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Über dieses Buch

This book focuses on the need to develop sustainable supply chains - economically, environmentally and socially. This book is not about a wish list of impractical choices, but the reality of decisions faced by all those involved in supply chain management today. Our definition of sustainable supply chains is not restricted to so-called "green" supply chains, but recognises that in order to be truly sustainable, supply chains must operate within a realistic financial structure, as well as contribute value to our society. Supply chains are not sustainable unless they are realistically funded and valued. Thus, a real definition of sustainable supply chain management must take account of all relevant economic, social and environmental issues. This book contains examples from a wide range of real-life case studies, and synthesizes the learnings from these many different situations to provide the fundamental building blocks at the centre of successful logistics and supply chain management.

Inhaltsverzeichnis

Frontmatter

Section A

Frontmatter

Chapter 1. The Need for Sustainable Supply Chain Management

This book focuses on the need to develop sustainable supply chains – economically, environmentally and socially. This book is not about a wish list of impractical choices, but the reality of decisions faced by all those involved in supply chain management today. Our definition of sustainable supply chains is not restricted to so-called “green” supply chains, but recognises that in order to be truly sustainable, supply chains must operate within a realistic financial structure, as well as contribute value to our society. Supply chains are not sustainable unless they are realistically funded and valued. Thus, a real definition of sustainable supply chain management must take account of all relevant economic, social and environmental issues.
Richard Cuthbertson

Section B Overview

Chapter 2. Developing a Sustainable Supply Chain Strategy

By reading this chapter you will:
  • Know the basics of competitive strategy and supply chain strategy and understand their interrelations
  • Understand the need for a sustainable supply chain strategy
  • Understand the ingredients of a sustainable supply chain strategy
  • Apply a generic, iterative approach to develop your sustainable supply chain strategy
  • Apply a balanced scorecard to implement your sustainable supply chain strategy
Balkan Cetinkaya

Chapter 3. Monitoring Performance

By reading this chapter, you will:
  • Understand the main metrics dimensions that reflect impact on sustainability
  • Learn about the roles and importance of performance measurement
  • Be aware of challenges related to creation of the performance measurement
Wojciech Piotrowicz

Chapter 4. Managing Within Your Organisation

By reading this chapter you will:
  • Learn about the general connection between the management of internal affairs, sustainability and logistics best practice
  • Get to know the relevant management fields reflecting the internal enablers of sustainable Supply Chain Management (SCM)
  • Be able to understand and apply the way how to select or prioritise the internal enablers of sustainable SCM
  • Be capable of analysing and critically reflecting your own situation compared to logistics best practice
Thorsten Klaas-Wissing, Christoph Tyssen

Chapter 5. Managing Outside Your Organisation

By reading this chapter you will:
  • Know who your supply chain external stakeholders are
  • Understand their potential impacts on your supply chain
  • Understand the action fields for SC stakeholder management
  • Understand the need for “dedicated” SC stakeholder management
  • Apply effective definitions and classifications of supply chain stakeholders
Balkan Cetinkaya

Chapter 6. Outside Your Control and Influence: Managing the Unexpected

By reading this chapter, you will:
  • Learn about the nature of risk in supply chains and where it fits in when conducting sustainable business
  • Learn how to manage risk inside your business and your immediate supply chain
  • Learn how to manage risk from outside your business, including how to cooperate with others to reduce supply chain risks
  • Learn how to reduce the risk to your supply chain of the unexpected beyond your control
  • Learn about the important contribution of best practice to reducing supply chain risk
Graham A. Ewer

Section C Overview

Chapter 7. Future Sustainable Supply Chains

A combination of primary and secondary research was conducted in order to realise the objectives of this project. Secondary research was conducted in the first phase of this project to identify the key issues pertinent to the development of sustainable supply chains. Secondary research informed the next stage of primary research and enabled the researchers to design an appropriate tool for the collection of case studies via key respondent interviews. According to Jankowicz (1995), this technique is especially useful in defining the essential characteristics of some issue by drawing on the personal experience and understanding of the people involved. The interviewees comprised a diverse group of practitioners, operating in many different contexts. The data collected from the secondary and primary research were then analysed to develop the various scenarios of future sustainable supply chains.
Richard Cuthbertson

Section D Overview

Chapter 8. Section Structure

Part IV focuses on the cases for illustration. It is dedicated to further ellaborate and examplify the points discussed in Part II. Cases are drawn from real-life business situations and were raised during the project duration. The cases are meant to demonstrate and illustrate cases of good practice, where the three dimensions of sustainability where fulfilled and hence improved social, ecological and economic operating figures of a company.
Balkan Cetinkaya, Richard Cuthbertson, Graham Ewer, Thorsten Klaas-Wissing, Wojciech Piotrowicz, Christoph Tyssen

Chapter 9. Markets and Strategies Cases

We will focus in the Pro-Kyoto Project later in this case study because the sustainability of logistics operations is one of INDITEX’s key business values. The group’s commitment to sustainability, climate change mitigation and the Kyoto Agreement is specifically focused on the reduction of greenhouse gases generated by transportation.
Sonia Guerola Pérez

Chapter 10. Structure and Planning Cases

The logistics service provider Sieber is well located in terms of transport connections. The company offers warehouse capacity and expertise in warehousing management and consolidating deliveries for its customer. Consolidated consignments of production components are shipped to the customer when needed in the required volumes and combinations. This service avoids any need for additional warehousing capacity at the customer’s site and reduces the number of deliveries to the customer’s relatively inaccessible production site.
Christoph Tyssen, Sonia Guerola Pérez, Barbara Ocicka, Krzysztof Rutkowski, Katarzyna Gapska

Chapter 11. Processes and Operations Cases

In order to lower logistics costs and increase efficiency in its transportation and warehousing operations, IKEA started an internal competition to reduce unnecessary air in their product packaging. This “Air hunting competition” focused on removing as much air as possible from packaging and thereby increasing true product volume during transportation and storage. Several IKEA products were identified for packaging development, one being the Glimma tea candle that is described in this best practice documentation. The development of the Glimma tea candle packaging resulted in a 30% increase in products volume for each load unit. Thanks to this packaging development, the efficiency of the transportation and warehouse operations is now much greater and the impact on the environment has decreased significantly.
Gunnar Stefansson, Christoph Tyssen, Thorsten Klaas-Wissing, Sonia Guerola Pérez, Marielle Labrosse, Miroslav Rumler, Mark Servidio, Balkan Cetinkaya, Lyall Cresswell, Peter Franke, Barbara Ocicka, Krzysztof Rutkowski

Chapter 12. Enablers and Support Cases

Rising fuel expenses are the driver for investments in fuel-saving technologies – even for an SME. Sieber – a Logistics Service Provider – uses telematics solutions in order to reduce the fuel consumption of its truck fleet by monitoring the driving style of its staff. The company engages the collaboration of the drivers in the improvement process. As the drivers were truly convinced of the programme, this project resulted in a nearly competitive contest of the drivers to be the driver with the fewest wearout and lowest fuel consumption.
Christoph Tyssen, Sonia Guerola Pérez, Miroslav Rumler, Erich de Vries, Balkan Cetinkaya

Backmatter

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