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SUSTAINABLE SUPPLY CHAIN: A MODIFICATION SUGGESTION TO AN
EXISTING STRATEGIC FRAMEWORK

Birsen Karpak
Youngstown State University,
Youngstown, OH 44555
bkarpak@ysu.edu

ABSTRACT
Supply chain management is a prosperous area of research for AHP/ANP scientists. There have already
been quite a few AHP/ANP applications. This presentation suggests an improvement in one of the
existing ANPbased strategic decision frameworks published in the literature.
The published strategic framework for green supply chain management considers product life cycle
(PLC) influence, the impact of operational life Cycle (OLC), organizational performance requirements’
(OPR) and environmentally influential organizational practices - which constitutes the clusters of ANP upon green supply chainalternatives.
In this study the framework has been augmented with the social dimension of sustainability. Therefore the
proposed strategic model is a model for sustainable supply chain management. In addition, it is illustrated
that both the framework in literature and the one proposed by the author are valid for focal companies.
Supply chains which leadership executed by a “steering committee,”requires group decision making
models. This is another area of research. Applicability of ANP is illustrated to evaluate sustainable supply
chain alternatives. The author would like to get feedback from the audience in her early stage of research.
Keywords: Sustainable Supply Chain Management, ANP model

1. Introduction
Globalization and outsourcing have increased the complexity of supply chains.Sustainable Supply chain
management is the management of material and informational flows as well as cooperation among
companies along the supply chain while taking goals from all three dimensions of sustainable
development, economic, environmental and social requirements into account. Future generations should
not be negatively impacted by decisions today.
It is common practice for decisionmakers to address the economic pillar of sustainability (Hutchins and
Sutherland, 2008), and over the last decade, increasing effort has been directed at the environmental pillar
through attention to environmental life cycle impacts. Research is still dominated by green/environmental
issues. Social aspects and also integration of the three dimensions of sustainability are still rare. Thestrategic model developed by Sarkis (2008) misses the social dimension of sustainability. In this study we
are augmenting the framework to include social factors.
In practice, supply chain leadership maybe executed either by a focal company or a steering committee
(Hartmut and Stadter, 2008). A focal company usually a member having the largest (financial) power, the

Proceedings of theInternational Symposium on the Analytic Network Process, 2009

best know-how of products and processes or has the greatest of values created during order fulfillment.
For these reasons decisions made by the focal company will be accepted by all members. On the other
hand a steering committee may be introduced consisting of representatives of all members of supply
chain. In this case, group decisionmaking rules apply. Though it has not been mentioned, we contend that
the framework proposed by Sarkis (2008) is valid for supply chains which the leadership is executed by
focal companies.
Recently researchers have begun to realize that the decision and integration effort in supply chain design
should be driven by the manufactured product (Wang, et al. 2004). Supply chains are classified aslean,
agile, and hybrid based on the product type and product life cycle and it is contended that the strategic
supply chain alternatives should be evaluated based on the type of the supply chain under consideration.
In this presentation the framework has been augmented considering lean chain. It is demonstrated that
organizational performance requirements will differ depending on the supply...
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