Questionnaire 1: Sustainable procurement management
You and your organisation:
Q1: Job title: __________________________
Q2: How many employees are there in your organisation?
a. 1 - 9 e. 250 - 499
b. 10 - 49 f. 500 - 999
c. 50 - 99 g. 1000 +
d. 100 - 249
Q3. Type of your organisation?
Q4. Annual purchasing spend (A$):
a. 0 - 49,000 g. 5 - 10 ml
b. 50,000 - 99,000 h. 11 - 15 ml
c. 100,000 - 249,000 i. 25 - 50 ml
d. 250,000 - 499,000 j. 51 - 500 ml
e. 500,000 - 999,000 k. 501 - 1 bl
f. 1 - 5 ml l. 1 bl or more
Q5. What are the main goods and services you buy?
a. __________________
b. __________________
c. __________________
d. __________________
e. __________________
f. __________________
g. __________________
Q6. What is your average contract length with suppliers (years)? ____________
Q7. How many suppliers do you have? ________
Q8. Has the number of suppliers to your organisation changed in the last 10 years?
a. Stayed same __________
b. Reduced _____________
c. Increased _____________
d. If increased or reduced please estimate by what percentage? ______
Q9. Please estimate percentage of spend with your top 3 suppliers ________
Q10. Does your organisation have ISO 9001 Certification? _____________
Q11. Does your organisation have ISO 14001 Certification? _____________
Q12. Does your organisation have sustainability Reporting system? ___________________
Q13. Please indicate how strongly you agree with the following statements concerning strategic supply.
No Item Strongly disagree Disagree Neither agree or disagree Agree Strongly agree
1 The suppliers see our relationship as a long term alliance
2 The purchasing function has a good knowledge of the organisation's strategic goals
3 We rely on a small number of suppliers
4 We maintain close relationships with a limited pool of suppliers
5 Purchasing is decentralised within our organisation
6 We expect our relationship with key suppliers to last a long time
7 We get multiple price quotes from suppliers before ordering
8 The purchase function has a formally -written long-range plan
9 We work with suppliers to improve their quality in the long run
10 Purchasing performance is measured in terms of its contribution to the organisation's success
11 We view our suppliers as an extension of our organisation
12 Purchasing is included in the organisation's strategic planning process
Q14. Please indicate how strongly you agree with the following statements. Currently our purchasing function:
No Item Strongly disagree Disagree Neither agree or disagree Agree Strongly agree
1 Uses a life-cycle analysis to evaluate the environmental friendliness of products and packaging
2 Participates in the design of products for recycling or reuse
3 Asks suppliers to commit to waste reduction goals
4 Purchases from small suppliers ( 100 employees)
5 Visits supplier's plants to ensure that they are not using sweatshop labour
6 Participates in the design of products for disassembly
7 Ensures that suppliers' locations are operated in a safe manner
8 Ensures that supplier comply with child labour laws
9 Purchases from local suppliers
10 Reduces packaging material
11 Donates to philanthropic organisations
12 Volunteers to local charities
Q15. Please indicate how strongly you agree with the following statements on suppliers and sustainability
No Item Strongly disagree Disagree Neither agree or disagree Agree Strongly agree
1 We encourage our existing suppliers to become more sustainable
2 Cost and quality play a more important role than sustainability criteria when we try to identify a new supplier
3 We actively consider switching to more sustainable suppliers
4 It is difficult to persuade our current suppliers to become more sustainable
5 We set environmental criteria that suppliers must meet
6 Sustainability plays an important role in our search for suppliers
7 We try, where possible, to replace less sustainable suppliers with more sustainable suppliers
Q16. Please indicate how strongly you agree with the following statements. As a result of undertaking social responsible activities:
No Item Strongly disagree Disagree Neither agree or disagree Agree Strongly agree
1 We have been able to obtain products or services from suppliers that are of higher quality
2 We have lower the cost of purchasing materials
3 We have been able to obtain products or services from suppliers with shorter lead times
4 Total costs have been reduced
5 Suppliers have done their job more efficiently
6 Labour costs have decreased
Q17. What prevents sustainable (or socially or environmentally responsible) procurement in your organisation?
a. ___________
b. ___________
c. ______________
d. ______________
e. ______________
Q18. What facilitates sustainable (or socially or environmentally responsible) procurement in your organisation?
a. ___________
b. ___________
c. ______________
d. ______________
e. ______________
Q19. Any other comments?
Questionnaire 2: Green Supply Chain
You and your organisation:
Q1: Job title: __________________________
Q2: How many employees are there in your organisation?
a. 1 - 9 e. 250 - 499
b. 10 - 49 f. 500 - 999
c. 50 - 99 g. 1000 +
d. 100 - 249
Q3. Type of your organisation?
Q4. Annual purchasing spend (A$):
a. 0 - 49,000 g. 5 - 10 ml
b. 50,000 - 99,000 h. 11 - 15 ml
c. 100,000 - 249,000 i. 25 - 50 ml
d. 250,000 - 499,000 j. 51 - 500 ml
e. 500,000 - 999,000 k. 501 - 1 bl
f. 1 - 5 ml l. 1 bl or more
Q5. What are the main goods and services you buy?
a. __________________
b. __________________
c. __________________
d. __________________
e. __________________
f. __________________
g. __________________
Q6. What is your average contract length with suppliers (years)? ____________
Q7. How many suppliers do you have? ________
Q8. Has the number of suppliers to your organisation changed in the last 10 years?
a. Stayed same __________
b. Reduced _____________
c. Increased _____________
d. If increased or reduced please estimate by what percentage? ______
Q9. Please estimate percentage of spend with your top 3 suppliers ________
Q10. Does your organisation have ISO 9001 Certification? _____________
Q11. Does your organisation have ISO 14001 Certification? _____________
Q12. Does your organisation have sustainability Reporting system? ___________________
Q13. In the last five years, your organisation has taken environmental actions in the following areas:.
No Item Strongly disagree Disagree Neither agree or disagree Agree Strongly agree
1 Environmental friendly raw materials
2 Substitution of environmental questionable materials
3 Selection of suppliers by environmental criteria
4 Urging/pressuring suppliers to take environmental actions
5 Taking environmental criteria into consideration
6 Design considerations
7 Optimisation of processes to reduce solid wastes
8 Optimisation of processes to reduce water use
9 Optimisation of processes to reduce air emissions
10 Use of cleaner technology processes to make savings (energy, water, wastes)
11 Recycling of materials internal to your organisation
12 Use of alternative sources of energy
13 Helping suppliers to establish their own EMS
14 Recovering of your organisation's end-of-life products
15 Eco-lebeling
16 Taking back packaging
17 Providing consumers with information on environmentally friendly products/services
18 Changes for more environmentally friendly transportation
19 Other actions taken - please specify:
Q14. In the last five years, in the process of greening the suppliers, your organisation has taken actions in the following areas with regards to the suppliers:
No Item Strongly disagree Disagree Neither agree or disagree Agree Strongly agree
1 Holding awareness seminars for suppliers
2 Guiding suppliers to establish their own environmental programs
3 Bringing together your suppliers to share their know how and problems
4 Sharing with suppliers about the benefits of cleaner systems and processes
5 Urging/ pressuring suppliers to take environmental actions
6 Selecting suppliers by environmental criteria
7 Sending in-house auditors to appraise environmental performance of suppliers
8 Arranging for funds to help suppliers to purchase equipment for pollution prevention, waste water recycling etc.
Q15. In the last five years because of sustainable practices, there has been specific benefits achieved in each of the following
No Item Strongly disagree Disagree Neither agree or disagree Agree Strongly agree
1 Increased efficiency
2 Quality improvement
3 Productivity improvement
4 New market opportunities
5 Cost saving
6 Improved corporate image
7 Reduction of solid/liquid waste
8 Reduction of emissions
9 Recycling
10 Environmental compliance improvement
11 Product/service price increase
12 Profit margin
13 Social commitment
14 Sales
15 Market share
16 Preserve environment
Questionnaire 3: Reverse Supply Chain
You and your organisation:
Q1: Job title: __________________________
Q2: How many employees are there in your organisation?
a. 1 - 9 e. 250 - 499
b. 10 - 49 f. 500 - 999
c. 50 - 99 g. 1000 +
d. 100 - 249
Q3. Type of your organisation?
Q4. What are the main products you collect for recycling, reuse or remanufacturing?
a. __________________
b. __________________
c. __________________
d. __________________
e. __________________
f. __________________
g. __________________
Q5. (If any) what is your average contract length with customers (for whom you collect waste) (years)? ____________
Q6. How many customers do you have? ________
Q7. Please estimate percentage of business with your top 3 customers ________
Q8. Does your organisation have ISO 9001 Certification? _____________
Q9. Does your organisation have ISO 14001 Certification? _____________
Q10. Please tell us your reverse supply chain policy ____________
Q11. Discuss your reverse supply chain structure (network)
• map your reverse supply chains
• identify reverse supply chain activities
• introduce your major customers partners and discuss the types of partnership
• communication type and pattern
• use of communication technology
Q12. How do you manage your returns (inventory, transportation and processing)
Q13. What are critical challenges of reverse supply chains? Compare these challenges pairwise using a scale of 1 - 9.
Legislation
External
Customer demand
factor
Incentive
Critical
Challenges
Strategic cost
Environmental concern
Internal Resource
factor
Integration & coordination Volume & quality
Intensity of
Importance Definition Explanation
1 Equal Importance Two activities contribute equally to the objective
3 Moderate importance Experience and judgement slightly favour one activity over another
5 Strong importance Experience and judgement strongly favour one activity over another
7 Very strong or demonstrated importance An activity is favoured very strongly over another, its dominance demonstrated in practice
9 Extreme importance The evidence favouring one activity over another is of the highest possible order of affirmation 2, 4, 6, 8 For compromise between the above values Sometimes one needs to interpolate a compromise judgement numerically because there is no good word to describe it Reciprocal and above If activity i has one of the above nonzero numbers assigned to it when compared with activity j, then j has the reciprocal value when compared with i A comparison mandated by choosing the smaller element as the unit to estimate the larger one as a multiple of that unit Rationals Ratios arising from the scale If consistency were to be forced by obtaining n numerical values to span the matrix 1.1-1.9 For tied activities When elements are closed and nearly indistinguishable; moderate is 1.3 and extreme is 1.9
Factor: Internal factors - Determination of criticality of Internal factors while assessing the implementation of reverse supply chain
Strategic cost Environmental concern Resource Integration & coordination Volume & quality
Strategic cost 1
Environmental concern 1
Resource 1
Integration & coordination 1
Volume &
quality 1
Q. 1 To what extent (using 1 to 9 scale) ‘strategic cost' is more important (more critical) than ‘environmental cost' while assessing the importance of internal factors.
Q. 2 To what extent (using 1 to 9 scale) ‘strategic cost' is more important (more critical) than ‘resource' while assessing the importance of internal factors.
Q. 3 To what extent (using 1 to 9 scale) ‘strategic cost' is more important (more critical) than ‘integration & coordination while assessing the importance of internal factors.
Q. 4 To what extent (using 1 to 9 scale) ‘strategic cost' is more important (more critical) than ‘volume & quality' while assessing the importance of internal factors.
Q. 5 To what extent (using 1 to 9 scale) ‘Environmental concern' is more important (more critical) than ‘resource' while assessing the importance of ‘internal factors.
Q. 6 To what extent (using 1 to 9 scale) ‘environmental concern' is more important (more critical) than ‘integration & coordination' while assessing the importance of internal factors.
Q. 7 To what extent (using 1 to 9 scale) ‘environmental concern' is more important (more critical) than ‘volume & quality' while assessing the importance of internal factors.
Q. 8 To what extent (using 1 to 9 scale) ‘resource' is more important (more critical) than ‘integration & coordination' while assessing the importance of internal factors.
Q. 9 To what extent (using 1 to 9 scale) ‘resource' is more important (more critical) than ‘volume & quality' while assessing the importance of ‘internal factors.
Q. 10 To what extent (using 1 to 9 scale) ‘integration & coordination' is more important (more critical) than ‘volume & quality' while assessing the importance of ‘internal factors.
Factor: External factors - Determination of criticality of External factors while assessing the implementation of reverse supply chain.
Legislation Customer demand Incentive
Legislation 1
Customer demand 1
Incentive 1
Q. 1 To what extent (using 1 to 9 scale) ‘Legislation' is more critical than ‘Customer demand' while assessing the significance (importance) of ‘External factors.
Q. 2 To what extent (using 1 to 9 scale) ‘Legislation' is more critical than ‘incentive' while assessing the significance (importance) of ‘External factors.
Q. 3 To what extent (using 1 to 9 scale) ‘customer demand' is more critical than ‘incentive' while assessing the significance (importance) of ‘External factors.