International Journal of Computer Integrated Manufacturing Call for Papers

Special Issue: 21st Century Sustainable Manufacturing Competitiveness: Strategies and practices for computer integrated manufacturing

International Journal of Computer Integrated Manufacturing

Whilst firms previously used extensively computing power to become smart and improve productivity, the 21st century firms have multiple challenges out of which social and environmental aspects are the major issues. Firms are seeking new ways to integrate social and environmental practices with computer integrated manufacturing to develop unique capabilities to improve their sustainable competitiveness. Other than conventional firm performance objectives of cost, quality, speed, flexibility and dependability, there is now a requirement for firms to deliver on sustainable objectives. Sustainable development refers to the development that meets the needs of the present without compromising the ability of future generations to meet their own needs. In the past two decades the general public and business sectors, as well as government and international agencies, have begun to embrace the broad concept of sustainable development, with its proposition that ‘economic growth can occur while simultaneously protecting the environment’ (World Commission on Environment and Development, 1987).

The tremendous growth of emerging economies, and subsequently becoming attractive manufacturing bases in the world, raises the question of how to make the manufacturing practices sustainable. That is, in particular how to manage resource shortage, reduce non value added activities, mitigate environmental degradation and reap the greatest soft potentials of human beings. Manufacturing plays a vital role in emerging economies growth and exports. A recent study carried out by Stanford graduate school of business indicates that HP has gained substantial business benefits by implementing social and environmental practices in their contract manufacturing facility in China. The major benefits reported are social benefits achieved through health and safety procedures.  It was also stated that training yielded significant reduction in lost productivity. Good for business practices resulted in 0.5% reduction in attrition rate with a firm of 15,000 workers leading to savings of US $310,000. Similarly investment in simple environmental projects resulted in new design for environment to reduce cost, effluent recycling to reduce water usage and continuous improvement initiatives (Rammohan, 2008).

Though sustainable development is relatively early in its adoption cycle in emerging economies, it has been embraced in many developed countries in various forms starting from waste hierarchy to the recent sustainable hierarchy. The aim of this special issue is to portray how far the emerging economies' computer integrated manufacturing firms are aware of the sustainable hierarchy and prevention approaches which focus on several ‘R’s’ (reduce, reuse, recycle, redesign, remanufacturing and recovery) in addition to innovative practices and strategies to promote sustainable manufacturing.

All potential papers should address the core objectives of International Journal of Computer Integrated Manufacturing. We seek cutting edge developments, concepts, practices and research opportunities in sustainable strategies and practices in computer integrated manufacturing sector. Studies that build theory or test theory with rigor, extend existing theory in different contexts or different cultural environments are invited. Studies that examine emerging practices and new concepts in developed economies are also invited. Methodologies adopted in these studies could extend from mathematical models to simulation, case studies, or empirical survey based research. Researchers can submit recent research findings and perspectives that engage concepts, models, cases, empirical studies, methods, tools and techniques related to the managerial dimensions of sustainable competitiveness. Suggested topics are as follows, but not limited to:

  • Sustainable manufacturing and competitiveness drivers
  • Innovative practices and sustainable performance in manufacturing
  • Environmental management practices and sustainable competitiveness
  • Reverse logistics and supply chain management in computer integrated manufacturing
  • Human welfare issues on sustainable competitiveness
  • Sustainable manufacturing practices
  • Eco innovation and sustainable competitiveness
  • Remanufacturing strategies and sustainable competitiveness
  • Organizational proactive management strategies sustainable competitiveness
  • Influence of technology on sustainable competitiveness
  • Cultural aspects in sustainable manufacturing competitiveness
  • Sustainable manufacturing competitive performance measurement.
  • Corporate social responsibility and sustainable manufacturing competitiveness
  • Carbon efficient manufacturing and sustainable supply chains
  • Techno-socio-eco efficient indicators

Reference

Rammohan, S. (2008), Business Benefits to Hewlett-Packard Suppliers from Socially and Environmentally Responsible (SER) Practices in China: A case study. (Last accessed on 6th April 2014).

United Nations - World Commission on Environment and Development (WCED) 1987. Our Common Future, (‘The Brundtland Report’) Oxford University Press: 8.

Submission Instructions

Manuscripts should be submitted not later than 31st December 2015 and should confirm to JCIM format (Journal details and Author Guidelines can be found on the Internet at the International Journal of Computer Integrated Manufacturing web page).

All papers will be refereed through a double blind process.

Please submit your article via the manuscript central and select “Special Issue: 21st Century Sustainable Manufacturing” when it prompts to indicate the “Article Type” in the submission

Publication Schedule:

  • Manuscript submission: 31st December 2015
  • Reviewer reports: 30th April 2016
  • Revised paper submission: 31st August 2016
  • Final manuscript submissions to publisher: 31st December 2016

Editorial information

  • Managing Editor: Angappa Gunasekaran, Department of Decision and Information Sciences Charlton College of Business, University of Massachusetts, USA (agunasekaran@umassd.edu)
  • Editor: Nachiappan Subramanian, Nottingham University Business School China University of Nottingham, China (Nachiappan.Subramanian@nottingham.edu.cn)
  • Editor: Yahaya Yusuf, Lancashire Business School University of Central Lancashire, UK (yyusuf@uclan.ac.uk)