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Manufacturing
Information Control Problems in
Information
May Control Problems in Manufacturing
May 11-13,
11-13, 2015.
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Canada
May 11-13, 2015. Ottawa, Canada
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Building Theory of GreenIFAC-PapersOnLine
Supply Chain Management using Total Interpretive Structural Modeling
48-3 (2015) 1688–1694
Building Theory of Green Supply Chain Management using Total Interpretive Structural Modeling
(TISM)
Building
Building Theory of Green Supply Chain (TISM)
Management using Total Interpretive Structural Modeling
Building Theory
Theory of
of Green
Green Supply
Supply Chain
Chain Management
Management
(TISM)
RameshwarDubey*
using
using Total
Total Interpretive
Interpretive Structural
Structural Modeling
Modeling
(TISM)
RameshwarDubey*
(TISM) Symbiosis Institute of Operations Management
Symbiosis of
(Constituent Institute of Operations
Symbiosis Management
International
RameshwarDubey* University)
(Constituent of RameshwarDubey*
Symbiosis International University)
Plot
Symbiosis RameshwarDubey*
No. A-23,Shravan
Institute of Sector
Operations Management
Symbiosis Institute
Plot No. of Operations
A-23,Shravan Management
Sector
Symbiosis
(Constituent Institute
of of Operations
CIDCO
Symbiosis Management
International
(Constituent of Symbiosis International University)
CIDCO University)
(Constituent of No.
Symbiosis International University)
Plot New
Plot No. Nashik-422008
A-23,Shravan
A-23,Shravan Sector
Sector
Plot New Nashik-422008
No. A-23,Shravan
India
CIDCO Sector
CIDCO
India
CIDCO
E-mail: rameshwardubey@gmail.com
New
New Nashik-422008
Nashik-422008
E-mail: AngappaGunasekaran
rameshwardubey@gmail.com
New Nashik-422008
India
India
AngappaGunasekaran
Charlton
E-mail: India of Business
College
rameshwardubey@gmail.com
E-mail: rameshwardubey@gmail.com
Charlton College of Business
E-mail:
Universityrameshwardubey@gmail.com
of Massachusetts
AngappaGunasekaran Dartmouth
UniversityAngappaGunasekaran
of Massachusetts Dartmouth
North AngappaGunasekaran
Dartmouth, MA
Charlton
Charlton
North
College
College
Dartmouth, MA of 02747-2300
of Business
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02747-2300
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University of College
USA of Business
Massachusetts Dartmouth
University of Massachusetts
USA Dartmouth
University
E-mail:
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agunasekaran@umassd.edu
Dartmouth, MA 02747-2300
North
E-mail:Dartmouth, MA 02747-2300
agunasekaran@umassd.edu
North Dartmouth,USAMA 02747-2300
USA
E-mail: USA Wamba,
agunasekaran@umassd.edu
E-mail:Samuel Fosso
agunasekaran@umassd.edu
E-mail:Samuel
agunasekaran@umassd.edu
Fosso Wamba,
Samuel Fosso
Samuel Fosso Wamba,
Wamba,
NEOMA SamuelBusiness
FossoSchool,
Wamba,Rouen
NEOMA Business School, Rouen
1 Rue du Maréchal Juin, BP 215
76825 NEOMA
1 Rue
NEOMA
Mont Business
duSaint
Maréchal
Business
AignanSchool,
Juin,
School,BPRouen
Cedex, 215
Rouen
France
76825 NEOMA
Mont Business
Saint AignanSchool, Rouen
Cedex, France
E-mail: 1
1 Samuel.fosso.wamba@neoma-bs.fr
Rue
Rue du
du Maréchal
Maréchal Juin,
Juin, BP
BP 215
215
E-mail:
76825 Samuel.fosso.wamba@neoma-bs.fr
1 Rue
Mont duSaint
Maréchal
Surajit Juin,
Bag
Aignan BP 215
Cedex, France
76825 Mont Saint Aignan
Surajit Bag Cedex, France
76825 Samuel.fosso.wamba@neoma-bs.fr
E-mail: MontTegaSaint Aignan
Industries Cedex, France
Limited
E-mail: Samuel.fosso.wamba@neoma-bs.fr
Tega Industries Limited
E-mail: 147,Samuel.fosso.wamba@neoma-bs.fr
Block-G,
SurajitNew
Bag Alipore,
147, Surajit
Block-G, Bag
Tega SurajitNew
Kolkata-700053,
IndustriesBag Alipore,
India
Limited
Tega Industries
Kolkata-700053, Limited
India
E-mail147, :Tega
147, Industries
Block-G, New Limited
surajit.bag@tegaindustries.com
Alipore,
Block-G, New Alipore,
E-mail147, : surajit.bag@tegaindustries.com
Block-G, New Alipore,
Kolkata-700053, India
Kolkata-700053, India
* Corresponding author Kolkata-700053, India
E-mail :: surajit.bag@tegaindustries.com
surajit.bag@tegaindustries.com
* Corresponding author E-mail
Abstract E-mail : surajit.bag@tegaindustries.com
methodology to build theory is the seminal work of Pagell and
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management
2013; Govindan community (e.g. Raj et al., 2008; Mangla et al.,
building is
Copyright © 2015 IFAC scant. One of the few studies which have used case 1758 2013; Govindan et et al.,
al., 2013;
2013; Panahifar
Panahifar et et al.,
al., 2014;
2014; Luthra
Luthra et et al.,
2405-8963
Copyright © 2015 IFAC © 2015, IFAC (International Federation of Automatic 1758 Control)
2013; Hosting
GovindanbyetElsevier al., 2013;Ltd. All rights
Panahifar et al.,reserved.
2014; Luthra et al.,
Peer review under responsibility of International Federation of Automatic Control.
Copyright
Copyright ©
© 2015
2015 IFACIFAC
10.1016/j.ifacol.2015.06.329 1758
1758
Copyright © 2015 IFAC 1758
INCOM 2015
RameshwarDubey et al. / IFAC-PapersOnLine 48-3 (2015) 1688–1694 1689
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2014). The ISM methodology has gained popularity due to its
ability to solve complex issues based on discrete mathematics.
However, in recent years the ISM methodology has also
attracted criticism from scholars due to a lack of consensus in
terms of the level of confidence which may be attributed to the
results due to variations in experts' opinions. Further, Sushil
(2012) pointed out fundamental limitations of the ISM model in
terms of transparency and suggested TISM as an alternative
approach to build theory, which has demonstrated significant
attraction for scholars (e.g. Nasim, 2011; Prasad and Suri, 2011;
Dubey and Ali, 2014). However, to date TISM has not been
exploited in the field of operations management. Hence, in an
attempt to address this gap in the current literature, we have
identified the TISM methodology as an alternative scientific
method in our study.
3. Total Interpretive Structural Modelling
In this paper we have adopted interpretive structural modelling
to build theory, as suggested by Sushil (2012).
3.1 Identification of GSCM enablers
We have adopted a two-pronged strategy to identify enablers of
GSCM. First, we adopted an extensiveliterature review
approach and then attempted to identify enablers of GSCM in
consultation with two experts: one from academia and one from
industry (Debnath and Shankar, 2012). The enablers are
presented in Table 1.
<< INSERT TABLE 1>>
3.2 Contextual relationships among enablers
In the present study, seven supply chain management experts
were identified. Using management techniques like
brainstorming sessions, the contextual relationships among these
enablers were established, as shown in Table 2. The
relationships among variables are shown using V, A, X & O
(see Table 3). The symbols i and j are used to denote direction
between two nodes.
<< INSERT TABLE 2>>
The symbols V, A, X and O represent:
V - Enabler i is responsible for j but not vice-versa;
A - Enabler j is responsible for i but not vice-versa;
X - Enabler i and j are responsible for each other; and
O - Enabler i and j are not responsible for each other.
3.3. Interpretation of Comparison
The SSIM matrix (see Table 3) is further converted
into initial and final reachability matrices (see
Table 4 and Table 5).
The SSIM matrix has been converted into a binary matrix,
called the initial reachability matrix by substituting V, A, X and
O by 1 and 0 as per given case. The substitution of 1s and 0s are
as per the following rules (Dubey and Ali, 2014):
1. If the (i, j) entry in the SSIM is V, the (i, j) entry in
the reachability matrix becomes 1 and the (j, i) entry
becomes 0;
2. If the (i, j) entry in the SSIM is A, the (i, j) entry in
the reachability matrix becomes 0 and the (j, i) entry
becomes 1;
3. If the (i, j) entry in the SSIM is X, the (i, j) entry in
the reachability matrix becomes 1 and the (j, i) entry
also becomes 1; and
4. If the (i, j) entry in the SSIM is O, the (i, j) entry in
the reachability matrix becomes 0 and the (j, i) entry
also becomes 0.
In this case we have first derived the reachability matrix (Table
3) , which is further partitioned into various levels.
<< INSERT TABLE 3>>
3.4 Directed Graph
<<INSERT FIGURE 1>>
1759
The ISM model is shown in Figure 1, from which we can see
how integration of key business processes drives competitive
advantage for organizations that have implemented GSCM.
From this level we can see that among enablers of GSCM,
integration of key business processes is found to be at level 6,
green technology and information management at level 5, waste
management process is at level 4, manufacturing flow
management and logistics at level 3, customer focus and
supplier relationship management at level 2 and competitive
advantage at level 1. The hierarchical relationship among
variables indicates how integration of business processes –
mediated through green technology and information
management – leads to waste management process. The waste
management process, further mediated through manufacturing
flow management and logistics management, results in customer
relationship and supplier relationship, which provide further
competitive advantage to the organization.
3.5 Binary Interaction Matrix
The binary interaction matrix is generated from Figure 1, as
shown in Table 4.
<<INSERT TABLE 4>>
3.6 Interpretive Matrix
<<INSERT TABLE 5>>
3.7 TISM based model
<<INSERT FIGURE 2>>
The strategies which help to achieve the linkage are presented in
the interpretive matrix.
4. Discussion
The above TISM model on GSCM provides an interesting
insight. The present study has adopted an inductive approach in
which we have adopted two major stages – a descriptive stage
and a prescriptive stage. In the descriptive stage we have used
three steps:
 Observation;
 Classification of literature;
 Establishment of relationships.
After the descriptive stage, the study moves to a prescriptive
stage, which includes:
 Development of ISM model;
 Derived interpretive matrix;
 Creation of TISM-based model.
4.1 Theoretical Contributions
The present paper is an attempt to build theory surrounding
green supply chain management. The existing literature on
GSCM has relied heavily on deductive approaches associated
with 'big data' empirical research, but which fail to explore some
important aspects. Markman and Krause (2014), in a call for
papers on 'Theory Building Surrounding Sustainable Supply
Chain Management', have argued the need for inductive
approaches to generating theory surrounding sustainable supply
chains, as deductive approaches may in some cases limit the
scope of study. The present work has attempted to extend the
contribution of Pagell and Wu (2009), who attempted to build
sustainable supply chain theory using ten exemplar case studies.
However, we argue that sometimes, due to lack of support from
industry, alternative approaches such as ISM and TISM can be
equally effective in building theory. Hence, our present paper is
an attempt to draw the attention of operations management
scholars to other inductive approaches, which they may consider
rather than focusing solely on a case study approach.
4.2 Managerial Implications
The TISM model can be used as a powerful tool for diagnosing
the success and failure of any project. In our present study we
have identified the enablers of GSCM. The TISM model further
provides an insight that, rather than focusing on all enablers, it is
important to understand the levels of the enablers. The TISM
model helps managers to identify the enabler which drives other
enablers, and can further be used to develop strategy through
brainstorming exercises to achieve the linkage between any two
INCOM 2015
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enablers. This method can even be used as a powerful technique
in place of a 'cause and effect' diagram.
5. Conclusions
Our present study has attempted to exploit the strength of
interpretive logic to build theory where other, established
inductive approaches sometimes fail to offer meaningful
insights. To achieve this study adopted the TISM approach to
develop a theory surrounding green supply chain management.
However, the present study has its own limitations. First, the
study is based on samples which are not statistically sufficient to
test the theory. However, it can be recommended to use TISM in
future for theory building in studies that can be tested using a
large sample size. In this way the merits of this methodology
can be fully realized. In our study we have not considered
business ethics, institutional pressures, leadership,
organizational culture or human resource issues. In future these
factors can be included in building more comprehensive
theories. Second we have seen that response of the respondents
is expressed in 0 or 1. In case where respondents feel that there
exists mediocre relationship which may not be expressed in
either 0 or 1. In such case we can include fuzzy TISM.
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Appendix:

Table 1: Enablers of GSCM

Enablers References
Green Technology Sikdar and Howell (1998); Zhang et al. ( 2013); van Hoof and Lyon (2013)
Waste Management Process Sushil and Vrat (1989);Schnitzer (1996); Yamakawa and Ueta (2002);
Winzeler et al. (2003); Rehman and Shrivastava (2013)
Manufacturing Flow Management Zhu et al. (2008); Seuring and Muller (2008)
Reverse Logistics Lee and Klassen (2008); Mudgal et al. (2009);Stindt and Sahamie
(2014);Subramaniyan et al. (2014)
Customer Focus Lee and Klassen (2008); Mudgal et al. (2009); Diabat et al. (2014);Stindt and
Sahamie (2014)
Supplier Relationship Management Vachon and Klassen 2006; Hsu and Hu 2009; Bai and Sarkis 2010; Ku et al.,
2010; Testa and Iraldo 2010; van Hoof and Lyon 2013
Information Management Zhu et al. (2005); Zhu et al. (2007);Diabat et al. (2011)
Integration of Key Business Processes Hervani et al. (2005);Zhu et al. (2008);Park et al. (2010)
Competitive Advantage Simpson and Samson (2008); Testa and Iraldo (2010); Large and Thomsen
(2011)

Table 2: Contextual Relationship among Enablers

Enablers Enablers Enablers
numeric code 9 8 7 6 5 4 3 2
I Green Technology V A A V V V V V
II Waste management Process V A A V V X V -
III Manufacturing flow management V A A O V O - -
IV Reverse logistics V A A O V - - -
V Customer Focus V A A O - - - -
VI Supplier Relationship Management V A A - - - - -
VII Information management V A - - - - - -
VIII Integration of key business processes V - - - - - - -
IX Competitive Advantage - - - - - - - -

Table 3: Reachability Matrix

Enablers alpha- Enablers Driving
Enablers
numeric code 1 2 3 4 5 6 7 8 9 Power
I Green Technology 1 1 1 1 1 1 0 0 1 7
II Waste Management Process 0 1 1 1 1 1 0 0 1 6
III Manufacturing Flow 0 0 1 0 1 0 0 0 1 3
Management
IV Reverse Logistics 0 1 0 1 1 0 0 0 1 4
V Customer Focus 0 0 0 0 1 0 0 0 1 2
VI Supplier Relationship 0 0 0 0 0 1 0 0 1 2
Management
VII Information Management 1 1 1 1 1 1 1 0 1 8
VIII Integration of Key Business 1 1 1 1 1 1 1 1 1 9
Processes
IX Competitive Advantage 0 0 0 0 0 0 0 0 1 1

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Competitive Advantage(9)

Customer Focus(5) Supplier Relationship Management(6)

Manufacturing flow Management(3) Reverse logistics(4)

Waste Management Process(2)

Green Technology(I) Information Management(7)

Integration of key business processes(8)

Figure 1: ISM based model

Table 4: Binary Interaction Matrix
Enabler Enablers
Enablers
numeric code 1 2 3 4 5 6 7 8 9
1 Green Technology - 1 1 0 0 0 0 0 0
2 Waste Management Process 0 - 1 1 1 0 0 0 0
3 Manufacturing Flow Management 0 0 - 0 1 0 0 0 1
4 Reverse Logistics 0 1 0 - 0 0 0 0 0
5 Customer Focus 0 0 0 0 - 0 0 0 1
6 Supplier Relationship Management 0 0 0 0 0 - 0 0 1
7 Information Management 1 1 0 1 0 0 - 0 0
8 Integration of Key Business Processes 1 1 0 0 0 0 1 - 0
9 Competitive Advantage 0 0 0 0 0 0 0 0 -

Table 5: Interpretive Matrix

I II III IV V VI VII VIII IX
I The green technology The work stations are designed in such a way that the distance travelled by the materials and other
can be exploited to resources is least.
reduce wastes, for
which appropriate
training should be
provided to achieve the
desired outcome.
II Waste management )ptimizing the Waste reduction using value engineering concept and
process has a strong route and sustainable product design can help waste
impact on design of reducing carbon management process to link with customer focus.
manufacturing emissions can
flow. help in
establishing
mutual
association
between waste
management and
logistics
management.
III Improving By improving efficiency of
efficiency production line, the cost of production
of per unit decreases.
production
line.
IV Hub and spoke distribution, full truck load and proper storage help in waste reduction.

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V Customer focus helps in improving product quality and increasing product utility.
VI Through collaboration with suppliers and building trust, the risk in the supply chain network can be mitigated, cost can be
reduced, the emission of carbon is reduced and quality of product improves. These outcomes provide distinct competitive
advantage to the organization.
VII Use of ERP Information management Information management can help in improving vehicle turnaround and
and RFID chips can help in improving managing warehouse stock level.
helps in supply chain visibility.
successful
implementation
of green
technology.
VIII Integration of Just in time, conservation of energy, recycling, reduced wastage and Business integration improves
business recovery help in achieving waste management process. flow of information. This
process helps further increases visibility
optimal across the supply chain and
utilization of further improves velocity.
green
technology.
IX -

Competitive Advantage(9)

Customer Focus(5) Supplier Relationship Management(6)

Manufacturing Flow Management(3) Reverse Logistics(4)

Waste Management Process(2)

Green Technology(I) Information Management(7)

Represents transitive link

Integration of Key Business Processes(8)

Figure 2: TISM Model

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