Sustainable Operation Management
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PRODUCTION AND OPERATIONS MANAGEMENT
Vol. 14, No. 4, Winter 2005, pp. 482– 492 issn 1059-1478 05 1404 482$1.25
POMS
© 2005 Production and Operations Management Society
Sustainable Operations Management
Paul R. Kleindorfer • Kalyan Singhal • Luk N. Van Wassenhove
The Wharton School of the University of Pennsylvania, Philadelphia, Pennsylvania 19104, USA Merrick School of Business, University of Baltimore, 1420 N. Charles Street, Baltimore, Maryland 21201, USA INSEAD, Technology and Operations Management Area, 77305 Fontainebleau, France kleindorfer@wharton.upenn.edu • Ksinghal@ubalt.edu • luk.van-wassenhove@insead.edu
perations management researchers and practitioners face new challenges in integrating issues of sustainability with their traditional areas of interest. During the past 20 years, there has been growing pressure on businesses to pay more attention to the environmental and resource consequences of the products and services they offer and the processes they deploy. One symptom of this pressure is the movement towards triple bottom line reporting (3BL) concerning the relationship of profit, people, and the planet. The resulting challenges include integrating environmental, health, and safety concerns with green-product design, lean and green operations, and closed-loop supply chains. We review these and other “sustainability” themes covered in the first 50 issues of Production and Operations Management and conclude with some thoughts on future research challenges in sustainable operations management. Key words: sustainable operations; closed-loop supply chains; green products; lean and green operations; environmental management and operations; eco-logistics; competitive advantage Submissions and Acceptance: Accepted by Special Editor, Hau Lee, after one revision.
O
1.
Introduction and Background
The Production and Operations Management
PRODUCTION AND OPERATIONS MANAGEMENT
Vol. 14, No. 4, Winter 2005, pp. 482– 492 issn 1059-1478 05 1404 482$1.25
POMS
© 2005 Production and Operations Management Society
Sustainable Operations Management
Paul R. Kleindorfer • Kalyan Singhal • Luk N. Van Wassenhove
The Wharton School of the University of Pennsylvania, Philadelphia, Pennsylvania 19104, USA Merrick School of Business, University of Baltimore, 1420 N. Charles Street, Baltimore, Maryland 21201, USA INSEAD, Technology and Operations Management Area, 77305 Fontainebleau, France kleindorfer@wharton.upenn.edu • Ksinghal@ubalt.edu • luk.van-wassenhove@insead.edu
perations management researchers and practitioners face new challenges in integrating issues of sustainability with their traditional areas of interest. During the past 20 years, there has been growing pressure on businesses to pay more attention to the environmental and resource consequences of the products and services they offer and the processes they deploy. One symptom of this pressure is the movement towards triple bottom line reporting (3BL) concerning the relationship of profit, people, and the planet. The resulting challenges include integrating environmental, health, and safety concerns with green-product design, lean and green operations, and closed-loop supply chains. We review these and other “sustainability” themes covered in the first 50 issues of Production and Operations Management and conclude with some thoughts on future research challenges in sustainable operations management. Key words: sustainable operations; closed-loop supply chains; green products; lean and green operations; environmental management and operations; eco-logistics; competitive advantage Submissions and Acceptance: Accepted by Special Editor, Hau Lee, after one revision.
O
1.
Introduction and Background
The Production and Operations Management
References: Angell, L. C. 2001. Comparing the environmental and quality initiatives of Baldrige Award winners. Production and Operations Management 10(3) 306 –326.