Life cycle assessment in the supply chain: a review and case study

The paper addresses the use of Life Cycle Assessment as a tool for analysing freight transport activity in product supply chains. Published works that have assessed freight transport energy use in supply chain operations are reviewed and their results summarized. A case study of the energy use in the supply chains for jeans sold in both the UK and France is presented. The results of this case study indicate that the location from which cotton is sourced can have a major impact on the total energy used in commercial transport in the jeans supply chain. However, overall, this has a limited impact on the total energy used in producing and supplying jeans. This is because the vast majority of total energy used in the supply chain is consumed during cotton cultivation, denim production and jeans manufacture. The work also demonstrates that the amount of energy used by consumers transporting jeans to their homes by car can be greater than the total commercial transport energy used in the supply chain (per kg of jeans transported).

Production systems and supplier selection: a multi-phase process model

Purpose: This paper presents a combined multi-phase supplier selection model. The process repeatedly revisits the criteria and sourcing decision as the development process continues. This enables a structured adoption of product and production system innovation from strategic suppliers, where previously the literature purely focuses on product innovation or cost reduction. Design/methodology/approach: The authors adopted an embedded researcher style, inductive, qualitative case study of an industrial supply cluster comprising a focal automotive company and its interaction with three different strategic stamping suppliers. Findings: Our contribution is the multi-phased production and product innovation process. This is an advance from traditional supplier selection and also an extension of ideas of supplier-located product development as it includes production system development, and complements the literature on working with strategic suppliers. Specifically, we explicitly articulate the previously unreported issue of whether a supplier chosen for its innovation capabilities at the start of the new product development process will also be the most appropriate supplier during the production system development phase, when an ability to work collaboratively may be the most important attribute, or in the large-scale production phase when an ability to manufacture at low unit cost may be most important. Originality/value: The paper identifies a multi-phase approach to tendering within a fixed body of strategic suppliers which seeks to identify the optimum technological and process decisions as well as the traditional supplier sourcing choice. These areas have not been combined before and generate a valuable approach for firms to adopt as well as for researchers to extend our understanding of a highly complex process.