
==== Front
MethodsX
MethodsX
MethodsX
2215-0161
Elsevier

S2215-0161(24)00363-7
10.1016/j.mex.2024.102911
102911
Mathematics
A mathematical correlation between green supply chain management practices and supply chain performance variables: A model of cubical regression
Kumar Manoj manoj88.iaf@gmail.com
a
Mittal Ankur amittal@ddn.upes.ac.in
a⁎
Joji Rao T. jojirao2003@gmail.com
b
a University of Petroleum & Energy Studies, Uttarakhand, India
b Jindal Global Business School, O P Jindal University, Haryana, India
⁎ Corresponding author. amittal@ddn.upes.ac.in
22 8 2024
12 2024
22 8 2024
13 10291110 7 2024
8 8 2024
13 8 2024
© 2024 The Author(s)
2024
https://creativecommons.org/licenses/by-nc/4.0/ This is an open access article under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).
Review Highlights

• The study aims to explore the impact of GSCM practices on firm performances through the cubical regression technique.

The study conducted an exploratory analysis using the cubical regression technique to determine the Influence of various green supply practices on supply chain performance. Specifically, the study aimed to establish a relationship between green practices and performance, with the Indian leather industry serving as the context for a cross-case analysis. Through five case studies, the research examined five propositions, focusing on different green practices and their impact on performance parameters in the industry. The study’s main objective was to identify essential green practices that top management should consider in handling performance parameters. The research analyzed the Influence of these practices on critical performance parameters and used a cubical regression model to represent performance parameters against various green techniques graphically. The findings revealed that eco-friendly approaches significantly enhance product quality, customer satisfaction, and operational efficiency. Additionally, the study outlined factors that can affect green supply chain management. Finally, a cubical regression model was plotted on a curve to identify the Model that most strongly correlates with the Indian leather industry’s multiple performance indicators concerning green supply practices. Overall, the study offers valuable insights into the impact of green practices on performance parameters and guides top management in adopting eco-friendly approaches to enhance their supply chain performance.

Method name

Cubical regression
Keywords

GSCM
Cubical regression
Case study approach
==== Body
pmcSpecification tableSubject area:	Exploratory Analysis -Environmental Science	
More specific subject area:	Cubical regression - Green supply chain management	
Name of the reviewed methodology:	Cubical regression	
Keywords:	Green supply chain management, cubical regression, Green practices, Firm performance parameters, eco-friendly approaches.	
Resource availability:	NA	
Review question:	• What is the correlation between green practices and performance parameters in the Indian leather industry?	
	• What regression model was used to represent performance parameters against various green techniques graphically?	
	• How do eco-friendly approaches impact the performance parameters in the Indian leather industry?	
	• How does the study suggest that top management in the Indian leather industry should use the insights provided?	

Introduction

Customers demand superior products and services as the product and technology life cycle shortens due to increased competitive pressures, driving rapid changes in design. Consequently, businesses are increasingly viewed as competing networks rather than individual entities. The supply chain (SC) is a network that efficiently provides customers with the required products and services, ensuring timely delivery and adherence to specified requirements. A supply chain can be defined as a collaborative network of interconnected businesses that work together to effectively manage and enhance the movement of materials, goods, services, and information from the source to the end user, meeting customer expectations while minimizing costs for all parties involved. Given these criteria, it becomes evident that manufacturers must incorporate environmental concerns into their management procedures. Global supply chains can hold suppliers accountable for environmental and social performance. Even if businesses employ eco-friendly practices to comply with regulations, they can gain a lasting competitive edge and boost their long-term profitability. However, it is essential to note that previous research has not conclusively shown a connection between ‘green supply chain strategies’, which we define as integrating environmental considerations into supply chain management economic performance, and higher competitiveness. This gap in knowledge underscores the need for our study, which aims to fill this void and provide a more comprehensive understanding of the relationship between green practices and supply chain performance. Past studies have examined the correlation between environmentally friendly practices and supply chain performance using macro-variables or aggregated constructs. Research has explored the interconnectedness of internal environmental management, external green supply chain management (GSCM), investment recovery, and eco-design, investigating their impact on economic and environmental performance. For instance, these ‘green practices’ could include using renewable energy sources, waste reduction strategies, or implementing sustainable sourcing policies. While a positive association has been observed between GSCM techniques and ecological performance, there is no statistically significant association between GSCM and financial outcomes. This study begins by constructing a theoretical framework that examines the impact of green practices on supply chain performance based on an extensive review of existing literature. Five case studies on the Indian leather supply chain are then used to scrutinize distinct study propositions. The case study data collection aims to thoroughly understand the essential green practices required for a more environmentally sustainable supply chain and to identify the most appropriate performance indicators for evaluating these green practices’ Influence on overall supply chain performance. To establish a connection between the performance characteristics of specific organizations and their corresponding practices, we employ a ‘cubic regression methodology’-a statistical technique that allows us to model the relationship between multiple variables and their effects on performance outcomes. The structure of the paper is as follows: Section 2 summarises the existing literature on Green Supply Chain Management (GSCM) and supply chain performance assessment, constructing a theoretical model to examine the Influence of green practices on supply chain performance. Once validated, this Model can be a powerful tool for businesses seeking to enhance their supply chain performance. Section 5 incorporates a qualitative analysis underpinned by five case studies from the Indian leather supply chain, providing a foundation for examining the study’s methodology. The paper’s final section presents the results, followed by an in-depth analysis of potential managerial implications. Based on our findings, these implications can guide businesses to incorporate green practices into their supply chain management, potentially leading to improved performance and competitiveness.

Background

As the product and technology life cycle has shortened and competitive pressures have increased, customers now demand superior products and associated services. Businesses are no longer seen as individual entities but as competing networks in this context. The supply chain (SC) is a network that efficiently provides customers with the required products and services. It ensures timely delivery and adherence to specified requirements. However, the complexity of a supply chain can be daunting.

Under these criteria, manufacturers must include environmental concerns in their management procedures [1], [2]. Global SCs can also hold suppliers responsible for environmental and social performance [2], [3]. Even if businesses employ eco-friendly practices to comply with the law, they can acquire a lasting competitive edge and boost their long-term profitability [4]. Therefore, organizations must comprehend how SCM and environmental concerns affect their competitiveness. Rao and Holt [1] highlight that research has not shown a connection between green supply chain strategies, improved economic performance, and higher competitiveness.

Previous studies have examined the correlation between environmentally friendly practices and the performance of supply chains by using macro-variables or aggregated constructs. Zhu and Sarkis [5] conducted research that examined the interconnectedness of internal environmental management, external green supply chain management (GSCM), investment recovery, and eco-design. The study also investigated these connections’ impact on economic and environmental performance. A favourable association has been seen between Green Supply Chain Management (GSCM) techniques and ecological performance. Nevertheless, the analysis reveals no statistically significant association between Green Supply Chain Management (GSCM) and financial outcomes.

The first step in this study is constructing a theoretical framework that examines the impact of green practices on Supply Chain performance. An extensive assessment of existing literature establishes this framework. Subsequently, a selection of five case studies on the Indian Leather Supply Chain is used to scrutinize five distinct study propositions. The case study data collection was to thoroughly understand the essential green practices required for a more environmentally sustainable supply chain. Additionally, the objective was to determine the most appropriate performance indicators for evaluating these green practices’ Influence on the supply chain’s overall performance. Finally, a cubic regression methodology was used to establish a connection between the performance characteristics of specific organizations and their corresponding practices. Section 2 summarises the existing literature on Green Supply Chain Management (GSCM) and the supply chain performance assessment. This section employs a theoretical framework to construct a model that examines the Influence of green practices on the performance of the practice Chain. Section 5 of this research incorporates a qualitative analysis underpinned by five case studies derived from the Indian Leather Supply Chain. These case studies provide the foundation for thoroughly examining the study’s methodology. The last section of the paper discusses the results, followed by an analysis of potential managerial implications.

Using environmental management principles across the Supply Chain is necessary to enhance its ecological sustainability and maintain a competitive advantage [1], [6]. According to Srivastava [7], Green Supply Chain Management (GSCM) involves incorporating environmental factors into various aspects of supply chain management. This includes the integration of ecological concerns in product design, material sourcing and selection, manufacturing processes, final product distribution to consumers, and the direction of the product beyond its useful life. Rao and Holt [1] argue that including several GSCM principles in all supply chain processes is essential. These concepts encompass life cycle management integration, reverse logistics (RLgs), manufacturer and customer connections, and green buying. The scholarly literature discusses the idea of eco-design, as described by Linton et al. [6] and Zhu et al. [8], as well as the practice of designing products for recyclability, as mentioned by Chen. Additionally, Linton et al. [6] and Zhu et al. [8] explore various environmentally friendly approaches at the product level. The method known as RLgs has been the subject of repeated discussion in the literature, as shown by the works of Pochampally et al. [9], Srivastava [7], and Chanintrakul et al. [10].

This research defines Green Supply Chain Management (GSCM) practices, which include any measures implemented throughout the Supply Chain to address and minimize adverse environmental effects. These practices encompass actions undertaken by the focus Firm and those involving upstream and downstream linkages. The objective of this research is to examine and understand the impact of Green Supply Chain Management (GSCM) practices on the performance of the supply chain. To do this, a comprehensive review of the most critical GSCM strategies is provided, as shown in Table 1 to Table 6.3. This research adopts the Supply Chain as the analytical unit and implements suggested green practices, which entail dyadic relationships across the Supply Chain. Hence, the three tiers of Supply Chain analysis include the implementation of the following environmentally sustainable practices:1. Implementing environmentally sustainable practices in the early stages of a Firm’s operations is closely associated with the Firm’s supplier relationships, including environmental considerations.

2. Implementing environmentally sustainable practices inside an organization’s routine internal operations is contingent upon the Firm’s voluntary adoption of eco-friendly behaviour.

3. Downstream firms embrace green practices by considering environmental considerations in all flows, including materials and information and their partners conducting the downstream delivery activity.

Table 1 Green practices in the SC context.

Table 1Image 1	

The implementation patterns given by Bowen [11] are used to categorize the suggested green practices. This typology allows us to classify green practices using the following criteria (Table 2):1. Implementing supply chain practices that consider environmental considerations while managing the Firm’s suppliers;

2. More advanced environmental practices include developing cooperative clean technology projects with suppliers and customers.

3. Product-based green practices, which involve changing things in consideration of environmental concerns and

4. Incorporating environmental issues into the organization’s customer-management operations or “greening” the delivery process.

Table 2 Measures and metrics to evaluate the Influence of green practices on SCP.

Table 2Image 2	

According to Srivastava [7], implementing Green Supply Chain Management (GSCM) can mitigate the environmental consequences of industrial operations while enhancing overall economic profitability. This may be achieved without compromising quality, cost, reliability, performance, or energy efficiency. Implementing green supply chain strategies requires a comprehensive analysis of these activities’ impact on the supply chain’s performance. According to Lambert et al. [12], the absence of sufficient Supply Chain measures may result in potential risks to customer satisfaction, below-average corporate performance, and missed chances for enhancing Supply Chain performance. To improve supply chain management (SCM), it is essential to conduct a performance review.

Ho and Lin [13] provide a comprehensive set of financial and non-financial measures for evaluating the impact of RFID technology adoption on the performance of the Supply Chain. Furthermore, Chan and Qi [14] presents a conceptual framework for assessing the performance of supply chains. This framework integrates qualitative and quantitative indicators to evaluate various aspects of supply chain performance, including strategic planning, adaptability, information and material flow integration, and effective risk management.

Supply chain performance assessment methods are recommended for a variety of reasons:1. To support initiatives aimed at enhancing quality, has conducted previous studies citecagnazzo2010role.

2. To examine the impact of information systems on productivity, previous studies conducted by Yang et al. [2] and Linton et al. [6] are referenced.

3. This study examines the impact of inter-organizational interactions among members of the Supply Chain on performance, as discussed in the works of Flynn et al. [15].

4. To assess the effectiveness of the closed-loop/reverse supply chain, the study conducted by Pochampally et al. [9] was undertaken.

This study aims to provide a complete monitoring capability for evaluating the effects of environmentally sustainable practices on the performance of Supply Chains to provide decision support to managers.

All performance metrics were formulated from the organizational standpoint to assess the Firm’s impact on the business’s overall success. Therefore, irrespective of its location within the supply chain, every Firm can use the proposed PGS to assess the Influence of its environmental initiatives on the entire supply chain performance, including the manufacturer, supplier, distributor, and other relevant entities. The proposed Performance Green Score (PGS) may be used to assess and evaluate the impact and efficacy of incorporating environmentally sustainable practices within the supply chain, considering the many aspects that influence its functioning.

To enhance the monitoring and supervision of supply chain performance in terms of operational efficiency [16], economic viability [1], and environmental sustainability [9], the existing body of literature on green initiatives within supply chain settings was systematically reviewed and integrated into this present study, referred to as the Performance Green Supply (PGS) framework. To get insight into the competitive dimensions of a Firm’s operations, such as quality and customer happiness, it is essential to evaluate the Influence of environmentally sustainable practices on operational performance.

To understand financial performance comprehensively, it is necessary to analyze and comprehend vital factors such as expenditures, efficiency, earnings from normal operations (ENCs), and profitability. Systematization involves evaluating environmental data to ascertain how green activities within the Supply Chain contribute to reducing a firm’s environmental footprint. According to Testa and Iraldo [17], using Green Supply Chain Management (GSCM) and other advanced management technologies has improved ecological performance.

To study and understand GSCM in the Indian leather industry, it is essential to appreciate the effect of green supply chain practices on green supply chain performance. The use of cross-case analysis is an optimal approach for gaining a comprehensive understanding of the intricate interplay between rehearsals and performances.

Table 3 presents a comprehensive compilation of metrics and indicators that may be used to evaluate the Influence of environmentally sustainable practices on the performance of supply chains.Table 3 lists the five case-study profiles by product line.

Table 3Firm	Product lines	Position in the supply chain	Firm size (employees)	Interviewed	
Firm Alpha	Raw leather processing, finished products, shoes, handbags and related products.	First-tier supplier	500	Leather engineer	
Firm Beta	Raw leather processing, finished products, shoes, handbags and related products.	First-tier supplier	400	Product engineer	
Firm Charlie	Finished products like bags, shoes and other leather accessories.	Second-tier supplier	700	Quality Engineer	
Firm Delta	Raw leather processing, finished products, shoes, handbags and related products.	First-tier supplier	330	Quality Engineer	
Firm Eco	Raw leather processing, finished products, shoes, handbags and related products.	First-tier supplier	750	Logistics manager	

Theoretical framework

This section provides This study proposes a theoretical approach to analyze the impact of green practices on Supply Chain performance within an industrial setting. This first phase aims to provide a detailed analysis and comprehension of the effects of green practices on the performance of the Supply Chain. The proposed structure is shown in Fig. 1, providing a broad overview. This examination encompasses the internal green practices used by the organization. The entities that transcend national boundaries include suppliers and consumers, as shown in Fig. 1. Examples of green initiatives that include suppliers include environmentally friendly buying practices, engagement with suppliers towards environmental sustainability, and collaboration with designers and suppliers to mitigate and eliminate product-related ecological effects. Three examples of environmentally friendly actions considered during the evaluation of the Firm’s green efforts are waste reduction, attainment of ISO 14001 certification, and the reduction of consumption of hazardous and toxic items.Fig. 1 Theoretical Framework for the Influence of Green Practices on supply chain performance.

Fig. 1

Finally, an analysis is conducted to assess customer dedication to environmental problems via the examination of actions such as “Engagement with consumers on environmental issues,” “E3,” “Collaborating with clients to improve product attributes,” and “RLgs.” Furthermore, the theoretical framework offers a range of metrics to evaluate the impact of these policies on Supply Chain performance from operational, economic, and environmental standpoints. Operational performance indicators such as quality and customer service are recommended. From a financial perspective, the suggested hands are “cost,” “ENC,” and “EFF.” The term “BWS” pertains to the quantification of ecological phenomena.

Table 4 is a comprehensive compilation of the many connections established between green practices and performance measures that have been investigated in the scope of this research. The framework was constructed by using a multitude of case studies, as well as supplementary empirical data and anecdotal evidence.Table 4 Cross-case comparison of green practice’s importance.

Table 4Green practices	Firm alpha	Firm beta	Firm charlie	Firm delta	Firm ECO	Cross-case GP score	
Interaction with suppliers on environmental sustainability	3	4	3	4	4	18	
Environmentally conscious purchasing habits	4	3	2	3	5	17	
Working with designers and suppliers to reduce and eliminate product environmental impact	3	4	4	4	5	20	
Reducing waste	5	5	4	5	5	24	
Reduce consumption of dangerous and poisonous substances.	5	5	3	4	4	21	
ISO 14001 certification	5	3	5	5	5	23	
RLgs	5	5	5	5	5	25	
Engagement with customers on environmental issues	4	3	4	5	5	21	
E3	4	4	3	5	5	21	
Collaborating with clients to modify product characteristics	4	5	5	5	5	22	

Following are the green supply chain practices which are majorly used in the industry with details:1. Interaction with suppliers on environmental sustainability: Engaging in ecological sustainability practices involves exchanging information and collaboration between Supply Chain organizations on established environmental knowledge or experience and developing joint environmental planning efforts [18]. Implementing this environmentally conscious practice enhances supply chain integration, yielding advantages in supplier cooperation similar to other non-green activities within the supply chain. According to Vachon and Klassen [18], it enables the coordination of operations and processes across many tiers of the Supply Chain to address varying customer expectations. As a result, it enhances customer happiness while reducing costs related to business waste streams, environmental impact, and supply chain operations.

2. Environmentally friendly purchasing practice: Despite the higher cost of green goods, their use may benefit an organization’s image and resource conservation efforts. This is achieved by reducing liability and disposal charges [19]. The use of green buying techniques mitigates unnecessary purchases, hence leading to a reduction in environmental expenditures [20]. Nevertheless, a limited number of organizations engage in green buying, even among the subset of enterprises that have obtained ISO 14000 certification [21]. Min and Galle [19] argue that a thorough understanding of suppliers’ advances in environmentally friendly goods and packaging impact on existing supplier selection processes is crucial.

3. Reducing waste: The objective of waste management is to effectively control and reduce waste generation after its production, as [22] suggested. Lean methodologies use an eco-friendly approach to minimize waste and eliminate non-value-adding processes throughout the supply chain. Consequently, this leads to the reduction of waste inside the organization, fosters improvements in the efficiency of the Supply Chain process, contributes to price reductions, and results in a drop in environmental and natural resource costs.

4. Collaborating with designers and suppliers to minimize and eventually eliminate the environmental effect of a product: According to Tsoulfas and Pappis [20], designers need to assess the energy and material requirements across the whole lifecycle of a product, including its manufacture, consumption, and future usage. Collaboration with crucial suppliers in product creation reduces the duration required to reach the market. The reduction of both business waste and environmental expenditures is accompanied by improved consumer satisfaction. For this approach to be successful, engaging in substantial external cooperation with other partners in the Supply Chain [8] is necessary.

5. Decreasing the consumption of hazardous and toxic materials: Due to reduced waste, harmful or dangerous chemical removal and treatment expenses are also lowered [20]. A single Firm may employ this strategy, but it will only have the intended environmental impact if environmentally conscientious suppliers are also engaged. This plan can only be executed if all Supply Chain partners share the same ecological concerns.

6. ISO 14001 certification: The internationally renowned standard ISO 14001 outlines the criteria for an environmental management system, requiring a commitment to compliance with applicable laws and regulations and continual improvement. It provides a platform for a rigorous strategy to reduce the adverse environmental effects of organizations. Organizations perceive certification costs to be an ENC. However, it fosters reduced resource use and waste generation and enhances QA [23].

7. RLgs: According to Tsoulfas and Pappis [20], designers need to assess the energy and material requirements across the whole lifecycle of a product, including its manufacture, consumption, and future usage. Collaboration with crucial suppliers in product creation reduces the duration required to reach the market. An improvement in consumer satisfaction accompanies the reduction of both business waste and environmental expenditures. For this approach to be successful, engaging in substantial external cooperation with other partners in the Supply Chain [8] is necessary.

8. Engagement with customers on environmental issues: An effective customer engagement improves QA and CS by decreasing Supply Chain expenses and preserving the dependability of operations [24]. This eco-friendly strategy develops environmental awareness and transforms customers into partners by optimizing return volumes, reducing BWS and ecological costs, and increasing customer satisfaction [20]. As a result, the fulfilment rate, on-time delivery, and sensitivity to consumers’ environmental concerns have all improved.

9. Environmentally friendly packaging(E3): According to Nair and Menon [25], this is one of the most precise indicators of an organization’s environmental commitment. According to Nair and Menon [25], using E3 is anticipated to decrease Firm waste and ENCs while increasing customer satisfaction.

10. Collaborating with clients to modify product characteristics: This promotes process EFF and input substitution while improving product durability and adherence to standards, facilitating variable product requirements in response to process changes [18]. As client rejection rates drop, customer satisfaction increases.

Five propositions, each derived from the proposed framework, are presented to conceptualize the impact of green practices on supply chain performance in the Indian leather industry. These propositions serve as the foundation for our research and guide our data collection and testing:-1. P1. “Indian leather supply chain companies must adopt green practices to be considered environmentally friendly”.

2. P2. “Indian leather supply chain companies are adopting environmentally friendly practices.”.

3. P3. “Companies in the Indian leather supply chain believe that certain performance measures more accurately reflect the impact of green supply chain management practices on supply chain performance.”

4. P4. “Indian leather supply chain companies implement performance measures that reflect the impact of green practices.”

5. P5. “Companies in the Indian leather supply chain are considering green practices to improve the performance measures.”

The research investigates the influence of green supply chain management (SCM) practices on supply chain (SC) performance. To achieve this, the research uses grounded theory as a methodological approach. Grounded theory is selected for its ability to identify patterns and relationships in the data, which helps in building theory. This approach is flexible and effective in providing explanations and fresh insights. To facilitate the identification of patterns and linkages that may contribute to the development of theories, the researchers opted for the use of grounded theory

Methodology

This research examines the effects of Green Supply Chain Management (GSCM) supply chain performance strategies. Perry [26] and Rowley [27] suggest case studies when a phenomenon’s limits are unclear, and the researcher wants more control over behaviour. How much this study analyses GSCM tactics that may affect supply chain performance needs to be clarified. First, analyze all levels of the Supply Chain to discover how green practices affect performance.

The present research might be characterized as exploratory due to the limited availability of data, which hinders the formulation of hypotheses that can be empirically tested. Given the potential variation in supply chain environmental behaviour across different countries, it is advisable to first analyze a specific supply chain inside a single nation before doing comparative research, including several supply chains and countries [28]. A study design focused only on the Indian leather Supply Chain was used.

This research used a multi-case study approach to examine the many green efforts implemented by Indian Leather firms of different sizes and places in the Supply Chain. The objective is to determine the initiatives that have the most significant Influence on Supply Chain performance. Five case studies were chosen to examine the operations and practices of Indian Leather Supply Chain businesses.

The use of this particular criteria has the potential to provide replies that are influenced by bias, consequently impacting the final results. Expert bias also constrained the research findings since subjective evaluations from participants were collected through interviews. Despite the assurance of confidentiality, every participant may be motivated to safeguard their reputation and public perception.

The approach in case studies encompasses many stages, including planning, data collection, and analysis. The last step of the research involves an examination of individual case studies, which enables the production of “cross-case” reports [29]. The current research utilizes the qualitative data analysis approach [30] developed, including collecting, reducing, presenting, and testing contemporary data. The system used in this study is similar to that of Fergusson and Langford [31] and Wong and Boon-Itt [32].

Data collection

Data was collected via semi-structured interviews. Semi-structured interview questions were created based on a thorough literature review on Green Supply Chain Management (GSCM) practises and Supply Chain performance. The conceptual framework in Table 12 (Appendix A) guided these queries. An engineer with leather experience tested the technique. Before the official assessment, the subject underwent telephone and face-to-face interviews to check methodological suitability and comprehensibility. This helped examine and explain the topic. The person’s written and oral contributions were vital to the procedure’s authenticity.

Several interviews were conducted to understand the different environmentally friendly strategies used by organizations in the Indian Leather sector and their impact on the performance of the Supply Chain. Every manager was interviewed individually. A standardized structured interview protocol was used consistently across all sessions to mitigate the potential Influence of interviewer bias. Supplementary inquiries were included where explaining and adding the responses was necessary. After the interviews, further questions were sent over electronic mail. The prevailing need for confidentiality necessitates the consistent concealment of corporate identities.

Data was collected via the use of five case studies (j=1,2,…,5), including ten green practices (k=1,2,…,10) and six performance measures (w=1,2,…,6), as outlined by the suggested theoretical framework. The researchers used the same methodology as Wong and Boon-Itt [32] to give weights to the study variables. The consequences were assigned on a scale of 1 to 5 using the following notation-the importance of ecologically sustainable practices in the examined case study.1. lkj contributes to the creation of a greener supply chain. The level of green practice application in the case study is j.

2. xkj. The precision with which performance measure w in the case study represents the impact of green practices on the Supply chain is represented by j.

3. zwj. The degree of performance measure w implementation in the case study is j.

4. (Xk; YW) ywj. The weight j is applied to the relationship between the green practice k and the performance metric.

Data analysis

The Firm analyzed the data from the five case studies and conducted a cross-case analysis. In summary, this study uses cubic regression analysis to assess the impact of green supply chain practices on several aspects of green supply chain performance. The most accurate depiction of the link between these variables is achieved using mathematical equations to generate corresponding curves.

Individual case-study analysis

Environmental policies refer to the practical application of a Firm’s strategic, operational blueprint [33]. Business enterprises also use performance measurement tools to assess and evaluate their environmental performance. This research examines the degree to which organizations embrace green practices based on their level of acceptability towards a particular set of environmentally sustainable behaviours. Additionally, every organization assesses the magnitude of a group of performance measures. Consequently, two ratings are proposed, as shown in the following table. The Individual Green Practice Adoption Score (IGPIScorej) denotes the cumulative score achieved by adopting green practices in each case study.(1) IGPScorej=∑k=110Xkj

Eq. (1) was formulated to assess the comprehensive environmental conduct of the Firm, which is determined by the summation of the adoption rates of several environmentally friendly initiatives. The assumption was that implementing green practices would lead to the organization operating sustainably, with each green approach having an equivalent influence on the overall performance evaluation. The Firm that exhibits the greatest extent of green practice adoption has the best score in terms of overall performance.

A comparative analysis investigates the efficacy of implementing performance metrics in each case study. The IPMIScorej, which represents the individual performance measure implementation score for each case study, is calculated by summing the six levels of performance measure implementation for each instance.(2) IPMScorej=∑w=16Ywj

This level of performance will be used to assess the advantages of eco-friendly behaviour. Eq. (2) was created to establish a correlation between increased adoption of the overall performance metric and enhanced firm performance.

Cross-case analysis

Cross-case analysis may discover significant elements in all case studies. The data helps identify Indian Leather Supply Chain enterprises’ preferred green practices. Performance metrics allow for assessing the execution and supply chain effects of these environmentally friendly activities. The interdependencies between these factors were fully understood after this investigation. This statement assumes that all organizations employ a standard priority scale. After a rigorous examination, the weighting of the case study analysis is used to assess each variable. The cross-case research uses ratings to show the five organizations’ essential traits.

Each green practice’s significance in producing a greener supply chain may be evaluated using the cross-case score defined by GPp_scorek.(3) GPpScorek=∑j=15μkj

GP_ scorek determines the total score for each green practice application.(4) GPpScorek=∑j=15Xkj

The overall performance score (PMs_scorew), which is used to indicate how green practices affect performance, is derived from(5) PMScorew=∑j=15Zwj

The aggregated score to measure the performance measures implementation level (PM_ score) is obtained from(6) PMScorew=∑j=15Ywj

A cross-case study is also conducted to identify the crucial links between GSCM procedures and Supply Chain performance. The data utilized to conduct this study came from the table in Section C of Appendix A. The associations were classified as favourable if a green practice was adopted and led to an increase in the overall value of the measure or as unfavourable if it led to a decrease in the overall value of the action. The strength of the relationship was rated on a scale from 1 (no relationship) to 5 (strong relationship). A cumulative score (RS(k; w)) was computed to determine the relevant associations in each case study.(7) RS(k,w)=∑j=15(Xk,Yw)j

Case studies

In this part, five Indian leather SC enterprises are studied as case studies. The goal is to address the preceding section’s assertions and construct a conceptual model utilizing case-study data analysis and the theoretical framework. This section is organized: First, the case-study profile is provided, followed by individual case studies (of green practises and performance indicators) and cross-case analysis to further explain SC green behaviour and its impact on SC performance.

Summary of the case study profile

The Indian leather, leather products, and footwear industry is essential to the economy. This industry is one of the country’s top ten foreign currency earners due to its consistent export revenues. India exported US dollars 3.68 billion in footwear, leather, and leather goods in 2020-21. The sector has abundant raw resources since India has 20 per cent of the world’s cattle and buffalo and 11 per cent of goats and sheep. Other assets include skilled labour, new technology, rising industrial conformity with international environmental requirements, and linked industry assistance. The leather business employs 4.42 million people, mainly people with low incomes. About 30 per cent of leather product workers are women. India ranks second in leather garment exports, third in saddlery and harnesses, and fourth in leather goods worldwide.

Table 5 lists the five case-study profiles by product line, SC position, and firm size. Many of the firms analyzed are first-tier leathermaker suppliers. The chosen firms share traits. Members of the Indian Leather SC have unequal authority. Leathermakers oversee the entire production cycle, from product design through manufacturing, components procurement, and sometimes supplier operations. This SC has few raw material suppliers, and leathermakers can control second-tier suppliers (the first-tier suppliers can only purchase raw materials from some approved suppliers). Leathermakers’ environmental concerns extend to their suppliers, encouraging them to develop environmental management systems and enhance environmental performance. Some analyzed firms partner with foreign corporations with solid environmental policies, worldwide milestones, self-auditing, and improvement programmes.Table 5 Individual and cross-case scores for green practices implementation levels.

Table 5Green practices	Firm alpha	Firm beta	Firm charlie	Firm delta	Firm ECO	Cross-case GP score	
Interaction with suppliers on environmental sustainability	3	3	3	2	4	15	
Environmentally conscious purchasing habits	3	3	3	3	3	15	
Collaborating with designers and suppliers to minimize and eventually eliminate the environmental effect of a product	3	3	4	2	2	14	
Reducing waste	4	4	4	4	5	21	
Reduce consumption of dangerous and poisonous substances.	4	4	3	4	4	19	
ISO 14001 certification	4	4	4	5	5	22	
RLgs	3	4	5	4	3	19	
Engagement with customers on environmental issues	1	3	4	2	2	12	
E3	1	4	3	4	4	16	
Collaborating with clients to modify product characteristics	2	2	5	2	2	13	
IGP score	28	34	38	32	34		

Final items are transported to leather makers in reusable containers or racks for each product type. When returned to suppliers, these reusable containers or racks will directly feed the assembly line and operate as a kanban, signalling the need for additional components.

The chosen enterprises produce raw materials and end products. Thus, they have “clean production processes” without sophisticated chemical or mechanical processes. However, all industries employ raw materials with significant environmental implications during manufacturing, such as high air emissions, hazardous and toxic chemicals and waste usage, and high energy consumption. This includes solid leather scraps, liquid waste, dust, and trims. Most leather waste is solid leather scraps and cut-offs from the production process. These scraps vary in size and form. Leather industry effluent contains harmful chemicals such as oils, tannins, and biocides, with increased COD, BOD, and decreased chromium, NaCl, calcium, magnesium, sulphide compounds, and harming the environment and people.

Green supply chain practices

This sub-section discusses the need for green practices in overall green supply chain management and these green practices utilized by each case study.

Importance of green practices

When examined independently, every organization understands the essential steps to establish an environmentally sustainable supply chain. Table 5 shows that some green processes must be prioritized over others to classify a supply chain as green. Companies 2 and 3 allocate comparatively less importance to specific environmentally sustainable activities. The observation that firm Charlie, a second-tier supplier, believes that “Environmentally conscious purchasing habits” have a lesser extent in greening the Supply Chain highlights the challenges second-tier suppliers face in establishing collaborations with upstream entities. According to Beta, the plastics producer, collaborating with consumers to modify product qualities has little significance in terms of environmental consciousness.

Nevertheless, Firm Beta asserts that fostering “Interaction with suppliers on environmental sustainability” is crucial for mitigating the environmental consequences of polymer manufacture. Firm Beta, as a constituent of a business association, has initiated a pilot operation at a distinct location to manufacture a greater quantity of components exclusively derived from recycled plastic materials. These components are found inside instrument panel consoles, instrument panel supports, and air ducts.

Furthermore, doing a cross-case analysis of the last column is feasible using Table 5 and Eq. (3). Respondents have attributed similar levels of importance to the ten green practices, as seen in Fig. 8. The variable labelled “RLgs” achieved the highest possible score of 25, thereby earning the distinction of being the top-scoring variable in the category of green practice. This finding illustrates that all five companies see this practice as essential for enhancing the Supply Chain’s image as an environmentally conscious organization. The four remaining green initiatives that have achieved scores over 20 are “waste reduction,” “ISO 14001 certification,” “collaboration with customers to enhance product standards,” and “minimization of hazardous and toxic product consumption.” Despite the discriminatory implications, the administration assigned a relatively low level of importance to the selection criteria of ISO 14001 certification. Environmentally conscious procurement practices are considered the least significant green practices for an ecologically friendly supply chain (Fig. 2).Fig. 2 Cross-case ranking of green practices importance to consider a green supply chain.

Fig. 2

This is primarily due to the leathermakers’ selection of secondary suppliers, which enables them to exercise control over the flow of materials through the Supply Chain. Hence, primary suppliers seldom possess the autonomy to choose an alternative vendor that prioritizes environmental sustainability (Table 6).Table 6 Cross-case comparison of performance measures importance to reflect the Influence of green practices on supply chain performance.

Table 6Performance measures	Firm alpha	Firm beta	Firm charlie	Firm delta	Firm ECO	Cross-case GP score	
QA	4	4	5	3	3	19	
CS	5	3	4	4	3	19	
Cost	4	2	4	4	4	18	
EFF	5	2	4	4	4	19	
ENC	4	3	4	4	5	20	
Business wastage	4	2	4	4	4	18	

Upon analysis of the five organizations, it becomes evident that firms operating within the Indian leather supply chain believe that adopting ecologically sustainable practices is paramount to establishing a perception of environmental consciousness within the supply chain. The findings corroborate the original proposition.

P1. “It is widely believed among companies operating within the Indian leather supply chain that adopting environmentally sustainable practices throughout their supply chain is imperative to be recognized as environmentally friendly.”

Implementation of green practices

The report emphasizes the utilization of green practices by Indian leather supply chain organizations, highlighting it as a noteworthy outcome. The interview participants were questioned on the degree to which they have implemented various environmentally conscious practices-the scale for the level criteria needed to be supplied.

Participants were allowed to provide ratings based on their respective areas of specialization. Firm Delta has been evaluated as executing “Interaction with suppliers on environmental sustainability” at level 2 because its implementation is confined to a specific subset of suppliers. The level 3 grade assigned to this practice by businesses 1, 4, and 3 signifies the execution of measures to persuade suppliers to adopt environmental management systems and enhance their environmental performance. ECO awarded the practice a grade of level 4 because all suppliers must adopt ecological management systems, comply with environmental rules, and refrain from using illegal chemicals and goods. Delta raises “Reducing waste” and “Reduced consumption of hazardous and toxic products” priorities due to the Firm’s lofty aims for collecting manufacturing waste and scrap, minimizing landfill disposal, and adopting environmental measures throughout the product life cycle. Chairs are made from natural materials.

ECO’s “Reducing waste” implementation rating is level 5. This initiative aims to generate zero grams of garbage for each participant via various daily actions. Firms assign different degrees of implementation to “RLgs” depending on whether this activity occurs only at the downstream level, as an obligation of the leathermakers, or at the upstream level, including returnable packages and defective products.

Based on the findings of research businesses, the potential for cooperation with “Engagement with customers on environmental concerns” seems limited due to the need for leather manufacturers’ primary suppliers to possess environmental management systems and adhere to all ecological standards. The principle above may also be extended to “Engaging in collaborative efforts with clients to alter product attributes.” It is worth noting that leather manufacturers may need to be more willing to accommodate modifications in component design, as such alterations can undermine the vehicle’s performance and the anticipated quality assurance measures. Nevertheless, Firm Charlie, identified as a secondary supplier, assigned ratings of 4 and 5 to these practices, respectively. This evaluation was based on the effective communication established with its primary supplier client to ensure minimizing its ecological footprint is a good idea. Additionally, Firm Charlie adjusted product specifications by incorporating long-life accessories, reducing waste destined for landfills.

The present research conducted individual case investigations to assess the green behaviour of each organization, with a specific focus on their current green initiatives. Based on the data analysis performed for each organization, Eq. (1) demonstrates that organization Charlie exhibits the highest level of environmental friendliness, as seen in Table 6. The corporation employs two environmentally-friendly strategies, namely RLgs and promoting consumer-driven modifications to product specifications. Furthermore, the Firm demonstrates a significant degree of commitment towards various sustainability practices, such as collaborating with designers and suppliers to mitigate and ultimately eradicate the environmental footprint of their products. They also prioritize waste reduction, adhere to ISO 14001 standards, and actively communicate with customers to address ecological issues.

To conduct a cross-case analysis, the five individual case studies were combined, and each green practice was assessed by calculating the overall average score derived from the five case studies. The green practices that exhibit the highest degree of applicability for all enterprises include ISO 14001 certification, waste reduction, the reduction of hazardous and toxic material consumption, and implementing RLgs.

The level of adherence to this standard is considerable, which is to be expected considering that the selection of organizations to participate in the research was primarily based on their possession of ISO 14001 certification. The relatively low adoption rate of collaborative or integrated processes among supply chain participants indicates enterprises’ challenges while endeavouring to become part of a supply chain. The individuals in question are primarily concerned with their everyday responsibilities, hence presenting difficulties in effectively coordinating certain operations and procedures with other partners within the supply chain. The activities about “enhancing product standards through customer collaboration” and “promoting consumer involvement in environmental matters” had a lower ranking as they descended the hierarchical structure. This underscores the need to establish robust collaboration among prominent leather producers and their primary and secondary suppliers.

The validity of the second argument is supported by the empirical evidence in Table 6, which presents the distribution of ecologically sustainable practices used by various firms operating within the Indian leather supply chain. According to recent research, companies operating within the Indian leather supply chain have been shown to adopt environmentally sustainable practices.

Supply chain performance

This study component aims to investigate the performance indicators used by enterprises operating within the Indian leather supply chain, specifically focusing on those indicators that most effectively reflect the Influence of environmentally sustainable practices on supply chain performance.

The significance of performance metrics

The assessment of the significance of performance measures as indicators of the Influence of green practices on Supply Chain performance may be evaluated based on the data obtained from the interviews (refer to Table 8).Table 7 Individual and cross-case scores for performance measures implementation.

Table 7Performance measures	Firm alpha	Firm beta	Firm charlie	Firm delta	Firm ECO	Cross-case GP score	
QA	3	4	5	5	5	22	
CS	5	4	4	4	5	22	
Cost	4	3	5	5	5	22	
EFF	4	3	4	5	5	21	
ENC	3	3	3	3	5	17	
Business wastage	3	3	3	4	5	18	
IPM scorej	22	20	24	26	30		

Table 8 Influencence of green practices on supply chain performance.

Table 8Green practices	Performance measures	
	Cost	ENC	EFF	QA	CS	BWS	
Interaction with suppliers on environmental sustainability							
Environmentally conscious purchasing habits							
the environmental effect of a product						DEC	
Reducing waste	DEC	DEC	INC	INC		DEC	
Reduce consumption of dangerous and poisonous substances.		DEC					
ISO 14001 certification							
RLgs	DEC	DEC	INC		INC		
Engagement with customers on environmental issues				INC	INC		
E3			INC	INC			
Collaborating with clients to modify product characteristics	DEC	DEC	INC	INC			

The data shown in Table 8 indicates that participants in a cross-case study using Eq. (5) believe that the “ENC” performance indicator most effectively demonstrates the Influence of green activities on Supply Chain performance. The statistic above is after that accompanied by the metrics of “Quality Assurance,” “Client Satisfaction,” and “Efficiency.” These indicators align with the competitive goals of organizations, which include delivering products of superior quality, ensuring a high degree of customer satisfaction, and optimizing the use of production resources to reduce wastage. The rankings are shown in Fig. 3.Fig. 3 Cross-case ranking performance measures importance to reflect the impact of green practices on supply chain performance.

Fig. 3

Specific performance measures provide a more accurate representation of the impact of green efforts on supply chain performance than others. So, the thesis above is substantiated.

As stated by P3, there is a belief among enterprises operating within the Indian leather Supply Chain that specific performance indicators provide a more accurate representation of the Influence of Green Supply Chain Management (GSCM) approaches on Supply Chain performance.

Performance measures implementation

Examining participants’ perspectives on performance measures as indicators of the impact of environmentally friendly practices on the performance of the Supply Chain raises the question of which metrics are used by the enterprises under study to assess performance (Table 7).

The managers were interviewed on the kind and scope of performance evaluations used by their respective organizations in the case studies. Most comments were derived from examining annual reports about their business and operational management procedures. As a result, the use of measures as strategic indicators is characterized by a significant degree of usage. In the present scenario, measurements possess immediate access to databases and information systems, enabling the conversion of unprocessed data into information that can be used to generate reports, conduct statistical analyses, create comparative charts, trend charts, and other forms of visual representations.

How the outcomes of the measurements are disseminated inside the organization is an additional critical facet of embracing performance measures. All organizations use communication tactics to promote their environmental aims and objectives, as shown by their ISO 14001 certification. A survey was conducted to gather managers’ perspectives on the level of implementation of metrics in Firm management and control. The scale used ranged from 1 (indicating non-implementation of the metric) to 5 (demonstrating total performance, with the metric considered a strategic indicator for the business). During the following step, official assessments were carried out.

For a single case study utilizing Eq. (2), Table 7 shows that Firm Eco implements more acceptable performance indicators that show how environmentally aware actions affect Supply Chain performance. The Firm’s performance indicators include “QA” (plant defect rate and finished product first-pass yield), “CS” (order to-ship times, on-time delivery, and customer line stopping), “cost” (cost per operating hour and inventory carry fee), “EFF” (operation expenses and sales), and “ENC” (waste management cost, fines, and p). The performance above meets the Firm’s competitive objectives for quality assurance, cost, delivery, and innovative solutions.

Firm Delta has fully adopted the quality assurance (QA), efficiency (EFF), and cost measures. For example, Firm Delta has successfully implemented a novel quality assurance project throughout its many sites to cultivate fresh perspectives and attain a high-performance standard. Quality assurance (QA) is a critical business aim for Firm Delta. The environmental indicators of this organization include trash creation, energy use, and water utilization. Companies 1 and 3, situated at lower positions within the list, have also devised many performance indicators to assess the effectiveness of their supply chains. Firm Beta has a modest degree of implementation for the “QA” and “CS” indicators, leading to the lowest scores for both measures.

Based on a cross-case study of Eq., the performance indicators that exhibit the highest implementation scores are customer happiness, quality assurance, and cost (6). The performance indicator known as ENC is shown to have deficiencies levels across the business sector. This exemplifies the contradiction between the performance assessment practices used by corporations and their consideration of environmental factors or the limited significance attributed to ecological matters.

When examining Tables 7 and 8, an intriguing observation emerges that the indicator “ENC” is seen as the most valuable for assessing the Influence of green practices on Supply Chain performance while being the least often used by firms. Quality assurance (QA) and customer satisfaction (CS) were considered equally important when assessing the Influence of environmentally friendly practices on the performance of supply chains. The examination of Table 8 offers substantiation for the fourth assertion.

According to P4, organizations within the Indian leather supply chain use supply chain performance measures that accurately reflect the Influence of environmentally sustainable practices.

Effect of green practices on supply chain performance

The main aim of this part is to analyze the possible associations established by the theoretical framework outlined in part 3.

Each organization’s viewpoints were gathered to analyze the correlations between environmentally sustainable practices and performance metrics. The case studies revealed diverse perceptions and varying degrees of impact on Supply Chain performance indicators associated with adopting a particular approach. The score for each connection was obtained using Eq. (7). Table 8 only comprises correlations that surpass a threshold of 20 out of a possible 25 scores. Among the many case studies, these connections frequently get excellent assessments.

Based on the findings shown in Table 8, it can be seen that ENC, QA, and EFF exhibit the highest level of robustness as performance indicators associated with green practices. For example, “environmentally friendly packaging” pertains to using containers or racks that can be recycled and have enhanced durability, hence minimizing product damage during transportation. Reusable packaging has been shown to effectively mitigate product faults and maintain product quality throughout the transportation process. An additional benefit of using this approach is the direct delivery of supplies to the assembly line of leather workers via the use of reusable racks functioning as kanbans, enhancing the system’s efficiency. The varying degrees of effect on Supply Chain performance were ascribed to this practice, which was found to be surprising. As a result, there is a lack of consensus among various comments about the potential effects of “ISO 14001 certification” on Supply Chain performance. There are comparable disparities in viewpoints about the effectiveness of the Supply Chain regarding “Interaction with suppliers on environmental sustainability” and “Environmentally conscious purchasing habits.” ISO 14001, a globally recognized environmental management standard, requires certified organizations to pursue enhancements in all significant impacts, including those related to suppliers and products across the whole life cycle, from manufacture to use and disposal. This standard serves to encourage the adoption of these approaches.

Consequently, it was expected that most case studies would choose “Interaction with suppliers on environmental sustainability” as the factor with the most significant Influence on Supply Chain performance (Fig. 4).Fig. 4 Model for Influencence of green practices on supply chain performance.

Fig. 4

The adverse consequences can be attributed to the fact that numerous organisations employ ISO 14001 certification as an ancillary management instrument rather than as a result of external pressures from clients, customers, and competitors [[11], [34]]. According to Pochampally et al. [9], establishing a favourable environmental image and demonstrating environmental awareness may facilitate the acquisition of environmentally concerned clientele and suppliers for enterprises. The data provided in Table 8 includes support for the fifth proposition. According to the findings, companies operating within the Indian leather supply chain perceive that adopting environmentally sustainable practices significantly influences specific performance indicators within the supply chain. Assess the theoretical framework’s validity. With the qualitative methodology used in this research, managers’ views on environmentally friendly practices, their role in advancing a more sustainable Supply Chain, and the performance metrics that best capture these practices’ effects on Supply Chain performance can be examined. Exploratory design allows the Firm to create a model that meets its needs. The conceptual framework in Fig. 5 fully illustrates the effects of environmentally sustainable practices on supply chains, as shown by the five case studies and their synthesis.Fig. 5 Graphical representation of Quality(QA) performance against various practices.

Fig. 5

A cubical regression model

The theoretical framework illustrates how certain practices impact various organizational performance measures. For instance, a positive correlation is observed when a practice, such as implementing a waste management system, increases the value of a measure, such as reducing business waste. This means that as these practices are enhanced, the overall performance metrics like efficiency and quality also improve. On the other hand, a negative correlation occurs when a method, such as reducing costs by cutting corners on quality, reduces the value of a measure, such as adhering to quality assurance standards. In this scenario, as practices aimed at cost reduction or waste minimization are implemented, the corresponding performance measures decrease. Despite the theoretical development of this Model, our research findings highlight that not all predicted linkages have been successfully implemented in practice. This finding underscores the practical implications of our research in bridging the gap between theory and practice. For instance, case study data indicated that certain green practices, such as “Interaction with suppliers on environmental sustainability,” “Environmentally conscious purchasing habits,” and “ISO 14001 certification,” had limited impacts on overall supply chain performance. While theoretically beneficial, these practices did not translate into significant performance improvements in the studied cases, emphasizing the need for further practical application of these theories. Cubical regression models, a sophisticated tool, establish the intricate relationship between green supply chain management (GSCM) practices and supply chain performance. These models are particularly suitable for correlating various performance parameters with GSCM activities within organizations. Using cubic regression equations, the model can effectively capture the complex, non-linear relationships between GSCM operations and performance outcomes. The following sections will discuss the performance parameters in detail, analyzing how each correlates with GSCM practices using the cubic regression models. This detailed examination helps understand green practices’ impact on supply chain performance across various dimensions.

The study employed cubical regression to explore the influence of various green supply practices on supply chain performance in the Indian leather industry. The choice of cubical regression, specifically, was driven by its ability to model complex, nonlinear relationships between multiple variables and performance outcomes. Unlike linear or quadratic regressions, cubical regression can capture more intricate patterns and interactions within the data, providing a more nuanced understanding of how green practices impact performance parameters such as product quality, customer satisfaction, and operational efficiency. Other regression options, like linear and quadratic regression, were considered but needed to be deemed sufficient for capturing the complexity of the relationships under study. Linear regression assumes a straight-line relationship between variables, which can oversimplify the dynamics at play. Quadratic regression allows for curvature but might not fully account for the higher-order interactions and subtleties within the data. With its additional flexibility, Cubical regression was better suited to represent the multifaceted impacts of green supply practices on performance metrics, enabling a more comprehensive and accurate analysis. By employing cubical regression, the study illustrated the intricate and sometimes nonlinear effects of green practices on supply chain performance, providing valuable and empowering insights for top management in the Indian leather industry on integrating eco-friendly approaches to enhance their supply chain operations effectively.

QA

The Indian leather industry has made considerable strides over the years to improve the quality of its output. The focus on quality assurance has been driven by the need to fulfil international standards, satisfy consumer expectations, and successfully compete in the global market. It is vital to remember that quality assurance may vary amongst manufacturers. Thus, buyers are encouraged to select reputable brands and suppliers renowned for their dedication to QA. By prioritizing QA at every organizational level and aiming for continuous improvement, a Firm in the Indian leather sector may establish itself as a trusted and favoured source of exceptional leather products for domestic and international markets. In addition, this crucial performance component has been compared to all green supply chain practices, and the following cubical regression equation and graphical representation have been developed (Fig. 5):(8) y=276.0667−23.6×x+0.6708333×x2−0.00625×x3

Satisfaction

Satisfaction is crucial to the success and expansion of the Indian leather industry. Customers’ satisfaction contributes to the Firm’s immediate income and influences the industry’s long-term viability and reputation. CS is a crucial aspect that directly affects the development and expansion of the Indian leather industry. By addressing customer demands, offering high-quality products, and providing superior customer service, businesses may positively impact consumers’ lives and position themselves for future market success (Fig. 6).Fig. 6 Graphical representation of Satisfaction performance against various practices.

Fig. 6

The satisfaction as supply chain performance can be related to the following cubical regression equation and graphical curve for each Firm that employs green supply chain practices(Fig. 7).(9) y=−533.0667+51.18333×x−1.608333×x2+0.01666667×x3

Fig. 7 Graphical representation of Satisfaction performance against various practices.

Fig. 7

Fig. 8 Graphical representation of Efficiency (EFF) performance against various practices.

Fig. 8

Cost

In the Indian leather industry, cost matters. Good cost management affects a firm’s profitability, competitiveness, and success in a competitive industry. Cost reduction and product quality must be balanced. To save money, keep leather products safe and high-quality. In the Indian leather industry, price matters. Cost management helps businesses stay competitive and financially stable and adapt to changing market conditions, boosting industry growth. Each of the five cross-case firms was asked to provide this performance factor and a cubical regression equation that best matched all supply chain practices against cost, as shown below (Fig. 7):(10) y=−705.3333+66.16667×x−2.041667×x2+0.02083333×x3

Efficiency(EFF)

EFF is a vital performance metric for the Indian leather sector, directly influencing productivity, profitability, and competitiveness. Enhancing EFF in several facets of the industry can result in numerous advantages. EFF should be sought at all sector levels, from tanneries and leather product makers to suppliers and export methods. Collaboration and coordination among supply chain players can further improve EFF and contribute to the growth and success of the industry. EFF is a significant feature that can propel the Indian leather sector toward enhanced performance, sustainability, and international competitiveness. The optimal equation for this performance measure for all green supply chain practices in the Indian leather sector was created using all five case studies (Fig. 9).(11) y=−533.0667+51.18333×x−1.608333×x2+0.01666667×x3

Fig. 9 Graphical representation of Environmental cost(ENC) performance against various practices.

Fig. 9

Environmental cost(ENC)

ENCs affect the Indian leather industry, as do many others. Leather production ENCs can significantly impact environmental sustainability. The Indian leather industry must adopt eco-friendly practices to combat ENCs. Addressing ENCs can help the Indian leather industry become more sustainable, reduce its environmental impact, and improve its reputation as a responsible industry. ENCs’ relationship to green supply chain practices for all five case studies is best shown by the cubical Equation below, with a graph (Fig. 10):(12) Y=0.0208x3−2.0417x2+66.1667×x−705.3333

Fig. 10 Graphical representation of Business wastage performance against various practices.

Fig. 10

Business wastage

Business wastage in the Indian leather industry refers to the various forms of waste generated during the leather production and manufacturing processes. This wastage can occur at different stages of the leather value chain and has environmental, EC, and social implications. By systematically addressing business wastage, the Indian leather industry can achieve greater sustainability, reduce its environmental Influence, and improve its competitiveness in the global market.

Following is the graphical representation of the relationship of this performance factor with all green supply chain practices with cubical regression equations (Fig. 10):(13) y=−705.3333+66.16667×x−2.041667×x2+0.02083333×x3

Practical and managerial implications

The integration of green practices within the Indian leather industry’s supply chain has significant implications for both practical operations and managerial strategies. Based on the insights from the study, the following practical and managerial implications can be derived:

Practical implications

Integrating green practices within the Indian leather industry’s supply chain has several practical implications that can enhance operational performance and sustainability. Here are the key practical implications derived from the study:1. Eco-friendly Approaches: Adopting green practices such as waste reduction and ISO 14001 certification can improve product quality and customer satisfaction. Companies should implement these practices to meet customer demands for superior products and services.

2. Operational Efficiency: Green practices contribute to enhanced operational efficiency. Firms should optimize their processes to reduce waste and increase resource efficiency, leading to better performance outcomes.

3. Cubical Regression Model: Utilize the cubical regression model to identify the impact of various green practices on supply chain performance parameters. This can help visualize and understand the relationship between green initiatives and performance metrics, aiding in better decision-making.

4. Performance Indicators: Establish clear performance indicators to evaluate the effectiveness of green practices. Metrics such as product quality, operational efficiency, and customer satisfaction should be regularly monitored to assess the impact of environmental initiatives.

5. Practical Implementation: Focus on practical waste reduction strategies to minimize environmental impact and enhance efficiency. This includes adopting sustainable sourcing policies, recycling initiatives, and energy-efficient processes.

6. ISO 14001 Certification: Encourage firms to pursue ISO 14001 certification as a standard for environmental management. This not only improves environmental performance but also boosts credibility and customer trust.

Managerial implications

Adopting green practices within the supply chain has significant managerial implications that can drive strategic and operational changes. These implications can guide top management in making informed decisions to enhance sustainability and performance. Here are the key managerial implications derived from the study:1. Leadership Role: Top management must demonstrate strong commitment and support for green practices. This includes setting clear environmental goals, allocating resources, and fostering a culture of sustainability within the organization.

2. Strategic Planning: Integrate green supply chain management into strategic planning processes. Managers should ensure that environmental considerations are embedded in all supply chain operations, from sourcing to distribution.

3. Interdepartmental Coordination: Promote collaboration across various departments to ensure cohesive implementation of green practices. This includes working with procurement, production, logistics, and marketing teams to align goals and strategies.

4. Stakeholder Engagement: Engage with external stakeholders, including suppliers, customers, and regulatory bodies, to enhance the overall effectiveness of green initiatives. Building solid relationships with suppliers can ensure compliance with environmental standards and improve overall supply chain sustainability.

5. Ongoing Evaluation: Implement a continuous improvement framework to regularly assess and enhance green practices regularly. This involves staying updated with the latest environmental regulations and industry best practices and adapting strategies accordingly.

6. Innovation: Encourage green supply chain management innovation by investing in research and development. Explore new technologies and methodologies to reduce environmental impact and improve performance metrics.

7. Future Research Directions: Advocate for large-scale data collection and empirical evaluation of green practices. This can provide a more comprehensive understanding of the relationship between environmental initiatives and supply chain performance, guiding future decision-making.

8. Replication and Cross-Cultural Studies: Promote replication studies and cross-cultural investigations to validate findings across different industrial landscapes. This can help generalize the benefits of green practices and inform global strategies for sustainable supply chain management.

By focusing on these practical and managerial implications, businesses in the Indian leather industry can enhance their supply chain performance, achieve sustainability goals, and gain a competitive edge in the market.

Conclusion

Drawing upon this work’s introduction, our study unveils a nuanced relationship between environmental practices and performance outcomes in the Indian leather industry. Employing a cubical regression model and analyzing data from five case studies, we delve into the impact of environmentally friendly initiatives on operational efficiency, quality assurance, and customer satisfaction. While revealing a positive correlation between certain green practices and enhanced product quality and operational efficiency, we also acknowledge that not all environmental strategies yield favourable performance metrics. Our research emphasizes critical practices such as waste reduction and ISO 14001 certification in fostering ecological sustainability within the supply chain, highlighting the pivotal role of top management support in driving these green practices. This underscores the urgent need for organizational commitment to these practices. Looking ahead, our work strongly advocates for a comprehensive empirical evaluation of the conceptual model, suggesting replication studies and cross-cultural investigations across diverse industrial landscapes. By prioritizing large-scale data collection on observed green supply chain management practices and their impact on performance, future research endeavours can lay the foundation for informed decision-making and sustainable business practices across industries, emphasizing the necessity of these actions for the future of our environment and business sustainability.

Future scope of work

Future work in green supply chain management should focus on developing leadership programs to cultivate a sustainability mindset, integrating green practices into strategic frameworks, and creating cross-departmental collaboration tools. Enhancing stakeholder relationship management systems, establishing robust continuous improvement frameworks, and investing in green technology innovation are also crucial. Large-scale data collection and empirical analysis can provide insights into the impact of green initiatives, while replication and cross-cultural studies can validate findings across different industries. Additionally, advocating for supportive policies and developing standardized sustainability performance metrics, which our work can help shape, will further enhance the effectiveness and adoption of green practices in supply chains.

Ethics statements

No participant data was collected to find a correlation between green supply chain management practices and supply chain performance variables for the Indian leather industry.

Credit author statement

Dr. Ankur Mittal conceived and designed the review with Conceptualization, Data curation, Formal analysis and understanding of the correlation between green supply chain management practices and supply chain performance variables for the Indian leather industry. Manoj Kumar: Conceptualization and Validity tests. Manoj Kumar and T Joji Rao analyzed the data and worked on the methodology with Project administration, Resources, Software, Supervision. Manoj Kumar wrote the paper along with original draft, review & editing in collaboration with all co-authors. All three authors have read and approved the final manuscript.

Declaration of competing interest

The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper.

Data availability

No data was used for the research described in the article.
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