دانلود رایگان مقاله انگلیسی طرح های مدیریت زنجیره تامین سبز و عملکرد رقابتی عملیاتی - امرالد 2017

Abstract

Purpose – Manufacturing organizations have begun to implement green supply chain management (GSCM) practices in response to customer demand for products and services that are environmentally sustainable and that are created through environmentally sustainable practices and in response to governmental environmental regulations. Despite the rise of concerns about green management, there seem to be few studies investigating GSCM and its impacts on the operational competitive capabilities from a developing economy. The purpose of this paper is to understand the extent of Green Supply Chain Management practices implementation in Ghana and how such practices impacts on firms operational competitive capabilities. Design/methodology/approach – Structural equation modeling (SEM) was used to study the relationship between GSCM practices and firm operational competitive performance in terms of cost, quality, flexibility and delivery time using a survey of informants. Findings - Using data from Ghana, the work demonstrates that GSCM practices such as environmental management systems and green purchasing practices both will have a positive relationship with firm’s operational competitive performance in terms of cost, quality and flexibility, but seems to have no positive relationship with delivery time. Further moderation analysis indicates that the paths from Environmental Management Practices to reduced cost and flexibility were significant indicating that the effect of environmental management practices on operational efficiency, differs among Services, Manufacturing, Construction and Mining. The paths from Green purchase to improved quality, delivery time, flexibility and reduced cost were insignificant. Research limitations/implications – The results indicates the relevance and the implications of green supply chain management practices such as implementing comprehensive environmental management systems and green purchasing on operational competitive performance on firms from a developing country such as Ghana. Specifically, results indicate that when organizations invest in green supply chain management practices, they are likely to achieve cost reductions, improved quality, and flexibility. The relationship between GSCM practices is moderated by the various industrial sectors. Practical implications – The research shows how green supply chain management practices such as environmental management systems implementation and green purchasing practices can enhance firm’s operational competitive performance. Originality/value – The work illustrates and provides some insights and build on the literature in the area of green supply chain and firms operational competitiveness from a developing country’s environment.

5.0 Discussions and Conclusions

The results from the studies provide some highlights on the relationship between green supply chain management practices such as environmental management and green purchasing practices and how these practices will impact on the implementing organization's competitive operational capabilities in terms of reduced cost, improved quality and flexibility in Ghana. From the results, organizations in Ghana stand the chance of reducing production cost, improved quality, and operational flexibility by implementing green supply chain practices such as environmental management systems and purchasing from environmentally responsible suppliers. These findings seem to be consistent with other researchers such as Kumar et al. (2012), who found environmental management practices implementation and its potential for cost savings, improved efficiency and attracting new suppliers and customers. Madsen and Ulhøi (2003); Green et al., (2012); Porter and van der Linde (1995); Rao and Holt (2005) all found similar results in their studies and concluded and argued that corporate adoption of environmental management practices could actually reduce production cost, and improve product value or the image of the company. Green et al., (2012) found a positive association between operational performance and both environmental and economic performance. Our results did not find support for environmental management practices and delivery time of the implementing organization. In fact, Perotti et al., (2012) report that only a minor increase in on time delivery has been experienced. It is, therefore, important for organizations involved in environmental management initiatives to expect some improvement in cost reductions, quality, and flexibility; however, it is unlikely that they will experience some improvements in delivery performance.