Social and environmental dimensions of organizations and supply chains tradeoffs and synergies 1st edition by Marcus Brandenburg, Gerd Hahn, Tobias Rebs ISBN 3319595870 9783319595870

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ISBN 10: 3319595870
ISBN 13: 9783319595870
Author: Marcus Brandenburg, Gerd Hahn, Tobias Rebs

This book focuses on environmental and social factors in international supply chains and industry networks. It explores whether socially-responsible and environmentally-conscious operations are complementary or conflictive to economic targets. The book elaborates on innovative approaches to manage the economic, ecological and social performance in supply networks from different perspectives. In addition, it links sustainability to operational processes and illustrates specific application contexts. Moreover, it covers the social dimension of sustainability. The rise of sustainability in management forces enterprises to revisit the concept of profitability that drives their operations. Social standards and ecological targets represent critical factors that challenge industry networks. The interplay of these goals requires new insights from scientific research and managerial practice. New approaches and systems are needed to minimize environmental and social harms and to promote sustainability.

Social and environmental dimensions of organizations and supply chains tradeoffs and synergies 1st Table of contents:

Chapter 1: Sustainable Supply Chains: Recent Developments and Future Trends

References

Part I: Performance Management for Sustainable Supply Chain Management

Chapter 2: Opportunities of Combining Sustainable Supply Chain Management Practices for Performanc

2.1 Introduction

2.2 Literature Review

2.2.1 Sustainable Supply Chain Management Practices

2.2.2 Extra Benefits from the Combination of SSC Practices

2.3 Methodological Approach

2.3.1 Systematic Literature Review

2.3.2 Contingency Analysis

2.3.3 Content Analysis of Companies’ Reports

2.4 Contingency Analysis of the SSC Framework Dimensions

2.5 Contingency Analysis of Framework Categories and Discussion of SSC Practice Combinations

2.5.1 Supplier Collaboration Combined with Business Alignment (phi = 0.329) and Solutions Develo

2.5.2 Business Alignment Combined with External Relationship (phi = 0.371)

2.5.3 External Relationships Combined with Equipment and Vehicles (phi = 0.311)

2.5.4 Procurement Process Combined with Materials/Services (phi = 0.900) and Reuse and Recycle

2.5.5 Materials and Services Combined with Reuse and Recycle (phi = 0.302)

2.5.6 Packaging Combined with Materials/Services (phi = 0.368), Solutions Development (phi = 0.

2.5.7 Solutions Development Combined with Customer Engagement (phi = 0.309)

2.5.8 Resources Combined with Reuse and Recycle (phi = 0.338), Waste Disposal (phi = 0.375), a

2.5.9 Reuse and Recycle Combined with Waste Disposal (phi = 0.306)

2.5.10 Pollution Control Combined with Customer Engagement (phi = 0.315)

2.6 Conclusions

Appendices

Appendix 1: Descriptions of Dimensions and Categories of SSC Practices

Appendix 2: Significant Correlations Between SSC Practices

References

Chapter 3: Interactions Along the Supply Chain for Building Dynamic Capabilities for Sustainable

3.1 Introduction

3.2 SSCM, Interactions, and DCs

3.2.1 SSCM

3.2.1.1 What Is SSCM?

3.2.1.2 Basic Strategies in SSCM

3.2.1.3 Challenges in Implementing SSCM

3.2.2 Interactions in Supply Chains

3.2.2.1 What Are Interactions?

3.2.2.2 The Purpose of Interactions in the Context of SSCM

3.2.2.3 Interaction Attributes in the Context of SSCM

3.2.3 Dynamic Capabilities

3.2.3.1 The Nature of Dynamic Capabilities

3.2.3.2 In What Way Can DCs Affect SSCM Outcome

3.2.3.3 Interactions’ Influence on DCs Needed for Improved SSCM Performance

3.2.3.4 Mechanisms of Developing DCs

3.3 Conclusion and Outlook

References

Chapter 4: Toward the Integration of Sustainability Metrics into the Supply Chain Operations Refe

4.1 Introduction

4.2 Literature Review

4.3 Methodology

4.4 Aligning Sustainability Metrics with the SCOR Model

4.4.1 Integration of Environmental Metrics

4.4.2 Integration of Social Metrics

4.5 Discussion

4.6 Conclusion

References

Chapter 5: Enabling a Supply Chain-Wide Sustainability Assessment: A Focus on the Electronics an

5.1 Introduction

5.2 Conceptual Framework and Industry Requirements

5.3 Information Collection

5.4 Sustainability Data Processing, Aggregation Methods, and Application Examples

5.4.1 Qualitative Indicators

5.4.2 Quantitative Indicators

5.4.2.1 Aggregation of Ratios

5.4.2.2 Aggregation of Amounts

5.5 A Software-Based Solution to Measure the Sustainability of a Supply Chain

5.5.1 Plausibility Checks

5.5.2 Additional Benefits of a Software-Based Solution

5.6 Discussion

5.7 Conclusion

References

Chapter 6: Sustainable Development Partnerships: Development of an Estimation Model of CO2 and C

6.1 Introduction

6.2 Theory and Case Study for Calculating Potential CO2 Emissions and Production Cost Savings

6.2.1 Ecological Casting Development

6.2.2 The Increasing Importance of Energy Consumption and CO2 Emissions in the Foundry Industry

6.2.3 Case Study of an IT Tool for Early Assessment of CO2 Emissions and Production Costs

6.3 Design of the Study

6.3.1 Scope of the Study

6.3.2 Analysis of Data

6.4 Development of a Method for Early Assessment of Potential CO2 and Cost Savings in Cross-Co

6.4.1 Findings of the First Statistical Analyses

6.4.2 Full-Model Regression

6.4.3 Limitations of the Model for Predicting Future CO2 Reductions

6.5 Practical Implementation and Summary

References

Part II: Sustainability in Operational Processes and Specific Applications

Chapter 7: Sustainable Supply Chain Management: How to Integrate Sustainability in a Global Suppl

7.1 Motivation: Moral Responsibility: Ethical Dilemmas

7.1.1 Companies Between CSR and High Performance Pressure

7.1.2 Corporate Social Responsibility as “Social License to Operate”

7.1.3 Ethical Culture: From Conformism to a Culture of Integrity

7.2 Definitions of CSR: Different Perspectives

7.2.1 The CSR Definition of the European Commission

7.2.2 CSR Defined by the International Organization of Standardization

7.2.3 CSR Defined by Experts

7.3 Reasons for CSR in the Supply Chain: Push and Pull Factors

7.3.1 LOHAS as Pull Factor for Sustainable Supply Chains

7.3.2 From Global Supply Chains to Sustainable Global Supply Chains

7.3.3 Key Ethical Issues for Different Stakeholders

7.3.4 Reasons and Barriers for Sustainable Global Supply Chains

7.3.5 Sustainable Supply Chains in Emerging Countries

7.4 Case Study: Chinese Suppliers: CSR in the Retail Supply Chain

7.4.1 CSR and Its Impact on Product Competitiveness

7.4.2 The Positive Impact of a CSR Report

7.5 CSR Management Checklist for Sustainable Supply Chains

7.5.1 Suppliers

7.5.2 Employees

7.5.3 Work Environment

7.5.4 Company Level

7.5.5 Society/Environment

7.6 CSR in the Supply Chain as Future Proof of the Company

7.7 The Role of Management in Implementing SSCM

7.7.1 Skills and Tools of CSR Managers

7.7.2 Sustainable Supply Chains: Integrating a Global CSR Perspective

7.7.3 Compliance Management in Sustainable Supply Chains

7.8 Conclusion

References

Chapter 8: Quantitative Modeling of Sustainability in Interorganizational Supply Chains

8.1 Introduction

8.2 Literature Background

8.3 Methodology

8.4 Results

8.4.1 Descriptive Analysis

8.4.2 Content Analysis

8.4.2.1 Modeling Dimensions

8.4.2.2 Supply Chain Management Dimensions

8.4.2.3 Sustainability Dimensions

8.4.2.4 Sustainable Supply Chain Management Dimensions

8.5 Discussion

8.6 Conclusion

References

Chapter 9: Supply Chain Risk Management in Sustainable Sourcing

9.1 Introduction

9.2 Sustainable Supply Chain Management and Sourcing

9.2.1 Supply Chain Management and Sourcing

9.2.2 Sustainability

9.2.3 Sustainable Supply Chain Management and Sourcing

9.3 Risks in Conventional and Sustainable Sourcing

9.3.1 Risks in Supply Chains and Procurement

9.3.2 Differences in Conventional and Sustainable Sourcing Risks

9.4 Supply Chain Risk Management Applied in Sustainable Sourcing

9.4.1 Risk Management Strategies in Supply Chains

9.4.2 Supply Chain Risk Management Strategies in Sustainable Sourcing

9.4.3 Opportunities for Risk Management in Sustainable Sourcing

9.5 Summary

References

Chapter 10: Management of Conflict Minerals in Automotive Supply Chains: Where to Start from?

10.1 Introduction

10.2 Conflict Minerals Stakeholders: Literature Review and Experts’ Perspective

10.3 Tantalum and Gold-Specific Stakeholders

10.4 Conflict Minerals Stakeholders and Implications for the Automotive Industry

10.5 Discussion, Limitations and Need for Further Research

10.6 Conclusions

Appendix

References

Chapter 11: Implementing Sustainable Supply Chain Management: A Literature Review on Required Purc

11.1 Introduction

11.2 The Role of PSM and Buyers in SSCM

11.2.1 PSM’s Processes in the Context of SSCM

11.3 Buyer Competences for Sustainability: The Current State of Research

11.3.1 Definitions

11.3.2 Systematic Literature Review: Methodology

11.3.3 Overview of the Current State of Research

11.3.4 Social and Environmental Knowledge and Competences in PSM (Research Area 1, Fig. 11.5)

11.3.4.1 Competences and Knowledge Requirements for Sustainability in General (Research Area 2, F

11.3.5 Limitations of the Systematic Literature Review

11.4 Conclusions, Outlook, and Opportunities for Further Research

11.4.1 Conclusions and Outlook

11.4.2 Future Research Suggestions

References

Chapter 12: Social and Environmental Impact of Advances in Economically Driven Transport Optimiza

12.1 Introduction

12.2 Problem Definition

12.3 Literature

12.4 Case

12.4.1 Data Generation

12.4.2 Scenarios

12.4.3 Performance Indicators

12.5 Solution Methods

12.5.1 Greedy Algorithm

12.5.2 Holistic Optimizer

12.5.3 Numerical Example

12.6 Experiments

12.7 Conclusion

References

Chapter 13: Sustainability and New Product Development: Five Exploratory Case Studies in the Auto

13.1 Introduction

13.2 Literature Review

13.2.1 New Product Development

13.2.2 Sustainable Development

13.2.3 Toward a Sustainable New Product Development

13.2.3.1 Cross-Functional Work

13.2.3.2 Top-Management Support

13.2.3.3 Market Planning

13.2.3.4 Formalized Processes

13.3 Research Methodology

13.3.1 Research Design

13.3.2 Case Selection

13.3.3 Data Collection

13.4 Findings from the Case Studies

13.4.1 Case Analysis of Cross-Functional Work

13.4.2 Case Analysis of Top Management

13.4.3 Case Analysis of Market Planning

13.4.4 Case Analysis of Formalized Processes

13.5 Discussion

13.6 Conclusion and Further Research

References

Part III: Covering the Social Dimension of Sustainability

Chapter 14: Sustainable Supply Chain Management at the Base of Pyramid: A Literature Review

14.1 Introduction

14.2 Background

14.2.1 Sustainability

14.2.2 Sustainable Supply Chain Management

14.2.3 Base of the Pyramid

14.3 Methodology

14.3.1 Material Collection

14.3.2 Category Selection

14.3.3 Material Evaluation

14.4 Descriptive Analysis

14.5 Content Analysis

14.5.1 Sustainability Dimensions: General Context

14.5.1.1 Economic TBL Dimension

Financial Categories of the Economic Dimension

Nonfinancial Categories of the Economic Dimension

14.5.1.2 Environmental TBL Dimension

14.5.1.3 Social TBL Dimension

14.5.2 BoP Context

14.5.3 Triggers of Sustainability

14.5.3.1 Pressures and Barriers

14.5.3.2 Incentives

14.6 Concluding Remarks

References

Chapter 15: What Hybrid Business Models Can Teach Sustainable Supply Chain Management: The Role of

15.1 Introduction

15.2 Conceptual Background

15.2.1 Sustainable Supply Chain Management and Design

15.2.2 Social Entrepreneurs

15.2.3 Impact Investing and Hybrid Organizations

15.2.4 Social Entrepreneurs in Hybrid Organizations

15.3 Research on Social Businesses in Haiti

15.3.1 Research Design

15.3.2 Data Collection

15.3.3 Analysis and Main Results

15.3.4 Toward a Theory of Sustainable Supply Chain Design (SSCD)

15.3.5 Toward a Social Resource-Based View (SRBV)

15.4 Future Research Directions (FRD)

15.4.1 FRD1: Social Identity in the Light of Supply Chain Disruption

15.4.2 FRD2: Hybrid Business Models and Impact

15.4.3 FRD3: From Sustainable Supply Chain Design (SSCD) to TBL Shared Value Chain Design

15.5 Conclusions and Outlook

Interview Guide

References

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