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Developing a Sustainable Supply Chain Strategy

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Sustainable Supply Chain Management

Learning Goals

By reading this chapter you will:

  • Know the basics of competitive strategy and supply chain strategy and understand their interrelations

  • Understand the need for a sustainable supply chain strategy

  • Understand the ingredients of a sustainable supply chain strategy

  • Apply a generic, iterative approach to develop your sustainable supply chain strategy

  • Apply a balanced scorecard to implement your sustainable supply chain strategy

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Notes

  1. 1.

    Strategy in diversified companies is many-faceted and may be defined at business unit or corporate or company-wide levels. Competitive strategy seeks to create competitive advantage in each of the fields in which a company competes. Corporate strategy concerns two different questions: what business the corporation should be in, and how the corporation should manage an array of business units. See Porter (1987).

  2. 2.

    Porter (1985).

  3. 3.

    Porter (1985).

  4. 4.

    Porter (2008), p. 11.

  5. 5.

    O'Marah and Hofman (2010).

  6. 6.

    Christopher (2005), Chopra and Meindl (2004) and Fisher (1997).

  7. 7.

    Chopra (2004), p. 3.

  8. 8.

    Fisher (1997), p. 109.

  9. 9.

    Changes in the business environment occur usually as trends. Trends in a business environment are changes which take place over time and affect companies in their competitive environment; for example, the current “corporate social responsibility” trend or the “green SCM” trend. Some such trends – so-called “mega trends” – have a more global and extended impact on the economic, business, and social environment. Climate change is an example of such a mega trend: It affects customers, regulations, society, the competition, investors, and the markets of a company.

  10. 10.

    Straube and Pfohl (2008), p. 69.

  11. 11.

    New also in terms of the dimension considered; social and environmental goals within a supply chain strategy are in many companies new, or at least secondary.

  12. 12.

    We will return to the topic of “measurement” and KPI systems again in Chap. 3.

  13. 13.

    For the sake of completeness we should mention that the company-specific supply chain strategy of many OEMs determines substantially the cross-company supply chain strategy of the whole supply chain.

  14. 14.

    Some stakeholder theories consider shareholders also as stakeholders. I do so, too. See Chap. 6.

  15. 15.

    See Chap. 5.

  16. 16.

    See Chap. 5.

  17. 17.

    Not just strong communication and marketing, rather a structural internal change.

  18. 18.

    Kaplan and Norton (1996), p. 8.

  19. 19.

    Kaplan and Norton (1996), p. 25.

  20. 20.

    Except non-profit organisations.

  21. 21.

    WBCSD (2005), p. 3.

  22. 22.

    WBCSD (2005)

  23. 23.

    Kaplan and Norton (1996).

  24. 24.

    The perspectives are sorted in a sequence shown on Fig. 2.14, which represent the cause-effect relationships of the different perspectives. Hence, the sustainability perspective represents the second perspective.

  25. 25.

    Kaplan and Norton (1996), p. 26 ff.

  26. 26.

    Kaplan and Norton (1996), p. 127.

  27. 27.

    According to Kaplan and Norton (1996), p. 10.

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Authors and Affiliations

  1. Department of Technology and Management Chair of Logistics, Berlin Institute of Technology (TU-Berlin), Strasse des 17. Juni 135, 10623, Berlin, Germany

    Balkan Cetinkaya

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  1. Balkan Cetinkaya
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Correspondence to Balkan Cetinkaya .

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Cetinkaya, B. (2010). Developing a Sustainable Supply Chain Strategy. In: Sustainable Supply Chain Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-12023-7_2

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