%0 Book Section
%D 2016
%T Chapter 5: Business Examples of Sustainable Supply Chains. In, Sustainable Supply Chains
%A Wu,Zhaohui
%A Pagell,Mark
%K Supply Chain
%8 2016
%G eng
%2 d
%4 144837478400
%$ 144837478400

%0 Book Section
%D 2016
%T Chapter 5: Business Examples of Sustainable Supply Chains. In,  Sustainable Supply Chains.
%A Pagell,Mark
%A Wu,Zhaohui
%K Supply Chain
%8 2016
%G eng
%2 d
%4 127155376128
%$ 127155376128

%0 Journal Article
%J Journal of Supply Chain Management
%D 2016
%T Making Sustainability Sustainable.
%A Montabon,Frank
%A Pagell,Mark
%A Wu,Zhaohui
%K Supply Chain
%B Journal of Supply Chain Management
%V 52
%8 2016
%G eng
%N 2
%2 a
%4 121052092416
%$ 121052092416

%0 Book Section
%D 2012
%T Sustainability for Operations Management
%A Wu,Zhaohui
%A Pagell,Mark
%K Management
%K Supply Chain
%8 2012
%G eng
%2 d
%4 69988478976
%$ 69988478976

%0 Journal Article
%J Journal of Operations Management
%D 2011
%T Balancing Priorities: Decision-Making in Sustainable Supply Chain Management
%A Wu,Zhaohui
%A Pagell,Mark
%K Management
%K Supply Chain
%B Journal of Operations Management
%V 29
%P 577-590, Best Paper Runner up, The Jack Meredith Best Paper Award, JOM 2016.
%8 2011
%G eng
%N 6
%2 a
%4 28516898817
%$ 28516898817

%0 Journal Article
%J Journal of Supply Chain Management
%D 2010
%T Thinking Differently About Purchasing Portfolios: An Assessment of Sustainable Sourcing
%A Pagell,Mark
%A Wu,Zhaohui
%A Wasserman,M.
%K Management
%K Supply Chain
%X Purchasing 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.
%B Journal of Supply Chain Management
%V 46
%P 57-73
%8 2010
%G eng
%N 1
%2 a
%4 16869744641
%$ 16869744641

%0 Journal Article
%J Journal of Supply Chain Management
%D 2009
%T Building a More Complete Theory of Sustainable Supply Chain Management Using Case Studies of Ten Exemplars
%A Pagell,Mark
%A Wu,Zhaohui
%K Management
%K Supply Chain
%X Case 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.
%B Journal of Supply Chain Management
%V 45
%P 37-56 JSCM Best Paper of the Year; Citation of Excellence Awards for 2013 (Emerald)
%8 2009
%G eng
%N 2
%2 a
%4 11961595905
%$ 11961595905

%0 Journal Article
%J Business Horizons
%D 2007
%T The supply chain implications of recycling
%A Pagell,Mark
%A Wu,Zhaohui
%A Murthy,Nagesh N.
%K Management
%K Supply Chain
%X Until 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.
%B Business Horizons
%V 50
%P 133-143
%8 2007
%G eng
%N 2
%2 a
%4 2444867585
%$ 2444867585

%0 Journal Article
%J International Journal of Integrated Supply Management
%D 2006
%T Enhancing integration of supply chain functions within a firm: Exploring the critical factors through eleven cases
%A Pagell,Mark
%A Wu,Zhaohui
%K Management
%K Supply Chain
%X Supply 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.
%B International Journal of Integrated Supply Management
%V 2
%P 295-315
%8 2006
%G eng
%N 4
%2 a
%4 649857024
%$ 649857024