‘Sustainability: Achieving customer loyalty’
Integrated sustainable knowledge in supply chain
Knowledge management plays an important role in disseminating knowledge toward partners like suppliers so that they can integrate customer requirement in term of product development. Buyers are increasingly asking suppliers to measure their environmental impacts and carbon emissions in their value chain. In many cases failure to provide such information, or performing poorly can undermine these business relationships. Now customer awareness is more opt toward green products so that sustainability becomes a strong pillar for the organizations in Pakistan.
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Likewise Hafez et al, cited that KM companies do realize the benefits of information sharing and the perceived advantages outweigh the perceived disadvantages. This realization is forming a basis for acceptance and practice of knowledge transfer among supply chain partners. That is again well espoused by the benefits embedded within the process of using KM in SC as delineated by various researchers. Hence these aforementioned practices can improve communications (Freeland, 1991), reduced costs (Ansari and Modaress, 1990) and improve supplier reliability (Carr and Pearson, 1999). It ultimately led a gliding way for attainment of improved operational performance in manufacturing organizations (Chapman and Carter, 1990; Akinc, 1993; Lawrence and Hottenstein, 1995; Agrawal and Nahmias, 1997; tan et al., 1998).
One of the barriers to knowledge sharing is a lack of motivation to share knowledge which in turn will lead to lack of intention at both individual and organizational levels (Hinds and Pffefer, 2003). Most studies so far have focused on the intention to share knowledge within an organization (e.g. Bock et al., 2002). Many studies have investigated inter-organizational knowledge sharing (e.g. Hau and Evangelista, (2007); Easterby-Smith et al., (2008)) but very few focused on identifying the factors contributing to an organization’s decision to share knowledge with its supply chain partners. Once overlooked these factors debilitates supply chain management which in turn dispel brand performance.
Owing to the mushrooming need for analyzing factors behind such lapse NFL (national food limited) conducted a factor probe and successfully implemented trust building activities through collaboration with the supply chain partners. Similarly Toyota grounded a learning network to facilitate effective knowledge sharing among their suppliers. Unilever also actively works to share knowledge and best practices amongst suppliers peers and partners.
In context of supply chain management (SCM), sustainability or sustainable supply chain management (SSCM) stand for smart use of resources form the point-of-origin to the point-of-consumption. As today business is turning green globally, from cars to credit cards to light bulbs, and even potato chips, environmentally-friendly versions of products and services loved by consumers for decades are hitting the market. Pertaining to this awareness Automobile industry seemed to be getting intrigued for getting a clear niche for themselves. Perhaps with the surging concerns on global warming, the energy for the auto industry (in terms of type, form, source as well as storage and supply of green and renewable energy) becomes the center stage and a dominant challenge in the near future (Tang, 2010). Green energy is in the immature stage of the life cycle. Therefore, the auto industry straddles both mature and immature industries and requires a new, innovative, and creative design for the supply chain management (Xia et...