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Brandix: Strategy for Environmental Sustainability
內容大綱
Brandix Group (Brandix), an apparel manufacturing firm with facilities in Sri Lanka, India, and Bangladesh, began its sustainability journey in the early 2000s, much before there were established practices in the apparel manufacturing industry, in an effort to combat and adapt to the challenges of climate change. The company had worked across all of the group’s establishments to ensure waste minimization, material efficiency, energy efficiency, and eco-efficiency in operations. Ashroff Omar, chief executive officer of Brandix, felt the time had come for Brandix to review its sustainability efforts and assess whether its sustainability strategy could be continued. He was planning to expand the scope of sustainability practices beyond firm boundaries, and explore the impact of possible changes in regulations, technology, and challenges from competitors.
學習目標
The case is intended for graduate-level courses in business strategy, strategic processes, competitiveness, and international business. This case study has been used by the authors in elective courses in strategic resilience and international business. It explores how a company can work together with its stakeholders to expand sustainability practices and achieve competitive advantage in the long run. <br><br>Through analyzing the case, students will be able to understand<ul><li>how environmental sustainability can be a resource and/or a capability that can lead to differentiation;</li><li>the divergence in priorities among stakeholders while implementing a sustainability strategy;</li><li>how to operationalize circular economy processes in a firm’s supply chain; and</li><li>that environmentally sustainable actions of a company can (and have to) lead to competitive advantage in the long term.</li></ul>