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As sustainability becomes more important in manufacturing, researchers recommend using the four-stage Hayes and Wheelwright (H-W) model of strategic manufacturing effectiveness (SME) to integrate sustainable manufacturing practices (SMPs) at a strategic level. However, there is limited research on this topic. This paper investigates SMPs encompassing four sustainable manufacturing capabilities (SMCs): pollution control, pollution prevention, product stewardship, and clean technology. It relates these SMCs to the four SME stages of the H-W model, both of which form a continuum of stages.

A theoretical model on the congruence between SMCs and SME stages is first established using organizational theories to identify the dominant combinations. This model is then tested by examining 178 SMPs of four large manufacturing firms.

The study reveals that the SMPs of the case firms clearly show SMC and SME stage characteristics. Few deviations from the relationships established in the theoretical model are observed, leading to a revision of the model. A major finding is that SMPs within an SMC category can span multiple SME stages.

The study proposes a revised model based on a small sample of case firms, which may limit its broader applicability.

Manufacturing practitioners can use the findings of this study to plan SMPs that align with their SME goals.

Towards incorporating sustainability in the H-W model, this is the first major exploratory study that establishes congruent relationship between SMCs and SME stages of the H-W model.

Sustainable manufacturing is gaining prominence in light of the rising environmental and social concerns worldwide. One major task to enhance manufacturing sustainability is assessment of the current state of sustainability of a manufacturing firm. This paper reviews the existing sustainability assessment approaches applicable for manufacturing firms and observes that most of these approaches are not easy to apply for reasons such as high amount of skill, data and time requirement. Towards bridging this gap, this study proposes a sustainability assessment approach.

The assessment approach proposed in the paper uses a predefined list of potential sustainable manufacturing practices (SMPs) covering the primary and support activity domains of a manufacturing firm's value chain. It proposes a method to assess the extent of implementation of SMPs and identify associated drivers and barriers for each SMP area/category along the value chain of a firm as well as at overall firm level. A case study from textile industry is presented to demonstrate the utility of this approach.

The sustainability assessment approach adopted in this study uses less time and skills as well as ensures comprehensive coverage of SMPs. It provided valuable information to the management of the case company on how sustainable their practices are and why?

The study highlights the importance of sustainability assessment at SMP area/category level as well as explores practice area/category specific drivers and barriers. It provides a useful approach for a quick assessment of the current state of sustainability in manufacturing firms.

Despite its great practical and theoretical significance, research on how and to what extent sustainable manufacturing capabilities (SMCs) provide competitive advantage to firms remains scarce. Towards bridging the gap, this paper conducts an enquiry into the competitive value of SMCs.

A theoretical framework on the competitive value of four SMCs, namely, pollution control (PC), pollution prevention (PP), product stewardship (PS) and clean technology (CT) is developed through synthesis of literature. More specifically, competitive value is characterised in terms of enabling key resources and market positioning opportunities. A case study, using a deductive qualitative approach is conducted to test the framework by analysing reported sustainable manufacturing practices (SMPs) of three multinational firms. Observed compliances and deviations to the framework are analysed and accordingly few propositions are framed.

The empirical findings largely support the conceptualisation of competitive value for PC, PP, PS and CT provided in the theoretical framework. However, a few deviations were observed for PC, PP and PS. For instance, some PC-based actions, such as co-processing and implementation of zero liquid discharge technology show characteristics of resource conservation and lead to cost benefits. Similarly, there were instances when PP demonstrated the use of non-tacit (imitable) resources and PS was employed to seek compliance to environmental regulations.

The results based on limited number of case firms may not be generalisable to other sectors and contexts.

The study provides guidance to the manufacturing managers about the competitive value of SMPs.

This is a novel study that empirically investigates the competitive value of SMCs by understanding the associated sustainability impetus, enabling key resources and market positioning opportunities.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Manufacturers can comply with increasing demands to make their operations more sustainable through development of different types of sustainable manufacturing capabilities (SMCs). Doing so can help them meet sustainability standards and regulations and realize various competitive benefits when higher level SMCs are utilized.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.