Advertisement

The Influence of Ethical Practice on Sustainable Supplier Selection in the Furniture Industry

Chapter
  • 382 Downloads

Abstract

This study was carried out with an objective to investigate the sustainable supplier selection and ethics influence within the furniture industry. Literature has shown that corporates have increasingly adopted the ethical standards provided they also achieve economic sustainability. The current study carried out in the furniture industry aimed to achieve four objectives: (1) to appreciate the role of ethics in selection of a sustainable supplier; (2) to evaluate and assess different methods used in the selection of suppliers; (3) to appreciate the role of ethical practices in supply chain management; and (4) to explore the important ethical practices within the furniture industry. In the furniture industry, organizations are keen to involve top management in pushing for ethical practices that enhance sustainability within supply chain management. This includes the presence of environmental policies for sustainability and carrying out corporate social responsibility activities in order to boost it. Despite the cost still being a major factor for corporates, understanding the importance of ethical practice in such an industry is becoming appreciated as more rules and standards become standard in these corporate sectors. Thirty-one participants were interviewed in four groups. The major conclusions supported the appreciation of the role of ethics in influencing sustainable supplier selection and cite the significance of adopting ethical practices in the furniture industry. The study found out that the process of selecting suppliers is flexible, and that supplier selection is integrated with ethical practices. It boosts the organization’s image, reputation and competitiveness.

Keywords

Supplier selection Sustainability Sustainable supplier Ethics influence in furniture industry 

References

  1. Adamides, E. D., Papachristos, G., & Pomonis, N. (2012). Critical realism in supply chain research: Understanding the dynamics of a seasonal goods supply chain. International Journal of Physical Distribution and Logistics Management, 42(10), 906–930.Google Scholar
  2. Amaratunga, D., & Baldry, D. (2001). Case study methodology as a means of theory building: Performance measurement in facilities management organisations. Work Study, 50(3), 95–104.Google Scholar
  3. Baird, N. & Rowen, S. (2010). Lean and green: How sustainable practices are changing retail. Retail Systems Research.Google Scholar
  4. Blowfield, M. (2000). Ethical sourcing: A contribution to sustainability or a diversion? Sustainable Development, 8(1), 191–200.Google Scholar
  5. Carter, C., & Jennings, M. (2004). The role of purchasing in corporate social responsibility: A structural equation analysis. Journal of Business Logistics, 25, 145–186.Google Scholar
  6. Daniels, C. (2006, January 16). Companies Coy on Eco-Management. The New Zealand Herald.Google Scholar
  7. Darnall, N. (2008). Environmental management systems and green supply chain management: Complements for sustainability? Business Strategy and the Environment, 5(1), 30–45.Google Scholar
  8. Goebel, P., Carsten, R., Richard, P., & Christina, S. (2012). The influence of ethical culture on supplier selection in the context of sustainable sourcing. International Journal of Production Economics, 6(140), 7–17.Google Scholar
  9. Green, K. (1996). Purchasing and environmental management: Interactions, policies and opportunities. Business Strategy and the Environment, 5(3), 188–197.Google Scholar
  10. Handfield, R., Walton, S., Sroufe, R., & Melnyk, S. (2002). Applying environmental criteria to supplier assessment: A study in the application of the analytical hierarchy process. European Journal of Operational Research, 141, 70–87.zbMATHGoogle Scholar
  11. Hu, A. H. (2010). Critical factors for implementing green supply chain management practice. Management Research Review, 10(1), 1–10.Google Scholar
  12. Jennings, C. (2005). The role of purchasing incorporate social responsibility. Journal of Business Logistics, 2(1), 145–156.Google Scholar
  13. Kleindorfer, P., Singhal, K., & van Wassenhove, L. (2005). Sustainable operations management. Production and Operations Management, 14, 482–492.Google Scholar
  14. Koplin, J., Seuring, S., & Mesterharm, M. (2007). Incorporating sustainability into supply management in the automotive industry—The case of the Volkswagen AG. Journal of Cleaner Production, 15, 1053–1062.Google Scholar
  15. Kovacs, G. (2009). Corporate environmental responsibility in the supply chain management. Journal of Cleaner Production, 4(3), 571–1578.Google Scholar
  16. Manufacturing Skills Australia. (2012). Sustainabilities Issues in Furniture. Retrieved September 26, 2016, from http://sustainabilityskills.net.au/wp-content/uploads/2012/07/Sustainability-issues-in-furniture_June12.pdf.
  17. Marc, A. R., & Hossam, A. K. (2012). Sustainable manufacturing and design: Concepts, practices and needs. Sustainability, 4, 154–174.Google Scholar
  18. Meera, B. (2014). Environmental sustainability through green supply chain management practices among Indian manufacturing firms. International Journal of Scientific and Research Publications, 5(1), 1–8.Google Scholar
  19. Molamohamadi, Z. (2013). Supplier selection in a sustainable supply chain. Journal of Advanced Management Science, 6(1), 271–281.Google Scholar
  20. Moore, R. (2004). The methods used to implement an ethical code of conduct and employee attitudes. Journal of Business Ethics, 4(3), 244–255.Google Scholar
  21. Saaty, T. L. (1980). The analytic hierarchy process. New York: McGraw-Hill.zbMATHGoogle Scholar
  22. Saaty, T. L. (2005). The analytic hierarchy and analytic network processes for the measurement of intangible criteria and for decision-making.Google Scholar
  23. Schiele, H. (2007). Supply-management maturity, cost savings and purchasing absorptive capacity. Journal of Purchasing and Supply Chain Management, 5(3), 274–293.Google Scholar
  24. Svensson, G. (2009). A corporate model of sustainable business practices: An ethical perspective. Journal of World Business, 6(2), 1–10.Google Scholar
  25. Weaver, G., Trevinio, L., & Agle, B. (2005). Ethical role models in organisations. Organisational Dynamics, 34, 313–330.Google Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  1. 1.Brighton Business SchoolUniversity of BrightonBrightonUK
  2. 2.Naval CommanderKingdom of Saudi Arabia
  3. 3.Business School, Middlesex University LondonLondonUK
  4. 4.University of the West of Scotland London CampusLondonUK

Personalised recommendations