Eco-Management and Auditing · 1999 · 13 citations · 0 references
ManagementEnvironmental ManagementSupply Chain ManagementSupplier Relationship ManagementSupply Chain StrategySustainable Supply Chain ManagementEnvironmental StrategySupply Chain GovernanceSupply Chain SustainabilitySustainable Business PracticesSustainable Supply ChainsCo-creation With StakeholdersCritical Success FactorsEnvironmental Supply Chain ManagementSupply Chain Environmental PerformanceSupply Chain Environmental StrategySupply Chain ImpactsSupply Chain InterdependenceSustainable Supply Chain Collaboration
The paper describes the process towards more sustainable production in the retailing sector. It is suggested that the companies’ expansion from a focus on internal to external activities and actors is partly due to pressure from their environmental stakeholders. The companies also recognize that their own environmental impact is closely linked to the environmental performance of their suppliers and supplier pressure is recognized as one of the most important catalysts for more sustainable production. Examples of how big retailing companies in the UK and Norway have gone about initiating environmental pressure on their suppliers is presented. We also discuss and present some possible effects and success factors when trying to develop a closer co-operation between different actors in the supply chain of a product. It is argued that supply chain pressure can be more effective than regulation in creating environmental improvements in SMEs. Copyright © 1999 John Wiley & Sons, Ltd and ERP Environment.