Purpose: – The purpose of this paper is to extend previous green supply chain management (GSCM) research by developing and empirically testing a conceptual framework that investigates the relationships between three dimensions of integrated green supply chain management (iGSCM) and multiple dimensions of operational performance.Design/methodology/approach: – The study is based on survey data collected from 126 automotive manufacturers in China. The relationships between theoretical constructs are analysed using structural equation modelling.Findings: – This study generates important findings of the significant and positive relationships between iGSCM (internal GSCM, GSCM with customers and GSCM with suppliers) and operational performance in terms of flexibility, delivery, quality and cost.Practical implications: – It is important for managers to simultaneously consider internal GSCM and GSCM with customers and suppliers when implementing environmental sustainability in the supply chains. Overlooking either internal GSCM or external GSCM may hinder their efforts to improve operational performance.Originality/value: – This study contributes to the literature by defining iGSCM that combines three main dimensions, namely, internal GSCM, GSCM with customers and GSCM with suppliers, and empirically testing its impact on multiple operational performance dimensions.

This study explores the links of implementing customer‐centric green supply chain management (GSCM) with its antecedent factors (i.e. customer pressure) and performance outcomes (i.e. operational performance and customer satisfaction). Data for this study were obtained through a survey of 126 automobile manufacturers in China. Results suggest that customer pressure has a positive effect on the implementation of customer‐centric GSCM, which, in turn, leads to multiple operational performance improvements (i.e. flexibility, delivery, quality and cost). While production flexibility and cost appear to have no significant impact on customer satisfaction, product quality and delivery are significantly and positively associated with customer satisfaction. On the practical front, this paper provides guidelines for managers in implementing customer‐centric GSCM to respond to customer pressures and improve firm performance, and for policy‐makers to encourage partner‐focused GSCM efforts in environmental policy. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment

While recent conceptual research and consultancy white papers have suggested that analysing and interpreting data in the supply chain could potentially lead to the creation of competitive advantage, its exploratory nature demands empirical investigation. Drawing upon the resource-based view, this study empirically investigates the linkages between data-driven supply chains, manufacturing capability and customer satisfaction. The survey data for this study were gathered from China’s manufacturing industry and analysed using structural equation modelling. Results suggest that data-driven supply chains are positively associated with multiple manufacturing capability dimensions (i.e. quality, delivery, flexibility and cost), which in turn, lead to customer satisfaction improvement. While delivery appears to have no significant effect on customer satisfaction, quality, flexibility and cost are significantly and positively associated with customer satisfaction. This study provides insight into the connection between supply chain big data intelligence and both operational and organisational performance improvement.

This study develops and empirically tests, from the resource-based perspective, a conceptual framework linking green supply management and performance. The proposed model is tested using data from a sample of 126 automotive manufactures in China. The results suggest that both green purchasing personnel and green supplier selection have a significant positive effect on green supplier collaboration, and that building green collaboration with suppliers is significantly and positively related to both environmental and operational performance. Accordingly, knowledge and skill development of the purchasing function can be recognised as an important resource in building green supply capabilities and performance.