The paper "Balancing Priorities: Decision-Making in Sustainable Supply Chain Management" is an outstanding example of management article. Supply chain management (SCM) is the oversight of information, materials, and finances throughout the process from the supplier to the manufacturer to the retailer and finally to the consumer (Harland, 1996). The process entails coordination and integration of such flows within and between companies. The end goal of any effective supply chain management system is to cut down on inventory assuming that products are there whenever needed (Harland, 1996). This paper scrutinizes the paper “ Balancing priorities: decision making in sustainable supply chain management. ” Focus The title of the article is “ Balancing priorities: decision making in sustainable supply chain management” by Zhaohui Wua and Mark Pagell.
The title of this article by itself is already a summary and outline of the study. It captures the interest of readers on sustainable supply chain management in the field of management. Background The paper “ Balancing priorities: decision making in sustainable supply chain management” was developed to analyze the need for environmental protection and the rising demands for natural resources that compel various companies to restructure their business models and their supply chain operations.
More sustainable supply chains have been developed by scholars and various companies. The study, “ Balancing priorities: decision making in sustainable supply chain management” notes that how organizations deal with short-term pressures has not been addressed for them to remain viable economically while using the new supply chains. The study employs theory-building by use of various case studies to answer questions such as: how organizations balance profitability at the short-term and long-term environmental sustainability when making supply chain decisions in various conditions of uncertainty.
The study presents five sets of propositions that give an explanation “ how exemplars in green supply chain management make decisions and balance short and long term objectives. ” The study has also identified four environment postures that expound on various decisions made by organizations when handling strategic trade-offs among the “ economic, environmental and social elements of the triple-bottom-line” (Wua and Pagell, 2011). Zhaohui Wua and Mark Pagell have employed positivism. This approach is identified with empiricism. Empiricism is where the importance of observation and the compilation of facts are acknowledged, with the assumption that they existed before theories.
However, Jean Piaget associated the expression constructivism in Psychology. Constructivism defines the process by which the cognitive configurations that shape our understanding, of the world develop through the relations of subject and environment (Peter, 1982). Critique of the Article The dynamic nature of commodity pricing and the increasingly unpredictable climate are some of the economic and environmental drawbacks that have triggered the organizations to re-evaluate their supply chain (Wu and Pagell 2011, 577). According to Wu and Pagell (2011, 577), it is believed that organizations are able to attain their business portfolios and overcome various environmental impediments.
However, most of the environmental practices could increase the cost of production for the organization on a short-term basis. Such environmental challenges practices of management that tries to make maximum profit for the businesses while at the same time saving the environment for future generations. This places any organization in a very complicated and dynamic mode due to the uncertainty of information that is involved and the instability of decision parameters and boundaries. Because of this, organizations end up trading on uncertainty and risk.
The environmental changes have much impact on the social life thus, the two are inseparable. This makes the non-governmental organization to get involved in the decision-making process of the organization. This, in the end, results in an increased number of organization stakeholders (Wu and Pagell 2011, 577). This is not supplied chain management but the author concentrates on the decision making process, principles and standard, including challenges that are encountered by the manager in decision making.
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