The implementation of green supply chain management by enterprises is affected by various driving forces and resistance factors

The implementation of green supply chain management by enterprises is affected by various driving forces and resistance factors, and these factors are the key to determine the strategic decision-making and operation mechanism of enterprises. Reflected in the actual operation are the internal environment management and external strategic operation.
In the internal environment management of green supply chain, different scholars analyzed the internal management situation of green supply chain management from different dimensions. Joseph Sarkisl (2003) 36 has established a decision framework based on the analysis of relevant literature and the practice of environmental protection within enterprises. This decision framework can help green supply chain managers make strategic management decisions. Roger L Burritt et al. (2004)37 put forward the conceptual model of green supply chain, analyzed the influencing factors in the operation process, analyzed the problems encountered by environmental management audit (EMA) in the current green supply chain, and pointed out the relationship among investment evaluation, cost management and environmental management in the operation process of environmental management audit. Cao Jingshan and others (2007) put forward four driving factors of green supply chain operation: legitimate requirements, market requirements, coordinating stakeholders’ interests and corporate social responsibilities; and think that China’s green supply chain has developed between legitimate requirements and market requirements, and will eventually develop to corporate social responsibility. Wang Nengmin (2007) thinks that green supply chain management is an environmental management mode in the whole process of industry. He discusses the implementation of the green supply chain from three aspects: strategic level, motivation level, and business level. Cao Xiaolin et al (2009) put forward measures to ensure its healthy and orderly operation by analyzing the influencing factors of green building supply chain operation, coordination mechanism and dynamic mechanism Supply chain members are closely related to the external strategic operation. (Page 11)
Many scholars have found that effective cooperation is the basis and key to the success of color supply chain operation through empirical research. Through a survey of some manufacturing enterprises in Canada, Irene Henriquesl et al (2007) 38found that total quality management (TQM) is easier than environmental management system (EMS) to encourage enterprises to adopt green technology production, administrative pressure on enterprises to implement green supply chain management is not obvious, pressure from regulators and customers on green The impact of color supply chain implementation is very obvious. Chen Hongjun (2012) classifies and identifies the evaluation indexes of green driving intensity of supply chain from eight aspects: shareholders, managers, internal employees, upstream and downstream enterprises, competitors, consumers, the public, and government agencies, and builds the evaluation index system of green driving intensity of power machine supply chain.
Market dynamic mechanism refers to the economic subject in the pursuit of their economic interests in the process of the formation of the promotion mechanism, simply speaking, is the source of power, that is, the source of power. The dynamic mechanism of green supply chain refers to the source of enterprise’s “green” supply chain power, that is, the power source of enterprise’s implementation of green supply chain.
Green supply chain is the result of the manufacturing industry’s response to environmental pressure and the mechanism through which environmental pressure in the supply chain can be transformed into green production power. This problem has become a major problem in supply chain management in recent years. To research hot spots, environmental pressure is to social benefits as the core, and no matter how many goals enterprises pursue, the ultimate goal is to pursue maximum economic benefits. Because the social and economic benefits are always inconsistent, the nature of green production and enterprise “rational person” is also contradictory. The external environmental pressure of enterprises is not the direct driving force of “green” production. The fundamental reason why enterprises are willing to allocate resources to solve environmental problems is that this kind of behavior can reduce external risks and ultimately achieve maximum benefits39, 40. The essence of the dynamic mechanism of green supply chain management is to mobilize the enthusiasm and initiative of enterprises in green creative production through economic benefit mechanism.
The basic function of the dynamic mechanism of the green supply chain is to stimulate the interest motivation among the various links in the supply chain and turn this motivation into the power of enterprise operation. The green supply chain is the same as the normal supply chain system structure, which consists of a series of node enterprises (including suppliers, manufacturers, distributors, retailers, consumers, etc.). Each supply chain generally has a core enterprise (can be a manufacturer, such as Ford in the United States; can also be a retailer, such as Wal-Mart in the United States). Core enterprises occupy a dominant position in the supply chain and have a strong guiding role for other enterprises in the supply chain, which is of great significance in green supply chain management 2.
Zhao Yiping (2008) thinks that the response mode and result of the green supply chain to environmental pressure depend on the force point of the supply chain, the ability of force point to change environmental pressure, and the influence degree of environmental pressure on economic performance. Therefore, environmental pressure first acts on the core enterprises, because the core enterprises generally have a larger scale and stronger economic strength, so the transformation of environmental pressure is faster and more efficient. Core enterprises respond to environmental pressures and lead other node enterprises in the supply chain to improve their response so that the whole supply chain can respond to environmental pressures. In response to the final result is to improve the economic performance of enterprises, economic performance after the formation of a virtuous circle, enterprises will be able to invest more resources to solve environmental problems, which is the classic model of domestic green supply chain dynamics, as shown in Figure 2.1. (Page 12)
Fig. 2.1 dynamic mechanism model of green supply chain
2.5 performance impact of green supply chain management in operation process
R Carter (2000)41 used historical data and investigation to analyze the impact of environmental awareness procurement on enterprise financial performance for the first time, and concluded that “environmental awareness procurement has a significant correlation with enterprise net profit and product cost”. Zhao Lijuan et al. (2003) on the basis of relevant literature at home and abroad, according to the connotation of green supply chain and environmental management standards, designed the evaluation index system of green degree of supply chain, put forward four main indexes of green degree of supply chain: energy consumption of supply chain, environmental impact of supply chain process, recycling and reuse of resources, environment. Reputation, etc. Zhu Qinghua et al. (2005) used the survey results of 314 manufacturing enterprises to study the relationship between green supply chain management and enterprise performance, systematically studied the impact of quality management on enterprise performance, and provided a reference for enterprise green supply chain management. Zhang Minshun et al. (2005) on the basis of traditional supply chain performance analysis based on cost, performance, and other indicators, designed a green supply chain performance evaluation index system, the main measurement indicators are set as information sharing, customer satisfaction, logistics integration, and so on five aspects. Corbett CJ et al. (2006) 42 found that the afforestation of supply chain environment has a positive impact on business performance. Zhang Anxia et al. (2011) used SPSS factor analysis to evaluate the performance of a green supply chain and identified the main factors affecting the development of a green supply chain. Sameer Kumar et al. (2011) found that the implementation of the green supply chain is an indispensable factor for enterprises to obtain profits, and a sustainable supply chain is essentially a supply chain that tries to reduce waste production. Kenneth WGren (2012) and others used a structural equation model to analyze the data from 159 manufacturing enterprises. The results show that the use of green supply chain management technology in manufacturing enterprises has a positive impact on environmental performance and economic performance and will lead to the increase of operational performance, and the increase of operational performance will lead to the increase of organizational performance.