Environmental Benefits of Lean, Green and Resilient Supply Chain Management - The Case of The Aerospace Sector
Environmental Benefits of Lean, Green and Resilient Supply Chain Management - The Case of The Aerospace Sector
Environmental Benefits of Lean, Green and Resilient Supply Chain Management - The Case of The Aerospace Sector
a r t i c l e i n f o a b s t r a c t
Article history: This paper aims to investigate the relationship and links between lean, green and resilient supply chain
Received 7 March 2017 (SC) practices and their impact on environmental performance. To achieve this objective, the aerospace
Received in revised form sector is chosen as the study sector. A combined methodology of Importance-Performance Analysis (IPA)
27 July 2017
technique and Interpretive Structural Modeling (ISM) approach is used in order to identify the re-
Accepted 27 July 2017
lationships' map between practices and performance measures. Lean SC practices appear as drivers for
Available online 4 August 2017
green and resilient SC practices and their impact on environmental performance is higher than that one
of the resilient SC practices. In addition, analysis of the findings is especially valuable for practitioners
Keywords:
Lean supply chain
that can gain knowledge on interactions between practices and their impact on environmental perfor-
Resilient supply chain mance measures.
Green supply chain © 2017 Elsevier Ltd. All rights reserved.
Environmental performance
Interpretive structural modeling
Importance-performance analysis
http://dx.doi.org/10.1016/j.jclepro.2017.07.201
0959-6526/© 2017 Elsevier Ltd. All rights reserved.
R. Ruiz-Benitez et al. / Journal of Cleaner Production 167 (2017) 850e862 851
Additionally, this sector has showed an increasing commitment to operations at minimum cost and with no waste. For that purpose,
decrease the negative environmental impact of aerospace non-value activities from the customer's point of view are elimi-
manufacturing (International Civil Aviation Organization, ICAO). nated in order to improve quality, reduce costs and increase flexi-
Thus, we will focus exclusively on the study of SC environmental bility (Womack et al., 1991).
sustainability. Secondly, in the methodology used, that in this case Companies must adopt lean, both internally and externally,
has been extended to consider a previous step to identify the most spreading lean principles and practices through the whole SC in
important practices in the sector that should be considered in the order to achieve all the potential benefits of this philosophy. Lean
study, increasing the robustness of the methodology used. Inter- principles are, therefore, applicable to the whole SC, from the
esting results that differ somehow from the previous ones are ob- provider to the final distributor and the final customer delivery,
tained, pointing out the existing difference between sectors and the which is known as Lean Supply Chain Management (LSCM) (Singh
need for more real case studies in different sectors to further study and Pandey, 2015; Tortorella et al., 2017). Additionally, there exists
the interdependence of lean, green and resilient practices and their the necessity of SC flexibility in order to adapt to customer's de-
joint impact on SC performance and sustainability. mand changes being able to modify raw materials, component and
Based on the research gap, this paper aims to address the product requirements.
following issues: 1) Identify the critical lean, green and resilient SC Under the lean philosophy, the company must establish a rela-
practices in the aerospace manufacturing sector (AMS); 2) Establish tionship with its customers and providers based on trust, which
the relationship among lean, green and resilient SC practices; 3) will lead to the exchange of knowledge and a high learning moti-
Evaluate the impact of those lean, green and resilient practices on vation (MacDuffie and Helper, 1997). Empirical evidence shows that
SC environmental sustainability. With these goals in mind, a mixed providers applying lean principles achieve better performance than
approach based on the Importance-Performance Analysis (IPA) and providers that do not apply such principles (Wu, 2003).
Interpretive Structural Modeling (ISM) is implemented. ISM in In order to adopt lean principles, companies can apply diverse
isolation has already been proven to be appropriate in the study of LSCM practices. Table 1 shows LSCM practices identified in the
Sustainable SCM (Dubey et al., 2017) and therefore it can also be literature. These will be used in our study.
considered an appropriate methodology to evaluate SC environ-
mental sustainability. Additionally, we have also implemented a 2.2. Green supply chain management (GSCM)
variation of IPA in order to facilitate the implementation of ISM,
leading to better results than if no additional analysis had been Green supply chain management (GSCM) has emerged as an
implemented. important organizational philosophy that helps organizations and
The paper is structured as follows. After the introduction, a re- their partners to achieve corporate profit and market share objec-
view of the current literature on lean, green and resilient SC prac- tives by reducing environmental risks and impacts while improving
tices as well as on environmental performance measures is ecological efficiency (Azevedo et al., 2011; Zhu et al., 2008a). Firms
presented. Then, a brief description of the sector under study and need to look for cleaner SCM practices in order to increase orga-
its importance is established. After that, the methodology and nizational competitiveness. Bowen et al. (2002) identify three
research design is presented to continue highlighting and discus- levels of action in the implementation of green supply practices:
sing the main findings and results. Finally, conclusions are drawn. greening the supply process, product-based green supply and
advanced green supply. They try to explain why companies still do
2. Literature review not implement green supply practices, although beneficial in the-
ory, in their day to day activity.
This study comprises several research topics such as lean SCM, Green SC practices have been previously studied in different
green SCM, and resilient SCM, and finally different measures used sectors such as the automotive industry (Azevedo et al., 2011;
to evaluate the environmental performance. Diabat et al., 2013; Govindan et al., 2015b), the packaging print-
An extensive literature review of such research topics was car- ing industry (Vachon, 2007) as well as in more general cross-
ried out in order to identify practices of interest and environmental sectoral studies (Green et al., 2012; Holt and Ghobadian, 2009;
performance measures used in this type of studies. The following Tachizawa et al., 2012; Testa and Iraldo, 2010; Zhu et al., 2008a,
bibliographic databases were consulted: Science Direct, Willey 2008b). A total of fourteen GSCM practices that will be consid-
Online Library, Emerald Management Xtra, Taylor & Francis Online ered in the study have been identified. These are presented in
and Springer Link; with the objective of covering the majority of Table 2.
journals on the SCM field. The period of time was not limited.
Among the detected publications on the subject, those that clearly 2.3. Resilient supply chain management (RSCM)
identified either the practices or measures previously mentioned
were selected. Since in most of the cases the number of publications There exist various definitions of the concept of resiliency
that referred to certain practices or measures was so elevated, only applied to the SC. Juttner et al. (2003) define it as the identification
a few of the more recent publications have been represented in the of potential risk sources and the implementation of appropriate
review tables since these publications already considered and strategies in a coordinated manner among SC members in order to
referenced the previous ones. reduce SC vulnerability. Mathematically, this vulnerability can be
We will briefly review each of those research lines in order to measured as the combination of the occurrence probability of an
establish a convenient framework to carry out the study. unexpected event and its potential impact on the SC performance
(Craighead et al., 2007; Pettit et al., 2010).
2.1. Lean supply chain management (LSCM) In this context, most efforts are focused on determining the
strategies that companies should follow in order to achieve a more
Lean is a work philosophy that defines the means for improve- resilient SC, and therefore, to diminish both the impact of the event
ment and optimization of the production system focusing on and the time needed to go back to the initial performance level,
identifying and eliminating all types of waste and on reducing or before the disturbance occurred. In order to achieve more resil-
minimizing the variability from demand to supply (Shah and Ward, ience, companies should direct their efforts to flexibility improve-
2007). This pursues to achieve maximum efficiency developing ment, agility, reengineering, collaboration and awareness of the
852 R. Ruiz-Benitez et al. / Journal of Cleaner Production 167 (2017) 850e862
Table 1
LSCM practices.
L1 Supplier selection, evaluating and monitoring. (Campos and Vazquez-Brust, 2016; Maleki and Cruz-Machado, 2013; Qrunfleh and Tarafdar, 2013;
Wiengarten et al., 2013)
L2 Suppliers and company involvement in NPD (New (Cabral et al., 2012; Campos and Vazquez-Brust, 2016; Kou and Lee, 2015; Maleki and Cruz-Machado, 2013;
Product Development) Qrunfleh and Tarafdar, 2013; Wiengarten et al., 2013)
L3 Communication and information exchange between (Cabral et al., 2012; Campos and Vazquez-Brust, 2016; Kou and Lee, 2015; Maleki and Cruz-Machado, 2013;
suppliers and company Qrunfleh and Tarafdar, 2013; Wiengarten et al., 2013)
L4 Electronic-enabled supply chains. (Azevedo et al., 2012; Campos and Vazquez-Brust, 2016; Hong et al., 2010; So and Sun, 2010; So, 2010)
L5 JIT delivery practices. (Azevedo et al., 2012; Campos and Vazquez-Brust, 2016; Govindan et al., 2014; Govindan et al., 2015a;
Wiengarten et al., 2013)
L6 Pull production systems. (Agus and Hajinoor, 2012; Marodin et al., 2016; Perez et al., 2010)
L7 Value stream mapping (VSM). (Campos and Vazquez-Brust, 2016; Hines and Rich, 1997)
L8 Training in lean initiatives. (Campos and Vazquez-Brust, 2016; Lopes de Sousa Jabbour et al., 2014; Stewart et al., 2010)
Table 2
GSCM practices.
G1 Joint planning (Azevedo et al., 2011; Diabat et al., 2013; Vachon, 2007)
G2 Cooperation with suppliers to solve end-of-pipe environmental issues
(Azevedo et al., 2011; Diabat and Govindan, 2011)
G3 Cooperation to minimize logistical impact of material flow (Diabat et al., 2013; Vachon, 2007)
G4 Environmental collaboration with suppliers (Azevedo et al., 2011; Diabat et al., 2013; Diabat and Govindan, 2011; Holt and Ghobadian,
2009; Vachon, 2007; Zhu et al., 2008b, 2005)
G5 Environmental monitoring upon suppliers (Holt and Ghobadian, 2009; Paulraj, 2009; Tachizawa et al., 2012; Vachon, 2007)
G6 Green procurement/sourcing (Azevedo et al., 2011; Diabat et al., 2013; Green et al., 2012; Holt and Ghobadian, 2009;
Paulraj, 2009; Routroy, 2009)
G7 Prequalification of suppliers (Paulraj, 2009)
G8 Communication of environmental criteria for goods and services (Diabat et al., 2013; Holt and Ghobadian, 2009; Zhu et al., 2008b)
G9 To encourage suppliers to take back packaging (Holt and Ghobadian, 2009; Rao and Holt, 2005)
G10 To use recyclable pallet to delivery materials (Holt and Ghobadian, 2009; Rao and Holt, 2005)
G11 Collaboration with suppliers in product design to reduce and (Diabat et al., 2013; Holt and Ghobadian, 2009; Paulraj, 2009; Tachizawa et al., 2012; Vachon,
eliminate product environmental impacts 2007; Zhu et al., 2005)
G12 Communication and collaborative approaches to foster environmental (Diabat et al., 2013; Holt and Ghobadian, 2009; Vachon, 2007)
improvements across the SC
G13 Suppliers environmental management systems requirement (Azevedo et al., 2011; Bowen et al., 2002; Diabat et al., 2013; Diabat and Govindan, 2011)
G14 Supplier education, coaching and mentoring (Diabat et al., 2013; Holt and Ghobadian, 2009; Tachizawa et al., 2012)
implicated agents of the risks to manage (Christopher and Peck, SC. However, having too many SC performance measures is not
2004). useful in practice. Measuring SC performance becomes even harder
Tomlin (2006) categorized the actions leading to improved SC when different practices are implemented and the impact of those
resilience in two groups: mitigation actions and contingency ac- needs to be evaluated. Beamon (1999) proposes three performance
tions. On one hand, mitigation actions are focused on diminishing measure types and states that a good SC performance measure-
the occurrence probability or the disturbance impact before it ment system must contain at least one individual measure from
happens. On the other hand, contingency actions are the ones that each of them.
take place once the event has occurred. Both actions affect all main Different studies have tried to establish a measurement model
elements in the SC, such as providers (Iakovou et al., 2007; Rice and that applies to measure the environmental performance of the SC.
Caniato, 2003), clients (Govindan et al., 2014; Tang, 2006), em- The measurement items listed in Table 4 will be used in the present
ployees (Chowdhury and Quaddus, 2015; Pettit et al., 2013), infor- study to evaluate the environmental benefits obtained after the
mation and material flows (Rajesh et al., 2015; Tukamuhabwa et al., implementation of different lean, green and resilience strategies in
2015), the product (Ponomarov and Holcomb, 2009) and the pro- the SC.
duction and control process of the company (Behzadi et al., 2017;
Elzarka, 2013; Stecke and Kumar, 2009). Table 3 indicates the
RSCM practices obtained in the literature review. These will be used 3. Description of the study sector
in the current study.
The aerospace sector is committed to decrease the environ-
mental impact of all aspects of aerospace manufacturing, and civil
2.4. Environmental performance measurement aviation travel. Over the last 50 years, a considerably reduction
(70%) of fuel-burn/passenger-km has been reached, and the sector
Choosing appropriate SC performance measures is a difficult is currently committed to achieve further emissions reduction and
task due mainly to the complexity of such systems. Several efforts production impact and cost (International Civil Aviation Organi-
have been made in the literature to create a general framework to zation, ICAO). Even more, ICAO produced a briefing document for
evaluate SC performance (Gunasekaran et al., 2001, 2004). Having the United Nations Rioþ20 conference on Sustainable Development
just a single performance measure is generally inadequate since it in Rio de Janeiro (Brazil), where their ongoing commitment to
probably ignores critical factors and important interactions of the sustainable development in all areas of the aerospace industry was
R. Ruiz-Benitez et al. / Journal of Cleaner Production 167 (2017) 850e862 853
Table 3
RSCM practices.
R1 Use of information control systems (Chowdhury and Quaddus, 2015; Elzarka, 2013; Pettit et al., 2013, 2010; Romano et al.,
2013; Tukamuhabwa et al., 2015)
R2 Communication and information sharing with suppliers (Chowdhury and Quaddus, 2015; Elzarka, 2013; Rajesh et al., 2015; Soni et al., 2014)
R3 Flexible supply base (Govindan et al., 2014; Guojun and Caihong, 2008; Iakovou et al., 2007; Rajesh et al., 2015;
Spiegler et al., 2012; Stecke and Kumar, 2009)
R4 Core firm pays a proportion of costs derived from their supplier/s get/s (Guojun and Caihong, 2008)
redundancy
R5 More mutually beneficial agreements between core firm and their (Pettit et al., 2013, 2010; Rajesh et al., 2015; Rice and Caniato, 2003; Romano et al., 2013;
suppliers with clearly stated incentives and obligations across time Tukamuhabwa et al., 2015)
R6 Improve visibility, collaboration, coordination and understanding with (Chowdhury and Quaddus, 2015; Govindan et al., 2014 . Govindan et al., 2015a; Rajesh
suppliers et al., 2015; Scholten et al., 2014; Soni et al., 2014; Tukamuhabwa et al., 2015; Zailani et al.,
2015)
R7 Maintaining excess capacity in productions, storage, handling and/or (Chowdhury and Quaddus, 2015; Govindan et al., 2015a; Rajesh et al., 2015; Soni et al.,
transport. 2014; Tukamuhabwa et al., 2015; Zailani et al., 2015)
R8 Enforce security (Stecke and Kumar, 2009; Tukamuhabwa et al., 2015)
R9 Contingency planning (Pettit et al., 2013, 2010; Tukamuhabwa et al., 2015; Zailani et al., 2015)
R10 Disaster recovery plan (Pettit et al., 2013, 2010; Romano et al., 2013)
R11 Alternative transportation routing (Chowdhury and Quaddus, 2015; Govindan et al., 2014; Govindan et al., 2015a; Pettit et al.,
2013; Rajesh et al., 2015; Romano et al., 2013)
R12 Visible transportation (Romano et al., 2013; Stecke and Kumar, 2009)
Table 4
Environmental performance measures.
EVP1 Reduction of air emissions (Green et al., 2012; Zhu et al., 2008a)
EVP2 Reduction of effluent wastes
EVP3 Reduction of solid wastes
EVP4 Decrease of consumption for hazardous/toxic materials (Aras et al., 2010; Green et al., 2012; Zhu et al., 2008a)
EVP5 Decrease of frequency for environmental accidents (Green et al., 2012; Zhu et al., 2008a)
EVP6 Increase of recycled materials (Aras et al., 2010; Green et al., 2012; Zhu et al., 2008a)
EVP7 Decrease of energy consumption (Aras et al., 2010)
Table 5
Experts profile for IPA.
Expert 35 years General Manager of Aerospace Departments of Operations and Quality in OEM Purchasing Manager
A Cluster Foundation Suppliers Selection and Management
Expert 25 years Assistant General Director in OEM Senior Manager Head of Industrialization Programs in Suppliers evaluation
B assembly plant OEM assembly plant Contracts negotiation
Product quality
Purchasing agents and buyers supervision
Expert 29 years Senior advisor of Innovation and Creator of Aerospace Cluster Foundation. Supply Chain Consultant of AMS
C Development Agency for the AMS Head of a supply chain management electronic platform Improvement of production, purchasing, warehousing
project to synchronize SC of OEMs and Tier-1 and distribution procedures for AMS companies
R. Ruiz-Benitez et al. / Journal of Cleaner Production 167 (2017) 850e862 855
Table 9
Experts'profile.
environmental sustainability measure. Experts were also requested Table 12. It also includes the driving and dependence power of each
to fill out pairwise comparisons among environmental sustain- element in the system.
ability measures. In this latter case, all directions were possible.
Finally, a total of fifteen SSIM from experts were gathered and
4.2.4. Level partitions
combined by a simple averaging process to reach the final SSIM
This step consists in partitioning the final reachability matrix
(Table 10). For this purpose, each expert's matrix was transformed
obtained above into different levels. This provides the reachability
into a binary matrix following the process explained in the next
and antecedent set for each element (i.e., si ). These are represented
section. Then, the mode matrix was calculated, and finally, the bi-
by Eq. (2) and (3) respectively.
nary matrix was transformed back into the symbols matrix
obtaining the SSIM (Table 10).
Rðsi Þ ¼ sj 2S = eij¼ 1 ∪fsi 2Sg (2)
Table 10
Structural Self-Interaction Matrix (SSIM).
L1 V V V O O V O O V V V O V V X V V
L2 O V O O O O O O O O O O O O A X
L3 O V O O O O V V V V V V X V X
L4 O O O O O O O O O O V O V V
L5 O O V O O O V O O V V A X
L6 O O O O O O V V O V O A
L8 V V V V O O O O O V O
R1 O O O O O O V V V O
R3 O O O O O V O V V
R9 V O O O O O X V
R10 O O O O O O X
R11 O O O O O O
G8 V V V O V
G13 V V V V
EVP2 V A O
EVP3 V A
EVP4 V
R. Ruiz-Benitez et al. / Journal of Cleaner Production 167 (2017) 850e862 857
Table 11
Initial reachability matrix.
L1 1 1 1 1 1 1 0 1 1 1 0 0 1 0 0 1 1 1
L2 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0
L3 0 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 1 0
L4 1 1 1 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0
L5 0 0 0 0 1 1 0 1 1 0 0 1 0 0 0 1 0 0
L6 0 0 1 0 1 1 0 0 1 0 1 1 0 0 0 0 0 0
L8 0 0 0 0 1 1 1 0 1 0 0 0 0 0 1 1 1 1
R1 0 0 0 0 0 0 0 1 0 1 1 1 0 0 0 0 0 0
R3 0 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0 0
R9 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 1
R10 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0
R11 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0
G8 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 1 1 1
G13 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1
EVP2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1
EVP3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1
EVP4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1
EVP5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1
Table 12
Final reachability matrix.
L1 1 1 1 1 1 1 1* 1 1 1 1* 1* 1 1* 1* 1 1 1 18
L2 0 1 1 1* 1* 1* 1* 1* 1* 1* 1* 1* 0 0 1* 1* 1 1* 15
L3 1* 1 1 1 1 1 1 1 1 1 1 1 1* 0 1* 1* 1 1* 17
L4 1 1 1 1 1 1 1* 1 1* 1* 1* 1* 1* 0 0 1* 1* 1* 16
L5 0 0 1* 0 1 1 0 1 1 1* 1* 1 1* 0 0 1 0 1* 11
L6 0 1* 1 1* 1 1 1* 1* 1 1* 1 1 1* 0 0 1* 1* 0 14
L8 0 0 1* 0 1 1 1 1* 1 1* 1* 1* 1* 0 1 1 1 1 14
R1 0 0 0 0 0 0 0 1 0 1 1 1 0 0 0 0 0 1* 5
R3 0 0 0 0 0 0 0 0 1 1 1 1* 1 1* 0 1* 1* 1* 9
R9 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 1 4
R10 0 0 0 0 0 0 0 0 0 1* 1 1 0 0 0 0 0 0 3
R11 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 1* 4
G8 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1* 1 1 1 6
G13 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 5
EVP2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 2
EVP3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 2
EVP4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 4
EVP5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1
Dependence power 3 5 7 5 7 7 6 8 8 12 12 12 8 4 8 12 10 16
Table 13
Level partitions in the ISM model.
IX L1, L2, L3, L4, L5, L6, L8, R1, R3, R9, R10, R11, G8, G13, EVP2, EVP3, L1, L3, L4 L1, L3, L4 L1
EVP4 EVP5
VIII L2, L3, L4, L5, L6, L8, R1, R3, R9, R10, R11, EVP2, EVP3, EVP4 EVP5 L1, L2, L3, L4, L6 L2, L3, L4, L6 L2
VII L1, L2, L3, L4, L5, L6, L8, R1, R3, R9, R10, R11, G8, EVP2, EVP3, EVP4 L1, L2, L3, L4, L5, L6, L8 L1, L2, L3, L4, L5, L6, L3
EVP5 L8
VIII L1, L2, L3, L4, L5, L6, L8, R1, R3, R9, R10, R11, G8, EVP3, EVP4 EVP5 L1, L2, L3, L4, L6 L1, L2, L3, L4, L6 L4
VII L3, L5, L6, R1, R3, R9, R10, R11, G8, EVP3, EVP5 L1, L2, L3, L4, L5, L6, L8 L3, L5, L6 L5
VII L2, L3, L4, L5, L6, L8, R1, R3, R9, R10, R11, G8, EVP3, EVP4 L1, L2, L3, L4, L5, L6, L8 L2, L3, L4, L5, L6, L8 L6
VII L3, L5, L6, L8, R1, R3, R9, R10, R11, G8, EVP2, EVP3, EVP4 EVP5 L1, L2, L3, L4, L6, L8 L3, L5, L6, L8 L8
III R1, R9, R10, R11, EVP5 L1, L2, L3, L4, L5, L6, L8, R1 R1 R1
VI R3, R9, R10, R11, G8, G13, EVP3, EVP4 EVP5 L1, L2, L3, L4, L5, L6, L8, R3 R3 R3
II R9, R10, R11, EVP5 L1, L2, L3, L4, L5, L6, L8, R1, R3, R9, R10, R11 R9, R10, R11 R9
I R9, R10, R11 L1, L2, L3, L4, L5, L6, L8, R1, R3, R9, R10, R11 R9, R10, R11 R10
II R9, R10, R11, EVP5 L1, L2, L3, L4, L5, L6, L8, R1, R3, R9, R10, R11 R9, R10, R11 R11
V G8, G13, EVP2, EVP3, EVP4 EVP5 L1, L3, L4, L5, L6, L8, R3, G8 G8 G8
IV G13, EVP2, EVP3, EVP4 EVP5 L1, R3, G8, G13 G13 G13
II EVP2, EVP5 L1, L2, L3, L8, G8, G13, EVP2, EVP4 EVP2 EVP2
II EVP3, EVP5 L1, L2, L3, L4, L5, L6, L8, R3, G8, G13, EVP3, EVP4 EVP3 EVP3
III EVP2, EVP3, EVP4, EVP5 L1, L2, L3, L4, L6, L8, R3, G8, G13, EVP4 EVP4 EVP4
I EVP5 L1, L2, L3, L4, L5, L8, R1, R3, R9, R11, G8, G13, EVP2, EVP3, EVP4 EVP5 EVP5
EVP5
858 R. Ruiz-Benitez et al. / Journal of Cleaner Production 167 (2017) 850e862
Table 14
Sensitivity analysis of improvements with the combined approach IPA-ISM.
ISM 41 820 0%
ISM þ IPA (only lean practices) 40 780 4.88%
ISM þ IPA(only resilient practices) 34 561 31.59%
ISM þ IPA(only green practices) 29 406 50.49%
ISM þ IPA(only environmental sustainability measures) 38 703 14.27%
ISM þ IPA (all practices and environmental sustainability measures) 18 153 81.34%
As a final remark, when managers in the AMS seek to improve Finally, impact of such lean, green and resilient practices on
environmental sustainability of their operations, two alternative environmental performance in the AMS was identified. Therefore,
ways exist. On one hand, they can develop green practices in a decision makers can benefit from this information to decide which
coordinate way with other SC entities. These will lead to practices to focus on for a better environmental performance.
improvement in all environmental performance measures consid-
ered. On the other hand, managers could implement lean practices 6.3. Limitations and future research
and R3 in their facilities and promote them among the rest of
players of the SC. Since R3 acts as bridge between lean, green and Taking into account that the relationships and hierarchy among
other resilient practices, it should also be considered critical for practices and performance measures were identified according to
improving environmental sustainability in the AMS. the perceptions of professionals from the Spanish AMS and they
will not be so different from the perceptions of a panel of experts
6. Conclusions from a different country, these finding could be generalized to other
countries within the same sector.
The implementation of lean, green and resilient SC practices is of This leads to a limitation of this study which is the sector under
great importance in the AMS. Additionally, they are still a challenge consideration. We believe that the results are sector-related as
since even though some of the practices are identified as important, similar studies in different sectors had led to different conclusions.
its implementation is still scarce. In order to get a better under- Govindan et al. (2015a) study the automotive sector leading to
standing on how lean, green and resilient practices may improve somehow different conclusions to the ones obtained here. There-
environmental sustainability of AMS, a combined approach based fore, some difference between sectors may be found and to
on IPA and ISM was implemented. generalize the results obtained in this type of study may lead to
some inconsistencies. First of all, the practices that are critical for
6.1. Theoretical contributions each sector may differ. Second of all, the way in which each of those
practices is implemented may impact in a different way environ-
A major contribution of this research lies in the extension of the mental performance. However, some generalization is still possible
proposed methodology to study the linkages among various lean, on the methodology used to identify such relationships between SC
green and resilient practices and environmental performance practices and performance measures.
through a single systemic framework. Besides ISM, a modified IPA Thus, although we do not attempt to generalize the results ob-
technique was added to evaluate the practices and measures that tained to different industry sectors, we do believe that more studies
should be included in the ISM study in order to make the problem in different sectors are needed in order to establish what factors
more manageable and to increase the robustness and significance define the relationship between such SC practices and to identify
of results. similarities between sectors.
Additionally, our study reveals how the clustering of LSCM, As future research, the relationships' map obtained in this study
GSCM and RSCM practices are inter-related. Lean practices act as through a panel of experts, can be statistically validated using
important drivers of resilient practices, while green practices techniques such as confirmatory factor analysis (CFA). Additionally,
appear as autonomous practices. This could be explained by the the same study could be replicated differentiating the stages of the
high leanness level in the AMS, which results in a SC more SC in order to establish similarities and differences on the various
vulnerable to disruptions. Hence, the development of resilient levels of the SC. Aerospace SCs are very complex and fragmented
practices in order to minimize the effects of unexpected events is a and experts' perception could differ depending on the SC stage in
necessity in this type of settings. which they operate. That is a question that still remains unan-
Moreover, both lean practices and green practices may improve swered and that could be worth studying.
environmental sustainability in the AMS. In contrast, the effect of
resilient practices is much more limited. Indeed, only a flexible Acknowledgments
supply base may indirectly lead to improvement in all the envi-
ronmental sustainability measures under consideration. The only This project is supported by the Ministry of Industry, Economy
environmental sustainability measure that may be positively and Competitivity of the Spanish Government (Grant ECO2016-
affected, directly or indirectly, by resilient practices is the frequency 78493-R).
of environmental accidents.
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