Susana Duarte

Influence of Green and Lean Upstream Supply Chain Management Practices on Business Sustainability

Green and lean paradigms have been adopted by companies in order to manage their relationships with suppliers in a supply chain management context, but nearly always separately and with little understanding of their influence on company performance. This paper proposes a theoretical framework for the analysis of the influence of green and lean upstream supply chain management practices on the sustainable development of businesses. To attend this objective, a set of performance measures covering economic (operational cost, environmental cost, and inventory cost), environmental (business wastage, green image, and CO2 emission), and social (corruption risk, supplier screening and local supplier) perspectives is proposed. An explanatory case study was conducted at a Portuguese automaker to test qualitatively the validity of the proposed theoretical framework. From the case study, a model is suggested, which encompasses the relationships between green and lean upstream supply chain practices and sustainable business development.

Modelling lean and green: a review from business models

Purpose – The purpose of this paper is to examine how different business models, embodied in awards, standards and frameworks, can contribute to modelling a lean and green approach for an organization and its supply chain.Design/methodology/approach – In total, 12 business models were studied. A literature review was conducted to provide a comprehensive understanding of each model. After defining lean and green management paradigms, a number of guidelines were developed to connect and integrate lean and green principles.Findings – The study reveals a number of categories that are common in most business models, providing adequate conditions for a lean‐green transformation. The guidelines were developed to model a lean‐green organization by applying specific principles and tools of a lean and green culture.Research limitations/implications – The relationships identified within and between models reflect a partial view of a lean‐green transformation. The approach adopted merges the different principles, and...

Investigating lean and green supply chain linkages through a balanced scorecard framework

This paper investigates how to evaluate lean and green supply chain performance through a traditional Balanced Scorecard (BSC). To attain the papers objective, in a first stage a literature review was carried out to provide a comprehensive understanding of how lean and green can be compatible in a supply chain, how the performance should be evaluated, and how the BSC can evaluate the lean and green supply chain performance. Next, a conceptual framework was developed to investigate how lean and green initiatives can affect supply chain performance. A causal diagram was used to represent the relationships between each lean and green measure through the traditional four BSC perspectives: financial, customer, internal business process and learning and growth. It is possible to recognize that lean and green initiatives influence the linkages between performance measures. These linkages were established by anecdotal evidence derived from the literature review; they are an example of how to evaluate the organizations supply chain. The proposed diagram can be the basis for further research in lean and green supply chain performance. To the authors knowledge, this study is the first to attempt to understand how to apply BSCs to evaluate the integration of lean and green paradigms on supply chain performance.

Manufacturing paradigms in Supply Chain Management

Abstract This paper intends to determine whether the lean, agile, resilient and green paradigms are applied and combined in the actual environment of supply-chain management. A structured literature review on the state of the art was carried out, thus providing a comprehensive understanding on supply-chain management. A classification scheme of supply-chain paradigms was developed where five databases were used to find how these paradigms were being integrated. The research developed provided the confirmation that papers combining more than two paradigms were rare. To date, academicians have not studied the merging of these paradigms in supply-chain management at significant depth.

Lean and Green: A Business Model Framework

Going lean and green is a trend that identifies new business opportunities for organizational improvement and for competitiveness. Besides, there are quality awards to assist organizations to improve their performance among them the Shingo Prize, the Malcom Baldrige National Quality Award, the European Foundation for Quality Management. The aim of this study is to develop a conceptual framework for lean and green business organizations. To attain the paper objective in a first stage a comparison between quality awards is developed to provide a comprehensive understanding of each framework and to explore how they assist to modeling a lean and green organization. After defining lean and green management approaches, it seeks to cross-reference between the awards frameworks and lean and green culture; a number of assessment guidelines and criteria were designed to connect and integrate lean and green principles and tools. It is proposed seven different criteria and respective criterion score to assess a lean-green business organization.

Green and Lean Paradigms Influence on Sustainable Business Development of Manufacturing Supply Chains

Green and lean paradigms have been adopted in a supply chain management context, but nearly always separately and with little understanding of their influence on supply chain performance and sustainable business development. This paper proposes a theoretical framework about the influence of green and lean practices on sustainable business development in a supply chain context. Green and lean upstream supply chain practices, supply chain attributes and a performance measurement system, based on the balanced scorecard, are suggested. An exploratory case study was conducted at a Portuguese automotive supply chain to test qualitatively the validity of the proposed theoretical framework.

Green and lean implementation: an assessment in the automotive industry

Purpose The purpose of this research work is to propose an assessment framework to evaluate businesses in terms of the implementation of a green and lean organization’s supply chain. Design/methodology/approach A conceptual framework was developed for the assessment of green and lean implementation. The framework was designed using key criteria to identify green and lean initiatives. This led to the development of guidelines for each criterion, and the development of a scoring method. A multiple case study of five different organizations in the automotive industry was conducted to validate the conceptual framework. Findings The study reveals that high scores are derived from a good interaction between green and lean implementation in these companies. The results confirm that the initiatives considered in the conceptual framework were appropriate to represent the green and lean assessment framework. Research limitations/implications The case study was developed in five organizations. Validation of the model is not based on quantitative techniques. The sample size is too small. More study is need in different industry sectors. Practical implications The proposed model can be the basis for further research on green and lean concepts, contributing to the understanding of green and lean implementation. With this assessment method, managers can evaluate their business in relation to the implementation of green and lean supply chain initiatives. Originality/value To the author’s knowledge, this paper is the first to provide an assessment framework to evaluate an organization’s supply chain in terms of green and lean implementation.

Lean and Green Supply Chain Performance: A Balanced Scorecard Perspective

The performance evaluation has become an important subject to get competitive advantage on supply chain. New business paradigms as lean and green are able to develop improvements on the supply chain performance. To get a balanced performance measurement system, a balanced scorecard (BSC) may be developed. This study is motivated by the lack of evidence on the lean and green supply chain performance through a BSC framework. The purpose of this study is to explore how to reach benefits on supply chain performance, considering the lean and green performance measures through the traditional BSC perspectives. To attain the paper objective in a first stage a literature review was carried out, to provide a comprehensive understanding of how the BSC can incorporate the lean and green supply chain performance measures. Next, a conceptual framework was developed to investigate how lean and green initiatives can affect the supply chain performance, using a cause-and-effect BSC approach. It is possible to recognize that lean and green initiatives influence the linkages between performance measures. These linkages in the scorecard are an example of how to evaluate the organization’s supply chain.

Exploring Linkages Between Lean and Green Supply Chain and the Industry 4.0

A new paradigm with a considerable influence on the industrial value creation is begun to evolve. Industry 4.0 represents the development to the fourth industrial revolution. A new shift in business and technology trends is confirmed. With this new paradigm of high-tech industry, supply chains will develop into highly adaptive networks. Lean and Green supply chain management should have better opportunities to be performed, becoming more efficient and competitive. The aim of this study is to link the lean and green supply chain characteristics to the Industry 4.0. This paper has twofold: first, presents an overview of the phenomenon Industry 4.0 and the lean and green supply chain management. Next, a conceptual model is developed which incorporates the Industry 4.0 topics to the well-known lean and green supply chain. This paper provides an understanding of the role of lean and green paradigms in the new era of industrialization.

Green and Lean Model for Business Sustainability

Understanding how efficiently we use the role of resources in the organization namely natural resources in use, water, materials and energy consumption is a vital step for designing business strategies to tackle inefficiencies. Green and lean model for business sustainability will be presented and indicators for a resource efficient and green business will be discussed. Organizations must understand how resources are use and how can be used, making better decision about the use of those environmental, social, and economic resources. However the resources are not only a business concern. All organizations in a specific region should be evaluated for the knowledge of the progress on the road to sustainability. This study aims to be a preliminary study of how to use green and lean management concept as a step towards to sustainability. To the authors this is the first attempt to understand and develop a model through green and lean concepts to improve critical sustainability issues, enhancing the efficiency of the resources.