Maersk Literature Review2

8/8/2019 Maersk Literature Review2

http://slidepdf.com/reader/full/maersk-literature-review2 1/20

Maersk Literature review:

2.1 Introduction: ............................................................................................................................................ 1

2.2 sustainability: .......................................................................................................................................... 2

2.3 Green and transportation: .......................................................................................................................4

2.4 Value chain and Legislation: ..................................................................................................................6

2.5 Supplier management and our sourcing: .............................................................................................11

2.5.1Decision to go green: ......................................................................................................................12

2.5 Carbon footprint:...................................................................................................................................14

2.6 Environmental Management System ISO 14001:...............................................................................15

Bibliography ................................................................................................................................................16

2.1 Introduction:

³R esponsible business is sustainable development at the organisation level´ (L.R ohweder,

2004). A new trend has developed within business management both in literature and its

practical application. Businesses in search of sustainability in their business practices have

turn to more efficient ways of operating. One way of reaching efficiency has been through the

application or creation of new green-oriented business models. This research was then

undertaken on behalf A.P. Moller Maersk and its shipping division in order to develop a

methodology for calculating carbon footprint for the base year 2008. The objectives are to

compare current carbon emissions and evaluate the various cargo routing options for the

multimodal (R oad, R ail and Inland) for the UK operations. Furthermore an analysis of value

chain of both the inbound and outbound logistics of Maersk will be undertaken in order to

have a better understanding of supplier¶s management.

As such the following literature review will cover studies and journal articles on

sustainability and carbon footprint, transportation and suppliers management and finally on

value chain. This review will be performed in order to understand the possible strategies for

Field Code Changed

Field Code Changed

Field Code Changed

Field Code Changed

Field Code Changed

Field Code Changed

Field Code Changed

Field Code Changed

Field Code Changed



going green and its contribution to the current management tools. As global warming

becomes more prevalent and resources become more scare regulatory body worldwide will

push for more efficiency from businesses, as this a green strategy will become more and more

important for any organisation.

.

2.2 Sustainability:

Sustainability is defined by the Brundtland Comission (1987) as ³development that meets the

needs of the present without compromising the ability of future generations to meet their

needs´ and by Shrivastava (1995) as ³The potential for reducing long-term risks associated

with resource depletion, fluctuations in energy costs, product liabilities, and pollution and

waste management.´

Sustainability is an important factor where companies are integrating social, economical and

environmental responsibilities. Among the global 250 companies 68 % used to generate

sustainability report in 2004 when compared with the environmental reporting in 1999 and

80 % of these reports discuses supply chain related issues (KPMG, 2005) which shows that

corporations are concentrating on adopting environmental issues as their corporate social

responsibility strategy.

In the other hand sustainability in supply chain management is defined by Mentzer et al

(2002)as ³the systemic, strategic coordination of the traditional business functions and the

tactics across these business functions within a particular company and across businesses

within the supply chain, for the purposes of improving the long-term performance of the

individual companies and the supply chain as a whole.´

According to Carter et al (2008) the development of a framework that helps explains

sustainability depends on the environmental, economic and social performance of the

company as seen through the context of supply chain. Carter et al analysed the importance of

the environmental performance as a strategy in the supply chain as leading to competitive

advantage and product differentiation (See figure 1).



Figure 1: Sustainability Model. Source: Carter et al 2008

According to Walley and Whitehead (1994) ³responding to environmental challenges has

always been a costly and complicated proposition for managers and,´ as it is expensive to

comply with the government regulations and Colby et al (1995) argued that ³easy problems

have mostly been fixed ±the remaining obstinate challenges are becoming increasingly

expensive to resolve.´ Walley and Whitehead (1994) again, state that it is difficult to get a

win-win situation as environmental programmes are very expensive. This is further supporter

by Carter et al (2008) who argued that the win-win situation will arise if the fuel price start to

escalate and customer become aware and demand transparency in the supply chain. This will

then enable organisations to concentrate their strategies on the environment and thus more

sustainable business practices. However, business are finding it hard to do this as

sustainability has been inconsistently defined. As such a detailed analysis of what

sustainability is is required. One example of this is #M successes in implementing an

environmental strategy to differentiate their products as this success questions the analysis of

Walley and Whitehead .

Comment [M1]: Add your comments, your

opinion (analysis) to all this quoting. Your voice is

not heard. It sounds as a listing of quote rather

than using them to support your views.

Comment [M2]: How does it question it?



Although customers have been found to be willing to pay a premium for green products

(R EFR ENCE) it is also true that the price should not exceed that of the competitors, specially

during economic downturns (Schulze & Li 2009) . This then leads us to point out that

companies should be first aware of the economic environment in which they are performing

prior to implementing a green strategy. Most company fail to look deeper into the context in

which they are operating and understand the capacity or willingness of its customer to pay a

premium. These companies only take into consideration their feeling that ³right things to do´

and implement green strategy due to the ethical reasons (Bansal & R oth, 2000)

2.3 Green and transportation:

R ohweder (2008) developed a framework as shown in figure 2 for a climate responsible

operating mode which combines sustainable strategy, responsible leadership and

environmental management system which help the organisation to operate in all three

hierachial levels.

Figure 2: Climate Responsible Operations Model. Source: Rohweder 2008

Organisations can use sustainable strategy by targeting going green for ³achieving

competitive advantage through reducing a company¶s exposure to climate change and

through creating new opportunities for profit making strategic approaches which could

Comment [M3]: Explain how this fits in your

literature. Why did you include it?



involve reconfiguring the entire activity of functional departments. And example is in

outbound logistics, firms might replace physical books or manuals with electronic versions;

and in after-sales service, they could supplant physical visits by service technicians with

remote diagnostics and treatment programs´ (M Porter, 2007). They proposed the dual

strategy of the organisation which are ³inside-out and outside-in´. Inside out is the linkage

where every operation of the company has an impact on the society during its normal

business cycle and where Michael E. Porter (2006) described every part of the value chain

has an direct impact on the society creating positive or negative consequences. The degree of

the impact depends on the places where the company is located, for example, UK will have

more regulations than china. In the study the inside out analysis is the correct accountability

of the companies carbon foot print and if they publish the data will be able to send a clear

message to the society about the climate responsiveness of the company for example see the

sustainability report provided by Walmart(2010) global sustainabilityreport.

Figure 3: Graph comparing calendar year GHG data to fiscal year sales data. Source: Walmart, 2010

The outside linkage as explained by Porter (2006) is not only the company activity affects

the society, but the external social conditions will either benefit or harm the company; hence

organisation can establish their position among its competitors in the society. Lash (2007)

ploted the climate competetiveness of car companies where the companies were plotted

against the decrease in the vulnerability of climate change and increase in climate

competitiveness (See figure 4).

Comment [M4]: I dont get it



Figure 4 Plotting the Climate Competitiveness (J Lash, 2007)

The above analysis will help to understand its position with the competitors and can

formulate strategy how to move in to a position of competitive advantage. In the analysis

made by Lash & Wellington (2007) positioned Toyota as the least vulnerability to the climate

change as they have better fuel economy and the vehicles are designed to meet the emission

regulations using new technologies. The outside-in analysis forms a major part of the

discussion which includes governmental policies.

2.4 Value chain and Legislation:

Porter M ( 1985) developed the concept of value chain in ³Competitive advantage´ of the

firm for superior performance in where each activity within the organisation should be run at

optimal level to achieve advantage. Porter split activities into ³Primary Activities´ which

includes inbound logistics, operations, outbound logistics and services and ³Secondary

Activities´ include procurement, technology development, human resource management and

firm infrastructure. All work together in providing value to the customer. The secondary

activities aid the primary activities in achieving competitive advantage.

Comment [M5]: Cant get it



Figure 5 Porters Value chain (Porter M. , 1985)

The comparison between value chain and supply chain is done to reduce the unclear concept

of the value chain by Andrew et. al (2008) where the importance of synchronisation of value

chain and suplain chain was discussed in order for business performnce to be optimized. The

comparison between value chain and supply chain is given below, where the customer

requirements which drive the value chain and the product requirement of the supply chain

flows in the opposite direction. A detail analysis of the value chain along with supply chain

can be found in Appendix:

R abelo et al(2007) defines supply chain asthe ³life cycle process to support the physical,

information, financial, and knowledge aspects for moving products ansd services from

suppliers to customers´. Hence it is used to integrate the suppliers and producers. For

example Walmart manages its supply chain by updating the data obtained during the point of

sale for the continuous replinishment of stock the information is passed on to the customers

by EDI(Electronic data interchange) to the suppliers who in turn manage JIT (just in time)

delivery to manage the inventory (Sherer, 2005).



Figure 47 A Comparison of a Value chain with a supply chain (Andrew, Dan, & Tom, 2008)

Value chain can be made profitable if there is an alignment with the demand of the customer

³demand chain´ and things produced by the supply chain which give prime importance to

³cost reduction and attaining operational excellence´ whereas value chain focus on product

development and marketing. ³In order to generate maximum value in the supply chain in a

dynamic market it should synchronize the flow of supplies with the flows of values from

customer inters of rapidly shifting tastes, preference and demand´. (Andrew, Dan, & Tom,

2008).

Companies tend to outperform each other by trying to implement various sustainable

strategies along the value chain.

Jason Tan (2009) explained that the evaluation of green value chain (See Figure 5) started

with 1) business process reengineering, where businesses gave importance to value creation

by adopting TQM and JIT Tools (Hammer, 1990). 2) To core competency movement, where

the organizational and technology competence were not easily copied by competeitors

(Hamel, 1994). 3) to environmental responsible manufacturing (ER M), which is based on the

concept that all forms of pollution is concidered to be waste. It also statesthat by reducing

pollution organisations can ³minimizing cost such as disposal cost and permit costs and thus

avoid environmetal fines while improving their bottom line and paralleling improveming and

protecting the environment´ (Curkovic, 2003). And 4) finallyfollowed by green

manufacturing, which seeks to reduce the impact on the environement through the reduction

of resource consumption during the entire product life cycle. ³When Green purchasing, green

Comment [M6]: Dont leave as stand alone

sentence. Either develop it, link it to the paragrap

before or after, or erase it



manufacturing, and reverse logistics are being combined together they form the green supply

chain management (GSCM)´ (Jason Tan, 2009)

Figure 58 Evolution of Green Value chain (Jason Tan, 2009)

The macro environment in which a firm operates should be continuously monitored as any

changes will adversely impact the functioning of the organisation. PESTEL is a framework

utilised to understand the macro environment including political, economical, social,

technological and legal factors. Jonhson & Scholes (2006) defined it is a tool to identify key

drivers of change which impacts the structure of the industry, sector or market. Thus it is

important to look at this model in order to better evaluate the political and environmental

factors both which influence the industry in terms of carbon footprint. Political factors are

most often associated to environmental factors which translate into regulations and laws to

which companies must abide in order to be able to operate within a country.

Even though there is an increased influence by customers, society, shareholders to go green

(R ugman & VER BEKE, 1993) research indicates the single most important factor which

influence a corporation to follow more environmentally responsible strategies is government

regulations. The advantage of a company to go green is discussed by (Porter & Linde, 1995a)

in which they explained that an organisation with good environmental policy will be lead to a

first mover advantage and to early adoption of new regulations which then leads to lower

production costs as less³innovation offsets´. This then helps them stay ahead of the

competition. But contrary to this others have argued that environmental programmes are

costly and tend to decrease the value of the shareholders hence there is no win-win situation

for anyone involved in the organisation (Walley & Whitehead, 1994).



R ugman et al (2007) discussed the classification of environmental regulations in to

multilateral which includes World Trade Organisation; regional regulations, which include

European Union and the North Atlantic Treaty Organisation; national regulations, which

includes individual countries like UK; and sub national regulations, which include counties

such as the West Midlands and municipal regulations, represented by local council e.g.

Birmingham Council. All these play an important role in the regulations which impact an

organisation.

Voluntary programs to reduce environmental impact are only successful because it benefits

companies for allocating resources to implement them. The organisation perceives that

customers are willing to pay a premium and they can post a positive image of being

environmentally consciousness (Cairncross, 1992). For example, in US, the Environmental

Protection Agent (EPA) is more involved in voluntary regulations such as the 33/50 Program,

The Green Light Programme andThe Golden Carrot Super Efficient rrfrigerator Program

(Anne, 1993). ³A voluntary approach avoids the costly process of legislation and the

substantial costs of monitoring and enforcement but is also cost effective for making

pollution reductions. The flexibility associated with voluntary measures allows firms to

make the most cost efficient reductions´ (Seema Arora T. N., 1996). The firms use this

voluntary program to inform their customers about their commitment in to the environment.

(Seema Arora S. G., 1995) in their model due to the competeitve incentive decide to

overcomply then the regulations due to customers preference or to stay ahead of the

competetion by anticipating strict regulation to be implemented in the future. Firms also

vercomply because the firms can guide the regulation bodies to tight thier standards so that it

would become difficult for the compititors to comply as it will be expensive and hence

reduce competetion (Salop, 1983).

Klassen & McLaughlin (1996) found in their research that companies listed in the New York

Stock Exchange present an immediate increase in the market value of the company once the

announcement of adoption of environmental polices is made. The opposite is also true as any

environmental crisis will lead to negative impact on the value of the company. For example,

BP recent oil spill crisis in the Gulf of Mexico significantly reduced its market value by one

third. Government regulations are becoming stricter as the topics of green efficiency and

conservation of environment is increasing in priority.

Comment [M7]: Dont get it



But the porters three generic strategies of cost leadership, differentiation, and focus which are

important to any organisation. (Shrivastava P. , 1995) Argued that these generic strategies can

be made sustainable by following environmental codes available in countries like US, UK.

For example it is EPA(Environment Protection Agency) in US and British Standard(BS) as a

Public Available Specification(PAS).

2.5 Supplier management and outsourcing:

Companies benefit from closer relation with the suppliers. Christopher (2000) underlined the

basic philosophy of relationship marketing as ³the goal of all marketing activity should be the

establishement of mutual beneficial partnership with the customers´. Hence working close to

the suppliers can help to find ways to reduce cost in the supply chain by using JIT systems

and using EDI for order processing and eliminating . The competetion of the suppliers can be

reduce if there is greater relationship with the suppliers and customers. For example,

Suppliers of Marks & Spencers have had a good relationship for many years in where they

meet the strict requirements of Marks and Spencers and where both parties have invested

substancially in improving their products by continuos improvement. Hence the suppliers will

be confident as it is not easy for any new comer to enter the market and capture it.

According to Christopher (2000) the old model of buyer supplier were they kept distance

from each other and interacted only when during negotiationscan be easily broken by the

competitors by exploting the needs of different motivation of the buyer to maximize margin

and the supplier to maximize volume cannot be sustained. Hence Christopher (2000) in his

relationship based approach states that there is stronger interface between the vendor and

customer as there are multiple place where the interaction takes place in all the departments

as shown in the figure ###. The benefit to the supplier is that the if the customer core

capabilities are increased then they will be treated as preffered supplier and the cost of

serving the customer will be reduced .

Comment [M8]: Dont get it. Link it to someth

Comment [M9]: ????

Comment [M10]: Improving and

improvement....too repetitive.

Comment [M11]: Fix structure



F

gu ¡ e 69 ¢

he¢

¡

£

ns

¤

¥ n¤

¥ ¦ e §

£

¤

¥ nsh

p M£

¡ ke¤

ng ̈ Ch ¡

s¤

¥ phe¡

© 2000

L.S

l

Li(

) i !

tifi

iff r

! t

is

" !

# $ % i

! &

# " ls t

" ' $ r

s

& r

! s ( ( l

)

$ i ! # $ ! $ & # ! t ' r t ) s t ir -(

$ rt ) l " & isti s (0 PL) $ s t 1

st # t $ " l " & ) t "

i#

( r " 2

s(

$ ! r

li

$

1

ilit)

" f s

( ( l)

$ i

! s.

0 PL st

$ rt

i

! t

3 t

"

1

il

! t

' " r

% s

$ r

"

! t

' " r

$ !

$

2 $ l

t

" t

s

r

2 i

( r

" 2 i

. S

l

$ !

Li (

) 4

( l$ i

!

" '

t

r

l$

ti" !

s

i( 1

t' !

$

" #

(

$ ! )

$ !

0

PL $ !

1

i#

( r " 2

s"

t $

t t

" #

(

$ ! )

$ !

s

"

ts"

r

t"

& "

& r

! .

5

" #

(

$ ! i

s

$ !

# t t

$ ll

! & s

" f

& " i

! &

& r

!

1

)

i #

( l # ! ti ! & & r ! s ( ( l ) $ i ! $ ! f rt r t t ir (

$ rt ) l " & isti ( r " 2 i rs $ ! 1

s t "

i#

( r " 2

t

tr $ !

s(

" rt

ffi

i

! )

$ ! t

s

l( i!

t

r

ti

" !

" f

$ r

1

" ! f

" " t( ri

! t.

5 # $ i ! r $ s " ! t " "

ts "

r t l " & isti s ! t "

& it $ ! 1

(

rf " r # i ! t r ! $ ll ) is t $ t

" #

(

$ ! i

s

$ !

& t f

$ st

r, r

li

$

1

l

,

i&

6

$ lit

) s

r

2 i

$ t

$

(

r ( ri

$ s t

t

0 PL

$ !

i#

( r " 2

t

ir 1

si!

ss$ s t

)

$ r

# " r

ffi

i

! t .

7 s s

t

' " r

% t

! is

" ! i

! t

r

! $ ll

)

'

i

$ !

1

s

1

)

t

" #

(

$ ! )

t"

i#

( r " 2

t

ir 1

si!

ss ( r "

ss

s (S " !

sl

1

!

, 8

).

5

s ! $

1

li! &

t #

t"

1

$ 2

$

" #

(

t

ti

2

$ 2 $ ! t

$ &

1

)

$ ll

" ' i

! &

" r

& $ ! is

$ ti

" ! s t

"

" ! ! tr

$ t

" ! t

ir

" r

" #

(

t

! i

s

$ !

& tti

! &

4

(

rti s

fr

" #

"

tsi

.

.

9 .

3

@ isi

" ! t

"

& "

A r

! :

L.S

l Li( ) # " l t " & " & r ! ' r t "

ts "

r r " ! si r t " s l t $ t ir (

$ rt )

l" &

isti ( r

" 2 i

r is

& i

2 !

1

l

" ' i

! fi

&

r

B B

' r

t

$ s

$ first st

( t

"

ts"

r

r s s RFI

$ ! RFP t

"

st

$

1

lis

r l

$ ti

" ! s

i( s. Lat

r t

(

arti s

' " r

% t

" & t

r t

" i

#

( r " 2

t

s ( ( l

)

CoC C D E t [ F G H ] I 1900 o P 1990s Q

CoC C D E t [ F G R ] I Q



chain which includes various internal and external drivers such as internal-ethical motives,

top management, cost reduction and external ± stakeholders, customers, Legislative

regulations. Top management and legislation regulation are a important driving factors for an

organisation to go green.

In contrary there are some barriers which reduces the impact of the organisation ability to go

green which incude the extra cost in going green or there is no customer demand in enabling

the organisation to go green. The interaction between the parties enables important decisions

concerning green logistcs and find a better solution where each can discuss their expectation

from each other. The important decison is to ask ISO 14001 from the customer where the

provider has the capability to provide green service due to the implementation of

Environmental Management Service(EMS) and the quality of the service provided is of high

quality. _Once the drivers, barriers are considered then both the parties can use each other to

implement green supply chan through green tranportation, green warehousing and packaging

and reverse logistics.

Comment [M14]: Fix not sense

Comment [M15]: Needs a little rewording



Figure 710 Selection of 3PL (L.Schulze & Li, 2009)

2.5 Carbon footprint:

Haven (2007) analysed the assessment of the carbon footprint of a chair as a ³life-cycle

assessment which took into account materials, manufacture, transport, use and disposal at

every stage of development." The carbon footprint has been described as a measure of the

exclusive total amount of carbon dioxide emissions that is directly and indirectly caused by

an activity or is accumulated over the life stages of a product (Wiedmann & Minx, 2008).

From these definitions it is not clear what the boundaries and indication units are hence

organisations tent to define their own boundaries, which tend to be those that are more

convenient to them. As an example BP defines carbon footprint as the amount of carbon

dioxide emitted due to daily activities ± from washing a load of laundry to driving a carload

of kids to school." There is no single universal standard which enable an organisation to



follow and calculate the carbon footprint of their product. Thus the data obtained from each

methodology could be biased for the benefit of the organisation.

The carbon footprint could be an important indicator of the environmental impact of the

organisation as it directly linked with global warming. Many websites are available to

calculate the carbon foot print. For example ecotransit.org provides carbon footprint for the

entire logistic operation performed by a product.

2.6 Environmental Management System ISO 14001:

The ISO 14001 is an Environmental Management System (EMS) which has been forced by

EU through the enactment of regulations (Quazi, 2001). These standards are used by

companies in order to implement sustainable system in their practices and to increase

progressively the environment management and to establish environment protection. The ISO

14001 system uses model of ³Plan, Do, and Check Develop´ (Weiss & Bentlage, 2006).

Steger( 2000) explained the importance of EMS in creating new ³WIN-WIN´ potential by

allowing smoother information flow leading to effective organisations but in the contrary

R ohweder (2004) argued that ISO 14001 has not increased commitments throughout the

organisation to achieve targets but is used by few specialist in the organisation. Handfield

et.al( 1997) analysed that the transaction of industries driven by implementation of ISO

14001 where environmental friendly practices were considered as an optional business

practice rather it is an competetive necessity for the survival .

ISO 14025 inclusion of all the life cycle stages in the environmental declaration . But the

standars are misinterepted and the data available to the assement are limited.

ADD CONCLUSION TO TIE UP ALL THE TOPICS AND TO SER

VE AS A INTR

O TOTHE KIND OF R ESER ACH YOU WILL BE PER FOR MING.

Comment [M16]: This is short =)

Comment [M17]: Change order

Comment [M18]: Is it written like this?

Comment [M19]: Too short, link to either the

paragraph before or after. Create the link.

Comment [M20]: Same as above



Bibliography

Andrew, F., Dan, S., & Tom, C. (2008). Value chain vs Supply chain. BP Trends.

Anne, D. (1993). The Effectiveness of EPA vountary Programs. Environment law institute.

Bansal, P., & R oth, K. (2000). Why companies go green: A Model of Ecological

R esponsivesness. the Academy of management journal , 717-736.

Brundtland Commission. (1987). World Commission on Environment and Development. 8.

Cairncross, F. (1992). Costing the Earth. Cambridge: Harvard University Press.

Carter, C. R ., & R ogers, D. S. (2008). A framework of sustainable supply chain

management:moving toward new theory. International Journal of Physical Distribution &

Logistics Management , Vol. 38 No. 5, pp. 360-387.

Christopher, M. (2000). Marketing Logistics. Oxford: Butterworth Heinemann.

Colby, S., Kingsley, T., & Whitehead, B. (1995). The real green issue. McKinsey Quarterly ,

No. 2, pp. 132-43.

Curkovic, S. (2003). Environmental R esponsible Manufacturing: The development and

validation of a measurement model. European J. Operational Res , 146: 130-155.

Hamel, G. C. (1994). Competing for the future: Breakthrough strategies for seizing control of

your industry and creating the markets of tomorrow. boston: Harvard Business School Press.

Hammer, M. (1990). R e-engineering work: Don't automate, obliterate. Harvard Business

Review , 104-112.

Handfield, R . S. (1997). Greening value chain practices in the furniture industry. Journal of

Operations Management , 15: 293-315.

Haven, J. 1. (2007). Environment Business. 129: 27.

J Lash, F. W. (2007). competetive advantage in a warming Planet. Harvard Business review ,

95-102.

Jason Tan, S. Z. (2009). Green Value Chain in the Context of Sustainability Development

and Sustainable Competitive Advantage. Global Journal of Environmental Research , 234-

245.



Johnson, G., & Scholes, K. (2006). Exploring Corporate Strategy ± Text and Cases. Harlow:

Pearson education.

Klassen, R . D., & McLaughlin, C. P. (1996). The impact of environmental management on

firm performance. Management Science , 42(8), pp. 1199-1214.

KPMG. (2005). KPMG International Survey of Corporate Responsibility Reporting 2005.

Amsterdam: University of Amsterdam.

L.R ohweder. (2004). Yritysvastuu. porvoo: Kestavaa Kehitysta organisaatiotasollla. WSOY.

L.Schulze, & Li, L. (2009). Identification of Decision Making Modes towards Green supply

chain. DET2009proceedings (pp. 1421-1433). springer-verag berlin.

Langley, J. (2008). Third-Party Logistics. LLC: Capgemini US.

M Porter, L. R . (2007). A Strategic approach to climate. Harvard business review , 22-26.

Mentzer, J., DeWitt, W., Keebler, J., Min, S., Nix, N., Smith, C., et al. (2002). Defining

supply chain management. Journal of Business Logistics , vol 22 no 2 pp.1-25.

Michael E. Porter, M. R . (2006). Strategy and Society: The Link Between Competitive

Advantage and Corporate Social R esponsibility. Harvard Business Review , December.

Porter, M. (1985). Competitive advantage, creating and sustaining suoerior performance.

Newyork: The Free Press.

Porter, M. E., & Linde, C. v. (1995a). Green and competitive: Ending the stalemate. Harvard

Business review , 73(5), pp. 120±134.

Quazi, H. (2001). Motivation for ISO 14000 certification: DEvelopment of a predective

model. Omega , 525-542.

R abelo, L. H. (2007). Value chain analysis using hybrid simulation and AHP. Int. J.

Production Economics , 105: 536-547.

R ohweder, L. (2008). Climate change - A Business Challenge. HAAGA-Helica university of

applied science.



R ugman, A. M., & VER BEKE, A. (1993). COR POR ATE STR ATEGIES AND

ENVIR ONMENTAL R EGULATIONS: AN OR GANIZING FR AMEWOR K. Strategic

Management Journal , Vol. 19, 363±375,.

R ugman, A. M., Kirton, J., & Soloway, J. A. (1997). NAFTA, environmental regulations and

Canadian competitiveness. Journal of World Trade , 31(4),pp. 129±144.

Salop, S. a. (1983). R aising R ivals Cost. American economic review(Paper and Procedings) ,

267-71.

Schonsleben, P. (2007). Internal Logistics Management. Boca R aton: Auerbach Publications.

Seema Arora, S. G. (1995). Toward a theoretical model of voluntary overcompliance.

Journal of Economic Behavior & Organization , 289-309.

Seema Arora, T. N. (1996). Why do firms volunteer to exceed Environmental regulations?

Understanding Participation in EPA's. Land Economics , 413-32.

Sherer, S. (2005). From supply-chain management to value network advocacy: implications

for e-supply chains. Supply Chain Management , vol. 10, pp. 77, 2005.

Shrivastava. (1995a). The role of corporations in achieving ecological sustainability.

Academy of Management review , vol 20.no 4 936-60.

Shrivastava, P. (1995). The role of corporations in achieving ecological sustainability. Academy of Management Review , 20(4), pp. 936±960.

U.Steger. (2000). Environmental management system. Empirical evidence and further

perspective. European Management Journal , 23-37.

Walley, N., & Whitehead, B. (1994). It¶s not easy being green. Harvard Business Review ,

Vol. 72 No. 3, pp. 46-52.

Weiss, P., & Bentlage, J. (2006). Environmental Management Systems and Certification.

Uppsala: The Baltic University Press.

Wiedmann, T., & Minx, J. (2008). A Definition of 'Carbon Footprint.Durham: ISAUK

R esearch & Consulting.



Appendix: 1 Logistics services out sourced by Customers (Langley, 2008)



Appendix: 2 List of Third party logistics providers (3PL) outsourced by Customers

(L.Schulze & Li, 2009)

Documents

Maersk Literature Review2