OCTOBER 19-20, 2012 - YMCA University of Science & Technology

Proceedings of the National Conference on
Trends and Advances in Mechanical Engineering,
YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
products is generally lower than the quality of new products. The purpose of refurbishing is to bring used
products up to a specified quality. Analysis of remanufacturing facilities for household appliances and
automotive parts by [21] reveals that cleaning and repairing are the most critical steps in the re manufacturing
process.
4.2 Organizational Size and Environmental Practice
It is seen whether resources and capabilities associated with different sized organizations play a role in adopting
GSCM practices. Determining whether smaller organizations are adopting at greater, lesser one even equal rate
as compared to medium and larger organizations for environmental practices sets the foundation for practical and
research issues. D inferences among these organizations will influence different strategies that can be applied by
supply chain and logistics partners, investors, professional organizations and government policy makers to aid
smaller or larger organizations or both when seeking to adopt these GSCM practices and innovations. For
example, if larger organizations are adopting practices earlier than their smaller counterparts. Then a diffusion
mechanism through collaborative partnerships with smaller organizations may be a policy that should be
encouraged.Yet, if all organizations seem to be lagging in a particular GSCM practice adoption, supply chains,
umbrella professional groups or even regulatory agencies may play a larger role in diffusing these innovative
practices.
4.3 Recent trends and examples in GSCM
In recent years, some organizations have begun relying on their supply chains to improve their business
performance and create value for their end customers. Manufacturers also are calling on their suppliers more
frequently to create innovative ideas that exploit new emerging technologies, and reduce costs during the design
and development of their products [18]. In some instances, organizations are even relying on their suppliers to
deliver state-of-the-art process technology that they cannot develop internally. Consequently, enterprises wishing
to minimize their environmental impacts during product design are learning that their ability to do so often is
dependent on their ability to manage their increasingly complex supplier relationships. For instance, in 2002,
Hewlett-Packard established its Supply Chain Social and Environmental Responsibility Policy. The company
also instituted a supplier code of conduct. Combined, these efforts have extended Hewlett-Packard’s corporate
social responsibility commitment by incorporating its global supply base and reducing its supply chain risks.
4.4 Capabilities for Adopting GSCM
There are numerous capabilities required to adopt GSCM, Organizations have to develop their knowledge-based
competencies by guaranteeing the environmental quality of incoming goods.GSCM practices require
organizations to have strong inventory control systems. These systems reduce redundant stock materials and
unnecessary inputs in the production process. Organizations that rely on these systems should manage materials,
productive capacity and other organizational information. At their core, GSCM rely on what on Deming’s (1986)
continuous improvement model.GSCM practices leverage continual improvement processes that reduce the
impact of supplier inputs on the organization’s final product. Collaboration across internal departments is
essential to maintaining robust GSCM practices. For instance, in utilizing GSCM,an organization must
coordinate its product design department with its marketing department and its suppliers in an effort to minimize
waste and environmental impact at every node in the supply chain [18].However, traditional organizational
structures generally are fragmented with purchasing departments operating separately from marketing and sales,
and operations functioning independently from human resources, with each having their own goals.
4.5 Top Antecedents of GSCM
4.5.1Management Commitment
Implementation of GSCM practices in any manufacturing environment is a strategic decision, as it requires
significant amount of time, effort and resources. Min et al. [21] mentioned that one of the major obstacles for
implementing environmental policies is the lack of top management support. Kroon [11] proposed top-level
support as one of critical elements for the successful implementation of GSCM.Zsidisin and Siferd (2001),
Trowbridge (2001), and Rice (2003) mentioned that top management must be committed to complete
environmental excellence.Hu and Hsu (2006) demonstrated analytically that top management support is the most
important item for the successful implementation of GSCM practice in the Taiwanese electrical and electronics
industries.
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