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Abstract
Growing competition in automotive industry has forced companies to have serious
attention towards the sustainability concept. Obviously environmental, social and
economic challenges do not only happen inside companies, but rather involves the
whole supply chain process. Most of the practical efforts are focusing on
manufacturing phase and less attention has been paid to supply and distribution areas.
However, it is not possible to achieve a sustainable supply chain unless the current
situation is accurately mapped and long term policies toward a sustainable future state
are defined. In this respect, the authors consider two major challenges, first supplier
coordination with sustainability requirements and second investigating the alliance of
current managerial policies. In theory, the paper aim is to represent sustainable
supply chain management by focusing on supplier company relations. Integration as a
vital element to meet sustainable supply chain is discussed by exploring the
coherence of lean and green with sustainability. In practice, three leading automotive
companies Sustainable Supply Chain Management (SSCM) systems (TOYOTA,
VOLVO and Volkswagen) are investigated in order to figure out their
perspective toward SSCM.
Key words: Sustainability, Supply chain management, Automotive Industry, Supplier,
Integration, Environment, Lean
1. Introduction
Economy, ecology and socio-policy are three main elements in field of global
challenges; air pollution, recent financial crisis and social movements are examples
for these challenges. Developing countries like China and India with about 40% of
world population tend to become more industrialized and due to that the pressure on
world resources, ecosystem and societies culture and economy is increasing (Seliger
et al., 2008). In such situation, companies sustainability depends on how they face
with barriers and enablers in their supply chain process (Walker and Jones, 2012).
Additionally, sustainability and social responsibility count as competitive assets and
according to Wagner and Svensson (2010) A study revealed that 60% of firms have
adopted sustainable practices that strengthen brand names or differentiate their
products (Wagner and Svensson, 2010, p.177)
Research shows that during 1998-2008, manufacturing activities price had a dramatic
raise 43 % worldwide which is an ignorable example of these motivations. (UN
Statistics divisions). On the other hand most of opportunities and risks in the holistic
point of view of production and consumption lie in the supply chain phase and the
consumption phase but most of practical efforts are focusing on manufacturing phase
and less attention is paid to supply and distribution areas.
Because of the automotive production nature which deals with sustainability
challenges across their chains, it would be crucial to study leading automotive
companies in order to have clear picture of sustainable supply chain management in
automotive industries (Seliger et al., 2008).
New approach
Aligned Incentives
Traditional model
Conflicting Incentives
Service
provider
Customer
Service
provider
Life cycle costs
Customer
Wants to
decrease
Wants to
decrease
Wants to
decrease
crucial that these groups work coherently considering mutual understanding of the
practicalities. Based on Jrgensen et al., (2006) integration of quality, environmental
and occupasional health and safety management systems should be considered on
strategic, management and subsystems levels. The integration level is highly
dependent on the current management system complexity and integration
motivations. In automotive industry there is often an extraordinary attention on
quality issues. However regarding product and process quality, environment and
safety features may be seen as required features, consequently it is possible to
consider quality management as a basic need in all management systems.
While ISO 9001 stipulates to, e.g. evaluate suppliers and manage core processes like
product development and communication, ISO 14001 only makes this mandatory if
the companys analysis shows that these processes are environmentally significant.
Thus, it is almost impossible to implement a quality management system according to
ISO 9001 and not integrate it in the companys core processes.
Lean/Green
Management systems
Leadership
Empowerments
Environmental
Management system
Years
ISO14001
Certified
Figure 2 Comprehensive Lean and Green Model (Bergmiller and McCright, 2009)
According to Bergmiller and McCright (2009), many leading companies have
implemented Lean Manufacturing Programs which yield increased efficiency,
reduced costs, improved customer response time, and more. Others have adopted
Green Programs resulting in reduced energy consumption, waste generation, and
hazardous materials usage. Models for both Lean and Green systems all include
management systems, waste identification, and implementation of waste reducing
techniques (WRT) to achieve desired business results. Studying known Lean
companies, we confirmed that strength of management system correlates with WRT
implementation which correlates with business results for both Lean and Green
Programs. Our results indicate that Lean and Green Programs lead to improved
business results.
Wal-Mart has recognized that aligning green and lean practices across the supply
chain drives the financial performance of the firm and earns respect from customers
(Friedman, 2008). As a bottom line, integrated lean and green practices make a better
chain of supplies and flows with good and balanced Environmental Performance
(Environment Friendly), Financial Performance (Financial Stability) and Social
Performance(Social responsibility).
5. Case studies
Toyota, Volkswagen and Volvos official statements as published in requirements,
policies and yearly reports have been analyzed.
Table 1 represents the three companies specification considering production
capacity, sale, financial result and employee number. All cases are famous in
automotive industry by producing cars and heavy vehicles like buss and construction
equipment.
TOYOTA
1. Production
(Units)
2.Vehicle sale
(Units)
3. Employee
(Nos)
a) 7,308,000
b) 7,169,000
c) 69,125
(Consolidated:
317,716)
Volkswagen
Group
a) 8,494,280
b) 8,361,294
c) 501,956
VOLVO Group
Comp
any
Facility
Financial highlight
50 overseas
manufacturing
companies in
26 countries
and regions
Net Revenues:
18,584 Billion Yen
Operating Income:
356 Billion Yen
44 production
sites in 19
countries
Sales Revenue:
159,337 Billion
Operating Income:
11,271 Billion
a) 238,000
trucks,
Net sales:
84,000
65 production
310,367 Million SEK
Construction facilities in 20
Operating Income:
machines
countries.
26,899 Million SEK
b) NA
c) 98,162
Table 1 case studies information in year 2011
Reputation
The largest
automakers
in the
world
(2011)
The largest
automaker
in Europe
(2011)
One of the
largest
heavy
automaker
in the
world
5.1 VOLKSWAGEN
Volkswagen developed a model for sustainable development in 2002. This is a long
term cooperation policy based on three core values:
lasting balance of economic, ecological and social systems and the aim for a
long-term balance of divergent interests
responsibility for own actions at the regional, national and global level
Transparent communication and fair cooperation
VW established a CSR office, responsible for sustainability management. The CSR
office work is based on a structure defined by the VW-group, top management shown
in figure 3.
Group
Group Management
Management
Group
Group environmental
environmental committee
committee
management:
management: Research
Research
Brand
Brand group
group Brand
Brand group
group
Volkswagen
Audi
Volkswagen
Audi
Brand
Brand group
group
environment
environment
committee
committee
Ecology
Ecology
committee
committee
Volkswagen
Volkswagen
commercial
commercial
vehicles
vehicles
Regions
Regions
North
North
America,
America,
South
South
America,
America,
Africa,
Africa, Asia
Asia
pacefic
pacefic
Sustainability
Sustainability committee
committee
Management:
Management: External
External
Relations
Relations
Research,
Research, General
General secretary,
secretary,
investor
investor relations,
relations,
communication,
communication, human
human
resources,
resources, environment,
environment, works
works
council
council
Sustainability
Sustainability
workshop
workshop
Sustained
Sustained
financial
financial
markets
markets work
work
group
group
Early Detection
International Issue-Screening
Reporting Liability of Business units
Analysis of Problematic cases
Supplier Process
Self disclosure via supplier website
Plausibility check
Environmental/Social evaluation
5.2 TOYOTA
Sustainability issues have forced Toyota to establish the CSR (Corporate Social
Responsibility) Committee as the body responsible for sustainable development.
Toyotas overview of sustainability is based on sustainability bottom lines and
represented in form of a model which contains environment, safety, resource/ energy
sources, comfort and convenience sections.
The main elements in Toyotas concerning supplier relationship are defined in their
Supplier CSR Guidelines. Based on these Toyota explains their basic management
philosophy to achieve sustainability in following way:
Set
sustainability
objectives
Employee
welfare &
Safety
Define
important
Challenges
& addressing
them
into the supply chain from raw material to end customer. The three companies state a
long term relationship based on mutual benefits attitude towards suppliers. This is
highlighted in the companies sustainability reports. Based on table 5 all cases have
tried to form clear policies to their suppliers regarding sustainability and mentioned
specific requirements. This is reflected in their guidelines and modules. Suppliers in
all part of chains are asked to follow International standards like ISO 14001 and
special requirements regarding chemical management and waste management are
highlighted.
VW
Suppliercompany
relationship
Toyota
Volvo
- Sustainability based
long term relations
-Sustainability based
relationship
- CSR based
supplier relations
-Sustainability in
Supplier Relations"
concept
-Clear supplier
guidelines
- Involving key
suppliers in product
development
Supplier
training
Sustainability
training
Supplier waste
management
training
Knowledge Exchange
and joint development
programs
Supplier
monitoring
Digital mandatory
monitoring
Periodical audits
based on two main
elements, quality
and delivery
Monitoring based on
code of conduct
Virtual
connection
Supplier Portal
Supplier Portal
Supplier Portal
- Life cycle
assessment
consideration
Lean and
efficient
sustainable
production
- Waste elimination
-Continuous
improvement (KVP)
- Lean Waste
reduction
-kaizen in supply
process
processes
Green and
efficient
sustainable
production
processes
Special
requirements
on Suppliers
of chemicals
energy or
waste
management
-Water
recycling/reduce soil
erosion in supply
and upstream
process
-Resource efficiency
- Green
purchasing
guidelines
- Suppliers
promotion to use
eco friendly
materials by
adopting
Ecological
material
-Reduction in use
of substance of
concerns
-Specific
environmental
standards regarding
chemical suppliers
-Waste and
recycling
management
-Special
requirements
regarding
substances of
concerns
-Considering
chemical ban list
- Self sustainable in
water resource (through
water recycling and rain
water harvesting)
- Reduce energy
consumption and stop
using energy from fossil
fuels.
- Special Chemical
requirements
- Green energy at
several countries,
- Avoids usage of
materials in black list
and limits materials in
grey list.
7. Conclusions
Two main challenges are addressed in this paper regarding supplier company
relationship and integration in current managerial policies like Lean and green with
sustainability requirements. Case investigation shows that:
The three companies stated the importance of the sustainability issues in the
supply chain management
They have incorporated sustainability into the brand image of their
companies and use sustainability as added value for the customer
The companies focus on long term relationships with suppliers, practicing
support like training and IT support
Requirements and guidelines for cooperation with business partners address
sustainability
Supplier development is a matter that companies have almost different
approaches. VW has a specific program for training. It seems VOLVO is the only
case cooperates with Supplier in product development. In practice TOYOTA has
so many examples of supplier training and information and experience
transferring. VOLVO also mentioned about Knowledge exchange with suppliers.
Regarding supplier requirements, it seems depends on case specification,
companies focus on special issue. For instance VOLVO has clear demand on
chemical management; TOYOTA focuses on quality as a highest priority. VW
ask supplier for early risk detection systems to avoid further difficulties.
Practically all companies are using the benefits of lean, green activities to meet
sustainability but tin theory none of the companies publish guidelines or strategies to
integrate their lean and green activities with sustainability requirements for suppliers.
Authors believe that investigating the effect of supplier involvement in initial phases
on sustainability is an interesting area for further research. Additionally integrating
lean green activities with sustainability requirements in form of theoretical frame
would be an interesting issue for future research.
References
Alez-Aller, R. and Longs-Garca, J.C, (2010),"Dynamic supplier management in
the automotive industry", International Journal of Operations & Production
Management, Vol. 30 Iss: 3 pp. 312 - 335
Bergmiller, G. G. and McCright, P. R., (2009). Parallel Models for Lean and Green
Operations. Industrial Engineering Research Conference.
Dyer, J., (1997). Effective interim collaboration: how firms minimize transaction
costs and maximize transaction value. Strategic Management Journal, 18(7), pp. 535
- 556.
Friedman, P., (2008). Leaning toward green: green your supply chain with lean
practices.
[Online]
Available
at:
http://outsourcedlogistics.com/operations_strategy/leaning_toward_green [Accessed 28 July 2012].