Cassia Regina Bianchini Teixeira
University Julio de Mesquita Filho, Campus
Jaboticabal, Brazil
E-mail: bianchinicr@yahoo.com.br
Andre Luis Assumpção
University Julio de Mesquita Filho, Campus
Jaboticabal, Brazil
E-mail: andreluisassumpcao@gmail.com
Andre Luiz Correa
University Julio de Mesquita Filho, Campus
Jaboticabal, Brazil
E-mail: andreluizcorrea@outlook.com
Antonio Francisco Savi
Universidade Estadual Paulista-Campus Itapeva, Brazil
E-mail: savi@itapeva.unesp.br
Glaucia Aparecida Prates
Universidade Estadual Paulista-Campus Itapeva, Brazi
E-mail: glaucia@itapeva.unesp.br
Submission: 17/02/2018
Revision: 20/03/2018
Accept: 31/03/2018
ABSTRACT
The search for new technologies that can mitigate the
negative impacts caused by the processes of production and the excessive
consumption of raw material has gained more and more relevance in the business
world. In this scenario, the present research aims to identify the
contributions that green logistics and green procurement bring to the
management of the green supply chain. The present research is justified by the
increase in the adoption of ecological practices by the companies, which
implies in the continuous search for improvement of the techniques that involve
all the practices within the Chain of Green Supply, aiming at greater
efficiency of the whole chain. Once ISO 20400 was implemented, which came into
force in 2017, it aims to increase the efficiency of green purchasing
practices. The method used was the qualitative exploratory bibliographic
research carried out in the secondary databases ACM, EBSCO, Emerald, Academic
OneFile (GALE), Scielo, Sciense Direct, Springer, Web of Science, and Wiley. A
bibliometric analysis of the information obtained was also performed. The
research concluded that Green Supply Chain Management aims to reduce waste,
negative impacts on the environment and maximize profitability. It increases
competitiveness through innovative strategies aligned with the organization's
strategic objectives: green logistics and green procurement in particular. It
also contributes to reducing carbon dioxide emissions by replacing fossil fuels
with alternative fuels, reducing operating costs, adapting transport modes,
improving internal communication technologies, investing in personnel training
to achieve sustainability.
Keywords: Management; Sustainable;
Green Logistics.
1. INTRODUCTION
The
emergence of Green supply chain management (Green Supply Chain Management) has brought the concept of
eco-efficiency within the supply chain involving more effective environmental
issues throughout the production chain.
The
issue has gained prominence due to many polluting agents which not only seek
improvement in their processes, but also having an awareness of the importance
of preserving the ecosystem along the entire production chain, without losing
the ability to grow and generate profits.
The
processes must be committed to eco-efficiency from its conception to the final
product-recall for its reuse or final destination.
Within
the production process, we emphasize the importance of logistics, because it
consists of activities associated with the transportation of inputs for
production, disposal and storage of products throughout the production chain.
These logistical activities are responsible for much of the emission of carbon
dioxide in the atmosphere due to the burning of fossil fuels, since in Brazil
the most used modal is the road.
To
contribute to the improvement of the management of green supply chains, the
International Organization for Standardization (ISO) published the standard ISO
20400 in 2017, which presents guidelines for sustainable procurement practice.
Within
this context, this research has as its overall objective identifying the
contribution that the green logistics brings to the green supply chain
management. To realize the present paper, the sustainability concepts, supply
chain management, logistics, green sustainable purchasing are investigated on
bibliography to understand the relationship between the practices of green purchasing
and the effective green supply chain management follow.
2. GREEN SUPPLY CHAIN MANAGEMENT
The
expression supply chain was established in 1990 by setting the Supply Chain
Council, which corresponds to the understanding of every effort involved
for the production and release of a final product, since the first supplier to
the end customer, where efforts turn to planning, supply and deliver. The term
Supply Chain can be translated in several different ways, such as: production,
supply or value chain, everybody follows the definitions laid down by Supply
Chain Council (MENTZER et al.,
2001; CAGLIO; DITILLO, 2012; SHIBAO et al.,
2013).
Companies
aiming to achieve efficiency have adopted this system looking forward to
reducing the life-cycle of products. Customers have become more demanding
looking for better quality of products, services and technologies in
communications and transport; the use of the concept of the supply chain has
been usual in modern organizations (CAGLIO; DITILLO, 2010).
Currently,
companies are large sources of emissions of pollutants and toxic waste,
throughout the production chain both upstream and downstream, causing negative
impacts to the environment. For this reason, they are frequent targets of
legislative constraints, pressures from consumers who are increasingly aware
and demanding, or even because of a highly competitive market.
Nowadays,
companies seeks innovative alternatives to the continuous improvement of the
performance and preservation of the environment, therefore, sustainable development is seen as a strategy
to win new markets, strengthen their brand and get tax breaks. What once seemed
only a burden has turned into competitive strategy.
The
adoption of green practices in the supply chain management, according to Porter
and Van Der Linde (1995a; 1995b), underlie the green supply management as a
competitive practice, where he seeks the finite natural resources economy, through
the elimination of waste and improvement in productivity.
According
to Bowen et al. (2001) and Hall (2001), actions are inserted into the
practical activities of the Green supply chain (GSCM) aiming at reducing
losses, such as: reuse of materials, adoption of non-polluting technologies,
inputs, production processes more efficient and less polluting given current
legislation, works of environmental awareness among participants of the entire
production chain.
To
Sarkis (2003), the Green supply chain management is concerned with the
development of partners along the chain and as a mode to stimulate the adoption
of green practices throughout the chain. The preference is for the services of
companies that have certification ISO 14000, or type of companies that somehow
demonstrate concern for the reduction of environmental impacts. The same author
even notes that the reverse logistics is present in this process since the
creation of the product through the product's future disposal, recycling and
all transportation of waste.
According
to Sarkis and Dhavale (2015), the definition of the Green supply chain
management is not consensual. The concepts presented in incorporating dimensions
of social and environmental sustainability in the supply chain management are
wide. The author considers that the approach Triple Bottom Line is one part incorporated into the concept of
green supply chain management.
The
authors Large and Thomsen (2011) claim that the practice of green supply chain
management comprises a set of activities, such as the design, selection of raw material purchases, green
manufacturing, green distribution, monitoring of environmental impacts during
the life cycle of the product, and the reverse logistics.
The
green supply chain management features as its main objective to transform the
eco efficient chain, by meeting the needs of environmental and economic issues,
maximizing profits and market participation, as well as showing a constant
improvement of green practices to achieve environmental objectives of the
entire chain, which can be measured through the environmental indicators (SELLITTO
et al., 2012).
Kopicki;
Berg and Legg (1993) understand the green supply chain management on three
distinct business visions. The first reactive character is when the companies
concern about the environmental management resources only when a problem or
environmental disaster already happened and these resources are exclusively for
repairing the harm caused.
The
second vision would be proactive companies, where they take some initiatives to
anticipate the negative environmental externalities or the prohibitive
legislation; in this vision, we can exemplify the recycling and the design of
green products. The third is the aggregation of value, where the company seeks
to maintain an integration of environmental activities, environmental
certifications on your environmental strategy.
According
Akili (2009), the level of interaction that gets inside the green supply chain
will be the determining factor for improving the performance of the
environmental management, in this sense, the higher the level of interrelation,
the better the quality of the results achieved. Then, the organization can
choose to become reactive or proactive.
The
author points out that, in positioning reactive, companies go back to its inner
workings, while companies that adopt a proactive posture is more focused on
innovation practices.
At the
implementation of green supply chain, we can observe that there are barriers
and motivations. Barriers, such as operational costs and conflicts with
operational targets, hinder the implementation of SCM (SHI et al.,
2012).
The
sources of motivation for implementing green practices are operational support
for adoption of green practices, social capital support, internal pressures and
Government involvement (WU; DING; CHEN,
2012).
The
adoption of green supply chain management by a large number of organizations,
both manufacturing and services, acquires relevance due to globalization and
considering several factors in response to environmental laws and regulations,
brand image, innovation at work, changes on reduction of waste, water
conservation, global warming and reduction of pollution such as water, noise, air
etc. (KUMA; VASHISTHA, 2013).
Despite
the need for green supply chain management practices, some companies find it
difficult to do this, due to factors such as technology, response time, cost of
investment, numerous reports, communication, a lack of skilled workforce, and
understanding of environmental issues (CHUN; HWANG; HWANBYUN, 2015).
2.1.
Practice
of green supply chain management
Green
supply chain practices include: material management, green purchasing, green
manufacturing, reverse logistics, green design, investment recovery, internal environmental management, green distribution/marketing
that refer to the environmental involvement, and the integration of supply
chain management with consumer’s end-of-life management (CHOWDHURY et al., 2016)
According
Luthra, Garg and Haleem (2016), practices of green supply chain management
include:
2.1.1. Green
Design
It includes
the perception that covers the design for remanufacturing, disassembly and
recycling of products, adding the fundamentals of cleaner production and
eco-efficient production efforts (TSENG.; TAN; SINIBAN-MANALANG, 2013).
2.1.2. Green
Purchasing
According
to Appolloni et al. (2014), green purchases include environmental
aspects in all processes and units of the company. It brings the following
contributions to the organization:
a)
Environmental impact Mitigation;
b)
Improvement of financial performance through improved competitiveness;
c)
Meeting the criteria established by the regulatory agencies;
d)
Meeting the requirements of the community that is more demanding each day.
The
Green purchasing management has been defined as the implementation of “an
environmentally-conscious purchasing practice that reduces sources of waste and
promotes recycling and reclamation of purchased materials, without adversely
affecting performance requirements of such materials” (CHUN; HWANG; HWANBYUN, 2015). This implies applying environmental
criteria in the selection of suppliers, requiring active suppliers to comply
with certain minimums in their environmental management and performance, and
thereby forming a panel of suppliers that are committed to their natural
environmental practices of green supply chain management (GSCM), having
increased under the condition of new regulations for greening the business
operation.
The
authors Gonzales-Benito et al. (2016)
conduct an empirical study on a sample of 100 Portuguese firms, aiming to
analyze the relationship between the environmental management of purchases and
firm performance. The authors examine the moderating role played by two
variables: the establishment of long-term relationships with suppliers and the
strategic integration of the purchasing function.
Evidence
reveals that green purchasing management improves the performance of the
purchasing function, although the impact is greater when the organization forges
lasting alliances with its suppliers. This study contributes to the analysis of
the consequences of introducing environmental practices into the purchasing
function, especially regarding the formation of a panel of sustainable
suppliers.
Specifically,
this research provides evidence to show that the implementation of those
practices has positive impacts on the operating performance of the purchasing
function and that the said effect is greater when a firm establishes long-term
relationships with its suppliers.
2.1.2.1.
Green
purchasing strategies
The formulation
of a green purchasing strategy is not a simple matter. Green purchasing may
result in increased material cost and qualified suppliers may be limited
because of the need for non-traditional materials and parts. In light of these
challenges, this research addresses the following questions about green
purchasing strategies:
a) How
knowledgeable are purchasing professionals about environmental advances in
products, parts, materials, and packaging?
b) What
are the most prevalent green purchasing strategies among source reduction and
waste management programs?
c) Do
state and federal environmental regulations significantly influence green
purchasing efforts?
d) What
kinds of green packaging materials are available?
e) How
do purchasing professionals work with suppliers to reduce upstream waste?
f) How
do environmental partnerships affect supplier evaluation and selection?
Based
on those, Min and Galle (1997) presents the findings of an empirical survey in
firms with a high level of awareness and frequent applications of “green”
purchasing. Environmental factors were identified and may reshape supplier
selection decisions.
The
role of “green” purchasing in reducing and eliminating waste has been discussed
lately. In addition, effects of “green” purchasing on packaging decisions have
been explored too. Finally, some important practical guidelines were suggested
and may enhance the effectiveness of regulatory compliance, pollution
prevention, and reestablish recovery.
These
studies observed the influence of environmental factors on supplier selection
strategies. The most important influences on supplier selection are potential
liability, followed by cost associated with the disposal of hazardous material,
and compliance with state and federal environmental regulations. The importance
of the factors may stem from fear of liability litigation and fines and
subsequent negative publicity.
Improving
the environmental performance of suppliers is critical in developing green
supply chains. Suppliers being the first and the foremost critical link in any
organization exercise a great control in developing green supply chain
performance by furnishing essential raw materials.
More
and more organizations are investing in many green initiatives such as green
purchasing design for environment, reverse logistics, and ISO 14001
certification to enhance their business performance and competitiveness.
Several studies now confirm that organizations involved in greening the
suppliers, green operations, and green innovation rank superior on
environmental performance and competitive advantage (JOSHIA; RAHMANB, 2015).
2.1.2.2.
Sustainable
Purchases and the ISO 20400
In
addition to the own organization, the purchasing decisions cause impacts on
economy, environment and society. Therefore, organizations need to act more
committedly to sustainability. Observing practices of suppliers and how goods
and services are produced and how all of this influences the well-being of the
workers consumers involved become a key player in the competitive strategies of
the present day.
ISO
20400 emerged from a global initiative involving 52 countries that contributed
to the development of ISO 20400 through its National Standardization
Organizations, with the support of the International Organization for
Standardization (ISO). These countries account for 65% of the world's
population, 85% of world GDP, and 73% of CO2 emissions. Other major
international organizations have participated in the project, including the UN,
OECD, UN Global Compact, European Commission, as well as other standards such
as ISO 26000 and ISO 31000 (ISO,, 2017).
In
this sense, it was published at the beginning of 2017 an international
technical standard ISO 20400, that is a set of guidelines for sustainable
purchasing. According to ISO (2017), ISO 20400 provides a guidance for
organizations that wish to integrate sustainability into their purchasing
processes. This is a more specific application of ISO 26000, guidance on social
responsibility, which discusses more broadly to all practices of the
organization. ISO 20400 is focused specifically on the purchase.
According
to ISO (2017), sustainable purchasing is the process of making purchasing
decisions that meet the needs of an organization for goods and services in a
way that benefits not only the Organization, but society as a whole, minimizing
your impact on the environment. According to ISO (2017), by adopting sustainable
procurement practices, the organization can also ensure that "the working
conditions of employees and its suppliers are decent, the products or services
acquired that are sustainable, whenever possible, and socioeconomic issues,
such as inequality and poverty, are treated".
The
guidelines provided by ISO 20400 guide the integration of sustainability
purchasing processes of an organization. Despite a focus on production
function, it is intended that the adoption of this standard is their strategic
decision because it incorporates political and strategic aspects of the
purchasing process, seeking to align the shopping function with the
organizational objectives and goals, promoting the culture of sustainability.
ISO 20400 establishes the principles of sustainable procurement, including
accountability, transparency, respect for human rights and ethical behavior. In
addition, the ISO 20400 discusses risk management and priority setting.
According
to ISO (2017), when implementing ISO 20400, the organization will contribute to
society and to the economy, because taking sustainable purchasing decisions
will stimulate their suppliers and ultimately the entire supply chain to
develop sustainable practices. According to ISO (2017), still the adoption of
ISO 20400 can assist the organization to reduce its impact on the environment,
addressing issues of human rights and manage relations with suppliers, while at
the same time it harmonizes long-term costs and improves the performance of its
purchase, thus giving to the organization a competitive advantage.
According
to ISO (2017) "the use of the standard will help to improve communication
between contractors and all interested parties and promote mutually beneficial
relations". According to ISO (2017), the implementation of the standard
"also harmonizes the function of purchase by improving relations with the
suppliers and reducing risk in the supply chain, such as interruptions due to
the withdrawal of the product or the supplier's failure". The adoption of
ISO 20400 can lead the organization to increase productivity, to optimization
of costs and to stimulate innovation in the market.
ISO
20400 can be adopted by any organization, public or private, regardless of its
size and branch of activity. In addition, the standard provides guidelines and
requirements that cannot be used for certification purposes.
2.1.2.3.
Structure
of ISO 20400
The way an organization buys, whom it buys from, and how
purchased goods and services are used can affect the performance and well-being
of employees to reputation and relationships with stakeholders. For this
reason, the purchasing function of an organization can play a key role in
social responsibility and help integrate it at the governance level.
According to ISO 20400 Sustainable Purchases ABNT (2017),
“purchases usually make up a considerable part of an organization's budget”.
Only in the Brazilian public sector does it account for about 12% of GDP and
29% of public expenditures in the member countries of the Organization for
Economic Cooperation and Development – OECD (ABNT, 2017).
ISO
20400 has seven sections in addition to the section with the attachments. The
first section introduces the scope of the standard, where it claims that it can
be adopted by any organization that has sustainable motivations. Even in this
section, the limitations of standard and alignment with other standards geared
to sustainability are presented.
Section
2 presents the normative references used for its preparation, namely, the
foundations and essential concepts that were considered as premises for the
development of the standard.
In
section 3 are described the terms and definitions adopted by the standard, to
equalize its understanding by different users. Section 4 presents its
fundamentals, justifying its existence and relevance, showing the benefits that
can be obtained by the organization when it adopts the standard.
In
section 5 are described the policies and strategies, focusing on the senior
management of the organization. In section 6, more targeted to purchase
managers of organizations, the guidelines with more managerial approaches are
presented, such as training of team members, management and performance
indicators for the measurement of this process.
Section
7, more aimed at the operational level of the shopping process, containing guidelines
for the planning, implementation and evaluation of this process. The annexes
are some managerial tools that can be adopted for the implementation of the
standard.
2.1.3. Green
Management
According
to Zuluski et al., (2016),
integrating the practices of GSCM waste reduction and the reduction of toxic or
dangerous inputs throughout the production cycle is essential.
Garza-Reyes
(2015) notes that standards such as ISO 14001, while seen by organizations as
environmental costs, provides a reduction in the use of resources and reduce
the generation of residues, thus assisting the Organization to offer more
quality to the final consumer.
2.1.4. Green
Logistics
Green
logistics consists of integrating all the activities that involve the movement
of products through the supply chain. It ranges from the raw material source,
for a specific product, to the production and distribution system for the final
consumer, also associating reverse logistics. Logistics activities include
"freight, warehousing, inventory management, material handling, and all
related information processing." Its primary objective is to achieve a
more sustainable balance between economic, environmental and social objectives
through coordinated order to meet customer requirements with minimal cost. Companies
should consider the external logistics costs associated mainly with climate
change, air pollution, noise, vibration and accidents (GREEN LOGISTIC ORG.,
2010).
After a brief presentation on logistics, a deeper
analysis brings to the this scenario the environmental difficulties the current
society presents in its communities, such as: the incorrect disposition of
solid waste, air pollution, inadequate product transportation, causing climate
change due to environmental degradation, among others. Pollution prevention and
recycling practices should become essential practices for industrial and social
activities (FAHIMNIA et al., 2015).
Green
logistics can be defined as the integrated management of all the activities
necessary to mobilize products through the supply chain considering
environmental and sustainable issues. The product of a supply chain starts from
a source of supply of raw material, goes through the process of manufacturing,
storage and physical distribution to the final consumer, associating with the
reverse logistics of this product (GREEN
LOGITICS ORG., 2010).
According
to Fahimnia et al. (2015), due to the
increased incidence of environmental pollution through transport activities, organizations,
transportation providers and governments have taken many initiatives to reduce
the environmental impact of activities related to transportation and product
logistics and the concept of green logistics is a part of reducing the
environmental impact on organizations.
The
pollution caused by different activities has increased in recent years and
transport and logistics activities are the main contributors for it. Different
means were adopted to mitigate this negative effect, one of them adopted by the
Ministry of the Environment was the creation of 12305/10 Law, which establishes
the National Solid Waste Policy (PNRS) in Brazil.
The
concept of green logistics development originated in the importance of
environmental issues and logistics sector; the emission rate of carbon dioxide
in industries and switching to green logistics is part of reducing the
environmental impact caused by these organizations. Green logistics refers to
"attempts to measure and minimize the ecological impact of logistics
activities on transport, handling, storage and distribution of products and
services" (GREEN LOGITICS ORG., 2010).
According to
Mckinnon, Browne and Whiteing.
(2015), with increasing of environmental awareness on the part of society,
international standards are increasingly stringent, especially under government
in actively promoting energy saving and reducing carbon emissions, reducing
operating costs and Environmental issues to the attention of all parties in the
economy and society. Another important approach is the use of alternative
sources of energy, trying to deploy or use alternative fuels to totally or
partially replace the use of fossil fuels. Other practices also include
choosing the most appropriate transport modes, using current technologies to
communicate with in-house personnel, and providing the education and training
needed to achieve sustainable results, with the mission of practicing the
concept of green logistics in its essence.
Zuluski
et al., (2016) affirm that this
practice is concerned with sustainability; this concern involves not only economic
issues, but also environmental concerns that affect the whole society, such as
pollution, garbage collection, and customer relationships.
2.1.5. Green
Production
The
practices of green supply chain management cover the entire organization
including internal and external parties, thus allowing a broad control over the
entire chain of production (ZULUSKI et al.,
2016).
2.2.
Adoption
of Green Practices
Mauricio;
Frascareli and Jabbour (2013) state that, in general, the results obtained with
the adoption of the practices of the green supply chain management tend to
affect positively the operating performance and environmental performance. Many
indicators are used to measure it. It was clear to the authors that each
practice tends to be more or less affected by some indicators; environmental
indicators show the practices adopted in green supply chain management
contributed to the reduction of waste, reduction of emission of pollutants, and
reduce energy consumption.
In
the case of interaction with customers, the indicator that tends to change is
the quality.
2.3.
Suppliers
environmental performance
Awasthi
and Kannan (2016) cite environmental performance of suppliers is critical for
green supply chain management. Organizations are nowadays investing in many
green supplier development programs to enhance their supplier performances. The
decision to select the right program for green supplier development is often a
challenging decision due to lack of prior experience, limited quantitative
information, specific context of the organization, and varying supplier
backgrounds.
This paper addresses the problem of evaluating green
supplier development programs and proposes a fuzzy NGT (Nominal Group
Technique). NGT is used to identify criteria for evaluating green supplier development
programs. Fuzzy theory is used to address qualitative (linguistic) ratings for
the alternatives and the selected criteria used under lack of quantitative
information.
Those
authors used NGT to generate green supplier development program rankings and
recommend the best program(s) for implementation. Sensitivity analysis is
performed to determine the influence of modeling parameters on ranking results
of alternatives and a numerical application is provided.
Van
Den Berg; Labuschagne and Van Den Berg
(2013) conducted a research in companies in South Africa and noted such an
important influence of green practices and innovation so their suppliers could achieve
environmental goals and competitive advantages. The research found that green
innovative process had a significant effect on environmental performance.
Green
managerial innovation further had a significant correlation with competitive
advantage. The primary result of the study indicated that all the constructs
positively related to each other, meaning that greening suppliers, by means of
green innovation, leads to an enhanced environmental performance and to
competitive advantages.
Considering
Yan; Chien and Yang (2016), today’s manufacturing companies are not striving
for individual capacities but for the effective working with green supply
chains. However, in addition to environmental and social objectives, cost and
economic feasibility has become one of the most critical success factors for
improving supply chain management with green component procurement
collaboration, especially for the electronics OEM (original equipment
manufacturing) companies whose procurement costs often make up a very high
proportion of final product prices.
The
authors present a case study from the systems perspective by using System
Dynamics simulation analysis and statistical validations with empirical data.
Although the price negotiation of upstream raw materials for the collaborative
suppliers has no statistically significant benefit to the shipping time efficiency,
the shared cost reduction of component procurement is significantly positive
for supply chain collaboration among green manufacturers. Managerial
implications toward sustainable supply chain management were also discussed.
3. METHOD
Vergara
(2011), in relation to the purposes, sorts the research as "exploratory,
descriptive, explanatory and methodological, applied and interventionist".
Cervo,
Bervian and Silva (2007) claim that the exploratory research does not require
the formulation of hypotheses, since it aims to meet a phenomenon little
studied or get a new perception, as well as contemplate new ideas about the
object of study.
In
relation to data collection, we can understand from primary and secondary
sources.
For
Prodanov and Freitas (2013, p. 127), the "exploratory" research is
one that "aims to provide greater familiarity with the problem, making it
explicit or constructing hypotheses about it."
This paper
used qualitative research as a method using secondary data. The data were
obtained from a systematic search in the literature; the searched articles
discuss the sustainable logistical operations.
The
search was carried out by using the following key words: supply chain
management, green supply chain management, green logistics, sustainable
purchasing and ISO 20400. The following scientific databases were used as
sources: ACM, EBSCO, Emerald, Academic OneFile (GALE), Scielo, Science Direct,
Springer, Web of Science, and Wiley.
The
selection of the terms was carried out considering the following situations:
cases about organizations that practice green SCM, the use of Green-SCM, the
requirements for the practice of this, norms for its use with sustainable
purchases, tools for its use, sustainable purchases, and strategies for its
use. After the initial research, it was classified by type of documents. The
research delimited the period of publications from 2013 to 2017, as it was the
moment when the theme began to be more widespread by the creation of ISO 20400.
Regarding
the "document type" filter, we searched for articles published
according to the standard procedures and articles published in scientific
journals (magazines). The language used to search was Portuguese and English.
EndNote X7 software was used to organize the material.
The
titles were read to eliminate references that were not consistent with the
research objective. Of the 197 articles that remained, the keywords and
abstract were read and only 25 were related to the theme. Afterwards, a
bibliometric analysis and descriptive content analysis were performed, aiming
to present the main results achieved by the studies, followed by discussion
related to the results and integration of the studies.
4. RESULTS AND DISCUSSION
In
this topic, the publications found on the topic of interest of this article
were categorized and counted, and an analysis was performed on the results
found. Bibliometric shows that there are twenty-five academic publications on
the subject Green supply chain management, whose focus is on sustainable
logistical operations. Table 1 below presents a classification of the
publications found during the period considered.
Table 1: Publication type, year and origin.
Classification |
Number |
Total Articles |
25 |
Journal |
17 |
Proceedings |
03 |
Book |
01 |
Search Type |
|
Case study |
03 |
Literature Review |
03 |
Business Survey |
14 |
Theoretical |
05 |
Year |
|
Prior to 2013 |
05 |
2013 |
04 |
2014 |
01 |
2015 |
06 |
2016 |
07 |
2017 |
02 |
Country |
|
EUA |
20 |
Korea |
02 |
China |
05 |
Bangladesh |
02 |
Brazil |
02 |
Fonte: Authors
The
table 2 presents where the articles were published.
Table 2: Published journal
Journals |
|
Total |
Computers & Industrial
Engineering |
|
1 |
Management & Production |
|
1 |
Greener Management
International |
|
1 |
Greening of Industry
Networks Studies |
|
1 |
Harvard Business Review |
|
1 |
International Journal of Engineering and Management
Research |
|
1 |
International Journal of Production Economics |
|
2 |
International Strategic Management Review |
|
1 |
Journal of Business & Industrial Marketing |
|
1 |
Journal of Business Logistics |
|
1 |
Journal of Cleaner Production |
|
5 |
Journal of Economic Perspectives |
|
1 |
Journal of Management & Governance |
|
1 |
Journal of Purchasing and
Supply Management |
|
1 |
Journal of Supply Chain Management |
|
1 |
Journal of Transport and Supply Chan Management |
|
1 |
Management Accounting Research |
|
1 |
Production and Operations Management |
|
1 |
Magazine of Management, Innovation and Business |
|
1 |
Social and Behavioral Sciences |
|
1 |
Supply Chain Management: An International Journal |
|
1 |
Theoretical Foundations of Chemical Engineering |
|
1 |
Congresses and Seminars |
|
Total |
EurOMA Conference 2016 |
|
1 |
Procedia – Social and Behavorial
Sciences |
|
1 |
16th SEMEAD - Administration Seminar |
|
1 |
20th
Production Engineering Symposium |
|
1 |
Fonte: Authors
By means of the results presented
in Table 2, we verified that 4 are congress articles, indicating that they are
practical works. It was also observed that 3 are case studies and 14 surveys
and mainly 19 published in academic journals.
This means that the number of
studies that seek to assess whether existing literature on green logistics is
actually applicable to business practice is still reduced.
As for the year of publication, we
verified that the first studies were published before 2013. As of this year,
the annual production of articles has increased, mainly in the last two years,
due to the development of ISO 20400.
The country with the largest number
of publications on the subject was the United States, with 20 of them. In the
studies based on primary data that had authors from different countries, it was
considered only the country where the data were collected. Next were Korea,
China, Bangladesh and Brazil.
Regarding the number of published
studies, the US also appears as the country with the highest number of studies
published in scientific journals.
Regarding the type of publication,
the newspaper that most published on the subject was Journal of Cleaner
Production, with 6 publications. Thus, showing a recent theme but of great
impact since the referred magazine presents an impact factor 6, 121 and in the
Qualis A1.
From the bibliometric study and
analyzing the content of the articles, it can be observed that it is possible
to cluster the results into 5 groups: Green Purchasing Management,
Environmental management of purchases and the performance of the company,
Strategy applied to Green Purchases, Improving Competitiveness and ISO 20400.
After surveying the integration of
the publications with the central theme that is the green purchasing, the
following five articles dealing with this integration were considered. They are
presented in Table 3 below, citing the authors, the practices used and the
results of their respective studies.
Table 3: Cluster of practices and results obtained
with green purchases
|
Authors |
Practices |
Results |
Green Purchasing Management |
Chun, Hwang & Hwanbyun (2015) |
·
Green Supply Chain
Management (GSCM) ·
Application of
environmental criteria in the selection of suppliers, requiring: ·
Minimum environmental
management requirements |
·
It has increased with
new regulations for green practices in business operations. |
The environmental
management of purchases and the performance of the company |
Gonzales-Benito
et al. (2016) |
·
Long-lasting
alliances with your suppliers. |
·
Improves the
performance of the purchasing function. |
Strategy applied to
Green Purchases |
Min
& Galle 1997) |
·
Packaging Decisions. ·
Increase the
effectiveness of regulatory compliance-Prevention of pollution. ·
Supplier selection strategies. ·
Cost analysis
associated with the disposal of hazardous material and compliance with state
and federal environmental standards. ·
Improve supplier environmental performance. |
·
Reduction and
elimination of waste. ·
Increased potential
liability. ·
Development of the
green supply chain. |
Improving Competitiveness |
Joshia & Rahmanb (2015) |
·
Purchases green. ·
The reverse
logistics. ·
The ISO 14001
certification. ·
Green operations. ·
Green innovation. |
·
They present higher
environmental performance and competitive advantage. |
ISO 20400 |
ISO
(2017) |
·
It guides the
integration of sustainability. ·
Has a focus on the
production It incorporates political and strategic aspects. ·
Establishes green
purchasing principles. ·
Accountability, ·
Transparency, respect
for human rights and ethical behavior. ·
Risk management. |
·
Contributes to
society and the economy. ·
Develops and
encourages suppliers throughout the chain for sustainable practice. ·
Helps the
organization reduce its impact on the environment. ·
Harmonizes overall
long-term costs. ·
Improves purchase
performance. ·
Improves the
competitiveness of the company. ·
Improves
communication throughout the supply chain. ·
Reduces risk along
the production chain |
Fonte: Authors
From the analysis of the five clusters observed, it was
possible to develop a diagram to represent this interaction, according to
Figure 1.
Figure 1: Integration of factors
preponderant to the study of green supplier obtained by the bibliometric
analysis in the analyzed period.
Fonte: Authors
The representation of figure 1 shows the main factors
of collaboration required between the links of the Green Supply Chain, factors
that contribute to make the companies more efficient and competitive in the
market.
Considering the themes that were used and their
integrations, sustainable supplier performance is the link that becomes
preponderant.
According to Appoloni et al. (2014), green purchasing includes aspect of the campaign as
a whole and leads to mitigation of environmental impacts.
According to Garza-Reyes (2015), for an organization
to achieve waste reduction, the partnership with suppliers with higher
performance certainly indicates certifications in ISO 9001 and 14001.
Corroborating with Awasthi and Kannan (2016) and Van
den Berg (2013), organizations must solve adequate and specialized programs,
seeking to improve their selection and development, thus improving
competitiveness (according to a study of a correlation between sustainable
practices and innovation in suppliers to reach the strategy for competitiveness)
(FERREIRA; GEROLAMO, 2016).
Another factor observed is the alliance with
sustainable suppliers, Yan; Chien and Yang (2016) and Chun; Hwang and Hwanbyun
(2015) in a study with manufacturing companies, demonstrated that
"procurement" was what led to cost reduction – a greater
collaboration in the sustainable chain - compared to the green logistics
operations.
According to Zuluski, et al (2016) and Joshia Rahmanb (2015), not only economic but also
environmental issues, and the one that has the ability to carry this practice
through the chain is the supplier.
However, ISO 20400 (2017) stands out with the tool
that will have the guidelines for the participation of society and the economic
environment; a structuring of the requirements and procedures to be adopted,
being principles transparency and risk management. This ISO 20,400.00 theme is
still little explored, due to its recent creation, thus, it becomes something
with great potential to analyze its effectiveness in green purchasing and green
supplier performance.
5. CONCLUSION
Green
supply chain management provides companies with a better use of resources by
reducing waste. The green purchases have economic, environmental and social
consequences, due to the importance of this process, ISO 20400 comes with
guidelines and integrated practices that make it possible to gather
sustainability in this process.
The
adoption of green logistics makes it possible to reduce costs and reduce the
use of fossil fuels by looking for more efficient modes and using clean energy
forms. Green purchases and green logistics working in tune allow the company to
gain more competitiveness in the market.
The
research found that for an enterprise to reach sustainability is necessary to
deal with the problems in a comprehensive manner taking into consideration the
tripod of the concept triple bottom line (social, economic and
environmental dimensions).
The
governments concerned with environmental issues create increasingly strict
standards to mitigate the negative externalities caused by the organizations.
The latter must readjust quickly the new demands, because they are inserted
into a dynamic and competitive market environment, where it is necessary to
pick up new strategies, and innovate always, so that they can persist over the
years.
In
constant search of efficiency, organizations began to incorporate environmental
issues in your strategy, causing the adoption of green supply chain management
aimed at eco-efficiency. The Green supply chain management seeks to eliminate
waste, reduce costs and maximize profits mitigating environmental damage caused
throughout the production chain.
The
logistics of supply chain management is a very important part as it is used
within the entire production chain both inside of organizations, outside and
are a source of emission of carbon dioxide.
Focusing
on eco-efficiency, we inserted green logistics in the context of green supply
chain management. It is important to stress that the contribution portion of
the Green logistics throughout the Green supply chain management consists in
reducing carbon dioxide emissions by replacing fossil fuel use by less
polluting alternative fuels, reducing operational costs through the
optimization of processes and improvement of internal communication systems,
investment in staff training to the adoption of sustainable practices.
Complementing
the Green logistics practices, ISO 20400 presents a set of guidelines for sustainable
purchasing, which contributes more to the Green supply chain management. In
this sense, we observe that the aim of this work was reached, since it was
possible to show the contributions of green logistics and sustainable shopping
for green supply chain management.
It is
recommended that for future work the investigation of cases of organizations
that have adopted the ISO 20400, since this document has been drawn up recently
and there are no cases for study in the literature. Still, it is recommended to
explore in more details how each activity of the Green logistics (storage,
transport, distribution, information systems etc.) can be optimized for the
contribution to the Green supply chain management.
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