Summary

This research paper has been written by Lucila M. S. Campos. The researcher conducted
qualitative analysis on the topic “Lean and Green Synergies in Supply Chain Management”. The
purpose of this paper is to find out how synergies between Lean and green supply chain
management practices emerge. The integration of environmental issues with lean manufacturing
and supply chains is still a major concern for management researchers. Many studies have been
conducted to explore the links between environmental management and lean production. The
aim of the paper is to explore the synergy between lean and green supply chain practices through
an in-depth case study. The case study was conducted in a Brazilian subsidiary of a large
multinational company; the company has already implemented 31 practices theorized as lean and
green. The results obtained by the researchers suggested that the strongest synergic results were
found in practices by suppliers and customers.

The data in this research paper was collected by an in-depth case study of a large Brazilian
multinational company and the case study comprised 4 one-day visits to the factory and follow-
up Skype meetings with managers over a period of 10 months. It was conducted using
interviews, in-plant observations and document analysis. The focus was on a real and
contemporary organizational issue: which of the main theoretical lean and green practices are
actually implemented and synergic in a company that uses lean and green practices. During the
visits researchers observed operations, conducted formal interviews with managers, specialists
and trainees, interacted with employees in the canteen, and informally interviewed line workers
regarding floor level engagement with lean and green. Researchers were also given access to the
site’s confidential internal reports including environmental auditing, environmental management
systems, and value stream maps. The majority of the practices brought synergic results to lean
and green performance and it was found that results of practices were 26 out of 31.

The results of this findings depended on the process hybrid sourcing that aims at reducing the
waste; it also focused on providing standard certification awards to the suppliers; code of
conduct for suppliers, employees’ capacitation and green programs were also observed.

Some limitations were also pointed out by the researchers that they did not have access to the
focal company’s customers and suppliers so the main focus of analysis were the company’s
managers. Another limitation identified is that it is an exploratory case study and the results
cannot be generalized without wider testing. In this paper, author has also suggested some future
directions on which research can be conducted and these are better exploring of what makes
synergy happen, studying in-depth the trade-offs or the “non-synergic” practices, investigating in
more detail the antecedents or possible mediators of factors influencing synergies and lastly,
developing a survey with suppliers and customers.