The purpose of this research work is to provide supply chain managers with a formal and generalizable approach that furnishes accurate guidelines to achieve a 2D performance integrating both Lean and Green. Despite the fact that several research works have been conducted in the framework of Lean and Green, at a conceptual level, the relationship between both paradigms is still ambiguous. Furthermore, the literature revealed a lack of relevant and generalizable approaches that explicitly demonstrate how to successfully implement Lean and Green in a relevant and integrated way. Since risks are the main obstacles disrupting performance, this research work addresses the identified gap by proposing a risk management approach (RMA) for Lean Green performance in a supply-chain context. Risk cannot be managed if not well-identified; hence, a rigorous literature investigation was conducted to define this concept in a supply-chain context. Later, risk was introduced into Lean and Green aspects. Subsequently, through a comprehensive review of previous risk identification studies, a novel classification of supply chain risks in a Lean Green context was provided. At a corporate level, risks often include several sources that cannot be treated at once. Therefore, a risk assessment analysis was performed, employing an analytic hierarchy process for its ease of use and broad adaptability. The output of this analysis provides visibility for an organization’s position toward performance goals and underlines crucial risks to be addressed. The risk treatment process was upgraded in this approach to a detailed analysis that aims at investigating the root causes behind the prioritized risks. Deployment of the approach on a corporate level revealed that treating a risk may negatively affect treating another. Indeed, thinking Lean is not necessarily Green, which stands with the fact that Lean Green supply chain challenges may outstrip classic optimization methods and techniques; therefore, its management requires innovative approaches. Thereby, our findings support the applicability and efficiency of the Theory of Inventive Problem Solving (TRIZ) in this setting. Although the case study focused on a specific company, the developed framework can be customized to fit different cases.

E-grocery is fast growing worldwide and represents a relevant issue for city logistics. Although in almost all countries the percentage of food e-buyers was lower than those purchasing other commodity categories, due to the pandemic, they have increased significantly in the last two years, with consequences that are difficult to fathom and estimate. This phenomenon therefore deserves more attention, especially with respect to its environmental impact, mostly at the urban scale. This paper presents a systematic literature review (SLR) on how e-grocery impacts the environment through the CO₂ emissions generated and the equivalent energy consumption. The methodology used for the review follows a standard approach, with different combinations of keywords used for the search performed in SCOPUS and the Web of Science databases. Emissions and energy consumption assessments were performed for all of the papers considered. The results point to two different findings: some studies consider online grocery as an environmentally friendly channel, while others note that the energy consumption of this emerging channel is higher than alternative ones. This paper contributes by suggesting future research directions to be explored on the relationship between e-grocery and energy use and provides some reflections that are useful not only to e-grocers and logistics operators, but also to policy makers with an interest in developing sustainable urban plans and promoting less environmentally impacting distributions/configurations of grocery delivery systems within city logistics.

Purpose: – The purpose of this paper is to study how a general standardized processes assessment capability/maturity model, such as Capability Maturity Model Integration (CMMI), can be combined to a standardized benchmark of logistics processes best practices, such as FD X50-604, to propose a new approach that evaluates logistics processes capability/maturity.Design/methodology/approach: – First, an analysis study of CMMI model and X50-604 standard is performed. In order to prove their coherence, a deep comparative analysis of CMMI and X50-604 practices is conducted. As illustration, the paper focuses on a particular application of this approach to evaluate capability/maturity of distribution logistics activities. An industrial case study that aims the validation of this particular application is finally conducted in a furniture company.Findings: – The authors estimate that the paper findings provide an operational guide for industrials to evaluate their distribution processes that is a practical, verifiable, repeatable and extensible to other logistics process areas and an interesting opportunity to evolve the standard FD X50-604 regarding CMMI requirements to assess capability/maturity of logistics processes.Originality/value: – In general, the few capability/maturity-driven models analyzed in literature present some limits that do not allow their diffusion in the industrial level, especially in logistics. This study proposes a new approach based on standards that provide an operational guide for industrials to evaluate their distribution processes based on capability/maturity concept.

Dans cet article, nous proposons une méthode pour la restructuration des processus opérationnels, composée de quatre phases à exécuter pour chaque action de restructuration : mise en évidence du problème, analyse des processus existants, conception d'une nouvelle organisation et mise en œuvre de la solution. Centrée sur le concept de processus, elle consiste à distinguer quatre niveaux hiérarchiques de restructuration : structurel, fonctionnel, organisationnel et opérationnel. A cet égard, nous avons proposé un guide méthodologique sous forme de questionnaire pour se positionner par rapport à ces différents niveaux de restructuration. Pour chaque niveau, nous avons recensé les leviers qui contribuent à la mise en place du type de restructuration correspondant. La validation de la méthode est réalisée à travers un cas industriel consistant à restructurer les processus d'une centrale à béton d'une entreprise de production de matériaux de construction.