Purpose

Contradictory sustainability priorities and perspectives among supply chain actors in greening transportation can be challenging. Several of these contradictions can be described as paradoxes (i.e. interests that are logical in themselves, but become irrational when perceived together). The aim of this study is to increase the understanding of paradoxical tensions hampering the greening of transportation in transport buyer–supplier dyads.

Design/methodology/approach

A case study method targeting greening transportation in two transport buyer–supplier dyads was applied, followed by an analysis with a point-of-departure in paradox theory.

Findings

Tensions related to performing, belonging, learning and organizing paradoxes in greening transportation were identified. These tensions arise as a consequence of actions, perspectives and other tensions, within three identified loci in individual companies and in dyads.

Research limitations/implications

By identifying examples of tensions through the lens of paradoxes in a particular setting, this study provides an increased understanding of why the transition toward green transportation goes slow, despite the high ambitions of involved actors. The suggested framework provides a novel contribution to the literature that further increases the understanding of tensions, by providing additional insights into where tensions arise and how actions, perspectives and tensions in one place of a locus spectrum can disseminate along that spectrum.

Originality/value

This study is original because it applies paradox theory and the four categories of performing, belonging, learning and organizing within the field of greening transportation, and in particular as a lens to study interactions between different actors.

Purpose

Contradictory sustainability priorities and interests among supply chain actors can be challenging in the transition towards greener transportation. Several of these contradictions can be described as paradoxes, e.g., interests that are logical in themselves, but becomes irrational when perceived together. This study aims at increasing the understanding of paradoxes in transport buyers’ and suppliers’ strive towards greener transportation.

Design/methodology/approach

An interview study targeting transport buyer-supplier dyads has been applied, followed by an analysis with a point of departure in the paradox theory.

Findings

Tensions related to performing, belonging, learning, and organizing paradoxes in the greening of transportation have been identified. The tensions arise both within individual companies and within dyads. An explanatory framework with four loci of tensions and related propositions are suggested.

Research limitations/implications

By identifying examples through the lens of paradoxes in the particular setting, the study provides increased understanding to why the transition towards green transportation goes slow, despite involved actors’ high ambitions.

Practical implications

Understanding paradoxes is a necessary first step, before identifying ways to manage contradictions in the greening of transportation.

Social implications

The study provides deep insights on the challenges regarding the greening of transportation, which is fundamental for a long-term sustainable society during global crises.

Original/value

This study is original as it applies paradox theory within the field of green transportation, and in particular as a lens in studying the interactions between different actors.

Even if flat glass is 100% recyclable, only 1% is currently handled in circular or closed-loop supply chains (CLSCs) in Sweden. This has an unnecessary environmental impact, indicating not only the potential for more energy-efficient solutions but also the challenges that need to be understood. The purpose of this article is to increase the knowledge of challenges in applying different types of more or less energy-efficient CLSCs for flat glass. Through a literature review, an overview of CLSC types, together with challenges in different areas, is provided. The CLSC types and challenges are corroborated in a flat glass context, including focus groups and expert interviews. Four CLSC types-two CLSCs based on remanufacturing, one on reconditioning, and one on reuse-are identified. A framework provides implications for both literature and practice. It contains 19 challenges-such as lack of large-scale actors, lack of material knowledge, lack of knowledge of customers' behavior, lack of promotion of flat glass CLSCs at many levels in society-in terms of both legislation and cost-and lack of business models-structured in four areas-material characteristics and quality, inefficient logistics systems, demand and supply, and means of control and costs. The least-applied CLSC includes almost every challenge and has a large upscaling potential, indicating the necessity of mitigating challenges. The framework identifies challenges not included in earlier flat glass literature. CLSC types are related to different challenge set-ups and different energy efficiency potentials, leading to expanded CLSC knowledge. One additional implication is that practitioners can identify potential CLSC types and understand their challenges from the perspective of several stakeholders. The participatory research methodology fills a methodological research gap within CLSC literature and provides important insights.

Purpose

Even if glass is 100% recyclable, only 1% of window glass is currently handled in closedloop supply chains (CLSC) in Sweden, causing unnecessary environmental impact and indicating the existence of challenges. The purpose of this article is to increase the knowledge on challenges for applying closed loop supply chains (CLSC) for window glass.

Design/methodology/approach

Based upon a literature review, a first framework of challenges in different types of CLSC for window glass is developed. The challenges are complemented, elaborated and validated in two workshops with glass experts and construction stakeholders respectively, followed by interviews with experts on glass recycling.

Findings

Four different types of CLSC are identified. Many window glass CLSC design challenges in material and information flows are identified; the lack of large-scale actors, lack of general and specific knowledge, lack of business models, uncertain product quality and lack of promotion for window glass CLSC. The literature focuses more on operations and control challenges, as compared to our empirical findings.

Research limitations/implications

The developed framework structures and exemplifies challenges, which implies expanded CLSC knowledge in a specific setting. Both the model and the identified CLSC types are contributions to the CLSC literature. A research agenda is also presented.

Practical limitations/implications

Practitioners can learn from and mitigate the challenges. The research agenda indicates andassists in how. This can lead to a higher recycling rate of window glass.

Originality/value

Very limited research on CLSC for the recycling of window glass is identified, thus the study demonstrates originality.

The sustainable logistics business case (SLBC) provides underlying argumentation to convince decision makers to approve initiatives within sustainablelogistics. Little knowledge exists on how companies conduct SLBCs or the challenges that need to be addressed. The purpose of this paper is to explore how companies conduct SLBCs, to increase the understanding of how perceived challenges can be addressed. Potential challenges were identified in literature on business cases models in general and sustainable logistics business cases. As third-party logistics providers (3PL) are big contributors to emissions and often are responsible for designing logistics setups, they were focused in the empirical study. How SLBC were conducted was investigated based on interviews with managers responsible for conducting SLBCs and the responses triangulated with information derived from actual business cases. Despite the careful selection of 3PLs well ahead within the area, few challenges were perceived by the studied companies. This does not imply that challenges do not exist but can rather be described as a consequence of their pragmatic and inward-looking perspective. Examples of how to address challenges are provided. The compiled list of SLBC challenges provides an overview that was missing in literature.