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Tools for Sustainability Assessment
Published in Toolseeram Ramjeawon, Introduction to Sustainability for Engineers, 2020
Sustainable procurement is defined asa process whereby organizations meet their needs for goods, services, works and utilities in a way that achieves value for money on a whole life basis in terms of generating benefits not only to the organization, but also to society and the economy, whilst minimising damage to the environment.(UNEP, 2012) It seeks to achieve the appropriate balance between the three pillars of sustainable development: economic, social, and environmental factors. Economic factors include the costs of products and services over their entire life cycle, such as acquisition, maintenance, operations, and end-of-life management costs (including waste disposal) in line with good financial management;Social factors include social justice and equity; safety and security; human rights and employment conditions;Environmental factors include emissions to air, land, and water; climate change; biodiversity; natural resource use and water scarcity over the whole product life cycle.UNEP has a set of guidelines on sustainable procurement in the following publication:
Integrating Sustainability into Humanitarian Procurement
Published in Sachin K. Mangla, Sunil Luthra, Suresh Kumar Jakhar, Anil Kumar, Nripendra P. Rana, Sustainable Procurement in Supply Chain Operations, 2019
Mohammad Hossein Zarei, Ruth Carrasco-Gallego, Stefano Ronchi
In this chapter, we take the notion of triple bottom line (Elkington, 1998) for sustainability including social, environmental, and economical sustainability, also known as the 3Ps: people, profit, and planet (Kleindorfer et al., 2005). Increasingly, organizations and academics realize that sustainable procurement is the key to addressing sustainability issues along the supply chains. Walker et al. (2012, p. 201) defined sustainable procurement as “the pursuit of sustainable development objectives through the purchasing and supply process. Sustainable procurement is consistent with the principles of sustainable development, such as ensuring a strong, healthy and just society, living within environmental limits, and promoting good governance.” The literature review of Schneider and Wallenburg (2012) on the implementation of sustainable sourcing showed that the purchasing and supply management function needs to change its internal and external relationships in order to duly adapt and implement sustainable sourcing. In the same vein, the review study of Hoejmose and Adrien-Kirby (2012) identified socially and environmentally responsible procurement as salient managerial issues that managers need to address in the twenty-first century.
Construction procurement
Published in Peter Fewings, Christian Henjewele, Construction Project Management, 2019
Peter Fewings, Christian Henjewele
Why? On average, countries spend around 12 per cent of gross domestic product (GDP) on procurement. At a project level, a large proportion of the budget is spent on direct or indirect procurement of professional services and work-related materials, machinery and labour. Integrated procurement directly links core client organisational values and the day-to-day operations happening in the construction site; it is therefore imperative to integrate project management functions. In essence, procurement involves decisions that have the potential to increase efficiency and cost-effectiveness and deliver added value to the surrounding communities and the environment. Procurement is a centre point of project delivery and key stakeholders will require some assurance that their project will deliver the expected benefits by looking at how it is procured. The effects of mis-procurement, such as loss of credibility, trust and stakeholder confidence, are far-reaching and last long after the project is closed.
Open innovation as a practice to enhance sustainable supply chain management in SMEs
Published in Supply Chain Forum: An International Journal, 2022
Laurence Viale, Stéphano Vacher, Isaline Frelet
To implement sustainable SC practices successfully, companies need to work with SC partners. Suppliers play a critical role in the upstream SC and contribute to achieving the company’s environmental goal (Schulze, Bals, and Johnsen 2019). The development of trust relationships between suppliers and buyers has an impact on environmental performance (Zsidisin and Siferd 2001). This relationship of trust has been shown to reduce the risk of opportunism for both buyers and suppliers, the monitoring of supplier behaviours is less and, from a long-term perspective, transaction costs are minimised (Zsidisin and Siferd 2001). Sustainable procurement represents an opportunity to provide more value for the organisation by improving productivity, assessing value and performance, enabling communication between purchasers, suppliers and stakeholders, and encouraging innovation (ISO 2017).
Examining the role of procurement 4.0 towards remanufacturing operations and circular economy
Published in Production Planning & Control, 2021
Surajit Bag, Pavitra Dhamija, Shivam Gupta, Uthayasankar Sivarajah
The fourth industrial revolution (Industry 4.0) has revolutionised almost every aspect of business process including procurement activities which has in turn evidenced the emergence of the concept of procurement 4.0 (P4.0) (Bag, Wood, Mangla, et al. 2020; Croom 2000). Procurement denotes the acquisition of various goods or services based on contract terms and conditions (Bag, Wood, Mangla, et al. 2020). The key elements of procurement include activities such as deciding of approved contractor, documenting the purchase of raw material, and building and maintaining cordial relationship with the suppliers (Moktadir et al. 2020; Knudsen 2003). In this context, P4.0 is the digitalisation of procurement activities in order to drive efficiency and automate the process (Bienhaus and Haddud 2018). This research focuses on the role of resources for P4.0 from the perspective of remanufacturing operations and circular economy (CE). In order to understand the said aspect, it is worthwhile to understand the importance of three types of major resources (i.e. talent, management and technological) that evidence significant contribution towards P4.0 operations.
Port competition in Latin America and the Caribbean: the role of concessions and competition policy
Published in Maritime Policy & Management, 2018
Ancor Suárez-Alemán, Tomás Serebrisky, Oscar Ponce De León
The main pro-competitive rules considered for concessions processes may be summarized by (1) participation of the competition agency in procurement; (2) explicit promotion of intra-port competition; (3) explicit restrictions to vertical integration; and (4) explicit restrictions to horizontal integration, if applicable. The primary procurement characteristics considered are the existence of open tendering, award criteria, and the term and whether renegotiation has taken place. As the data reveal, most public-use terminals are operated by private concessionaires. The literature stresses that port concessions have had a positive impact on performance and efficiency of Latin American ports (Trujillo and Nombela 1999; Serebrisky and Trujillo, 2005; Serebrisky et al. 2016). However, the impact in terms of competition is not clear. The proper design of concessions contracts to promote private participation is key for proper competition.