IE-33 - YMCA University of Science & Technology, Faridabad
IE-33 - YMCA University of Science & Technology, Faridabad
IE-33 - YMCA University of Science & Technology, Faridabad
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Proceedings <strong>of</strong> the National Conference on<br />
Trends and Advances in Mechanical Engineering,<br />
<strong>YMCA</strong> <strong>University</strong> <strong>of</strong> <strong>Science</strong> & <strong>Technology</strong>, <strong>Faridabad</strong>, Haryana, Oct 19-20, 2012<br />
products is generally lower than the quality <strong>of</strong> new products. The purpose <strong>of</strong> refurbishing is to bring used<br />
products up to a specified quality. Analysis <strong>of</strong> remanufacturing facilities for household appliances and<br />
automotive parts by [21] reveals that cleaning and repairing are the most critical steps in the re manufacturing<br />
process.<br />
4.2 Organizational Size and Environmental Practice<br />
It is seen whether resources and capabilities associated with different sized organizations play a role in adopting<br />
GSCM practices. Determining whether smaller organizations are adopting at greater, lesser one even equal rate<br />
as compared to medium and larger organizations for environmental practices sets the foundation for practical and<br />
research issues. D inferences among these organizations will influence different strategies that can be applied by<br />
supply chain and logistics partners, investors, pr<strong>of</strong>essional organizations and government policy makers to aid<br />
smaller or larger organizations or both when seeking to adopt these GSCM practices and innovations. For<br />
example, if larger organizations are adopting practices earlier than their smaller counterparts. Then a diffusion<br />
mechanism through collaborative partnerships with smaller organizations may be a policy that should be<br />
encouraged.Yet, if all organizations seem to be lagging in a particular GSCM practice adoption, supply chains,<br />
umbrella pr<strong>of</strong>essional groups or even regulatory agencies may play a larger role in diffusing these innovative<br />
practices.<br />
4.3 Recent trends and examples in GSCM<br />
In recent years, some organizations have begun relying on their supply chains to improve their business<br />
performance and create value for their end customers. Manufacturers also are calling on their suppliers more<br />
frequently to create innovative ideas that exploit new emerging technologies, and reduce costs during the design<br />
and development <strong>of</strong> their products [18]. In some instances, organizations are even relying on their suppliers to<br />
deliver state-<strong>of</strong>-the-art process technology that they cannot develop internally. Consequently, enterprises wishing<br />
to minimize their environmental impacts during product design are learning that their ability to do so <strong>of</strong>ten is<br />
dependent on their ability to manage their increasingly complex supplier relationships. For instance, in 2002,<br />
Hewlett-Packard established its Supply Chain Social and Environmental Responsibility Policy. The company<br />
also instituted a supplier code <strong>of</strong> conduct. Combined, these efforts have extended Hewlett-Packard’s corporate<br />
social responsibility commitment by incorporating its global supply base and reducing its supply chain risks.<br />
4.4 Capabilities for Adopting GSCM<br />
There are numerous capabilities required to adopt GSCM, Organizations have to develop their knowledge-based<br />
competencies by guaranteeing the environmental quality <strong>of</strong> incoming goods.GSCM practices require<br />
organizations to have strong inventory control systems. These systems reduce redundant stock materials and<br />
unnecessary inputs in the production process. Organizations that rely on these systems should manage materials,<br />
productive capacity and other organizational information. At their core, GSCM rely on what on Deming’s (1986)<br />
continuous improvement model.GSCM practices leverage continual improvement processes that reduce the<br />
impact <strong>of</strong> supplier inputs on the organization’s final product. Collaboration across internal departments is<br />
essential to maintaining robust GSCM practices. For instance, in utilizing GSCM,an organization must<br />
coordinate its product design department with its marketing department and its suppliers in an effort to minimize<br />
waste and environmental impact at every node in the supply chain [18].However, traditional organizational<br />
structures generally are fragmented with purchasing departments operating separately from marketing and sales,<br />
and operations functioning independently from human resources, with each having their own goals.<br />
4.5 Top Antecedents <strong>of</strong> GSCM<br />
4.5.1Management Commitment<br />
Implementation <strong>of</strong> GSCM practices in any manufacturing environment is a strategic decision, as it requires<br />
significant amount <strong>of</strong> time, effort and resources. Min et al. [21] mentioned that one <strong>of</strong> the major obstacles for<br />
implementing environmental policies is the lack <strong>of</strong> top management support. Kroon [11] proposed top-level<br />
support as one <strong>of</strong> critical elements for the successful implementation <strong>of</strong> GSCM.Zsidisin and Siferd (2001),<br />
Trowbridge (2001), and Rice (2003) mentioned that top management must be committed to complete<br />
environmental excellence.Hu and Hsu (2006) demonstrated analytically that top management support is the most<br />
important item for the successful implementation <strong>of</strong> GSCM practice in the Taiwanese electrical and electronics<br />
industries.<br />
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