服务供应链的可持续性研究-Sustainability in the service supply chain

服务供应链的可持续性是可持续发展理念在服务供应链管理中的体现。Olawumi和Chan（2018）将服务供应链中的可持续性定义为通过系统协调跨组织核心业务流程，以改进业务流程，实现组织的社会、环境和经济目标的战略性和透明整合和实施。e企业和企业所在地的服务供应链的长期经济效益。Stefan Seuring和Martin M_ller认为，服务供应链的可持续性考虑了客户和利益相关者管理供应链中物流、信息流和资本流的需求驱动的三维可持续经济、环境和社会目标。以及供应链中各公司之间的合作（Sinakou、Pauw、Goossens和Petegem，2018年）。

Sustainability in the service supply chain is the embodiment of the sustainable development concept in service supply chain management. Olawumi and Chan (2018) defined sustainability in the service supply chain as the strategic and transparent integration and implementation of an organization’s social, environmental and economic goals through systematic coordination of cross-organizational core business processes for improving the long-term economic benefits of enterprises and the service supply chain where the enterprises are located. Stefan Seuring and Martin Müller believed that sustainability in the service supply chain takes into account three-dimensional sustainable economic, environmental and social goals driven by the needs of customers and stakeholders to manage logistics, information flow and capital flow in a supply chain, as well as the collaboration between companies in the supply chain (Sinakou, Pauw, Goossens and Petegem, 2018).

服务供应链可持续性的实现要求企业及其供应链从战略角度系统协调经济、社会和环境效益的三重底线，有效管理物流、信息流和资本投资。为了获得长期的经济效益和持久的竞争优势，供应链中的好未来流动（Junior、Oliveira和Helleno，2018年）。

The realization of sustainability in the service supply chain requires companies and their supply chains to systematically coordinate the triple bottom line (TBL) of economic, social and environmental benefits from a strategic perspective, effectively manage the logistics, information flow and capital flow in the supply chain in order to obtain long-term economic benefits and lasting competitive advantage (Junior, Oliveira and Helleno, 2018).

三重底线（tbl）是1998年由英国可持续发展能力公司总裁John Elkington首次提出的（Depken和Zeman，2017年）。从微观经济学的角度，指出企业在追求自身发展的过程中，需要同时满足经济繁荣、环境保护和社会福利的均衡发展。传统上，利润已经成为企业经营的底线，企业经营追求利润和股东的经济利益。TBL要求企业关注传统金融资本，同时关注社会资本（如诚信合作、善待员工、社区和谐等）、环境资本（如自然资源、生态保护、循环利用等）。循环等）。也就是说，技术性贸易壁垒要求企业将追求的目标从利润最大化的单一目标转变为经济、社会和环境目标的三个维度的最大化。
The triple bottom line (TBL) was first proposed by John Elkington, president of Sustain Ability Company in the United Kingdom, in 1998 (Depken and Zeman, 2017). From the microeconomic point of view, it is stated that, in the process of pursuing its own development, enterprises need to satisfy the balanced development of economic prosperity, environmental protection and social welfare at the same time. Traditionally, profits have become the bottom line of business operations, and business operations pursue profits and shareholders’ economic interests. TBL requires companies to pay attention to traditional financial capital while also paying attention to social capital (such as good faith cooperation, good treatment of employees and community harmony, etc.) and environmental capital (such as natural resources, ecological protection and recycling cycle, etc.). That is, TBL requires companies to shift what they pursue from a single goal of profit maximization to a maximization of the three dimensions of economic, social, and environmental goals.

Sustainability in the service supply chain has the following characteristics (Xiao, Wang, Vaart and Donk, 2018). First, in order to enhance the efficiency of the entire service supply chain, it must weigh a broader range of performance targets. Therefore, companies of the supply chain must consider the broader issues, including environmental and social sustainability on the chain than that of traditional economic goals. Second, in the sustainability in the service supply chain, the cooperation between companies in the supply chain needs to become more and more extensive and deeper. Third, implementing sustainability in the service supply chain from a strategic perspective will achieve higher economic benefits than simply pursuing any one or any two of the bottom lines of the TBL. Fourth, sustainability in the service supply chain that integrates social, environmental resources and knowledge are more difficult to be imitated and therefore naturally lead to economic sustainability.

The goal of sustainability in the service supply chain is to enable companies and their supply chains to obtain long-term economic benefits and long-term competitive advantages, so as to maximize the overall benefits of economic, social and environmental benefits. The goal of traditional supply chain management is only related to economic efficiency. It includes five goals: C (cost), T (time), Q (quality), S1 (service), and F (flexibility). On this basis, the goals of sustainability in the service supply chain should be coupled with E (environmental) and S2 (social) goals to form an organic target system for sustainable service supply chain management.

 

References

Depken, D. and Zeman, C. (2017). Small business challenges and the triple bottom line, TBL: Needs assessment in a Midwest State, U.S.A. Technological Forecasting and Social Change,9(7), 56-68. 

Junior, A. N., Oliveira, M. C. and Helleno, A. L. (2018). Sustainability evaluation model for manufacturing systems based on the correlation between triple bottom line dimensions and balanced scorecard perspectives. Journal of Cleaner Production, 190(20), 84-93. 

Olawumi, T. O. and Chan, D. W. M. (2018). A scientometric review of global research on sustainability and sustainable development. Journal of Cleaner Production, 183(10), 231-250. 

Sinakou, E., Pauw, J. B., Goossens, M. and Petegem, P. V. (2018). Academics in the field of Education for Sustainable Development: Their conceptions of sustainable development. Journal of Cleaner Production, 184(20), 321-332. 

Xiao, C., Wang, Q., Vaart, T. and Donk, D. P. (2018). When does corporate sustainability performance pay off? The impact of country-level sustainability performance. Ecological Economics, 146(4), 325-333.