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To critically examine the holistic implementation of green supply chain management (GSCM) practices in entrepreneurial ventures in Thailand.

The study observed 121 organizations (or respondents) covering 13 industries from both the public and private sectors. The research process started with a semi-structured interview and observation, followed by focus group interviews. The data collected were then analyzed using content and thematic analysis methods.

Respondents (chiefly entrepreneurial ventures) have good eco-knowledge. Most have more than 3–10 years of experience implementing eco practices that have significantly reduced their eco-impacts and costs. The study also revealed that firms’ directors developed environmental management systems (EMS) and cultures of their firms. This study rejected previously held beliefs that factors including country, firm size, industry type, years of activity and certification, impact both positively and negatively on green performance. However, the influence of top management, green entrepreneurial orientation (GEO), respondents’ different perceptions of the GSCM boundary and the COVID-19 pandemic have impacted the success of GSCM’s implementation.

The COVID-19 pandemic obstructed observing GSCM implementation at the respondents’ workplaces. This could reduce the validity of the research, as all evidence obtained was selectively provided by the respondents, not the researchers.

New practitioners are encouraged to focus on green logistics (GL) at a firm level as opposed to the broader supply chain. Effective GL practices recommended utilities usage reduction, reuse/recycle waste and green procurement.

GSCM researchers should focus on patterns of over-consumption, over-trading and relevant institutions that cause environmental unsustainability, rather than specific units in supply chains. The Buddhist sustainable sufficiency concept should be considered as a viable lens to analyze GSCM as it complements existing theories.

study aims to investigate the implementation and impact of a just-in-time (JIT) system in a food manufacturing and exporting company in Thailand.

At the company, the authors used an anomaly case study. The authors performed content analysis on the data collected through semi-structured interviews and direct observations to determine operational flows through customer order, production and delivery. The authors constructed a framework that helped in mapping current operations and subsequently assessing JIT’s impacts; the authors reported the best practices to the company’s owner. Based on the follow-up after a year, the authors used an abductive approach to refine the JIT theory using data from case organizations and relevant studies.

The company encountered errors and delays in international delivery owing to inadequate inputs resulting from uncertain agricultural production, delayed contact with freight forwarders, improper documentation and insufficient staffing. Besides the highly centralized system, the limitations of the JIT philosophy contributed to the issues, thereby increasing mental and physical health problems and turnover rate. Owing to these paradoxical effects, the authors extended the JIT theory. Of the study’s several recommendations, the company observed only the following: contacting the freight forwarder after the purchase order confirmation, not production completion. The authors observed increased customer satisfaction, despite the additional cost of booking containers early.

This research presents a balanced JIT that can minimize JIT’s impacts and resource shortage, owing to demand-supply uncertainties and sustain competitiveness.