Page 69 - Rižnar, Igor, and Klemen Kavčič (ed.). 2017. Connecting Higher Education Institutions with Small and Medium-Sized Enterprises. Koper: University of Primorska Press
P. 69
Thinking Globally, Acting Regionally with Simplified Logistics
At the same time, supply chain integration is a difficult task as it in-
volves many management aspects in terms of information exchange
mechanisms in support of logistics integration activities concerning
the physical material flow between the involved partners. Such com-
plex implications can be managed if there is a long-term relationship
between the supply chain partners (Ellram and Cooper 2014; Govindan
et al. 2012; Kim, Hoon Yang. and Kim 2008; Prajogo and Olhager 2012).
The creation of coordinated supply chains is being performed through
the voluntary integration of economic, environmental and social con-
siderations. These are supported by key inter-organisational business
systems designed to efficiently and effectively manage the material,
information and capital flows. The latter are associated with the pro-
curement, production and distribution of goods or services in order to
meet stakeholder requirements and improve the profitability, compet-
itiveness and resilience of the organisation over the short- and long-
term. This is probably an appropriate definition of sustainable supply
chain management (Ashby et al. 2012; Ahi and Searcy 2013).
A supply chain is a dynamic process that includes the continuous
flow of materials, funds and information across multiple functional
areas within and between supply chain members (Jain, Wadhwa, and
Deshmukh 2009; Ahi and Searcy 2013). Considering the fact that the
supply chain involves goods from the initial processing of raw mate-
rials through to delivery to the end-user, a focus on supply chains is
a step toward the wider adoption and development of sustainability
(Ashby et al. 2012; Ahi and Searcy 2013). In a broad sense, business
sustainability signifies the resiliency of organisations over time where
they are closely connected to healthy environmental, economic and so-
cial systems so they are better positioned to respond to internal and
external shocks. Supply chain management is thus receiving increased
prominence (Ahi and Searcy 2013; Fernie, Sparks and McKennon 2010).
Marchet, Melacini, and Perotti (2014) ascertained that little attention
has been paid so far to sustainability initiatives among 3 p l s, and the
subjects of ‘warehousing and green building.’ Besides that, ‘internal
management’ initiatives also seem to be inappropriately addressed.
Similarly, the critical issues and benefits achieved following the adop-
tion of sustainability initiatives have received little attention; evalua-
tion and measurement of environmental performance have only been
partially explored and a consideration of a holistic perspective is being
expected.
67
At the same time, supply chain integration is a difficult task as it in-
volves many management aspects in terms of information exchange
mechanisms in support of logistics integration activities concerning
the physical material flow between the involved partners. Such com-
plex implications can be managed if there is a long-term relationship
between the supply chain partners (Ellram and Cooper 2014; Govindan
et al. 2012; Kim, Hoon Yang. and Kim 2008; Prajogo and Olhager 2012).
The creation of coordinated supply chains is being performed through
the voluntary integration of economic, environmental and social con-
siderations. These are supported by key inter-organisational business
systems designed to efficiently and effectively manage the material,
information and capital flows. The latter are associated with the pro-
curement, production and distribution of goods or services in order to
meet stakeholder requirements and improve the profitability, compet-
itiveness and resilience of the organisation over the short- and long-
term. This is probably an appropriate definition of sustainable supply
chain management (Ashby et al. 2012; Ahi and Searcy 2013).
A supply chain is a dynamic process that includes the continuous
flow of materials, funds and information across multiple functional
areas within and between supply chain members (Jain, Wadhwa, and
Deshmukh 2009; Ahi and Searcy 2013). Considering the fact that the
supply chain involves goods from the initial processing of raw mate-
rials through to delivery to the end-user, a focus on supply chains is
a step toward the wider adoption and development of sustainability
(Ashby et al. 2012; Ahi and Searcy 2013). In a broad sense, business
sustainability signifies the resiliency of organisations over time where
they are closely connected to healthy environmental, economic and so-
cial systems so they are better positioned to respond to internal and
external shocks. Supply chain management is thus receiving increased
prominence (Ahi and Searcy 2013; Fernie, Sparks and McKennon 2010).
Marchet, Melacini, and Perotti (2014) ascertained that little attention
has been paid so far to sustainability initiatives among 3 p l s, and the
subjects of ‘warehousing and green building.’ Besides that, ‘internal
management’ initiatives also seem to be inappropriately addressed.
Similarly, the critical issues and benefits achieved following the adop-
tion of sustainability initiatives have received little attention; evalua-
tion and measurement of environmental performance have only been
partially explored and a consideration of a holistic perspective is being
expected.
67
