00510nas a2200121   4500008004100000245009300041210006900134260000900203653001700212100001600229700001700245856012600262       2016                        eng d00aChapter 5: Business Examples of Sustainable Supply Chains. In, Sustainable Supply Chains0 aChapter 5 Business Examples of Sustainable Supply Chains In Sust  c201610aSupply Chain1 aWu, Zhaohui1 aPagell, Mark  u/biblio/chapter-5-business-examples-sustainable-supply-chains-sustainable-supply-chains-000510nas a2200121   4500008004100000245009500041210006900136260000900205653001700214100001700231700001600248856012400264       2016                        eng d00aChapter 5: Business Examples of Sustainable Supply Chains. In,  Sustainable Supply Chains.0 aChapter 5 Business Examples of Sustainable Supply Chains In Sust  c201610aSupply Chain1 aPagell, Mark1 aWu, Zhaohui  u/biblio/chapter-5-business-examples-sustainable-supply-chains-sustainable-supply-chains00428nas a2200145   4500008004100000245003900041210003800080260000900118490000700127653001700134100002000151700001700171700001600188856007800204       2016                        eng d00aMaking Sustainability Sustainable.0 aMaking Sustainability Sustainable  c20160 v5210aSupply Chain1 aMontabon, Frank1 aPagell, Mark1 aWu, Zhaohui  u/biblio/making-sustainability-sustainable00422nas a2200133   4500008004100000245004500041210004500086260000900131653001500140653001700155100001600172700001700188856008300205       2012                        eng d00aSustainability for Operations Management0 aSustainability for Operations Management  c201210aManagement10aSupply Chain1 aWu, Zhaohui1 aPagell, Mark  u/biblio/sustainability-operations-management-000630nas a2200157   4500008004100000245008100041210006900122260000900191300008100200490000700281653001500288653001700303100001600320700001700336856011900353       2011                        eng d00aBalancing Priorities: Decision-Making in Sustainable Supply Chain Management0 aBalancing Priorities DecisionMaking in Sustainable Supply Chain   c2011  a577-590, Best Paper Runner up, The Jack Meredith Best Paper Award, JOM 2016.0 v2910aManagement10aSupply Chain1 aWu, Zhaohui1 aPagell, Mark  u/biblio/balancing-priorities-decision-making-sustainable-supply-chain-management-001243nas a2200181   4500008004100000245009200041210006900133260000900202300001000211490000700221520062300228653001500851653001700866100001700883700001600900700001800916856012700934       2010                        eng d00aThinking Differently About Purchasing Portfolios: An Assessment of Sustainable Sourcing0 aThinking Differently About Purchasing Portfolios An Assessment o  c2010  a57-730 v463 aPurchasing portfolios are a well accepted part of the supply chain literature. Yet during a recent data collection effort we observed that a number of leaders in sustainable supply chain management were not organizing their purchasing portfolios in the manner suggested by Kraljic (1983). Specifically, we found evidence of organizations buying what would traditionally be leveraged commodities in a manner more suited to strategic suppliers. This manuscript describes the observed phenomena and then uses theory to try and explain our observations. The end result is a modified sustainable purchasing portfolio model.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui1 aWasserman, M.  u/biblio/thinking-differently-about-purchasing-portfolios-assessment-sustainable-sourcing-001410nas a2200169   4500008004100000245011100041210006900152260000900221300008800230490000700318520071500325653001501040653001701055100001701072700001601089856013501105       2009                        eng d00aBuilding a More Complete Theory of Sustainable Supply Chain Management Using Case Studies of Ten Exemplars0 aBuilding a More Complete Theory of Sustainable Supply Chain Mana  c2009  a37-56 JSCM Best Paper of the Year; Citation of Excellence Awards for 2013 (Emerald)0 v453 aCase studies of 10 exemplar firms are used to build a coherent and testable model of the elements necessary to create a sustainable supply chain. The cases build on previous research by examining the chain as an entirety, by explicitly examining both the social and environmental outcomes of the chain's activities, and by explicitly asking what these exemplar organizations are doing that is unique in regards to managing their supply chains in a sustainable manner. The analysis suggests that the practices that lead to a more sustainable supply chain are equal parts best practices in traditional supply chain management and new behaviors, some of which run counter to existing accepted “best” practice.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui  u/biblio/building-more-complete-theory-sustainable-supply-chain-management-using-case-studies-ten-001210nas a2200181   4500008004100000245004700041210004300088260000900131300001200140490000700152520069900159653001500858653001700873100001700890700001600907700002300923856008200946       2007                        eng d00aThe supply chain implications of recycling0 asupply chain implications of recycling  c2007  a133-1430 v503 aUntil recently, end-of-life (EOL) product management was the purview of a small number of firms that could make money out of recycling and/or remanufacturing. Now, changing customer expectations and stringent product take-back regulations are forcing many goods producing organizations to confront EOL product management, even in cases in which there is no clear economic incentive for doing so. This article presents a framework that highlights the supply chain implications for firms forced into EOL product management where recycling is the only viable option. Discussed are the various recycling options available to managers, as well as the strategic implications of each of these choices.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui1 aMurthy, Nagesh, N.  u/biblio/supply-chain-implications-recycling-001649nas a2200169   4500008004100000245011900041210006900160260000900229300001200238490000600250520102000256653001501276653001701291100001701308700001601325856013801341       2006                        eng d00aEnhancing integration of supply chain functions within a firm: Exploring the critical factors through eleven cases0 aEnhancing integration of supply chain functions within a firm Ex  c2006  a295-3150 v23 aSupply chain managers recognise that seamless supply chain operations require a high level of integration within and across organisations. Existing study and management focus have dealt with how to integrate supply chain activities across different organisations. However, it is not clear how a company should integrate supply chain functions within the company. One might assume that integration of the internal supply chain is easy to accomplish because top management has control over the functional areas. Yet, many companies suffer from supply chain disruptions due to internal coordination problems. As we started to investigate this issue we realised that the level of internal supply chain integration varies significantly from company to company. This discovery motivated us to take a systematic approach to investigating how companies integrate their internal supply chain. This study reports our findings with a focus on prescribing behaviours that managers can use to guide internal integration efforts.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui  u/biblio/enhancing-integration-supply-chain-functions-within-firm-exploring-critical-factors-through-0