-cost collection recycling networkswith required throughput”, Transportation Research Part E, Vol. 44 No. 3, pp. 731-752.
Geffen, C.A. and Rothenberg, S. (2000), “Suppliers and environmental innovation: the automotivepaint process”, International Journal of Operations and Production Management, Vol. 20No. 2, pp. 166-186.
Gerrard, J. and Kandlikar, M. (2007), “European end-of-life vehicle legislation living up toexpectations? Assessing the impact of the ELV Directive on “green” innovation and vehiclerecovery”, Journal of Cleaner Production, Vol. 15 No. 1, pp. 17-27.
Gold, S., Seuring, S. and Beske, P. (2010), “Sustainable supply chain management andinter-organizational resources: a literature review”, Corporate Social Responsibility andEnvironmental Management, Vol. 245 No. 4, pp. 230-245.
Gonz�alez, P., Sarkis, J. and Adenso-Dıaz, B. (2008), “Environmental management systemcertification and its influence on corporate practices: evidence from the automotiveindustry”, International Journal of Operations & Production Management, Vol. 28 No. 11,pp. 1021-1041.
Hajmohammad, S., Vachon, S., Klassen, R.D. and Gavronski, I. (2013), “Reprint of Leanmanagement and supply management: their role in green practices and performance”,Journal of Cleaner Production, Vol. 56 Nos 1/6, pp. 86-93.
Hall, J. (2000), “Environmental supply chain dynamics”, Journal of Cleaner Production, Vol. 8No. 6, pp. 455-471.
Handfield, R.B., Walton, S.V., Seegers, L.K. and Melnyk, S.A. (1997), “Green’ value chainpractices in the furniture industry”, Journal of Operations Management, Vol. 15 No. 4,pp. 293-315.
Hervani, A.A., Helms, M.M. and Sarkis, J. (2005), “Performance measurement for greensupply chain management”, Benchmarking: An International Journal, Vol. 12 No. 4,pp. 330-353.
1129
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
Holt, D. and Ghobadian, A. (2009), “An empirical study of green supply chain managementpractices amongst UK manufacturers”, Journal of Manufacturing TechnologyManagement, Vol. 20 No. 7, pp. 933-956.
Jabbour, L.S., Azevedo, A.B., Arantes, F.S. and Fernandes, A. (2013), “Green supply chainmanagement in local and multinational high-tech companies located in Brazil”,International Journal Of Advanced Manufacturing Technology, Vol. 68 Nos 1-4, pp. 807-815.
Jalali Naini, S.G., Aliahmadi, A.R. and Jafari-Eskandari, M. (2011), “Designing a mixedperformance measurement system for environmental supply chain management usingevolutionary game theory and balanced scorecard: a case study of an auto industry supplychain”, Resources, Conservation and Recycling, Vol. 55 No. 6, pp. 593-603.
Kenneth, W.G. Jr, Zelbst, P.J., Meacham, J. and Bhadauria, V.S. (2012), “Green supply chainmanagement practices: impact on performance”, Supply Chain Management:An International Journal, Vol. 17 No. 3, pp. 290-305.
Koplin, J., Seuring, S. and Mesterharm, M. (2007), “Incorporating sustainability into supplymanagement in the automotive industry and the case of the Volkswagen AG”, Journal ofCleaner Production, Vol. 15 No. 11, pp. 1053-1062.
Kuik, S.S., Nagalingam, S.V. and Amer, Y. (2011), “Sustainable supply chain for collaborativemanufacturing”, Journal of Manufacturing Technology Management, Vol. 22 No. 8,pp. 984-1001.
Kumar, S. and Yamaoka, T. (2007), “System dynamics study of the Japanese automotive industryclosed loop supply chain”, Journal of Manufacturing Technology Management, Vol. 18No. 2, pp. 115-138.
McCutcheon, D.M. and Meredith, J.R. (1993), “Conducting case study research in operationsmanagement”, Journal of Operations Management, Vol. 11 No. 3, pp. 239-256.
Melnyk, S., Sroufe, R. and Calantone, R. (2003), “Assessing the impact of environmentalmanagement systems on corporate and environmental performance”, Journal ofOperations Management, Vol. 21 No. 3, pp. 329-351.
OICA (2013), “Production Statistics”, available at: www.oica.net/category/production-statistics/,(accessed September 23, 2013).
Patton, M.Q. (1990), Qualitative Evaluation and Research Methods, 2nd ed., Sage, NewburyPark, CA.
Rao, P. and Holt, D. (2005), “Do green supply chains lead to competitiveness and economicperformance?”, International Journal of Operations & Production Management, Vol. 25No. 9, pp. 898-916.
Rowley, J. (2000), “Using Case Studies in Research”, Management Research News, Vol. 25 No. 1,pp. 16-27.
Sarkis, J. (2001), “Manufacturing’s role in corporate environmental sustainability”, InternationalJournal of Operation and Production Management, Vol. 21 Nos 5/6, pp. 666-686.
Sarkis, J. (2003), “A strategic decision framework for green supply chain management”, Journalof Cleaner Production, Vol. 11 No. 4, pp. 397-409.
Sarkis, J., Helms, M.M. and Hervani, A.A. (2010), “Reverse logistics and social sustainability”,Corporate Social Responsibility and Environmental Management, Vol. 354 No. 6, pp. 337-354.
Seuring, S. (2004), “Integrated chain management and supply chain management comparativeanalysis and illustrative cases”, Journal of Cleaner Production, Vol. 12 Nos 8/10, pp. 1059-1071.
Seuring, S. (2008), “Assessing the rigor of case study research in supply chain management”,Supply Chain Management – An International Journal, Vol. 13 No. 2, pp. 128-137.
Seuring, S. (2010), “Supply chain management for sustainable”, Business Strategy and theEnvironment, Vol. 20 No. 7, pp. 1699-1710.
1130
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
Seuring, S. and Muller, M. (2008), “From a literature review to a conceptual frameworkfor sustainable supply chain management”, Journal of Cleaner Production, Vol. 16 No. 15,pp. 1699-1710.
Simpson, D., Power, D. and Samson, D. (2007), “Greening the automotive supply chain:a relationship perspective”, International Journal of Operations & ProductionManagement, Vol. 27 No. 1, pp. 28-48.
Smith, M. and Crotty, J. (2008), “Environmental regulation and innovation driving ecologicaldesign in the UK automotive industry”, Business Strategy and the Environment, Vol. 349No. 6, pp. 341-349.
Srivastava, S.K. (2008), “Value recovery network design for product returns”,International Journal of Physical Distribution & Logistics Management, Vol. 38 No. 4,pp. 311-331.
Talbot, S., Lefebvre, E. and Lefebvre, L.A. (2007), “Closed-loop supply chain activities andderived benefits in manufacturing SMEs”, Journal of Manufacturing TechnologyManagement, Vol. 18 No. 6, pp. 627-658.
Thun, J.-H. and Muller, A. (2010), “An empirical analysis of green supply chain management inthe German automotive industry”, Business Strategy and the Environment, Vol. 132 No. 2,pp. 119-132.
Voss, C., Tsikriktsis, N. and Frohlich, M. (2002), “Case research in operations management”,International Journal of Operations & Production Management, Vol. 22 No. 2,pp. 195-219.
Walton, S.V., Handfield, R.B. and Melnyk, S.A. (1998), “The green supply chain: integratingsuppliers into environmental management processes”, The Journal of Supply ChainManagement, Vol. 34 No. 2, pp. 2-11.
Xia, Y. and Tang, T.L.P. (2011), “Sustainability in supply chain management: suggestions forthe auto industry”, Management Decision, Vol. 49 No. 4, pp. 495-512.
Xie, Y. and Breen, L. (2012), “Greening community pharmaceutical supply chain in UK: a crossboundary approach”, Supply Chain Management: An International Journal, Vol. 17 No. 1,pp. 40-53.
Xu, L., Mathiyazhagan, K., Govindan, K., Noorul Haq, A., Ramachandran, N.V. and Ashokkumar,A. (2013), “Multiple comparative studies of green supply chain management: pressuresanalysis”, Resources Conservation And Recycling, Vol. 78 Nos 9/12, pp. 26-35.
Yin, R.K. (2009), Case Study Research Design and Methods, 3th ed., Sage Publications, ThousandOaks, CA.
Zhu, Q. and Sarkis, J. (2007), “The moderating effects of institutional pressures on emergent greensupply chain practices and performance”, International Journal of Production Research,Vol. 45 Nos 18-19, pp. 4333-4355.
Zhu, Q., Sarkis, J. and Lai, K. (2007), “Green supply chain management: pressures, practices andperformance within the Chinese automobile industry”, Journal of Cleaner Production,Vol. 15 Nos 11/12, pp. 11-12.
Zhu, Q., Sarkis, J. and Lai, K. (2008), “Confirmation of a measurement model for green supplychain management practices implementation”, International Journal of ProductionEconomics, Vol. 111 No. 2, pp. 261-273.
Further reading
Soosay, C., Fearne, A. and Dent, B. (2012), “Sustainable value chain analysis – a case study ofOxford Landing from “vine to dine”, Supply Chain Management: An International Journal,Vol. 17 No. 1, pp. 68-77.
1131
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
Appendix
Blo
ckO
bje
ctiv
eM
ain
qu
esti
ons
Dat
aco
llec
tion
inst
rum
ent
Res
pon
den
tse
ctor
Dat
aan
aly
sis
1C
har
acte
riza
tion
ofth
eco
mp
any
Com
pan
yn
ame,
nu
mb
erof
emp
loye
es,
sect
or,
size
ofp
lan
t,av
erag
ep
rod
uct
ion
,sa
les
mar
ket
Web
site
and
inte
rvie
wP
rod
uct
ion
and
orq
ual
ity
Com
par
ison
ofco
mp
any
char
acte
rist
ics
1Id
enti
fica
tion
ofre
spon
den
tsN
ame,
e-m
ail,
pos
itio
n,
edu
cati
onan
dex
per
ien
cein
the
area
Inte
rvie
wL
ogis
tics
,p
urc
has
ing
,q
ual
ity,
pro
du
ctio
nan
dth
een
vir
onm
ent
To
gu
aran
tee
the
qu
alit
yof
the
resp
onse
s
2T
oid
enti
fyth
ed
riv
ers
and
bar
rier
sW
hat
are
the
mai
nd
riv
ers
and
bar
rier
sto
GS
CM
Inte
rvie
wL
ogis
tics
,p
urc
has
ing
,q
ual
ity,
pro
du
ctio
nan
dth
een
vir
onm
ent
Com
par
ison
bet
wee
nd
riv
ers
and
bar
rier
sof
the
com
pan
ies
inth
eli
tera
ture
3N
orm
ativ
ere
qu
irem
ents
Cer
tifi
cati
ons
Inte
rvie
wQ
ual
ity
and
the
env
iron
men
tT
ou
nd
erst
and
the
imp
act
ofth
ece
rtif
icat
ion
son
GS
CM
pra
ctic
es4
En
vir
onm
enta
lm
anag
emen
tIf
ther
eis
ap
erso
nre
spon
sib
lefo
rth
een
vir
onm
enta
lse
ctor
Inte
rnal
pol
icie
sfo
ren
vir
onm
enta
lm
anag
emen
tG
oals
for
red
uci
ng
env
iron
men
tal
imp
acts
Ali
gn
men
tb
etw
een
oper
atio
ns
stra
teg
yan
den
vir
onm
enta
lst
rate
gy
Inte
rvie
wan
dco
mp
any
org
aniz
atio
nal
char
tE
nv
iron
men
tan
dor
qu
alit
yT
oan
aly
zeth
est
ruct
ure
ofth
een
vir
onm
enta
lm
anag
emen
tar
eain
the
com
pan
y
5G
reen
pu
rch
asin
gE
nv
iron
men
tal
crit
eria
for
sele
ctin
gsu
pp
lier
sIn
vol
vem
ent
ofsu
pp
lier
sin
the
dev
elop
men
tof
pro
du
cts
En
vir
onm
enta
lev
alu
atio
nof
sup
pli
ers
Inte
rvie
wan
dan
aly
sis
ofse
lect
ion
reco
rds,
dev
elop
men
tan
dev
alu
atio
nof
sup
pli
ers
Pu
rch
asin
g,Q
ual
ity
and
the
En
vir
onm
ent
To
un
der
stan
dth
eap
pli
cati
onof
pra
ctic
esan
dof
gre
enp
urc
has
ing
ofea
chco
mp
any
and
its
imp
act
onth
esu
pp
lych
ain (con
tinu
ed)
Table AI.Structure of theresearch protocol
1132
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
Blo
ckO
bje
ctiv
eM
ain
qu
esti
ons
Dat
aco
llec
tion
inst
rum
ent
Res
pon
den
tse
ctor
Dat
aan
aly
sis
6P
ack
agin
gP
ack
agin
gd
evel
opm
ent
pro
cess
Man
agem
ent
ofp
ack
agin
gE
nv
iron
men
tal
focu
sfo
rca
rry
ing
out
the
man
agem
ent
ofp
ack
agin
g
Inte
rvie
ws
dir
ect
obse
rvat
ion
ofp
ack
agin
gar
eas
and
dis
pos
alof
pac
kag
ing
For
ms
for
the
dev
elop
men
tan
dco
ntr
olof
pac
kag
ing
Log
isti
csT
oid
enti
fyth
ep
rese
nce
ofan
env
iron
men
tal
focu
sin
pac
kag
ing
dev
elop
men
tan
dm
anag
emen
tin
the
sup
ply
chai
n
7D
irec
tL
ogis
tics
and
Rev
erse
Log
isti
csE
nv
iron
men
tal
pra
ctic
esin
inte
rnal
log
isti
csan
dd
istr
ibu
tion
Fu
nct
ion
ing
ofre
ver
selo
gis
tics
ofw
aste
,of
pac
kag
ing
and
retu
rns
Inte
rvie
ws
Con
trol
ofst
orag
e,tr
ansp
ort,
retu
rns
and
was
teD
irec
tob
serv
atio
nof
the
stor
age
area
san
dw
aste
Log
isti
csK
now
the
log
isti
csp
roce
sses
ofco
mp
anie
sto
iden
tify
the
pre
sen
ceof
acti
ons
that
focu
son
env
iron
men
tal
imp
acts
inth
esu
pp
lych
ain
8E
co-d
esig
nan
dC
lean
Pro
du
ctio
nD
evel
opm
ent
pro
cess
ofp
rod
uct
sP
ract
ices
for
red
uci
ng
was
teP
ract
ices
for
red
uci
ng
the
con
sum
pti
onof
nat
ura
lre
sou
rces
Use
ofto
xic
mat
eria
ls
Inte
rvie
ws
dir
ect
obse
rvat
ion
ofth
ep
rod
uct
ion
pro
cess
Ind
icat
ors
for
scra
pan
dco
nsu
mp
tion
ofn
atu
ral
reso
urc
esli
ke
wat
eran
den
erg
y
Pro
du
ctio
n,
qu
alit
yan
dth
een
vir
onm
ent
Pre
sen
ceof
use
ofre
cycl
edan
dre
cycl
able
com
pon
ents
inth
ep
rod
uct
sId
enti
fyth
ep
rese
nce
ofim
pro
vem
ents
inp
rod
uct
ion
and
its
env
iron
men
tal
imp
act
Table AI.
1133
Green supplychain
management
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)
About the authors
Everton Drohomeretski is a PhD candidate in Industrial and Systems Engineering at thePontifical Catholic University of Parana (PUCPR). He received his Master of Science degree inIndustrial and Systems Engineering from the same University and his Bachelor of Sciencein Business Management from the FAE University Center (FAE). He is an Associate Professor ofOperations Management at FAE and his Bachelor of Science as an Associate Professor at theIndustrial & Systems Engineering Graduate Program at Pontifical Catholic University of Parana(PUCPR). His research and teaching is in supply chain management, reverse logistics andoperations strategy. Everton Drohomeretski is the corresponding author can be contacted at:[email protected]
Dr Sergio Gouvea da Costa received his PhD in Industrial Engineering from the University ofSao Paulo (USP), his Master’s degree in Electrical Engineering (Automation) from the Universityof Campinas (UNICAMP), and his Bachelor of Science in Electrical Engineering from the FederalUniversity of Technology – Parana (UTFPR). During his PhD he spent 15 months as a VisitingFellow at the Institute for Manufacturing, University of Cambridge, UK. He is a Professor atthe Industrial & Systems Engineering Graduate Program at the Pontifical Catholic University ofParana (PUCPR) and an Associate Professor at the Federal University of Technology – Parana(UTFPR), Brazil. His current research interests include Lean Manufacturing, OperationsStrategy and Lean Healthcare.
Dr Edson Pinheiro de Lima is a Full Professor of Technology and Operations Management atthe Industrial and Systems Engineering Graduate Program of the Pontifical Catholic Universityof Parana (PUCPR). He also has the position of the Associate Professor at the Federal Universityof Technology – Parana (UTFPR), both in Brazil. Dr Pinheiro is a Researcher sponsored bythe Brazilian National Council of Science and Technology (CNPq). He was from 2009-2010 theProgram Director of the Industrial and Systems Engineering Graduate Program at the PUCPR.On 2007, he spent one year as a Visiting Academic at the Operations Management Group of theWarwick Business School, UK. He holds a BSc Degree in Electrical Engineering (UTFPR–Brazil), a MSc Degree in Electrical Engineering – Automation (UNICAMP – Brazil) and a PhDin Industrial Engineering (UFSC – Brazil). During his PhD he spent 12 months as a VisitingAcademic at the Polytechnic University of Madrid, Spain. His research and teaching is inoperations strategy, performance management, strategic management, organisational designand sustainable operations.
To purchase reprints of this article please e-mail: [email protected] visit our web site for further details: www.emeraldinsight.com/reprints
1134
JMTM25,8
Dow
nloa
ded
by P
UC
PR
At 0
5:37
10
Oct
ober
201
4 (P
T)