Sustainable stakeholder engagement through innovative supply chain strategy: An exploratory study of an Indian organization

2009 ◽  
Vol 8 (2) ◽  
pp. 205-223 ◽  
Author(s):  
Ganesan Kannabiran
Energies ◽  
2021 ◽  
Vol 14 (12) ◽  
pp. 3504
Author(s):  
Blanka Tundys ◽  
Tomasz Wiśniewski

The aim of the study was to analyze emissions in the supply chain and to identify, based on a literature analysis, which supply chain strategies could contribute to reducing these emissions. A broad spectrum of new supply chain strategy solutions was identified and, based on simulations of selected products, conclusions were drawn and the advantages and disadvantages of theoretical solutions were presented for individual cases. A critical analysis of the literature and simulation methods were used to illustrate the problem presented in this paper, to identify the factors causing greenhouse gas emissions and to draw conclusions in the form of proposals to redesign existing strategies, considering the factors determining the increase in pollution caused by the performed logistics processes. The results of the simulations and the literature analysis indicate that solutions related to the redesign of strategies must consider the specificity of the product and the nature of the chain. Not all proposed strategies are applicable to all chains, and each new strategy must be carefully considered and consider many factors. An important element to reduce the negative environmental impact of chains is a well-thought-out relationship with suppliers, a well-chosen and adapted logistics infrastructure, including means of transport. The presented solutions clearly indicate that the environmental aspect plays an increasingly important role in chain management and influences the applied chain strategies. However, reducing the environmental impact of a chain is not a revolutionary approach and an easy-to-implement strategy change, but a well-thought-out, long-term process that considers the specifics of the products, the possibilities of alternative sourcing and distribution modes, and the need to invest in logistics infrastructure to make it as environmentally neutral as possible.


Author(s):  
Chinmay Sane ◽  
Conrad S. Tucker

With continued emphasis on sustainability-driven design, reverse logistics is emerging as a vital competitive supply chain strategy for many of the global high-tech manufacturing firms. Various original equipment manufacturers (OEMs) and multi-product manufacturing firms are enhancing their reverse logistics strategies in order to establish an optimal closed-loop supply chain through which they can introduce refurbished variants of their products back into the market. While a refurbished product strategy helps to mitigate environmental impact challenges as well as provide additional economic benefits, it is limited to an existing product market, possibly a subset of the existing market, and fails to commercialize/target new markets. In addition to refurbishing, the alternatives available for utilizing End-Of-Life (EOL) products are currently restricted to recycling and permanent disposal. In this work, the authors propose employing a new EOL option called “resynthesis” that utilizes existing waste from EOL products in a novel way. This is achieved through the synthesis of assemblies/subassemblies across multiple domains. The “newly” synthesized product can then be incorporated into the dynamics of a closed-loop supply chain. The proposed methodology enables OEMs to not only offer refurbished products as part of their reverse logistics strategy, but also provide them with resynthesized product concepts that can be used to expand to new/emerging markets. The proposed methodology provides a general framework that includes OEMs (manufacturers of the original product), retailers (distributors of the original product and collectors of the EOL products) and third-party firms (managers of the EOL products) as part of a closed-loop supply chain strategy. The proposed methodology is compared with the existing methodologies in the literature wherein a third-party supplies the OEM only with refurbished products and supplies products unsuitable for refurbishing to another firm(s) for recycling/disposal. A case study involving a multi-product electronics manufacturer is presented to demonstrate the feasibility of the proposed methodology.


2010 ◽  
Vol 49 (5) ◽  
pp. 849-868 ◽  
Author(s):  
Elaine Farndale ◽  
Jaap Paauwe ◽  
Paul Boselie

2017 ◽  
Vol 12 (7) ◽  
pp. 115 ◽  
Author(s):  
MdAfzalul Aftab ◽  
Qin Yuanjian ◽  
Nadia Kabir

The successful implementation of push-pull supply chain management strategy has an important role in improving the competitiveness of an organization. The objective of a push-pull strategy is to minimize the holding of inventory level in finished form and rather produce finished goods from semi-finished inventory only upon receiving final order. One of the vital building blocks of push-pull supply chain strategy is postponement. The main objective of this review paper is to discuss the concept of postponement and its sub-categories such as product postponement and process postponement and their benefits. Then it is investigated how two prominent fast fashion retailers who are also categorized as original brand manufacturers in the apparel value chain apply the two variants of process postponement e.g. process standardization and process re-sequencing in their manufacturing operations to activate push pull supply chain strategy. The push-pull supply chain strategy in turn helps to reduce their order-to-delivery lead time to stores, reduce inventory holding level and minimize both physical costs and market mediation costs. The paper ends with concluding remarks. A framework is developed to illustrate the push-pull supply mechanism. This paper is a useful resource for practitioners in apparel supply chain willing to remove inefficiencies, costs and risks in their operations.


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