Prioritization of green practices in GSCM: case study with companies of the peach industry

Sellitto, Miguel Afonso; Hermann, Felipe Fehlberg

doi:10.1590/0104-530X2516-15

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Articles • Gest. Prod. 23 (04) • Oct-Dec 2016 • https://doi.org/10.1590/0104-530X2516-15 copy

Prioritization of green practices in GSCM: case study with companies of the peach industry

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

This article aimed to define priorities for green practices that are observed in supply chains of the peach industry. The research method is the quali-quantitative modeling. The analyzed units are four focal supply chain companies of the peach industry in the region of Pelotas. From the literature on GSCM (Green Supply Chain Management), a model was elaborated for structuring green practices observed in the industry. The model includes three constructs: strategy, innovation and operations. Sixteen green practices present in the literature were distributed among the constructs. A focused group of three specialists adapted the model to the peach industry in Pelotas, eliminating three practices. The rest were prioritized by companies’ managers with the support of AHP method of multicriterial analysis. Based on the result, five practices were considered priorities for the industry: Ecodesign, Cooperation, Performance Evaluation, Green Manufacturing and Green Purchases, in this order.

Keywords:
GSCM; Sustainability; Multicriterial analysis; Greening of operations

Company	Structure	Market
A	Midsize familiar company located at Pelotas, founded in 1940, with 43 employees, processing peaches and figs.	National
B	Very large company, located at Pelotas, with 2,300 employees, exporting to 48 countries, processing peach, pineapple, and fig.	National – International
C	Large company, located at Morro Redondo, founded in 1974, with 480 employees, processing peach, pineapple and fig.	National
D	Large company, located at Morro Redondo, founded in 1900, with 900 employees, processing peach, pineapple and fig.	National

Constructs and $G_{i}$	Dimensions	$G_{i}$
Strategy in GSCM I – 4.50	Formulation – A1	5.00
	Performance evaluation – A2	4.75
	Cooperation – A3	5.00
	Communication – A4	4.25
	Barriers – A5	4.00
	Drivers – A6	4.75
Innovation in GSCM – 4.75	Process – B1	5.00
	Product – B2	4.00
	Market – B3	2.50
	Ecodesign – B4	5.00
Operations in GSCM – 4.75	Green purchasing – C1	5.00
	Green manufacturing – C2	4.50
	Green distribution – C3	2.25
	Reverse logistics – C4	4.50
	Final destination of waste – C5	4.50
	Reduction of pollution – C6	5.00

Construct	Dimension	Content	Lead for the interviews	References
Strategy in GSCM	Formulation – A1	Method and techniques for the formulation of environmental goals and plans	The company has goals for the environmental aspects related to the processes and activities associated with the business?	(Bai & Sarkis, 2010Bai, C., & Sarkis, J. (2010). Green supplier development: analytical evaluation using rough set theory. Journal of Cleaner Production, 18(12), 1200-1210. http://dx.doi.org/10.1016/j.jclepro.2010.01.016. http://dx.doi.org/10.1016/j.jclepro.2010... ; Large & Thomsen, 2011Large, R. O., & Thomsen, C.G. (2011). Drivers of green supply management performance: evidence from Germany. Journal of Purchasing and Supply Management, 17(3), 176-184. http://dx.doi.org/10.1016/j.pursup.2011.04.006. http://dx.doi.org/10.1016/j.pursup.2011.... )
	Performance evaluation – A2	Quali-quantitative methods to evaluate environmental performance	The company has methods that employees can use to understand the importance and critically evaluate the environmental performance?	(Large & Thomsen, 2011Large, R. O., & Thomsen, C.G. (2011). Drivers of green supply management performance: evidence from Germany. Journal of Purchasing and Supply Management, 17(3), 176-184. http://dx.doi.org/10.1016/j.pursup.2011.04.006. http://dx.doi.org/10.1016/j.pursup.2011.... ; Sellitto et al., 2010Sellitto, M., Borchardt, M., & Pereira, G. (2010). Modelagem para avaliação de desempenho ambiental em operações de manufatura. Gestão & Produção, 17(1), 95-109. http://dx.doi.org/10.1590/S0104-530X2010000100008. http://dx.doi.org/10.1590/S0104-530X2010... , 2012Sellitto, M., Borchardt, M., Pereira, G., & Gomes, L. (2012). Environmental performance assessment of a provider of logistical services in an industrial supply chain. Theoretical Foundations of Chemical Engineering, 46(6), 691-703. http://dx.doi.org/10.1134/S0040579512060206. http://dx.doi.org/10.1134/S0040579512060... )
	Cooperation – A3	Typology and methods to identify and promote cooperation in GSCM	The company maintains cooperative relations with consumers and suppliers to evaluate all issues about the production process?	(Wu et al., 2012Wu, G., Ding, J., & Chen, P. (2012). The effects of GSCM drivers and institutional pressures on GSCM practices in Taiwan’s textile and apparel industry. International Journal of Production Economics, 135(2), 618-636. http://dx.doi.org/10.1016/j.ijpe.2011.05.023. http://dx.doi.org/10.1016/j.ijpe.2011.05... ; Zhu et al., 2008cZhu, Q., Sarkis, J., & Lai, K. (2008c). Confirmation of a measurement model for green supply chain management practices implementation. International Journal of Production Economics, 111(2), 261-273. http://dx.doi.org/10.1016/j.ijpe.2006.11.029. http://dx.doi.org/10.1016/j.ijpe.2006.11... )
	Communication – A4	Typology and methods to identify and promote communication in GSCM	The company has channels that allows communication with partners in the chain?	(Bai & Sarkis, 2010Bai, C., & Sarkis, J. (2010). Green supplier development: analytical evaluation using rough set theory. Journal of Cleaner Production, 18(12), 1200-1210. http://dx.doi.org/10.1016/j.jclepro.2010.01.016. http://dx.doi.org/10.1016/j.jclepro.2010... ; Large & Thomsen, 2011Large, R. O., & Thomsen, C.G. (2011). Drivers of green supply management performance: evidence from Germany. Journal of Purchasing and Supply Management, 17(3), 176-184. http://dx.doi.org/10.1016/j.pursup.2011.04.006. http://dx.doi.org/10.1016/j.pursup.2011.... )
	Barriers – A5	Factors that can block the implementation of environmentally friendly initiatives in companies	The company has met the regulations imposed by the government or the demands of organized consumers?	(ElTayeb et al., 2010ElTayeb, T. K., Zailani, S., & Jayaraman, K. (2010). The examination on the drivers for green purchasing adoption among EMS 14001 certified companies in Malaysia. Journal of Manufacturing Technology Management, 21(2), 206-225. http://dx.doi.org/10.1108/17410381011014378. http://dx.doi.org/10.1108/17410381011014... ; Testa & Iraldo, 2010Testa, F., & Iraldo, F. (2010). Shadows and lights of GSCM (Green Supply Chain Management): determinants and effects of these practices based on a multi-national study. Journal of Cleaner Production, 18(10-11), 953-962. http://dx.doi.org/10.1016/j.jclepro.2010.03.005. http://dx.doi.org/10.1016/j.jclepro.2010... )
	Drivers – A6	Factors that can facilitate the implementation of environmentally friendly initiatives in companies	The strategic environmental management of the company has been driven by the actions of competitors or consumers?	(Wu et al., 2012Wu, G., Ding, J., & Chen, P. (2012). The effects of GSCM drivers and institutional pressures on GSCM practices in Taiwan’s textile and apparel industry. International Journal of Production Economics, 135(2), 618-636. http://dx.doi.org/10.1016/j.ijpe.2011.05.023. http://dx.doi.org/10.1016/j.ijpe.2011.05... )
Innovation in GSCM	Process – B1	Innovations in production processes: new technologies, new materials, new methods	The company invests in technologies that reduce emissions or use fewer natural resources?	(Bai & Sarkis, 2010Bai, C., & Sarkis, J. (2010). Green supplier development: analytical evaluation using rough set theory. Journal of Cleaner Production, 18(12), 1200-1210. http://dx.doi.org/10.1016/j.jclepro.2010.01.016. http://dx.doi.org/10.1016/j.jclepro.2010... ; Large & Thomsen, 2011Large, R. O., & Thomsen, C.G. (2011). Drivers of green supply management performance: evidence from Germany. Journal of Purchasing and Supply Management, 17(3), 176-184. http://dx.doi.org/10.1016/j.pursup.2011.04.006. http://dx.doi.org/10.1016/j.pursup.2011.... ; Marchi, 2012Marchi, V. (2012). Environmental innovation and R&D cooperation: empirical evidence from Spanish manufacturing firms. Research Policy, 41(3), 614-623. http://dx.doi.org/10.1016/j.respol.2011.10.002. http://dx.doi.org/10.1016/j.respol.2011.... )
	Product – B2	Innovations in product development: new products, new methods, life cycle analysis	The product design was considered to improve the packaging and marketing of the product?	(Bai & Sarkis, 2010Bai, C., & Sarkis, J. (2010). Green supplier development: analytical evaluation using rough set theory. Journal of Cleaner Production, 18(12), 1200-1210. http://dx.doi.org/10.1016/j.jclepro.2010.01.016. http://dx.doi.org/10.1016/j.jclepro.2010... ; Zhu et al., 2008aZhu, Q., Sarkis, J., Cordeiro, J., & Lai, K. (2008a). Firm-level correlates of emergent green supply chain management practices in the Chinese context. Omega, 36(4), 577-591. http://dx.doi.org/10.1016/j.omega.2006.11.009. http://dx.doi.org/10.1016/j.omega.2006.1... ; Gmelin & Seuring, 2014Gmelin, H., & Seuring, S. (2014). Determinants of a sustainable new product development. Journal of Cleaner Production, 69(1), 1-9. http://dx.doi.org/10.1016/j.jclepro.2014.01.053. http://dx.doi.org/10.1016/j.jclepro.2014... )
	Ecodesign – B4	Promotion of the use of environmentally friendly techniques in new products´ development	The company has promoted actions in product design in order to increase the reuse, recycling or recovery of parts or components?	(Wu et a al., 2012; Zhu et al., 2008cZhu, Q., Sarkis, J., & Lai, K. (2008c). Confirmation of a measurement model for green supply chain management practices implementation. International Journal of Production Economics, 111(2), 261-273. http://dx.doi.org/10.1016/j.ijpe.2006.11.029. http://dx.doi.org/10.1016/j.ijpe.2006.11... )
Operations in GSCM	Green purchasing – C1	Imposition and control of environmentally friendly requirements to suppliers	The company has partnerships with or make demands to suppliers in order to improve the environmental performance?	(Bai & Sarkis, 2010Bai, C., & Sarkis, J. (2010). Green supplier development: analytical evaluation using rough set theory. Journal of Cleaner Production, 18(12), 1200-1210. http://dx.doi.org/10.1016/j.jclepro.2010.01.016. http://dx.doi.org/10.1016/j.jclepro.2010... ; Wu et al., 2012Wu, G., Ding, J., & Chen, P. (2012). The effects of GSCM drivers and institutional pressures on GSCM practices in Taiwan’s textile and apparel industry. International Journal of Production Economics, 135(2), 618-636. http://dx.doi.org/10.1016/j.ijpe.2011.05.023. http://dx.doi.org/10.1016/j.ijpe.2011.05... )
	Green manufacturing – C2	Manufacturing practices that reduce the environmental impact in the chain	Are there procedures and internal audits to assess the environmental impact of manufacturing processes and the fulfilment of environmental objectives of the management system?	(Bai & Sarkis, 2010Bai, C., & Sarkis, J. (2010). Green supplier development: analytical evaluation using rough set theory. Journal of Cleaner Production, 18(12), 1200-1210. http://dx.doi.org/10.1016/j.jclepro.2010.01.016. http://dx.doi.org/10.1016/j.jclepro.2010... ; Darnall et al., 2008Darnall, N., Jolley, G., & Handfield, R. (2008). Environmental management systems and green supply chain management: complements for sustainability? Business Strategy and the Environment, 17(1), 30-45. http://dx.doi.org/10.1002/bse.557. http://dx.doi.org/10.1002/bse.557... )
	Reverse logistics – C4	Closed-loop and value recovery: return of materials or waste to the same chain or other chains as raw material or fuel	Is there cooperation with other companies for reuse or recycling waste?	(Sarkis et al., 2011Sarkis, J., Zhu, Q., & Lai, K. (2011). An organizational theoretic review of green supply chain management literature. International Journal of Production Economics, 130(1), 1-15.; Srivastava, 2007Srivastava, S. (2007). Green supply-chain management: a state-of-the-art literature review. International Journal of Management Reviews, 9(1), 53-80. http://dx.doi.org/10.1111/j.1468-2370.2007.00202.x. http://dx.doi.org/10.1111/j.1468-2370.20... )
	Final destination of waste – C5	Construction and management of recycling or disposal of solid waste facilities	Are there evaluation and control of the recycling and waste disposal?	(Large & Thomsen, 2011Large, R. O., & Thomsen, C.G. (2011). Drivers of green supply management performance: evidence from Germany. Journal of Purchasing and Supply Management, 17(3), 176-184. http://dx.doi.org/10.1016/j.pursup.2011.04.006. http://dx.doi.org/10.1016/j.pursup.2011.... ; Sarkis et al., 2011Sarkis, J., Zhu, Q., & Lai, K. (2011). An organizational theoretic review of green supply chain management literature. International Journal of Production Economics, 130(1), 1-15.)
	Reduction of Pollution – C6	Imposition and control of requirements for reduction of environmental attacks	Is there monitoring of products and processes that may cause harmful impacts to the environment?	(Large & Thomsen, 2011Large, R. O., & Thomsen, C.G. (2011). Drivers of green supply management performance: evidence from Germany. Journal of Purchasing and Supply Management, 17(3), 176-184. http://dx.doi.org/10.1016/j.pursup.2011.04.006. http://dx.doi.org/10.1016/j.pursup.2011.... ; Zhu et al., 2008bZhu, Q., Sarkis, J., & Lai, K. (2008b). Green supply chain management implications for “closing the loop”. Transportation Research Part E, Logistics and Transportation Review, 44(1), 1-18. http://dx.doi.org/10.1016/j.tre.2006.06.003. http://dx.doi.org/10.1016/j.tre.2006.06.... )

Intensity of importance	Definition	Explanation
1	Equal Importance	Two activities contribute equally to the objective
3	Moderate importance	Experience and judgement slightly favor one activity over another
5	Strong importance	Experience and judgement strongly favor one activity over another
7	Very strong importance	An activity is favored very strongly over another; its dominance demonstrated in practice
9	Extreme importance	The evidence favoring one activity over another is of the highest possible order of affirmation
2, 4, 6 and 8	Intermediate values	Used for graduation in slightly different judgments
Reciprocals	If i has one of the above numbers assigned to it when compared with j, then j has the reciprocal when compared with i

n	3	4	5	6	7	8	9	10
IR	0.58	0.9	1.12	1.24	1.32	1.41	1.45	1.49

Construct	Priorities %	Dimensions	Partial Priorities %	Final Priorities %	Ranking
Strategy	26.05	Formulation	8.36	2.18	9
		Evaluation	14.66	3.82	7
		Cooperation	41.25	10.75	3
		Communication	5.42	1.41	11
		Barriers	2.90	0.76	12
		Drivers	27.41	7.14	4
Innovation	63.33	Process	10.62	6.72	5
		Product	26.05	16.50	2
		Ecodesign	63.33	40.11	1
Operations	10.62	Green Purchasing	50.28	5.34	6
		Green Manufacturing	26.02	2.76	8
		Reverse Logistics	13.44	1.43	10
		Final Disposal	3.48	0.37	14
		Reduction of Pollution	6.78	0.72	13
			total	100

Construct	Priorities %	Dimensions	Partial Priorities	Final Priorities	Ranking
Strategy	10.62	Formulation	9.07	0.96	11
		Evaluation	24.73	2.62	8
		Cooperation	42.17	4.48	6
		Communication	3.09	0.33	14
		Barriers	5.58	0.59	13
		Drivers	15.36	1.63	10
Innovation	63.33	Process	26.05	16.50	2
		Product	10.62	6.72	5
		Ecodesign	63.33	40.11	1
Operations	26.05	Green Purchasing	50.28	13.10	3
		Green Manufacturing	26.05	6.78	4
		Reverse Logistics	6.78	1.77	9
		Final Disposal	3.48	0.91	12
		Reduction of Pollution	13.44	3.50	7
				100

Construct	Priorities %	Dimensions	Partial Priorities %	Final Priorities %	Ranking
Strategy	26.05	Formulation	15.36	4.00	7
		Evaluation	42.17	10.98	3
		Cooperation	24.73	6.44	5
		Communication	5.58	1.45	10
		Barriers	3.09	0.81	12
		Drivers	9.07	2.36	9
Innovation	63.33	Process	10.62	6.72	4
		Product	26.05	16.50	2
		Ecodesign	63.33	40.11	1
Operations	10.62	Green Purchasing	26.02	2.76	8
		Green Manufacturing	50.28	5.34	6
		Reverse Logistics	13.44	1.43	11
		Final Disposal	3.48	0.37	14
		Reduction of Pollution	6.78	0.72	13
				100

Construct	Priorities %	Dimensions	Partial Priorities %	Final Priorities %	Ranking
Strategy	10.62	Formulation	9.07	2.36	9
		Evaluation	24.73	6.44	5
		Cooperation	42.17	10.98	3
		Communication	3.09	0.81	12
		Barriers	5.58	1.45	11
		Drivers	15.36	4.00	7
Innovation	63.33	Process	10.62	6.72	4
		Product	63.33	40.11	1
		Ecodesign	26.05	16.50	2
Operations	26.05	Green Purchasing	47.31	5.02	6
		Green Manufacturing	26.91	2.86	8
		Reverse Logistics	14.09	1.50	10
		Final Disposal	7.16	0.76	13
		Reduction of Pollution	4.52	0.48	14
				100

Company	Rank
Company	Operations	Innovation	Strategy
A	3º	1º	2º
B	2º	1º	3º
C	3º	1º	2º
D	3º	1º	2º
Raw FM	5	12	7
Norm. FM	21%	50%	29%

Company	Rank
Company	Formulation	Evaluation	Cooperation	Communication	Barriers	Drivers
A	4º	3º	1º	5º	6º	2º
B	4º	2º	1º	6º	5º	3º
C	3º	1º	2º	5º	6º	4º
D	4º	2º	1º	6º	5º	3º
Raw FM	13	20	23	6	6	16
Norm. FM	15%	24%	27%	7%	7%	19%

Company	Rank
Company	Process	Product	Ecodesign
A	3º	2º	1º
B	2º	3º	1º
C	3º	2º	1º
D	3º	1º	2º
Raw FM	5	8	11
Norm. FM	21%	33%	46%

Company	Rank
Company	Green Purchasing	Green Manufacturing	Reverse Logistics	Final Disposal	Reduction of Pollution
A	1º	2º	3º	5º	4º
B	1º	2º	4º	5º	3º
C	2º	1º	3º	5º	4º
D	1º	2º	3º	4º	5º
Raw FM	19	17	11	5	8
Norm. FM	32%	28%	18%	8%	13%

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