Addressing key sustainable supply chain management issues using rough set methodology

被引:36
作者
Bai, Chunguang [1 ]
Sarkis, Joseph [2 ]
Wei, Xiaopeng [1 ]
机构
[1] Dalian Univ Technol, Sch Management, Dalian, Peoples R China
[2] Clark Univ, Grad Sch Management, Worcester, MA 01610 USA
来源
MANAGEMENT RESEARCH REVIEW | 2010年 / 33卷 / 12期
关键词
Supply chain management; Performance measures; Selection; Environmental management;
D O I
10.1108/01409171011092176
中图分类号
C93 [管理学];
学科分类号
12 ; 1201 ; 1202 ; 120202 ;
摘要
Purpose - This paper aims to introduce relatively novel multi-supply chain activity overview rough set theoretic applications to aid management decision making with an especial focus on green and sustainable supply chain management. Design/methodology/approach - The methodology is a review of recent literature with extensions around rough set or neighborhood rough set methodologies for supply chain management. An overview of how the techniques can be applied to various stages of green supply chain management, selection, evaluation, development is presented in various sections. Findings - The paper finds that rough set methodology is flexible enough to be applied as a selection tool, performance measurement evaluation tool, and a development program evaluation tool. Its application to green supply chain management topics is warranted and valuable. Research limitations/implications - Limitations of the approach provide additional avenues for further research. One major limitation of the research is that a real-world application to validate the approaches is necessary. Extensions and integration with other tools can also provide avenues for improvement. Practical implications - A three-staged ecological green supplier management process may help to get a broader corporate social responsibility and general sustainability perspective on the supply chain. Management can use these tools for planning, decision making, and maintenance of green supply chain activities. Social implications - The application of sustainability and environmental issues for supply chain management has significant social impact. Originality/value - Methodologically, this is the first time that neighborhood rough set has been comprehensively evaluated as a tool for managing green suppliers. A comprehensive overview of the green supplier management process considering the sustainability factors helps researchers to identify many opportunities for further investigation.
引用
收藏
页码:1113 / +
页数:17
相关论文
共 35 条
[1]  
Bai C., 2010, WORKING PAPER
[2]   Green supplier development: analytical evaluation using rough set theory [J].
Bai, Chunguang ;
Sarkis, Joseph .
JOURNAL OF CLEANER PRODUCTION, 2010, 18 (12) :1200-1210
[3]   Integrating sustainability into supplier selection with grey system and rough set methodologies [J].
Bai, Chunguang ;
Sarkis, Joseph .
INTERNATIONAL JOURNAL OF PRODUCTION ECONOMICS, 2010, 124 (01) :252-264
[4]  
Bazan JG, 2005, LECT NOTES COMPUT SC, V3400, P37
[5]   Measuring supply chain performance [J].
Beamon, BM .
INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT, 1999, 19 (3-4) :275-292
[6]   Developing key performance indicators for supply chain: an industry perspective [J].
Chae, Bongsug .
SUPPLY CHAIN MANAGEMENT-AN INTERNATIONAL JOURNAL, 2009, 14 (06) :422-428
[7]   Logistics social responsibility: Standard adoption and practices in Italian companies [J].
Ciliberti, Francesco ;
Pontrandolfo, Pierpaolo ;
Scozzi, Barbara .
INTERNATIONAL JOURNAL OF PRODUCTION ECONOMICS, 2008, 113 (01) :88-106
[8]   Performance measurement of supplier relationships [J].
Giannakis, Mihalis .
SUPPLY CHAIN MANAGEMENT-AN INTERNATIONAL JOURNAL, 2007, 12 (06) :400-411
[9]   Modelling and analysis of supply chain management systems: an editorial overview [J].
Gunasekaren, A ;
Macbeth, DK ;
Lamming, R .
JOURNAL OF THE OPERATIONAL RESEARCH SOCIETY, 2000, 51 (10) :1112-1115
[10]   Applying environmental criteria to supplier assessment: A study in the application of the Analytical Hierarchy Process [J].
Handfield, R ;
Walton, SV ;
Sroufe, R ;
Melnyk, SA .
EUROPEAN JOURNAL OF OPERATIONAL RESEARCH, 2002, 141 (01) :70-87