Journal of Manufacturing Technology ManagementGreen supply chain management: Drivers, barriers and practices within the Brazilianautomotive industryEverton Drohomeretski Sergio Gouvea da Costa Edson Pinheiro de Lima

Article information:To cite this document:Everton Drohomeretski Sergio Gouvea da Costa Edson Pinheiro de Lima , (2014),"Green supply chainmanagement", Journal of Manufacturing Technology Management, Vol. 25 Iss 8 pp. 1105 - 1134Permanent link to this document:http://dx.doi.org/10.1108/JMTM-06-2014-0084

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Green supply chain managementDrivers, barriers and practices within the

Brazilian automotive industryEverton Drohomeretski

Industrial and Systems Engineering, Pontifical Catholic University of Parana,Curitiba, Parana, Brazil and FAE University Center,

Curitiba, Parana, Brazil, and

Sergio Gouvea da Costa and Edson Pinheiro de LimaIndustrial and Systems Engineering, Pontifical Catholic University of Parana,

Curitiba, Parana, Brazil and Federal University of Technology – Parana,Curitiba, Parana, Brazil

Abstract

Purpose – The purpose of this paper is to identify the main motivating factors and difficulties inimplementing GSCM; and to describe and explain how GSCM is being adopted in the Brazilianautomotive industry.Design/methodology/approach – To meet the proposed objectives three case studies will becarried out in a Brazilian automotive industry, performing a total of 13 interviews, based on a researchprotocol. As the data collection instrument, a semi-structured interview was used based on apre-established script, direct observation and documents from the organization researched. Forthe analysis of the results, the content analysis method was used, applying a triangle analysis to theresearch data with the patterns presented in the theoretical reference.Findings – The paper orients the companies in the automotive sector to adopt GSCM practices andprincipally that internal actions of automakers can be transferred throughout the supply chain.Practical implications – Contributes in a more practical so that companies evaluate the level ofapplication of their GSCM practices such that they may take more corrective actions to increase thelevel of GSCM practices.Originality/value – Proposition of one classification system to identify the level of adoption of GSCMpractices.

Keywords Case studies, Innovation, Supply chain management, Automotive industry,Green operations

Paper type Research paper

1. IntroductionPopulation growth, combined with easy access to credit, has led to a considerableincrease in vehicle sales compared to previous decades. Global vehicle production hasgrown 38.63 percent in the past ten years based on data from the OrganisationInternationale des Constructeurs d’Automobiles (OICA, 2013). Brazil is among thecountries with the highest rates of vehicle production. According to OICA (2013), Brazilis currently ranked seventh in world automotive production with an 18.10 percentincrease when comparing the second quarter of 2013 to the same period in 2012.

The current issue and full text archive of this journal is available atwww.emeraldinsight.com/1741-038X.htm

Received 25 October 2013Revised 12 April 2014

20 June 2014Accepted 26 June 2014

Journal of Manufacturing TechnologyManagement

Vol. 25 No. 8, 2014pp. 1105-1134

r Emerald Group Publishing Limited1741-038X

DOI 10.1108/JMTM-06-2014-0084

This paper was submitted to a special issue on ICPR Americas 2012, Guest Edited by JoseCeroni.

The authors would like to thank CAPES (Coordination for the Improvement of Higher LevelPersonnel) for the financial support through the project Pro-Engineering.

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The growth in vehicle sales in Brazil in recent years is largely due to economicdevelopment, population growth and access to easy credit. To meet the demand and thatof the external market, the production of leisure vehicles in Brazil has increased by over200 percent in the last ten years (Anfavea, 2012). Although these figures are viewed aspositive from an economic standpoint, it has generated environmental impacts throughoutthe supply chain from the consumption of natural resources and the waste generated.

Growth in industrial automotive production has caused a significant impact on theenvironment (Gerrard and Kandlikar, 2007). To mitigate the impacts, many automakersare incorporating green practices (Gonz�alez et al., 2008). Organizations are taking moreresponsibility for preventing environmental accidents and waste generation in theirsupply chains, largely motivated by regulatory fines and customer demands (Seuring,2010). The process known as Green Supply Chain Management (GSCM) is an effectiveway for supply chain managers to reduce environmental risks, reduce waste and increaseflexibility in response to new environmental requirements and customer demand (Bowenet al., 2001; Jabbour et al., 2013; Melnyk et al., 2003; Sarkis, 2003). Examples of GSCMinitiatives in the automotive supply chain include demands by Ford Motor Company,BMW and Mitsubishi requiring suppliers to have ISO 14001 certification (Xie and Breen,2012). Thus, there is a need for studies that detail how GSCM is being implemented in theautomotive supply chain.

This paper aims to: identify the main driving factors and barriers to implementingGSCM; and describe and explain how GSCM is being adopted in the Brazilianautomotive supply chain.

The paper is divided into five sections including this introduction. Section 2contains the literature review focussing on GSCM in the automotive industry. In thethird, the methodological design of the study is presented and subsequently, thedescription and analysis of the data collected. In Section 4 the classification ofcompanies is presented based on GSCM practices. Finally, we describe the researchfindings and suggestions for future work.

2. GSCM in the automotive industrySustainable management is an important issue in the supply chain. The development ofenvironmentally friendly products or processes (one of the dimensions of sustainabledevelopment) calls for a unified effort in the supply chain, which depends on thecontribution and commitment of all actors in the chain, both upstream and downstreamand strategic alignment so that the environmental issues result in effective gains(Gerrard and Kandlikar, 2007; Hervani et al., 2005; Gold et al., 2010).

According to Sarkis (2003) in order for the supply chain to achieve satisfactoryenvironmental performance, many environmental actions call for supplierparticipation, such as:

. programs for reducing or eliminating materials used in the production process;

. programs focussed on environmental conformity in suppliers’ operations; and

. joint development of new materials, processes or other solutions for reducing theenvironmental impact.

GSCM emerged as an organizational philosophy to help organizations and their partnersreach their objectives, such as profit and market share, reducing environmental risks andimpacts and improving ecological efficiency (Figueiredo and Mayerle, 2008; Kuik et al.,2011; Zhu et al., 2008).

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GSCM can be defined as the integration of environmental considerations in SCM,including product design, the selection and outsourcing of materials, manufacturingprocesses, delivery of the final product to consumers and managing the disposal of theproduct at the end of its life cycle (Srivastava, 2008).

The implementation of GSCM practices depends on various driving factors andinternal and external pressures (Xu et al., 2013). For Hall (2000) the external pressure(on the organization) is one of the main factors that affect the execution of GSCM.In this respect, Zhu and Sarkis (2007) found that companies that face greaterregulatory pressures tend to adopt GSCM more quickly. In turn there are variousbarriers to implementing GSCM, among them we point to the cost of implementationand technological barriers ( Jalali Naini et al., 2011) and the qualification of suppliers(Thun and Muller, 2010).

Efficiency from start to finish in the management of products and processesinvolves ensuring that sustainable principles are incorporated and evident throughout thesupply chain. Thus, GSCM practices should encompass all of the activities in the supplychain, from green purchasing to integrated life cycle management, ending the cycle withreverse logistics (Kuik et al., 2011; Rao and Holt, 2005; Srivastava, 2008; Blome et al., 2014).Talbot et al. (2007) emphasize that the closed loop supply chain is a necessary factor forachieving effective environmental outcomes.

Walton et al. (1998) conducted a study in five American industries to identify GSCMpractices adopted by the companies. The authors classified the GSCM practices intofive categories:

(1) products designed with eco-friendly materials;

(2) design process of the product;

(3) improvements in supplier processes;

(4) evaluation of suppliers; and

(5) internal logistics process.

Meanwhile Hervani et al. (2005) found that GSCM can be defined as the combination ofthe following activities:

(1) green purchasing;

(2) green manufacturing and materials management;

(3) green distribution/marketing; and

(4) reverse logistics.

Regarding the implementation of GSCM in the automotive industry Chiou et al. (2011)emphasize that it is important to understand the impacts and relationships that bringabout the greatest integration among the GSCM practices in the automotive industry.In particular with regard to suppliers and green innovation processes for betterunderstanding the relationship and impact on environmental performance andcompetitive advantage.

Geffen and Rothenberg (2000) conducted case studies at three manufacturers fromthe automotive industry in the USA to analyze innovation in the paint sector. Theauthors concluded that many of the improvements in reducing the environmentalimpact in the paint sector of the automotive industry can be generated with theeffective participation of suppliers through the implementation of technological

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innovation in their production processes. The authors concluded that when themanufacturers and suppliers invest in technological innovation and flexiblemanufacturing there is a significant improvement in environmental performance.

Xia and Tang (2011) report that executives need to first identify the mostappropriate situation to use full, modular or open innovation strategies. Second, thekey issue is that innovation, technology, demand and markets change quickly,that is why everything is a temporary advantage. For the authors everything that iscurrently acceptable in the supply chain may not be ideal in a few years. In otherwords, beyond our understanding of how and why, we should consider what, whereand when. Therefore, executives should evaluate the strategies in the supplychain periodically. The authors report that the main ingredients for success in this raceare speed and flexibility.

Furthermore, Xia and Tang (2011) hold that the future of supply chain managementin the automotive industry is divided into four elements: sustainable development;less dependence on gasoline, the green energy reform; and high ethical and moralstandards.

Koplin et al. (2007) proposed a conceptual model that integrates GSCM withregulatory requirements, the anticipated detection of risks, the supply processand monitoring and development of suppliers linked to the automotive industry. Theauthors concluded that for the effective implementation of sustainability in theautomotive industry it is necessary to go far beyond stating the mission in order to findpractical approaches to sustainable development with the companies themselves,as well as in relation to their supply chains.

As for the connection between practices and performance measures, Azevedoet al. (2011) proposed a framework that demonstrates the influence of GSCM practiceson the performance of the automotive supply chain (Figure 1). In the modelpresented in Figure 1 by Azevedo et al. (2011) the GSCM practices were dividedinto the focal company, upstream and downstream in the supply chain and connectwith three dimensions of performance measures: economic, operational andenvironmental.

Regarding ISO 14001, it is necessary to encourage its implementation extendingfrom the focal company outward to the supply chain. Along these lines, Curkovic andSroufe (2011) conducted nine studies in the automotive industry in the USA to identifyhow implementing ISO 14001 contributes to the sustainable management of the supplychain. The authors found that supply chain managers who want to improve theintegration of sustainability within their supply base should seek out suppliers capableof generating adequate performance in improving internal efficiency. Suppliers withless integration or that do not have ISO 14001 certification as a motivator for change,only do what is necessary to meet the requirements of customers, thus completeintegration is not possible. In this case, the authors hold that these suppliers should notbe selected. The authors conclude that the implementation of ISO 14001 in the supplychain allows for: increased sustainability; improved company performance; reducedwaste; increased efficiency in terms of costs; increased company growth; improvedimage; improved work by employees and lower risk of accidents.

The automaker is one of the key stakeholders in the environmental actions carriedout by suppliers, especially as a result of the cost reductions the practices provide(Simpson et al., 2007). As the authors pointed out, automakers exercise governancein the supply chain and have significant potential to force suppliers to makeimprovements in their environmental management practices by introducing

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Figure 1.GSCM practices and

performance measuresin the automotive

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environmentally sound technologies and collaborating with suppliers to shareknowledge and jointly develop more sustainable products and processes.

They further point out that while the adoption of environmental practices in thesupply chain generates long-term cost reductions, many of these actions requireinvestments in technology, process innovation and equipment, which in the short termhave the impact of increasing costs (Simpson et al., 2007). Thus, the authors report thatthese initial costs are seen by the suppliers as a barrier to implementing GSCMpractices. However, with the effective participation of automakers in the process ofimplementing GSCM throughout the supply chain with actions such as the transferof technology and innovations, the installation of new equipment, training of suppliers,allocating employees at the plants of suppliers, among others, it is possible to generatesignificant gains in environmental efficiency.

For Thun and Muller (2010) the main objectives in implementing GSCM in theautomotive industry are: meeting regulatory requirements; environmental protection;improved corporate image; improved quality; competitive advantage; reductions incosts and the efficient use of resources. Nevertheless, the authors found that the mostrelevant objectives were compliance with legal requirements and environmentalprotection, while cost reduction and competitive advantage are considered relevantthere is still a low level of adoption. Zhu et al. (2007), in turn identified that the legalrequirements and the pressure of the external market are key drivers for adoptingenvironmental practices in the Chinese supply chain. For Zhu et al. (2008) the mainfocus of GSCM has been in relation to cost reductions and improvements inenvironmental performance.

In relation to reverse logistics in the automotive industry, Kumar and Yamaoka(2007) report that a barrier to its implementation is the large number of componentsthat an automotive has (roughly 3,000 components). This makes managing the takebacks in the supply chain and their remanufacture into new products more difficult.

3. Research designBased on the objectives of this study, which aims to identify how GSCM practices areadopted and to pinpoint the main motivations and barriers to its implementation inthe automotive supply chain, a qualitative study was carried out. The followingresearch questions guided the study:

RQ1. What are the main motivations and barriers to the implementation of GSCMin the Brazilian automotive supply chain?

RQ2. How are GSCM practices applied to the automotive supply chain?

To answer these questions, the case study was used as a research strategy at threeautomotive assembly plants in Brazil. McCutcheon and Meredith (1993) point out thatthe case study is useful for assessing “real world” examples. Ellram (1996) indicatesthat there is an excellent opportunity for using the case study in many areas oflogistics and purchasing. Seuring (2008) states that the case study allows for directobservation in the field, which would be particularly appropriate for looking at variousstages of a supply chain. The case study is an appropriate method for exploratorystudies that aim to identify characteristics of GSCM, due to the flexibility that it offers(Seuring, 2004, 2008). The main objective of carrying out the case study in this researchis exploratory. As the case study does not seek to construct, validate or extend the

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theory, the focus is on understanding how GSCM practices are being implemented(Voss et al., 2002).

The unit of analysis is the automotive industry of Brazil and the sample selectioncriteria was based on the following requirements: to be an automotive assembly plantand to present characteristics related to sustainability in the company web site. Thus,based on Patton (1990) the sample selection can be characterized as intensive.Furthermore, the three companies chosen have a strong presence in the Brazilianmarket and are positioned among the leaders in sales in their market segments.

To structure the development of the research protocol (Appendix) and the datacollection process a conceptual framework was created (Figure 2) based on theprevious section, especially with the support of studies by Beske et al. (2008), Gold et al.(2010), Hervani et al. (2005), Holt and Ghobadian (2009), Koplin et al. (2007), Sarkis(2001), Sarkis, (2003), Seuring and Muller (2008), Zhu et al. (2007), Carvalho et al. (2011)and Xu et al. (2013).

The framework presents GSCM relationships in the focal company, upstream anddownstream in the supply chain. The literature review was divided as follows:motivators, barriers, supply process, internal, external and reverse logistics processes,production and product development.

The research protocol is presented in Appendix of this paper. Based on the protocolthe data collection script was developed, which is separated into eight blocks: datafrom respondents and companies; motivators and the barriers to implementation;normative requirements; environmental management system (EMS); the supply process;development and management of packaging flow; direct and reverse logistics; and cleanproduction and eco-design. In addition to direct observation in the production areas,logistics and waste collection centers; a total of 13 interviews were conducted withmanagers from the purchasing, logistics, production, quality and environment sectors.Secondary data were also collected, like internal environmental performance indicatorsand those of suppliers, internal information reports for suppliers and clients, environmentalscripts, norms for supplier certification, manual of guidelines for auditing suppliers,sustainable requirements document, among others.

As a research protocol validation process a pilot test was initially carried out in oneof the three companies studied. The pilot case was important for fine tuning theinterview script and determining which areas of the company need to be involved.Adjustments in the research protocol and in the data collection script were carried outduring the pilot case, including the need to increase the number of areas studiedand the people interviewed, they were then standardized for conducting the othercase studies.

The research project followed the quality criteria presented by Rowley (2000),Yin (2009, p. 55) and Christopher et al. (2011). For data analysis, content analysis wascarried out, thus using triangulation between respondents, the documents collected,observation of direct and reverse processes, comparison with the results presentedin the research literature, and especially the analysis of the three cases. The use ofmultiple sources of data collection aimed to increase the validity and reliabilityof the research.

The methodological development of this research sought to follow the stagespresented by McCutcheon and Meredith (1993), Ellram (1996) and Seuring (2008)aiming to meet the necessary rigor for a case study. Figure 3 presents a summaryof the research stages including the definition of research questions and the forms ofdata analysis.

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Figure 2.GSCM framework for theautomotive industry

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After reviewing the literature, in the second section of this paper and the description ofthe research method, the next section aims to present a synthesis of the data collectedin the three companies and the analysis following the structure of the research protocol(Appendix).

4. Description and data analysisFrom March of 2012 to February of 2013 three car manufacturers were studied in thesouth of Brazil. To protect the confidentiality of each company analyzed, the term AUT(AUTOMAKER) was adopted, followed by a number (1, 2 or 3) to identify eachorganization, referred to as AUT1, AUT2 and AUT3. The characteristics of thecompanies studied are listed in Table I.

Below the data will be described following the sequence of the research protocol:drivers and barriers; regulatory requirements; internal processes; direct logistics andreverse logistics; clean production and eco-design.

Research Strategy Case Study

Objective of case study Purpose of the Case Study

Number of cases

Sampling criterion Intensive cases

Instrument of data collection- Roadmap interview

- Observation- Documents and indicators

Instrument data analysis- Content Analysis

- Triangulation internal- Triangulation between cases

Unit of analysis Brazilian industry of automotive vehicles

3 Cases Study

Search Protocol Project to collect and analyze data

Definition of the theme and research questions

What are the barriers and drivers of GSCM in the automotive supply chain and how they

are being implemented

Pilot case Validate the interview script

Quality Criteria

Construct validity

Several respondents qualified, direct observation and document analysisComplement interview data with indicators of processes

Roadmap sent in advance to respondents

Internal validityData analysis was based on: triangulation between different instruments to collect data from each company; triangulation between companies and compare the results with the literature

External validityThe framework and roadmap developed can be used in further research to examine the use of GSCM practices

ReliabilityThe research followed a research protocol that guided the selection of respondents, data collection sequence with bases in the SCM processes and practices of GSCM

Figure 3.Summary of the

methodological stepsof the research

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4.1 Drivers and barriersTo identify the main drivers and barriers to implementing GSCM in the threecompanies a survey was carried out with each one of the 13 people interviewed. Thedrivers were organized according to the following categories: market, legalrequirements, certifications and internal based on this literature review. A summaryof the responses are listed in Tables II and III.

The main drivers identified for implementing GSCM were: customer demand forsustainable products; legal requirements; and the reduction of costs in the supply chainby minimizing the consumption of resources. These results are aligned with those ofZhu et al. (2007), Handfield et al. (1997), Seuring and Muller (2008), Smith and Crotty(2008), Srivastava (2008) and Thun and Muller (2010).

In relation to the barriers, findings show that the main factors that impede theimplementation of GSCM practices in the automotive supply chain is the cost ofimplementation and the lack of preparedness of suppliers. These results coincide withthose obtained in studies carried out in the automotive supply chain by Simpson et al.(2007) and Jalali Naini et al. (2011).

4.2 GSCM Practices: internal processesIn the three companies interviewed there is a manager who oversees environmentalpractices and there are environmental policies in place aligned with the company’sproduction and business strategies. The environmental sector is essential to definingthe environmental strategy of the companies.

AUT1 invests resources in environmental management from its beginning in 1999and starting in 2001 the company implemented an EMS. The EMS at the threecompanies aim to evaluate and control the environmental impacts generated by theirprocesses, identifying the opportunities for reducing the use of natural resources andenergy to preserve the environment and prevent environmental damage, in complyingwith legislation and other environmental norms in effect. The EMS of AUT1 has sevenprinciples, categorized as shown in Table IV.

AUT2 has a recovery rate of 91 percent of parts from its product with the goal ofreaching 95 percent in 2015. AUT3 does not yet have ISO 14001certification; therefore,its current objective is to meet the criteria required for certification.

The three automakers have targets as part of their Operational Planning that aim toreduce environmental impacts and accidents resulting from production. The clearest

Characteristics of the companies

Characteristics AUT1 AUT2 AUT3

Sector Automotive Automotive Agricultural equipmentSize Large Large LargeCountry of origin Germany France ItalyNumber of directemployees

Approximately 3.3thousand

Approximately 6.3thousand

Approximately 2.5thousand

Quantity produced 820 1,000 100Sectors interviewed Logistics, purchasing,

quality, environmentand productdevelopment

Logistics, purchasing,quality, environmentand productdevelopment

Logistics, purchasing,quality, environmentand productdevelopment

# of peopleinterviewed

Four Five FourTable I.Characteristics of thecompanies

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Drivers AUT1 AUT2 AUT3

Market Demand for vehiclesthat produce less of animpact on theenvironmentSustainabilityperformance hasrepresented animportant indicator forcorporate leadershipPressures of competitionon cost reduction andsustainable issues

Demand for sustainableproductsActions fromcompetitors have alsodriven the company toadopt sustainableactions

Demand for lesspolluting products

Legal requirementsand certifications

ISO 14001GRI GuidelinesCompliance with thecurrent legislation inBrazil

ISO 14001Compliance withlegislation

Compliance withlegislation

Internal Implementation ofenvironmental actionssince its inauguration in1999 and in the supplychain starting in 2003by orders fromheadquartersReduction of internaland external logisticscosts and productioncostsTreatment and disposalof wasteRequirements of theEuropean headquartersSix Sigma ProgramReduction in customercomplaints

Reduction in costs(recovery of value fromresale, energy, water,time, among others)Increased qualityReliability (deliverydeadline, product,process)Actions related toInnovation(improvements ininternal and externalprocesses andequipment).

Reduction in costs fromenergy savings, byreducing expenses oncompressed air, forexample, reduction inthe use of naturalresources with theinstallation of the wastetreatment plan, reuse inthe paint cabin and timefor improvement in thelayout of the factory

Table II.Drivers of GSCM

Company AUT1 AUT2 AUT3

Barrier Costs of implementingGSCM practices, whichare high, especially dueto the need for newtechnologies involved inthe vehicle productionprocess

Lack of fiscal incentivesand the high cost ofimplementingsustainable processes

The greatest barrier inrelation to the supplychain is the lack ofpreparation bysuppliers, often timesthey are not encouragedto initiate sustainableactivities due to lack ofsupport from AUT3

Table III.Barriers to GSCM

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example is AUT3 with: energy consumption – objective of 268 kWh per vehicleproduced; water – 1.12 m3/vehicle; volatile organic compounds – 41 g/m2; andindustrial and domestic waste – 1.48 kg/vehicle.

It was possible to see that the three companies have prevention policies in place aswell as instruments for avoiding potential environmental accidents. Table V illustratesthe main characteristics of the EMS of the three companies studied.

The three companies have internal EMS that are structured and functioning withspecific managers for overseeing sustainable practices. Furthermore, it is important tonote that the EMS at each of the three companies is aligned with the companystrategies, contributing to strategic development and generating a positive imageamong customers. Curkovic and Sroufe (2011) found that in the automotive industrythe implementation of ISO 14001 in the supply chain contributes to: increasedsustainability; improved company performance; reduced waste; increased costefficiency; increased company growth; improved image; improved work byemployees; and reduced risk of accidents.

4.3 GSCM practices: supplier management and green purchasingTo qualify and develop suppliers the three companies conduct audits of processes anddocumentation. Each one has its own specific tools for developing suppliers, withdifferent criteria and weights.

Principles Objective

1 Reduction of pollutant emissions2 Market focus3 Eco-design4 Continuous improvement5 Legal requirements and Risk anticipation6 Information flow in supply chain and stakeholders7 Environmental protection in internal processes and Employee training

Table IV.Principles of theEMS of AUT1

Criteria AUT1 AUT2 AUT3

There is a manager forsustainable practices

Manager Supervisor Manager

Internal EnvironmentalPolicy

Yes Yes Yes

Goals for reducingenvironmental impacts

Yes, for reducing the useof natural resources andenergy

Yes, kWh per vehicleproduced; water m3/vehicle, waste, amongothers

Yes, management ofwater and energyconsumption

They are aligned withthe production strategy

Yes, sustainability ispart of the strategicmapping of thecompany

Yes, it has a goal for therecovery of 95 percent ofparts from its product

Yes, according todata reported by therespondent,alignment isapproximately 25percent

Table V.EMS in thecompanies analyzed

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In addition to requirements and conditions for suppliers, AUT1 carries outenvironmental actions at its suppliers through workshops, training, technical visitsto the factory to demonstrate supplier influence on the process, control and mitigationactions for potential impacts and on-site technical visits to the suppliers, to identifyoperational limitations and bottlenecks, to know their production reality first-hand.The knowledge of environmental practices adopted by suppliers occurs through thesevisits, audits and technology fairs, where they present their own best practices thatmake a difference in the market.

Supplier development begins with the minimum environmental requirements forbecoming an approved AUT1 supplier. In addition to ISO 14001, the qualificationof the supply network is directly related to the criteria of the VDA norm and ISO TS16949. Only suppliers classified as level A can participate in new projects with thisnorm, which requires the fulfillment of 92 percent or more of the requirements forcertification. The suppliers rated as B (meeting between 82 and 91 percent), can onlysupply parts for the current contract.

AUT2 requires environmental licenses. For AUT2 meeting ISO 14001, 9001 andOSHAS18001 has greater weight on the decision of choosing a supplier. On the otherhand, for AUT3 it is not part of the selection criteria.

As facilitators in implementing environmental practices at the suppliers, AUT2considers the following: safety in the environmental management process, dealingwith emergencies and meeting legislation. AUT3 holds that there are no criteriafor implementing sustainable practices, as the company has no requirements forcertifications.

AUT3 is more advanced in terms of its knowledge of the sustainable actions carriedout by suppliers because it has a specific program for getting results, where thecompany launches its sustainability proposals related to the manufactured productsthat can generate gains. These proposals are evaluated by the different departmentsat AUT3 and if approved the savings generated by the project are divided between thecompany and the proponent supplier. At AUT2 they are communicated via e-mail,and recognition is given in the form of rewards and, especially through thesustainability report presented.

AUT3 is the only company that does not conduct environmental audits at itssuppliers, as it is already part of the company’s internal policies. AUT1 and AUT2 havedifferent systems for recording and monitoring actions.

AUT2 involves suppliers in product development, as far as the use of materials isconcerned. An example of this is that currently they have a service provider that useswaste for making some of the parts used in the process.

AUT2 and 3 stand out for the involvement of suppliers in the development ofsustainable products. AUT3 is more complete on this item as it has a program offeringincentives to suppliers for making sustainable products.

Regarding the purchasing processes of the companies interviewed, only AUT1 andAUT2 ask their national and international suppliers to meet Brazilian environmentallegal requirements. AUT3 requires suppliers to meet regulatory requirements inaddition to economic, logistics and quality issues.

For the logistics operators, each company makes different demands, in the case ofAUT1 and 2 operating and transporting licenses are required as well as ANTT 420.AUT3 requires that they present an Environmental Risk Prevention Program (PPRA,acronym in Portuguese), a Medical Control Program for Occupational Health (PCMSO,acronym in Portuguese) and a Certificate of Occupational Health (ASO, acronym in

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Portuguese). None of the three companies set requirements for specific environmentalcertifications for the logistics service suppliers. Table VI presents a summary of GSCMpractices at the suppliers.

The results identified demonstrate that, although the three companies haveactions for extending green practices to their suppliers and they adopt environmentalrequirements in the process of selecting suppliers, the evaluation of how suppliers areapplying the environmental practices is not effective. The two companies that haveadopted audits at their suppliers do not have a direct objective environmentalassessment; instead they focus on the quality of the process and the product. Theadoption of clear environmental criteria in selecting suppliers and the demand forenvironmental certifications like ISO 14001 are important factors for GSCM to reachthe expected outcomes (Curkovic and Sroufe, 2011).

4.4 GSCM practices: green packagingThe three companies have well-defined processes for developing and managingpackaging. Although at AUT1 the process for managing the development ofpackaging does not have an environmental emphasis. Table VII presents the maincharacteristics related to packaging at the companies studied.

It is important to note that AUT2 has carried out studies on the evolution ofmaterials used in packaging and the objective is to constantly increase the life cycle.The case of Plastisol is an example, degradation of the material is difficult and it has alife cycle of over five years together with the packaging.

Meanwhile, AUT2 has environmental goals for its packaging components, adoptsstandards of approval for suppliers and has documentation for all departmentsinvolved to approve the packaging recommended by the Logistics Engineeringdepartment. It has procedures in place and a standard form for Engineering approval.AUT2 adopts an internal flow for developing its packaging, which includes thefunctional optimization of products, packaging production techniques from thebeginning to end of the life cycle, selection of low impact materials for production andreduction with an efficient distribution system and an environmental impact reductionevaluation by the final customer.

Although the packaging development and management system of company AUT3is less developed than AUT2, it has just won an environmental award for its projectdeveloping pallets from recycled materials. The pallet called an eco-pallet is made fromrecycled materials, plastic ply collected from the streets by associations of recycledmaterial collectors. This practice is aligned with the study by Sarkis et al. (2010) thatlooked at the contribution of the process of reverse logistics to generate income forunderprivileged classes of the economy.

4.5 GSCM practices: direct logistics and reverse logisticsIn all of the companies studied actions are being carried out to reduce the consumptionof environmental resources. An initiative taken by all of the companies is replacingforklifts fueled by Liquefied Petroleum Gas with forklifts that run on electricity.Another action taken by AUT2 and 3 is changing the layout to reduce the circulationarea of forklifts thus gaining time and reducing wasted resources. AUT1 already has asystem via the web, together with the suppliers for scheduling deliveries that lead to asignificant reduction in time spent waiting in line and thus leads to better allocation oftransportation resources.

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Cri

teri

aA

UT

1A

UT

2A

UT

3

Req

uir

emen

tsfo

rsu

pp

lier

sIS

O14

001

and

TS

1694

9an

dV

DA

ISO

1400

1an

dT

S16

949

and

EA

QF

Not

req

uir

edH

owit

dev

elop

san

dq

ual

ifie

ssu

pp

lier

sQ

ual

ific

atio

nof

the

sup

ply

net

wor

kis

dir

ectl

yre

late

dto

the

crit

eria

ofth

eV

DA

nor

m(c

erti

fyin

gn

orm

for

sup

pli

ers

inth

eG

erm

anau

tom

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du

stry

).W

ork

shop

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eld

,tr

ain

ing

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chn

ical

vis

its

toth

efa

ctor

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onst

rate

the

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uen

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ss,

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ons

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ion

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acts

and

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ysh

ould

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ply

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em

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um

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ofth

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Vis

its,

aud

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and

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nol

ogy

fair

sfo

rp

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bes

tp

ract

ices

that

mak

ea

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nce

inth

em

ark

et

Su

stai

nab

ilit

yre

por

t.In

form

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nal

bu

llet

inv

iae-

mai

l,re

cog

nit

ion

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rize

s

Su

per

Pro

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m,

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ere

the

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pan

yla

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able

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pos

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ure

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ate

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ns

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ves

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ers

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ed

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opm

ent

ofsu

stai

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s

Th

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mp

any

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uct

sto

get

her

wit

hth

esu

pp

lier

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atof

fer

low

erfu

elco

nsu

mp

tion

and

low

erC

O2

emis

sion

s,w

hil

em

ain

tain

ing

opti

mu

mp

erfo

rman

ceof

auto

mob

iles

Cu

rren

tly

has

ase

rvic

ep

rov

ider

that

use

sth

ew

aste

for

mak

ing

par

tsth

atar

eu

sed

inth

ep

roce

ss

Th

eS

up

erp

rog

ram

tak

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toco

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der

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nth

ed

evel

opm

ent

ofn

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rod

uct

s

Con

du

cts

aud

its

atth

esu

pp

lier

Yes

Yes

Th

ein

tern

alp

olic

ies

ofA

UT

3d

on

otre

qu

ire

anau

dit

En

vir

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enta

lR

equ

irem

ent

ofth

elo

gis

tics

oper

ator

s

No

form

alre

qu

irem

ents

.N

ever

thel

ess,

des

ign

sth

ed

istr

ibu

tion

syst

emto

red

uce

fuel

con

sum

pti

onan

dm

onit

orth

eem

issi

onof

pol

luta

nts

from

tran

spor

tco

mp

anie

s

Op

erat

ing

and

tran

spor

tati

onli

cen

ses

and

AN

TT

420.

No

env

iron

men

tal

req

uir

emen

ts

Req

uir

esth

ep

rese

nta

tion

ofth

eE

nv

iron

men

tal

Ris

kP

rev

enti

onP

rog

ram

(ER

PP

).

Use

ofte

chn

olog

ical

reso

urc

esU

ses

the

tool

ED

Ifo

rlo

gis

tics

pro

gra

mm

ing

ofsu

pp

lier

san

dex

chan

gin

gd

ata

Use

sth

eto

olE

DI

for

log

isti

csp

rog

ram

min

gof

sup

pli

ers

and

exch

ang

ing

dat

a

Use

sth

eto

olE

DI

for

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rog

ram

min

gof

sup

pli

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and

exch

ang

ing

dat

a

Table VI.Sustainable practices in

supplier management

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When problems are identified in products that do not conform to AUT2 standards, inthe more simple cases, they try to solve the problems internally. In the more complexcases they are sent to quality control and the supplier is notified. For AUT3, an analysisis carried out for each specific case. First the company evaluates the possibilityof reworking the parts internally where the supplier pays for the costs. This service isperformed by an outsourced company that operates on site at AUT3. If it is notpossible to rework the parts they are returned to the supplier, if it is an internationalsupplier very often they become scrap parts. Table VIII illustrates the main internaland reverse logistics practices of the three companies.

Activities related to internal logistics are a source of waste in the three companies,mainly in the stocking and moving of materials. The three companies have adoptedactions for reducing waste, especially waste from damaged materials when movingthem and the consumption of natural resources.

For external logistics, AUT1 and 2 present more effective practices for reducing theemissions of pollutants and the consumption of natural resources. As far as reverselogistics are concerned, the three companies have similar processes for returningdefective product materials and also adopt similar actions for dealing with the return

Criteria AUT1 AUT2 AUT3

Type ofpackaging used

Returnable: reusable anddurable packaging-One way: Recyclingprovided in contract

Uses one waypackaging for transportCKD (CompletelyKnock-Down) andreturnable for nationalpackaging.

Uses one waypackaging for receivingproducts coming fromthe majority ofinternational suppliersand returnablepackaging in the flowwith local suppliers.

Material frompackaging

All one-way packaginggenerates 100 percentrecyclable waste. After use,the containers/pallets aresent to the Waste Center,where they are disassembledand sent to a CentralCollection area. Regionalrecycling companiesparticipate in a competitiveselection to recycle it. Part ofthis material isremanufactured and waste isused as biomass for powergeneration

The returnablepackaging is made ofVacuum formingmaterials, corrugatedplastic packaging andfoam. While thedisposable packaging ismade from quality Kraftcardboard material.

Developed a pallet madeof recycled plasticmaterial (plastic ply), forwhich they won anenvironmental award.

Returning ofpackaging

All new packages aredeveloped jointly withsuppliers. It consists of apartnership of Quality(through the KTM –Management of purchasedparts), Logistics, Productionand Supplier

Adopts standards forthe approval ofpackaging suppliers.Has a completeprocedure for approvingpackaging by LogisticsEngineering

Has a specificdepartment fordeveloping packagingthat works together withsuppliers

Table VII.Green packaging

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of defective products by customers. In relation to waste management, AUT1 presenteda more organized system with specific areas for this and partners that act internally toseparate the waste and send it out externally for appropriate treatment.

4.5 Clean production and eco-designThe three companies studied adopt practices for reducing the use of natural resourcesand measure them in a variety of ways (indicators, committees, observation ofconsumption meters); however, AUT3 has not clearly defined which sector isresponsible for measuring environmental goals. Therefore, only AUT2 adoptspractices for improving efficiency through the clean production methodology where34 percent of its processes are already mapped. However, both AUT1 and 2 adoptpractices for reducing raw materials and projects that aim to generate lowerenvironmental impacts, respectively.

Another common practice among the three companies is the presence of a watertreatment system, where at AUT1 the water is treated and then sent to the companyresponsible for its complete treatment. At AUT2 there is a water treatment station andan effluent treatment station that treats the water coming from industrial processesand reuses it in bathrooms and for gardening, in 2011 water reuse represented11 percent of total consumption. At AUT3, 84 percent of water consumption isgenerated as effluents and are treated according to the legislation in effect and thetreated water is used in the existing paint cabin.

Criteria AUT1 AUT2 AUT3

Internallogistics

Identification, storageand proper transportof toxic materials

Carries out actions toreplace forklifts fueled byLPG with electric forkliftsand activities for changingthe layout

Carries out actions toreplace forklifts fueled byLPG with electric forkliftsand activities for changingthe layout

Distributionlogistics

Has goals for reducingpolluting emissions inthe transport system.Plans for theoptimization of routesfor reducing fuelconsumption and thenumber of vehicles

Uses Milk Run to optimizethe transport process andconsequently reduce theconsumption of naturalresources

To reduce fuel consumptiona transport company ishired that consolidatescargo from suppliers in thesame region in distributioncenters for optimization ofvehicle use

Reverselogistics ofpackaging

Milk Run System withpart of its suppliers.Packaging control ishandled by theindustrial logisticssector

Performs the allocation oftransportation, storage, ontransit days and the milkrun system with part of thesuppliers. The monitoringis carried out by theengineering logisticsdepartment

Follows the flow ofmerchandise, packagingcomes from suppliers tothe factory loaded withmaterials and the reverseflow is marked by theshipping of emptypackaging to the CD andlater restocked by suppliers

Reverselogistics ofwaste

Plan for wastemanagement (wasteplant)

There are procedures for thedisposal of waste from theproduction process andother waste

There are procedures for thedisposal of waste from theprocess and other waste

Table VIII.Direct and reverse

logistics

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For new product development the three companies have practices for reducingenvironmental impacts, as an example at each company we can cite:

. AUT1: reduction in the number of components, in addition to consideration ofthe final product disposal.

. AUT2: use of 100 percent recyclable natural fibers, the eco-drive project with tipsfor customers to reduce their fuel consumption, use of recycled materials andthey have goals related to the recycling rate of vehicle parts.

. AUT3: works with projects that aim to generate the lowest possible impact, likethe development of materials made from sustainable raw materials.

AUT 1 and 2 use recycled materials in their production processes, where AUT1 usesmainly plastics and metals that come from the waste generated by the company. AUT2uses only recycled PET for the production of one of the products commercialized bythe company.

At AUT3 all acquired equipment is evaluated based on its environmental impact. Atthe other companies studied, only part of the processes are evaluated and specificallyat AUT2 equipment projects must have approval from the investments committeeevaluating their impact and environmental risks.

At AUT1 the process for disposing of waste from production and otherwise, ishandled similarly with documentation and waste management controls. At AUT2, thewaste generated in the production process goes to a Waste Triage Center where it isseparated, disassembled and sent for proper final disposal. For the waste not resultingfrom the production processes, it is sent to associations and cooperatives responsiblefor the proper disposal of the material. One of the most recent launches by AUT2earned them the green car award where one of the practices was recycling 97 percent ofall of the waste generated in producing the model.

At AUT3 there is also a procedure for disposing of production and non-productionrelated materials that should be duly identified, where 85 percent of the waste isrecycled and the rest is sent for its proper final disposal. Table IX illustrates thesynthesis of clean production and eco-design practices.

AUT2 stands out from among the three companies for eco-design and cleanproduction. In the data collection process it was possible to observe that AUT2 hasa real concern about the environmental impact generated from the production ofproducts and also the use of vehicles by customers. Some results from AUT2 deserveto be highlighted, average reduction of: 25 percent in energy consumption; 57 percent ofwater consumption; and 65 percent of waste generated.

AUT1 stands out mainly because of the support that the headquarters and uppermanagement give to managers to adopt sustainable practices internally and in thesupply chain. An example is the adoption of sustainable metals for the design of newproducts and processes.

4.6 Classification of GSCM practicesIn order to classify the companies studied, a ranking was organized based ona three-point scale, 1, 2 and 3 reflecting, respectively: practices not adopted; practices inthe implementation phase and not yet consolidated; and practices already consolidatedat the company. To generate Table X, the GSCM ranking, each company was analyzedbased on the criteria analyzed in the four groups of GSCM practices. The scoring of theGSCM practices for each of the six criteria of the seven dimensions studied was carried

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out by the researchers based on the set of data collection instruments used for thisstudy: interviews, direct observation, analysis of documents and records.

The results presented in Table X demonstrate a certain balance among the threecompanies studied, the similarity in the results reinforce the selection criteria of thesample used. Company AUT1 had the best overall performance, 9 percent comparedto AUT2 and roughly 28 percent higher than AUT3. Part of this result is based on theprocess of developing products and packaging at AUT2, as it was possible to identifyclear actions in the reuse of materials and a reduction in the consumption of naturalresources. Furthermore, AUT2 underwent a process to increase its capacity whichinvolved technological innovation and improvements in the processes which, inaddition to increasing the production capacity by roughly 20 percent, also made itpossible to reduce the consumption of natural resources and the emission of pollutants.

Criteria AUT1 AUT2 AUT3

Practices forreducing theuse of naturalresources

Reuse of oil vaporized inthe stamping processTreatment and reuse ofwater abstracted fromsteam generated fromsteps that use productswith solventsEco clean system thatcaptures solvent gasesfrom the drying processof the body to be used asfuel for heating furnacesIndustrial wastewatertreatment, purifying allwaste water generatedin the factory

Actions with practices forreducing raw materialsReuse of water consumed inthe production process

Carries out projects thataim to mitigateenvironmental impacts

Watertreatmentsystem

Water treatment plantRecovery and recyclingof water Water tightnesstests

Has a water treatmentstation, the treated wateris later sent to the companyresponsible for treatingthe water

Has an effluent treatmentstation and 84 percent ofthe water consumed isgenerated as an effluent andis treated according to thelaws in effect. The water isreused in gardening and thepaint cabin

Practices innew productdevelopment

Product development isdone in partnership withsuppliers to ensure theadequacy of processesand the selection of moresustainable materials

Reduction in the number ofcomponents, takes intoconsideration the finaldisposal of the product inthe user’s manual for theproduct

Development of productswith sustainable rawmaterials

Use of toxicmaterials andtheir disposal

Painting of vehicles withwater-based paint

Water based paintInformation for customersabout the composition of thematerials

The toxic waste is correctlyidentified and sent toreceivers specialized in itsdisposal

Use ofrecycledmaterials

Re-use and increasingthe life cycle of electrodelayers used in solder

Uses plastic and metals, oneof which comes from wastegenerated by the plant

Does not use Table IX.Clean production and

eco-design

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AU

T1

AU

T2

AU

T3

Dim

ensi

ons

Cri

teri

onA

nal

ysi

sS

CO

RA

nal

ysi

sS

CO

RA

nal

ysi

sS

CO

R

Reg

ula

tory

req

uir

emen

tsIS

O90

01C

erti

fied

3C

erti

fied

3C

erti

fied

3

ISO

1400

1C

erti

fied

3C

erti

fied

3In

imp

lan

tati

on2

En

vir

onm

enta

lM

anag

erfo

rth

een

vir

onm

enta

lar

eaS

up

erv

isin

g2

Man

ager

3M

anag

er3

Inte

rnal

env

iron

men

tal

pol

icy

Yes

3Y

es3

Yes

3

Goa

lsto

red

uce

imp

acts

amb

ien

tias

Yes

3Y

es3

Not

ver

ycl

ear

2

Man

agem

ent

Sy

stem

Ali

gn

men

tw

ith

the

pro

du

ctio

nst

rate

gy

Yes

3Y

es3

Not

1

Su

pp

lier

Man

agem

ent

How

dev

elop

san

dq

ual

ifie

sit

ssu

pp

lier

sY

es3

Yes

3Y

es3

Tak

esn

ote

ofth

eac

tion

sof

sust

ain

able

sup

pli

ers

Su

stai

nab

ilit

yre

por

t2

Th

eau

dit

ing

sup

pli

ers

par

tial

lyco

ver

sth

eq

ues

tion

sen

vir

onm

enta

l

2P

rog

ram

form

aliz

edan

dim

ple

men

ted

3

Inv

olv

essu

pp

lier

sin

pro

du

ctd

evel

opm

ent

Yes

Yes

Yes

Con

du

cts

env

iron

men

tal

aud

itin

sup

pli

erN

o1

Yes

3N

o1

Req

uir

esen

vir

onm

enta

lst

and

ard

sfo

rsu

pp

lier

sY

es3

Yes

3N

o1

Use

ofte

chn

olog

yre

sou

rces

for

dat

aex

chan

ge

Par

tly

2E

DI

3E

DI

3

(con

tinu

ed)

Table X.GSCM ranking

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AU

T1

AU

T2

AU

T3

Dim

ensi

ons

Cri

teri

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AU

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Am

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t

6672

56

Table X.

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Another important factor identified at AUT1 and AUT2 is the presence of more matureLean Manufacturing practices than at AUT3. For improvement programs like Just inTime, TQM, Lean Manufacturing and agile manufacturing as potential antecedents tothe GSCM practices (Kenneth et al., 2012; Dues et al., 2013; Hajmohammad et al., 2013).For Drohomeretski et al. (2014) the organizations with Lean practices can eliminatingwaste and increase the reliability of process. That for example can support efforts foreliminating environmental waste. From the three studies carried out it was possible tolist some lessons learned:

(1) the inclusion of sustainability in the strategic guidelines of the company favorsthe adoption of internal environmental practices and in the supply chain;

(2) imposing environmental requirements on suppliers has a positiveenvironmental impact, especially regarding the use of recyclable materials,reducing waste, management of environmental risks;

(3) the process of communicating with customers about environmental practices,as done at AUT1, favors the application of environmental practicesdownstream and the development of eco-friendly vehicles, based oncustomer needs;

(4) innovation based on continuous improvement and the acquisition ofequipment with more advanced technology generate a positive impact onthe reduction of waste and the emission of pollutants; and

(5) the adoption of improvement practices like Six Sigma by AUT1 and LeanManufacturing by AUT2 have resulted in economic gains and consequentlyreduced the cost barriers in the implementation of GSCM practices.

The transference of environmental practices carried out by suppliers has a greaterimpact when combined with actions for reducing the costs of supplier operations. It isimportant to note that the lessons learned are limited to the Brazilian automotiveindustry and are based on the three case studies carried out. Thus, the lessons learneddo not have the intention of generalizing for organizations in diverse sectors of theeconomy or even all automotive industries. Nevertheless, it can contribute tocompanies analyzing the impacts of the items presented in their activities regardingenvironmental performance in the supply chain.

5. ConclusionBased on the case studies it was possible to analyze the two questions posed in thethird section of this paper. Regarding the first question, it was found that the majormotivation among the companies studied for implementing GSCM practices in theirsupply chains is directly linked to cost reduction (improvement actions generated bythe Lean Manufacturing and Six Sigma programs), meeting the demands of theconsumer market through sustainable products and processes and meeting regulatoryrequirements. Regarding the barriers, the main ones identified are related to the cost ofimplementation and the resistance of suppliers to implement certain clean technologypractices for products, production and logistics due to the initial costs ofimplementation.

Regarding the second question – the application of GSCM practices – the studyrevealed that several of the GSCM practices proposed in the literature are beingimplemented at the suppliers and distributors in the three automotive companies.

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The study showed that implementation focusses more on internal processes, theselection process of suppliers, eco-design, systems for managing packaging and thewaste generated in production. However, the effect of such practices on the supplychain tends to increase as the companies intensify their focus on sustainable practicesand exercise governance in their supply chains.

Thus, the two main objectives of this paper were achieved. The study contributesby presenting important characteristics of GSCM in three relevant companies in thesupply chain of Brazilian automotive vehicles. This can serve as a parameter formaking comparisons with other studies in the automotive sector or other sectorsof the economy, many actions in the supply chain are driving forces that influenceimplementation in companies from other sectors.

In addition to the description of the main drivers, barriers and practices ofGSCM the paper also contributes to the organizing of a GSCM framework (Figure 2).The framework was important for the development of the research protocol andfor the data collection instruments. Furthermore, the framework can contributeto more organizations carrying out the mapping of their processes relatedto GSCM.

Another contribution was the classification system created to identify the companywith the highest level of adoption of GSCM practices (Table X). It is expected that theresults reached can guide future studies and encourage companies in the automotivesector to adopt GSCM practices and principally that internal actions of automakers canbe transferred throughout the supply chain. Moreover, it can contribute in a morepractical way serving as a check-list for companies auditing the application of theirGSCM practices such that they may take more corrective actions to increase the levelof GSCM practices.

The limitation of the study is in the generalization of results. Nevertheless, sincethe companies chosen have a strong influence on the internal market and serve asa reference for technological innovation, in addition to having a large share of themarket, it is possible to see that many of the results found in the research can beused as drivers for making comparison with other studies, in addition to servingas a parameter for industries in the segment to use the GSCM practices described. It isimportant to point out that although the study looks at a large number of GSCMpractices, not all of the practices available in the literature were analyzed.

It is possible to conclude from this study that not only is academic interest in GSCMincreasing (based on the growing number of studies), it is also being integratedinto the strategic guidelines of companies with a strong influence on internal processesand the supply chain, especially upstream from the companies studied.

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Further reading

Soosay, C., Fearne, A. and Dent, B. (2012), “Sustainable value chain analysis – a case study ofOxford Landing from “vine to dine”, Supply Chain Management: An International Journal,Vol. 17 No. 1, pp. 68-77.

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Appendix

Blo

ckO

bje

ctiv

eM

ain

qu

esti

ons

Dat

aco

llec

tion

inst

rum

ent

Res

pon

den

tse

ctor

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aly

sis

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har

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riza

tion

ofth

eco

mp

any

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yn

ame,

nu

mb

erof

emp

loye

es,

sect

or,

size

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ep

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,sa

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and

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and

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ual

ity

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pos

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About the authors

Everton Drohomeretski is a PhD candidate in Industrial and Systems Engineering at thePontifical Catholic University of Parana (PUCPR). He received his Master of Science degree inIndustrial and Systems Engineering from the same University and his Bachelor of Sciencein Business Management from the FAE University Center (FAE). He is an Associate Professor ofOperations Management at FAE and his Bachelor of Science as an Associate Professor at theIndustrial & Systems Engineering Graduate Program at Pontifical Catholic University of Parana(PUCPR). His research and teaching is in supply chain management, reverse logistics andoperations strategy. Everton Drohomeretski is the corresponding author can be contacted at:everton.drohomeretski@fae.edu

Dr Sergio Gouvea da Costa received his PhD in Industrial Engineering from the University ofSao Paulo (USP), his Master’s degree in Electrical Engineering (Automation) from the Universityof Campinas (UNICAMP), and his Bachelor of Science in Electrical Engineering from the FederalUniversity of Technology – Parana (UTFPR). During his PhD he spent 15 months as a VisitingFellow at the Institute for Manufacturing, University of Cambridge, UK. He is a Professor atthe Industrial & Systems Engineering Graduate Program at the Pontifical Catholic University ofParana (PUCPR) and an Associate Professor at the Federal University of Technology – Parana(UTFPR), Brazil. His current research interests include Lean Manufacturing, OperationsStrategy and Lean Healthcare.

Dr Edson Pinheiro de Lima is a Full Professor of Technology and Operations Management atthe Industrial and Systems Engineering Graduate Program of the Pontifical Catholic Universityof Parana (PUCPR). He also has the position of the Associate Professor at the Federal Universityof Technology – Parana (UTFPR), both in Brazil. Dr Pinheiro is a Researcher sponsored bythe Brazilian National Council of Science and Technology (CNPq). He was from 2009-2010 theProgram Director of the Industrial and Systems Engineering Graduate Program at the PUCPR.On 2007, he spent one year as a Visiting Academic at the Operations Management Group of theWarwick Business School, UK. He holds a BSc Degree in Electrical Engineering (UTFPR–Brazil), a MSc Degree in Electrical Engineering – Automation (UNICAMP – Brazil) and a PhDin Industrial Engineering (UFSC – Brazil). During his PhD he spent 12 months as a VisitingAcademic at the Polytechnic University of Madrid, Spain. His research and teaching is inoperations strategy, performance management, strategic management, organisational designand sustainable operations.

To purchase reprints of this article please e-mail: reprints@emeraldinsight.comOr visit our web site for further details: www.emeraldinsight.com/reprints

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