نوع مقاله : مقاله پژوهشی
نویسندگان
1 دانشیار گروه مدیریت صنعتی، دانشکده علوم انسانی، دانشگاه میبد، میبد، ایران
2 کارشناس ارشد مدیریت صنعتی، دانشگاه میبد، میبد، ایران
3 کارشناس ارشد مدیریت صنعتی، دانشگاه میبد، میبد، ایران.
چکیده
کلیدواژهها
موضوعات
عنوان مقاله [English]
نویسندگان [English]
Introduction and Objectives: Although manufacturing industries play a pivotal role in economic development, they are also considered among the primary sources of environmental pollution. In this regard, moving towards a sustainable supply chain has become a strategic necessity. However, industrial companies face numerous and intertwined barriers in implementing this concept. The present study was conducted with the aim of identifying, prioritizing, and elucidating the structural relationships between the key barriers to implementing a sustainable supply chain in industrial companies of Yazd Province. Understanding these relationships can greatly assist managers in formulating effective strategies to overcome these challenges and accelerate the transition towards sustainability.
Methods: In terms of purpose, this research is applied, and regarding data collection, it is classified as a mixed-methods (qualitative-quantitative) study. In the first step, through a systematic literature review and utilizing the Delphi technique with 12 academic and industrial experts, 12 key barriers were identified and extracted from an initial set of 44 barriers. In the next step, a combined approach including Interpretive Structural Modeling (ISM) and DEMATEL techniques was used to analyze the internal and hierarchical relationships of these barriers. The ISM model was employed for leveling and delineating the hierarchical structure of the barriers, and MICMAC analysis was performed to categorize the barriers based on their driving power and dependence. Subsequently, the DEMATEL technique was used to identify cause-and-effect relationships and to separate the barriers into two groups: cause and effect.
Findings: Based on the findings of the ISM model, the barriers were organized into four hierarchical levels. The lower-level barriers (Level 4), including 'Financial constraints and lack of budget for sustainability measures', 'Cultural resistance and lack of managerial and organizational commitment and motivation', and 'Lack of strategic planning and policymaking in the field of sustainable supply chain', are the most important and critical barriers to implementing a sustainable supply chain and were identified as fundamental barriers having the greatest impact on other levels. MICMAC analysis also confirmed this finding and placed barriers M1 and M2 in the "Independent factors" quadrant (having high driving power and low dependence), indicating their key and driving role within the system. The results of the DEMATEL technique, consistent with the previous findings, classified six barriers into the cause group (influential factors) and the other six into the effect group (influenced factors). The barriers 'Financial constraints (M1)', 'Cultural resistance (M2)', and 'Lack of strategic planning (M3)' were ranked as the top causal barriers. Drawing the cause-and-effect diagram based on the total influence matrix clearly showed the direction and intensity of the influence of these fundamental barriers on other barriers such as 'Lack of performance evaluation systems (M9)' and 'Lack of human resource awareness and skills (M7)'. The results show that all causal barriers precisely correspond with the Level 3 and 4 barriers of the ISM model. The DEMATEL method supports the results obtained from the ISM and MICMAC techniques. The overlap and confirmation of the results from these three techniques significantly increase the validity and reliability of the findings.
Conclusion: The findings of this research decisively show that financial and cultural-managerial issues are the core challenges of implementing a sustainable supply chain in the industrial companies of Yazd Province. Without injecting sufficient financial resources and creating a transformation in the attitudes and commitment of managers and employees, other corrective actions in areas such as training, green technologies, and information transparency will not have a desirable and sustainable impact. Therefore, it is recommended that managers and industrial policymakers prioritize addressing these fundamental barriers in their planning and investment. Focusing on providing financial incentives, organizational culture building, and developing a strategic roadmap can act as powerful leverage, enabling the overcoming of a wide range of secondary barriers and smoothing the path towards a sustainable supply chain.
کلیدواژهها [English]
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