Sustainable and Green Supply Chains and Logistics Case Study Collection

Ozlem Bak

• Publisher: Kogan Page
• Year: 2021
• ISBN:
  9781789668223
• Edition: 1
• Topic: Commerce
• Subtopic: Développement durable en entreprise

Sustainability is an increasingly urgent and important factor in logistics and supply chain management, impacting the whole supply chain lifecycle from product design and development, to supplier management, packaging, transportation, warehousing and distribution. The third volume of the Supply Chain Case Study Collection, the Sustainable and Green Supply Chains and Logistics Case Study Collection contains real-life scenarios from leading companies who are pursuing a sustainability agenda. Cases cover sustainability and 'green' practices in a range of different industries, from food through to manufacturing and construction, and in a variety of organization sizes. They are written by leading international academics and feature cutting-edge research from countries including India, Vietnam, Brazil, China and the UK. By exploring examples of waste reduction, supplier management, the circular economy and cross-industry collaboration, the Case Study Collection focuses on how organizations are currently trying to meet sustainability goals and achieve success in greening supply chains.

03

The development of a triple bottom line sustainability index for a vertically integrated beef production company

PROFESSOR KIM BRYCESON, THE UNIVERSITY OF QUEENSLAND, BRISBANE, AUSTRALIA

DR MOHD MOHSIN, UNIVERSITY OF SOUTHERN QUEENSLAND, TOOWOOMBA, AUSTRALIA

PROFESSOR GEOFF SLAUGHTER, UNIVERSITY OF SOUTHERN QUEENSLAND, TOOWOOMBA, AUSTRALIA

Case study

This chapter reports on an investigative case study undertaken by the authors, following a request by an Australian beef production organization (Company X) who were looking to establish a mechanism for measuring the sustainability value of their product (beef) throughout their multi-enterprise company (the company owns multiple production units (farms), a feedlot and a processor and thus has a vertically integrated value chain). The push for a metric addressing sustainability value came from the company’s international customers through the company’s marketing group.

The initial suggestion was to develop a carbon footprint (the process of quantifying greenhouse gas emissions emitted directly or indirectly by an individual, company or product (Wiedemann and Dunne, 2021)). However, as discussions with Company X progressed, it became clear that to address ‘sustainability metrics’ for their vertically integrated internal value chain, more than just a carbon footprint of the business was required. For example, different customers at different stages in the chain were asking for different sustainability metrics – one wanted an overall carbon footprint, another was interested in animal welfare, yet another was interested in how the company managed their land and water resources sustainably, and the company itself was also interested in how its staff were managed and nurtured. It was agreed that whatever was developed in the way of metrics should focus on a triple bottom line (TBL) approach that supported the Australian Beef Sustainability Framework ...