What Happens in Smart Cars Reflects Shifts That Occur in Global Supply Chains - Research Paper Example

Green Strategies and Sustainable Development: Current Challenges and Opportunities with Green Supply Chains Table of Contents Introduction………………………………………………………………………………………..3 Research Questions………………………………………………………………………………..3 Literature Review………………………………………………………………………………….4 Sustainability Frameworks………………………………………………………………...5 Logistics Performance…………………………………………………………………….6 Practices of Green Strategies……………………………………………………………...8 Conclusion. References………………………………………………………………………………………..15 Introduction The green strategies that are within the market are developing new alternatives to the creation and movement of global supply chains. There are a variety of opportunities which are available with green strategies, all which are able to assist corporations and those interested in various elements of the green movement. At the same time, logistical challenges that are a part of the global supply chains and green strategies are prevalent within the market. Understanding and responding to these particular components while understanding the way in which one can develop the correct strategies can provide even more opportunities to those who are looking at specific concepts. This research paper will look at the various green strategies and the elements which are causing the strategies to alter as well as how this is affecting the green strategies which are currently within the market. Research Questions The concept of green strategies is one which has recently emerged in the marketplace, making it an area of question and opportunity. The research paper will ask: What are the threats with green strategies? What are the opportunities developed with green strategies? How can companies work with green strategies to change the global supply chain? What are the current developments that are driving forward green strategies? What are the next steps for green strategies and the global supply chain? These various concepts will identify the problems and opportunities with green strategies as well as ways in which a company can create the right approaches to being a part of the green movement and the supply chain that is continuing to grow in demand from the available resources based on green strategies. Through these different research studies, there will be recommendations about the green strategies and what can be done to sustain and develop the supply chain that is currently being developed. By doing this, the correct initiatives can be taken to alter and transform the green strategies and expectations that are a part of the supply chain development. Literature Review The approach to green strategies is based on finding different environmental management systems that can offer new solutions. The management systems are developed specifically with the ideology of having sustainable features with the supply chain while continuing to work toward constructive solutions within the environment. The green strategies are furthered with the adaptation of diverse opportunities which are based on ways to cut back on the resources which are used while becoming more efficient with the supply and demand which is being built. This is forming the foundation of the strategy for the green strategies while offering different ways of managing the needs that are a part of the systems. The green strategies are able to adapt organizational components in terms of the types of supplies sent, number of supplies that are given or received at a time, materials used and the management that occurs with the supply and demand which occurs. Each of these strategies combines with other concepts, such as the corporate responsibility and the expectations which are now a part of the global supply chain and being met by various countries (Darnall, Jolley, 2008). The operations management and the way in which it responds to the green strategies has now become one of the main areas of focus to create and develop the correct approaches to the global supply and demand. To help this to function right, there are specific principles that are created and developed, specifically with the expected strategies to work correctly. The standards are inclusive of using fewer materials, using recycled materials or recovered components, investigating the natural materials and whether these are better, concerns of energy consumption, extension of the life of the products and changing the design of the supply chain. The principles of green design products and supplies are then able to create and develop an alternative way of working with the environment and the approaches that are taken with the operations. As operations are able to develop this component, there is the ability to create and monitor the use of supplies and the association which they have in the company. The result is the ability to work with quality function development that comes from the various products and associations with the supply chain (Russell, Taylor, 2008). Sustainability Frameworks To execute the various management systems and approaches for green strategies, are frameworks which are created to build the correct type of strategy. This begins with the sustainability frameworks that are developed. This is inclusive of logistics and physical distribution that is a part of the framework. This is furthered with the types of strategies used, specifically which are based on green, lean and global supply chain frameworks. The sustainability among each of the supply chains alters, specifically because of the demand and requirements that are associated with the framework. This is combined with multi – functional approaches which are required with the management systems and the approaches which are taken with each application. The sustainability frameworks require a specific interface that allows management to work with the global supply chain while developing alternatives to the management and synthesis that is a part of the supply chain. By doing this, there is a different understanding of the strategies and ways in which they can be approached and sustained with the right quality for both green and global supply strategies (Mollenkopf et al, 2010). The framework for sustainability is one which is furthered with the understanding that there needs to be a development and application of the strategy and how it combines with the green and global movements. The sustainability which is developed is not only based on the green strategies which are developed. There is an intertwined relationship which occurs with the social, economic, political and environmental performance that relates to this. According to the resource dependence theory, the only way in which the green strategies can work is if the resources are able to reflect the social and economic conditions. If there is enough demand with the green products and approaches taken, then the green strategies benefit. However, there may be better approaches used with other terms, specifically because of the need to have sustainability. The sustainable approach often creates more saving with green initiatives, rather than using specific resources that are not as dependable and which may cause more supplies without responses from the given social and economic structure (Carter, Rogers, 2008). Logistics Performance An association which is made with the green strategies is based on the way in which logistics are performed and the results which this takes. The supply chain management strategy needs to be reflective of the logistics that are a part of the main performance. The organizational performance and marketing and financial relationships also affect the way in which the green strategies are able to work. According to a current study (Green et al, 2008), there is a direct correlation between the performance of marketing and financial relationships. For green strategies to work, there needs to be an approach with the marketing that attracts the correct market. This can be combined with the financial relationships that are associated with the performance of the overall corporation. Without these in place, the supply chain with green strategies will be ineffective. The investment or marketing will not be conducive with the specific relationships created. This will lead to a lack of results or a supply chain which won’t work effectively for different needs of the corporation (Green et al, 2008). To create different approaches toward this, corporations are also in need of re-examining the relationships between the marketing and financial structures as well as the associations which are created with the corporation. This is inclusive of green supply chains that are able to move into various models to ensure that the supply chain works effectively. A specific model that is allowing this to occur is interorganizational approaches. This develops a cooperative between several companies to ensure that the marketing, performance, finances and responses are easily met without causing difficulties or problems with the supply chain. However, the knowledge sharing and development of alternative supply chains that has this inter – dependence creates higher risks that are among those within the corporation. This is furthered with the types of behaviors and activities that are established as well as the expectations between the organizations which are being used to develop the specific approach to the supply chain. Understanding how to develop the correct approaches and behaviors then becomes associated with finding different ways to change the logistics that are within the green strategies (Cheng, Yeh, Tu, 2008). Practices of Green Strategies To create the correct managerial, logistical and sustainability responses with the green strategies and supply chains, are a variety of practices which are used to develop the correct responses. The pressures which are leading to green strategies are one of the areas which are helping with the development and stability of the practice. This is coming specifically from the global competition that is placing demands on minimizing the amount of supplies sent and received. This is furthered with extraneous resources and supply chain practices that are now required to develop and change the approaches which are a part of developing green strategies. Concepts such as reverse logistic factors are altering the way in which many are examining the supply chains and the economic performance which is associated with this. The reverse logistic factors is a practice which minimizes the amount of supplies sent while integrating sustainability into the system by developing shared commonalities with other resource areas. This particular development is offering new green strategies that allow the logistics to be met while the practice of green strategies is able to experiment with more options within the market (Marsillac, 2008). The implications which are occurring with the green strategies are based on the use of innovation and new formulas that are able to intertwine with the several problematic features in the supply chain. This is combined with understanding the environmental sustainability and the frameworks which are required and intertwine with other components. The social organization and the way in which this responds to the natural environment is one which is leading to the innovations with corporations and the responses which are being given in terms of the practices of organizations. Environmental concerns and the growth of demands that is occurring are leading to higher levels of economic performance. A formula which is becoming associated with this is the belief action outcome framework. This is based on finding the regions which are susceptible to the environmental and social changes while leading into the action that further helps to develop the supply chain. The outcome then moves back to the belief component, specifically which begins to develop into other regions in which the natural environment begins to change with the performance and other components (Melville, 2010). The opportunities and challenges that are presented with the practical options are based on the changing environment and how corporations respond to this. The green strategies are first based on the understanding of the value conscious customer and the regulations which are associated with the green strategies. Most customers are now interested in the purchase of green products and are interested in looking at corporations who are claiming social responsibility with the products that are offered. This is furthered with the procurement, manufacturing and distribution that most consumers are looking toward and which offer changes in the green strategy. The advantage of this is based on innovative structures that are providing new opportunities for development among businesses. However, altering the processes of manufacturing and distribution also leads to difficulties and complications with those working within the given framework. At the same time, a new level of competition is being created, specifically with those who can work toward innovative structures based on green strategies. Matching the demands, trends and strategies is then able to help in developing the correct solutions and strategic options to those who are working with green supply chain movements (Waters, 2010). While the advantages come with the social pressures, competitive advantage and the intertwining of environment, there are also challenges which are associated with this. The environmental protection acts are based specifically on the social demands and with staying competitive within the framework. It has been found that the green strategies, even when only slightly used, offer benefits to the company. This is inclusive of access to certain markets, differentiating products, risk management with stakeholders, cost of material, energy and services, cost of capital and cost of labor. These various advantages are allowing green strategies to move into practical practice and expectations. However, there are also various ways that are causing companies to not have easy access to changing the processes and approaches while other ineffective measures are not allowing the companies to completely change the environmental and green strategies when working with various needs (Ambec, Lanoie, 2008). Conclusion The green strategies which are now associated with various corporations are leading to different approaches to global supply chains and the expectations which are associated with this. This is furthered with different methodologies of sustainable development that are arising because of the global supply chain and the several opportunities and threats with green strategies. For corporations to implement the correct associations with green strategies there is the need to build and develop an alternative in terms of the supply chains and the green movement. This will help to stop the complexities which are currently within the environment as well as a part of the framework that is integrated into the market. By doing this, there is the ability to develop and alter the approaches toward the green movement and the way in which it is changing the operations and management of corporations within the supply chain. References Bridges, CM. (2008). “Going Beyond Green: The Why and How of Integrating Sustainability Into the Marketing Curriculum.” Journal of Marketing Education 37 (2). Carter, Craig, Dale Rogers. (2008). “A Framework of Sustainable Supply Chain Management: Moving Toward New Theory.” International Journal of Physical Distribution and Logistics Management 38 (5). Cheng, Jao, Chung Yeh, Chia Tu. (2008). “Trust and Knowledge Sharing in Green Supply Chains”. Supply Chain Management: An International Journal 13 (4). Darnall, N, GJ Jolley. (2008). “Environmental Management Systems and Green Supply Chain Management: Complements for Sustainability?” Business Strategy and the Envioronment 15 (2). Green, Kenneth, Dwayne Whitten, Anthony Inman. (2008). “The Impact of Logistics Performance on Organizational Performance in a Supply Chain Context.” Supply Chain Management: An International Journal 13 (4). Marsillac, Erika. (2008). “Environmental Impacts on Reverse Logistics and Green Supply Chains: Similarities and Integration.” International Journal of Logistics Systems and Management (10). Melville, Nigel. (2010). “Information Systems Innovation for Environmental Sustainability.” MIS Quarterly 34 (1). Mollenkopf, Diane, Hannah Stolze, Wendy Tate, Monique Ueltschy. (2010). “Green, Lean, and Global Supply Chains.” International Journal of Physical Distribution and Logistics Management 40 (2). Russell, RS, M Taylor. (2008). Operations Management Along the Supply Chain. UK: Wiley and Sons. Waters, Donald. (2010). Global Logistics: New Directions in Supply Chain Management UK: Kogan Page. Smart Car Evaluation: Defining Green Strategies for Supply Chains Name, Name Class January 18, 2012 Table of Contents Introduction………………………………………………………………………………………..3 Smart Car Evaluation……………………………………………………………………………...3 Conclusion and Recommendations………………………………………………………………18 References………………………………………………………………………………………..20 Introduction The concept of green strategies as well as how this is changing the way in which different corporations work is noted by various examples of products which are now entering the market. Smart Car is an initiative which is being noted, specifically based on the ideology of electronic driving to save with fuel emissions and to change the environmental approach to driving. While the Smart Car is working toward a variety of evaluations and new methodologies, there is also an understanding of how the green strategies are building and developing into challenges as well as opportunities for various companies. Examining the Smart Car and some of the benefits it holds in the market, as well as arising challenges, also provides a lucrative example of how the market is altering through green strategies and what some of the hindrances are with this particular approach. Smart Car Evaluation The example of Smart Car is one which shows the supply chain problems and potential solutions related to green strategies. The car is one which has developed a green and eco – friendly way of driving. Fuel efficiency is available with a combined approach with electrical driving. This is combined with no emissions and city driving which is more versatile for driving. The Smart Car has also expanded into bikes and scooters that use the same electricity and technologies to work only with the needs for the environment. The materials that are used with the car come from recycled materials that are used. This is combined with production processes that use the same green strategies to ensure that there is a cut of the environmental components that are used when making the car. The approach is one which works with the entire process and the end product to create a supply chain based on a green strategy within the corporation (Smart, 2011). The opportunities which are a part of the Smart Car come from the trends that are associated with the environmental expectations as well as the corporate responsibility that is a part of the driving needs. This is specific to the use of the process for the car, recycled materials and the change into the electronics that are used to stop the emission gases with the car. Each of these relate directly to the social stigma which is based on changing the environment and being responsible at an individual basis for the car. This also links to those who are watching trends through the corporate social responsibility, specifically to see the way in which responses should be made to the environment and what is occurring. These advantages are allowing the production and distribution to work in favor of the vehicle while creating a different and innovative approach to the green strategies which are used. The way in which the Smart Car has developed the production process, material of the car and the marketing development to respond to specific trends related to the environment are building a variety of opportunities for the car (Green, Wang, 2011). The second area which remains an advantage to the Smart Car is based on the competition that is associated with the car. Currently, there are little to no other cars that are using the processing of the car with the green strategy that is developed. The amount of innovation which is used is allowing the Smart Car to remain ahead of competitors while creating a model which is going beyond hybrid models of cars and into better efficiency for the environment. The lack of competition is one which is drawing attention to the Smart Car and is also leading to new opportunities for both stakeholders and for the company. There are several other car companies that are looking at the innovations used by Smart Car with the desire to create and develop a different connection to the car. This particular approach is providing more opportunities for the Smart Car while linking to other developments and expectations with the growth of the car models and the changes which can be made with future models. This particular affiliation with the car is leading to even more opportunities that are not available to most car companies, specifically because of the green strategy which is used (Than, 2010). While there are a variety of opportunities that are based on the Smart Car, there are also mixed reviews which are associated with the supply chain. The response to the current environment is one which many believe to be an innovation that has not looked at other standards which are required for the design. The Smart Car has not taken off in the American market as much as others, even though the green strategies are approached continuously. This is because the vehicle is stated as overpriced and does not have the amount of comfort which is also expected from a car. There is not enough space in the car for comfort of driving and the features do not provide the right approach to market segments that do not like the cars that are smaller and which do not have the specialized features of cars. The other social trends, such as pick - up trucks and high – end technology are compromised for the green strategy used. This compromise is causing a small segment of the market to be approached while the car is unable to have the right approach to other segments and associations with the car (Turpen, 2012). The problem that is presented with the other part of the target market as well as the lack of the strategy from this viewpoint is one which furthers with the question of whether the green strategy is able to provide more green initiatives. The Smart Car has not become a stable option within the market, meaning continuous amounts of materials, production costs and distribution initiatives are being taken. When the car is not able to have the right demand or response, it is not able to link into the green strategy and the approaches which are taken. This is specific to the higher price and the inability to reach all target markets in the expected manner. If this continues, then the global supply chain will be hindered, leading to a reversal of the green strategy initiatives which have been taken. The excess and the different models which are presented with this then lead to contradictions with the green strategy and the initiatives which are not completely serving the purpose of the green strategy introduced from the Smart Car (White, 2011). Conclusion and Recommendations The components which are a part of Smart Cars are reflective of the changes which are occurring with green strategies and the changes which are occurring with Global Supply Chains. The opportunities are based on the changing landscape of social trends and expectations. This is furthered with corporations taking corporate social responsibility when building green strategies. The combination with the economic and environmental performance is also able to help with the needed initiatives with Smart Cars. While there are a variety of opportunities; however, these are more theoretical than implied. The challenges are based on building the demand for the supply chain, often which leads to over production of the cars. Without sustainability and the ability to develop the market, more waste is created and the green strategy reverses because of the lack of demand. The intertwining aspects of the green strategy with the logistical challenges then become essential to define. To change the problems and difficulties with the Smart Car, as well as with the general terms of the green strategies, is the need to further deepen the specific needs of the movement. Currently, the green strategies are based on innovation and moving into the market. However, there is not an evaluation or response to the specific needs or expectations related to the green strategies and expectations from the social, economic and environmental demands. Lowering the amount of risk with the different approaches to the green strategy relies first on evaluating the market and understanding more of what is needed to work with the green strategies. Combining this with alterations of production and distribution that change over time while working within different frameworks furthers this. Continuing to add into the market and financial components by first evaluating the green strategies and needs as well as the ability to move into the market in a different manner can further the opportunities. Examining frameworks such as the cooperative knowledge learning experiences can help to overcome the logistical challenges while changing the frameworks which many are working under with the green strategies used. The result is the ability to begin developing new initiatives and innovative processes and structures while working within frameworks that are stabilizing and offer sustainable development toward green strategies. References Green, RC, LI Wang. (2011). “The Impact of Plug – In Hybrid Electric Vehicles on Distribution Networks.” Renewable and Sustainable Energy. Smart Car. (2011). “About the Smart Car.” Retrieved January 8, 2012 from: http://int.smart.com/information-service-environmental-awareness/f7717dee-2145-528d-b60c-f3536f39be1f. Than, Ker. (2012). “Car Talk: Connected Vehicles Will Boost Road Safety.” Live Science (January). Turpen, Aaron. (2012). “Smart’s Nose – Snubbing for US Concept Flops in Detroit.” Torque News. White, Joseph. (2012). “Luxury Car Makers Think Small.” The Wall Street Journal (January). Read More