Do Green Supply Chains A

International Journal of Operations & Production Management
Do green supply chains lead to competitiveness and economic performance?

Purba Rao, Diane Holt,
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IJOPM
25,9 Do green supply chains lead
to competitiveness and
economic performance?
898
Purba Rao
Asian Institute of Management, Makati, Philippines, and
Diane Holt
Middlesex University Dubai, Dubai, United Arab Emirates
Abstract
Purpose – Green supply chain management is a concept that is gaining popularity in the South East
Asian region. For many organizations in this region it is a way to demonstrate their sincere
commitment to sustainability. However, if green supply chain management practices are to be fully
adopted by all organizations in South East Asia, a demonstrable link between such measures and
improving economic performance and competitiveness is necessary. This paper endeavors to identify
potential linkages between green supply chain management, as an initiative for environmental
enhancement, economic performance and competitiveness amongst a sample of companies in South
East Asia.
Design/methodology/approach – For this purpose a conceptual model was developed from
literature sources and data collected using a structured questionnaire mailed to a sample of leading
edge ISO14001 certified companies in South East Asia followed by structural equation modelling.
Findings – The analysis identified that greening the different phases of the supply chain leads to an
integrated green supply chain, which ultimately leads to competitiveness and economic performance.
Future research should empirically test the relationships suggested in this paper in different countries,
to enable comparative studies. A larger sample would also allow detailed cross-sectoral comparisons
which are not possible in the context of this study.
Originality/value – This paper presents the first empirical evaluation of the link between green
supply chain management practices and increased competitiveness and improved economic
performance amongst a sample of organizations in South East Asia.
Keywords Supply chain management, Linear structure equation modelling, Economic performance,
South East Asia
Paper type Research paper
Introduction
Organizations worldwide are continuously trying to develop new and innovative ways
to enhance their competitiveness. Bacallan (2000) suggests that some of these
organizations are enhancing their competitiveness through improvements in their
environmental performance to comply with mounting environmental regulations, to
address the environmental concerns of their customers, and to mitigate the
environmental impact of their production and service activities. Green supply chain
International Journal of Operations & management as a form of environmental improvement is an operational initiative that
Production Management many organizations are adopting to address such environmental issues, including
Vol. 25 No. 9, 2005
pp. 898-916 corporations in the South East Asian region.
q Emerald Group Publishing Limited
0144-3577
In this paper, the concept of green supply chain management encompasses
DOI 10.1108/01443570510613956 environmental initiatives in:
(1) inbound logistics; Do green supply
(2) production or the internal supply chain; chains lead to
(3) outbound logistics; and in some cases competitiveness?
(4) reverse logistics, including and involving materials suppliers, service
contractors, vendors, distributors and end users working together to reduce
or eliminate adverse environmental impacts of their activities. 899
Green supply chain management is a concept that is gaining popularity in the South
East Asian region. For many organizations in this region it is a way to demonstrate
their sincere commitment to sustainability (Bacallan, 2000). Furthermore, many realize
that customers and other stakeholders do not always distinguish between a company
and its suppliers. If an organization has environmental liabilities, stakeholders may

often hold the lead company in a particular supply chain responsible for the adverse
environmental impacts of all organizations within a specific supply chain for a
particular product.
Many authors are exploring environmental initiatives within each of the major
phases of the supply chain. However, much of this research, as observed by Sarkis
(1999), is focused predominantly on only one functional area. Yet, Handfield and
Nichols (1999) define supply chain management as all the activities associated with the
flow and transformation of materials from raw extraction phase through to the
consumption of goods and services by an end user, along with associated information
flows, both up and down the supply chain. Thus, there is arguably a need to focus
green supply chain management research on the totality of the supply chain in both an
upstream and downstream direction.
It is generally perceived that green supply chain management promotes efficiency
and synergy among business partners and their lead corporations, and helps to
enhance environmental performance, minimize waste and achieve cost savings. This
synergy is expected to enhance the corporate image, competitive advantage and
marketing exposure. However, if green supply chain management practices are to be
fully adopted by all organizations in South East Asia, a demonstrable link between
such measures and improving economic performance and competitiveness is
necessary. Bowen et al. (2001) state that organizations will adopt green supply chain
management practices if they identify that this will result in specific financial and
operational benefits. Thus, there is a clear research need to establish the potential link
between green supply chain initiatives and increased competitiveness and enhanced
economic performance, to provide an impetus for organizations to green their supply
chains.
In the South East Asian region there are many organizations that have undertaken
significant efforts towards establishing green supply chain management initiatives.
Whilst the motivation and driving forces for these initiatives have been examined for
organizations in this region (Bacallan, 2000; Rao, 2004), no previous research has tested
an empirical link between such efforts and subsequent improvements in
competitiveness and economic performance. Therefore, this paper presents the
results of a survey of organizations in the South East Asian region to investigate the
proposition that there is a significant correlation between greening certain phases of
the supply chain and the competitiveness and economic performance of the
organizations involved.
IJOPM This paper begins by exploring previous “functional” specific research on aspects of
25,9 green supply chain management, to develop a conceptual model of green supply chain
management, competitiveness and economic performance. This paper then outlines the
specific methodology employed in this study to test this conceptual model. The
conceptual model is then tested using structural equation modeling (SEM) techniques
based on the findings from a study of South East Asian organizations to establish any
900 causal links between the constructs within this model. The paper concludes with an
examination of the significant relationships identified in this model to examine the link
between green supply chain management, economic performance and competitiveness.
Developing the conceptual model

The conceptual model examined in this paper and tested through SEM techniques, has
been developed through an examination of literature on all aspects of the totality of the
supply chain. This “totality” is encapsulated using five latent constructs, measured
using indicator variables developed from the responses obtained from the survey of
organizations in the South East Asia region. These constructs are: greening the
inbound function of the supply chain; greening production; greening the outbound
function; competitiveness; and economic performance.
Inbound function
From the “inbound” perspective of the supply chain it is argued that greening the
supply chain has numerous benefits to an organization, ranging from cost reduction,
to integrating suppliers in a participative decision-making process that promotes
environmental innovation (Bowen et al., 2001; Hall, 1993; Rao, 2002). A large part of the
inbound function essentially comprises of green purchasing strategies adopted by
organizations in response to the increasing global concerns of environmental
sustainability. Green purchasing can address issues such as reduction of waste
produced, material substitution through environmental sourcing of raw materials, and
waste minimization of hazardous materials. The involvement and support of suppliers’
is crucial to achieving such goals. Therefore, companies are increasingly managing
their suppliers’ environmental performance to ensure that the materials and
equipments supplied by them are environmentally-friendly in nature and are
produced using environmentally-friendly processes.
Min and Galle (1997) explore “green purchasing” to determine the key factors
affecting a buying firm’s choice of suppliers, the key barriers and the obstacles to green
purchasing initiatives. They also investigated the impact of green purchasing on a
corporation’s environmental goals. Sroufe (2003) presents a framework involving
performance indicators and supplier assessment metrics that argues that
environmental initiatives such as strategic environmental sourcing improve an
organization’s competitive position and reduce risks.
In exploring green purchasing strategies as part of greening the inbound phase, Min
and Galle (1997) consider selected industry groups (heavy producers of scrap and
waste materials) and identify that green purchasing contributes significantly towards
source reduction of pollution in terms of recycling, re-use and low-density packaging,
and towards waste elimination in terms of scrapping or dumping, recycling and
sorting for non-toxic incineration and bio-degradable packaging. They also identify
that the high cost of environmental programs, uneconomical recycling and
uneconomical re-use are the three most important barriers and obstacles to green Do green supply
purchasing. Lack of management commitment, lack of buyer awareness, lack of chains lead to
supplier awareness, deficient company-wide environmental standards or auditing
programs and lack of state and federal regulations are also important issues. competitiveness?
Walton et al. (1998) examine the integration of suppliers into environmental
management processes, and observe two evolving trends. They firstly suggest that
environmental issues are becoming an intrinsic part of strategic planning in 901
organizations due to stricter regulations and the demands of environmental
accountability. They also identify a second trend amongst their case examples, that
organizations are integrating their supply chains to reduce operating costs and
improve their customer service. This suggests that organizations need to involve
suppliers and purchasers in improving the environmental performance of the whole
supply chain, and thus addressing the purchasing function’s impact on the
environment. They also establish that some of the organizations examined are
working with suppliers to reduce emissions, monitor the waste streams from suppliers,
helping to set up their suppliers’ environmental programs and even extending
technical support to suppliers to help them with conservation of natural resources.
From a monitoring perspective their study also identifies environmental supplier
evaluation criteria in use in the organizations examined, including: the level of public
disclosure of the supplier’s environmental record; the management of waste and
pollution; accreditation to an environmental management standard such as ISO 14000;
and involvement in reverse logistics programs.
Green purchasing strategies arguably revolve around two key components, the
evaluation of suppliers’ environmental performance and mentoring to assist suppliers
improve this performance. Green purchasing research has traditionally focused upon
this evaluative element, with authors such as Noci (2000) detailing the range of tools
and techniques in place to assess the environmental behavior of suppliers to aid in
supplier selection. Often organizations urge suppliers to develop their own in-house
environmental management systems, and may request that a supplier accredits to an
environmental management standard such as ISO 14001. This external certification
may be especially important when suppliers are located at a distance geographically
from the “customer” organization, for instance western companies purchasing from
suppliers in the South East Asia region.
Hines and Johns (2001) identify the mentoring role within green supply chain
management as an emerging concept that promotes a more significant relationship
between the customer and the supplier. This mentoring culture goes beyond
monitoring and evaluation, towards guiding and supporting suppliers and requires a
substantial change in the attitude of the lead corporations in a supply chain. Specific
operational initiatives involved in the mentoring process might include holding
environmental awareness seminars for suppliers and vendors, undertaking
educational program to explain the benefits and relevance of green supply chain
management initiatives, setting up environmental teams to guide suppliers in their
development of environmental programs, visiting supplier premises to provide on-site
recommendations and assisting in the set up of their environmental programs.
Hines and Johns (2001) also examine the strengths and weaknesses of the mentoring
and partnering approach within green supply chain management. From a positive
perspective, supplier mentoring is proactive, non-threatening, shares potential benefits,
IJOPM and builds teamwork. However, they also identify the critical weaknesses of this
25,9 approach as resource and cost implications, lack of physical facilities, lack of
mentoring skills, and trained personal to deliver such mentoring initiatives.
The research presented in this paper uses six factors to capture information on
greening the inbound phase of a green supply chain:
(1) holding awareness seminars for suppliers and contractors;
902 (2) guiding suppliers to set up their own environmental programs;
(3) bringing together suppliers in the same industry to share their know-how and
problems;
(4) informing suppliers about the benefits of cleaner production and technologies;
(5) urging/pressuring suppliers to take environmental actions; and

(6) choice of suppliers by environmental criteria.
Greening the production phase or the internal supply chain

Much of the previous research on environmental issues in business has focused on
the internal operational practices an organization may adopt, such as waste
management and eco-efficiency. However, this is also an important stage within a
green supply chain management program. For instance, over 75 percent of
respondents to a survey of 212 US manufacturing firms identified pollution
prevention as important to their overall corporate performance, with 49.1 percent of
the firms’ identifying suppliers as a key component in pollution prevention efforts,
and 37.7 percent identifying customers as the key players in pollution prevention
efforts (Florida, 1996). Several of these respondents noted that they pursued specific
initiatives with suppliers to reduce wastes, prevent pollution, develop new products
and specifications and held regular meetings with their suppliers to discuss their
pollution prevention strategies.
In the production phase of a green supply chain, there are a number of concepts that
can be explored, such as cleaner production, design for environment, remanufacturing
and lean production. Florida and Davison (2001) surveyed 580 manufacturing plants in
the US adopting cleaner production techniques. Their research reveals that green
corporations are innovative in their environmental practices, and these strategies
emerge from a real commitment towards reducing waste and pollution. Lean
production/manufacturing is also an important consideration in reducing the
environmental impact of the production phase. A study by Lewis (2000) identified a
twofold improvement in productivity in Japanese automotive firms when compared to
those in the West, and attributes the key differences to lean production systems in the
Japanese organizations reducing lead times, material and staff costs and yet
simultaneously increasing production activity and enhancing quality. Sanches and
Perez (2001) also investigate the link between lean production practices in
manufacturing organizations and resultant enhanced competitiveness. Lean
production is also expected to improve environmental performance of the firms
through good housekeeping practices, such as general waste reduction and minimizing
hazardous wastes. King and Lenox (2001) investigate the hypothesis that lean
production reduces the marginal cost of environmental management and, consequently
results in enhanced environmental performance. Their research concludes that lean
production is complementary to improvements in environmental performance and it
often lowers the marginal cost of pollution reduction thus enhancing competitiveness. Do green supply
The success of lean production emanates from three major factors: minimization of chains lead to
non-value adding activities, efficient work systems, and applicable human resource
management. Rothenberg et al. (2001) identify that lean plants aim to minimize waste competitiveness?
and buffers, leading not only to reduce buffers in environmental technology and
management, but also in an overall approach to manufacturing that minimizes waste
products. 903
Over the last decade, supply chain management has undergone a remarkable
transformation in terms of playing a key role in influencing manufacturing
organizations. This has happened as a result of globalization pressures, advances in
information technology and increasing competitiveness leading to a shortening of
product life cycles. Along with these developments, some organizations in South East
Asia are integrating environmental management considerations into their production
phase operational activities and even taking back the products after use through
reverse logistics.
Occasionally, certain manufacturing modules are outsourced to subcontract
manufacturers. These subcontractors are viewed as “high risk” because their
environmental performance could impact upon the perception of the environmental
credentials of that organization’s products. In Southeast Asia, much of the
manufacturing business is quality driven, and the integration of these suppliers into
the manufacturing process is crucial in this quality process (Trowbridge, 2003). Whilst
the management of suppliers is discussed in the previous section, the outcome of such
interaction often affects the quality of the production process and any proposed
environmental improvements.
Thus the production phase has a critical role in ensuring that: products/services
produced by an organization are environmentally-friendly in nature; prevention of
pollution at source is achieved through the production process; cleaner production
practices are adopted; closed loop manufacturing (reverse logistics) is incorporated to
the fullest extent possible, so that wastes generated are processed and recycled back
into the production phase; re-use and recycling of materials is maximized; material
usage is reduced; the recyclable content of a product is increased; the production
processes are optimized so that generation of waste, both hazardous or otherwise, is
minimized; and products are redesigned (design for the environment) so that the
adverse environmental impacts of a particular product are minimized.
In this study all of these considerations are encapsulated in eight variables that
measure the greening of the production phase:
(1) environmentally-friendly raw materials;
(2) substitution of environmentally questionable materials;
(3) taking environmental criteria into consideration;
(4) environmental design considerations;
(5) optimization of process to reduce solid waste and emissions;
(6) use of cleaner technology processes to make savings in energy, water, and
waste;
(7) internal recycling of materials within the production phase; and
IJOPM (8) incorporating environmental total quality management principles such as
25,9 worker empowerment.
Greening the outbound function

On the outbound side of the green supply chain, green marketing,
environment-friendly packaging, and environment-friendly distribution, are all
904 initiatives that might improve the environmental performance of an organization
and its supply chain (Rao, 2003; Sarkis, 1999). Management of wastes in the outbound
function such as reverse logistics and waste exchange can lead to cost savings and
enhanced competitiveness (Rao, 2003). Many of these initiatives involve compromises
between various logistics functions and environmental consideration in order to
improve the environmental performance of an organization (Wu and Dunn, 1995).
Currently, most products in the market come in a form of packaging that prevents
the product from damage and makes the product easy to handle. The use of packaging
whether, it is made of glass, metal, paper or plastic, contributes heavily to the solid
waste stream. In order to address these environmental impacts of packaging, many
countries now have programs and legislation that aims to minimize the amount of
packaging that enters the waste stream, such as the Packaging Directive in the EU.
Recycling and re-use are key strategies that are adopted and several organizations in
South East Asia actively participate in packaging reduction programs. For instance,
Amway (Thailand) delivers its detergent and other house cleaning products to
customers in plastic containers. After their use, these plastic containers are collected by
the Amway sales force, brought back to the company and recycled. The empty paper
cartons in which the suppliers deliver the raw materials to the company are given back
to the suppliers for re-use (Rao, 2001).
In South East Asia, like other developing regions, many organizations face the
problem of how to dispose of the waste from their production process; and the way
they address this concern is varied and fragmented. Lack of stringent waste
management legislation can lead to unregulated and ad hoc dispersal. However, more
environmentally engaged organizations are adopting on-site waste management
treatment facilities and waste exchange networks. To address the problem of industrial
waste management in the South East Asia region, many government agencies and
NGOs in this region are trying to promote the concept of industrial ecology for
corporations, where a “closed loop” approach (Frios, 1999) utilizes all waste through
the recycling and reuse of energy and materials.
As part of outbound logistics, green marketing has an important part to play in the
link between environmental innovation and competitive advantage (Menon and
Menon, 1997). The impact of green marketing on customer relationships, and the
impact of corporate customers on suppliers, had also been widely investigated
(Lamming and Hampson, 1996; Karna and Heiskanen, 1998). Encouraging suppliers to
take back packaging is a form of reverse logistics that can be an important
consideration in greening the outbound function, with a study by Dorn (1996)
identifying an increase in market share amongst companies that implemented an
environmentally-friendly packaging scheme. Wu and Dunn (1995) identify
warehousing and packaging design as the two most important issues in outbound
logistics and distribution. They argue that standardized reusable containers, good
warehousing layouts, and easy information access reduce storage and retrieval delays
which leads to savings in operating costs whilst being environmentally sound. They Do green supply
also identify the specific design of logistics networks and its implementation as two of
the most important strategic issues facing outbound logistics.
chains lead to
In an environmentally-friendly transportation system, essential elements of a competitiveness?
transportation system such as type of transport, fuel sources, infrastructure,
operational practices and organization, can be considered. These elements and the
dynamics that connect them, determine the environmental impact generated in the 905
transportation logistics phase of the supply chain (Kam et al., 2003).
The components of the latent construct that investigates this element of green
supply chain management comprise of the identification of packaging, waste disposal
and transportation and green marketing strategies, Thus, the latent construct for this
function includes manifest variables for:
(1) environment-friendly waste management;

(2) environmental improvement of packaging;
(3) taking back packaging;
(4) eco-labeling;
(5) recovery of company’s end-of-life products;
(6) providing consumers with information on environmental friendly products
and/or production methods; and
(7) use of environmentally-friendly transportation.
The link between the green supply chain and competitive advantage and economic
performance
Whilst there have been credible research efforts to explore green supply chain
management initiatives, little research has been undertaken on the impact of these on
economic performance and competitive advantage. Perhaps it would be encouraging
for industry to adopt green supply chain management if there is a demonstration of a
clear, significant and observable correlation between these efforts, competitive
advantage and economic performance.
The study by Rao (2003) does identify that organizations in South East Asia believe
that greening the inbound logistics function has led to using environmentally-friendly
raw materials, greening of production to cleaner production, prevention of pollution as
well as waste at the source; whereas greening outbound logistics led to
environmentally-friendly waste disposal and mitigation of the effects of pollution
through waste water treatment and abatement of emissions (Rao, 2003). Such
initiatives lead to improvements in environmental performance, and reduce the risk of
non-compliance, penalty and threat of closure. At the same time, the link between green
supply chain initiatives and improvements in competitiveness and economic
performance for organizations in this region remains unclear.
This observation holds true not only for corporations in South East Asia but also, to
a certain extent in the US and Europe, as shown by the lack of research considering the
economic impact of green supply chain management generally. There are many
research initiatives, as mentioned above, exemplifying greening initiatives in the
supply chain and others investigating the economic and business impacts of
environmental performance of the firm (Klassen, 1996). However, this study has not
identified literature that empirically tests the relationship between green supply chain
IJOPM management, competitiveness and economic performance. This lack of research makes
25,9 this study exploratory and pioneering in nature, especially in the South East Asian
context for which practically no field-based or empirical research is available.
However, there are many leading-edge corporations in this region who are taking
path-breaking initiatives: for example, Nestle Philippines is greening every phase of
their supply chain; PT Aryabhatta (name disguised) in Indonesia has a well structured
906 framework for supplier evaluation; Philip DAP in Singapore is organizing a “greening
of suppliers program”; Nestle Jakarta and Seagate Thailand are using green
purchasing and cleaner production; Purechem Onyx is implementing an
environment-friendly disposal of hazardous and non-hazardous waste (Rao, 2003).
To investigate the possible empirical link between green supply chain management
initiatives, economic performance and competitiveness, two constructs are presented in
this study to encapsulate these, as discussed below.
Competitiveness
Frameworks for attaining competitive advantage through the managerial principles of
customer satisfaction, employee empowerment, quality cost systems, lean
manufacturing, continuous improvement and productivity enhancement have been
developed according to Deming’s 14 points and Juran’s trilogy by Gevirtz (1994).
However, these measures do not reflect the impact of environmental management or
green supply chain management towards the overall competitiveness of the firm. This is
not really surprising since competitiveness primarily interfaces between the firm and
the market, and as long as the market does not seek environmental value-drivers in the
products and services it purchases, environmental issues are not necessarily considered
by organizations and consumers. However, over the last few years there has been an
upsurge in environmental awareness of consumers in general. Clearly a growing
number of corporations are developing company-wide environmental programs and
“green” products sourced from markets around the world (Min and Galle, 1997).
Arguably, environmental issues are becoming a source of competitiveness.
Anecdotally, it is apparent that many of the leading companies in the South East Asia
region are realizing a competitive dimension to having a green supply chain. However,
the lack of empirical research on this link is a key research gap and is addressed
through the research presented in this paper. Hence, the manifest variables considered
in this study to investigate competitiveness are:
(1) improved efficiency;
(2) quality improvement;
(3) productivity improvement; and
(4) cost savings.
Economic performance
Environmental management encompasses diverse initiatives to reduce or minimize the
adverse environmental impacts of an organization’s operations. These efforts aim to
improve environmental performance, reduce costs, enhance corporate image, reduce
risks of non-compliance and improve marketing advantage. Nevertheless, many
organizations still look upon green initiatives as involving trade-offs between
environmental performance and economic performance (Klassen and McLaughlin,
1996). The financial performance of firms is affected by environmental performance in Do green supply
a variety of ways. When waste, both hazardous and non-hazardous, is minimized as chains lead to
part of environmental management, it results in better utilization of natural resources,
improved efficiency and higher productivity and reduces operating costs. Again, when competitiveness?
the environmental performance of the firm improves, it ushers in tremendous
marketing advantage, and this leads to improved revenue, increased market share, and
new market opportunities. Organizations that minimize the negative environmental 907
impacts of their products and processes, recycle post-consumer waste and establish
environmental management systems, are poised to expand their markets or displace
competitors that fail to promote strong environmental performance (Klassen and
Mclaughlin, 1996).
Since many believe that green supply chain management does lead to improved
environmental performance, it implies that greening different phases of the supply chain
should directly, or indirectly, translate into enhancement of economic or financial
performance. At the same time it is not necessarily true that greening all the phases of the
supply chain should directly lead to financial performance. For instance, greening the
inbound phase certainly should lead to reduction of pollution at the source and
minimization of wastes. However, whether these initiatives have a direct impact on
financial performance is yet to be explored. Similarly, greening of the outbound phase,
involving green logistics, would intuitively be expected to lead to competitiveness, but
again, whether it would render improved financial performance needs to be investigated.
To investigate the link between green supply chain management and economic
performance a number of manifest variables constitute the construct measuring
economic performance:
(1) new market opportunities;
(2) product price increase;
(3) profit margin;
(4) sales; and
(5) market share.
Methodology
To validate the framework presented in the preceding section, a linear SEM approach
is used (Jöreskog and Sörbom, 1993) to validate the causal relationships between the
different latent constructs of: greening the inbound function; greening production;
greening the outbound function; competitiveness and; economic performance. The
significance of the overall models is determined by the chi-square value, the
corresponding degrees of freedom and the associated p-value . 0:05: The individual
linkages between any two variables are tested using the critical ratio, which is an
observation on a random variable that has an approximate standard normal
distribution. Thus, using a significance level of 0.05, any critical ratio that exceeds 1.96
in magnitude would be significant. The conventional t-test is exact under the
assumptions of normality and independence of observations, no matter what the
sample size. The test based on critical ratio, depends on the same assumptions, but
with a finite sample size, the test is only approximate. All the same, the critical ratio is
interpreted as: if there were a significant link between, say, greening the inbound
function and economic performance, it would imply that the former latent construct
IJOPM directly influences the latter. In our analysis, the study has considered different
25,9 structural models, which are essentially causal in nature. For instance, in addition to
the final model encompassing five latent constructs as explained above, we also
consider another model encompassing the three latent constructs such as greening
inbound, greening production and greening outbound, and examined the relationship
in terms of significant linkages between them. We did not present a detailed analysis of
908 such models because their significance levels were not as good as the final model,
which we present below. The latent variables in each of the model are measured by the
manifest or indicator variables used in the research instrument. One limitation of the
model was that multivariate normality was assumed. However, we did conduct tests
for testing the univariate normality by plotting normal probability plots and several
variables conformed to having a normal distribution.

For the confirmatory analysis, the conceptual model involving the five constructs
was run using AMOS Graphics for Windows Version 3.6, estimating the regression
weight of each link (arrow) and the associated significance. The estimation procedure
used was under the maximum likelihood estimation (MLE) procedure, which was
known to provide valid results with sample sizes as small as 50. In addition to p-value,
we use chi-square/degrees of freedom , 2: Goodness of fit index (GFI), adjusted
goodness of fit index (AGFI), and root mean square residual (RMSR) were additional
indicators used to evaluate the validity of the model. Several sets of analyses were
conducted with the input being the descriptive statistics of the indicator variables and
their correlation matrix. Also, iterations of sets of structural equation models were run
to test variations of the model with alternate paths deleted to assess the importance of
aspects of the conceptual model.
SEM estimates a series of separate but interdependent multiple regression
equations simultaneously. We have drawn upon the theory and the research objectives
to determine which independent variable will predict which dependent variable. The
proposed relationships are then translated into a series of structural equations for each
dependent variable. The structural model expresses these relationships among
independent and dependent variables.
The definition of latent constructs described earlier comprises of more items from
the questionnaire than used in the final analysis (as summarized in Table I). However,
reliability analysis of the internal consistency of the different manifest variables within
each latent construct identified certain items that should be excluded from the final
analysis.
An empirical, survey-based research approach was adopted, comprising of 64 items
as described in the Appendix. This questionnaire was distributed to the environmental
management representative (EMR) or the chief executive of ISO 14001 certified
organizations in the Philippines, Indonesia, Malaysia, Thailand, and Singapore.
Responses for each item in the SEM analysis were collected on a four-point Likert scale
(ranging from strongly disagree ¼ 1 to strongly agree ¼ 4). The justification for using
a four-point Likert scale was that if we had used the more popular five-point scale
or any other odd number of points in the scale, there might have been a tendency of
having most negative responses loading heavily on the median level, the center point
of the scale. The four-point scale served to force the respondents to check either on the
negative side or on the positive side.
Do green supply
Economic
Inbound Production Outbound Competitiveness performance chains lead to
9.1 Holding 7.1 Environment- 7.17 Eco labeling 8.1 Improved 8.4 New
competitiveness?
awareness friendly raw efficiency market
seminars for materials opportunities
suppliers/ 909
contractors
9.2 Guiding 7.2 Substitution of 7.18 Environmental 8.2 Quality 8.11 Product
suppliers to environmentally Improvement in improvement price
establish questionable Packaging increase
their own materials
environmental
programs
9.4 Informing 7.5 Taking 7.19 Taking back 8.3 Productivity 8.12 Profit
suppliers about the environment packaging improvement margin
benefits of cleaner criteria into
production and consideration
technologies
9.5 Urging/ 7.7 Optimization of 7.20 Providing 8.5 cost saving 8.14 Sales
pressuring process to reduce information to
suppliers to take solid waste consumers on
environmental environment-friendly
actions products and/or
production methods
9.6 Choice of 7.9 Optimization of 7.21 Change for more 8.15 Market
suppliers by process to reduce environmentally-friendly share
environmental air emissions transportation
criteria
7.10 Optimization
of process to reduce
noise
7.11 Use of cleaner
technology Table I.
processes to make Variables used from the
saving questionnaire to develop
7.12 Recycling of the latent constructs
materials internal used to test the
to the company conceptual model
The research instrument was distributed to all ISO 14001 certified corporations in the
Philippines, Indonesia, Malaysia, Thailand, and Singapore, mailed using the modified
Dillman method, in which after a few months of sending out the first wave (late 2000),
the questionnaire was mailed out again to the remaining organizations that had not
responded (early 2001). It would have been better from the research point of view to
mail the second round of questionnaires after a few weeks instead of months. However,
from the practical point of view we did wait for a few months for the complete
questionnaires to come back before mailing the second round.
Fifty-two valid responses were received (a 10 percent response rate),
comprising of 14 Filipino corporations, 6 Indonesian, 17 Malaysian, 5 Thai, and
10 Singaporean companies. This sample size meets the absolute minimum requirement
IJOPM of 50 respondents, for the MLE to provide valid results, as prescribed by Hair et al.
25,9 (1992, p. 444), although they recommend a size of 100 and above.
Results and data analysis

The overall convergence of the SEM model was significant, as indicated by the
statistics detailed in Table II.
910 The chi-square values and associated p-value are highly acceptable indicating a
good fit for the model. However, GFI and AGFI, both of which are measures that
represent overall degree of fit (squared residuals from prediction compared to the
actual data) are on the low side. For both of these, higher values would indicate better
fit but no absolute threshold levels have been established for GFI (Hair et al., 1992).
This might be expected given the sample size, which makes estimation of maximum
likelihood parameters not significant. Conversely, the measure of chi-square/degrees of

freedom ¼ 1:03; which falls within the recommended levels of 1.0-2.0, and indicates a
significant model. One should also consider the value of CFI equal to 0.967, which is
acceptable. Thus, given the limitation of a small sample size, we accept the validity of
the model. Of course the structural model does require a multivariate normality
assumption of the variables included in the model. We tried to test the univariate
normality by plotting the normal probability plots and the corresponding univariate
distributions and more than 60 percent of the variables conformed to univariate normal
distributions. However, the multivariate normality had to be assumed and this did
become a limitation of the model.
Figure 1 gives the finalized model with the associated statistics as presented above.
From the statistics presented above, the evidence suggests that greening the
different phases of the supply chain does lead to an integrated green supply chain
where the green inbound function of the supply chain, as well as a green production
stage leads to a green outbound phase.
Whilst it might be expected that the greening of the inbound function leads to green
production, the critical ratio for this link (1.78), is lower than the required 1.96. For this
reason, we acknowledge that there is still not enough evidence to establish the
significance of this link. However, the green supply chain comprising all three phases
clearly leads to significant values for competitiveness and economic performance.
This establishes the linkage between the green supply chain and competitiveness for
which many anecdotal examples exist, but empirically tested evidence is lacking
(Sarkis, 1999; Klassen and McLaughlin, 1996).
Regression weights Estimate Critical ratio
The maximum likelihood estimates

Greening inbound – greening outbound 0.226 2.244
Greening inbound – economic performance 0.645 3.141
Greening production – greening outbound 0.886 3.406
Greening outbound – competitiveness 0.780 3.002
Competitiveness – economic performance 0.676 4.097
Notes: Chi-square ¼ 324:958; degrees of freedom ¼ 313; probability level ¼ 0:309; GFI ¼ 0:733;
Table II. AGFI ¼ 0:654; CFI ¼ 0:967; RMSEA ¼ 0:047
Do green supply
chains lead to
competitiveness?
911
Figure 1.
The final model of the
relationship between
green supply chain
management,
competitiveness and
economic performance
Hence, this research provides a number of contributions to the theoretical debate in this
field. The first contribution is that it considers the green supply chain not in sections
but in its entirety, and we consider the distinct environmental initiatives in each phase
as different indicator variables. The second contribution is that it establishes with a
sound theoretical foundation and prior empirical analysis that the green supply chain
does lead to increased competitiveness and better economic performance. The third
contribution is that, as opposed to much of the available anecdotal literature on green
supply chain management, this research has a theoretical basis and an empirical
analysis where the model converged statistically with acceptable chi-square and
p-values.
The aforementioned results demonstrate that greening the inbound function, as well
as greening production, significantly lead to greening outbound, as well as to
competitiveness and economic performance of the firm. Greening the inbound function
involves the integration of suppliers into a green supply chain. Getting the suppliers to
have their own EMS and greening their operations helps tremendously to cut down
production of waste at source. Hence, the company gains in terms of less or minimal
environmentally hazardous waste, even non-hazardous solid/liquid waste and air
emissions leading to reduced costs for waste disposal, compliance with regulation,
reduced pollution, improved resource utilization and enhancement in economic
performance.
Similarly, greening of production results in the minimization of pollution, a form of
inefficiency (after Porter and van der Linde, 1995), re-use of materials and recycling
initiatives. This leads to savings in raw materials, water and energy usage and thus
leads to competitiveness and economic performance. From previous research by
Klassen and McLaughlin (1996) environmental management is identified as a potential
factor in the enhancement of financial performance and competitiveness of the firm.
IJOPM This research concludes that greening the supply chain also has the same potential to
25,9 lead to competitiveness and economic performance.
From an industry perspective, in particular for this region, firms are continuously
striving to achieve competitiveness in their business activities in both the domestic and
the global arena. These research findings suggest that if they green their supply chains
not only would firms achieve substantial cost savings, but they would also enhance
912 sales, market share, and exploit new market opportunities to lead to greater profit
margins, all of which contribute to the economic performance of the firm.
The main limitation of this research is the focus on a small sample of organizations
in South East Asia, but the lack of empirical research in this region is also one of the
main strengths of this paper. The focus on “leading edge” ISO14001 accredited
organizations also excludes those without formal environmental management
accreditation, but may have well developed non-accredited environmental programs.

Therefore, the findings cannot be generalized to all organizations in this region or
around the world.
Future research should empirically test the relationships suggested in this paper in
different countries, to enable comparative studies. A large sample would also allow
detailed cross-sectoral comparisons, which are not possible in the context of this study.
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Appendix. Green supply chain management, competitiveness and economic

performance in the South East Asian context
1. What is the company’s main manufacturing activity?
.
A Food products, beverages and tobacco
.
A Textiles and textile products
.
A Leather and leather products
.
A Wood and wood products
.
A Pulp, paper and paper products, publishing, and printing
.
A Coke, refined petroleum products and nuclear fuel
.
A Chemicals, chemical products, and man-made fibers
. A Rubber and plastic products
.
A Other non-metallic mineral products
.
A Basic metals and fabricated metal products
.
A Machinery and optical equipment
.
A Transport equipment
.
A Others, please specify:__________
2. How many employees does the company have?
Number:__________
3. Does your company belong to a Multinational National Corporation (MNC) category?
4. Does your company have ISO 9000 Certification?
5. Does your company have ISO 14000 Certification?
6. Does your company have Environmental Management System?
7. In the last two years, the company has taken environmental actions in the following areas
(on a four point scale of strongly disagree, disagree, agree, strongly agree)
(7.1) Environment-friendly raw materials
(7.2) Substitution of environmental questionable materials
(7.3) Choice of suppliers by environmental criteria Do green supply
(7.4) Urging/pressuring supplier(s) to take environmental actions chains lead to
(7.5) Taking environmental criteria into consideration competitiveness?
(7.6) Design considerations
(7.7) Optimization of processes to reduce solid wastes
(7.8) Optimization of processes to reduce water use 915
(7.9) Optimization of processes to reduce air emissions
(7.10) Optimization of processes to reduce noise
(7.11) Use of cleaner technology processes to make savings (energy, water, wastes)
(7.12) Recycling of materials internal to the company
(7.13) Use of waste of other companies

(7.14) Use of alternative sources of energy
(7.15) Helping suppliers to establish their own EMS
(7.16) Recovery of the company’s end-of-life products
(7.17) Eco-labeling
(7.18) Environmental improvement of packaging
(7.19) Taking back packaging
(7.20) Providing consumers with information on environmental friendly products
and/or production methods
(7.21) Change for more environmental-friendly transportation
8. In the last two years because of implementing better management practices there has been
specific benefits achieved in each of the following categories (on a four point scale of
strongly disagree, disagree, agree, strongly agree).
(8.1) Increased efficiency
(8.2) Quality improvement
(8.3) Productivity improvement
(8.4) New market opportunities
(8.5) Cost saving
(8.6) Improved corporate image
(8.7) Reduction of solid/liquid waste
(8.8) Reduction of emissions
(8.9) Recycling
(8.10) Environmental compliance improvement
(8.11) Product price increase
(8.12) Profit margin
(8.13) Social commitment
(8.14) Sales
(8.15) Market share
(8.16) Preserve environment.
IJOPM 9. In the process of Greening the suppliers, the company has taken actions in the following
areas with regard to the suppliers (on a four point scale of strongly disagree, disagree,
25,9 agree, strongly agree).
(9.1) Holding awareness seminars for suppliers/contractors
(9.2) Guiding suppliers to establish their own environmental programs
(9.3) Bringing together suppliers in the same industry to share their know how and
916 problems
(9.4) Informing suppliers about the benefits of cleaner production and technologies
(9.5) Urging/pressuring suppliers to take environmental actions
(9.6) Choice of suppliers by environment criteria
(9.7) Arranging for funds to help suppliers to purchase equipment for pollution
prevention, waste water recycling, etc.

(9.8) Sending in-house company auditors to appraise environmental performance of
suppliers
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Do Green Supply Chains A

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Do Green Supply Chains A

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International Journal of Operations & Production Management

Do green supply chains lead to competitiveness and economic performance?

and its suppliers. If an organization has environmental liabilities, stakeholders may

Developing the conceptual model

(5) urging/pressuring suppliers to take environmental actions; and

Greening the production phase or the internal supply chain

Greening the outbound function

(1) environment-friendly waste management;

this study to encapsulate these, as discussed below.

variables conformed to having a normal distribution.

Results and data analysis

likelihood parameters not significant. Conversely, the measure of chi-square/degrees of

Regression weights Estimate Critical ratio

The maximum likelihood estimates

accreditation, but may have well developed non-accredited environmental programs.

British Journal of Management, Vol. 7 No. 5, pp. 45-62.

Appendix. Green supply chain management, competitiveness and economic

(7.13) Use of waste of other companies

prevention, waste water recycling, etc.

through supplier social sustainability: An emerging economy perspective. International Journal of

Performance Management 0:ja, 00-00. [Abstract] [PDF]

of Cleaner Production 161, 390-402. [Crossref]

outcomes of sustainable supply chain management – An empirical analysis of UK manufacturing industry.

chain management practices: An interpretive structural modelling analysis. Journal of Environmental

Systems 16:03, 263. [Crossref]

packaging company. Journal of Cleaner Production 117, 19-28. [Crossref]

exploratório em empresas brasileiras. Gestão & Produção 22:2, 326-344. [Crossref]

Journal of Production Economics 160, 47-65. [Crossref]

Performance Outcomes of Strategic Environmental Sourcing: An Investigation of Resource-Based Process

Evaluation. Mathematical Problems in Engineering 2013, 1-9. [Crossref]

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