Essays on Sustainable Supply Chain Management Process Coursework

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The paper 'Sustainable Supply Chain Management Process" is a good example of business coursework.   Sustainable supply chain management (SSCM) has become a major study area in contrast to when people were discouraged from it. Concerns have grown, therefore, giving reasons to focus on various issues including social and environmental issues. The progress is inclined to heighten the abnormalities linked to supply chains whereby they additionally become sustainable. However, the problems of producing a sustainable supply virtually remain questionable. A sustainable supply chain should not have harm to the natural or the social system but should have willing customers to continue carrying business forever (Burch et al.

2013). SSCM is used in research for both noneconomic and economic influences on the supply chain. SSCM is incorporated in SCM research which focuses on the social and environmental apparatus of deals with the environmental or social apparatus execution. Detaching of SSCM will result in most of the ongoing research ignoring environmental and social impacts in relation to supply chain activities. In the same regard, it is to be expected that such would also create non-performance in the management of supply chain systems.

It is evident that SSCM supply chains are not sustainable. Apparently, sustainability portrays an objectively important desire that requires a change in low supply chain management. Supply chains do not without change of business practices as well as representation to focus on their harmful social and environmental effects. It has been found out that for the study to offer a helping hand in the formation of actually sustainable SSCM, the distinction of SSCM requirements to last part. SCM study will have to take the supply chain’ s communal and environmental activities more similarly applicable than the economic performance (Wolf 2011). Sustainable supply chain management For researchers to reach a point of no further making a separation of SSCM and SCM study there is a need to tackle five vital concerns.

Previous research hare said to have repeatedly been more persistent on the synergistic and recognizable trade-offs and other drastic innovations. Among these perceptions, there are ways and issues that do not confine supply chain effects and ways that are healthier at looking back than forward (Coughlan & Coghlan 2002). The first issue- harm lessening is not harmed eradication Owing to the fact the supply chains are not currently sustainable; most of the SSCM study has been persistent on destruction decline in supply chains.

Any practises should have a positive impact on economic and environmental outcomes. The decline in destruction is more frequently imminent from supply chains whose production of services would only use capital more fats than their degree of its replacement. Giving the example of an automobile supply chain that creates a car that consumes a significant amount of non-renewable capital in its lifecycle through its production has no harming effect on the environment (Wolf 2011).

Pronounced transformation in business representation will have an impact on its productivity chain that creates no harm and may have an optimistic or negative impact on the communal and environmental system. Extent study has been more determined on the creation of an unsustainable supply chain and also making it to be less unsustainable and then offering a limited way on how to generate no harm to the environment (Carter & Easton 2011).

References

Burch, D., Dixon, J., & Lawrence, G 2013, Introduction to symposium on the changing role of supermarkets in global supply chains: From seedling to supermarket: Agri-food supply chains in transition. Agriculture and Human Values, 30, 215–224.

Carter, C. R., & Easton, P 2011, Sustainable supply chain management: Evolution and future directions. International Journal of Physical Distribution and Logistics Management, 41 (1), 46–62

Coughlan, P., & Coghlan, D 2002, Action research for operations management. International Journal of Operations and Production Management, 22, 220–240.

Eesley, C., & Lenox, M 2006, Firm responses to secondary stakeholder action. Strategic Management Journal, 27, 765–781.

Hart, S. L., & Milstein, M 2003, Creating sustainable value. The Academy of Management Executive, 17 (2), 56–67.

Kolk, A 2012, towards a sustainable coffee market: Paradoxes faced by a multinational company. Corporate Social Responsibility and Environmental Management, 19, 79–89

Wolf, J 2011, Sustainable supply chain management integration: A qualitative analysis of the German manufacturing industry. Journal of Business Ethics, 102, 221–235.

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