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From the green supply chain management (GSCM) approach, the purpose of this paper is to propose a green index as a benchmarking tool to assess environmental performance in manufacturing companies. The index involves 10 green practices and 46 performance dimensions, which were identified by way of an exhaustive literature review.

The GSCM index was designed as follows: survey design; experts group selection; relationship identification and green practice weighting (DEMATEL method); and GSCM index construction. The proposed GSCM index was validated at a set of ten Colombian manufacturing companies, which belong to different industrial subsectors.

The structural relationships between both green practices and performance dimensions (cause group vs effect group) were determined. Consequently, a set of green practices and performance dimensions on which managers must focus their environmental efforts (cause group), in order to positively affect the system as a whole, was identified. The environmental performance of a set of manufacturing companies was established.

As a decision support tool, the GSCM index provides a baseline for the deployment of environmental improvement plans. It also permits the comparison of environmental performance between companies from different industrial sectors. Further, it can be used to monitor internal operations and collaboration programs in each echelon of the supply chain.

This publication contributes to the field of environmental performance measurement by introducing a new index, from the GSCM perspective. In contrast with the existing green indicators, the proposed index is the first to consider causal relationships between green practices and between their performance dimensions.

Assessment of manufacturing systems provides a baseline for manufacturing strategy (MS) formulation. The purpose of this paper is to develop and propose a maturity assessment model for manufacturing systems (MAMMS). The MAMMS provides a maturity index, in order to establish manufacturing system performance on five possible levels: preinfantile, infantile, industry average, adult, and world class manufacturing.

Three main steps were taken: MAMMS design; maturity-level assessment in two companies; and MAMMS validation. Based on an action-research process, several research tools, such as surveys, expert panels, and immersion in two manufacturing companies, were used.

By integrating 79 variables into a maturity index, the maturity level for two manufacturing companies was obtained. Considering three main components (competitive priorities, manufacturing levers, and manufacturing’s strategic role), the analyzed companies showed a performance at the average industry level. According to participants, the MAMMS is a valuable tool to support decision making in MS.

Empirical evidence supports the relevance of the proposed MAMMS and its practical usefulness. In particular, the maturity index identifies strengths and weaknesses in the manufacturing system, providing a baseline from which to deploy MS.

The literature review shows a lack of contributions regarding maturity models, particularly, the non-existence of maturity assessment models for manufacturing systems. The proposed MAMMS is a valuable tool to support decision making in MS. Also, this paper contributes to understanding the action-research paradigm, for further research in operations management.

Sustainability has become a priority for companies due to pressure from multiple stakeholders. In an overly competitive market, shareholders push for economic results, allowing lean manufacturing to establish itself as dominant paradigm in manufacturing. However, concerns grow regarding how lean implementation can allow companies to achieve sustainable development goals, or, if the resources required for a successful lean implementation can result in a detriment of environmental and social performance. This paper intends to help close the knowledge gap regarding the effects of lean manufacturing on sustainable performance from a triple bottom line perspective, and how operational, environmental and social outcomes interact between themselves.

Two models for the interaction between lean and sustainability were proposed. The first is called the “sand-cone” model, which poses that performance improvements derived from lean are cumulative on each one of the sustainability dimensions. The second is called the “trade-offs” approach. In this case, the resources required to improve one dimension of sustainability clash with those required by the others. Data were gathered from a sample of 133 Colombian metalworking companies and processed using structural equations models.

The results support the cumulative “sand-cone”, which follows a sequence of operational-environmental-social improvement in the presence of lean. For the “trade-offs” model, partial evidence suggests that they can occur in detriment of social performance.

The “sand-cone” and “trade-offs” are empirically tested for the first time in the context of sustainability, providing further knowledge into its interaction with lean manufacturing. The models’ results contribute to practitioners by providing a tested path for companies to improve their performance in a cumulative sequence that will provide better long-term results.

The purpose of this paper is to design and validate a reliable and comprehensive instrument to assess the influence of sustainable supply chain management (SSCM) practices on sustainable performance in hospitals.

A systematic and mixed-method approach was used to create and validate an instrument for assessing the level of implementation of hospital SSCM practices and the perceived extent of environmental, social and economic performance. This includes the development of preliminary items and the evaluation of content and construct validity. Data from Colombian hospitals was collected. Structural equation modeling was used to test the structural model.

During the content validity phase, an initial version of the questionnaire consisting of 88 items was generated. This version was qualitatively and quantitatively reviewed and assessed by six academicians and two hospital practitioners, based on criteria of sufficiency, clarity, relevance and coherence. The computation of both individual and scale content validity indices, along with the qualitative feedback, led to the refinement of the questionnaire. The subsequent phase of construct validity involved the implementation of a pilot test with 55 responses gathered from Colombian hospitals. By considering the metrics of convergent validity and discriminant validity derived from the analysis of structural equation modeling, the final instrument was composed of 59 items. The results reveal that hospital SSCM practices can be conceptualized and measured through two dimensions: environmental and social. The former includes the underlying constructs of internal environmental management, green purchasing and green operations. The latter encompasses the constructs of working conditions and employee well-being, equity management, social purchasing and community development and participation. Sustainable performance is defined by its environmental, social and economic dimensions.

This study is intended to provide useful insights for hospitals, researchers and policymakers to measure and develop strategies to enhance the implementation of SSCM practices, thereby improving sustainable performance. As a matter of fact, the instrument has already been applied in a recent empirical study conducted in Colombia, aimed at addressing the influence of SSCM practices on sustainable performance in hospitals.

To the best of the authors’ knowledge, this is the first study to develop and empirically test an instrument for measuring the influence of SSCM on sustainable performance, both in the hospital setting and in an emerging country.

This study aims to explore manufacturing companies' environmental performance with the green supply chain management (GSCM) approach, taking into account company size, geographic region, industrial sector, target market and environmental management maturity level.

Based on the literature review, five propositions were put forward. An empirical study, using survey research, was completed. The survey questionnaire was designed with 46 items, using both the literature and industry expert input. Statistical analysis was employed to test the propositions in a sample of 116 Colombian manufacturing companies.

The test results indicate that significant environmental performance differences exist, given company sizes and target markets. However, no statistical significance was found involving the geographic region or industrial sector. Significant differences were found in maturity levels between the three clusters identified: reactive, preventive and proactive. Although the companies in the proactive group performed better, they still lagged in green practices that implied integration with suppliers and customers.

This study provides empirical evidence regarding the profile of those manufacturing companies that achieve better environmental performance. Moreover, the results yield insights for the generation of continuous improvement processes in companies with lower performance.

Few empirical studies have been carried out in GSCM that integrate specific factors in the environmental performance assessment of manufacturing companies in developing countries. On the other hand, the results permit the identification of the profile of those companies with greater maturity in their environmental practices.

Human resource management (HRM) is considered an important issue in operations strategy (OS). Furthermore, OS effectiveness depends on performance in competitive priorities (CP). However, little empirical evidence exists about the relationship between them. Thus, the purpose of this paper is to investigate the impact of HRM on performance in CP.

The research was conducted by surveying a sample of medium and large manufacturing companies in the Colombian coffee region. Three groups of variables were studied: performance in CP, HRM practices and factors related to employees. A regression analysis was conducted to test the hypotheses.

No significant relationship was found between HRM practices and performance in CP. Regarding the factors related to employees, two findings were relevant: first, when the companies involve features about the individuals in OS decision making (motivations, personal goals, abilities, etc.) better performance can be observed in CP; second, when employees reach a higher level of satisfaction and job performance, the performance in CP improves as well.

Considering the importance of HRM practices, appropriate adjustment and application should be sought to improve company performance. Furthermore, factors related to employees (features about the individuals, job satisfaction and employee performance), must be properly aligned with the OS.

The paper addresses an issue supported by little empirical evidence. Because few studies have considered the total set of CP identified in the literature review, the authors applied an indicator to establish the global performance of the production system according to the market requirements. Traditionally, HRM has been studied from the perspective of management practices, giving little attention to employees. In this research, the authors consider not only this perspective but also the effects of factors related to employees on performance in CP when they are aligned with the OS.

The change that occurred in the last years in the manufacturing environment of the clothing industry has motivated the redesign, in many cases, of its organizational and productive structures. For the companies in this sector, every time it becomes more necessary to reach satisfactory levels of competitiveness, as it is the only way of remaining in the market. For this, the adoption and implementation of different strategies that act on several links of the supply chain are required. One of these key links is the production function. In this paper, the advantages of the “just‐in‐time” philosophy for the clothing industry are mentioned, and more specifically the ones of modular manufacturing. This is based on the authors experience in relation to its use in the clothing industry, showing its superiority over the traditional in‐line manufacturing.

This paper aims to propose a stepwise method to improve the sustainability of manufacturing processes.

The proposed approach is based on an extensive literature review and research around the environmental, economic and social pillars of sustainability in manufacturing firms. Considering the lean approach, the manufacturing processes are mapped in a value stream and analyzed through the extensive identified sustainability criteria.

The findings reveal the consumption and waste of natural and nonrenewable resources, through going beyond the existing boundaries and focusing on relevant derived production pieces and tracing to their origins. The findings also present the effect of the time value of money on sustainability by using the cost–time profile as a sustainability criterion. This research finds out the employees’ impacts on sustainability improvement through an effective focus on technical, cultural and personal aspects.

The research outcomes provide operations managers and decision-makers in the field of sustainability with a practical platform to comprehend and assess the factors contributing to the manufacturing process sustainability and to plan relevant corrective actions accordingly.

The extended view of sustainability criteria in this research as well as its visual-analytical approach will help practitioners to assess and improve sustainability in their operations in a more holistic way.