Identifying the Barriers to Green Supply Chain Practices for Small and Medium Enterprises with Reference to Central India

Abstract

Purpose: The word "green supply chain management" (GSCM) has grown-status in recent years. In a cutthroat market, the majority of SMEs are establishing their own production facilities. The need for GSCM has grown as a result of growing public awareness, economic growth, environmental concerns, or regulatory changes. This study tries to pinpoint the drivers and obstacles faced by small and medium-sized businesses operating in Nagpur in this setting.   Design/methodology/approach: To determine the contextual links between various drivers and barriers, researchers have identified them. Additionally, using Modification Strategy, to determine the drivers of GSCM implementation in the SME's was proposed.   Findings: Six kinds of pertinent hurdles have been found in the literature and consultations with academic and industrial professionals that followed. Three barriers have been acknowledged as the driver construct, three barriers have been acknowledged as the link construct and one barrier has been acknowledged as the dependent construct. There is no known barrier that is an autonomous variable. One bottom-level barrier and three top-level barriers have each been identified. The elimination of these obstacles was taken into consideration.   Research limitations/implications: Based on the ideas of experts, a conjectural model of these barriers was built. The results thus reached may be in addition adjusted to relate to a real-world issue.   Practical implications: Organizations that have a clear knowledge of these obstacles will be better able to set priorities and manage their resources.   Originality/value: Through this report, the researcher helps to prioritize and identify obstacles to GSCM implementation in SMEs in Nagpur. The established structured model will aid in understanding the interrelation of the barriers. The eradication of these obstacles is likewise recommended in this paper.