As we enter the 21st century, we ?nd ourselves faced with two major developments. The ?rst is the emergence of the supply chain as a strategic and tactical weapon. With the emergence of the supply chain, the unit of competition has shifted from the ?rm to the supply chain. However, with the advent of the supply chain, it is important to recognize that we have to view strategic objectives within a context that stresses not simply the internal operations of the ?rm but also the elements and stakeholders of the supply chain—elements that include the supplier base, customers,
logistics linkages, relationships, transparency, and visibility. We realize that the supply chain is no stronger than its weakest link. The second development is that of sustainability. This paradigm shift is more than simply being environmentally responsible. Rather, it is overall sustainability as measured in terms of the ?rm’s ability to reduce waste, improve pro?tability, generate strategic competitive advantages, recognize emerging social issues while ensuring that it is safe and treats its employees well. In the past, sustainability was viewed as a marketing fad; this is no longer the case. Sustainability is increasingly becoming at a minimum an expectation and a requirement for doing business (i.e., an order quali?er) and under many conditions something that differentiates ?rms and makes them more attractive to potential customers (i.e., an order winner). These two developments, while often treated as separate entities, are very interrelated. It is this interrelationship that forms the major focus and thrust of this book. Essentially what “Developing Sustainable Supply Chains to Drive Value” does is to present the reader with an integrated, business-oriented treatment of sustainable supply chain management (SSCM) that explores why it is no longer enough for a ?rm to focus on sustainability within only the four walls of the ?rm. Rather, in today’s business environment, sustainability must involve the supply chain in a deliberate and integrated fashion. To succeed with sustainability, a ?rm must ensure that this outcome is not only present within the ?rm but is also present within the supply chain. As the insights, tools, and concepts within this book will illustrate, the market and consumers will punish those ?rms that promise sustainability but that are not able to deliver on this promise because of problems in the supply chain. Both Volume 1 (Foundations) and Volume 2 (Implementation) are intended to be a stand-alone read for professionals, resource for executive education, and supplementary text for existing MBA supply chain management courses. In Volume 1, we introduce the topic of Sustainable Supply Chain Management (SSCM), review strategic elements of sustainability along with integration opportunities and case studies. We then review ways in which SSCM enhances value and competitive advantage, waste reduction, and trends involving transparency. An important deep dive is taken into performance metrics, and models, while reviewing applicable standards. Finally, in Volume 1 we review supply chain management tools and sustainability as we conclude the ?nal chapter. The two-volume set provides an evidence-based management
approach to sustainability and value chains to allow understanding from a variety of disciplines and professional backgrounds. If you are a business professional wanting a 2- to 3-hour introduction to SSCM, we suggest you review Volume 1 so you can more quickly be ready to put learning into action, whether at the of?ce or in the classroom. For a more in-depth understanding of SSCM as a driver of value, we can’t help but recommend you read both volumes, while fully engaging in the action-learning process. Key features of this book include, but are not limited to:
• Short vignettes of important trends to start each chapter. • Relevant management issues. • Evidence-based management examples from leading multinational companies along with small and medium enterprises spanning supply chains. • References to appropriate tools, emerging technology, and practices. • Interdisciplinary perspectives enabling your own ability to implement and manage a more sustainable supply chain. • An action-learning approach to applying concepts and tools.Chapter Action Items for the reader to take a deeper look at integration opportunities involved in sustainability and supply chain management. • Guidelines on how to move forward with a supply chain sustainability initiative.
Keywords action learning, audits, bene?ts, best in class, business models, carbon dioxide, carbon disclosure project (CDP), carbon footprint, circular economy, collaboration, culture, design for sustainability, dashboard, design thinking, enablers, energy management, environmental pro?t & loss statement, environmental management systems, environmental protection agency, environmental standards, framework for strategic sustainable development (FSSD), freight, greenhouse gas (GHG) protocol, global reporting initiative (GRI), greenhouse gas emissions, implementation, innovation, integration, integrated bottom line, less than truckload, life cycle assessment, metrics, multi-criterion decision analysis, natural capital, new product development, obstacles, operationalize, order losers, order winners, performance measurement, pollution prevention, process design, product design, quality management, self-audit, social capital,
social cost of carbon (SCC), social sustainability, supplier assessment, supply chain operations reference model, smart way program, supply chain management, sustainability, system design, systems thinking, standards, sustainability portfolio, sustainable value added (SVA), the natural step, toolkit, tools, total quality management, transparency, triple bottom line, trends, universal breakthrough sequence, United Nation’s Sustainable Development Goals (SDGS), value generation, waste