Driving Environmental Sustainability and Supply Chain Competitiveness through Green Logistics Management

doi:10.21203/rs.3.rs-2914359/v1

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Driving Environmental Sustainability and Supply Chain Competitiveness through Green Logistics Management

https://doi.org/10.21203/rs.3.rs-2914359/v1

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The subject of this study is the administration of green supply chain management (GSCM), which refers to a strategy aimed at preventing environmental catastrophes by incorporating eco-friendly practices throughout various processes such as product design, manufacturing, operations, waste management, and more. The implementation of GSCM poses numerous interconnected challenges, as highlighted by research in this field. These challenges were taken into account during the development of the ISM (Interpretive Structural Modeling) model, which aims to address these issues. This model can reduce or eliminate waste levels, leading to improved economic and environmental performance within the industry. Among the identified challenges, two significant hurdles stand out: the need for knowledge about reverse logistics and the requirement for additional workers. These factors contribute to a lack of growth and hinder the industry's ability to reach its full potential. In summary, the study emphasizes the importance of GSCM in combating climate change. It identifies the challenges associated with its implementation, particularly the need for knowledge in reverse logistics and the shortage of workers. Overcoming these challenges is crucial for the industry's advancement and achieving sustainable economic and environmental outcomes.

Climate change

Environmental catastrophes

Economic performance

Green Chain Supply

Global Supply Chain Management is a system that may help with an entire company's strategic and tactical management (GSCM). That is only one of the system's many benefits (GSCM). The Green Sustainable Community Model (GSCM) is a cutting-edge method of administration that prioritises the environmental and social benefits of economically prosperous communities without sacrificing (Chen et al., 2010). The objective of this strategy is to develop ecologically responsible neighbourhoods. This approach aims to help people build communities that are better for the environment in every way. By using this method, communities that are more aware of environmental issues and willing to work toward solutions will emerge (Fukuyama & Weber, 2002). We hope this plan will foster the development of communities that are more sensitive to environmental issues and open to solutions.

Ecological management is a growing topic that now encompasses varied degrees of interaction with clients and suppliers at every step of production (Fernandes et al., 2018). Because of the rising interest in eco-friendly goods, this change has taken place. This change directly resulted from the need for more environmentally friendly company practices. More information on the need for ecological management ultimately sparked the shift. In other words, this change resulted in the deliberate management of natural systems. As time has passed and the change has spread throughout the system, it has impacted the whole supply chain. This occurrence has occurred throughout the supply chain in various settings. The term "green supply chain management," sometimes shortened to "GSCM," raises awareness of the supply chain's impact on the natural world and the global climate. To shorten "green supply chain management," we get the acronym GSCM. The acronym GSCM stands for "green supply chain management," the full version of the word commonly abbreviated to "GSCM." "The total of green commerce, eco production, green resources management, green marketing and distribution, and green reverse logistics" is how (Fukuyama & Matousek, 2017) defines green supply chain management (GSCM). The Global Sustainable Communities Model (GSCM) is an approach to economic growth that considers ecological considerations by integrating ecological concepts and principles into conventional business practices (Berger & Humphrey, 1997). The following are some reasons why this objective was set: This is done so that the goal of global sustainability may be attained as soon as feasible. Environmental management techniques that convert assets into products can only be implemented if they align with current affairs.

It is necessary to satisfy this desire before proceeding. Talk about the recycling process and green materials from the perspective of the supply chain and the Eco design as well as ecological procurement, sustainable production, environmentally friendly products, sales, and the chain of environmentalist significance, which includes all of these things and more. Since those firms have assumed an increasing share of the responsibility for greening the supply chain, many companies previously tasked with this task have now been given even more responsibility (Degl’Innocenti et al., 2017). Consumers, regulators, and rival suppliers provide economic and strategic challenges to the industry. There are a few possible ways to interpret how challenging this activity is. Eco-friendly supply chain management has emerged as a powerful strategic planning tool in recent years. some may find this tool under "green supply chain management." No one should be surprised to learn that events or actions occurring inside a workplace might affect the individuals working there. Although possible, no one should be surprised that it occurs (Emrouznejad et al., 2008). Waste and pollution have been at the heart of our modern environmental problems, and the supply chain bears the brunt of the blame. This feat was achievable with government oversight of environmental conservation measures, which tracks how market rules affect the environment. This accomplishment would not have been possible without this omission. Without this kind of command, this feat would not have been feasible. This accomplishment was achievable with this oversight. We were able to attain such remarkable success because of careful monitoring (Fethi & Pasiouras, 2010). This tracking has been beneficial. Implementing these practices and the subsequent emphasis on attaining sustainable development are the most crucial reasons for this success. This success was attainable with these additional factors. The many practical considerations rely on these established norms and practices. If these guidelines are implemented, they form the cornerstone of an eco-friendly supply chain design.

Although GSCM is becoming increasingly crucial to specific companies, it is still by no means an industry-wide phenomenon. Identifying the challenges that prevent the requirements from being satisfied is highly significant. Anything that stands in the way of putting a model into action is considered a barrier. It may be anything from a lack of finances to a need for more trained workers. Several problems must be addressed before the industry can fully use the GSCM and its possibilities. It was evident right from the outset that there would be hurdles to conquer, but as soon as the most fundamental concerns were revealed, solutions arose fast and without much trouble (Färe & Grosskopf, 2000).

There is an abundance of information pointing to a lack of knowledge on the part of employees being a key obstacle to the adoption of GSCM, which is backed by the fact that there is such evidence. The study that was looked into reveals that there are many various motives for organizations to opt to employ GSCM in their operations. These reasons consist of competition from competitors, pressure from stakeholders (Halkos et al., 2014), customer-related issues (Fukuyama & Weber, 2009), green marketing (Fukuyama & Matousek, 2011), cost reduction (George Assaf et al., 2011), rivalries (Kao & Hwang, 2008), financial motives (Drake et al., 2006), and consumer partnership strategies (Ebrahimnejad et al., 2014).

A lack of training (Jabbour, 2013), engagement from the government (Fukuyama & Weber, 2010), and dependence on providing associates (Kao, 2013) are some of the various challenges that lie in the way of the implementation of GSCM. Nonetheless, to have a successful deployment, it is vital to have support from high management and engagement from all stakeholders engaged in sustainable policy (Kao, 2014).

While this was happening, (Haixiang et al., 2017) analyzed the supply chain and determined the number of alternative changes that may be applied to optimize efficiency without jeopardizing the system's ability to be maintained in the long run. The results from each of these assessments supplied ecological logistics management with helpful information that aided it in more effectively arranging its operations to obtain the maximum potential gain in income after taxes. According to (Henrique et al., 2019), integrating activities carried out internally and externally in the framework of GSCM has the potential to increase economic and environmental effectiveness (Kao, 2009). The researchers (Holod & Lewis, 2011) and (Lage Junior & Godinho Filho, 2010) all achieved the same conclusion in their different analyses: that increased economic planning and supply chain management would favour the environment and the economy. (Kwon & Lee, 2015) employed statistical models to quantify the effects and implications of the decisions made by the numerous actors in the supply chain. It was done to assess how the choices impacted the supply chain. It is founded on economies of proportion and experimental learning, leading to rationalization in production, cost reductions, and sustainable development while decreasing the probability of unforeseen and severe ramifications. The manufacturing cycle of the automobile industry is founded on these two components (Huang et al., 2018). Businesses in China, Portugal, and Germany that are a part of the automotive supply chain are confronting higher administrative and competitive barriers (Izadikhah et al., 2018). It is in addition to increased expectations for best practices in their home markets. According to the conceptual model presented by (LaPlante & Paradi, 2015), flexible mobility, various distribution, and a reversible supply chain have only a moderate influence on the long-term profitability of the automotive business. After completing research on green management applications, influencing factors, targets, and applications in the car sector, (Kao & Hwang, 2011) came to some surprise findings concerning the industry's status. According to (Kao & Hwang, 2010), the vehicle industry has a severe problem with excessive carbon emissions; a carbon footprint assessment system in the logistics company would be able to aid in driving the essential change. There has been an inquiry into the influence of carbon emissions on the prices experienced throughout the supply chain (Jebali et al., 2017).

In response to the demand of customers and the government's restrictions, Indian firms have only lately begun to implement ecological principles into conventional supply chain management. Industries suffering from increased customer demand and more excellent government monitoring have been eager to accept the GSCM structure. Businesses working within the Indian economy are under pressure from several sources, including government law and the needs of their consumers, to study the feasibility of incorporating environmental considerations into traditional supply chain management techniques. This pressure is likely to result in the firms being more environmentally sensitive. The implementation and maintenance of GSCM have already started at several Indian automakers; however, development has been held down by poor execution, which has impeded future progression. Further study is required to determine the most severe GSCM challenges India's industrial enterprises to face today.

According to the results of the review of the relevant literature, although many studies have studied the usefulness of GSCM, only a few studies have investigated the hurdles that limit it from being generally adopted. Following the study's publishing, more research has been needed to identify the most significant challenges inhibiting the broad application of GSCM in India's car sector. Even though these challenges have been well highlighted, this remains the situation. It indicated previously that academics and practitioners in India feel bound to research what drives and impedes the implementation of GSCM in Indian companies. It is the explanation behind why things are the way they are. Despite this, more research needs to be done to explore the bottlenecks in the GSCM. There is a significant scarcity of research presently available that analyses the extent of the issues that the automotive sector in India confronts. We can utilize this study to understand better the actions to follow to maintain India's natural environment. While GSCM might have many sound effects, more is needed about the most critical constraints prohibiting it from being adopted everywhere. Using the ISM method, this inquiry's principal goal was to research the type and breadth of the most severe barriers that stand in the way of the broad deployment of GSCM. This study applied a two-pronged research approach to assess the gap between identifying key hurdles that help in GSCM adoption and GSCM adoption (Paradi et al., 2011) and (Matthews, 2013). We begin by performing a preliminary survey to identify possible bottlenecks in the GSCM. After that, we employ the ISM technique to narrow down the most urgent concerns, and we do this by studying the linkages between the issues. We look at the work that has been accomplished in a range of different disciplines and discover the component that is presently lacking but needs to be included to achieve success in the long term. This study explores the various difficulties offered by the current body of research literature. The ISM approach was used to construct a contextual connection between the components that were discovered, and a matrixed "-multiplication applique" and "classmate" (MICMAC) analysis was carried out to evaluate the driving power and dependent power of the various obstacles that were discovered. Both of these assessments were carried out to examine the numerous difficulties found. The ISM-MICMAC methodology demands a large sample to establish causal linkages between variables, whereas the DEMATED method makes do with a more confined data pool (Lewis & Sexton, 2004).

To effectively achieve the aims of this research, the ISM-MICMAC approach is the one that makes the most sense to adopt. It was determined to use ISM-MICMAC because of its well-suited usage in this investigation (Mariano et al., 2015).

In contrast to the necessity for a high sample size imposed by the ISM-MICMAC method, the DEMATED approach classifies variables in line with the degree of causality associated with each variable.

Throughout our study, several problems came to light.

Based on a study of the relevant literature, we have found several difficulties that have contributed to the worsening of these concerns. These difficulties include: These hurdles have led to the aggravation of the present difficulties. Knowledge-associated barriers (environmental impact of the procedures in an enterprise, lack of experience on environmental legislations), temperamental and perceptions barriers (concern of failure, the struggle of management to change, etc.), and technical barriers (lack of new technologies, materials, or lack of technological know-how) are among the four barrier grades outlined by (Matousek & Tzeremes, 2016) that impede the acceptance of ecological drive in SMEs. These hurdles limit the adoption of ecological drive in smaller and medium-sized firms (economic barriers and human resource barriers) (economic barriers and human resource barriers).

ISM is being applied to overcome the top 15 hurdles revealed as a result of the study and has been hindering the organization from achieving progress. These hurdles have been impeding the organization from going further.

To begin, the firm needs more people working for it, which may result in either a loss in productivity or a drop in the quality of the service supplied to clients. Both of these results would be undesirable. Owing to the severe shortage of available human resources, boosting environmental efficiency in small and medium-sized businesses (SME) (SMEs) is challenging. These firms are considered to be small and medium-sized corporations (Lin & Jia, 2018a)

A lack of technical skills has impeded the design of procedures for manufacturing a product that does not affect the environment to achieve ecological requirements. This has made it more difficult for these initiatives to be effective. The corporate sector must utilize current scientific advances (Li & Li, 2020). This is needed to satisfy the conditions outlined in the criterion.

Last, there are financial limits (large outlays and poor return on investment), such as a lack of money for environmentally friendly initiatives or the understanding that the payback period for establishing an ecologically friendly supply chain would be lengthy. These limits can be overcome, but they are not without their problems. These limits include a need for more money for green projects or the understanding that the payback period for creating a green supply chain would be excessively long. Another barrier is the knowledge that building a green supply chain's payback time would be lengthy. It is impossible to estimate how much money can be saved by implementing environmental management best practices (Nieto et al., 2018).

Internal management concerns at the organization have led to a complete redesign of the supply chain, which entails the establishment of new spending targets, data storage systems, and operational practices. It was done as a direct result of management concerns. To put it another way, higher-ups have yet to embrace positive practices within the supply chain for the environment, which is a considerable concern. It is only sometimes the case with publicly held firms. However, the senior management of small and medium-sized organizations may be tied to a massive group of shareholders and possess a wide variety of experience and skills (Montalbano & Nenci, 2019). This is only sometimes the case with publicly held firms (Mohsin et al., 2021).

The fifth and final area of criticism is that there needs to be more support from the government for initiatives that are favourable to the environment. This has been the condition from the beginning of recorded history. Since the dawn of time, communities have depended on forming rules and regulations to ensure peace and stability between enterprises and the ecosystems in which they are situated. Rules and regulations connected to the environment serve as a framework within which companies must conduct their day-to-day operations (Mohsin et al., 2018).

Sixth, there needs to be more knowledge of the importance of reverse logistics in the economic and environmental sectors (Anser et al., 2018).

Nevertheless, only a tiny minority of consumers are aware of GSCM and put their knowledge to use to exert some form of impact. Although the client has always been the principal focus of companies of all types, the company's objective in creating new goods and services is to guarantee that it can fulfil the demands of its consumers to the maximum degree feasible. Businesses that operate honestly and are concerned about the environment's status generally claim their clientele's needs as the key reason for their efforts (Lin & Jia, 2018b).

The difficulty of maintaining eco-awareness on the part of suppliers; the inability of firms to cope with ecologically harmful inputs; the obstacles manufacturers encounter in applying environmental standards within their industries (Bond, 1991).

Issues regarding the item's ability to be recycled (Paramesh et al., 2018a) occur when the complexity of the thing prohibits it from being readily dismantled to recycle or reuse the component components.

Similar firms, organizations that operate in the same market and compete against one another, can need help producing sales and profits (Peña-Martel et al., 2018).

Tight corporate standards surrounding product/process stewardship - Brand management uses a management framework to guarantee a secure approach and use of products throughout their process, from research and modelling to manufacture and retail to supply and consumption to disposal. To comply with regulations (Yang, 2017), firms must devote a considerably enhanced degree of attention to managing their products and activities. This involves every process step, starting with inquiry and modelling and continuing through manufacture and retail, supply and consumption, and eventually disposal. It involves every phase of the process, from research and modelling to manufacture and retail to supply and consumption to disposal.

Fear of failure in the pursuit of a green supply chain might result in a loss of competitive advantage (Paramesh et al., 2018b), owing to the risk that either the firm or the product would fail to fulfil the standards of the green supply chain. This might result in a loss of competitive edge for the organization.

People reluctant to embrace new technologies are marked by various qualities, including a negative view of technological growth and a reluctance to use innovative skills and resources to enhance current products and services (Xing & Fuest, 2018). One of these qualities is also a hesitancy to adopt new technologies.

The fact that there is not enough corporate social responsibility (also known as CSR) is cause for concern because, according to the principles of business ethics, companies should conduct their operations in a manner that is widely supported by the general public and that takes into account the broader repercussions of the decisions they make (Omri, 2013).

Getting rid of hazardous waste dumps would be a complex operation that would demand a considerable amount of investment due to the high expenditures that would be necessary (Zaim, 2004).

Incorporating moral and environmental problems into every area of conventional supply chain management and the expanding environmental consciousness of customers contributes to the mounting pressure on companies. To satisfy the criteria set by both environmental legislation and specific clients, GSCM incorporates ethical and ecological issues into conventional supply chains. The GSCM research team assesses the issues that the GSCM encounters by conducting in-depth literature studies and conversing with subject matter experts on themes relevant to the work that the GSCM undertakes (Xie et al., 2017).

Supply chain efficiency should be their top concern if a firm wants to stay operational in today's highly competitive worldwide market. This is true for firms of all sizes and in all sectors. There is a rising understanding of the requirement of environmental sustainability, yet, there is also a growing ecological movement to safeguard the Earth's finite resources and sensitive ecology, which throws extra pressure on companies. Both of these changes create significant expectations for enterprises. Management in every sector must now consider the constantly evolving global production processes and the repercussions for society and the environment. There is a necessity that was not previously in place.

As a consequence of the quick increase in the world's population, it is expected that humans will have utilized roughly 170 per cent of the capacity of the natural resources of the Planet by the year 2020. Pollution created by carbon dioxide (CO2) is a considerable impediment for countries still industrializing their enterprises and expanding their infrastructure. Realizing that just 2,500 firms are responsible for approximately 20% of the world's greenhouse gas emissions is astounding. The majority of these pollutants are produced through their supplier networks. Suppose poor countries are to make any headway. In that case, they will need to scale up their adoption of technology that creates fewer emissions and their effort to decrease the quantity of pollution caused by industrial activity (Yoshino et al., 2019). Only then will they be able to make any progress at all. Now that all of the environmental and social objectives have been fulfilled, there is a drive for governments, corporations, and non-governmental organizations (NGOs) to become more reactive (Yoshino et al., 2021).

Integration of GSCM processes has been highlighted as a hurdle that must be overcome in the car sector in India, and this issue needs to be solved as rapidly as practical. Owing to the dynamic intricacy and reliance of the barrier in the issue, it is vital to use a preset model such as the ISM method. This is because the barrier in the issue is dependent. As a component of developing a cleaner environment in the succeeding sector, such barriers must be installed in phases and based on preferences. The argument for this choice ought to be "better for the environment."

It is about time that we recognized the challenge of putting the GSCM into practice in the real world. Every growing organization in today's global market confronts a considerable obstacle in the form of customers' ever-increasing expectations for ecologically responsible logistical solutions (Wu et al., 2021). This is a big obstacle that must be conquered to be successful. But, to execute green supply chain operations in industries in a cost-effective, ecologically benign, and socially decent way, it is necessary to know both the theory and the management perspective (Zhang et al., 2019). Only then will it be feasible to attain these aims.

This study is being carried out so that we have a better knowledge of the issues that stand in the way of environmentally responsible supply chain management in the automotive industry in India. It is envisioned that the findings of this ISM application will drive firms to implement supply chain practices that are kinder to the environment. We hope with all of our hearts that the investigation just presented.

This inquiry will delve into the present body of literature to establish the primary issues that have stood in the way of GSCM obtaining broad acceptance in the corporate sector. Conduct an ISM inquiry to establish whether or not there is a relationship between the numerous obstructions to the practices of GSCM.

Significant theoretical weight is given to discrete mathematics, graphical representation, the social sciences, collective management support, and technological aid within the framework of interpretive structural modelling. We are concentrating almost entirely on them right now. Binary matrices, also known as relationship matrices, specify the relationship needs in Interpretive Structural Modeling (ISM), as described by Warfield (Mulatu, 2017). These matrices may result from either an individual's or a team's creative thinking and implementation. Relationship matrices are another name for binary matrices. The terms "binary matrix" and "relationship matrix" are interchangeable in this context. The term "connection matrix" has several definitions, one of which refers to the binary matrices often used in computer science. The findings of Warfield's investigation confirm this to be the actual situation. The ISM's illustrative nature stems from the fact that it does not, on its own, specify the connections between the parameters. Instead, it is up to the selected study group to make these associations. As a result, the ISM's superior quality stems from the fact that the ISM does not determine the correlations that exist between the parameters. (Ouyang et al., 2019) Gave a presentation that methodically walked us through the modelling procedure. Details of their presentation are outlined below.

Before proceeding, we must first recognize the problems the current system in India's automobile sector is experiencing. After then, and only then, can we proceed. T

ask 2 uses the variables established in Task 1 to investigate their possible causal relationship. To be more precise, this includes using the variables produced in the primary task. The findings from Task 1 inform the next steps in this evaluation.

The Structural Self Interaction Matrix (or SSIM for short) is the focus of the third stage of this method. To illustrate the set-wise interaction between the variables identified in Step 2, this matrix will be used.

The fourth step of this process involves using SSIM to generate a reachability matrix. The transitivity of this matrix is then determined by subjecting it to a battery of tests. There must be a connection between (A) and (C) if (A) is related to (B) and (B) is related to (C) (C).

The reachability matrix generated in Step 4 is further segmented into many levels in Step 5. When the events of Phase 4 have concluded, we enter this next phase.

Construct a digraph using the conceptual links provided by the Reachability matrix, and then remove any transitive connections you discover. This is the last phase of the process.

Seventh, mark the resulting digraph's variable nodes as ISM nodes instead of those generated by the phase that produced the digraph. This takes the place of the phase that delivers the resulting digraph's variable nodes. This step replaces the previous one, which generated the varying nodes used in the digraph's creation.

Self-Intersection Matrix (3.1.1) is a well-organized and prepared collection of intersection matrices. Matrix (SSIM) analysis is used to examine the model; 15 challenges were thought about at first; experts in the automotive industry and academics were consulted to help us find the concrete relationship among the obstacles and to recommend which given obstacles are more critical than the others according to the Indian market for automobiles; finally, we elaborated on the ten most essential challenges shown in Table 1; these ten challenges are shown to be issues with infrastructure and human resources To analyze the model, SSIM is employed; first, 15 challenges were considered; afterwards, SSIM experts are consulted for the study; at first, 15 obstacles were considered; after that, experts in

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$9$	$\text{R}\text{e}\text{s}\text{i}\text{s}\text{t}\text{a}\text{n}\text{c}\text{e} \text{t}\text{o} \text{T}\text{e}\text{c}\text{h}\text{n}\text{o}\text{l}\text{o}\text{g}\text{y}\text{A}\text{d}\text{v}\text{a}\text{n}\text{c}\text{e}\text{m}\text{e}\text{n}\text{t} \text{A}\text{d}\text{o}\text{p}\text{t}\text{i}\text{o}\text{n}$	$\text{A}$	$\text{X}$
$10$	$\text{L}\text{a}\text{c}\text{k} \text{o}\text{f} \text{C}\text{o}\text{r}\text{p}\text{o}\text{r}\text{a}\text{t}\text{e} \text{S}\text{o}\text{c}\text{i}\text{a}\text{l}\text{r}\text{e}\text{s}\text{p}\text{o}\text{n}\text{s}\text{i}\text{b}\text{i}\text{l}\text{i}\text{t}\text{y}$	$\text{X}$

$$\text{T}\text{h}\text{e} \text{s}\text{y}\text{m}\text{b}\text{o}\text{l}\text{s} \text{u}\text{s}\text{e}\text{d} \text{t}\text{o} \text{d}\text{e}\text{n}\text{o}\text{t}\text{e} \text{t}\text{h}\text{e} \text{r}\text{e}\text{l}\text{a}\text{t}\text{i}\text{o}\text{n}\text{s}\text{h}\text{i}\text{p} \text{a}\text{r}\text{e} \text{e}\text{x}\text{p}\text{l}\text{a}\text{i}\text{n}\text{e}\text{d} \text{b}\text{e}\text{l}\text{o}\text{w}:$$

$$\text{V}- \text{B}\text{a}\text{r}\text{r}\text{i}\text{e}\text{r} \text{i} \text{w}\text{i}\text{l}\text{l} \text{l}\text{e}\text{a}\text{d} \text{t}\text{o} \text{b}\text{a}\text{r}\text{r}\text{i}\text{e}\text{r} \text{j};$$

$$\text{B}\text{a}\text{r}\text{r}\text{i}\text{e}\text{r} \text{j} \text{w}\text{i}\text{l}\text{l} \text{l}\text{e}\text{a}\text{d} \text{t}\text{o} \text{t}\text{h}\text{e} \text{b}\text{a}\text{r}\text{r}\text{i}\text{e}\text{r} \text{I};$$

$$\text{X}- \text{B}\text{a}\text{r}\text{r}\text{i}\text{e}\text{r} \text{i} \text{a}\text{n}\text{d} \text{j} \text{w}\text{i}\text{l}\text{l} \text{l}\text{e}\text{a}\text{d} \text{t}\text{o} \text{e}\text{a}\text{c}\text{h} \text{o}\text{t}\text{h}\text{e}\text{r};$$

$$\text{O}- \text{B}\text{a}\text{r}\text{r}\text{i}\text{e}\text{r} \text{i} \text{a}\text{n}\text{d} \text{j} \text{a}\text{r}\text{e} \text{u}\text{n}\text{r}\text{e}\text{l}\text{a}\text{t}\text{e}\text{d}.$$

For instance, if Barrier 2 were to be eliminated, it would inevitably lead to Barrier 4; if Barrier 1 were to be eliminated, an "A" would be written in that cell; if Barriers 4 and 10 were interdependent, an "X" would be written in that cell; and if Barriers 6 and 8 were not interdependent, an "O" would be written in that cell. Creating a "V" shape suggests using the same connection to fill in the missing information using our data.

3.1. Achievability Matrix

After the SSIM has been created, the first one must be constructed as soon as possible. Definitions of anticipated behaviour for the reachability matrix

The SSIM matrix has a value of 1 in the (i,j) dimension for Vs-labeled cells but a value of 0 in the (j, i) dimension. The value of both cells in (i,j) will be zero if the V in (i,j) is absent. Both cells will be blank if the (i,j) symbol does not include a V. In the SSIM matrix, the value of the cell at coordinates (i,j) is zeroed out, and the value at coordinates (j, i) is incremented by one. If the symbol in cell (i,j) is not an A, the value in both cells will be 0. Because Rule 2 mandates that there be a reasonable relationship between the values. According to Rule 3, a cell is assigned a value of 1 if the symbol X falls inside its coordinates (i,j). The cell at (j, i) may serve the same purpose.

In the case when the SSIM symbol for cell (i,j) is an O, the contents of both cells (i,j) and (j, i) will be 0.

Table 2 contains the initial reachability matrix, and "Step 4" in the previous section explains how to do a transitivity check to get the final reachability matrix. The final reachability matrix cannot be obtained without this check. The influence of each barrier's reliance and driving forces are shown in Table 3. Consider the amount of potential unanticipated issues that may arise as a direct result of the barrier to determine how successful it is in boosting acquisition. This may be used to measure a barrier's effectiveness in promoting learning. When difficulties in achieving one's goal arise, so do one's dependency on extra help from others.

$$Table 2. Initial Reachability Matrix for Barriers to Execute GSCM.$$

$\mathbf{S}.\mathbf{n}\mathbf{o}$	$\mathbf{B}\mathbf{a}\mathbf{r}\mathbf{r}\mathbf{i}\mathbf{e}\mathbf{r}\mathbf{s}$	$10$	$9$	$8$	$7$	$6$	$5$	$4$	$3$	$2$	$1$
$1$	$\text{L}\text{a}\text{c}\text{k} \text{o}\text{f} \text{H}\text{u}\text{m}\text{a}\text{n} \text{r}\text{e}\text{s}\text{o}\text{u}\text{r}\text{c}\text{e}$	$1$	$0$	$0$	$0$	$0$	$1$	$0$	$0$	$0$	$0$
$2$	$\text{L}\text{a}\text{c}\text{k} \text{o}\text{f} \text{T}\text{e}\text{c}\text{h}\text{n}\text{i}\text{c}\text{a}\text{l} \text{E}\text{x}\text{p}\text{e}\text{r}\text{t}\text{i}\text{s}\text{e}$	$0$	$1$	$1$	$0$	$0$	$1$	$1$	$0$	$1$	$0$
$3$	$\text{F}\text{i}\text{n}\text{a}\text{n}\text{c}\text{i}\text{a}\text{l} \text{c}\text{o}\text{n}\text{s}\text{t}\text{r}\text{a}\text{i}\text{n}\text{t}\text{s}$	$1$	$1$	$1$	$1$	$0$	$1$	$0$	$0$	$1$	$0$
$4$	$\text{L}\text{a}\text{c}\text{k} \text{o}\text{f} \text{t}\text{o}\text{p} \text{m}\text{a}\text{n}\text{a}\text{g}\text{e}\text{m}\text{e}\text{n}\text{t} \text{i}\text{n}\text{v}\text{o}\text{l}\text{v}\text{e}\text{m}\text{e}\text{n}\text{t} \text{i}\text{n}\text{A}\text{d}\text{o}\text{p}\text{t}\text{i}\text{n}\text{g} \text{a} \text{g}\text{r}\text{e}\text{e}\text{n} \text{s}\text{u}\text{p}\text{p}\text{l}\text{y} \text{c}\text{h}\text{a}\text{i}\text{n}\text{m}\text{a}\text{n}\text{a}\text{g}\text{e}\text{m}\text{e}\text{n}\text{t}$	$1$	$1$	$0$	$1$	$0$	$0$	$1$	$0$	$0$	$1$
$5$	$\text{L}\text{a}\text{c}\text{k} \text{o}\text{f} \text{g}\text{o}\text{v}\text{e}\text{r}\text{n}\text{m}\text{e}\text{n}\text{t} \text{s}\text{u}\text{p}\text{p}\text{o}\text{r}\text{t} \text{t}\text{o} \text{a}\text{d}\text{o}\text{p}\text{t}\text{e}\text{n}\text{v}\text{i}\text{r}\text{o}\text{n}\text{m}\text{e}\text{n}\text{t}\text{a}\text{l}\text{l}\text{y} \text{f}\text{r}\text{i}\text{e}\text{n}\text{d}\text{l}\text{y} \text{p}\text{o}\text{l}\text{i}\text{c}\text{i}\text{e}\text{s}$	$0$	$1$	$1$	$1$	$1$	$0$	$0$	$1$	$1$	$0$
$6$	$\text{L}\text{a}\text{c}\text{k} \text{o}\text{f} \text{a}\text{w}\text{a}\text{r}\text{e}\text{n}\text{e}\text{s}\text{s} \text{a}\text{b}\text{o}\text{u}\text{t}\text{r}\text{e}\text{v}\text{e}\text{r}\text{s}\text{e} \text{l}\text{o}\text{g}\text{i}\text{s}\text{t}\text{i}\text{c}\text{s} \text{a}\text{d}\text{o}\text{p}\text{t}\text{i}\text{o}\text{n}$	$0$	$0$	$0$	$0$	$0$	$1$	$0$	$0$	$0$	$0$
$7$	$\text{t}\text{h}\text{e} \text{p}\text{r}\text{o}\text{b}\text{l}\text{e}\text{m} \text{i}\text{n} \text{m}\text{a}\text{i}\text{n}\text{t}\text{a}\text{i}\text{n}\text{i}\text{n}\text{g} \text{t}\text{h}\text{e}\text{e}\text{n}\text{v}\text{i}\text{r}\text{o}\text{n}\text{m}\text{e}\text{n}\text{t}\text{a}\text{l} \text{a}\text{w}\text{a}\text{r}\text{e}\text{n}\text{e}\text{s}\text{s} \text{o}\text{f} \text{s}\text{u}\text{p}\text{p}\text{l}\text{i}\text{e}\text{r}\text{s}$	$0$	$1$	$0$	$0$	$0$	$0$	$1$	$0$	$0$	$1$
$8$	$\text{M}\text{a}\text{r}\text{k}\text{e}\text{t} \text{C}\text{o}\text{m}\text{p}\text{e}\text{t}\text{i}\text{t}\text{i}\text{o}\text{n}$	$0$	$0$	$1$	$1$	$0$	$0$	$0$	$1$	$0$	$0$
$9$	$\text{R}\text{e}\text{s}\text{i}\text{s}\text{t}\text{a}\text{n}\text{c}\text{e} \text{t}\text{o} \text{T}\text{e}\text{c}\text{h}\text{n}\text{o}\text{l}\text{o}\text{g}\text{y}\text{A}\text{d}\text{v}\text{a}\text{n}\text{c}\text{e}\text{m}\text{e}\text{n}\text{t} \text{A}\text{d}\text{o}\text{p}\text{t}\text{i}\text{o}\text{n}$	$0$	$1$	$0$	$1$	$0$	$0$	$0$	$0$	$1$	$0$
$10$	$\text{L}\text{a}\text{c}\text{k} \text{o}\text{f} \text{C}\text{o}\text{r}\text{p}\text{o}\text{r}\text{a}\text{t}\text{e} \text{S}\text{o}\text{c}\text{i}\text{a}\text{l}\text{r}\text{e}\text{s}\text{p}\text{o}\text{n}\text{s}\text{i}\text{b}\text{i}\text{l}\text{i}\text{t}\text{y}$	$1$	$0$	$1$	$1$	$0$	$1$	$0$	$0$	$1$	$1$

$$Table 3. Final Reachability Matrix for Barriers to Incorporating GSCM.$$

${S}.{N}{o}.$	${B}{a}{r}{r}{i}{e}{r}{s}$	$10$	$9$	$8$	$7$	$6$	$5$	$4$	$3$	$2$	$1$	${D}{r}{i}{v}{i}{n}{g} {P}{o}{w}{e}{r}$
$1$	$Lack of Human resource$	$1$	$0$	$0$	$0$	$0$	$1$	$0$	$0$	$0$	$0$	$2$
$2$	$Lack of Technical Expertise$	$1*$	$1$	$1$	$1*$	$0$	$1$	$1$	$0$	$1$	$1*$	$8$
$3$	$Financial constraints$	$1$	$1$	$1$	$1$	$0$	$1$	$1*$	$0$	$1$	$1*$	$8$
$4$	$Lack of top Management involvement in adopting green supply chain management$	$1$	$1$	$1*$	$1$	$0$	$1*$	$1$	$0$	$1*$	$1$	$8$
$5$	$Lack of government support to adopt environmentally friendly policies$	$1*$	$1$	$1$	$1$	$1$	$1*$	$1*$	$1$	$1$	$1*$	$10$
$6$	$Lack of awareness about reverse logistics adoption$	$0$	$0$	$0$	$0$	$0$	$1$	$0$	$0$	$0$	$0$	$1$
$7$	$The problem in maintaining the environmental awareness of suppliers$	$1*$	$1$	$1*$	$1*$	$0$	$1*$	$1$	$0$	$1*$	$1$	$8$
$8$	$MarketCompetition$	$1*$	$1*$	$1$	$1$	$0$	$1*$	$1*$	$1$	$1*$	$1*$	$9$
Ordering Scheme (3.3)

Table 3 may partition the levels before computing the final reachability matrix. Sets of antecedents and sets of reachable are defined. The obstacle and any prospective roadblocks might be considered antecedents. Anything attainable, including the barrier and any new obstacles it creates, is on the table. An intersection set may be constructed if there are common obstructions between the antecedent and reachability sets. All the barriers in Table 4 with the same intersection and reachability set together to form the "Level 1" barrier. As seen in Table 5, completed levels may be deleted, and the process started again to create the next level.

$$Table 4. First Iteration to FIND LEVELS of Barriers.$$

$\mathbf{B}\mathbf{a}\mathbf{r}\mathbf{r}\mathbf{i}\mathbf{e}\mathbf{r}\mathbf{s}$	$\mathbf{R}\mathbf{e}\mathbf{a}\mathbf{c}\mathbf{h}\mathbf{a}\mathbf{b}\mathbf{i}\mathbf{l}\mathbf{i}\mathbf{t}\mathbf{y} \mathbf{S}\mathbf{e}\mathbf{t}$	$\mathbf{A}\mathbf{n}\mathbf{t}\mathbf{e}\mathbf{c}\mathbf{e}\mathbf{d}\mathbf{e}\mathbf{n}\mathbf{t} \mathbf{S}\mathbf{e}\mathbf{t}$	$\mathbf{I}\mathbf{n}\mathbf{t}\mathbf{e}\mathbf{r}\mathbf{s}\mathbf{e}\mathbf{c}\mathbf{t}\mathbf{i}\mathbf{o}\mathbf{n}$	$\mathbf{L}\mathbf{e}\mathbf{v}\mathbf{e}\mathbf{l}$
$1$	$\text{1,6}$	$\text{1,2},\text{3,4},\text{5,7},\text{8,9},10$	$1$
$2$	$\text{1,2},\text{3,4},\text{6,7},\text{9,10}$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$
$3$	$\text{1,2},\text{3,4},\text{6,7},\text{9,10}$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$
$4$	$\text{1,2},\text{3,4},\text{6,7},\text{9,10}$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$
$5$	$\text{1,2},\text{3,4},\text{5,6},\text{7,8},\text{9,10}$	$5$	$5$
$6$	$6$	$\text{2,3},\text{4,5},\text{6,7},\text{8,9},10$	$6$	$1$
$7$	$\text{1,2},\text{3,4},\text{6,7},\text{9,10}$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$
$8$	$\text{1,2},\text{3,4},\text{6,7},\text{8,9},10$	$\text{5,8}$	$8$

How to Recognize the Four Types of Impasse (also known as MICMAC analysis)

(Jalilian Ahmadkalaei et al., 2021) Suggest using MICMAC analysis to determine which factors are most crucial and how they interact. We have classified them into four broad groups to investigate the interrelationships among the different components further. The list is open to anybody who wants to join it. Being an independent variable has its perks, including less oversight and fewer limitations. This is because the independent variables are given more weight than the dependent ones. Convincing employees to think about reverse logistics and dealing with dwindling supply are two formidable challenges (1,6). The third kind of variable is called a "linkage variable," It describes a network of interconnected elements whose changes may be seen. The challenges of sustaining environmentally conscientious suppliers, pushing them to embrace cutting-edge technologies, and establishing a CSR culture are real (2,3,4,7,9,10). Finally, the "Driver variables" include both relatively weak dependents and strong drivers. The first is the high level of competition, and the second is that governments seldom provide funding for ecologically beneficial enterprises (8,5).

The final reachability matrix is shown in Table 3, and it is used in the development of a structural model. Using the structural model's projections, it is possible to see how the j and I barriers are connected. A digraph is a name for the resultant graph. Issues with the Economy and the People The root of the issue is that more people need to be aware of the advantages that may be gained via reverse logistics. The government does not support environmentally sound policies because of the second concern, market pressures (Tables 6, 7, and 8).

$$Table 5. Second Iteration to FIND LEVELS of Barriers.$$

${B}{a}{r}{r}{i}{e}{r}{s}$	${R}{e}{a}{c}{h}{a}{b}{i}{l}{i}{t}{y}{S}{e}{t}$	${A}{n}{t}{e}{c}{e}{d}{e}{n}{t} {S}{e}{t}$	${I}{n}{t}{e}{r}{s}{e}{c}{t}{i}{o}{n}$	${L}{e}{v}{e}{l}$
$1$	$1$	$\text{1,2},\text{3,4},\text{5,7},\text{8,9},10$	$1$	$2$
$2$	$\text{1,2},\text{3,4},\text{7,9},10$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$
$3$	$\text{1,2},\text{3,4},\text{7,9},10$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$
$4$	$\text{1,2},\text{3,4},\text{7,9},10$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$
$5$	$\text{1,2},\text{3,4},\text{5,7},\text{8,9},10$	$5$	$5$
$7$	$\text{1,2},\text{3,4},\text{7,9},10$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$
$8$	$\text{1,2},\text{3,4},\text{7,8},\text{9,10}$	$\text{5,8}$	$8$
$9$	$\text{1,2},\text{3,4},\text{7,9},10$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$
$10$	$\text{1,2},\text{3,4},\text{7,9},10$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$

$$Table 6. Third Iteration to FIND LEVELS of Barriers.$$

${B}{a}{r}{r}{i}{e}{r}{s}$	${R}{e}{a}{c}{h}{a}{b}{i}{l}{i}{t}{y} {S}{e}{t}$	${A}{n}{t}{e}{c}{e}{d}{e}{n}{t} {S}{e}{t}$	${I}{n}{t}{e}{r}{s}{e}{c}{t}{i}{o}{n}$	${L}{e}{v}{e}{l}$
$2$	$\text{2,3},\text{4,7},\text{9,10}$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$	$3$
$3$	$\text{2,3},\text{4,7},\text{9,10}$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$	$3$
$4$	$\text{2,3},\text{4,7},\text{9,10}$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$	$3$
$5$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$5$	$5$
$7$	$\text{2,3},\text{4,7},\text{9,10}$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$	$3$
$8$	$\text{2,3},\text{4,7},\text{8,9},10$	$\text{5,8}$	$8$
$9$	$\text{2,3},\text{4,7},\text{9,10}$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$	$3$
$10$	$\text{2,3},\text{4,7},\text{9,10}$	$\text{2,3},\text{4,5},\text{7,8},\text{9,10}$	$\text{2,3},\text{4,7},\text{9,10}$	$3$

$$Table 7. Fourth Iteration to FIND LEVELS of Barriers.$$

${B}{a}{r}{r}{i}{e}{r}{s}$	${R}{e}{a}{c}{h}{a}{b}{i}{l}{i}{t}{y} {S}{e}{t}$	${A}{n}{t}{e}{c}{e}{d}{e}{n}{t}{S}{e}{t}$	${I}{n}{t}{e}{r}{s}{e}{c}{t}{i}{o}{n}$	${L}{e}{v}{e}{l}$
$5$	$\text{5,8}$	$5$	$5$
$8$	$8$	$\text{5,8}$	$8$	$4$

$$Table 8. Fifth Iteration to FIND LEVELS of Barriers.$$

${B}{a}{r}{r}{i}{e}{r}{s}$	${R}{e}{a}{c}{h}{a}{b}{i}{l}{i}{t}{y} {S}{e}{t}$	${A}{n}{t}{e}{c}{e}{d}{e}{n}{t}{S}{e}{t}$	${I}{n}{t}{e}{r}{s}{e}{c}{t}{i}{o}{n}$	${L}{e}{v}{e}{l}$
$5$	$5$	$5$	$5$	$5$

Using this strategy, you can learn more about the various GSCM problems that have plagued India's automobile industry. Technical professionals and the management of SMEs face several challenges that prevent them from fully implementing the GSCM. Businesses can use ISM to foresee and be better prepared for significant challenges that will have repercussions across the green supply chain. In the final stage of the MICMAC study, a dependence and driver diagram is drawn to illustrate the interconnectedness and relative importance of these obstacles.

One cannot consider something whole without separate components (Quadrant I). Inadequate drivers or dependents will only slow down the autonomous process. The absence of such stumbling blocks in the ongoing investigation lends credence to the notion that the vast majority of challenges encountered are significant.

Most of India's industrial workforce comprises semi- and unskilled labourers who need more environmental concerns and basic safety training. The ability of some of these people to provide cheap labour is helpful to manufacturing. Some individuals might benefit from courses in reverse logistics, while others could want extra help with their reading. Multiple staff members have complained that upper management has yet to consider their suggestions for enhancing reverse logistics. Official guidelines for the adoption of reverse logistics have yet to be released.

There are six challenges to overcome in Linkage Variables (Quadrant III) (Quadrant III). Consider problems B7, which include suppliers' ongoing environmental awareness; B9, which involve suppliers' reluctance to embrace new technology; and B10, which involve suppliers' weak dedication to CSR (B10). These problems are complex in and of themselves and depend substantially on various other elements. Sixteen elements contribute to B1's technical illiteracy, eight of which are direct causes and eight of which are indirect reasons. There may need to be more senior management with GSCM experience. So, businesses must be open to trying new manufacturing processes to provide a safe, legal product. The sector still has a way to go before providing cutting-edge technical support.

Financial Restriction (B3) dominates all other factors and multiplies them by eight independently and as a dependent factor. The GSCM can't do its job without financial support. Greener supply chain practices (B4) have little chance of adoption without the support of high management. This indicates that as the GSCM model has gained popularity, the importance of the top management industries has declined.

Producing and selling large quantities of environmentally friendly items is challenging since manufacturers and sellers have a driving force of 8. (B7). Many small and medium-sized integrated firms are a significant factor in the high manufacturing cost. Instead of addressing environmental issues, they would rather avoid the topic altogether.

Corporate leaders must emphasize the need to minimize, reuse, and recycle waste items since this is the driving force and reliable strength of Resistance to the Adoption of Technological Innovation (B9). The expense is a common reason given by those who are hesitant to adopt new technologies.

Due to the lack of CSR (B10), we must factor in a negative eight on both sides of the equation (driver and dependent). Without government oversight, businesses may be founded for strictly self-interested purposes. The government must revise and strictly enforce its environmental regulations since corporations no longer care about their social duties. The Indian government should make it a top priority to create a CSR framework in the country. Unless forced by outside parties, many Indian corporations are not obligated to engage in social responsibility since no regulations require them.

Potential additions to Quadrant IV include increased government assistance for implementing environmentally friendly policies (B5) and market competitiveness (B8). What makes something an independent variable is that it exerts its influence in isolation from other variables. Even if ten individuals are willing to help, only one will have faith in the results if the government does not support environmentally responsible business practices. Establishing efficient rules and regulations is essential to maintaining a prosperous business climate. Companies may reliably rely on environmental rules and regulations.

A comprehensive literature review led to this conclusion. We double-checked our findings against the corresponding literature to ensure their accuracy. We found that having less money is a predictor of having less technical knowledge. The shared traits are the lack of intellectual curiosity, reluctance to change, and disrespect for ethical business behaviour (Tian et al., 2021). GSCM is difficult because of the limited resources available and the requirement to monitor suppliers to ensure they meet corporate social and environmental responsibility standards.

Learn the laws and standards that businesses must follow in the name of protecting the environment. After the necessary legislation is passed, GSCM will be applied worldwide and across all sectors.

Competitiveness in the market is high (a nine on the driving scale), yet dependence is low (a two on the reliance scale). Business owners need help investing in eco-friendly initiatives to meet expanding customer demand at low prices.

Consumers' increasing awareness of environmental issues and the public's generally positive view of the manufacturing industry have pressured small and medium-sized businesses (SMEs) to switch to more sustainable production methods. The automotive industry is a significant contributor to the U.S. economy. Hence GSCM must be introduced there without delay. Technical experts and the management of SMEs encounter significant hurdles in implementing the GSCM. We are using ISM to look for links between the identified significant concerns. The Structural Self-Interaction Matrix is essential for Interpretive Structural Modeling (SSIM). We based this on our investigation and other authorities (ISM).

Major issues now include accountability and ecological responsibility. Several theoretical and methodological obstacles to the widespread use of GSCM are discussed here. The issues and answers mentioned there may be applicable in a broad range of settings. Among the various themes covered in this study are the value of ecological competence and the strategic ramifications of GSCM. Teamwork from all levels of a company's workforce is essential for a successful GSCM rollout. The absence of data on how often reverse logistics is used is an important research limitation (B6). Regarding GSCM's broad adoption, a lack of competent workers is a significant barrier (B1). The MICMAC analysis singled up six connection restrictions to pinpoint the root of the problems.

Barriers B2 (inadequate technical knowledge), B3 (financial limitations), B4 (executive sponsorship), B7 (supplier environmental awareness), B9 (Resistance to technological innovation), and B10 (corporate social responsibility) all have the same effect on GSCM adoption because they each have the same driving strength and dependence power.

A lack of official support for implementing environmentally friendly laws (B5) and introducing competitive alternatives to the market are two examples of non-governmental hurdles (B8). For conventional SCM to begin using environmentally friendly practices, it must overcome several challenges. Several fresh perspectives have emerged as a result of our investigation. Remember the following checklist: By helping administrators focus on the most critical problems, the risk assessment may increase the GSCM hopefuls' chances of success. The most out of the GSCM, this approach is ideal. A wealth of data concerning blockages might be mined for insights using methods like ISM. Recent years have seen a surge in the publication of GSCM's scientific output. The first stages of developing the GSCM prototype have begun. The resurfacing of past issues gives GSCM a chance to start again and find solutions. Further study is required to perfect the methods used in S.C. and GSCM evaluation.

The primary focus of the research was on the automobile sector in India. Industry worries regarding GSCM implementation might be eased by removing current barriers to acceptance. In addition, it encourages the auto industry to develop less harmful goods to the environment, increasing the sector's chances of survival. The government should promote ecologically sound commodities made by industry and conduct ecological conferences and seminars to persuade firms to adopt environmentally responsible strategies. Accreditation from the GSCM and receiving more money from the government are both realistic goals. Managers may use the results of this model to apply greener practices in their supply chain operations, reducing their negative impact on the environment and gaining a competitive edge.

Ethical Approval: Not applicable

Consent to Participate: not applicable

Consent to Publish: Not applicable

Authors' Contribution Statement: Conceptualization and Original Paper drafting: Xinxiang Gao Data collection: Xinxiang Gao and Tianqi Li Methodology and software and formal analysis: Tianqi Li and Xinxiang Gao Validation: Thillai Raja Pertheban Revision, editing and Supervision: Thillai Raja Pertheban and Tianqi Li and Xinxiang Gao

Funding: No Funding information is available

Competing Interests: The authors declare that they have no conflict of interest.

Availability of data and materials: The datasets used and analyzed during the current study are available from the corresponding author upon reasonable request.

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\(6\)	\(\text{L}\text{a}\text{c}\text{k} \text{o}\text{f} \text{a}\text{w}\text{a}\text{r}\text{e}\text{n}\text{e}\text{s}\text{s} \text{a}\text{b}\text{o}\text{u}\text{t}\text{r}\text{e}\text{v}\text{e}\text{r}\text{s}\text{e} \text{l}\text{o}\text{g}\text{i}\text{s}\text{t}\text{i}\text{c}\text{s} \text{a}\text{d}\text{o}\text{p}\text{t}\text{i}\text{o}\text{n}\)	\(0\)	\(0\)	\(0\)	\(0\)	\(0\)	\(1\)	\(0\)	\(0\)	\(0\)	\(0\)
\(7\)	\(\text{t}\text{h}\text{e} \text{p}\text{r}\text{o}\text{b}\text{l}\text{e}\text{m} \text{i}\text{n} \text{m}\text{a}\text{i}\text{n}\text{t}\text{a}\text{i}\text{n}\text{i}\text{n}\text{g} \text{t}\text{h}\text{e}\text{e}\text{n}\text{v}\text{i}\text{r}\text{o}\text{n}\text{m}\text{e}\text{n}\text{t}\text{a}\text{l} \text{a}\text{w}\text{a}\text{r}\text{e}\text{n}\text{e}\text{s}\text{s} \text{o}\text{f} \text{s}\text{u}\text{p}\text{p}\text{l}\text{i}\text{e}\text{r}\text{s}\)	\(0\)	\(1\)	\(0\)	\(0\)	\(0\)	\(0\)	\(1\)	\(0\)	\(0\)	\(1\)
\(8\)	\(\text{M}\text{a}\text{r}\text{k}\text{e}\text{t} \text{C}\text{o}\text{m}\text{p}\text{e}\text{t}\text{i}\text{t}\text{i}\text{o}\text{n}\)	\(0\)	\(0\)	\(1\)	\(1\)	\(0\)	\(0\)	\(0\)	\(1\)	\(0\)	\(0\)
\(9\)	\(\text{R}\text{e}\text{s}\text{i}\text{s}\text{t}\text{a}\text{n}\text{c}\text{e} \text{t}\text{o} \text{T}\text{e}\text{c}\text{h}\text{n}\text{o}\text{l}\text{o}\text{g}\text{y}\text{A}\text{d}\text{v}\text{a}\text{n}\text{c}\text{e}\text{m}\text{e}\text{n}\text{t} \text{A}\text{d}\text{o}\text{p}\text{t}\text{i}\text{o}\text{n}\)	\(0\)	\(1\)	\(0\)	\(1\)	\(0\)	\(0\)	\(0\)	\(0\)	\(1\)	\(0\)
\(10\)	\(\text{L}\text{a}\text{c}\text{k} \text{o}\text{f} \text{C}\text{o}\text{r}\text{p}\text{o}\text{r}\text{a}\text{t}\text{e} \text{S}\text{o}\text{c}\text{i}\text{a}\text{l}\text{r}\text{e}\text{s}\text{p}\text{o}\text{n}\text{s}\text{i}\text{b}\text{i}\text{l}\text{i}\text{t}\text{y}\)	\(1\)	\(0\)	\(1\)	\(1\)	\(0\)	\(1\)	\(0\)	\(0\)	\(1\)	\(1\)

\({S}.{N}{o}.\)	\({B}{a}{r}{r}{i}{e}{r}{s}\)	\(10\)	\(9\)	\(8\)	\(7\)	\(6\)	\(5\)	\(4\)	\(3\)	\(2\)	\(1\)	\({D}{r}{i}{v}{i}{n}{g} {P}{o}{w}{e}{r}\)
\(1\)	\(Lack of Human resource\)	\(1\)	\(0\)	\(0\)	\(0\)	\(0\)	\(1\)	\(0\)	\(0\)	\(0\)	\(0\)	\(2\)
\(2\)	\(Lack of Technical Expertise\)	\(1*\)	\(1\)	\(1\)	\(1*\)	\(0\)	\(1\)	\(1\)	\(0\)	\(1\)	\(1*\)	\(8\)
\(3\)	\(Financial constraints\)	\(1\)	\(1\)	\(1\)	\(1\)	\(0\)	\(1\)	\(1*\)	\(0\)	\(1\)	\(1*\)	\(8\)
\(4\)	\(Lack of top Management involvement in adopting green supply chain management\)	\(1\)	\(1\)	\(1*\)	\(1\)	\(0\)	\(1*\)	\(1\)	\(0\)	\(1*\)	\(1\)	\(8\)
\(5\)	\(Lack of government support to adopt environmentally friendly policies\)	\(1*\)	\(1\)	\(1\)	\(1\)	\(1\)	\(1*\)	\(1*\)	\(1\)	\(1\)	\(1*\)	\(10\)
\(6\)	\(Lack of awareness about reverse logistics adoption\)	\(0\)	\(0\)	\(0\)	\(0\)	\(0\)	\(1\)	\(0\)	\(0\)	\(0\)	\(0\)	\(1\)
\(7\)	\(The problem in maintaining the environmental awareness of suppliers\)	\(1*\)	\(1\)	\(1*\)	\(1*\)	\(0\)	\(1*\)	\(1\)	\(0\)	\(1*\)	\(1\)	\(8\)
\(8\)	\(MarketCompetition\)	\(1*\)	\(1*\)	\(1\)	\(1\)	\(0\)	\(1*\)	\(1*\)	\(1\)	\(1*\)	\(1*\)	\(9\)
Ordering Scheme (3.3)

\(\mathbf{B}\mathbf{a}\mathbf{r}\mathbf{r}\mathbf{i}\mathbf{e}\mathbf{r}\mathbf{s}\)	\(\mathbf{R}\mathbf{e}\mathbf{a}\mathbf{c}\mathbf{h}\mathbf{a}\mathbf{b}\mathbf{i}\mathbf{l}\mathbf{i}\mathbf{t}\mathbf{y} \mathbf{S}\mathbf{e}\mathbf{t}\)	\(\mathbf{A}\mathbf{n}\mathbf{t}\mathbf{e}\mathbf{c}\mathbf{e}\mathbf{d}\mathbf{e}\mathbf{n}\mathbf{t} \mathbf{S}\mathbf{e}\mathbf{t}\)	\(\mathbf{I}\mathbf{n}\mathbf{t}\mathbf{e}\mathbf{r}\mathbf{s}\mathbf{e}\mathbf{c}\mathbf{t}\mathbf{i}\mathbf{o}\mathbf{n}\)	\(\mathbf{L}\mathbf{e}\mathbf{v}\mathbf{e}\mathbf{l}\)
\(1\)	\(\text{1,6}\)	\(\text{1,2},\text{3,4},\text{5,7},\text{8,9},10\)	\(1\)
\(2\)	\(\text{1,2},\text{3,4},\text{6,7},\text{9,10}\)	\(\text{2,3},\text{4,5},\text{7,8},\text{9,10}\)	\(\text{2,3},\text{4,7},\text{9,10}\)
\(3\)	\(\text{1,2},\text{3,4},\text{6,7},\text{9,10}\)	\(\text{2,3},\text{4,5},\text{7,8},\text{9,10}\)	\(\text{2,3},\text{4,7},\text{9,10}\)
\(4\)	\(\text{1,2},\text{3,4},\text{6,7},\text{9,10}\)	\(\text{2,3},\text{4,5},\text{7,8},\text{9,10}\)	\(\text{2,3},\text{4,7},\text{9,10}\)
\(5\)	\(\text{1,2},\text{3,4},\text{5,6},\text{7,8},\text{9,10}\)	\(5\)	\(5\)
\(6\)	\(6\)	\(\text{2,3},\text{4,5},\text{6,7},\text{8,9},10\)	\(6\)	\(1\)
\(7\)	\(\text{1,2},\text{3,4},\text{6,7},\text{9,10}\)	\(\text{2,3},\text{4,5},\text{7,8},\text{9,10}\)	\(\text{2,3},\text{4,7},\text{9,10}\)
\(8\)	\(\text{1,2},\text{3,4},\text{6,7},\text{8,9},10\)	\(\text{5,8}\)	\(8\)

\({B}{a}{r}{r}{i}{e}{r}{s}\)	\({R}{e}{a}{c}{h}{a}{b}{i}{l}{i}{t}{y}{S}{e}{t}\)	\({A}{n}{t}{e}{c}{e}{d}{e}{n}{t} {S}{e}{t}\)	\({I}{n}{t}{e}{r}{s}{e}{c}{t}{i}{o}{n}\)	\({L}{e}{v}{e}{l}\)
\(1\)	\(1\)	\(\text{1,2},\text{3,4},\text{5,7},\text{8,9},10\)	\(1\)	\(2\)
\(2\)	\(\text{1,2},\text{3,4},\text{7,9},10\)	\(\text{2,3},\text{4,5},\text{7,8},\text{9,10}\)	\(\text{2,3},\text{4,7},\text{9,10}\)
\(3\)	\(\text{1,2},\text{3,4},\text{7,9},10\)	\(\text{2,3},\text{4,5},\text{7,8},\text{9,10}\)	\(\text{2,3},\text{4,7},\text{9,10}\)
\(4\)	\(\text{1,2},\text{3,4},\text{7,9},10\)	\(\text{2,3},\text{4,5},\text{7,8},\text{9,10}\)	\(\text{2,3},\text{4,7},\text{9,10}\)
\(5\)	\(\text{1,2},\text{3,4},\text{5,7},\text{8,9},10\)	\(5\)	\(5\)
\(7\)	\(\text{1,2},\text{3,4},\text{7,9},10\)	\(\text{2,3},\text{4,5},\text{7,8},\text{9,10}\)	\(\text{2,3},\text{4,7},\text{9,10}\)
\(8\)	\(\text{1,2},\text{3,4},\text{7,8},\text{9,10}\)	\(\text{5,8}\)	\(8\)
\(9\)	\(\text{1,2},\text{3,4},\text{7,9},10\)	\(\text{2,3},\text{4,5},\text{7,8},\text{9,10}\)	\(\text{2,3},\text{4,7},\text{9,10}\)
\(10\)	\(\text{1,2},\text{3,4},\text{7,9},10\)	\(\text{2,3},\text{4,5},\text{7,8},\text{9,10}\)	\(\text{2,3},\text{4,7},\text{9,10}\)

Driving Environmental Sustainability and Supply Chain Competitiveness through Green Logistics Management

Status:

Version 1

Abstract

1. Introduction

2. Literature review

3. Methodology

3.1. Achievability Matrix

4. Results and discussions

5. Conclusion

Declarations

References

Status:

Version 1