1 / 12

Environmental sustainability and supply chain management A framework of cross-functional integration and knowledge tran

Environmental sustainability and supply chain management A framework of cross-functional integration and knowledge transfer. 7 th International Environmental Management Leadership Symposium Dorli Harms Rochester Institute of Technology in Rochester 2 nd – 3 rd May, 2011. Outline.

amelie
Télécharger la présentation

Environmental sustainability and supply chain management A framework of cross-functional integration and knowledge tran

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Environmental sustainability and supply chain managementA framework of cross-functional integration and knowledge transfer 7th International Environmental Management Leadership Symposium Dorli Harms Rochester Institute of Technology in Rochester 2nd– 3rd May, 2011

  2. Outline • Sustainable supply chain management & cross-functional integration • Research objective • Theoretical background • Framework • Conclusion & future research

  3. Sustainablesupplychainmanagement • Management of material, information and capital flows • Considering all three dimensions – environmental, social and economic –of sustainable development • Meet customer and stakeholder requirements • Cooperation among companies along the supply chain • Internal integrationbetweendemand-focusedandsupply-focusedprocesses (Carter et al. 1998; Carter & Rogers 2008; Seuring & Müller 2008; Esper et al. 2010)

  4. Sustainable internal and external supply chains upstreamflow of informationdownstream Potential employees Legislative NGOs General public/localcommunity Universities Media/press R&D PR HR CSR/CR Legal Disposal/Recycling Con-sumers Purcha-sing Logis-tics Manufac-turing Sales/Mar-keting 2nd tiersuppliers 1st tiersuppliers Custo-mers external supply chain (supply side) external supply chain (demand side) Internal supplychain Legend Focalcompany Stakeholderconventional SCM StakeholderSSCM (according to the understanding of Harland, 1996, p. S63; Seuring & Müller, 2008, p. 1700) 3

  5. Cross-functionalintegration • Collaboration of employees “with varying functional specialization” (Takeuchi & Nonaka, 1986, p. 5) • Internal supply chains include purchasing, production, and sales/marketing (Harland, 1996) • Every functional unit covers its own area of specialization • Specialization increases interdependencies and the need for coordination (Olsen, 1995) • Balance needed between benefits derived from specialization and the integration costs (Galbraith, 1970, pp. 118–119; Thompson, 1967, 2003, p. 64; Turkulainen, 2008, p. 16) • Transfer of information and knowledge is demanded (Hsu & Hu, 2008)

  6. Research objective • Research question How does cross-functional integration play a role in intra-organizational transfer of SSCM relevant information and knowledge? • Conceptual approach • Referring to knowledge-based theory of the firm (Grant, 1996) “assumption that the critical input in production and primary source of value is knowledge” (Grant, 1996, p. 112). • Discussion of potential measurements to cross-communicate SSCM relevant information and knowledge between functional units

  7. Knowledge transfer in sustainable supply chains internal sustainable supply chain 2 2 1 external sustainable supply chain (demand side) external sustainable supply chain (supply side) 3 individual competences (modified from Sveiby, 2001, p. 347)

  8. Mechanismsofknowledgetransfer • Rules and directives: e.g. internal rules concerning purchasing restrictions to suppliers who exploit child labor • Sequencing: e.g. production planning or inventory management could be measurements which affect energy consumption • Routines: can help to evaluate the environmental performance within a company • Problem solving by groups and decision making: building of cross-functional task force teams for product development or crisis management (according to Grant, 1996)

  9. Framework

  10. Conclusion & futureresearch • Cross-functional integration can improve the understanding for (internal and external) SSCM information • Learning to speak a common language across the supply chain with regard to sustainability information • Different mechanisms for information and knowledge transfer • Award systems might help to foster such cross-functional integration • Further research on • What are similarities and differences of environmental, social, and economic related information in the internal and external supply chain? • Who are the employees and organizations which exchange information? • In which structure and culture do they act?

  11. Thankyou verymuchforyourattention Dorli Harms Centre for Sustainability Management (CSM) Leuphana University Lüneburg Germany Tel. +49 (0)4131 677-2248 dharms@uni.leuphana.de

  12. References • Carter, C.R.; Ellram, L.M.; Ready, K.J. (1998): Environmental Purchasing. Benchmarking Our German Counterparts. In: Journal of Supply Chain Management, Vol. 34, No. 4, 28–38. • Carter, C.R. & Rogers, D.S. (2008): A framework of sustainable supply chain management. Moving toward new theory. In: International Journal of Physical Distribution & Logistics Management, Vol. 38, No. 5, 360–387. • Esper, T.L.; Ellinger, A.E.; Stank, T.P.; Flint, D.J. & Moon, M. (2010): Demand and Supply Integration. A Conceptual Framework of Value Creation Through Knowledge Management. In: Journal of the Academy of Marketing Science, Vol. 38, No.1, 5–18. • Galbraith, J.R. (1970): Environmental and Technological Determinants of Organizational Design. In: J.W. Lorsch & P.R. Lawrence (eds.): Studies in Organization Design. Homewood, IL: Richard D. Irwin and The Dorsey Press, 113–139. • Grant, R.M. (1996): Toward a Knowledge-Based Theory of the Firm. In: Strategic Management Journal, Vol. 17, Winter Special Issue, 109–122. • Harland, C.M. (1996): Supply Chain Management. Relationships, Chains and Networks. In: British Journal of Management, Vol. 7, Special Issue, S63–S80. • Hsu, C.-W. & Hu, A.H. (2008): Green supply chain management in the electronic industry. In: International Journal of Environmental Science and Technology, Vol. 5, No. 2, 205–216. • Olson, E.M.; Walker, Or.C. Jr. & Ruekert, Robert W. (1995): Organizing for Effective New Product Development. The Moderating Role of Product Innovativeness. In: Journal of Marketing, Vol. 59, No. 1, 48–62. • Seuring, S. & Müller, M. (2008): From a Literature Review to a Conceptual Framework for Sustainable Supply Chain Management. In: Journal of Cleaner Production, Vol. 16, No. 15, 1699–1710. • Sveiby, K.-E. (2001): A knowledge-based theory of the firm to guide in strategy formulation. In: Journal of Intellectual Capital, Vol. 2, No. 4, 344–358. • Takeuchi, H. & Nonaka, I. (1986): The New New Product Development Game. In: Harvard Business Review. Vol. 23, No. 1, 137–146. • Thompson, J.D. (1967, 2003): Organizations in Action. Social Science Bases of Administrative Theory. 2. print, New Brunswick, NJ: Transaction Publishers. • Turkulainen, V. (2008): Managing cross-functional interdependencies. The Contingent Value of Integration. Doctoral Dissertation Series 2008/8, Helsinki University of Technology, Department of Industrial Engineering and Management. http/lib.tkk.fi/Diss/2008/isbn9789512295333 (April 11, 2011)

More Related