GREEN SUPPLY CHAIN MANAGEMENT PRACTICES AS DETERMINANTS OF SUPPLY CHAIN PERFORMANCE IN KENYA’S MANUFACTURING FIRMS: A CASE STUDY OF NAIROBI-BASED FIRMS IN THE FOOD AND BEVERAGE SECTOR
Abstract
The study sought to establish whether reverse logistics, as a GSCM practice, determines supply chain performance in Kenya’s food and beverage sector. Adopting a case design, the study utilized a questionnaire to collect data, and analysed it using Microsoft Excel, SPSS and SmartPLS. Results indicated that respondents had adopted reverse logistics practice to a significant degree. However, there was a disconnect between adoption and practice of this GSCM component since respondents affirmed incorporation of recyclable content and reusability of their packaging but a significant percentage (46%) remained non-committal on the issue of used-package collection, implying an incomplete reverse logistics loop. The study recommended institution of measures to facilitate collection of used packaging by having collection points where customers could drop off used oil/milk/beverage containers. Collection of expired products from customers for disposal was also recommended. These measures would complete the reverse logistics loop fully, thereby reducing the firms’ environmental footprints.
Keywords: Green, Supply Chain Management, Performance, Packaging, Reverse Logistics
Full Text:
PDFReferences
Amemba, C. S. (2013). Green Supply Chain Best Practices In Hospitality Industry In Kenya. Global Journal of Commerce and Management Perspective, 2(3) 2013:7-18
Andebe, E. O. (2013) Green supply chain management practices of the textile industry in Kenya. MBA thesis, University of Nairobi. http://erepository.uonbi.ac.ke
Ball, A., Craig, R., (2010). Using neo-institutionalism to advance social and environmental accounting. Critical Perspectives on Accounting, 21(4), 283-293.
Brito, M. P. D. and Dekker, R. (2002). A Framework for Reverse Logistics. Econometric Institute Report.EI 2002-38SSRN eLibrary. Rotterdam.
Douglas, J. (2006). Building Adaptations, 2nd edition. Oxford: Butterworth-Heinemann.
Eltayeb, T., Zailani, S. and Ramayah, T. (2011), “Green supply chain initiatives among certified companies in Malaysia and environmental sustainability: Investigating the outcomes”, Resources,Conservation and Recycling, 55, 495-506.
Green, K.W. Jr, Whitten, D. and Inman, R.A. (2008), “The impact of logistics performance on organizational performance in a supply chain context”, Supply Chain Management: An International Journal, 13 (4), 317-27.
Green, K., Morton, B. and New, S. (1998), “Green purchasing and supply policies: do they improve companies’ environmental performance?”, Supply Chain Management: An International Journal, 3 (2), 89-95.
Hirsch, P.M., (1975). Organizational effectiveness and the institutional environment. Administrative Science Quarterly, 20(3), 327-344.
Lin, R-J., Chen, R-H.and Nguyen, T-H. (2011), “Green supply chain management performance in automobile manufacturing industry under uncertainty”, Procedia-Social and Behavioral Sciences, 25, 233-245.
Maignan, I., McAlister, D.T., 2003. Socially responsible organizational buying: How can stakeholders dictate purchasing policies? Journal of Macromarketing, 23(2), 78-89.
Murray, G. (2000), “Effects of a green purchasing strategy: the case of Belfast City Council”, Supply Chain Management: An International Journal, 5 (1), 37-44.
Pfohl, H., Bode, A. and Nguyen, T. (2012). Adaptability To Reverse Logistics – An Empirical Study In European Electronics Industry. Journal of Global Strategic Management 11(6), 89
Preuss, L.L. (2002), “Green light for greener supply”, Business Ethics: A European Review, 11 (4), 308-17.
Rivera, J., (2004). Institutional pressures and voluntary environmental behavior in developing countries: Evidence from the Costa Rican hotel industry. Society and Natural Resources, 17, 779-797.
Rowley, T., (1997). Moving beyond dyadic ties: A network theory of stakeholder influences. Academy of Management Review, 22(4), 887-910.
Ritchie, L.; Burnes, B.; Whittle, P. & Hey, R. (2000). The benefits of Reverse Logistics: the case of Manchester Royal Infirmary Pharmacy. Supply Chain Management: an international Journal, 5(5), 226-233.
Sarkis, J. (2012), “A boundaries and flows perspective of green supply chain management”,Supply Chain Management: An International Journal, Vol. 17, No. 2, pp. 202-216.
Sarkis, J., Gonzalez-Torre, P., Adenso-Diaz, B. (2010). Stakeholder pressure and the adoption of environmental practices: The mediating effect of training. Journal of Operations Management, 28(2), 163-176.
Smith, E.E. & Perks, S (2010). A perceptual study of the impact of green practice implementation on the business functions. Southern African Business Review, 14 (3)
Teuteberg, D. and Wittstruck, F. (2012). “Understanding the Success Factors of Sustainable Supply Chain Management: Empirical Evidence from the Electrics and Electronics Industry”, Corporate Social Responsibility and Environmental Management, 19 (3), 141-158.
UN (United Nations). 2007. Informal thematic debate: Climate change as a global challenge, United Nations General Assembly, 61st session, 3 July–1 August: retrieved from: www.un.org/ga/president/61/follow-up/thematic-climate.shtml.
Wasserman, S., Galaskiewicz, J. (1994). Advances in social network analysis: Research in the social and behavioral sciences. Thousand Oaks, California.
Zhu, Q., Sarkis, J. and Geng, Y. (2005), “Green supply chain management in China: pressures, practices and performance”, International Journal of Operations and Production Management, Vol. 25 No. 5, pp. 449-468.
Zhu, Q., Liu, Q., (2010). Eco-design planning in a Chinese telecommunication network company: Benchmarking its parent company. Benchmarking: An International Journal,17(3), 363-377.
DOI: http://dx.doi.org/10.61426/sjbcm.v1i2.42
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.