A valuable reference tool, the Article Index is a comprehensive list of articles that have appeared in the Journal of Supply Chain Management (formerly International Journal of Purchasing and Materials Management, Journal of Purchasing & Materials Management and Journal of Purchasing). Articles are organized by subject for easy locating and study.
Journal Article Index
Term selected: Environmental Issues
A Framework for Procurement Decisions Dominated by Environmental Constraints,
Vol. 8, No. 3 (Summer 1972), p. 46.
This article is not available online.
"Does the Competitive Environment Influence the Efficacy of Investments in Environmental Management?" ,
Vol. 40, No. 3 (Summer 2004), p. 30.
Supply chain managers confront numerous threats and opportunities in today's competitive environment. Firms simultaneously face increased pressure to lower costs and to be innovative. In addition, most firms are also under increased pressure to improve their environmental (ecological) performance. These rival demands from the competitive environment make it difficult for supply chain managers to determine how a specific investment will influence performance. Thus, inevitable tradeoffs among investments must be assessed and implemented. This research examines the efficacy of investments in environmental management in different competitive environments, and provides guidelines for supply chain managers in determining when and how they should respond to simultaneous pressures to improve economic and ecological performance.
"Environmental Purchasing: Benchmarking Our German Counterparts" ,
Vol. 34, No. 4 (Fall 1998), p. 28.
Environmental purchasing consists of purchasing's involvement in activities that include reduction, reuse, and recycling of materials. Despite the valuable role that the purchasing function can play in an organization's environmental activities, research is only now beginning to emerge in this area. The authors present a reliable and valid scale used to measure environmental purchasing, examine the company-specific factors that impact these activities, and compare the actions of U.S. purchasing managers to those of their German counterparts. Directions for much needed future research are then proposed.
"Green Purchasing Strategies: Trends and Implications" ,
Vol. 33, No. 3 (Summer 1997), p. 10.
Over the last two decades, growing concerns about ecosystem quality have led to a renewed interest in environmentalism. Purchasing professionals should also be concerned and need to rethink purchasing strategies which have traditionally neglected environmental impacts. To help foster environmentally concerned purchasing strategies, this article presents the findings of an empirical survey of NAPM members in firms with a high level of awareness and frequent applications of "green" purchasing. Environmental factors are identified that may reshape supplier selection decisions. The role of "green" purchasing in reducing and eliminating waste is discussed. Also, effects of "green" purchasing on packaging decisions are explored. Finally, some important practical guidelines are suggested which may enhance the effectiveness of regulatory compliance, pollution prevention, and resource recovery.
"ISO 14000: Assessing Its Perceived Impact on Corporate Performance" ,
Vol. 36, No. 2 (Spring 2000), p. 4.
The ISO 14000 series of environmental standards is a relatively recent development in environmentally responsible manufacturing (ERM). It applies to environmental systems and processes the same approach used by its predecessor,the ISO 9000 quality standards. Being relatively new, numerous questions have arisen regarding the impact of these new standards on both the corporate environmental management system and corporate performance. This article addresses some of these questions by drawing on data generated by a large-scale survey of American managers. The results indicate that, even though ISO 14000 has achieved relatively limited acceptance, there is strong evidence to indicate that this series of standards can positively impact both the performance of the environmental management system as well as overall corporate performance. Further, it was found to outperform other ERM initiatives such as the Environmental Protection Agency's (EPA) 33/50 program.
"Purchasing's Role in Environmental Management: Cross-Functional Development of Grounded Theory" ,
Vol. 37, No. 3 (Summer 2001), p. 12.
Are government regulations a driver or barrier to environmental activities? Does greater functional involvement within a firm help to ensure the success of environmental projects? Do environmental projects improve or harm financial performance? This research finds that none of these questions can be answered with a simple "yes" or "no." Instead, this article distinguishes between successful and unsuccessful environmental projects, through an examination of not only their consequences but also their drivers and barriers and the functional interplay that occurs during their implementation. The findings result from an inductive study leading to theory grounded in the data but related to extant findings, and are based on case studies that tap the perspectives of purchasing managers and the managers in multiple, additional functional areas with whom they interact when initiating environmental projects.
"The Green Supply Chain: Integrating Suppliers into Environmental Management Processes" ,
Vol. 34, No. 2 (Spring 1998), p. 2.
In business today, companies cannot ignore environmental issues. Increasing government regulation and stronger public mandates for environmental accountability have brought these issues into the executive suite, and onto strategic planning agendas. At the same time, companies are integrating their supply chain processes to lower costs and better serve customers. These two trends are not independent; companies must involve suppliers and purchasers to meet and even exceed the environmental expectations of their customers and their governments. Based on case studies of five companies in the furniture industry, a number of supply chain environmentally-friendly practices (EFP) are identified. Using accepted qualitative research methods for case-based research, several primary areas for change to increase purchasing's impact on environmental results are identified:
The Purchasing Manager's Impact on the Environment,
Vol. 8, No. 1 (Winter 1972), p. 58.
This article is not available online.