Casestudy of Green Supply Chain Management in China

International Journal of Operations & Production Management
Green supply chain management in China: pressures, practices and performance

Qinghua Zhu Joseph Sarkis Yong Geng
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Qinghua Zhu Joseph Sarkis Yong Geng, (2005),"Green supply chain management in China: pressures,
practices and performance", International Journal of Operations & Production Management, Vol. 25 Iss 5
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Green supply
Green supply chain management chain
in China: pressures, practices and management
performance
449
Qinghua Zhu
Institute for Eco-planning and Development, Dalian University of Technology Received March 2003
Dalian, Liaoning Province, Peoples Republic of China Revised September 2004
Accepted November 2004
Joseph Sarkis
Graduate School of Management, Clark University, Worcester,

Massachusetts, USA, and
Yong Geng
Institute for Eco-planning and Development, Dalian University of Technology
Dalian, Liaoning Province, Peoples Republic of China
Abstract
Purpose Green supply chain management (GSCM) has emerged as a key approach for enterprises
seeking to become environmentally sustainable. This paper aims to evaluate and describe GSCM
drivers, practices and performance among various Chinese manufacturing organizations.
Design/methodology/approach Based on a literature review, four propositions are put forward.
An empirical study using survey research was completed. The survey questionnaire was designed
with 54 items using literature and industry expert input. An exploratory factor analysis was
conducted to derive groupings of GSCM pressures, practice and performance from the survey data
which included 314 responses. A categorical and descriptive nature of the results is then presented
with an evaluation and comparative analysis with previous research findings.
Findings Chinese enterprises have increased their environmental awareness due to regulatory,
competitive, and marketing pressures and drivers. However, this awareness has not been translated
into strong GSCM practice adoption, let alone into improvements in some areas of performance, where
it was expected.
Research limitations/implications The investigation and its findings are still relatively
exploratory. Future research can investigate relationships identified in this work, as well as tease out
mediating and moderating relationships. A more broadly-based and random sample study across
China would also provide a better picture of this GSCM situation.
Practical implications Efforts made by Chinese enterprises together with the Chinese
government have established a good foundation for further development. After Chinas entry into
the WTO, a win-win relationship between foreign companies and Chinese manufacturers is still
possible.
This work is supported by the CIDA Tier 1 ECOPLAN China Project (S-61562), the National
Natural Science Foundation of China Project (70202006), the Social Science Foundation of China International Journal of Operations &
Production Management
(03CJY001), The Ninth Huo-yingdong Young Faculty Foundation (91082), the Scientific Research Vol. 25 No. 5, 2005
Foundation for the Returned Overseas Chinese Scholars, State Education Ministry, the Liaoning pp. 449-468
q Emerald Group Publishing Limited
Doctoral Startup Project (2001102090), and a research grant by The Hong Kong Polytechnic 0144-3577
University. DOI 10.1108/01443570510593148
IJOPM Originality/value This work is one of the few and pioneering efforts to investigate GSCM
practices in China.
25,5 Keywords Green marketing, Supply chain management, International relations,
Operations management
Paper type Research paper
450 Introduction
Balancing economic and environmental performance has become increasingly
important for organizations facing competitive, regulatory, and community
pressures (Shultz and Holbrook, 1999). With increased pressures for environmental
sustainability, it is expected that enterprises will need to implement strategies to
reduce the environmental impacts of their products and services (Lewis and Gretsakis,
2001; Sarkis, 1995, 2001). To establish their environmental image, enterprises have to
re-examine the purpose of their business (Hick, 2000). Success in addressing
environmental items may provide new opportunities for competition, and new ways to
add value to core business programs (Hansmann and Claudia, 2001). Approaches, such
as cleaner production, environmental management systems and eco-efficiency, have
been implemented for green management practices. In 1994, the Confederation of
British Industries (CBI) identified the factors driving the competitive advantage
through environmental performance as market expectations, risk management,
regulatory compliance and business efficiency. Green supply chain management
(GSCM) has a key role in ensuring that all of these factors are addressed (Hutchison,
1998). Environmental impacts occur at all stages of a products life cycle. Therefore,
GSCM has emerged as an important new archetype for enterprises to achieve profit
and market share objectives by lowering their environmental risks and impacts and
while raising their ecological efficiency (van Hock and Erasmus, 2000).
China is one country where the issues related to GSCM have become even more
critical. Recent studies have shown that a majority of worlds manufacturing will be
carried out in Asia in the next couple of decades (US-AEP, 1999). As a major
manufacturing country, China has many opportunities, but they also face substantial
environmental burdens with this opportunity (Rao, 2002). Moreover, developing
countries such as China are becoming increasingly industrialized. As part of supply
chains, China has been used as a point of disposal of end-of-life products for
multinational organizations and developed countries. For example, the end-of-life
products have been shipped to developing countries, such as China, where these
developing countries do not have the infrastructure or tools available to care for
the end-of-life products (Puckett and Smith, 2002), causing greater environmental
burden on these nations. The appropriate development of GSCM concepts and
practices may indeed aid these countries by lessening the environmental burden of
both manufacture and disposal of products, while even potentially improving their
economic positioning.
With the relative scarcity of resources and the potential pressure of green barriers
to trade, both the Chinese government and enterprises have had increased reasons to
initiate corporate and industrial environmental management measures. Some of the
measures which are being promoted are environmental impact assessment, ISO 14001
certification and recently GSCM. Given this emerging organizational and competitive
environment faced by Chinese industry, this paper describes the empirical results
of a GSCM-based survey and site visits at various Chinese manufacturing Green supply
organizations. Initially, in this paper, we introduce current environmental chain
awareness, practices, and performance of GSCM in general and in Chinese
enterprises, this background sets the foundation for various issues (propositions) management
that will be evaluated using the empirical data. An outline of our research method is
then presented. Research findings of a categorical and descriptive nature are then
discussed with an evaluation and comparative analysis with previous research 451
findings. The paper concludes with some suggestions with a particular emphasis on
what Chinese manufacturing company managers and policy makers should be
concerned with, in light of our findings, in future operations of GSCM.
Literature review
The literature in GSCM has been growing as organizations and researchers begin to
realize that the management of environmental programs and operations do not end at
the boundaries of the organization. Overall, research in corporate environmental
management and its operations relationships have been growing in recent years with a
number of papers outlining these relationships (Angell and Klassen, 1999; Geyer and
Jackson, 2004; Gupta, 1995; Hanna and Newman, 1996; Sarkis, 2001; Melnyk et al.,
2002), including the identification of a need to investigate GSCM. GSCM is strongly
related to inter-organizational environmental topics as industrial eco-systems,
industrial ecology, product life cycle analysis, extended producer responsibility and
product stewardship. In a broader sense, GSCM also falls within the purview of the
burgeoning literature of ethics and sustainability which incorporates other social
and economic influences. Research is increasingly investigating many of these
triple bottom-line issues (Carter, 2000; Zaklad et al., 2004).
GSCMs definition has ranged from green purchasing to integrated supply chains
flowing from supplier, to manufacturer, to customer and reverse logistics, which is
closing the loop as defined by supply chain management literature (Zhu and Sarkis,
2004). Similar to the concept of supply chain management, the boundary of GSCM is
dependent on the goal of the investigator. In this case, for our paper, we shall focus on
a single level supplier-manufacturer-customer relationship. The research in GSCM
addresses a variety of issues ranging from organizational research and practice in
GSCM (Geffen and Rothenberg, 2000; Hall, 2001; Theyel, 2001; Zsidisin and Siferd,
2001) to prescriptive models for evaluation of GSCM practices and technology
(Faruk et al., 2002; Handfield et al., 2002; Sarkis, 2003).
The remainder of the literature review will focus on the major areas we will be
investigating in our empirical study including issues relevant to GSCM adoption
pressures and drivers, adoption of GSCM practices, and performance perceptions from
these adoptions.
GSCM drivers for adoption

Investigation of pressures and drivers for adoption and improving environmental
performance arises from a number of external and internal groups or stakeholders.
The literature has identified a number of potential groups that will influence
organizational adoption of GSCM and other environmental practices. For example,
Christmann and Taylor (2001) suggested that export and sales to foreign customers
are two major drivers for improving the environmental performance of enterprises in
IJOPM China. Chinese enterprises have started to experience pressures from green barriers
25,5 when exporting their commodities. During the three years from 1997 to 1999, the
value of the commodities that were rejected because of such barriers has been
estimated to be approximately 20 billion US dollars (Xinhua News Agency, 2001).
For example, many countries require a certificate for wood products in order to show
that their harvest does not harm their forests sustainable development. Many
452 Chinese enterprises have failed to sell their wood products because they do not have
this particular certification. Another example is that shoes made in Fujian, a province
in southeast China, could not be exported because the glue used in shoe
manufacturing does not satisfy the environmental requirements of the customers.
Some countries, including Japan, the United States, the Netherlands, Norway, France
and Sweden, have also put forward different environmental requirements for the
fabrics and dyes of clothes imported from China (Ministry of Foreign Trade and
Economic Cooperation of PRC, 2002). Thus, the benefits from Chinas entry into the
World Trade Organization (WTO) could be diminished unless it meets the relevant
international environmental standards.
Consumer pressures and drivers may also exist, but are still evolving. For example,
Chan and Lau (2001) compared green purchasing behaviors between American and
Chinese consumers, and concluded that the translation of green purchasing intention to
corresponding behavior is more effective among American consumers. However,
Chinese consumers, especially younger consumers are developing an increasingly
heightened environmental awareness and are starting to prefer green products
(Lo and Leung, 2000).
China has received substantial direct foreign investment in the last five years, and
China should be able to attract increasing foreign investments after joining the WTO.
However, most joint ventures or foreign direct investment (FDI) enterprises in China
purchase key raw materials and components mainly from their home countries, or from
upstream enterprises in their supply chains already operating in China, mainly due to
Chinese enterprises inabilities to provide materials and products that meet these
foreign enterprises environmental requirements (Zhu and Geng, 2001). For example,
some leading enterprises from developed countries evaluate not only their direct
suppliers, but also second-tier suppliers (suppliers suppliers). In this regard, it is
noteworthy that in their investigation Walton et al. (1998) put forward ten top
environmental supplier evaluation criteria and that, among these, environmentally
friendly practice evaluation of second-tier suppliers is the second most important
criterion.
The scarcity of resources, degradation of environment, and increasing pressure
from Chinese consumers have caused the Chinese government, both local and national
to also exert pressures through increasing environmental regulatory and tax policies.
To control over-exploitation and over-consumption of resources, the Chinese
government has levied resource taxes and implemented quota-pricing systems for
some resources such as water (Bai and Hidefumi, 2001).
Thus, we can see that pressures may potentially arise from regulators, supply chain
partners, competitors and the market (consumers and customers). Our initial
investigation in this study seeks to determine where Chinese organizations are feeling
these pressures for adoption of GSCM practices. Our initial general proposition that
will be evaluated with empirical data is as follows:
P1. Chinese enterprises are feeling significant pressure to introduce GSCM Green supply
principles and practices and these pressures arise from a variety of sources. chain
management
GSCM practice
Given that there is a multidimensional expansion of the literature in the area of
corporate environmental management, this paper focuses on four GSCM practices
(internal environmental management, external GSCM including green purchasing and 453
cooperation with customers including environmental requirements, investment
recovery, and eco-design practices). These four areas represent some of the main
internal and external activities and functions within organizational supply chain
management (Zhu and Sarkis, 2004).
There is consensus within the literature that internal environmental management is

a key to improving enterprises performance (Carter et al., 1998). It is well known that
senior managers support is necessary and, often, a key driver for successful adoption
and implementation of most innovations, technology, programs and activities (Hamel
and Prahalad, 1989). To ensure complete environmental excellence, top management
must be totally committed (Zsidisin and Siferd, 2001; Rice, 2003). Carter et al. (1998)
concluded that support from mid-level managers is also key to successful
implementation of EMS practices. Bowen et al. (2001) used middle managers to find
positive relationships between middle managers perceptions of corporate
environmental proactivity and environmental management. Communication between
business managers and environmental professionals is also important in the successful
business and environment relationship (Aspan, 2000).
External GSCM practice (in what traditionally is viewed as the scope of supply
chain management) has also grown in importance. By investigating purchasing
managers in Germany, the UK and the USA, Zsidisin and Hendrick (1998) identified
key factors for environmental purchasing such as providing design specification to
suppliers that include environmental requirements for purchased items, cooperation
with suppliers for environmental objectives, environmental audit for suppliers internal
management and suppliers ISO14001 certification.
Investment recovery and eco-design are two emerging environmental practices in
China that have significant internal and external influences on GSCM. Both United
States and European enterprises have considered investment recovery as a critical
aspect for GSCM (Zsidisin and Hendrick, 1998), which may occur at the back end of the
supply chain cycle. In China, the government, to improve investment recovery and
better design of processes and systems, has changed its policies from a focus on
resource subsidies to levying taxes for some resources such as coal and natural gas.
No matter where in the product life cycle a product or process lies, most of the
environmental influence is locked in at the design stages when materials and
processes are selected and product environmental performance is largely determined
(Lewis and Gretsakis, 2001).
As we have mentioned in our previous section, China has encouraged (pressured)
GSCM practice adoption to help spur economic development. For example, by
encouraging the adoption and certification of the global environmental system
standard ISO14001, the Chinese government has contributed to organizational GSCM
practices adoption such as integrating environmental considerations into supplier
selection.
IJOPM Green marketing, together with eco-design and green purchasing, is a necessary
25,5 element of improved environmental performance for Chinese companies and/or their
products/services. However, it has been found elsewhere, and may be true in China,
that there seems to be a gap between the desirability of GSCM in awareness or theory
and the slow implementation of GSCM at the aggregate level across enterprises (Bowen
et al., 2001). Using this literature we have identified a number of GSCM practices that
454 may be grouped into our four major groupings (part of our study is to help justify these
groupings). The second portion of our exploratory study will determine the progress of
our sample of Chinese manufacturing organizations for adopting GSCM practices.
Given that China research and focus on corporate environmental issues is a recent
phenomena we make two general propositions.
P2. Chinese enterprises are in the initial stages of GSCM practice adoption.
P3. GSCM practice adoption in Chinese enterprises lags behind the GSCM
pressures they have experienced.
GSCM performance
Previous research has explored the relationships between GSCM practices and
performance including environmental, economic and operational performance.
Literature has offered insight on potential patterns of supply-chain relations for
improving environmental performance (Florida, 1996; Florida and Davison, 2001;
Geffen and Rothenberg, 2000; Green et al., 1996; Handfield et al., 2002; Sarkis, 1995).
The literature for supporting such positive relationships is relatively strong. For
example, Frosch (1994) argued that an inter-firm linkage facilitated by proximity could
lead to improvement in environmental performance. Geffen and Rothenberg (2000)
suggested that relations with suppliers aid the adoption and development of innovative
environmental technologies. In addition, the interaction of customer and supplier staff,
partnership agreements and joint research and development lead to improvements in
environmental performance.
Whether GSCM practices cause or relate to positive or negative economic
performance is still mixed (Wagner et al., 2001). Alvarez et al. (2001) indicated that
environmental management such as GSCM has a positive relationship with an
organizations economic performance. Dodgson (2000), Dyer and Singh (1998), von
Hippel (1988) and others argued that inter-firm relations provide formal and informal
mechanisms that promote trust, reduce risk and in turn increase innovation and
profitability. However, through examination, Bowen et al. (2001) suggested economic
performance is not being reaped in short-term profitability and sales performance.
Limited research still indicates a positive relationship between environmental
management and operational performance. Szwilski (2000) put forward that an
environmental management system is an innovative environmental policy and
information management tool for industry to improve organizational operational
performance. Using a case study of the first Japanese integrated mill of pulp and paper
that gained the certification of ISO14001, Tooru (2001) demonstrated that
environmental management systems can improve operational performance of a firm.
Hanna et al. (2000) found a strong relationship between meeting operational goals and
staff involvement on environmental management.
It is still not clear whether benefits or costs dominate when adopting GSCM practices Green supply
in China. Thus, whether managers perceive improvements in environmental, economic
and operational performance due to adoption of GSCM practices will be the third major
chain
issue we shall investigate. Given the strength of the overall literature in supporting the management
win-win scheme, even though it is still mixed, we present our final proposition.
P4. GSCM practice adoption in Chinese enterprises has improved organizational 455
and environmental performance of those adopting organizations.
Methodology
Questionnaire development
The data used in this study consist of questionnaire responses from managers in
Chinese manufacturing and processing industries that have profound impact on the
environment. The questionnaire contains three sections, items affecting
implementation (pressures/drivers), current practices and corresponding
performance. Thirteen items in part one (pressures/drivers) were based on a number
of sources from the literature (Min and Galle, 1997; Carter and Carter, 1998; Christmann
and Taylor, 2001; Chan and Lau, 2001) and questions were answered using a five-point
Likert-type scale (e.g. 1 not at all important, 2 not important, 3 not thinking
about it, 4 important, 5 extremely important). Twenty-one items in part two
(GSCM practices) were based on industrial expert input and from the literature
(Zsidisin and Hendrick, 1998; Walton et al., 1998; Carter et al., 2000). Questions in part
two were answered using a five-point scale (1 not considering it, 2 planning to
consider it, 3 considering it currently, 4 initiating implementation,
5 implementing successfully). The third section of 20 questions developed by the
authors focused on environmental performance, financial performance and operational
performance. Questions about the influence of implementing GSCM on these
performance factors were answered using a five-point scale (1 not at all, 2 a little
bit, 3 to some degree, 4 relatively significant and 5 significant). To avoid
confusing respondents on three different five-point Likert scales, we provided a brief
explanation of the three groups of items at the beginning of each survey section.
Data collection and sample characteristics

The data collection was administered through three steps:
(1) Pilot test. A pilot test was completed to test and refine the questionnaire.
The pilot test was conducted during two workshops for managers on
environmental management in the Tianjin Economic and Technological Area
(TEDA) and Dalian Economic and Technological Development Zone (DETDZ),
the largest and the second largest industrial zones in China according to GDP.
A total of 28 valid questionnaires were collected in the pilot test. Based on the
suggestions from respondents in the two workshops, minor modifications were
made to the questionnaire.
(2) Convenience sampling. For initial results we completed convenience sampling of
respondents through workshops in the School of Management at Dalian
University of Technology[1], as well as interviews and site visits in the
Dalian High-tech Zone in Liaoning province and the Zibo Industrial Zone in
Shandong province. Initially, 158 unique and usable manufacturing enterprises
IJOPM responses were received. Interviews and site visits confirmed that respondents
25,5 had a clear definition and understanding of the three different five-point
Likert-type scales used for the three item groupings. To narrow research targets
and avoid bias as much as possible, we chose respondents mainly from three
types of enterprises throughout China, namely, FDI enterprises and joint
ventures, enterprises exporting products or becoming suppliers of foreign
456 enterprises, and traditional heavy polluters such as petroleum refineries,
chemicals, paper and pulp, textile and metallurgical industry. Owing to higher
awareness or pressure, it can be argued that these enterprises in China are
innovators in GSCM and their experiences will diffuse to other enterprises.
(3) Random surveys in Dalian. To avoid the biases associated with convenience
sampling, we also completed some random surveys through regular postal mail,
followed by telephone calls within the Dalian metropolitan area. The targeted
companies are from the list of Dalian manufacturers primarily within the three
industrial organizational characteristics mentioned above. Out of a total of 1,000
questionnaires mailed, a total of 128 usable manufacturing enterprise responses
were received (a 12.8 percent response rate).
The biases associated with the pilot and convenience samples were assessed by
dividing the total 314 responses into two groups, namely, early from the pilot test and
the convenience sampling (n 186; 59.2 percent) and late from the more random
mailing (n 128; 40.8 percent). Responses from the two groups to the 54 questionnaire
items were compared using a series of t-tests. The test results indicated that in all
54 items no statistical differences existed between the mean scores of the early and
late respondents (this was true at the 5 percent or better level of significance). Thus,
we are able to effectively use the full data set of 314 responses to evaluate our
propositions.
Table I shows the distribution of respondent enterprises in terms of industry and
enterprise size using employment levels. Notice that respondents are mainly from four
typical industries, that is, automobile, power generating, chemical/petroleum and
Total Percentage
Industry
Automobile 82 26.1
Power generating 70 22.3
Chemical/petroleum 50 15.9
Electrical and electronic 39 12.4
Textile 15 4.8
Steel 15 4.8
Food processing 13 4.1
Pharmaceutical 10 3.2
Other 20 6.4
Total 314 100
Size (employees)
Table I. .2000 95 30.3
Distribution of survey 300-2,000 151 48.1
respondent enterprises by ,300 68 21.6
industry and size Total 314 100
electrical/electronic industry. Enterprise sizes ranged from under 300 to over 2,000 Green supply
employees with about half of companies falling into the relatively large company
classification of between 300 and 2,000 employees.
chain
management
Factor analysis
An exploratory factor analysis was conducted to derive groupings of GSCM pressures,
practice and performance from the survey data. Factors were extracted using the 457
maximum likelihood method, followed by a varimax rotation. The Kaiser criterion
(eigenvalues . 1) was employed in conjunction with an evaluation of scree plots.
Both the scree test and initial eigenvalue test suggested the presence of four factors for
pressure, practice and performance that were retained. This factor analysis empirically
grouped the scale items of GSCM pressures as predicted, see Table II, further
validating our original item groupings. The four GSCM pressure/driver factors explain
68.6 percent of the inherent variation in their items. A similar factor analysis of the
GSCM practice and performance items also grouped the scale items as predicted, see
Tables III and IV. The four GSCM practice factors explain 70.5 percent of the inherent
variation while four performance factors explain 74.8 percent of the inherent variation.
We labeled the four factors on GSCM pressures as supply chain pressure, cost-related
pressure, marketing and regulations. Further analysis confirms the reliability of these
four factors with Cronbachs alpha, of 0.83, 0.84, 0.80 and 0.78, respectively, for each
group. Four factors of practices are labeled as internal environmental management,
external GSCM, eco-design and investment recovery. Further analysis confirms the
reliability of these four factors with Cronbachs alpha, of 0.91, 0.92, 0.86 and 0.83,
respectively, for each group. The four factors on performance can be labeled as
environmental performance, operational performance, positive economic performance
and negative economic performance. Further analysis also confirms the reliability of
these four factors with levels of Cronbachs alpha equal to 0.94, 0.93, 0.90 and 0.87,
respectively. All Cronbachs alpha values are well above the limit of 0.70 established by
Nunnally (1978) to ensure the constructs internal consistency and validity.
Component
Items 1 2 3 4
Central governmental environmental regulations 0.275 0.088 0.147 0.831

Regional environmental regulations 0.127 0.141 0.114 0.880
Export 0.194 0.200 0.872 0.150
Sales to foreign customers in China 0.281 0.197 0.830 0.135
Suppliers advances in developing environmentally friendly goods 0.769 0.032 0.112 0.246
Suppliers advances in developing environmentally friendly packages 0.797 0.108 0.260 0.115
Environmental partnership with suppliers 0.759 0.121 0.168 0.063
Competitors green strategies 0.649 0.312 0.069 0.171
Industrial professional group activities 0.557 0.371 0.029 0.168
Enterprises environmental mission 0.597 0.286 0.265 0.046
Cost for disposal of hazardous materials 0.134 0.816 0.060 0.100
Cost of environmentally friendly goods 0.180 0.831 0.228 0.059
Cost of environmentally friendly packaging 0.293 0.801 0.221 0.121
Table II.
Note: Extraction method: principal component analysis. Rotation method: varimax with Kaiser Rotated factor matrixa on
normalization. aRotation converged in five iterations GSCM drivers/pressure
IJOPM Survey items 1 2 3 4
25,5
Providing design specification to suppliers that include
environmental requirements for purchased items 0.302 0.574 0.341 0.048
Cooperation with suppliers for environmental objectives 0.393 0.595 0.289 0.116
Environmental audit for suppliers internal management 0.167 0.791 0.037 0.082
458 Suppliers ISO14000 certification 0.309 0.752 0.013 2 0.004
Second-tier supplier environmentally friendly practice evaluation 0.235 0.774 0.076 0.111
Cooperation with customer for eco-design 0.234 0.682 0.251 0.223
Cooperation with customers for cleaner production 0.200 0.652 0.225 0.313
Cooperation with customers for green packaging 0.137 0.770 0.180 0.193
Investment recovery (sale) of excess inventories/materials 0.110 0.227 0.249 0.758
Sale of scrap and used materials 0.124 0.089 0.125 0.861
Sale of excess capital equipment 0.039 0.159 0.038 0.817

Design of products for reduced consumption of material/energy 0.248 0.124 0.803 0.247
Design of products for reuse, recycle, recovery of material,
component parts 0.167 0.191 0.817 0.116
Design of products to avoid or reduce use of hazardous of products
and/or their manufacturing process 0.390 0.285 0.733 0.101
Commitment of GSCM from senior managers 0.819 0.194 0.254 0.154
Support for GSCM from mid-level managers 0.838 0.204 0.187 0.147
Cross-functional cooperation for environmental improvements 0.745 0.208 0.295 0.150
Total quality environmental management 0.834 0.277 0.212 0.078
Environmental compliance and auditing programs 0.772 0.172 0.314 0.140
ISO 14001 certification 0.692 0.404 2 0.018 2 0.076
Table III. Environmental management systems exist 0.797 0.310 0.039 2 0.003
Rotated factor matrixa on Extraction method: principal component analysis. Rotation method: varimax with Kaiser
GSCM practices normalization. aRotation converged in seven iterations
Items for each factor on GSCM pressure, practice and performance, as well as other
descriptive data, including means, standard deviations and sample size per question,
are shown in Tables V, VI and VII.
Results and discussion

Evaluating propositions
To evaluate our initial propositions we will do a general comparison of the mean scores
of each of the major factors determined by the factor analysis.
P1 posits that Chinese enterprises have pressures/drivers to adopt and implement
GSCM, and that these pressures and drivers originate from a variety of sources.
Table V shows that all four means of the factors of GSCM pressure are over 4.00
(important), that is, 4.10 for supply chain pressure, 4.03 for cost related pressure, 4.10
for marketing and 4.51 for regulations (in our five-point scale, 4 important,
5 extremely important). Thus, P1 is supported with clear pressures and/or drivers
present from a variety of sources.
P2 posits that Chinese enterprises have initiated or adopted some GSCM practices.
This proposition is partly supported by practices of internal environmental
management, eco-design and investment recovery with means of 3.57, 3.52 and 3.39,
respectively (within the range of 3 considering it currently to 4 initiating
implementation from our five-point scales). This proposition is not supported for
external GSCM practice adoption with a mean of only 2.91.
Component
Green supply
1 2 3 4 chain
Reduction of air emission 0.780 0.282 0.191 0.227
management
Reduction of waste water 0.814 0.258 0.217 0.174
Reduction of solid wastes 0.742 0.158 0.288 0.321
Decrease of consumption for hazardous/harmful/toxic materials 0.773 0.235 0.150 0.305 459
Decrease of frequency for environmental accidents 0.772 0.289 0.186 0.176
Improve a enterprises environmental situation 0.744 0.347 0.170 0.149
Increase of investment 0.456 0.268 0.192 0.600
Increase of operational cost 0.256 0.119 0.217 0.816
Increase of training cost 0.264 0.191 0.089 0.764
Increase of costs for purchasing environmentally friendly materials 0.168 0.057 0.397 0.752
Decrease of cost for materials purchasing 0.255 0.226 0.650 0.356

Decrease of cost for energy consumption 0.183 0.286 0.768 0.229
Decrease of fee for waste treatment 0.216 0.328 0.814 0.186
Decrease of fee for waste discharge 0.288 0.267 0.825 0.163
Increase amount of goods delivered on time 0.230 0.749 0.207 0.300
Decrease inventory levels 0.222 0.755 0.141 0.282
Decrease scrap rate 0.228 0.748 0.224 0.254
Promote products quality 0.260 0.822 0.185 0.100
Increased product line 0.295 0.789 0.284 2 0.025
Improved capacity utilization 0.274 0.803 0.269 2 0.028 Table IV.
Extraction method: principal component analysis. Rotation method: varimax with Kaiser Rotated factor matrixa on
normalization. aRotation converged in seven iterations GSCM performance
Items Mean SD N
Supply chain pressure a 0:83 4.10 0.586 302

Suppliers advances in developing environmentally friendly goods 4.05 0.787 310
Suppliers advances in developing environmentally friendly packages 3.96 0.864 310
Environmental partnership with suppliers 3.97 0.770 308
Competitors green strategies 4.22 0.836 311
Industrial professional group activities 3.87 0.841 309
Enterprises environmental mission 4.45 0.754 313
Cost related pressure a 0:84 4.03 0.702 308
Cost for disposal of hazardous materials 4.13 0.850 311
Cost of environmentally friendly goods 4.02 0.780 311
Cost of environmentally friendly packaging 3.92 0.797 310
Marketing a 0:80 4.10 0.842 297
Export 4.16 0.963 301
Sales to foreign customers in China 4.05 0.883 303
Regulations a 0:78 4.51 0.673 313
Central governmental environmental regulations 4.61 0.694 314
Regional environmental regulations 4.41 0.792 313 Table V.
Notes: 1not at all important; 2not important; 3not thinking about it; 4important; 5extremely Descriptive statistics on
important GSCM pressures
IJOPM Items Mean SD N
25,5
Internal environmental management a 0:91 3.57 0.980 286
Commitment of GSCM from senior managers 3.81 1.128 307
Support for GSCM from mid-level managers 3.60 1.037 310
Cross-functional cooperation for environmental improvements 3.63 1.058 308
460 Total quality environmental management 3.65 1.130 304
Environmental compliance and auditing programs 3.77 1.065 303
ISO 14001 certification 3.23 1.340 297
Environmental Management Systems exist 3.37 1.219 304
External GSCM a 0:92 2.91 0.989 268
Providing design specification to suppliers that include
environmental requirements for purchased item 3.28 1.270 307
Cooperation with suppliers for environmental objectives 3.06 1.289 308

Environmental audit for suppliers internal management 2.74 1.314 300
Suppliers ISO14000 certification 3.15 1.309 297
Second-tier supplier environmentally friendly practice
evaluation 2.70 1.300 300
Cooperation with customer for eco-design 2.69 1.266 302
Cooperation with customers for cleaner production 3.04 1.226 301
Cooperation with customers for green packaging 2.94 1.243 296
Eco-design a 0:86 3.52 1.020 297
Design of products for reduced consumption of material/energy 3.67 1.110 300
Design of products for reuse, recycle, recovery of material,
component parts 3.35 1.180 301
Design of products to avoid or reduce use of hazardous of
products and/or their manufacturing process 3.57 1.164 304
Investment recovery a 0:83 3.39 1.033 291
Investment recovery (sale) of excess inventories/materials 3.43 1.274 302
Sale of scrap and used materials 3.48 1.171 308
Table VI. Sale of excess capital equipment 3.34 1.155 299
Descriptive statistics on Notes: 1not considering it; 2planning to consider it; 3considering it currently; 4initiating
GSCM practices implementation; 5implementing successfully
P3 posits that GSCM practice in Chinese enterprise lags behind the GSCM pressures
and drivers they have experienced. This proposition seems to be supported by the
results shown in Tables V and VI. All four factors of GSCM pressures have means over
4.00 while four factors of GSCM practices have means below 3.60. Further, we
compared the mean values of two composite factors of GSCM pressure and practice,
that is, 3.34 and 4.20, respectively, which also tends to support P3. Even though we
observe this result, care must be taken in that the scales for these two groups of factors
(pressures and practice adoption) are not the same.
P4 posits that adoption of GSCM practice in Chinese enterprises has improved their
performance. It is supported by two factors, namely, environmental performance and
operational performance factors with means of 3.72 and 3.45 (in our five-point scale,
3 to some degree, 4 relatively significant), respectively. The factor of positive
economic performance has a mean of 3.13, which shows that GSCM practices have to
some degree improved economic performance. However, the mean of positive economic
performance is lower than the mean of negative economic performance (3.45). Thus, the
general proposition is not supported for economic performance factors.
Items Mean SD N
Green supply
chain
Environmental performance a 0:94 3.72 0.963 291 management
Reduction of air emission 3.58 1.192 300
Reduction of waste water 3.72 1.093 302
Reduction of solid wastes 3.61 1.090 300
Decrease of consumption for hazardous/harmful/toxic materials 3.67 1.136 297 461
Decrease of frequency for environmental accidents 3.75 1.100 295
Improve a enterprises environmental situation 3.90 1.041 302
Operational performance a 0:93 3.48 0.928 281
Increase amount of goods delivered on time 3.50 1.135 290
Decrease inventory levels 3.31 1.109 294
Decrease scrap rate 3.34 1.104 291
Promote products quality 3.69 1.013 297

Increased product line 3.53 1.063 292
Improved capacity utilization 3.58 1.053 295
Positive economic performance a 0:90 3.13 0.950 288
Decrease of cost for materials purchasing 3.32 1.077 294
Decrease of cost for energy consumption 3.27 1.038 294
Decrease of fee for waste treatment 2.97 1.089 297
Decrease of fee for waste discharge 2.97 1.108 294
Negative economic performance a 0:87 3.45 0.889 275
Increase of investment 3.64 1.049 298
Increase of operational cost 3.48 1.010 295 Table VII.
Increase of training cost 3.38 1.059 297 Descriptive statistics on
Increase cost of purchasing environmentally friendly materials 3.31 1.067 280 GSCM performance
Notes: 1not at all; 2a little bit; 3to some degree; 4relatively significant and 5significant influences
Discussions of main item findings

From Table V we can see that our sample of Chinese manufacturing enterprises has a
broad set of pressures, drivers and influences on GSCM practices. Every single item
listed in our set has been viewed as having some level of importance on our
investigated items with means over or close to 4.00 (in our five-point scale,
4 important). The only item whose mean (3.87) falls somewhat below important (4.0)
is industrial professional group activities. Thus, it may be seen that the influences are
very strong and that Chinese managers are quite aware of these pressures to address
GSCM and environmental issues. Regulatory factors still seem to be the most
important pressure. Supply chain pressures and marketing drivers are not as strong.
Even so, enterprises environmental missions seem to be one of the more highly rated
drivers with a mean of 4.45. Cost related factors have the lowest mean, 4.03, which
demonstrates that managers may not view environmental programs as providing
strong economic advantages.
The results suggest that a lag may exist between the pressures being felt by Chinese
organizations in Chinese manufacturing enterprises and their adoption of these
practices. These Chinese manufacturing enterprises may still be in the early learning
stages of corporate environmental programs and practices. This result also points to
the need for Chinese enterprises to become better educated in and raising awareness of
GSCM practices. Some practices seem to be at the forefront of adoption and
implementation. The internal environmental management and eco-design factors are
IJOPM further along in adoption, albeit at very early stages. It is not surprising that
25,5 commitment of GSCM by senior managers is the furthest along (3.81 mean rating).
Without this initial upper management commitment, most programs are bound to fail,
much less be truly initiated. Organizations have also considered or initiated
environmental compliance and audit programs with a mean of 3.77 and total quality
environmental programs with a mean of 3.65. In addition, Chinese companies could be
462 realizing that these issues and practices require inter-disciplinary cross-functional
cooperation (3.63 mean score), which relates to the need for more senior management
commitment to enable this cooperation. Another highly rated practice related to early
adoption and cross-functional efforts is in the design of products (3.52). This finding is
not surprising either and is even encouraging. The design of products (and related
design of processes) is critical to the early Design for the Environment philosophies
that the most effective way to reduce environmental impacts is through prevention and
better design. Once a product is designed well, then procurement of parts and materials
may occur. These results also point to a more traditional product development process
where much of the eco-design input is from internal teams rather than supplier and
customer input (2.91). The major communication with suppliers seems to be providing
them design specifications of products (3.28) rather than cooperative eco-design
programs. Even simple environmental audits of suppliers, which have become a
popular GSCM tool by many organizations is lagging behind other aspects of GSCM
practice in China (2.74). What is evident is that the GSCM practices that have
economic aspects are only behind management support and internal management
programs.
Our findings are similar to what Russel (1998) found for overall Western industry.
Despite alleged benefits ranging from straightforward cost reduction to facilitating the
development of co-operative relationships with suppliers, and even encouraging a
life-cycle, holistic approach in managerial decision-making, there appears to be a gap
between the increasing environmental awareness (and pressures) and the slow
implementation of GSCM across enterprises (Russel, 1998). It will take some time to
turn the awareness and pressures into practices and performance.
The perceived performance implications of GSCM practice were the last major
issues we targeted in our survey of the manufacturing enterprises, see Table VII. It is
not surprising that the major influences of GSCM practices seemed to be on the
environmental performance dimension with the more general improving an
enterprises environmental situation receiving the highest mean score (3.90). It also
seems that managers thought that the benefits (decreases in costs) were not as
prevalent as the increases in costs under economic performance. The economic
performance results overall were not as good as the operational and environmental
performance. For operational performance, GSCM practices were perceived to have a
large influence on promoting a products quality. It also seems that the GSCM practices
may have influenced capacity utilization and product line offerings (a proxy for
product flexibility). Overall, GSCM practices may still have a difficult time in terms of
acceptance and adoption if the perception is that they provide environmental benefits,
and that operational and economic performance is less influenced, especially in
beneficial ways. Without the economic payback, managers will need to somehow be
able to convince management of the strengths of the other benefits.
Comparative analysis of findings Green supply
Comparing results from our investigation with that of some of the literature (Min and chain
Galle, 1997), similarities and differences were found. To provide this comparative
analysis we took the major pressures for selecting suppliers from an environmental management
perspective, which appeared in the previous literature, and compared them to our
pressures for GSCM practice which appeared in Table V. One exception that is not
presented in Table V is potential liability for disposal of hazardous material because 463
this item is not clearly loaded on any of the four factors. The wording for our survey
was slightly broader than those of previous surveys that focused on selecting
suppliers, but the pressure and driver items were the same. Given this difference in
focus, the drivers and pressures that were identified in these US and Chinese
enterprises have similar key factors that affect a buying firms choice of suppliers
(Table VIII). The rankings were based on the mean scores in Table V. The factors were
only rank ordered differently if there was a significant statistical difference between
the values of the mean rankings based on a t-test. That is why a number of driver
factors have equal ranking.
These results show some commonality in the rankings. However, US enterprises
highlight potential liability and cost for disposal of hazardous materials while Chinese
enterprises are more concerned with regulatory issues. It also seems that a buying
firms environmental mission is more important for Chinese enterprises. This result
may be due to the reason that export and sales to foreign enterprises in China are two
important incentives for Chinese enterprises.
One area of comparative GSCM practice where information exists is that of
investment recovery (our results in Table VI). Zsidisin and Hendrick (1998) found that
in the US and Germany, enterprises highlight investment recovery as the most
important practice for green purchasing. In China, investment recovery has received
much less attention than developed countries such as the US and Germany due to
Chinese waste management policies and lack of recycling systems. To attract more
investment, industrial zones in China such as TEDA provide subsidies for enterprises
to cover solid waste disposal. Since treatment for waste recovery can be quite
Rank of importance in Rank of importance

Factors Chinese enterprisesa in US enterprisesb
Central governmental environmental regulations 1 2

Buying firms environmental mission 2 4
Regional environmental regulations 2 2
Potential liability for disposal of hazardous materials 3 1
Cost for disposal of hazardous materials 4 2
Suppliers advances in developing environmentally
friendly goods 4 5
Cost of environmentally friendly goods 5 3
Suppliers advances in developing environmentally
friendly packages 5 5
Table VIII.
Environmental partnership with suppliers 5 5
Key pressures that affect
Cost of environmentally friendly packages 5 3
a buying firms green
Notes: aData are from this investigation; bdate are from Min and Galle, 1997; cthe rank is adjusted by supplier management
t-test; the same adjusted rank indicates no statistically significant difference in means at p 0:05 and selection
IJOPM expensive, our interviews indicate that many Chinese enterprises consider investment
25,5 recovery such as material recycling and recovery a costly function too. Moreover,
recycling and recovery sometimes are difficult in China due to lack of recycling
systems and relevant technologies. Scavenger organizations, enterprises that feed off
the wasted resources of other companies in the system, and decomposer
organizations, enterprises that use the resources from other companies and
464 transform them back into the system, are necessary for resource recovery (Geng and
Cote, 2002). Lack of scavengers and decomposers for potential resources affect
investment recovery in China. The integrated approach to green supply chain systems
may help to improve resource recovery just like an eco-industrial development
(Zhu and Cote, 2004).
Implications and conclusions

Recently, Chinese enterprises have increased their environmental awareness due to
regulatory, competitive, and marketing pressures and drivers (as supported by our P1).
Chinese enterprises highlight their exporting philosophies by pursuing such
international organizational standards as ISO9000 serial and ISO14001 certification.
At the same time, in support of our second proposition, Chinese enterprises have sought
to implement a variety of GSCM practices to improve their environmental performance
in response to this export philosophy so that they can more effectively serve as suppliers
to foreign enterprises in China. Internal environmental management, especially
commitment from top-level managers and support from mid-level managers, will be
necessary for development of any GSCM programs in China. This is not different from
any enterprise almost any place in the world. Thus, education (raising awareness) of
management in GSCM practices is one of the initial crucial steps in this arena.
However, GSCM is still in its infancy in China. Chinese enterprises have recognized
its importance, but have lagged in the implementation of these principles into practice
(in support of our third proposition). It is not clear what the barriers are for this
implementation, but the lack of necessary tools, management skills and knowledge,
and most likely the lack of an economic justification in terms of performance, may all
be barriers. Therefore, even with higher environmental awareness and pressures in
Chinese enterprises, this awareness has not translated into strong GSCM practice
adoption, let alone to improvements expected in some areas of performance (as shown
in our discussion of P4). It seems that the Chinese government has stipulated new
policies to promote GSCM and other corporate environmental practices primarily to
export more products and to attract more foreign investments. For example, some local
government agencies have helped enterprises to pass ISO14001 certification by
providing training and subsidizing part of certification fee. To realize both
environmental and economic performance, investment recovery by altering current
policies and establishing recovery system infrastructures that help close the loop is
something that should be highlighted by Chinese national policy makers.
This work is one of the few efforts to investigate GSCM practices in China. Thus,
our investigation and its findings are still relatively exploratory. Future research can
also include investigation of longitudinal relationships identified in this work and can
help identify long-term patterns in one of the worlds largest countries and one that will
truly have a global impact on the environmental and economic direction of society over
the next few decades. In addition, future research should try to tease out various
relationships, including mediating and moderating relationships, that may exist Green supply
between various items and factors we have identified. A more broadly-based and chain
random sample study across China would also provide a better picture of these
practices and what is occurring throughout China, not only in special economic zones. management
Despite the limited research and relative novelty of GSCM in China, efforts made by
Chinese enterprises together with the Chinese government have established a good
foundation for further development. After Chinas entry into the WTO, more foreign 465
enterprises have established joint ventures or FDI enterprises in China. By improving
both quality and environmental image, Chinese enterprises can cooperate with foreign
enterprises in China such as becoming long-term suppliers of their foreign customers.
This is a road that may also improve operations and business performance for these
organizations. Win-win is still possible at the national and organizational level if
GSCM practices are seriously given consideration.
Note
1. Convenience surveys at Dalian University of Technology. The National Center for Industrial
Science and Technology in the School of Management at Dalian University of Technology
was established in 1980. The center was directly proposed by Mr Deng Xiaoping. The center
is the first joint training project between Chinese and American stakeholders. Since 2001, it
has been one of nine training bases for industries in China designated by the State Economic
and Trade Commission. In recent years, the center has provided training for manager in four
main industries targeted by our study. Since managers involved in training programs are
representatives from these industries throughout China, we can argue that responses from
them can generally represent situations in China for these industries.
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5. Maher A.N. Agi, Rohit Nishant. 2017. Understanding influential factors on implementing green supply
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6. GoraneShrikant Shrikant Gorane shrikantgorane@gmail.com Shrikant Gorane is a Research Scholar at
the Department of Mechanical Engineering, Sardar Vallabhbhai National Institute of Technology, Surat,
India. He is doing his PhD in the area of Supply Chain Management. He has about six years of industry
experience and 12 years of teaching and research experience. KantRavi Ravi Kant ravi792002@gmail.com
Dr Ravi Kant is currently working as an Assistant Professor at the Department of Mechanical Engineering,
Sardar Vallabhbhai National Institute of Technology, Surat, India. He has done his PhD in the area of
Knowledge Management and Supply Chain. His areas of research interest include knowledge management,
supply chain management, and production and operation management. He has about seven years of
experience in industry, teaching, and research. He is an Engineering graduate and MTech in Industrial
Engineering and Management. He has published more than 50 papers in international journals and
conferences. Department of Mechanical Engineering, S.V. National Institute of Technology, Surat,
India . 2017. Supply chain practices and organizational performance. The International Journal of Logistics
Management 28:1, 75-101. [Abstract] [Full Text] [PDF]
7. DubeyRameshwar Rameshwar Dubey rameshwardubey@gmail.com GunasekaranAngappa
Angappa Gunasekaran agunasekaran@umassd.edu PapadopoulosThanos Thanos Papadopoulos
thanos.papadopoulos@gmail.com Symbiosis Centre of Management and Human Resource Development,
Symbiosis International University, Pune, India University of Massachusetts Dartmouth, North
Dartmouth, Massachusetts, USA Kent Business School, University of Kent, Canterbury, UK . 2017.
Green supply chain management: theoretical framework and further research directions. Benchmarking:
An International Journal 24:1, 184-218. [Abstract] [Full Text] [PDF]
8. Shumin Liu, Young-Tae Chang. 2017. Manufacturers Closed-Loop Orientation for Green Supply Chain
Management. Sustainability 9:2, 222. [CrossRef]
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management: an empirical investigation on the construction sector. Supply Chain Management: An
International Journal 22:1. . [Abstract] [PDF]

14. Ruoqi Geng, S. Afshin Mansouri, Emel Aktas, Dorothy A. Yen. 2017. The role of Guanxi in green
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18. Rameshwar Dubey, Angappa Gunasekaran, Thanos Papadopoulos, Stephen J. Childe, K.T. Shibin,
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19. Zulfiquar N. Ansari, Ravi Kant. 2017. A state-of-art literature review reflecting 15 years of focus on
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20. Andrea Genovese, Adolf A. Acquaye, Alejandro Figueroa, S.C. Lenny Koh. 2017. Sustainable supply
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24. KimHyo-Joo Hyo-Joo Kim jukim@agility.com WooSu-Han Su-Han Woo shwoo@cau.ac.kr LaiPo-Lin
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Agility, Seoul, Korea Department of International Logistics, Chung-Ang University, Seoul, Korea
Department of Business Administration, Chung-Ang University, Seoul, Korea . 2016. Environmental
impact of distribution network design: the case of Korea. Journal of Korea Trade 20:4, 398-414. [Abstract]
[Full Text] [PDF]
25. V. Mani, Rajat Agarwal, Angappa Gunasekaran, Thanos Papadopoulos, Rameshwar Dubey, Stephen
J. Childe. 2016. Social sustainability in the supply chain: Construct development and measurement
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30. Qinghua Zhu. 2016. Institutional pressures and support from industrial zones for motivating sustainable
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38. LaariSini Sini Laari SolakiviTomi Tomi Solakivi TyliJuuso Juuso Tyli OjalaLauri Lauri Ojala
Department of Operations and Supply Chain Management, Turku School of Economics, University of
Turku, Turku, Finland . 2016. Performance outcomes of environmental collaboration. Baltic Journal of
39. Huixiang Zeng, Xiaohong Chen, Xu Xiao, Zhifang Zhou. 2016. Institutional pressures, sustainable supply
chain management, and circular economy capability: Empirical evidence from Chinese eco-industrial park
firms. Journal of Cleaner Production . [CrossRef]
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42. Rongyao He, Yu Xiong, Zhibin Lin. 2016. Carbon emissions in a dual channel closed loop supply chain:
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Walter Leal Filho, Lucila S. Campos, Rosani De Castro. 2016. Toward greener supply chains: is there a
role for the new ISO 50001 approach to energy and carbon management?. Energy Efficiency . [CrossRef]
44. Abdul Ali, Yongmei Bentley, Guangming Cao, Farooq Habib. 2016. Green supply chain management
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45. P. R. C. Gopal, Jitesh Thakkar. 2016. Analysing critical success factors to implement sustainable supply
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46. AdebanjoDotun Dotun Adebanjo Dotun Adebanjo is a Professor in Supply Chain Management at
Business School, The University of Greenwich, London, UK. In his early career, he spent several years
at Leatherhead Food International as a Researcher, Consultant and Trainer to the food industry. His
research interests are in supply chain management, quality management and the application of new and
emerging technology to the delivery of efficient inter-organisational relationships. He has written a book
on customer satisfaction and has published his research in several journals and also presented his research at
leading international conferences. http://orcid.org/0000-0002-9107-478X B-6311-2009 TehPei-Lee Pei-
Lee Teh Pei-Lee Teh is currently an Associate Professor at the School of Business, Monash University,
Malaysia. She holds the degrees of Bachelor of Information Technology, Master of Management and a
PhD in Management. Her teaching and research interests cover total quality management, technology
management, management information systems, knowledge management, innovation and learning. She
is an Associate Editor of the Decision Sciences Journal of Innovative Education (DSJIE) and International
Journal of Electronic Business (IJEB), and serves in editorial board of several international journals. She
is also the Chair of IEEE Malaysia Section Technology and Engineering Management Society (TEMS)
Malaysia Chapter. She has authored or co-authored several papers published in refereed journals such
as Expert Systems with Applications, Journal of Business Economics and Management, Asia Pacific
Journal of Management, Total Quality Management & Business Excellence, Industrial Management &
Data Systems and Journal of Computer Information Systems. Ahmed Pervaiz K. Pervaiz K. Ahmed
Pervaiz K. Ahmed is currently a Professor in the School of Business, Monash University, Malaysia. He
has published extensively in international journals. He was a Senior Editor of the European Journal of
Innovation Management, International Journal of Business Governance and Ethics, International Journal
of Management Concepts and Philosophy, and serves on the editorial board of several international
journals. His research interests include management of innovation, knowledge and learning, business
governance and ethics. Business School, University of Greenwich, London, UK School of Business,
Monash University, Bandar Sunway, Malaysia . 2016. The impact of external pressure and sustainable
management practices on manufacturing performance and environmental outcomes. International Journal
of Operations & Production Management 36:9, 995-1013. [Abstract] [Full Text] [PDF]
47. Wan Nurul K. Wan Ahmad, Jafar Rezaei, Lrnt A. Tavasszy, Marisa P. de Brito. 2016. Commitment
to and preparedness for sustainable supply chain management in the oil and gas industry. Journal of
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48. Wenge Zhu, Yuanjie He. 2016. Green product design in supply chains under competition. European
Journal of Operational Research . [CrossRef]
49. Wan Nurul K. Wan Ahmad, Jafar Rezaei, Marisa P. de Brito, Lrnt A. Tavasszy. 2016. The influence
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302-314. [CrossRef]
50. Niranjan Pati Joseph Sarkis School of Business, Worcester Polytechnic Institute, Worcester,
Massachusetts, USA Chunguang Bai School of Management Science and Engineering, Dongbei
University of Finance and Economics, Dalian, China Ana Beatriz Lopes de Sousa Jabbour Department
of Production Engineering, So Paulo State University, Bauru, Brazil Charbel Jos Chiappetta Jabbour
Department of Production Engineering, So Paulo State University, Bauru, Brazil Vinicius Amorim
Sobreiro Department of Management, University of Braslia, Braslia, Brazil . 2016. Connecting the pieces
of the puzzle toward sustainable organizations. Benchmarking: An International Journal 23:6, 1605-1623.
[Abstract] [Full Text] [PDF]
51. K.S. Savita, P. D. D. Dominic, T. RamayahAn insight on survey questionnaire design for Green SCM:
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52. Md Mazharul Islam, Md Wahid Murad, Adela J. McMurray, Turki S. Abalala. 2016. Aspects of
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International Journal of Sustainable Development & World Ecology 1-15. [CrossRef]
53. Ali Esfahbodi, Yufeng Zhang, Glyn Watson, Tao Zhang. 2016. Governance pressures and performance
outcomes of sustainable supply chain management An empirical analysis of UK manufacturing industry.
Journal of Cleaner Production . [CrossRef]
54. Minhao Zhang, Ying Kei Tse, Bob Doherty, Si Li, Pervaiz Akhtar. 2016. Sustainable supply chain
management: Confirmation of a higher-order model. Resources, Conservation and Recycling . [CrossRef]
55. Jong-Min Choe. 2016. The Adoption of Green Supply-chain Management Techniques and Their Effects
on Organizational Performance in Korean Manufacturing Firms. Korean Management Science Review 33:2,
11-28. [CrossRef]
56. LoSonia M. Sonia M. Lo ShiahYu-Anne Yu-Anne Shiah Department of Business Administration,
National Chengchi University, Taipei, Taiwan . 2016. Associating the motivation with the practices
of firms going green: the moderator role of environmental uncertainty. Supply Chain Management: An
57. Annachiara Longoni, Davide Luzzini, Marco Guerci. 2016. Deploying Environmental Management
Across Functions: The Relationship Between Green Human Resource Management and Green Supply
Chain Management. Journal of Business Ethics . [CrossRef]
58. Ming-Lang Tseng, Kimhua Tan, Anthony S. F. Chiu. 2016. Identifying the competitive determinants
of firms green supply chain capabilities under uncertainty. Clean Technologies and Environmental Policy
18:5, 1247-1262. [CrossRef]
59. Harpreet Kaur, Surya Prakash Singh, Rmy Glardon. 2016. An Integer Linear Program for Integrated
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60. Kuo-Lung Hou, Li-Chiao Lin, Yung-Fu HuangIntegrated Inventory Models with Process Quality
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61. Saeyeon Roh, Vinh V. Thai, Yiik Diew Wong. 2016. Towards Sustainable ASEAN Port Development:
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Transportation 10:5, 430-440. [CrossRef]
63. Azadeh Rajabian Tabesh, Peter J. Batt, Bella Butler. 2016. Modelling the Impact of Environmental
and Organizational Determinants on Green Supply Chain Innovation and Performance. Journal of Food
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64. SinghR.K. R.K. Singh RastogiSanjay Sanjay Rastogi AggarwalMallika Mallika Aggarwal Management
Development Institute Gurgaon, Gurgaon, India Indian Institute of Foreign Trade, New Delhi, India
Amity University, Delhi, India . 2016. Analyzing the factors for implementation of green supply chain
management. Competitiveness Review 26:3, 246-264. [Abstract] [Full Text] [PDF]
65. SinghAmol Amol Singh TrivediAshish Ashish Trivedi Department of Operations, Indian Institute of
Management, Rohtak, India . 2016. Sustainable green supply chain management: trends and current
practices. Competitiveness Review 26:3, 265-288. [Abstract] [Full Text] [PDF]
66. Sunil Luthra, Dixit Garg, Abid Haleem. 2016. The impacts of critical success factors for implementing
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69. Suresh Prasad Department of Mechanical Engineering, National Institute of Technology, Kurukshetra,
Kurukshetra, India Dinesh Khanduja Department of Mechanical Engineering, National Institute
of Technology, Kurukshetra, Kurukshetra, India Surrender K. Sharma Department of Mechanical
Engineering, National Institute of Technology, Kurukshetra, Kurukshetra, India . 2016. An empirical
study on applicability of lean and green practices in the foundry industry. Journal of Manufacturing
Technology Management 27:3, 408-426. [Abstract] [Full Text] [PDF]
70. Qian Yu School of Management and Economics, Beijing Institute of Technology, Beijing, China Fujun
Hou School of Management and Economics, Beijing Institute of Technology, Beijing, China . 2016. An
approach for green supplier selection in the automobile manufacturing industry. Kybernetes 45:4, 571-588.
71. Rameshwar Dubey, Angappa Gunasekaran, Stephen J. Childe, Samuel Fosso Wamba, Thanos
Papadopoulos. 2016. The impact of big data on world-class sustainable manufacturing. The International
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72. Jong-min Choe. 2016. The Effects of Environmental-information Exchange with Suppliers on the
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73. Seok-Beom Choi, Hokey Min, Hye-Young Joo, Han-Byul Choi. 2016. Assessing the impact of green
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74. Alessandro Da Giau Department of Engineering and Management, University of Padova, Vicenza, Italy
Laura Macchion Department of Engineering and Management, University of Padova, Vicenza, Italy
Federico Caniato Department of Management, Economics and Industrial Engineering, Politecnico di
Milano, Milan, Italy Maria Caridi Department of Management, Economics and Industrial Engineering,
Politecnico di Milano, Milan, Italy Pamela Danese Department of Engineering and Management,
University of Padova, Vicenza, Italy Rinaldo Rinaldi Department of Industrial Engineering, University
of Florence, Florence, Italy Andrea Vinelli Department of Engineering and Management, University of
Padova, Vicenza, Italy . 2016. Sustainability practices and web-based communication. Journal of Fashion
Marketing and Management: An International Journal 20:1, 72-88. [Abstract] [Full Text] [PDF]
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80. Prashant Kumar T. A. Pai Management Institute , Manipal, India . 2016. State of green marketing research
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81. Kimitaka Nishitani, Katsuhiko Kokubu, Takehisa Kajiwara. 2016. Does low-carbon supply chain
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84. Moon Kim, Chungwon Woo, Jae Rho, Yanghon Chung. 2016. Environmental Capabilities of Suppliers
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91. Qinghua Zhu, Yong Geng, Joseph Sarkis. 2016. Shifting Chinese organizational responses to evolving
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92. Donghyun Choi, Taewon Hwang. 2015. The impact of green supply chain management practices on
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94. Watcharapoj Sapsanguanboon. 2015. Sustainable Retail Supply Chain Management Practices: A Case
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96. Professor Sander de Leeuw, Professor Dirk Pieter Van Donk and Professor Ren de Koster Elcio M.
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Universitat Ramon Llull, Barcelona, Spain Vicenta Sierra Department of Operations Management and
Innovation, ESADE Business School, Universitat Ramon Llull, Barcelona, Spain . 2015. Green supply
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97. Paolo Taticchi, Patrizia Garengo, Sai S. Nudurupati, Flavio Tonelli, Roberto Pasqualino. 2015. A review
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100. Michael Altmann. 2015. A supply chain design approach considering environmentally sensitive customers:
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101. Kannan Govindan, Roohollah Khodaverdi, Amin Vafadarnikjoo. 2015. Intuitionistic fuzzy based
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102. Ana Beatriz Lopes de Sousa Jabbour, Fernanda Cortegoso de Oliveira Frascareli, Charbel Jos Chiappetta
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103. Sachin Kumar Mangla, Pradeep Kumar, Mukesh Kumar Barua. 2015. Risk analysis in green supply chain
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International Journal of Operations & Production Management

Green supply chain management in China: pressures, practices and performance

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Graduate School of Management, Clark University, Worcester,

GSCM drivers for adoption

There is consensus within the literature that internal environmental management is

Data collection and sample characteristics

Central governmental environmental regulations 0.275 0.088 0.147 0.831

Sale of excess capital equipment 0.039 0.159 0.038 0.817

Results and discussion

Decrease of cost for materials purchasing 0.255 0.226 0.650 0.356

Supply chain pressure a 0:83 4.10 0.586 302

Cooperation with suppliers for environmental objectives 3.06 1.289 308

Promote products quality 3.69 1.013 297

Discussions of main item findings

Rank of importance in Rank of importance

Central governmental environmental regulations 1 2

Implications and conclusions

GSCM practices are seriously given consideration.

barriers, Economy Daily, 21 August, pp. A2 (in Chinese).

International Journal 22:1. . [Abstract] [PDF]

Journal of Supply Chain Management 50:4, 44-61. [CrossRef]

Planning (ERP) Implementation. Procedia Engineering 69, 377-382. [CrossRef]

of Business Management, University of Plymouth, Plymouth, UK Melanie HudsonSmithSchool of

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