Accelerating Firm’s Operational Performance through GSCM Practices and Lean Management: A Case of the Textile Sector of Karachi

Authors

  • Rida Ahmed Department of Management Studies, Bahria University, Karachi, Pakistan.
  • Muhammad Rahies Khan Department of Management Studies, Bahria University, Karachi, Pakistan.
  • Mutasim Billa Tufail Department of Management Studies, Bahria University, Karachi, Pakistan.

DOI:

https://doi.org/10.56536/hp6bgq39

Keywords:

GSCM, Lean Management, Operational Performance, Eco-design, Green Manufacturing

Abstract

Sustainable performance remains a debate among the business community however, achieving it remains a challenge. Globally, firms have incorporated different initiatives to gain efficiency and effectiveness, but developing nations are still in transit. Operationalization of green initiatives to gain operational performance was rare in Asian literature and practice. Therefore, this study was conducted to examine the role of green supply chain management practices that impact a firm’s operational performance and the mediating role of lean management in the textile sector of Karachi. A quantitative method was used in this research study and data were collected from 184 respondents from the textile sector of Karachi through a convenience sampling technique. The data were analyzed by partial least structural equation modeling (PLS-SEM) through Smart PLS 3.0. The results indicated that lean management significantly mediates the relationship between green manufacturing, green procurement, and operational performance. Whereas eco-design without lean management does not positively affects operational performance. This study recommends local companies adopt green practices religiously to compete internationally and to educate workers and suppliers about the importance of using these practices.

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Published

14-12-2023

How to Cite

Accelerating Firm’s Operational Performance through GSCM Practices and Lean Management: A Case of the Textile Sector of Karachi. (2023). International Journal of Management Research and Emerging Sciences, 13(4). https://doi.org/10.56536/hp6bgq39

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