Research Activity: Sustainable Supply Chain Can Be Viewed As

Research Activitysustainable Supply Chain Can Be Viewed As Management

Research Activitysustainable Supply Chain Can Be Viewed As Management · Research Activitysustainable Supply chain can be viewed as management of raw materials and services from suppliers to manufacturers/ service provider to customer - with improvement of the social and environmental impacts explicitly considered. Carry out a literature review on sustainable / green supply chain and prepare: · A report (provide an example) - words approximately and Issues/topics that you may like to address/consider are: 1. Drivers for Sustainable SCM 2. Analysing the impact of carbon emissions on manufacturing operation, cost and profit by focusing on product life cycle analysis. Analyse aspects of the product life cycle in terms of; Outlining CO2 emission points and scope, defining CO2 baseline, prioritising measures to reduce or off set emissions and finally planning and initiating actions. 3. New ways of thinking/information sharing Seven key solution areas were identified: · In- store logistics: includes in-store visibility, shelf-ready products, shopper interaction · Collaborative physical logistics: shared transport, shared warehouse, shared infrastructure · Reverse logistics: product recycling, packaging recycling, returnable assets · Demand fluctuation management: joint planning, execution and monitoring · Identification and labelling: through the use of barcodes and RFID tags. Identification is about providing all partners in the value chain with the ability to use the same standardised mechanism to uniquely identify parties/locations, items and events with clear rules about where, how, when and by whom these will be created, used and maintained. Labels currently are the most widely used means to communicate about relevant sustainability and security aspects of a certain product towards consumers · Efficient assets: alternative forms of energy, efficient/aerodynamic vehicles, switching modes, green buildings · Joint scorecard and business plan: this solution consists of a suite of industry-relevant measurement tools falling into two broad categories: qualitative tools, which are a set of capability metrics designed to measure the extent to which the trading partners (supplier, service provider and retailer) are working collaboratively; and quantitative tools, which include business metrics aimed at measuring the impact of collaboration 4. Sustainability in the carbon economy 5. Introducing/developing sustainable KPIs to SC, SCOR,GSCF Models Wal-Mart may be a good example to look at: when you burn less, you pay less and emit less, and the benefits can ripple further. The big advantages for organisations in becoming sustainable are reducing costs and helping the environment. For example: Wal-Mart sells 25% of detergent sold in the United States, by replacing regular washing detergent with concentrate they will save: 400 million gallons of water, 125 million pounds of cardboard and packaging, 95 million pounds of plastic. MAT 510 – Homework Assignment Homework Assignment 3 Due in Week 3 and worth 30 points The following data consists of the actual time used and potential (the best time possible for this review process) to complete each step in the review process. The actual times are based on the review of 30 projects. The potential times are subjective engineering judgment estimates. Table: Basic Data Review for Construction Project Equipment Arrangement Cycle Time (hours) Step Description Actual Potential Difference 1 Read basic data package — 2 Write, type, proof, sign, copy, and distribute cover letter 21... Queue Lead engineer calls key people to schedule meeting .. Write, type, proof, sign, copy, and distribute confirmation letter 25... Hold meeting; develop path forward and concerns — 7 Project leader and specialist develop missing information — 8 Determine plant preferred vendors — 9 Review notes from meeting — 10 Resolve open issues Write, type, proof, sign, copy, and distribute basic data acceptance letter 26...25 Totals 267...7 Use the data in the table above and answer the following questions in the space provided below: 1. What are the sources of value-added and non-value-added work in this process? 2. Where are the main opportunities to improve the cycle time of this process, with respect to both actual time used and the potential best times? What strategy would you use? 3. Step 10: Resolve Open Issues required 104 hours (potential) versus 106 hours (actual). Is there an OFI here? Why or why not? If so, how would you attack it? 4. What do you think are the most difficult critical issues to deal with when designing a sound cycle time study such as this one? Type your answers below and submit this file in Week 3 of the online course shell:

Paper For Above instruction

Introduction

The integration of sustainability principles into supply chain management (SCM) has become imperative in recent years due to increasing environmental concerns, social responsibility expectations, and economic efficiency goals. Sustainable supply chains aim to optimize not only cost and service levels but also social and environmental impacts, aligning organizational practices with global sustainability initiatives. This paper presents a comprehensive literature review of green and sustainable supply chain management (SSCM), discussing drivers, impacts of carbon emissions, innovative thinking strategies, and the development of sustainable key performance indicators (KPIs). The case of retail giant Wal-Mart exemplifies how sustainability initiatives can deliver cost savings and environmental benefits.

Drivers of Sustainable Supply Chain Management

The primary drivers propelling organizations toward sustainable SCM include regulatory pressures, stakeholder expectations, competitive advantage, cost reductions, and risk management (Carter & Rogers, 2008). Legislation targeting environmental protection, such as carbon caps and waste reduction laws, compels firms to minimize emissions and waste. Increasing consumer awareness and preference for environmentally friendly products also motivate companies to adopt green practices. Moreover, corporations recognize that sustainable practices can lead to cost savings, enhanced brand reputation, and improved supply chain resilience. The financial incentive to reduce waste and optimize resource utilization further underscores the significance of sustainability as a strategic driver (Seuring & Müller, 2008).

Impact of Carbon Emissions on Manufacturing Operations

Analyzing the impact of carbon emissions involves scrutinizing product life cycle stages from raw material extraction to disposal. Life cycle analysis (LCA) helps quantify CO2 emissions at various points, defining the baseline for emissions and identifying hotspots (ISO, 2006). For example, manufacturing and transportation often account for significant emissions. Establishing a clear baseline enables firms to prioritize reduction measures—such as energy-efficient manufacturing, renewable energy adoption, and sustainable logistics. Implementation of emission reduction strategies, including process optimization and cleaner production techniques, can mitigate environmental impacts while maintaining profitability (Lacy & Rutledge, 2014). Planning and initiating actions involve setting reduction targets, investing in green technologies, and fostering cross-functional collaboration.

Innovative Thinking and Information Sharing in Sustainable SCM

New paradigms in sustainable SCM emphasize transparency, collaboration, and information sharing across supply chain partners. Seven key solution areas include:

1. In-store logistics: Enhancing visibility and consumer engagement through shelf-ready products.

2. Collaborative physical logistics: Sharing transportation, warehousing, and infrastructure to reduce redundancies.

3. Reverse logistics: Promoting recycling, returns management, and reuse to minimize waste.

4. Demand fluctuation management: Joint planning and monitoring to align production with real-time demand.

5. Identification and labeling: Using barcodes and RFID tags to ensure traceability and sustainability communication.

6. Efficient assets: Transitioning to alternative energy sources, energy-efficient vehicles, and green buildings.

7. Joint scorecards and business plans: Measuring collaboration impact through qualitative and quantitative tools (Simchi-Levi et al., 2014).

These strategies foster transparency, reduce lead times, and encourage responsible resource use, thus supporting overall sustainability goals.

Sustainability in the Carbon Economy and KPIs Development

The concept of sustainability within the carbon economy involves reducing greenhouse gas emissions while maintaining economic viability. Developing sustainable KPIs aligned with frameworks like SCOR (Supply Chain Operations Reference) and GSCF (Global Supply Chain Forum) models enables organizations to monitor performance against sustainability benchmarks (Hough & MacIntosh, 2013). For instance, Wal-Mart's shift to concentrated detergents exemplifies how operational changes can reduce resource consumption and emissions, leading to cost savings and environmental benefits (Wal-Mart, 2010). Sustainable KPIs include metrics such as CO2 emissions reduction per unit, energy efficiency, waste diversion rates, and supplier sustainability ratings.

Case Study: Wal-Mart’s Sustainability Initiatives

Wal-Mart's initiatives demonstrate how sustainability can yield tangible benefits. Replacing regular detergents with concentrates saves millions of gallons of water, reduced packaging waste, and decreased plastic use. These actions lower costs and extend their green brand image, illustrating the synergy between environmental responsibility and economic performance (Carter & Rogers, 2008). Such practices emphasize that sustainability is not just compliance but a strategic advantage.

Conclusion

Integrating sustainability into supply chain management is vital for organizations seeking to reduce environmental impact, enhance social responsibility, and improve profitability. Drivers like regulation, stakeholder expectations, and competitive advantage motivate firms to adopt green practices. Analyzing the product life cycle illuminates emission hotspots, enabling targeted reduction strategies. Innovative thinking through collaboration, information sharing, and KPI development fosters continuous improvement. Wal-Mart exemplifies how operational changes can translate into significant sustainability gains. Future research should focus on developing standardized sustainability metrics and integrating them into supply chain analytics for better decision-making.

References

• Carter, C. R., & Rogers, D. S. (2008). A framework of sustainable supply chain management: Moving toward new theory. International Journal of Physical Distribution & Logistics Management, 38(5), 360-387.
• Hough, J., & MacIntosh, R. (2013). Supply Chain Management: Strategy, Planning, and Operation. Pearson Education.
• ISO. (2006). ISO 14040: Environmental management — Life cycle assessment — Principles and framework. International Organization for Standardization.
• Lacy, P., & Rutledge, G. (2014). Environment and sustainability management. In Operations management. Routledge.
• Seuring, S., & Müller, M. (2008). From a literature review to a conceptual framework for sustainable supply chain management. Journal of Cleaner Production, 16(15), 1699-1710.
• Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2014). Designing and Managing the Supply Chain: Concepts, Strategies, and Case Studies. McGraw-Hill.
• Wal-Mart. (2010). Sustainability revolution. Wal-Mart Corporate Website. https://corporate.walmart.com/