Environmental Engineering Reference
In-Depth Information
the estimation of parameters, in the choice of objectives to pursue and their
relative priorities, and in the characterization of constraints to impose. This
subjectivity — coupled with uncertainties in the evolution of environmental leg-
islation or in the likelihood of environmental efforts translating into economic
or reputational benefits — demands new approaches to SCO, such as those high-
lighted in section 5. A sound SCO exercise requires multiple disciplines to be
involved, such as strategy (e.g., to decide on competitive priorities and objec-
tives), marketing (e.g., to relate marketing effort to reputational benefits), oper-
ations (e.g., capacity planning for new and remanufactured products), finance
(e.g., assessing market valuation of environmental efforts), and accounting (e.g.,
deciding ROI and pay-back period benchmarks for environmental investments)
(Hoffman 2005).
In conclusion, this chapter considers how SCO can be adapted when
legislative, economic, and social factors related to the environment affect the
fundamental SCO problem elements — parameters, objectives, and constraints.
Environmental factors will, however, continue to influence SCO, and supply
chain analysts must keep pace with the impacts of these factors and must
appropriately adapt modeling and analysis methods.
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