[雙語翻譯]--外文翻譯--綠色采購和供應(yīng)商管理（epsm）理論與實(shí)踐（原文）

1、Environmental purchasing and supplier management (EPSM): Theory and practiceWendy L. Tate a,n, Lisa M. Ellram b,1, Kevin J. Dooley c,2a Department of Marketing and Supply Chain Management, University of Tennessee, 328 St

2、okely Management Center, Knoxville, TN 37996, USA b Farmer School of Business, Department of Marketing, Miami University, Upton Hall 200, Oxford, OH 45056, USA c WP Carey School of Business, Arizona State University Main

3、 Campus, PO Box 874706, Tempe, AZ 85287-4706, USAa r t i c l e i n f oArticle history:Received 13 February 2012Received in revised form20 July 2012Accepted 23 July 2012 Available online 17 August 2012Keywords:Environment

4、al purchasingEnvironmental supplierSustainabilityContent analysisCorporate sustainability reportinga b s t r a c tThe purpose of this research is to explore current literature and practice specifically in environmentalpu

5、rchasing and supplier management (EPSM) in order to understand current activities and also tosuggest avenues for future research. First, an assessment of the current literature in environmentalpurchasing was completed wh

6、ich showed that most of the research in environmental purchasing is notgrounded in theory, and is just beginning to appear in premiere business journals, as defined by theFinancial Times journal list. This was followed b

7、y an examination of company practices in environ-mental purchasing by assessing a targeted cross-industry subsection of 68 corporate sustainabilityreports. This analysis revealed that the organizations studied are still

8、in the relatively early stages ofenvironmental purchasing and supplier management, and practices vary by industry predominantlybecause of external pressure towards environmental sustainability. The authors conclude that

9、given therelatively early stage of development of environmental purchasing practice and research, there issignificant opportunity in this area to develop theory and to influence practitioner behavior.Zadek, 1998). Today

10、there is growing recognition that there are explicit linkages between a firm’s environmental practices and its overall business performance (Klassen and Whybark, 1999; Zhu and Sarkis, 2004; Reuter et al., 2010; Hollos et

11、 al., 2012). In a survey conducted by AT Kearney and the Institute for Supply Management (ISM), 60% of the participants had a documented corporate level sustainability strategy (ISM, 2007). Many organizations also view s

12、ustainability as an opportunity to enhance brand promises and build goodwillamongst environmentally conscious consumers (Cooling, 2007). Thus, firms are increasingly engaging in environmental practices not just because i

13、t is the ‘‘right’’ thing to do, but also because it provides a means to either minimize costs or increase revenues. In the unusual situation of full vertical integration, a firm’s environmental impact is completely withi

14、n its own control. In reality, many of the firm’s operations are outsourced to suppliers, which implies that the firm’s aggregate environmental impact also depends on the environmental impacts of the members of its suppl

15、y network. In 2010, the total cost of materials made up about 59%3 of the value of the firm’s revenue in the U.S. manufacturing sector (U.S. Census Bureau, 2009). To the extent that outsourced or purchased materials and

16、components consti- tute the majority of value-added production in the firm, a firm’s true environmental impact is primarily a function of the suppliers it chooses, the requirements that it provides to suppliers, and the

17、development activities it engages in with suppliers. Sustainable firms require sustainable supply networks. In addition, in many industries such as electronics and automotive, most of the ‘‘heavy manufacturing’’ is done

18、by suppliers, while the buying firm does the assembly. Thus, the environmental impact of suppliers on the footprint of a product is likely even greater than their economic impact on a product.Contents lists available at

19、SciVerse ScienceDirectjournal homepage: www.elsevier.com/locate/pursupJournal of Purchasing fax: þ1 865 974 1932.E-mail addresses: Wendy.Tate@utk.edu (W.L. Tate),ellramlm@muohio.edu (L.M. Ellram), Kevin.Dooley@asu.

20、edu (K.J. Dooley). 1 Tel.: þ1 513 529 3270. 2 Tel.: þ1 480 965 6833; fax: þ1 480 965 8629.3 Based on a total value of product shipments of $4653.4 bil, and total cost ofmaterials of $2763.1 bil.Journal of

21、Purchasing Hugo and Pistikopoulos, 2005; Zhu and Cote, 2004). Life cycle analysis involves mapping the sequence of input- output transformations that represent the flow of materials and product from inception to disposa

22、l, and helps product and process engineers determine where waste and other detrimental out- comes are created and manifested. As such, life cycle analysis is a very practical, design-oriented approach more than a theory

23、building approach. While there is some controversy regardingwhether LCA is really considered a theory, that discussion is beyond the scope of this paper, and does not weaken the argument that EPSM has limited theoretical

24、 grounding. Stakeholder theory (Carter and Jennings, 2002; Kovacs et al., 2006), which addresses how the differing needs of interested agents influence organizational outcomes, was the next most frequently used theoretic

25、al frame. Stakeholder theory can help address why firms publish sustainability reports to inform the public of how they address environmental concerns. Several other theoretical frameworks such as transaction cost theory

26、 and the resource-based view were used in only a few papers. Surprisingly, institutional theory, which addresses how firms react to norma- tive, coercive and mimetic pressures, was only used three times in this literatur

27、e. The limited use of theoretical grounding and limited range of theories applied is consistent with the findings by Carter and Easton (2011).Table 1Type of peer reviewed journal.Subject category Description Envir. Inter

28、n’l PremieracademicPremierpractitionerOther Total % OftotalGreen purchasingmanagementHow to increase green purchasing, implement it, why do it, successfactors in green purchasing, etc. evaluation of how various programsw

29、ork/and or how to make them work better6 11 3 1 7 28 18.4Supplier involvementin environmentalissuesImportance and level of supplier involvement in environmental design,collaborating with suppliers to improve, etc.11 8 3

30、1 2 25 16.4Green supplierselection,management, andEvaluationEnvironmentally oriented supplier selection, performance evaluation,measurement5 6 2 9 22 14.5Stakeholder influenceon green supplieractivitiesResearch related t

31、o how external pressure from stakeholders on thebuying firm creates pressure for suppliers to be green7 4 1 5 17 11.2Modeling Models of how to do environmental supplier selection, supplierengagement, environmental cost s

32、haring, pollution levels, etc.6 4 2 5 17 11.2Purchasing’s role inenvironmentalconcernsBoth ‘‘a(chǎn)s-is’’ and should be roles for purchasing in relation tosustainable purchasing management1 5 2 9 17 11.2Impact ofglobalization

33、/localization ongreen supplyEffects of environmental regulations and environmental initiatives onthe location of supplier selected.1 1 1 3 2.0Performance impacts Impact of green-environmental purchasing on performance/ou

34、tcomes;environmental performance as a driver of performance outcomes4 6 1 6 17 11.2Code of conduct Supplier requirements related to following a corporate code of conduct 2 1 3 6 3.9Total 41 47 15 3 47 152 100Percent of t

35、otal(rounded tonearest %)26 31 10 2 31Environmental Journals were dominated by: Greener Management International (6), Journal of Cleaner production (10) and Business Strategy and the Environment (3).International was dom

36、inated by: International Journal of Operations and Production Management (8). Premier Academic includes (one unless otherwise noted): Journal ofMarketing, Decision Sciences, Journal of Operations Management, Management S

37、cience, Production and Operations Management, Strategic Management Journal, Academyof Management Journal, Journal of Business Ethics. Premier Practitioner includes: Sloan, Academy of Management Executive.Table 2Theoretic

38、al grounding of EPSM articles.Theory Number Percent of totalLife cycle analysis 10 6.6Theory building and grounded theory 15 9.9Stakeholder theory 8 5.3TCA 5 3.3Game theory 3 2.0Resource based view 7 4.6Knowledge base vi