International Journal of Management, Accounting and Economics

Volume 10, Issue 4, April, 2023

ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Original Research

Effect of Green Supply Chain Management

Practices on Environmental Performance of
Sugar Firms in Western Kenya

Andolo Dan Ojijo1

Department of Management, Maseno University, Kisumu, Kenya

Received 13 March 2023 Revised 15 April 2023 Accepted 20 April 2023

Abstract
Organizations are facing increasing pressure to consider the environmental
impact of their industrial operations, particularly in high-polluting industries.
Supply chain management is now being utilized more frequently to address the
environmental pollution challenges that arise due to industrial development.
Despite the implementation of environmental management policies, sugar
companies in Western Kenya are still encountering disputes with local
communities due to pollution caused by their production processes. Experts
suggest that the incorporation of Green Supply Chain Management (GSCM)
strategies may be effective in reducing the environmental impact of
manufacturing processes. However, the effectiveness of these strategies had not
been examined through empirical research. As a result, this study aimed to
investigate the impact of GSCM practices on the environmental performance of
Western Kenya's sugar manufacturing firms. A survey was conducted using an
explanatory design, with 127 respondents drawn from various departments
within the organizations. The reliability of the survey instruments was evaluated
using Cronbach's alpha coefficient. The findings revealed that R2 for GSCM
practices was 0.684 (p=0.00) and statistically significant, indicating that GSCM
practices account for 68.4% of the variance in environmental performance. The
study concluded that manufacturing companies should adopt GSCM as a critical
strategy for sustainable initiatives, which can contribute to a company's
competitive advantage and overall profitability.

Keywords: Pollution prevention, Resource conservation, Sustainability.

1
Corresponding author’s Email: andolo3000@gmail.com

©2023 The Author(s)

This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/)
260
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Introduction
The rapid advancement of the industry has resulted in significant environmental issues,
such as the discharge of greenhouse gases, hazardous pollutants, and accidental chemical
spills (Peng and Lin, 2008). In response to increasing worldwide environmental
apprehensions, the concept of Green Supply Chain Management (GSCM) has arisen.
GSCM refers to the incorporation of environmentally friendly practices into all aspects
of supply chain management. This encompasses product design, material selection,
manufacturing processes, delivery to customers, and proper disposal. According to
Bowersox and Closs (1996), the supply chain encompasses all processes involved in the
alteration and transportation of commodities or provisions from their raw material stage
to their final destination with the customers, both within and outside the organization.
Srivastava (2007) further highlights that GSCM involves considering environmental
factors throughout the entire supply chain process, from product design to customer
delivery.

Managing environmental pressures and meeting stakeholder expectations have

become increasingly challenging for businesses, as pointed out by Kassinis and Vafeas
(2006). The implementation of environmental management techniques has become a
major issue for enterprises, according to Hofer, Cantor, and Dai (2012), who emphasize
the importance of addressing stakeholder pressures. Tseng, Wang, Chiu, Geng, and Lin
(2013) highlight the need for industrial enterprises to actively engage in environmental
management in order to achieve sustainable development goals. De Giovanni (2012)
notes that environmental degradation has been a significant concern for businesses,
especially since society has become more aware of the harmful effects of unsustainable
practices.

The manufacturing industry has significant impacts on society, the environment, and
the economy, creating opportunities for individuals to contribute to sustainability efforts.
With a highly competitive market, businesses are seeking ways to decrease supply chain
expenses and have turned to green supply chain management as a means to achieve this
objective. GSCM has been identified as a vital management strategy to help companies
attain sustainability in their manufacturing processes by reducing environmental impact
and increasing efficiency, (De Giovanni, 2012).

Green supply chain management (GSCM) covers all aspects of supply chain
management that are required to comply with environmental regulations (Zhu & Sarkis,
2007). They assert that GSCM can be divided into intra-organizational and inter-
organizational environmental practices. It is important for a company to be aware of the
practices of other members in the supply chain and meet the expectations of stakeholders
(Ashby, Leat, & Hudson-Smith, 2007), as a company is a part of the supply chain. The
concepts and practices of environmental and social responsibility are increasingly
important and are considered a significant aspect of business requirements today (Ashby
et al., 2012).

Green Supply Chain Management (GSCM) is the practice of integrating

environmental sustainability into all aspects of supply chain management. This includes

261
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

product design, material selection, manufacturing processes, delivery to consumers, and

proper disposal at the end of the product's useful life. According to Bowersox and Closs
(1996), the supply chain encompasses all activities related to the transformation and
movement of goods or services from raw materials to end users, both internal and
external. Srivastava (2007) further emphasized that GSCM involves taking environmental
considerations into account throughout the entire supply chain process, from product
design to customer delivery.

Different organizations may adopt varying GSCM practices depending on their

operations, characteristics, and industrial sector. According to Liu et al. (2013), there is
no one-size-fits-all approach to GSCM. Dheeraj and Vishal (2012) identified green
purchasing, manufacturing, materials management, distribution, marketing, and reverse
logistics as the five major GSCM practices. Similarly, Ninlawan et al. (2010) highlighted
green procurement, manufacturing, distribution, and reverse logistics as the primary
GSCM practices. Likewise, Amemba et al. (2013) and Srivastava (2007) listed green
procurement, manufacturing, operations, reverse logistics, and waste management as
significant parts of GSCM. This research focuses on investigating GSCM practices under
the categories of green purchasing, manufacturing, distribution, and reverse logistics.

Green manufacturing (GM) pertains to a production process that is exceedingly

efficient and generates minimal waste or pollution, utilizing inputs that are
environmentally sound. Ninlawan et al. (2010) have observed that GM can potentially
reduce costs related to raw materials, enhance overall production efficiency, decrease
expenses attributed to environmental and occupational safety concerns, in addition to
promoting a more favorable corporate image. In contrast, green procurement is centered
on responsible purchasing which aims to minimize material usage, promote item reuse,
and facilitate the recycling of materials during procurement activities (Ninlawan et al.,
2010). This encompasses all operations designed to ensure that the products, machinery,
and services produced by a company have minimal impact on the natural environment.
The present investigation concentrates on green procurement as it is proactive and
addresses strategic matters, in contrast to green purchasing (Dobler & Burt, 1996).

The idea of green distribution refers to implementing eco-friendly and efficient

methods and techniques for the shipment of goods in the logistics industry (Rodrigue,
Comtois & Slack, 2006). The transportation of products to consumers is a major
environmental concern due to the emission of hazardous substances such as lead and zinc,
and gases like carbon monoxide, carbon dioxide, and methane when utilizing petroleum-
based fuels (Wu & Dunn, 1995). Furthermore, these means of transportation produce
excessive noise and the development of transportation infrastructure damages the
environment significantly. In order to safeguard the environment, it is critical to opt for
modes of transportation that minimize or eliminate these concerns.

Reverse logistics refers to the process of returning materials and products from their
point of consumption to their original source with the aim of recovering or creating value
or disposing of them safely, all while minimizing the negative environmental impact of a
company's products. The term "reverse logistics" was coined by experts such as Carter &
Ellram (1998) and Srivastava & Srivastava (2006). Alnoor, Eneizan, Makhamreh &
Rahoma (2018) stated that businesses utilize reverse logistics for various reasons,

262
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

including reducing expenses, meeting evolving consumer demands, protecting their

aftermarkets, and demonstrating their commitment to environmental responsibility.

Sugar Industry Environmental Concerns in Kenya

Environmental concerns are gaining importance in the sugar industry due to various
factors such as pressure from environmentalists and local communities, increased
regulation, and market demands (Solomon, 2005). The sugar industry, along with other
intensive agricultural sectors, faces several environmental challenges. Murty, Kumar, and
Paul (2006) highlighted the need for sustainable production in the sugar industry,
emphasizing the importance of enhancing production systems to optimize water and
nutrient usage, conserve soils, and control weeds, pests, and diseases with minimal
pesticide impact.

The sugar industry faces numerous sustainability challenges due to its negative
environmental impacts like land use change, soil degradation, high water consumption,
atmospheric pollution from burning bagasse and trash, and loss of biodiversity from
monocultures (Duarte, Gaudreau, Gibson & Malheiros, 2013). According to Eustice et al.
(2011), cane burning reduces organic carbon in the soil, while green cane harvesting
improves it. They propose that to overcome these challenges, an environmental
management plan is necessary to control fertilizer use optimization, tillage techniques,
soil acidity and compaction, and avoid soil erosion. This plan should also promote the
ethical use of chemicals and conserve water and energy. Moreover, sugarcane production
has been associated with several significant socioeconomic risks, including rising
inequalities in rural areas, poor wages, and worker exploitation (Leal et al., 2013).

The production and processing of sugarcane has been linked to harmful effects on the
environment and society, including the destruction of natural habitats, excessive water
usage, heavy reliance on pesticides, and pollution of air and water (Sugar task force,
2020). Additionally, this industry affects the livelihoods of a significant portion of
Kenya's population, with about 25% depending on it and contributing to 15% of the
agricultural GDP. Despite these concerns, there have been no efforts made by Kenyan
sugar companies to demonstrate their sustainability practices and environmental impact.
Therefore, the purpose of this study is to evaluate the impact of GSCM techniques on the
environmental performance of sugar enterprises located in western Kenya.

The NEMA report of 2015 revealed that, despite the implementation of solutions such
as wastewater treatment, environmental contamination caused by sugar mills in Western
Kenya remains on the rise. Non-governmental organizations like the World Bank have
been promoting cleaner production methods to tackle this issue. An example of such
intervention is the LVEMP II project, which began in 2009 and is being undertaken by
the Kenya National Cleaner Manufacturing Center. This project permits firms to adopt
cleaner production practices voluntarily, thereby reducing pollution and enhancing their
competitiveness. However, the environmental performance of sugar companies in
Western Kenya continues to deteriorate, according to KSBs report of 2011.

Empirically, Miima, Neyole, Nyongesa, and Akali (2011) conducted a study to

investigate the impact of Mumias Sugar's effluent discharge on River Nzoia. They found

263
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

that the factory treated the effluents from sugar milling activities in six ponds before
releasing them into the river. However, the river was still heavily polluted, and the
pollution levels were higher than the permitted levels set by NEMA and WHO. The study
suggested that despite using recycling as a reverse logistics activity, the sugar factory
could not manage water pollution. Therefore, to enhance environmental performance,
sugar companies should adopt cleaner production methods, and all supply chain
participants must be involved both upstream and downstream. Similarly, Marabu
conducted a study in 2011 that revealed the presence of waste generation in sugar
production at Mumias Sugar Company. The study pointed out the high levels of chemical
emissions in the river Nzoia, excessive water consumption, and limited use of molasses.
The study suggested implementing green procurement, which involves disclosing the
environmental impact of all manufacturing inputs.

The preceding information highlights two key points: firstly, sugar companies are an
integral part of Kenya's economy; and secondly, these companies still contribute to
environmental pollution despite implementing cleaner production methods, which
requires a specific approach to address stakeholder concerns. While there is no empirical
evidence yet, it is believed that strict adherence to green supply chain management
(GSCM) principles can provide a long-term solution to these issues. GSCM involves
managing raw materials, components, and processes efficiently to reduce environmental
impact from suppliers to customers. Therefore, by adhering to green standards and
involving all supply chain participants, sugar companies can improve their environmental
performance. The impact of GSCM strategies on the environment performance of sugar
companies needs further exploration.

Environmental Performance

ISO 14001 defines environmental performance as the quantifiable outcomes of an

organization's environmental management systems, which are aligned with the
organization's environmental policies and goals. Green et al. (2012) assert that the
primary goal of environmental performance is to reduce environmental pollution. They
suggest that an organization can enhance its environmental performance by minimizing
air emissions, decreasing wastewater, reducing solid waste, limiting hazardous substance
consumption, and minimizing environmental incidents.

According to Zhu et al. (2008), environmental performance as a company's capacity

to decrease air emissions, effluent waste, and solid wastes, while also decreasing the use
of hazardous and toxic materials, lessening the frequency of environmental accidents, and
enhancing the company's environmental condition. Additionally, environmental
performance can be seen as a means of reducing substances and emissions that negatively
affect the environment. Rao and Holt (2005) suggest that environmental performance can
enhance the efficiency and cooperation among business partners, as well as reduce waste,
increase environmental presence, generate cost savings, and improve the company's
reputation.

In this study, the measures of environmental performance were derived from Epstein
& Wisner's (2001) classification of such measures. These measures included categories
such as financial, internal process, customer, and learning and growth. Among the

264
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

specific categories identified in the study were energy consumption, the establishment of
an eco-friendly image and reputation, financial savings resulting from environmental
efforts, and the generation of hazardous materials.

Statement of the Problem

The sugar industry in Kenya is a crucial contributor to the country's economy.

However, the production of sugar has a negative impact on the environment. To address
growing concerns about environmental conservation, sugar companies in western Kenya
need to adopt green supply chain management (GSCM) practices to minimize their
environmental footprint. Nonetheless, implementing GSCM practices in these companies
faces various challenges. One of these challenges is a lack of understanding of GSCM
practices among management and employees, as most firms stick to traditional
manufacturing methods rather than prioritizing environmental impact. Additionally,
limited regulatory frameworks enforce the mandatory adoption of GSCM practices by
sugar companies. While Kenya has environmental regulations, the enforcement is weak,
leading to non-compliance by most industries. Finally, the implementation and
maintenance costs associated with GSCM practices have deterred some sugar companies
from embracing them. Despite the potential cost savings, these firms are unwilling to risk
hurting their bottom line. Against this backdrop, the study aims to examine the impact of
GSCM practices on the environmental performance of sugar companies in Western
Kenya.

Conceptual Framework
Independent variable Dependent variable

Green Supply Chain Environmental

Management Performance

 Green manufacturing  Energy conservation

 Green Procurement  Green Image and
 Reverse logistics reputation
 Green Distribution  Hazardous material
 output
 Product safety
Figure I: Expected link between GSCM and Firm’s Environmental Performance
Source: Adapted from Ninlawan et al., (2010), Zhu & Sarkis(2004) and Epstein &
Wisner's (2001)

As Zhu and Sarkis (2004) point out in the figure above, the independent variable, green
supply chain management, is expected to predict the dependent variable, environmental
performance. This relationship is projected to be moderated by Supply Chain Integration.
The constructs of green supply chain management are green manufacturing, green
procurement, green distribution, and reverse logistics (Ninlawan et al 2010), while supply
chain integration is measured by assessing the level of cooperation, coordination and
collaboration among supply chain partners.

265
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Environmental performance is projected to improve in terms of energy savings,

hazardous material production, green image and reputation, and product safety when
supply chain partners work together to coordinate and share information on greener
activities. GSCM is also intended to contribute to design for the environment (DFE) or
eco-design, which means that corporations will focus on decreasing a product's
environmental effects before it is manufactured, distributed, and used. The companies
will engage in a continual improvement approach to reduce the environmental impact of
their production activities.

Literature Review

Review of the Theoretical Literature

This review explores the underlying theories and guiding concepts of the study. The
theory that will guide the research is developed, concepts and variables are defined, and
variable dimensions are provided.

Stakeholder Theory

In this study, the term "stakeholder" refers to an individual or group that is affected by
the financial operations of a firm, as defined by Freeman (2010). Stakeholder theory is
one of the most significant theoretical philosophies in environmental management.
(Buysse & Verbeke, 2003). Focus has shifted from developing and analyzing the
justification for strategic decisions in green supply chains to the systematic coordination
of targets by businesses with their stakeholders, including internal business operations,
external stakeholders, and suppliers and customers. (e.g., public organizations).

According to the stakeholder approach, environmental management principles are

essential to achieving credibility for all parties. (Donaldson &Preston, 1995). Firms need
to establish mutual respect with their stakeholders, motivate them, and establish processes
that will inspire everyone to take pride in the preservation of the environment. (Sharma
& Vredenburg, 1998). In order to better align with stakeholders and enable them to
contribute to environmental protection, businesses integrate their environmental
monitoring with relevant stakeholders, according to the stakeholder theory. These efforts
are successful when integrated mechanisms that support environmental management
across concerned parties are in place. (Donaldson & Preston, 1995; Sharma
&Vredenburg, 1988).

The concept of sustainability promotes top management awareness of stakeholder

expectations for improved environmental performance because stakeholder pressure
encourages businesses to adopt a variety of environmental measures. (Schaltegger,
Hörisch, & Freeman, 2019). Stakeholder theory looks at how an organization interacts
with its internal and external environments and how this affects the way the organization
operates. The public at large are increasingly calling for government and business action
in response to the threats of environmental deterioration. As a result, there is an increase
in the demand for "green" products and suggestions for tighter environmental regulations.
(Delmas & Toffel, 2004)

266
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

The Concept of a Green Supply Chain

Green supply chain management (GSCM) is the integration of environmental practices

into supply chain activities, including product design, material sourcing and selection,
manufacturing procedures, final product delivery to consumers, and product end-of-life
management after its useful life. So it incorporates environmental issues with supply
chain management. The integration of internal and external activity, as well as the
transformation and flow of goods or services from raw materials to end consumers, are
all included in the supply chain. (Bowersox and Closs 1996).

Empirical Literature Review

The study reviewed literature on the relationship between green supply chain
management and environmental performance to enable identification of gaps to be
addressed by policy and in the industry of sugar manufacturing in Kenya.

Al-Sheyadi, Muyldermans, and Kauppi (2019) investigated the complementarity of

green supply chain management practices and its effect on environmental performance of
the Omani manufacturing enterprises. With the aim of studying how internal and external
GSCM strategies impacted both environmental impact and cost savings, their findings
demonstrated a strong correlation between collective GSCM proficiency and associated
environmental effect. Supporting the idea that combining GSCM approaches is more
beneficial than single best practices, the study suggested that managers should prioritize
implementing a bundle of GSCM procedures instead.

Ivanova (2020) did research on green procurement management in the context of

SMEs in developing nations, with a focus on companies based in Kyiv and the
surrounding region. The survey instruments used were subjected to structural equation
modelling and factor analysis to evaluate the hypotheses. In light of this, it was
determined that green procurement had a positive effect on society, the ecosystem, and
SMEs' economic standings. Because it would improve their performance, the report
advised SMEs from developing states to give adopting green supply methods top priority.

Li, Xue & Zhao (2021) conducted a global review on the practices of green supply
chain management (GSCM) and analyzed their effects on environmental performance.
Their study involved a literature review of GSCM and bibliometric analysis of
publications, where they observed a significant growth in the literature on GSCM over
the course of the last two decades. The review highlighted the various aspects of GSCM
such as green purchasing, green logistics, and green innovation. The bibliometric analysis
suggested that research on GSCM is widely spread across different disciplines and calls
for a multidisciplinary approach to address the issue of green supply chain management.

Afum,Agyabeng-Mensah, and Owusu (2020) conducted a study to analyze the impact

of green organizational culture in mediating the connection between environmental
management practices (EMPs) and environmental performance of Ghanaian
manufacturing SMEs. Interview data was collected from 157 manufacturing
organizations, and the Partial Least Squares-Structural Equation Modeling approach was
utilized to assess all hypothesized relationships. Their findings indicated that green

267
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

organizational culture and EMPs (green manufacturing and green procurement) had a
significant impact on environmental performance. It was also observed that EMPs had a
positive effect on green organizational culture, thus providing evidence that EMPs and
environmental performance could be mediated by green corporate culture.

Le (2020) looked at the connection between GSCM methods and long-term

performance in Vietnamese building materials manufacturing companies. For source
data, a survey of 218 manufacturers of building materials in Vietnam was conducted.
According to the research, green procurement had a positive impact on economic and
social performance but no effect on environmental performance, whereas green design
and manufacturing had positive and significant benefits on three categories of outcomes.
Additionally, the results showed a positive and significant correlation between
sustainable distribution and environmental sustainability.

In another study, Jaaffar and Kaman (2020) looked at environmental performance and
GSCM techniques. The study focused on employee behavior in the Malaysian chemical
industry. Using a theoretical framework of GSCM practices, an empirical study of GSCM
practices and environmental sustainability was conducted. The results showed that
employees' perceptions of environmental sustainability in terms of green purchasing
practices had no significant relationship with product-related green design, packaging-
related ecological design, or reverse logistics.

The study by García Alcaraz, et al. (2022) aimed to examine how green supply chain
management (GSCM) practices affect the environmental performance of manufacturing
companies in Mexico. Specifically, the research focused on the maquiladora industry and
analyzed the relationship between GSCM practices, environmental impact (EI) and
environmental cost savings (ECS). The results showed that the implementation of an
environmental management system (EMS) had a significant effect on reducing EI (β =
0.442) and achieving ECS (β = 0.227). However, the use of eco-design (ED) did not have
a direct effect on EI (β = 0.019) or ECS (β = 0.006), which may be attributed to the
maquiladora industry's foreign ownership and focus on production rather than product
design.

Fianko, Amoah, and Dzogbewu (2021) conducted a quantitative survey research

design to evaluate the effects of internal and external green supply chain practices on
environmental performance in construction firms. The sample consisted of 217
employees from fifty construction firms, and Structural Equation Modeling was used for
data analysis. The results revealed that green design did not have a substantial positive
relationship with environmental performance. Nevertheless, green design exhibited a
positive effect on external green practices such as green purchasing and green
construction, which in turn had a direct positive correlation with environmental
performance. Consequently, green design through external green supply chain practices
had a significant positive relationship with environmental performance. The study also
identified that firm size moderates the relationship between green design, external green
supply chain practices, and environmental performance in construction companies.

Tran, Phan, Ha and Hoang (2020) conducted an assessment of the influence of supply
chain quality integration on green supply chain management, environmental

268
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

performance, and financial performance. The research analyzed data from 568
Vietnamese tourism businesses. Based on the findings, it was observed that supply chain
quality integration had a constructive impact on green supply chain management and
financial performance. Moreover, green supply chain management had a favorable impact
on environment performance and financial performance. In addition, green supply chain
management entirely played the role of mediator in the relationship between supply chain
quality integration and financial performance. However, the size and institutional
pressure did not play any moderating role in the relationship between green supply chain
management and financial performance, and environment performance.

In conclusion, empirical studies have presented diverse findings on the influence of

green supply chain management (GSCM) on environmental performance. Al-Sheyadi,
Muyldermans, and Kauppis (2019) discovered a significant positive relationship between
overall GSCM effectiveness and environmental impact. Similarly, Afum et al. (2020)
found that green manufacturing and procurement had a significant impact on
environmental performance. García Alcaraz et al. (2022) also reported that implementing
an environmental management system (EMS) had a notable effect on reducing
environmental impact. However, the study revealed a contradiction whereby the use of
eco-design (ED) did not have a direct effect on environmental impact or environmental
cost savings. Furthermore, Tran et al. (2020) concluded that GSCM had a favorable
impact on both environmental performance and financial performance.

However, several other studies yielded varied outcomes, rendering it difficult to arrive
at any definite conclusions. Notably, Fianko, Amoah, and Dzogbewu (2021) established
that green design did not have a considerable positive connection with environmental
performance. Le (2020) studied the relationship between GSCM techniques and long-
term performance in Vietnamese manufacturing companies that produced building
materials. As per the analysis, green procurement had a constructive impact on economic
and social performance, but it had no effect on environmental performance. Conversely,
green design and manufacturing had positive and noteworthy benefits across three
outcomes categories. Furthermore, the findings indicated a positive and notable
correlation between sustainable distribution and environmental sustainability. Moreover,
there has not been any analogous research carried out in sugar manufacturing firms in
Kenya. Despite the fact that it plays a significant part in the discharge of industrial waste
into the river basins of Lake Victoria, which has led to a major environmental
management problem in the country. The actual effect of GSCM practices on the
environmental performance of sugar firms in Western Kenya remains uncertain.

Methodology

Research Design

The study was anchored on the positivist research philosophy. The main objective of
positivist research is to produce causal or explanatory relationships that, in turn, enable
prediction and management of the phenomenon under consideration. (Mir, &
Greenwood,2021). The current study fits this paradigm because it seeks to establish the
relationships that exist between GSCM practices, SCI and environmental performance of
firms. According to Park, Konge & Artino, (2020), isolating and limiting the impact of

269
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

all factors so that only the important variables of interest are investigated is a key
objective in positivist experimentation.

Since the purpose of this study is to establish correlations between variables, an

explanatory research design was chosen. Explanatory research design is the most
appropriate approach for a study that tries to establish both direct and complex indirect
causal links among variables, according to Bairagi & Munot (2019). On the other hand,
an explanatory study aims to justify and explain the descriptive data. It attempts to answer
"why" and "how" questions, whereas descriptive studies may explore "what" questions
(Baskerville, & Pries-Heje,2010). It expands on descriptive and exploratory research to
pinpoint the true causes of a phenomenon. Explanatory study seeks out causes and
motivations and offers data that can be used to confirm or reject an explanation or
prediction. It is carried out to identify and document some connections between various
components of the phenomenon under investigation. (Rahi, 2017)

Area of Study

The research was carried out in Western Kenya, where the majority of sugar mills are
located. Chemelil Sugar Company, West Kenya Sugar Company, Nzoia Sugar Company,
Sony Sugar Company, Kibos Sugar and Allied Industries, Butali Sugar Mills Limited,
Sukari Company, and Busia Sugar Company all participated in the study. The sugar mills
evaluated were those that are currently milling and have an environmental management
program in place. There were eight sugar companies surveyed.

Reliability Test

A pilot study was done with twenty (20) employees, accounting for 10% of the total
responders. A pilot research sample should be 10% of the sample expected for the bigger
parent study, according to Johanson & Brooks (2010). Connelly (2008), who also
suggested a 10% sample size for the study, agrees. These people were not a part of the
study and were left out of the final analysis. The questionnaires were examined for
validity and reliability, allowing any necessary adjustments to be made prior to the start
of the study.

The degree to which an experiment, test, or any measuring process provides the same
results in multiple trials is referred to as reliability. The goal of reliability is to determine
the consistency and accuracy of replies. The optimum motivation is to double-check the
instrument's stability by giving it to survey respondents twice. When working with top
executives, like in this study, this is more difficult (Sekaran, 2016). Cronbach's Alpha
was utilized to determine the instrument's reliability in this investigation (Cronbach,
1951). According to Ercan, et al, (2007), a study is considered appropriate if the
dependability coefficient is more than 0.7. Each of the independent, and dependent
variables were tested for reliability. The results are displayed in the table below:

270
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Table 1. Cronbach’s Alpha Reliability Test Statistics

Cronbach’s Cronbach’s alpha based No. of

Item
Alpha on standardized items items
Green manufacturing .941 .940 5
Green procurement .916 .915 5
Reverse logistics .789 .791 5
Green distribution .740 .742 5
Environmental performance .837 .836 5
Average 0.8446 0.8448

Because all Cronbach's alpha coefficients were over 0.70, the data collecting tool
provided a highly satisfactory score, as shown in table 1. Alpha coefficients greater than
0.70, according to Ercan et al., (2007), imply that the acquired data have a relatively high
level of internal consistency and can be extrapolated to reflect the opinions of respondents
in the target group. To determine if the instrument had any flaws, the data was cross-
checked. As a consequence of the pilot study's findings, the majority of queries were clear
and relevant.

Data Analysis
A blend of descriptive and inferential statistics was used to analyze the data.
Frequencies and percentages were used in descriptive analysis. When applicable, the
study used measures of central tendency like mean, mode, and median, as well as
measures of dispersion like range and standard deviation. The extent to which sugar firms
adopt supply chains that are environmentally friendly as well as their level of
environmental performance, was assessed using descriptive analysis of source data. To
measure the link between environmentally friendly supply chain management techniques
and performance, as well as test the hypotheses, inferential statistics were used. With
environmental performance as the dependent variable, GSCM practices as the
independent, multiple linear regression was used. Individual significance was determined
using the t-test. The null hypothesis was rejected in both situations above if the p-value <
0.05; otherwise, the null hypothesis was not rejected.

Regression Models

The proposed model for objective one is as below:

Y= β0+β1X1i + β2X2i+ β3X3i +β4X4i

Where:
X1= Green Manufacturing,
X2=Green procurement
X3=Reverse Logistics
X4=Green Distribution
 =Error Term

271
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Normality Testing

Normality was determined using skewness and kurtosis. The distribution was
considered normal if the skewness and kurtosis values were within the range of -2.0 to
2.0 (George, & Mallery, 2010). According to Table 4, the skewness and kurtosis values
for each variable were within the acceptable range. The normality assumptions were
therefore satisfied.

Table 2. Testing for Normality Requirements

Std.
N Mean Skewness Kurtosis
Deviation
Std. Std.
Statistic Statistic Statistic Statistic Statistic
Error Error
Green
127 3.0958 1.01564 -.096 .215 -.849 .427
manufacturing
Green
127 3.1549 .88321 -.077 .215 -.570 .427
procurement
Reverse
127 3.1798 .94202 -.197 .215 -.688 .427
logistics
Green
127 3.4646 .85104 -.273 .215 -.563 .427
distribution
Environmental
127 3.4252 .87532 -.278 .215 -.640 .427
performance

Homogeneity of Variances Testing

The uniformity of variance was determined through Levene's test for similarity in
variances. The p-value for Levene's test should be greater than 0.05 in order to satisfy the
requirement of uniformity of variance, according to Glass (1966) and Ho (2013). The
homogeneity of variance assumption is violated if the p-value < 0.05. The idea of
homogeneity of variance makes sure that each independent group's distribution of
outcomes is comparable to or equal to another. If independent groups are not similar to
one another in this way, it might lead to false findings. According to the p-values found
for Levene's test, the homogeneity of variance has not been violated, so the proportions
of the outcome measures in each independent group are similar and comparable.

Table 3. Homogeneity of Variances Test Results

Levene Statistic df1 df2 Sig.

Green manufacturing .823 19 105 .675

Green distribution 1.034 19 105 .430
Reverse logistics 1.034 19 105 .430
Green distribution .915 19 103 .566

272
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Results and Discussion

Assessing the significance of Green Supply Chain Management Practices

Green distribution, reverse logistics, green production, and green purchasing were the
four constructs that were used to assess the GSCM as an explanatory variable. A paired
sample T-test study was used to determine the significance of the GSCM practice
constructs, with the following findings:

Table 4. Paired samples correlations

N Correlation Sig.
Pair 1 GM & Environmental Performance 127 .468 .000
Pair 2 GP & Environmental Performance 127 .516 .000
Pair 3 RL & Environmental Performance 127 .480 .000
Pair 4 GD & Environmental Performance 127 .293 .001

The table above shows that, at a significance level of p<0.05, there was a positive and
significant correlation between all indicators of green supply chain management
strategies and environmental performance.

Effect of GSCM practices on Environmental Performance of Sugar Firms

Assessing how green supply chain management practices impacted the environmental
performance of sugar companies in Western Kenya was the study's main objective.
Reverse logistics, green distribution, green manufacturing, and green procurement were
taken into account in the research as a function of the GSCM practices by sugar
companies. The average score of all items for each instance was used to compute the
construct scores, which were then used to create a multiple regression model.

The study went on to determine whether GSCM constructs had an effect on the
environmental performance of the surveyed sugar firms in western Kenya after testing
the assumptions of multiple regression and ensuring that the measures of GSCM practices
were reliable and could be validly used to measure what they were intended to measure.
The findings were summarized as shown below:
Table 5. Effect of GSCM practices on EP of sugar firms in Western Kenya
Unstandardized Standardized Collinearity
Model Coefficients Coefficients t Sig. Statistics
B Std. Error Beta Tolerance VIF
(Constant) .804 .034 23.555 .000
Z score (GM) .296 .034 .440 8.627 .000 .995 1.005
1 Z score (GP) .296 .035 .439 8.522 .000 .973 1.028
Z score (RL) .258 .035 .383 7.453 .000 .978 1.022
Z score (GD) .155 .035 .231 4.503 .000 .987 1.013
a. Dependent Variable: Performance

273
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Multicollinearity is the term used to describe the presence of a strong correlation

between two or more independent variables in a regression model. This is a potential
problem in multiple linear regression that needs to be addressed. Multicollinearity is
problematic because it lessens the statistical significance of an independent variable. Low
levels of collinearity pose no threat to the regression model. The multicollinearity
assumption, however, states that the VIF threshold value should be 10 or less (Paul,
2006), and it was used to test for non-dependence of the independent variables because it
is challenging to ascertain the precise contribution of individual predictors when
independent variables are highly correlated. To evaluate multicollinearity, VIF and its
inverse, the tolerance, were used. The tolerance shown in the regression table above
fluctuated between 0.97 and 0.99, according to Yu, Jiang, and Land (2015), implying that
there was no multicollinearity between the independent variables. Similarly, the result of
the regression model showed no autocorrelation; the Durbin Watson statistic was 2.006.
The general rule is that the suggested Durbin Watson statistic should lie between 1.5 and
2.5.

The results show that green manufacturing (GM), green procurement (GP), Reverse
logistics (RL) and green distribution (GD) had beta standardized coefficients and p values
of β = 0.440, p< .05; β= 0.439, p< .05 and β = 0.383, p< .05 and β = 0.231, p< .05
respectively. These means all the beta coefficients, β, which are the degrees to which the
independent variables each explain the dependent variable, are positive and significant.
The standardized β coefficient of green manufacturing shows that a unit standard
deviation of GM causes 0.440 standard deviations in environmental performance of the
firms while a unit standard deviation of green procurement, reverse logistics and green
distribution causes 0.439, 0.383 and 0.231 standard deviations in environmental
performance of the sugar firms.

Similarly, for the un-standardized coefficients, a unit % age change in green

manufacturing is likely to result in a change in sugar firm’s environmental performance
by 0.296% in the positive direction while a unit % age change in green procurement is
likely to lead to change in environmental performance of sugar firms by 0.296 % in the
positive direction. Additionally, a unit % age change in reverse logistics activity and green
distribution by the sugar firms is likely to lead to change in their environmental
performance by 0.258% and 0.155% respectively in the same direction. The model
summary statistics is shown in the table below:

Table 6. Summary statistics of Effect of GSCM on Environmental performance

Std. Change Statistics

Adjusted
R Error of R Durbin-
Model R R F Sig. F
Square the Square df1 df2 Watson
Square Change Change
Estimate Change
1 .827a .684 .674 .38483 .684 66.115 4 122 .000 2.006
a. Predictors: (Constant), Zscore (GD), Zscore (GM), Zscore (RL), Zscore (GP)
b. Dependent Variable: Environmental Performance

274
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

R2 is 0.684 and is significant. Similarly, the adjusted R2 is 0.674 and also significant.
The shrinkage in this case is 0.01 (0.684-0.674) which is below the level of 0.5
recommended by Field (2013). This indicates that the model is valid, has good
predictability, and predicts variance of performance at 68.4 percent, insinuating that green
manufacturing (GM), green procurement (GP) reverse logistics (RL) and green
distribution (GD) all together explain 68.4 percent of the sugar firms’ environmental
performance. The analytic model that may be developed from this cause-and-effect
situation is as follows:
Sugar firms’ EP = 0.804+ 0.296GM+0.296GP+0.258RL+0.155GD
EP = Environmental performance
GM = Green manufacturing
GP = Green procurement
RL = Reverse logistics
GD = Green distribution

A hypothesis testing was carried out on the constructs of green supply chain
management using Friedman’s two-way analysis of variance at a significance level of
0.05. This test was used because the data was ordinal (Likert scale). The test can also be
used to determine if there are statistically significant differences for comparisons of
multiple groups. The results in the table below were obtained. The null hypothesis was
rejected.

H01: There is no significant effect of green supply chain management practices on

environmental performance of sugar firms in western Kenya.

Table 7: Hypothesis testing on the relationship between GSCM practices & EP

Null Hypothesis Test Sig. Decision

Related
Samples
The distribution of GM, GP, RL, Friedman’s Reject the
1 GD and Environmental performance Two-Way .000 null
are the same Analysis of hypothesis
Variance by
Ranks

The findings that GSCM practices were positive and significant predictors of
environmental performance of sugar firms are in line with those of Khaksar, et al (2016),
who conducted an investigation into how strategies of GSCM affect environmental
performance Iran’s the cement industry and discovered that there was a positive and
significant correlation. Al-Sheyadi, Muyldermans, and Kauppi (2019) also found a strong
positive correlation between environmental impacts and collective GSCM competency.
According to Afum et al. (2020), green organizational culture, green manufacturing, and
green procurement were also important indicators of environmental performance. Zhu
and Sarkis (2004) found that GSCM practices have a positive and significant impact on
environmental and operational performance in their investigation into the associations
between operational processes and performance among early implementers of

275
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

environmentally friendly supply chain management techniques in Chinese manufacturing

firms.

In their investigation into whether GSCM practices contribute to competitiveness and

economic performance in South East Asian firms, Rao and Holt (2005) reported that
GSCM practices increase efficiency and synergy among business partners while also
contributing to the improvement in environmental aspects of performance. Green et al.
(2012) were in agreement that adopting GSCM practices by manufacturing firms
improves environmental and economic performance, which has a positive impact on
operational performance.

In addition, Geng, Mansouri, and Aktas (2017) concur that GSCM approaches enhance
performance in four areas: social, operational, environmental, and economic.
Jermsittiparsert et al (2019) confirmed that environmental performance is significantly
and positively linked to GSCM strategies. In a similar vein, Korir (2014) discovered by
applying GSCM techniques, Nairobi's automobile industry improved its environmental
performance. Finally, Laari, Töyli, and Ojala (2018) discovered that Finnish logistics
service providers' financial and environmental performance were positively correlated
with GSCM practices, but not with financial performance. They also found out that these
outcomes were influenced by a competitive strategy and sustainable supply chain
management. Despite the fact that this study's findings are in line with those of previous
ones, there is no doubt that none of the four GSCM practices that were used in the current
study—green manufacturing, green procurement, green reverse logistics, and green
distribution were examined in the earlier ones.

The study's findings also indicate some Contradictions. Green procurement has an
impact on economic and social performance but has no impact on environmental
performance, according to Le, (2020), whereas Younis, et al., (2016) established that
green purchasing and reverse logistics have no significant impact on environmental
performance of firms in the UAE manufacturing industry. This can be explained by the
fact that the research was conducted in a variety of settings. Another contradiction was
by Eltayeb, Zailani, and Ramayah (2011) who found that green purchasing had no
significant impact on the environmental performance of ISO-14001 certified enterprises
in Malaysia. This means that green procurement may not always lead to improved
environmental performance, and in certain situations, it may not even predict
environmental performance at all, or possibly have a negative impact.

Another reason for the contraction could be the sampling method utilized in these
investigations. Earlier research employed single constructs of a variable on the sample,
however, the current study used census and was robust in constructs for each variable. A
study by Jaaffar and Kaman (2020) found that reverse logistics was not significantly
correlated with the environmental performance of Malaysian chemical-related industries.
This could be due to the fact that Malaysian companies are more focused on eco-design,
which reduces the need for recycling materials by designing products in such a way that
their environmental consequences are considered before final production.

276
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Summary, Conclusions and Recommendations

Summary of the Findings and Conclusion

In summary, the study established that green supply chain management practices used
by sugar firms in Western Kenya have a positive and significant effect on their
environmental performance meaning that when the firms enhance the use of GSCM
practices, their environmental performance while improve with the same intensity.
Consequently, the null hypothesis for the objective was rejected.

In conclusion, this study provides an overview of how Green Supply Chain

Management can enable businesses to maximize their environmental performance. By
adopting sustainable practices, businesses can reduce their carbon footprint, enhance
operational efficiency and create a competitive edge while complying with regulatory
obligations. As companies opt to become environmentally responsible, Green Supply
Chain Management will remain a critical tool in managing environmental impact and
achieving sustainability goals.

Study's Recommendations

The study recommends that Kenyan sugar firms keep employing environmentally
conscious practices throughout their operations, from the procurement of raw materials
through the process of development of products up until they are delivered to the final
consumer. This would guarantee that manufacturing enterprises' negative environmental
effects, such as the acceleration of global warming brought on by greenhouse gas
emissions, are kept to a minimum. Additionally, sugar firms have to continue to work
toward regional and global environmental recognition like ISO 14001, which will help
them compete in both domestic and foreign markets. In the current or any other
manufacturing context, future study should focus on moderation or mediation in the
interaction between GSCM, lean management, and firm environmental performance. This
will help to clarify the theories that underpin this research, particularly the stakeholder
theory. Corporate policy should also be aligned with initiatives that address global
warming and foster environmental sustainability.

Contributions of the Study to academia

The research offers a platform for academic deliberations, which can serve as a starting
point for further investigations. It allows scholars to comprehend how the integration of
environmental concerns in supply chain management has evolved into a distinct research
and business field. The study highlights green supply chain management (GSCM) as an
essential strategy for sustainable initiatives, which can contribute to a company's
competitive advantage and overall profitability. It is crucial for future researchers to
recognize that implementing green supply chains requires comprehensive and
collaborative best practices, from product inception to end-of-life recycling. Ultimately,
the study confirms that a company's long-term survival is contingent on greening its
supply chains, which can lower operating costs and increase business sustainability.

277
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Limitations of the Study

Numerous shortcomings in this study were found during the research process. First,
the study's use of selective sampling may have omitted participants whose viewpoints
would have considerably benefited in the formulation of theories and the testing of
hypotheses. However, the acquired data was examined and cleaned beforehand to
analysis, taking into account non-responses and outlier responses, in order to increase the
accuracy and validity of the results.

Second, the study concentrated on sugar producer firms in western Kenya since it
would have been expensive to cover the whole country. However, the results are
transferable to other production sectors. Lastly, the instrument for gathering data
comprised structured questions only that were administered purposively to respondents
by research assistants who were experts in the area. This may have left out important
opinions of other employees in the firms. Nevertheless, the sampling method used is
assumed to representative enough to make valid generalizations according to Creswell
(2013).

References
Afum, E., Agyabeng-Mensah, Y., & Owusu, J. A. (2020). Translating Environmental
Management Practices into Improved Environmental Performance via Green
Organizational Culture: Insight from Ghanaian Manufacturing SMEs. Journal of
Supply Chain Management Systems, 9(1).

Alnoor, B., Eneizan, B., Makhamreh, M., & Rahoma, A. (2018). A Systematic
Literature Review of Reverse Logistics Operations. International Journal of
Supply Chain Management, 7(5), 517-529.

Al-Sheyadi, A., Muyldermans, L., & Kauppi, K. (2019). The complementarity of green
supply chain management practices and the impact on environmental
performance. Journal of environmental management, 242, 186-198.

Amemba, C. S., Nyaboke, P. G., Osoro, A., & Mburu, N. (2013). Elements of green
supply chain management. European Journal of Business and Management,
5(12), 51-61.

Ashby, A., Leat, M., & Hudson-Smith, M. (2012). Making connections: a review of
supply chain management and sustainability literature. Supply Chain
Management: An International Journal, 17(5), 497-516.

Bairagi, V., & Munot, M. V. (Eds.). (2019). Research methodology: A practical and
scientific approach. CRC Press.

Baskerville, R., & Pries-Heje, J. (2010). Explanatory design theory. Business &
Information Systems Engineering, 2, 271-282.

Bowersox, D. J., Closs, D. J., & Helferich, O. K. (1996). Logistical management (Vol.
6). New York, NY: McGraw-Hill.

278
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Bowersox, D. J., Closs, D. J., & Helferich, O. K. (1996). Logistical management (Vol.
6). New York, NY: McGraw-Hill.

Buysse, K., & Verbeke, A. (2003). Proactive environmental strategies: A stakeholder

management perspective. Strategic management journal, 24(5), 453-470.

Carter, C. R., & Ellram, L. M. (1998). Reverse logistics: A review of the literature and
framework for future investigation. Journal of Business Logistics, 19(1), 85-102.

Connelly, L. M. (2008). Pilot studies. Medsurg Nursing, 17(6), 411-413.

Creswell, J. W. (2013). Research design: Qualitative, quantitative, and mixed methods

approaches. Sage publications.

Cronbach, L.J. (1951). Coefficient Alpha and the internal structure of

tests.Psychometrika, 16(3): 297-334.

De Giovanni, P. (2012). Do internal and external environmental management contribute

to the triple bottom line?. International Journal of Operations & Production
Management, 32(3), 265-290.

Delmas, M., & Toffel, M. W. (2004). Stakeholders and environmental management

practices: an institutional framework. Business strategy and the Environment,
13(4), 209-222.

Dobler, D. W. & Burt, D. N. (1996). Purchasing and supply management: Text and
cases. (6th ed.). Singapore: McGraw-Hill Companies.

Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation:
Concepts, evidence, and implications. Academy of management Review, 20(1),
65-91.

Duarte, C. G., Gaudreau, K., Gibson, R. B., & Malheiros, T. F. (2013). Sustainability
assessment of sugarcane-ethanol production in Brazil: A case study of a sugarcane
mill in São Paulo state. Ecological Indicators, 30, 119-129.

Epstein, M. J., & Wisner, P. S. (2001). Using a balanced scorecard to implement

sustainability. Environmental quality management, 11(2), 1-10.

Ercan, I., Yazici, B., Sigirli, D., Ediz, B., & Kan, I. (2007). Examining Cronbach alpha,
theta, omega reliability coefficients according to sample size. Journal of modern
applied statistical methods, 6(1), 27.

Eustice, T., Van Der Laan, M., & Van Antwerpen, R. (2011). Comparison of
greenhouse gas emissions from trashed and burnt sugarcane cropping systems in
South Africa. In Proceedings of the Annual Congress-South African Sugar
Technologists' Association 84,326-339).

279
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Fianko, S. K., Amoah, N., Jnr, S. A., & Dzogbewu, T. C. (2021). Green supply chain
management and environmental performance: the moderating role of firm size.
International Journal of Industrial Engineering and Management, 12, 163-173.

Field, A. (2013). Discovering statistics using IBM SPSS statistics. sage.

Freeman, R. E., Harrison, J. S., Wicks, A. C., Parmar, B. L., & De Colle, S. (2010).
Stakeholder theory: The state of the art. Cambridge University Press.

García Alcaraz, J. L., Díaz Reza, J. R., Arredondo Soto, K. C., Hernández Escobedo,
G., Happonen, A., Puig I Vidal, R., & Jiménez Macías, E. (2022). Effect of Green
Supply Chain Management Practices on Environmental Performance: Case of
Mexican Manufacturing Companies. Mathematics, 10(11), 1877.

George, D., & Mallery, P. (2010). SPSS for Windows step by step. A simple study
guide and reference (10. Baskı). GEN, Boston, MA: Pearson Education, Inc, 10,
152-165.

Glass, G. V. (1966). Testing homogeneity of variances. American Educational Research

Journal, 3(3), 187-190.

Ho, R. (2013). Handbook of univariate and multivariate data analysis with IBM SPSS.
CRC press.

Hofer, C., Cantor, D. E., & Dai, J. (2012). The competitive determinants of a firm's
environmental management activities: Evidence from US manufacturing
industries. Journal of Operations Management, 30(1), 69-84.

Ivanova, T. (2020). Management of green procurement in small and medium-sized

manufacturing enterprises in developing economies. Amfiteatru Economic,
22(53), 121-136.

Jaaffar, A. H., & Kaman, Z. K. (2020). Green supply chain management practices and
environmental performance: A study of employee’s practices in Malaysia
Chemical Related Industry. Journal of Environmental Treatment Techniques,
8(1), 125-131.

Jermsittiparsert, K., Siriattakul, P., & Sangperm, N. (2019). Predictors of environmental

performance: mediating role of green supply chain management practices.
International Journal of Supply Chain Management, 8(3), 877-888.

Johanson, G. A., & Brooks, G. P. (2010). Initial scale development: sample size for
pilot studies. Educational and Psychological Measurement, 70(3), 394-400.

Kassinis, G., & Vafeas, N. (2006). Stakeholder pressures and environmental

performance. Academy of Management Journal, 49(1), 145-159.

KSBs report (2011): https://www.ksbskenya.com/pages/reports/2/sugar-industry-report-

2011/1

280
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Le, T. (2020). The effect of green supply chain management practices on sustainability
performance in Vietnamese construction materials manufacturing enterprises.
Uncertain Supply Chain Management, 8(1), 43-54.

Leal M.R.L., Nogueira L.A.H., Cortez L.A. (2013). Land demand for ethanol
production. Applied Energy, 102: 266–271

Li, D., Xue, L., & Zhao, X. (2021). Green supply chain management: A review and
research directions. Sustainability, 13(5), 2926.

Liu, H., Ke, W., Kee Wei, K., & Hua, Z. (2013). Effects of supply chain integration and
market orientation on firm performance: Evidence from China. International
Journal of Operations & Production Management, 33(3), 322-346.

Lo, S. F. (2010). Performance evaluation for sustainable business: a profitability and

marketability framework. Corporate social responsibility and environmental
management, 17(6), 311-319.

Mir, R., & Greenwood, M. (2021). Philosophy and management studies: A research
overview.

Murty, M. N., Kumar, S., & Paul, M. (2006). Environmental regulation, productive
efficiency and cost of pollution abatement: a case study of the sugar industry in
India. Journal of Environmental Management, 79(1), 1-9.

NEMA report (2015): https://www.nema.go.ke/2015-nema-state-of-the-environment-

report/

Ninlawan, C., Seksan, P., Taweesak, D., & Pilada, W. (2010). The implementation of
green supply chain management practices in electronics industry. Procedia-Social
and Behavioral Sciences, 40, 522-527.

Park, Y. S., Konge, L., & Artino, A. R. (2020). The positivism paradigm of research.
Academic Medicine, 95(5), 690-694.

Paul, R. K. (2006). Multicollinearity: Causes, effects and remedies. IASRI, New Delhi,
1(1), 58-65

Peng, Y. S., & Lin, S. S. (2008). Local responsiveness pressure, subsidiary resources,
green management adoption and subsidiary’s performance: Evidence from
Taiwanese manufactures. Journal of Business Ethics, 79(1), 199-212.

Rodrigue, J. P., Comtois, C., & Slack, B. (2006). The geography of transport systems.
(3rd ed.): Routledge.

Schaltegger, S., Hörisch, J., & Freeman, R. E. (2019). Business cases for sustainability:
A stakeholder theory perspective. Organization & Environment, 32(3), 191-212.

281
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building
approach. John Wiley & Sons.

Sharma, S., & Vredenburg, H. (1998). Proactive corporate environmental strategy and
the development of competitively valuable organizational capabilities. Strategic
management journal, 729-753.

Solomon, S. K. (2005). Environmental pollution and its management in sugar industry

in India: an appraisal. Sugar tech, 7(1), 77-81.

Srivastava, S. K. (2007). Green supply‐chain management: a state‐of‐the‐art literature

review. International journal of management reviews, 9(1), 53-80.

Srivastava, S. K., & Srivastava, R. K. (2006). Developing measures for supply chain
sustainability. Journal of Cleaner Production, 14(5), 463-470.

Tran, M., Phan, T., Ha, H., & Hoang, T. (2020). The impact of supply chain quality
integration on green supply chain management and environmental performance in
Vietnam’s tourism industries. Uncertain Supply Chain Management, 8(4), 693-
704.

Wu, H. J., & Dunn, S. C. (1995). Environmentally responsible logistics systems.

International Journal of Physical Distribution & Logistics Management, 25(2),
20-38.

Zhu, Q., & Sarkis, J. (2004). Relationships between operational practices and
performance among early adopters of green supply chain management practices in
Chinese manufacturing enterprises. Journal of operations management, 22(3),
265-289.

Zhu, Q., & Sarkis, J. (2007). The moderating effects of institutional pressures on
emergent green supply chain practices and performance. International journal of
production research, 45(18-19), 4333-4355.

Zhu, Q., Sarkis, J., & Lai, K. H. (2008). Confirmation of a measurement model for
green supply chain management practices implementation. International journal
of production economics, 111(2), 261-273.

282
 International Journal of Management, Accounting and Economics
Volume 10, Issue 4, April, 2023
ISSN 2383-2126 (Online)
DOI: 10.5281/zenodo.7964892 www.ijmae.com

COPYRIGHTS
©2023 The Author(s). This is an open access article distributed under the terms of the Creative
Commons Attribution (CC BY 4.0), which permits unrestricted use, distribution, and reproduction
in any medium, as long as the original authors and source are cited. No permission is required
from the authors or the publishers.

HOW TO CITE THIS ARTICLE

Ojijo, A. (2023). Effect of Green Supply Chain Management Practices on Environmental
Performance of Sugar Firms in Western Kenya. International Journal of Management,
Accounting and Economics, 10(4), 260-283.
DOI: 10.5281/zenodo.7964892
DOR: 20.1001.1.23832126.2023.10.4.5.4
URL: https://www.ijmae.com/article_171667.html

283