Agility and lean practices as antecedents of supply chain social sustainability

2020 ◽  
Vol 40 (10) ◽  
pp. 1589-1611 ◽  
Author(s):  
Vishnu Nath ◽  
Rajat Agrawal
Keyword(s):  
Supply Chain ◽  
Management Practices ◽  
Structural Model ◽  
Social Sustainability ◽  
Operational Performance ◽  
Validity And Reliability ◽  
Content Type ◽  
Sustainability Performance ◽  
Lean Practices ◽  
Sustainability Practices

PurposeThe present study aims to empirically investigate whether supply chain agility and lean management practices are antecedents of supply chain social sustainability.Design/methodology/approachData were collected from 311 supply chain practitioners from the Indian manufacturing sector. Confirmatory factor analysis was employed to test the validity and reliability of the measures used, and a structural model was analyzed to test the hypotheses of the current study.FindingsThe results indicate that agility and lean practices are significant antecedents of social sustainability orientation as well as social sustainability performance. The results also suggest that agility has a significant indirect effect on operational performance via social sustainability orientation, basic social sustainability practices as well as agility is indirectly affecting social sustainability performance via social sustainability orientation and basic social sustainability practices.Practical implicationsThe results of the present study have implications for managers that want to make their supply chain more socially sustainable.Originality/valueThe study is unique in the sense that it empirically links agility and lean practices with social sustainability orientation, social substantiality performance and operational performance in supply chains.

The role of green logistics management practices, supply chain traceability and logistics ecocentricity in sustainability performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yaw Agyabeng-Mensah ◽  
Ebenezer Afum ◽  
Innocent Senyo Kwasi Acquah ◽  
Essel Dacosta ◽  
Charles Baah ◽  
...  
Keyword(s):  
Supply Chain ◽  
Environmental Sustainability ◽  
Business Performance ◽  
Management Practices ◽  
Social Sustainability ◽  
Logistics Management ◽  
Equation Modeling ◽  
Green Logistics ◽  
Content Type ◽  
Sustainability Performance

PurposeThe priority giving to green practices in today's competitive market has made green logistics management practices (GLMPS) a significant driver of organizational performance. The purpose of this study is to explore the influence of GLMPS, logistics ecocentricity and supply chain traceability on sustainability performance.Design/methodology/approachThe study uses structured questionnaires to gather data from 274 managers of manufacturing firms in Ghana. The partial least square structural equation modeling approach is used to analyze the data to test the proposed hypotheses.FindingsThe results obtained from the analysis indicate that GLMPS positively influence social sustainability and environmental sustainability. However, GLMPS negatively influence business performance. The results further reveal that logistics ecocentricity and supply chain traceability augment GLMPS to achieve significant improvement in both business performance and environmental sustainability through the mediation effect approach.Originality/valueThe study proposes a conceptual framework that tests the combined effect of GLMPs, logistics ecocentricity and supply chain traceability on environmental sustainability, social sustainability and business performance from the Ghanaian perspective.

The relationships among transformational leadership, sustainable leadership, lean manufacturing and sustainability performance in Thai SMEs manufacturing industry

2019 ◽  
Vol 36 (6) ◽  
pp. 1014-1036 ◽  
Author(s):  
Piyachat Burawat
Keyword(s):  
Transformational Leadership ◽  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Structural Model ◽  
Participant Observation ◽  
Sustainable Leadership ◽  
Content Type ◽  
Sustainability Performance ◽  
Lean Practices ◽  
Depth Interview

Purpose The purpose of this paper is to examine the structural relationship model among transformational leadership, sustainable leadership (SL), lean manufacturing practices and sustainability performance. Design/methodology/approach The data were collected from the middle and senior managers working in small and medium enterprises of Thai manufacturing industry. Regarding the quantitative approach, the data were collected by means of survey from 598 respondents from 374 companies. Qualitative data were collected from 40 participants by participant observation, non-participant observation and in-depth interview. Findings The model reported that lean manufacturing has a partial mediate effect on the relationship between transformational leadership and sustainability performance, and between SL and sustainability performance. The structural model is different in automotive and nonautomotive companies, and the structural model is different among the companies which implemented lean program for less than five years and above five years. The data from in-depth interview informed that lean practices are appropriate for automotive industry though with less implementation in other industries. Firms pay most attention on customer involvement with some attention on employee and supplier involvement. Managers give advices and exchange ideas with their followers rather than inspiring and giving opportunities to make decision. Research limitations/implications The findings may also enable Thai managers to realize that lean practices are appropriate for any industry. The first thing to do before launching lean program to all process is that the company should buy-in the understanding of managers about lean concept and implementation. Willingness with well understanding and realizing importance of lean program will lead to superior results, especially operational, economic and sustainable performance. Originality/value The reliability and validity measurements confirmed that both SL and environmental and social performance are appropriate for manufacturing industries. This study provides evidence of the positive relationship between SL and lean manufacturing, lean manufacturing and sustainability performance, as well as the partial mediate effect of lean manufacturing on the relationship between SL and sustainability performance, which are the additional contributions to research in academic field. The results confirmed the positive relationship between transformational leadership and lean manufacturing. The results reported that there is difference of lean practices between automotive and nonautomotive companies, and between companies which implemented lean program less than five years and above five years. The structural relationship result reported that transformational leadership has effects on lean manufacturing whereas SL has no effect on lean manufacturing, which asserted the previous study in which one leadership model is more appropriate for success within lean implementations.

scholarly journals Influence of lean–green practices on organizational sustainable performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manori Pathmalatha Kovilage
Keyword(s):  
Performance Measures ◽  
Management Practices ◽  
Structural Model ◽  
Inventory Level ◽  
Green Management ◽  
Content Type ◽  
Sustainable Performance ◽  
Lean Practices ◽  
Green Practices ◽  
Lean And Green

PurposeThe key objectives of this study were to investigate the interactions among the lean, green management practices and organizational sustainable performance measures and explore the possibility of simultaneous implementation of these concepts for improving the organizational sustainable performance.Design/methodology/approachUsing the interpretive structural modeling (ISM) technique, the interactions among the lean, green practices and organizational sustainable performance measures were established. A focus group which consisted of purposively selected 15 experts was utilized in the primary data collection.FindingsIn Sri Lankan context, water and material consumption reduction, energy efficiency, water pollution and greenhouse gas reduction were identified as the dominant green practices, while pull production, lot size reduction, continuous improvement, preventive maintenance, employee involvement and cycle time reduction were the dominant lean practices. Inventory level, profitability, quality, cost, employee satisfaction, customer satisfaction, lead time, resources consumption (material, water, energy) and waste generation were determined as the dominant sustainable performance measures. The resulting ISM-based structural model which consisted of eight levels concluded that firstly lean practices influence the green practices and afterward green practices affect the sustainable performance measures.Research limitations/implicationsThe aim of this study was to develop a hypothetical structural model to explain the interactions among the lean, green management practices and organizational sustainable performance measures. But this hypothetical model was not empirically tested in the current study. So further study is required to empirically test the proposed model.Practical implicationsCurrently organizations who practice for sustainable performance engages, lean and green practices separately without understanding on which practices are stared when and how. So, through the findings of this study, organization who desire to improve the sustainable performance are recommended to begin the journey with lean practices and subsequently move in to green and handle both lean and green initiatives through one functional unit.Originality/valueThe existing literature does not possess a model for explaining the lean–green synergy and organizational sustainable performance and this study successfully fills this gap. Also the study proposes for the practitioners, when and how the lean and green practices should be initiated and implemented for rising the sustainable performance of an organization.

scholarly journals Impact of social sustainability orientation and supply chain practices on operational performance

2018 ◽  
Vol 38 (12) ◽  
pp. 2344-2366 ◽  
Author(s):  
Simon Croom ◽  
Natalia Vidal ◽  
Wellington Spetic ◽  
Donna Marshall ◽  
Lucy McCarthy
Keyword(s):  
Supply Chain ◽  
Social Issues ◽  
Current Knowledge ◽  
Social Sustainability ◽  
Operational Performance ◽  
Temporal Orientation ◽  
Sustainable Supply Chain ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact

Purpose Socially sustainable supply chain (SSSC) practices address pressing social issues and may provide operational benefits as well as positive impacts on society. However, due to gaps in the current knowledge, it is difficult to know what practices will provide benefits and what management orientations can maximize the impact of these practices on operational performance. The purpose of this paper is to advance the knowledge on the effect of social sustainability orientation on operational performance by examining the mediating roles of basic and advanced SSSC practices and the moderating role of long-term orientation (LTO). Design/methodology/approach Data were collected through a survey of US-based companies about their relationships with key suppliers. Confirmatory factor analysis and multiple regression were used to test the proposed moderated mediation model. Findings Surprisingly, sustainability orientation predicts operational performance through advanced but not basic SSSC practices. Results also indicate that the effect of sustainability orientation on operational performance is significantly moderated by LTO. Research limitations/implications Results are limited by the US context, the cross-sectional nature of the research, the use of a single-respondent survey instrument and the challenges of measuring LTO. Practical implications Managers and policymakers should be aware of the limitations of adopting basic SSSC practices on the performance of their operations. Advanced practices provide a more robust business case and significantly and positively impact operational performance. In addition, the interaction of a sustainability orientation and LTO can lead to even greater improvements in firms’ operational performance. Firms with the highest levels of social sustainability and LTOs attain superior operational performance. Originality/value This study contributes to the growing literature on sustainable supply chain management (SSCM) and extends this literature by focusing on social sustainability practices, identifying specific practices that impact and the orientations that maximize operational performance. The authors contribute to the growing literature on the importance of manager’s temporal orientation and provide nuance to emerging SSCM theory by exposing the interplay of these orientations and the impact of SSSC practice adoption.

Impact of supply chain quality management practices on operational performance: empirical evidence from manufacturing companies in Vietnam

2019 ◽  
Vol 24 (6) ◽  
pp. 855-871 ◽  
Author(s):  
Anh Chi Phan ◽  
Hao Anh Nguyen ◽  
Phuong Dinh Trieu ◽  
Ha Thu Nguyen ◽  
Yoshiki Matsui
Keyword(s):  
Supply Chain ◽  
Quality Management ◽  
Management Practices ◽  
Operational Performance ◽  
Internal Quality ◽  
Manufacturing Companies ◽  
Quality Cost ◽  
Content Type ◽  
Future Studies ◽  
Quality Management Practices

Purpose This study aims to investigate the effect of supply chain quality management on operational performance in Vietnamese manufacturing companies. Design/methodology/approach Questionnaire survey is conducted to collect data from Vietnamese manufacturing companies in the electronic/electric industry. Collected data were analyzed by using correlation analysis and hierarchical regression analysis. Findings This study points out the current situation of implementing supply chain quality management practices in Vietnamese manufacturing companies which are more focused on internal quality management practices than upstream and downstream quality management practices. Correlation and regression analyses that demonstrate the significant linkage between supply chain quality management practices and operational performance are confirmed in this study. Upstream and downstream quality management are found to be the significant predictor for high performance on quality, cost and delivery. Research limitations/implications This study has some limitations that can be addressed in future studies. The first limitation is the relatively small sample size due to lack of time and resources. These constraint can be overcome in future works by collecting more data in diverse countries and industries to re-examine the framework. Furthermore, larger sample will allow researchers to apply other statistical methods such as path analysis and structural equation modelling, which would provide interesting results. Another limitation is that the collected data in this paper mainly rely on perceptions of the respondents, which may cause individual bias in analysis. To reduce this type of bias, both subjective and objective measurement of scales, especially performance measures, can be used in future studies. Practical implications This study provides empirical evidences that practitioners can use to improve a specific type of performance, especially in the context of emerging economies. In a turbulent and unpredictable business environment, it is emphasized that quality management should be extended at supply chain level to utilize the capabilities of external partners. In Vietnamese manufacturing firms, implementation of such practices as information technology links, information sharing, supplier involvement and customer involvement would lead to high level of operational performance. Originality/value Supply chain management and quality management are two fields of study that have gained much attention of researchers. However, the concept of supply chain quality management as well as its impact on business performance have not been fully studied, especially in context of a developing country. Through extensive literature review, this study proposes and tests an analytical framework that characterizes supply chain quality management into three elements: internal quality management, upstream quality management and downstream quality management. Subsequently, their impact on quality, cost and delivery are analyzed to provide better understanding of supply chain quality management in Vietnamese context.

Squaring the circle

2014 ◽  
Vol 19 (3) ◽  
pp. 292-305 ◽  
Author(s):  
Johanne Grosvold ◽  
Stefan U. Hoejmose ◽  
Jens K. Roehrich
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Management Practices ◽  
Sustainable Supply Chain ◽  
Chain Management ◽  
Content Type ◽  
Sustainable Supply Chain Management ◽  
Sustainability Performance ◽  
Tightly Coupled

Purpose – The purpose of this study is to evaluate the relationships between management, measurement and performance of sustainability in supply chains. The authors develop a framework which explores these links through decoupling as articulated by the institutional theory. They draw on a conceptual continuum of reactive-proactive sustainable supply chain practices and identify clusters of companies along these dimensions and evaluate the theoretical and managerial implications of this for sustainability performance. Design/methodology/approach – This study uses primary and secondary datasets from 12 inductive, multiple case studies across different industries. This method ensures that we are better able to encapsulate a broader and more diverse set of practices and settings which in turn adds robustness to the theory we induced from our findings. Findings – The authors find varying degrees of alignment between management practices and measurement systems of sustainable supply chains. Some firms better align their sustainable supply chain management and measurement practices than others, resulting in tighter coupling and ultimately improved sustainability performance in the supply chain. Research limitations/implications – Further research may explore the conditions under which firms decouple their practices and the contextual settings that are associated with decoupling, loosely and tightly coupled alignment. Additionally, the conceptual framework should be tested across countries, industries and different relationships between public and private organisations. Originality/value – This is one of the first empirical explorations of the decoupling theory and the reactive-proactive continuum in sustainable supply chain management.

Toward a holistic understanding of sustainability in corporations: Resource-based view of sustainable supply chain management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ozlem Ayaz Arda ◽  
Frank Montabon ◽  
Ekrem Tatoglu ◽  
Ismail Golgeci ◽  
Selim Zaim
Keyword(s):  
Environmental Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Financial Performance ◽  
Management Practices ◽  
Social Performance ◽  
Operational Performance ◽  
Chain Management ◽  
Content Type ◽  
Environmental Management Practices

Purpose While the three interconnected aspects of the triple bottom line -environmental, social and economic sustainability- are well-established, these aspects have insufficiently been addressed together in the supply chain management literature. Thus, the purpose of this paper is to examine whether environmental and social performance mediates the relationship between environmental management practices and operational performance and whether operational performance mediates the relationship between environmental and social performance and financial performance. Design/methodology/approach Drawing on a data set of 208 firms operating in a wide range of manufacturing industries, the authors test the hypotheses using structural equation modeling. The research context for the study is Turkey, an important emerging market and one of the nexuses of European and Asian supply chains. Findings The findings indicate that all three aspects of sustainability have mutually supportive relationships as demonstrated by positive mediating mechanisms between environmental management practices and operational performance and between environmental and social performance and financial performance. The mediation results correspond with the resource-based view. They indicate that building up capabilities and resources in the form of environmental management practices supports three areas of the triple bottom line and boosts firms’ financial performance. Originality/value Research on sustainability is well-established, yet supply chain management research has, thus, far paid insufficient attention to all three aspects. This paper, thus, sets itself apart by explicitly considering all three aspects of sustainability and contributes to understanding how they relate to one another.

The effect of supply chain agility and lean practices on operational performance: a resource-based view and dynamic capabilities perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Umair Manzoor ◽  
Sajjad Ahmad Baig ◽  
Muhammad Hashim ◽  
Abdul Sami ◽  
Hakeem-Ur Rehman ◽  
...  
Keyword(s):  
Supply Chain ◽  
Global Economy ◽  
Dynamic Capabilities ◽  
Operational Performance ◽  
Survey Method ◽  
Resource Based View ◽  
Content Type ◽  
Lean Practices ◽  
Supply Chain Agility ◽  
The Relationship

PurposeIn today's global economy, developing supply chain agility (SCA) and lean practices (LP) as resource-based view and dynamic capabilities are essential for firms to sustain their competitive advantage (CA) and enhance their operational performance (OP). The purpose of this paper is to develop and empirically test a framework to investigate how CA is achieved through SCA and LP and how these, in turn, can enhance a firm's OP.Design/methodology/approachFor data collection, the authors adopted the survey method using self-administered questionnaires. Two-source survey data were collected in two rounds (separated by a two-month lag time) from supply chain managers, operational managers and general managers. The purpose of collecting data in two rounds was to reduce common-method bias. Likert scale (1–5) was used in the questionnaire. Smart PLS 3 and SPSS 23 were used for the data analysis purpose.FindingsSCA was found to directly and positively affect OP. LP also positively affected OP. In addition, CA fully mediated the relationship between SCA, LP and OP.Practical implicationsThis study encourages the managers of manufacturing firms to adapt LP and their supply chains (SCs) to become agile and leverage the advantages of their implementation to improve their OP and succeed in the market.Originality/valueThis study is one of the first to investigate the effect of SCA and LP on OP. Furthermore, the first study examines CA's mediating impact on the relationship between SCA, LP and OP.

scholarly journals Supply chain management practices and firms’ operational performance

2017 ◽  
Vol 34 (2) ◽  
pp. 176-193 ◽  
Author(s):  
Huy Quang Truong ◽  
Maria Sameiro ◽  
Ana Cristina Fernandes ◽  
Paulo Sampaio ◽  
Binh An Thi Duong ◽  
...  
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Large Scale ◽  
Management Practices ◽  
Operational Performance ◽  
Equation Modeling ◽  
Measurement Scales ◽  
Chain Management ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to provide an empirical evidence about the relationship between practices of supply chain management (SCM) and operational performance (OP). Design/methodology/approach Based on a comprehensive literature review, a set of SCM practices has been identified and selected to develop a conceptual model as well as to establish their relationship to companies’ OP. The measurement scales of the practices were developed in four steps: identification and development of initial instrument; personal interviews and Q-sort; large-scale data collection; and large-scale analysis in order to ensure unidimensionality, reliability and validity. Structural equation modeling was used to validate the model with the data were collected in Vietnamese garment enterprises. Findings The study consolidated relationships between the SCM practices and OP. According to the research results, these practices have a “resonant” influence on OP that can explain 52.6 percent variance of this output concept. In particular, customer focus and supplier management both direct and indirect impact on OP while top management support and process control/improvement only have indirect and direct influences on OP, respectively. Research limitations/implications There are some limitations that can guide academics to new lines of future research: to extend the scope of the survey to include different countries and new situations, so results can be generalized; to consider the impacts of the SCM practices on the entire supply chain performance; and to explore additional factors that can further explain OP, such as operational environment, capital, technology, human resource, etc. Practical implications The authors suggest that the SCM practices should be implemented as an integrated system rather than independent practices, in which they interact with each other and improve OP. Originality/value The empirical results of this study provide an evidence to consider the SCM practices as reliable predictors for OP. According to the research, these practices interact with each other and have both direct and indirect effects on OP. In other words, through the mutual interaction among the SCM practices, they have the “resonant” influence on improving OP. Moreover, the proposed research model analyzing the relationship among SCM practices and OP and its validation using the Vietnam garment industry provided valuable insights both from theoretical and practical perspectives.

Influence of data-driven supply chain quality management on organizational performance: evidences from retail industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anil Kumar ◽  
Rohit Kumar Singh ◽  
Sachin Modgil
Keyword(s):  
Supply Chain ◽  
Quality Management ◽  
Organizational Performance ◽  
Significant Relationship ◽  
Management Practices ◽  
Structural Model ◽  
Data Driven ◽  
Equation Modeling ◽  
Retail Sector ◽  
Content Type

PurposeThe objective of the study is to test a conceptual model based on the interrelation between data-driven supply chain quality management practices (DDSCQMP) and the performance of organized retailing firms in India.Design/methodology/approachBased on a comprehensive review of literature, the dimensions of DDSCQMP concerning the Indian organized retail sector have been extracted. Considering the research objectives, the research data has been collected using a structured questionnaire from Indian retailers. Overall 133 questionnaires were responded successfully from retailers. The model was tested using structured equation modeling (SEM) through PLS 3.0.FindingsThe research findings confirm hypotheses and reveal the statistically significant relationship between DDSCQMP and retailers' performance at an aggregate level. However, the results of the individual-level analysis of DDSCQMP appear to vary from practice to practice. Among various DDSCQMP, “customer focus” with the highest beta (ß) value was found to have the greatest impact on performance followed by “employee relations”.Originality/valueThe study provides empirical justification for a structural model that identifies a positive and significant relationship between DDSCQMP and organizational performance within the context of organized retail sector of India.

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