Thesis 1

"Green Supply Chain Management: The Impact of Sustainability Practices in
Organizations"
A thesis submitted
By
MUHAMMAD RAZA JAVAID (17821)
SHAIKH ABDUL SABOOR (17836)
OUJ HASNAIN (17644)
SYEDA ALIZA NASIR (16325)
To
Department of Business Administration
In partial fulfillment for
Degree of
BACHELORS OF BUSINESS ADMINISTRATION
This thesis has been
Accepted by the faculty
FACULTY OF BUSINESS ADMINISTRATION
Mr. AHMED WASIFUDDIN

Advisor
Dr. Imtiaz Arif

Director Academic
Table of Contents
Chapter No 1.................................................................................................................................1
1.1 INTRODUCTION.....................................................................................................2
1.2 PROBLEM STATEMENT......................................................................................4
1.3 RESEARCH OBJECTIVE......................................................................................5
1.4 RESEARCH QUESTIONS......................................................................................5
1.5 SIGNIFICANCE OF THE STUDY.........................................................................6
1.6 SCOPE OF THE STUDY.........................................................................................6
1.7 ORGANIZATION OF THE THESIS.....................................................................7
Chapter No 2.................................................................................................................................8
2.1 Theoretical Background...............................................................................................9
2.2 Theoretical Connectivity..............................................................................................9
2.3 Empirical Studies........................................................................................................10
2.4 Development of hypotheses........................................................................................16
2.5 Conceptual framework...............................................................................................19
Chapter No 3...............................................................................................................................21
3.1 Research Approach.....................................................................................................23
3.2 Research Purpose........................................................................................................23
3.3 Research Design..........................................................................................................23
3.4 Data source & Instrumentation:................................................................................23
3.5 Face and Content Validity..........................................................................................24
3.6 Target Population.......................................................................................................24
3.7 Sample Size..................................................................................................................24
3.8 Sampling technique.....................................................................................................25
3.9 Statistical technique for data analysis.......................................................................25
3.10 Operational definition of variables............................................................................25
3.11 Ethical consideration..................................................................................................26
References:..................................................................................................................................28
Appendices..................................................................................................................................39
APPENDICES.............................................................................................................................40
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Chapter No 1
Introduction
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1.1 INTRODUCTION
Such sustainable practices are frequently the consequence of ecologically favorable
initiatives. Companies have started to contribute to carbon reduction by establishing a
sustainable society. Many writers have written extensively on these green approaches and
their variables/components (Baltaf et al. 2020). In three ways, a sustainable society
describes people's willingness to progress together. Health, safety, hygiene, and equity
are all areas of contact. An economic strategy based on ethical and environmentally good
management to promote sustainable biodiversity (Ali et al. 2019b, p. 11). Sustainable
societies are managed by governments and individuals driven by the decrease of
inequality and social injustice and motivated by long working hours. Regulations,
indicators, and procedures that are consistent and comprehensive, as well as transparent
and available to residents, legislators, and professionals, give stability and flexibility for
gradual change and management. The term "responsibility" refers to the act of
determining whether or not a person is responsible for his or her own actions. A
sustainable society requires economic fairness, market growth, sustainable job creation,
renewable energy and resource conservation (Liu et al. 2012). Sustainable manufacturing
is a frequent thing in ancient and modern economies, and it has played a significant part
in the globe's advancement and prosperity. Inputs to the manufacturing process must
yield goods that are not only economically advantageous, but also ecologically and
socially beneficial. Environmental sustainability, together with three key concepts,
transform sustainable manufacturing into an integrated process aimed at merging
economic growth, environmental protection, and corporate responsibility (Ali et al. 2018,
2020b). The component of sustainable manufacturing is our study interest: the socio-
environmental sustainability of manufacturing. Carbon emissions and their influence on
the environment are the topic of different worldwide discussions, and specialized
organizations such as the United Nations Climate Control continue to work in this
direction. Pressure from these bodies leads firms to implement mitigation solutions,
including environmentally responsible practices, to achieve low-carbon manufacturing.
(Ali et al. 2020b). Sustainable practices are institutional pressures such as laws or
regulations, indicating pressure from regulators and governments. Standardization and
imitation refer to the release of global standards and norms, standards. Last imitation or
psychological pressure to cope with the uncertainties of rivals and other stakeholders. (Di
Maggio and Powell 1983). These ensure that stakeholders like consumers and
competitors, as well as government pressures, industry norms, and global environmental
system pressures, follow sustainable practices (Yalabik and Fairchild 2011; Ali et al.
2020b).
The manufacturing sector in Pakistan is facing many challenges in SSCM. Previous
research also shows the need for strong enforcement of SSCM strategies in Pakistan
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(Zahidi 2016). This observation can be explained from the context of Pakistan. Due to the
lack of sustainable policy planning and institutional planning in developing countries, the
economic sector has little participation (Puertas et al. 2014). Pakistan, with more than 2
million people in 2011, is the sixth largest country in the world (Pakistan Economic
Survey, 2018) (Rathore, Kota, and Chakrabarti 2011). About 20 million tons of solid
waste are deposited outside every year (annual growth rate of 2.4%) without a practical
solution. Solid waste management in Pakistan needs serious attention because more than
five million people die every year in Pakistan due to untreated waste. Similarly,
Pakistan's manufacturing sector has faced many problems in its operations due to
weaknesses in infrastructure (Arkader and Ferreira 2004). Therefore, researchers will
investigate this burning question. Furthermore, organizations work in the context of
inferior products, inadequate living conditions, violations of human rights, the issue of
fair wages that do not guarantee a reasonable life and, in particular, the high level of child
labor. Water and environmental pollution are another threat, as many companies treat
their wastes poorly (Ehsan et al. 2018). Also, Pakistan is less aware of CSR activities
among developing countries (Javeed and Lefen 2019). Therefore, developing countries
face different sustainability problems than the developed world. Pakistan is a country
with low environmental protection standards (Buckley et al. 2017). The large enterprise
industry is being forced to redesign its processes and practices via sustainable adoption
due to increased competition. Manufacturing is a key contributor to the global economy
in Pakistan. While manufacturing is important for economic growth in Pakistan, it has a
big influence on the global ecosystem (Ullah et al 2021). In Pakistan, sustainable
manufacturing techniques are only getting started. In this situation, the growing disparity
implies that Pakistani manufacturers are embracing the notion of sustainable business
practices (Ali et al. 2020). Past research has urged organizations to more effectively
implement sustainable alternatives, such as green innovation, to achieve green success
(Kurian. 2019). In recent decades, there has been a rise in interest in sustainable
manufacturing. With the world's leading sectors reporting an increasing environmental
footprint, attaining sustainability is now a key issue for business. Despite the rising
importance of sustainable manufacturing processes, history reveals that few firms in
Pakistan's manufacturing sector acknowledge the need for sustainable practises. (Sarwar,
A., Zafar, A., Hamza, M., and A. Qadir 2021). When coping with upcoming disruptions,
green acquisitions are becoming increasingly attractive. Manufacturing green purchasing
helps businesses to plan ahead. This allows suppliers' goods, designs, materials, and
knowledge to assist enterprises in their operations (Zahraee, S.M., Mamizadeh, F. and
Vafaei, S.A. 2018). This greener approach promotes businesses to decrease waste,
pollution, and emissions, so contributing to sustainable manufacturing (Inman, R. A., &
Green, K. W. 2018). Pakistani manufacturing is important in the world economy.
Economically, Pakistan is still in the early phases of sustainable growth. Because of this
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weakness, this task describes organization's agile approach (i.e., operations, customers,
partnerships) to sustainable manufacturing processes.
Recognizing the necessity of sustainable practices, manufacturers are implementing
numerous technologies such as big data gathering, blockchain, artificial intelligence, lean
manufacturing, six sigma, and reverse logistics to improve their sustainability in Industry
4.0 performance (Shaharudin et al. 2017). Sustainable supply chains are defined in this
study as designs that are useful for social support, industrial sectors, and industrial
companies while being constrained by social needs in the supply chain (Haskins et al.,
2007). Methods for measuring performance and SSCM performance in manufacturing
(Beske-Janssen et al., 2015). In the construction industry, SSCM uses sludge ash to
promote innovation and good community practice in recycling construction waste
(Neutzling and Land 2018; Khan et al. 2022b; Tseng et al. 2019). Government regulators,
industry groups, environmental organizations, media, communities, and other
stakeholders such as consumers and rivals put legal, regulatory, and replication pressure
on organizations. These pressures force businesses to incorporate environmental
principles into their operations. As a result, these businesses may be described as unique
social system categories for developing and spreading sustainable manufacturing
techniques. A green manufacturing strategy focuses on goods, processes and behaviors.
Environmental design, life cycle analysis, reducing product flexibility in the product life
cycle through material substitution, enhancing product personalization, life cycle
management, and product stewardship were all factors evaluated by the researchers.
Reuse, reduce, recycle, and remanufacture approaches have developed manufacturing as
an ecosystem that allows flexibility for zero emissions. Integrating flexibility into
equipment helps change material flow for better results, offering sustainability and a
competitive edge (Sreedharan et al. 2018b). Sustainability practices in supply chain are
assessed at the local level. Significant differences and issues occur between industrialized
and underdeveloped countries (Malesios et al. 2018). According to industry theory,
businesses must follow regulations or rules, as well as regulatory forces managed by
various corporations, in order to encourage sustainable manufacturing and low-carbon
operations. As such, firms establish production systems and procedures based on local,
national, and international standards, rules, and regulations (Ali et al. 2020a).
1.2 PROBLEM STATEMENT

Emerging sustainability issues, such as climate change, overpopulation, and the
emergence of unpredictable sustainability risks, will continue to have an impact on long-
term growth (Bui & de Villiers, 2017; Wijethilake, Munir, & Appuami, 2017a).
Addressing emerging sustainability issues is critical to ensuring future generations'
sustainable growth. Climate change, overpopulation, and unpredictable risks are among
the most pressing issues. Here are some solutions to these problems.
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Changes in the Climate: Climate change, one of the most pressing issues confronting the
world today, is caused by the release of greenhouse gasses such as carbon dioxide and
methane. To solve this problem, we must reduce our reliance on fossil fuels, invest in
renewable energy, and improve energy efficiency. This can be accomplished by enacting
policies such as carbon pricing, investing in clean energy research and development, and
promoting sustainable transportation options.
Overpopulation: As the world's population grows, so does the demand for resources such
as water, food, and energy. To address this issue, it is necessary to promote family
planning and reproductive health services, as well as educational and economic
opportunities for women and girls. This slows population growth, giving us more time to
find long-term solutions to the problems we face.
Unpredictable risks: Unpredictable risks can arise as a result of climate change,
overpopulation, and other sustainability issues. To address this issue, we must improve
our ability to predict and prepare for these risks. We can accomplish this by investing in
new technology research and development, building more resilient infrastructure, and
improving our emergency response capabilities.
Addressing these emerging sustainability issues will necessitate the collaboration of
governments, businesses, and individuals. This will necessitate the implementation of
policies and practices that promote long-term growth while also protecting the planet and
its resources for future generations.
1.3 RESEARCH OBJECTIVE

The primary goal of research is to find elements that have a favorable impact and may
affect related characteristics or develop sustainable behavior. Moreover, it even focuses
on mediating the factors like, measures, and promotes sustainable practices features such
as benchmarking, carbon neutral planning, environmental monitoring, and environmental
certification for international.
Finally, the study emphasizes the major goals of sustainable procurement procedures,
materials, products, and processes, as well as those who develop low-carbon performance
planning methods.
1.4 RESEARCH QUESTIONS

1. What challenges have faced while implementing sustainable practices?
2. What are the important factors when promoting sustainable practices?
3. What is the impact of green practices on sustainable practices?
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4. What influence do top management commitments link fundamental sustainability

practices?
1.5 SIGNIFICANCE OF THE STUDY

This study aims to look deeply into the influence of top-level management support on the
effective implementation of environmental sustainability and sustainability
manufacturing in supply chain management. Besides that, it also emphasizes its critical
role in achieving social sustainability by lowering carbon footprints. To establish a
sustainable society, researchers concentrate on carbon emissions in the LCP, which have
not been studied previously. This study investigates opportunities and constraints, as well
as the procedures required to establish sustainable societies.
The study also investigates the facilitators of sustainable green procurement methods,
logistics, product and process design, and low-carbon legal requirements. The influence
of sustainable practices on low-carbon performance is investigated using a mixed
sequential empirical process technique. This will have an even greater influence on
sustainable production and society.
Significance of researchers has found that top management depends on information to
optimize procurement procedures and logistics, as well as to implement green practices
throughout the supply chain (Zhu et al., 2011).
Top management support has been recognized by researchers. This demonstrates top
management commitment to sustainability as a crucial element impacting the company's
varied environmental practices' implementation (Liu, Liu, & Yang,2020).
The integration of resource-saving technologies, products, and processes, as well as
sustainable procurement practices, logistics, biodegradable materials, and resource-saving
technologies, products, and processes, leads organizations down a path of resource
conservation related to social performance. Integrating environmental legislation, norms,
and values moves enterprises toward alternative technologies, energy-efficient processes,
cleaner manufacturing, and transportation, ultimately enhancing environmental
performance (Ali et al. 2020a).
Creating a safe environment for employees, consumers, and communities allows
government and industry to work together to build a more sustainable society. A
sustainable environment is the notion of a collection of individuals expressing shared
elements of civilizations, beliefs, lifestyles, and practices that are meant to develop and
flourish naturally via sustainable activities. (Nechi et al. 2020).
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1.6 SCOPE OF THE STUDY

The scope of the study provides a substantial addition to the area by concentrating on top
management commitment towards green practices such as green procurement, green
logistics and green product design to enhance supply chain sustainability. Products,
processes, and behaviors are the subject of environmental design strategies.
Environmental design, life cycle analysis, product life cycle reduction, product
modification and replacement, product design increase, life cycle management, product
management, and other topics have received attention in this study.
1.7 ORGANIZATION OF THE THESIS
The introduction and problem statement, research objective and research question, and
research significance and scope of the study are all introduced in the first chapter. and the
paper's structure.
Chapter 2 consists of a theoretical study that covers the theory employed in the study and
an empirical study that helps to identify gaps and assumptions with hypothesis and
conceptual model that earlier researchers did not address.
.
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Chapter No 2
Literature Review
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2.1 Theoretical Background
Institutional theory (Di Maggio and Powell 1983; Rentizelas et al. 2018)
This study extends institutional theory's theoretical approach by stressing the influence of
diverse stresses on long-term performance. The Institutional-based theories listed below
are used to better comprehend organizational decisions to employ physical and material
resources for long-term operations. According to institutional theory, in order to
contribute to sustainable production and low-carbon performance, businesses must
comply with required pressure from regulators or legal laws. Long-term action by
governments and individuals to decrease inequality and social injustice drives sustainable
society s (Ali et al. 2020a). Policies that incorporate open and accessible structures,
forms, and procedures for people, policymakers, and professionals give strength and
flexibility for gradual change and change management. Shared responsibility and social
inclusion principles aid in addressing resource rights, clean water and energy, and
economic balance. Organizations include sustainability ideals, which contribute to
environmental responsibility. A good association between social pressure and
organizational effort helps to promote long-term behavior.
Resource based view (Sarkis et al. 2011)
According to a resource-based viewpoint (RBV), resources are essential for establishing
long-term competitive advantage and increasing economic performance (Netland and
Aspelund 2013). The concept for sustainable infrastructure is founded on the Resource
based view of the United Nations Sustainable Development Sector, which is dedicated to
the long-term development of society. As specified in different human rights legislation
and practises, sustainable manufacturing processes integrate socially sensitive production
processes. Creating variety in human assistance and productivity requires establishing
uniformity in workflow, scheduling, team values, perceived norms, education, and
training (Nechi et al., 2020). Improving organizational performance and producing new,
possibilities can highlight an organization's strengths and potential.
2.2 Theoretical Connectivity
Today, companies have found reasons to focus on green purchasing. Customers buy
products with strong environmental certification. Customer pressure and greener
marketing forces organizations to adopt greener production methods. In practice, these
growing environmental concerns require organizations to apply this document. A green
marketing strategy that examines consumer sentiment. Customers are growing familiar
with the product and environment (Devayani, N.D.S., 2019).
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Top management commitment (TMC) Burki U, (2019):

TMC demonstrates the desire to create and maintain stability in connecting with partners
and empowering partners to achieve common goals. It demonstrates direct and indirect
contributions to relationship stability and relationship change among SC partners. (Kwon
and Suh 2004; Sandberg and Abrahamsson 2010; Yuan et al. 2018). TMC is important to
understand what is being offered to Chain partners' desire for support and cooperation
behavior within the firm and through the supply network (Saeed and Kersten 2019). Top
employees provide vision, goals, objectives, and strategies for the company they lead to
collaborative culture and ultimately promote SFP (Fawcett et al. 2006; Mokhtar and
Yusof 2010). They express themselves as involved in the assessment of products,
services, and relationships within supply chains and incentives for exchange of
knowledge and information. And they play a critical role in shaping the organizational
structure and the extent of cooperation with partners (Burki et al. 2019).
2.3 Empirical Studies
This study aims to develop and support an organizational structure a model for evaluating
the impact of social change theory on sustainable supply chain performance in the
organization. Latent six variables and at least two indicators were identified for each of
the six latent variables were measured.
TMC demonstrates a desire to create and maintain strong relationships with partners and
help partners achieve common goals. It demonstrates direct and indirect contributions to
relationship stability and relationship change among SC partners (Kwon and Suh 2004;
Sandberg and Abrahamsson 2010; Yuan et al. 2018). TMC is central to understanding
supply chain partners' desire for collaboration and sustainable practices within the
business and across the supply network (Saeed and Kersten 2019). Top managers provide
vision, goals, objectives, and strategies for their organizations leading to a collaborative
culture and ultimately promoting SFP (Fawcett et al. 2006; Mokhtar and Yusof 2010).
They demonstrate their commitment to the quality of products, services and relationships
in the supply chain and support the exchange of knowledge and information. They also
play a very important role in shaping the organizational structure and the quality of
cooperation with partners (Burki et al. 2019), thereby ensuring the necessary support for
the implementation of the support system and the implementation of the SFPs
(Wijethilake and Lama 2019). TMC is important to ensure that companies are showing
their true interest in the partners they work with. The TMC for Cooperation is an
important indicator that proposes cooperative actions that support the achievement of the
SFP. Therefore, TMC for cooperation with SC partners seems to play a very important
role in the realization of SFP.
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Top management plays an important role in implementing sustainability strategies

because such decisions involve investments and organizational changes (Bansal & Roth,
2000; González-Benito & González-Benito, 2010); Bansal and Roth (2000) note that the
involvement of top management is important in determining whether the firm has a
genuine interest in sustainability. Wijethilake and colleagues. (2017a) point out that
although organizations maintain supportive policies and practices such as legal pressure,
top management involvement in philosophy and support is the key factor indicating the
success of program implementation of support. In addition, support-oriented top
management sometimes proposes its support strategy independently of the organization’s
strategy (Wijethilake et al., 2017a). Traditionally, although sustainability risks are often
external, the growing importance of sustainability issues motivates organizations to
implement organizational strategies. In particular, management’s primary responsibility
is to identify and invest in assets that generate the greatest returns. Therefore, top
management involvement seems to play an important role for support in SRM. A
literature review indicates that the highest level of management personnel promoting
sustainability can support the implementation of sustainability practices (Colwell &
Joshi, 2013). For example, top management may be involved in reducing coordination
problems that arise in performance, analyze the impact of coordination on organizational
performance, identify coordination as a means to achieve competitive advantage, develop
-as awareness of competitors' cooperative strategies, assess the need for institutional
support . , understand customer service concerns, and inform those responsible for
planning support strategies and programs (Colwell & Joshi, 2013; Wijethilake et al.,
2017a).
Green Procurement refers to the purchasing strategy motivated by the idea of reduction,
recovery and recycling to prevent material damage (Carter & Carter, 1998; Khan &
Qianli, 2017; Yen & Yen, 2012). Previous studies have confirmed the positive effects of
GP in changing the traditional supply chain to GSCM and improving the environmental
and financial performance of companies (Ji et al., 2015; Khan et al., 2017; Yu et al.,
2019). However, previous literature has found that implementing GP in the supply chain
is challenging and that green practices are essential for its implementation. Recognizing
the importance of GP in supporting and facilitating GSCM, this study includes a section
on GSCM.
The logistics business is heavily reliant on energy usage, and even industrialized nations
emit significant amounts of greenhouse gases. As a result, we must act quickly to save
money and cut carbon emissions (Borras et al., 2013). Higher levels of productivity are
essential as the logistics sector meets the problem of energy saving and emission
reduction (Yi et al., 2020). We assist safeguard the environment by enhancing efficiency
and speed, lowering expenses, decreasing energy usage, and minimizing waste. As a
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result, there is a greater demand for digitization and green logistics. Using technology,
this idea helps to cut carbon emissions (Zhou and Li., 2022, Du and Li., 2022).
Improving high-speed efficiency is one of the environmental dangers in the high-speed
area. This indicates that while trying to reduce environmental harm, the influence on
device efficiency should not be disregarded (de Souza et al., 2022, Wong et al., 2022).
Once companies have received environmental support as a business plan, there is full
support from the top management, supporting businesses to implement green and
sustainable practices, for example (Green Product Design (GPD), Green Manufacturing
(GM)) and Green Transportation (GT).) and their business without delay. The integration
of the main concerns and the overall plan of the company is a necessary condition for the
effective implementation of these measures (Murray 2000). According to Kanwal and
Awan (2021), in order to achieve sustainability, aspects of innovation and related
processes change the performance model. In addition, (Awan, (2020b) found that the new
segment of products and related processes are responsible for environmental, economic
and social welfare, thus contributing to environmental change Environmental
sustainability. A unique aspect of creative innovation is the use of environmental
objectives in innovative products and processes to organize sustainable development
(Awan et al. 2019).
The concept of GSCM is derived from traditional SCM (Chin et al., 2015). It refers to the
process of integrating environmental issues, such as reducing CO2 emissions, waste and
other harmful substances, and protecting biodiversity, throughout the supply chain (Chin
et al.., 2015; Tseng et al., 2019). Previous literature suggested that GSCM has five main
components: IEM, GP, collaboration with customers and suppliers, ED and IVR (Lee et
al., 2014; Zhu et al., 2008, 2010). Researchers have found that these five GSCM
processes need to be integrated, requiring effective collaboration (Lee et al., 2014).
Green supply chain practices work to address healthy environmental concerns through
the design, procurement, production, distribution, use, recycling, and disposal of
industrial products and services (Yu et al., 2014). This not only creates green practices,
but also creates a general improvement in environmental performance at the management
level and in all aspects of production (Diabat & Govindan, 2011; Yu et al., 2019). Green
business practices include plans, actions and strategic planning, processes and tools that
help companies perform sustainable social activities through environmental protection
(Nguyen et al., 2022; Achillas et al., 2018). The practice of integrating the supply chain
has been shown to increase the business performance of manufacturing companies, both
directly and indirectly, by increasing the reliability, flexibility and responsiveness of the
supply chain (Siagian et al., 2021). Supply chain integration involves the integration of
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suppliers, production and distribution to achieve the same goal of satisfying customer
needs (Basana et al., 2022).
Researchers GSCM is defined in various terms such as green procurement, sustainable
supply network, environmental procurement, green procurement and logistics and supply
chain environmental management. Many definitions have been used to describe the
concept of GSCM by academic researchers. According to a simple definition given by
H'Mida and Lakhal (2007), it is an exercise to monitor and improve the environmental
performance of the supply chain. To achieve the ecological performance of SC, it is
important to plan and monitor GSCM enablers (Moktadir et al., 2018). The industrial
sector is very important for the development of the national economy, forcing workers
and scientists to analyze the actions that lead to the economic development of the
organization. The type and level of implementation of GSCM practices may vary from
country to country, depending on different cultures, environments and internal pressures;
for example, manufacturing companies in developing countries are still in the early stages
of implementing GSCM (Wooi & Zailani, 2010); therefore, their potential outcomes in
terms of environmental performance vary. This study also shows that more studies need
to be conducted in developing countries to confirm these relationships and to assess
organizational support. Seman and his colleagues. (2019) support organizations by
providing evidence on the role of GSCM practices in significantly improving
environmental performance. Green & Aller (1998) state that green practices lead to
organizational sustainability, including environmental improvement.
According to Khan and Dong (2017), the backbone of GSCM is environmental
management; that is, the implementation of GSCM depends on the management's need
for it. Many researchers have identified the importance of GSCM practices. Thus,
academic research in this field has increased in recent decades (Altaf et al., 2020;
Kazancoglu et al., 2018; Marco-Ferreira & Jabbour, 2019). A study conducted in 18
countries to assess environmental concerns reveals that, since 2012, environmental
awareness and concern among consumers has increased, especially in developing
countries, which, from in comparison, note the tendency to continue using it (Biswas et
al., 2018). Sustainable customers are putting more pressure on organizations to address
environmental concerns and act responsibly. This shows that consumers are interested in
organizations that practice GSCM to promote environmental sustainability.
The concept of GSCM practice originally originated in green procurement (Webb, 1994)
and then spread to other industries such as manufacturing, transportation, and so forth.
Carter and Rogers (2008) define GSCM as a purposeful step that generates strong
outcomes and meets structural, social, environmental, and financial objectives in senior
executives' collective business practices, accomplishing and driving their internal supply
chain. Initiatives like the GSCM rely on strong governance and the determination to put
green policies into action. Environmental management is the core of GSCM, (Khan and
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Dong 2017). In other words, the operation of GSCM is determined by your

administrative requirements. Many researchers understand the significance of GSCM
practice. As a result, academic study in this field has increased in the last several decades
(Altaf et al., 2020; Kazancoglu et al., 2018; Marco-Ferreira and Jabbour, 2019). This
paper discusses topics such as environment combinations and ORM functionalities. The
link between GSCM practices and their influence on organizational sustainability,
including the environment and overall performance, is investigated and highlighted by
researchers. Bhetja and Babbar (2011); Deif (2011); Gavronski et al. (2011); Pereira-
Moliner et al. (2012); Prajogo et al. (2012); Seman et al., 2012; Seman et al., 2019).
Sustainable manufacturing eliminates waste and boosts an organization's bottom line.
Globalization, not localization, gave birth to GSCM (Sarkis & Tamarkin, 2005). Growing
environmental concerns gradually penetrated mainstream business culture, prompting
corporate strategy reorganization (Madu, Kuei, & Madu, 2002). The European Union's
(EU) Waste Electrical and Electronic Equipment (WEEE) Directive, in particular, is
largely targeted at decreasing environmental harm via the reuse and recycling of
electrical and electronic equipment generated by vast amounts of electrical equipment.
Less garbage and electronic waste equal less management. Meanwhile, the RoHS
regulation restricts the use of electrical and electronic equipment that contains lead,
mercury, cadmium, hexavalent chromium, polybrominated biphenyls, or polybrominated
diphenyl ethers. The first of the two recommendations above focus on recovery,
recycling, and recovery, while the second discusses obstacles and materials utilised. As a
result, MSMEs in India must combine these two criteria into product design and
production, which may be accomplished by using GSCM procedures. (Linton, Klassen,
and Jayaraman, 2007), combining green procurement, green production/materials
management, green distribution/sales, and reverse logistics (Sarkis, 2005). The scope of
GSCM practice is very broad, including return on investment, eco-design or design of
environmental practices, and external and internal pressures for environmental
management (Chien & Shih, 2007; Liu et al. Liu, Wang, Dong, Yang , & Bao, 2011).
The efficient usage of a country's resources is critical to ensuring its long-term growth.
Green rules and regulations, such as employing environmentally friendly materials in
industries and manufacturing facilities, decreasing the use of petroleum and fossil fuels,
and so on, are rapidly being implemented by governments across the world. Paper
recycling and trash management in the private and public sectors (IARC, 2017). In this
context, the strong desire to design government legislation to satisfy environmental
standards, as well as the growing number of customers eating green goods, have given
rise to new ideas, such as GSCM, which includes the product's process. Design through
construction life cycle (Guidelines, 2005). Comprehending the basic ideas related with
green supply chains is crucial for understanding environmental sustainability. GSCM has
a large body of literature, particularly after 1989. However, throughout the last two
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decades, ideas such as green production, green operation, logistical logic, papermaking,
green living, and waste management have been further investigated (Srivastava, S. K.
2007). A green supply chain, in general, consists of a set of internal and external
company practises that enhance the environment and avoid contamination across the
supply chain. The management of raw materials, parts, components, and all processes
from suppliers and manufacturers to end consumers and returns is referred to as green
supply chain management (Vachon, S., & Klassen, R.D. 2006). Green procurement,
green manufacturing, green distribution, green marketing, and reverse logistics are all
part of GSCM (Hervani, A. A., Helms, M. M., & Sarkis, J. 2005).
GSCM behaviour is a complex term that may be assessed from several angles. Previous
papers have discussed various facets of GSCM practise (Ninlawan et al., 2010).
Protection Of the environment, External GSCM, Eco-design, and Return on Investment
are the four GSCM practises identified by Zhu et al. in 2005. Environmental
management, logistics, supplier inspection and evaluation, green procurement and
logistics regulations, and supplier and production network education and mentorship
procedures are examples of key GSCM processes (Holt and Ghobadian., 2009). Green
procurement, green manufacturing, green distribution, and green logistics are critical
parts of GSCM processes that the manufacturing business must use in order to improve
sustainability performance. This research exhibits GSCM techniques across four major
dimensions by analysing the literature on GSCM practises: green marketing, green
production, green distribution, and green logistics (Ninlawan C et al., 2010; Thoo et al.,
2011). Green procurement may be thought of as a supply chain process. Organizations
pick suppliers based on environmental qualifications, technical and green capabilities,
environmental performance, product and environmental manufacturing capabilities, and
the capacity to meet the target company's environmental goals along the supply chain
process (A. Paulraj., 2011).
Sustainable manufacturing is a manufacturing process that converts inputs into outputs,
lowers hazardous chemicals, increases heating and cooling energy efficiency, follows the
3Rs, minimises waste, and actively participates in the development and replication of
green systems (Ninlawan et al., 2010; Zhu et al., 2010; Zhu et al., 2005; Verde et al.,
2009). Environmentally friendly manufacturing necessitates the development of products
that enable the reuse, recovery, and recycling of material components. Avoid or decrease
the usage of potentially hazardous materials in the production process. Material and
energy usage have been reduced (Zhu et al., 2005; Green et al., 2009; Lee et al., 2012)
Commercially, GSCM has gotten a lot of interest (Zhao et al., 2017). Green strategies
from design, marketing, production, distribution, and product recycling are examples of
GSCM activities (Kaur et al., 2017; Masudin et al., 2018; Zhu and Sarkis, 2007a).
Recycle and recover resources. Improved environmental effect energy (Tippayawong et
al., 2016). Various characteristics of GSCM practise have been found in prior study.
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Environmental management, eco-design, green procurement, customer collaboration and

environmental concerns, and return on investment were all studied as GSCM practises by
Zhu et al. (2007b). Environmental management (refers to the GSCM's strategy and
operations, which include top-level decision-making, middle-level assistance for
successful execution, and cross-sector collaboration (Vanalle et al., 2017; Zhu & Sarkis,
2007a). Among various techniques of applying GSCM in Chinese enterprises, Zhu et al.
(2010) recognized top management engagement as the most essential aspect. Green
policies are mostly driven by organisational managers who create processes to mitigate
risks and develop analytical ways to analyze environmental consequences. (Zhu et al.,
2005; Vijayvargy et al., 2017)
First of all, it is one of the pioneer studies that have thoroughly researched and tried to
analyze green energy projects in Chinese manufacturing companies for the adoption of
GP practices. Due to the lack of academic work on this topic, previous studies on the
sustainability and green capabilities of companies call for academic attention using a
wide range of methods, from theories to work policies and research a mystery.
Managers must implement a green management system and apply it throughout the
supply chain. Managers can work with suppliers to develop environmental partnerships
and monitoring systems to reduce environmental impacts. Furthermore, the government
should promote the dissemination of environmental concepts to promote environmental
awareness among companies; in particular, they should focus more on guidance from GP
practices. The goal is to increase green interest and greater interest in green appliances
and create a green lifestyle society. In the current business environment, where supply
chain benefits are achieved, the integration of GP practices can lead to efficient and
effective production. Efficient manufacturing processes can lead to cleaner products,
lower costs related to waste management, material/inventory management, safety and
pollution penalties. The findings of this study show that the adoption and implementation
of this strategy positively shape the company's TBL performance.
2.4 Development of hypotheses

2.4.1.1 TOP MANAGEMENT COMMITMENT AND GREEN PROCUREMENT
Green procurement is a collection of procurement policies, activities, and collaborations
designed to solve environmental challenges (Amemba et al., 2013; Bag, 2017; Ninlawan
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et al., 2010). Green procurement demonstrates a company's dedication to environmentally

sound methods. Scholars regard senior management support as an indication of
management's commitment to long-term growth, which is a crucial element affecting
organizations' adoption of diverse environmental measures (Liu, Liu, & Yang, 2020). To
ease regulatory demands and gain institutional legitimacy, top management must
encourage green procurement, especially when working in a worldwide setting where a
green image is desirable (Lai & Wong, 2012; Zhu et al., 2011). Green procurement
extends beyond these requirements and takes into account environmental concerns (Yook
et al., 2018). Highlight the significance of green procurement. Green suppliers can be
explicitly sought out by purchasing authorities, encouraging businesses to buy green
inputs for their supply chains (Blome et al., 2014).
H1 Top management has a significant impact on green procurement.
2.4.1.2 TOP MANAGEMENT COMMITMENT AND GREEN LOGISTICS

Green logistics is a type of shipping that is both environmentally friendly and
economically feasible (Pazirandeh and Jafari, 2013; Seroka-Stolka, 2014). As a result, it
is fair to anticipate that TMC will have an impact on green logistics. This theory is also
supported by prior studies that found the importance of senior management support in
boosting green buying (Blome et al., 2014; Huang & Yang, 2015; Islam et al., 2017). The
region also demonstrates the importance of TMCs in allowing green logistics (Dou et al.,
2014; Sukjit and Vanichchinchai, 2020). Green logistics, in turn, is related with more
circular and ecologically sustainable manufacturing methods. This is primarily motivated
by the desire to minimize emissions and usage of fossil fuels, as well as to promote
recycling of post-consumer materials (de Souza et al., 2021). The role of top management
as a driver for green logistics adoption (Denisa & Zdenka, 2015; Niemann et al., 2017;
Lew et al., 2018).
H2 Top management has a significant impact on green logistics.
2.4.1.3 TOP MANAGEMENT COMMITMENT AND GREEN PRODUCT

DESIGN
Green manufacturing, commonly referred to as green production, includes design
processes, product design, and high efficiency (Dubey et al., 2017). Green supply chain
management refers to a set of operations in a company's supply chain process that address
environmental challenges, such as green procurement, green design, green production,
green distribution, and green marketing (Masa'deh et al., 2017; Yildiz ankaya & Sezen,
2019). The commitment of top management is important to the success of green process
innovations in exporting businesses. Green process innovation is a component of green
manufacturing. The dedication of top management has a direct and beneficial influence
on green product creation (Bhatia & Jakhar, 2021). Green product innovation is
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equivalent to green production in this study, as demonstrated by their research. Green

culture and green practices, especially green manufacturing, have a favorable and
substantial association with top management championships (Li et al., 2019).
H3 Top management has a significant impact on green product design.
2.4.1.4 GREEN PROCUREMENT AND SUSTAINABLE SOCIETY

Green procurement and green manufacturing are critical parts of GSCM processes that
the manufacturing business must use in order to improve environmental practices
(Ninlawan et al., 2010; and Thoo et al., 2014). Green procurement refers to the methods
that businesses use to pick suppliers based on their environmental capabilities, technical
and green design capabilities, environmental performance, capacity to manufacture
environmentally friendly products, and ability to support their aim (Paulraj, A, 2011).
H4 green procurement has a significant impact on sustainable society.
2.4.1.5 GREEN LOGISTICS AND SUSTAINABLE SOCIETY

Green logistics movements include delivering goods directly to user locations, utilizing
alternative fuel vehicles, placing large orders rather than small quantities (Ninlawan et
al., 2010), investing in environmentally friendly vehicles, and designing vehicle routes
(Holt, D., and Ghobadian, A. 2009). Reverse logistics, such as collecting spent items and
packaging from consumers for recycling, returning packaging and products to suppliers
for reuse, and ordering suppliers to collect packaging materials, is an example of green
logistics (Laosirihongthong et al., 2013)
H5 Green logistics has a significant impact on sustainable society.
2.4.1.6 GREEN PRODUCT DESIGN AND SUSTAINABLE SOCIETY

Green product design is a type of green innovation that aims to reduce pollution and save
resources. Reducing by-products in manufacturing allows businesses to satisfy client
expectations while also protecting the environment ( Gürlek, M., and Tuna, M. 2018). They
may achieve energy efficiency and lessen the environmental effect of disposal by using
green product design. For example, by innovative product design that allows it to be
readily removed, reused, recycled (Zhang, D., Rong, Z., and Ji, Q., 2019).
H6 Green product design has a significant impact on sustainable society.
2.4.1.7 GREEN PROCUREMENT AND SUSTAINABLE MANUFACTURING

Green purchasing can enhance a company's resources and procedures. The optimum
effect of this green program boosts firm performance by reducing toxic waste output.
Environmentally friendly sourcing, in reality, minimizes the environmental effect of
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unsustainable practices. The firm's logistics efficiency will improve, and the organization
will focus on greener manufacturing techniques. In reality, sustainable production is an
effective means of managing resources. By adding value to your business, you may
significantly lessen your environmental footprint. Green procurement is an essential
component of a company's long-term success. This green paradigm benefits the
environment and leads to more sustainable business operations. Green procurement's eco-
efficiency pushes firms to adhere to environmental norms. Set new requirements for
supply chain organizations to guarantee sustainable operations (Wang et al., 2021).
H7 Green procurement has a significant impact on sustainable manufacturing.
2.4.1.8 GREEN LOGISTICS AND SUSTAINABLE MANUFACTURING

Green logistics has grown to cover a variety of green measures that lower overall
ecological effect while also providing environmental protection and sustainable
manufacturing (Karaman et al., 2020; Rizvi et al., 2020). Through green organizations
such as green finance, green design, and green logistics, sustainable manufacturing may
assist promote environmental sustainability (Shahzad et al., 2020).
H8 Green logistics has a significant impact on sustainable manufacturing.
2.4.1.9 GREEN PRODUCT DESIGN AND SUSTAINABLE MANUFACTURING

Sustainable practices, such as low-carbon performance and sustainable manufacturing,
assist to provide value in terms of energy, resources, the environment, financial balance,
and social well-being. (Jabbour et al. 2020). The goal of GSCM is to include
environmental considerations into supply chain management (SCM). GSCM minimizes
or eliminates harmful chemicals, emissions, energy, solid waste, and other waste
throughout the supply chain, including product design, resource and material selection,
manufacturing process, final product delivery, and end-of-life product management.
H9 Green product design has a significant impact on sustainable manufacturing
2.5 Conceptual framework

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In this chapter, the researchers discuss several aspects of the original research
linked to the study. The researchers thoroughly examined all of the variables associated
with the original study.

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Chapter No 3
Methodology
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1.
2.
3.
3.1Research Approach
This study is based on quantitative data, and we will use this approach to determine the
dependent and independent variables. The study work that may be assessed is built on a
quantitative data approach, and the research methodology utilized is known as
"explanatory research," and we put prior hypothesis to the test by examining the
relationship between variables. Which will aid in understanding top management's
commitment to green and sustainable supply chain management practises.
3.2 Research Purpose
The study's goal was to examine on top management goals for Green and Sustainable
Practices in SCM. Explanatory research allows researchers to develop hypothesis and test
the relation between variables. Explanatory research helps us understand the situation
better. The researcher explains top management's commitment to green supply chain
practices such as green logistics, green procurement, and green product and design for a
more sustainable society and manufacturing
3.3 Research Design
The research design for this study will be a correlational approach. This approach is
suitable for investigating the relationships between variables and measuring the impact of
green supply chain management practices on organizations. The study will use a survey
questionnaire to collect data from a sample of organizations. The survey will include
questions on the level of top management's commitment to green supply chain practices
and the extent to which the organization has implemented these practices. The survey will
also include questions on the organization's overall sustainability performance, such as its
environmental impact and its contributions to a more sustainable society and
manufacturing.
3.4 Data source & Instrumentation:

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The data source for this thesis based on primary data collected through a questionnaire
survey. For this thesis, the data will be collected from a sample of organizations that have
implemented green supply chain management practices. Questionnaire Survey used to
collect data on the level of top management's commitment to green supply chain
practices, the extent of implementation of these practices, and the organization's overall
sustainability performance. Surveys can be administered online or through mail, to a
sample of organizations that have implemented green supply chain management
practices. One part of the questionnaire is devoted to demographics, and the other is
devoted to variables.
The instrumentation for this study will be a questionnaire designed to collect data on the
following variables: top management's commitment to green supply chain practices, the
extent of implementation of green logistics, green procurement, and green product and
design practices, and the organization's overall sustainability performance.
The questionnaire will be designed to measure the key variables of the study, namely top
management's commitment to green supply chain practices, the extent of implementation
of green logistics, green procurement, and green product and design practices, and the
organization's overall sustainability performance. There are Six variables and each
variable in the questionnaire survey carries five questions. Using a Likert scale,
respondents to pick agree, strongly agree, neutral, disagree, strongly disagree. We used a
survey approach with each responder to obtain data.
The questionnaire adapted from the numerous sources which used to measure green
supply chain management practices and sustainability performance in organizations.
3.5 Face and Content Validity
Face validity refers to whether the questionnaire appears to be measuring what it is

intended to measure. To establish face validity, the questionnaire will be reviewed and
assessed by experts in the field of green supply chain management and sustainability.
Content validity refers to whether the questionnaire covers all aspects of the topic of
interest. To establish content validity, the questionnaire will be pilot-tested with a small
sample of organizations to ensure that it is comprehensive and relevant.
3.6 Target Population
The target population for this study will be organizations that have implemented green
supply chain management practices. We have taken data from different organizations,
students, and teachers at universities, so the target population is not confirmed.
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3.7 Sample Size
The sample size for this study will be determined using a sample size calculator Daniel
Soper based on the desired level of precision, confidence level, and population size. A
sample size of at least 161 respondents is recommended to ensure that the results are
representative and generalizable to the population of interest.
3.8 Sampling technique
In this study, non-probability sampling was employed to collect data, with the snowball
and purposive methods. The participants in sample will be selected based on specific
criteria that have determined to be relevant to research question.
3.9 Statistical technique for data analysis
In this study, SEM-PLS (Structural Equation Modeling-Partial Least Squares) is used as a

statistical technique that can be used to analyze the relationships between latent variables,
such as top management's commitment to green supply chain practices and the
organization's overall sustainability performance.
3.10 Operational definition of variables
Top management's commitment: This variable will be operationalized as the level of

support and involvement of top management in the implementation of green logistics,
green procurement, and green product and design towards sustainable society and
manufacturing.
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Green logistics: This variable refers to the management of logistics activities in an

environmentally friendly manner. It includes practices such as reducing carbon
emissions, using energy-efficient transportation methods, and implementing recycling
and waste reduction programs.
Green procurement: This variable refers to the process of acquiring goods and services in
an environmentally friendly manner. It includes practices such as selecting suppliers
based on environmental performance, using eco-friendly materials, and reducing
packaging waste.
Green product and design practices: This variable refers to the design, development and
delivery of products in an environmentally friendly manner. It includes practices such as
using eco-friendly materials, designing for recyclability, and reducing the environmental
impact of products throughout their lifecycle.
Sustainable manufacturing: This variable refers to the production of goods in an
environmentally friendly manner, with minimal negative impact on the environment. It
includes practices such as using renewable energy, reducing waste, and minimizing
pollution.
Sustainable society: This variable refers to the overall sustainability of a society,
including economic, social, and environmental sustainability. It includes practices such as
reducing poverty, promoting social inclusion, and protecting the environment.
3.11 Ethical consideration
Participants will be informed of the purpose of the study, their rights as participants, and
any potential risks or benefits associated with participation. Participants will be required
to provide informed consent prior to participating in the study. Participants' responses
will be kept confidential and anonymous to protect their privacy. All data collected will
be stored securely to protect against unauthorized access or loss. The study will be
conducted in accordance with institutional and professional guidelines for conducting
research. A detailed explanation of the research process, methods, and results will be
provided in the final report, to ensure transparency and accountability.
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References
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Appendices
Organizations"| 41
APPENDICES
Appendices for a questionnaire survey based on green supply chain management. A

questionnaire was also accepted by the firm Seafarer Freight Forwarders and needs full
things.
Organizations"| 42

Among the aspects included in the questionnaire are top management commitments to
green logistics, green procurement, green product, and design practices, and sustainable
manufacturing and society:
EMAIL:
GENDER: MALE FEMALE
AGE: 20 -30 31-40 41-50 51– more than that

Organizations"| 43
EDUCATION LEVEL: Ph.D. MASTERS BACHELORS INTERMEDIATE
YOUR DEPARTMENT:
SALARY: 25,000-35,000 36,000-46,000 47000-57000 58000-more than
QUESTIONNAIRE
TOP MANAGEMENT COMMITMENT Strongly

Disagree
Disagree Neutral Agree Strongly
Agree
Our organization top management actively promote and support sustainable practices within the
supply chain.

Our organization top management engage in sustainable practices such as recycling and waste
reduction.
Our organization top management actively involved in implementing and monitoring
sustainable practices in our supply chain.
Our organization sustainable practices regularly reviewed and updated by top management.
Our organization top management measuring and reporting sustainable performance in the
supply chain.
GREEN PROCUREMENT Strongly
Disagree Neutral Agree
Strongly
Disagree Agree
Our organization can increase their green procurement efforts.
Our organization have green procurement policies and procedures.
Our organization have training or resources available to help you make more sustainable

procurement decisions.
Our company regularly review and improve upon its green procurement in the supply chain.
Our organization aware of any environmentally friendly alternatives to the products or services

currently procurement.
GREEN LOGISTICS Strongly
Strongly
Disagree Agree
Our company have improved in environmental performance as a result of any steps taken to

improve green logistics.
Our company currently use renewable energy sources for logistics operations.
Our company currently measure and track its carbon emissions from logistics activities.
Our company regularly review and improve upon its green logistics in the supply chain?
Our company have a plan in place to properly dispose of harmful waste materials generated in

the logistics process
GREEN PRODUCT AND DESIGN Strongly
Strongly
Disagree Agree
Our company involve and educate its employees on sustainable product design practices.
Our company involve and communicate with its suppliers and partners on sustainable product

design practices.
Our company involve and communicate with its suppliers and partners on sustainable product

design practices.
Are there any specific challenges or barriers that your company has faced or is currently facing

in implementing green product design practices.
Our company regularly review and improve upon its green product and design in the supply

chain.
Organizations"| 44
SUSTAINABLE SOCIETY Strongly

Strongly
Disagree Agree
Our firm actively works to lower its environmental footprint and resource consumption through

sustainable society.
Our firm has a plan in place to limit the use of dangerous material in order to create a more

Our firm has a programmed in place to promote recycling and reusing products in order to

create a more sustainable society.
Our firm engage in sustainable practices such as recycling and waste reduction to maintain a

Our firm regularly review and improve upon its sustainable society.
SUSTAINABLE MANUFACTURING Strongly
Strongly
Disagree Agree
Our firm actively work to reduce its environmental footprint and resource consumption within

its sustainable manufacturing.
Our firm engage in sustainable practices such as recycling and waste reduction to maintain a

sustainable manufacturing.
Our firm have a strategy in place to reduce toxic material usage to make the sustainable

manufacturing.
Our firm have a program in place to promote recycling and reusing materials to make

sustainable manufacturing.
Our firm regularly review and improve upon its sustainable manufacturing.

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"Green Supply Chain Management: The Impact of Sustainability Practices in

MUHAMMAD RAZA JAVAID (17821)

SHAIKH ABDUL SABOOR (17836)

OUJ HASNAIN (17644)

SYEDA ALIZA NASIR (16325)

Department of Business Administration

In partial fulfillment for

BACHELORS OF BUSINESS ADMINISTRATION

This thesis has been

Accepted by the faculty

FACULTY OF BUSINESS ADMINISTRATION

Mr. AHMED WASIFUDDIN

Dr. Imtiaz Arif

1.2 PROBLEM STATEMENT

1.3 RESEARCH OBJECTIVE

1.4 RESEARCH QUESTIONS

4. What influence do top management commitments link fundamental sustainability

1.5 SIGNIFICANCE OF THE STUDY

1.6 SCOPE OF THE STUDY

1.7 ORGANIZATION OF THE THESIS

2.1 Theoretical Background

2.2 Theoretical Connectivity

Top management commitment (TMC) Burki U, (2019):

2.3 Empirical Studies

Top management plays an important role in implementing sustainability strategies

Dong 2017). In other words, the operation of GSCM is determined by your

Environmental management, eco-design, green procurement, customer collaboration and

2.4 Development of hypotheses

et al., 2010). Green procurement demonstrates a company's dedication to environmentally

2.4.1.2 TOP MANAGEMENT COMMITMENT AND GREEN LOGISTICS

2.4.1.3 TOP MANAGEMENT COMMITMENT AND GREEN PRODUCT

equivalent to green production in this study, as demonstrated by their research. Green

2.4.1.4 GREEN PROCUREMENT AND SUSTAINABLE SOCIETY

2.4.1.5 GREEN LOGISTICS AND SUSTAINABLE SOCIETY

2.4.1.6 GREEN PRODUCT DESIGN AND SUSTAINABLE SOCIETY

2.4.1.7 GREEN PROCUREMENT AND SUSTAINABLE MANUFACTURING

2.4.1.8 GREEN LOGISTICS AND SUSTAINABLE MANUFACTURING

2.4.1.9 GREEN PRODUCT DESIGN AND SUSTAINABLE MANUFACTURING

2.5 Conceptual framework

with the original study.

3.2 Research Purpose

3.3 Research Design

3.4 Data source & Instrumentation:

3.5 Face and Content Validity

Face validity refers to whether the questionnaire appears to be measuring what it is

3.6 Target Population

3.7 Sample Size

3.8 Sampling technique

3.9 Statistical technique for data analysis

In this study, SEM-PLS (Structural Equation Modeling-Partial Least Squares) is used as a

3.10 Operational definition of variables

Top management's commitment: This variable will be operationalized as the level of

Green logistics: This variable refers to the management of logistics activities in an

3.11 Ethical consideration

● Awan U, Khattak A, Rabbani S, Dhir A (2020b) Buyer-Driven Knowledge Transfer

● Awan U, Sroufe R, Kraslawski A (2019) Creativity enables sustainable development:

● Beske-Janssen, P., Johnson, M. P., & Schaltegger, S. (2015). 20 years of performance

● Buckley, P. J., Doh, J. P., & Benischke, M. H. (2017). Towards a renaissance in

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● Carter, C. R., & Carter, J. R. (1998). Interorganizational determinants of environmental

● Carter, C. R., & Rogers, D. S. (2008). A framework of sustainable supply chain

● Deif, A. M. (2011). A system model for green manufacturing. Journal of cleaner