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Environmental Supply Chain Innovation

  • Chapter
Greening the Supply Chain

Abstract

This chapter proposes a model describing why firms should invest in environmental supply chain innovation or ‘green supply’ activities. It argues that large high profile companies are under pressure from a wide range of stakeholders to improve their environmental performance. In contrast, small supplier firms are under less pressure, but are highly influenced by the demands of their customers. The model attempts to demonstrate that customer firms invest in environmental supply chain innovation because suppliers with poor environmental practices can expose the customer firm to high levels of environmental risk. However, implementation is dependent upon environmental pressure, firm capabilities and the degree to which customer firms are able to control their suppliers. The model is illustrated with a case study of UK supermarket retailer J Sainsbury Plc and five of their suppliers conducted over a four-year period in the late 1990s.

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Author information

Authors and Affiliations

  1. Haskayne School of Business, University of Calgary, 2500 University Drive N.W., Calgary, Alberta, Canada, T2N 1N4

    Jeremy Hall

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  1. Jeremy Hall
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Editor information

Editors and Affiliations

  1. Graduate School of Management, Clark University, 950 Main Street, Worcester, MA, 01610-1477, USA

    Joseph Sarkis PhD

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© 2006 Springer-Verlag London Limited

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Hall, J. (2006). Environmental Supply Chain Innovation. In: Sarkis, J. (eds) Greening the Supply Chain. Springer, London . https://doi.org/10.1007/1-84628-299-3_13

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  • DOI: https://doi.org/10.1007/1-84628-299-3_13

  • Publisher Name: Springer, London

  • Print ISBN: 978-1-84628-298-0

  • Online ISBN: 978-1-84628-299-7

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