مدیریت موفقیت آمیز پروژه با استفاده از ریسک پروژه و مدیریت زنجیره تامین سبز: تحقیقی درباره صنعت خودرو Managing project success using project risk and green supply chain management: A survey of automotive industry

1. Introduction Automobile manufacturing firms have applied project risk analysis in production to improve the ability of these firms to minimize uncertainty in supply and demand. To produce an automobile that is well accepted in the market, manufacturing firms must expend resources to develop and design vehicles according to the demands of potential customers. Being over budget, having delayed lead times, political instability, business that does not generate yields and final products that do not match consumer needs have been identified as risks that burden the management of automobile manufacturing firms. To mitigate these risks, automobile manufacturers and vendor companies need to work together in new automobile development projects to ensure that the project is successful. In addition, manufacturing firms should also consider how to comply with the environmental regulations and maintain a positive image of the firm in the market. Over the last decade, the natural environment and global and environmental problems have become a challenging issue for business organizations affecting their operations. Business operation activities, such as sourcing, manufacturing and logistics are believed to be responsible for most of these problems (Beamon, 1999). Increasing pressure has been put on business operations through added scrutiny from various stakeholders both inside and outside the organization from government agencies, workers and non-for-profit groups (Sarkis, 2006). Hence, the demands of customers and environmental societies have grown for more environmentally friendly car products. These challenges and pressure push firms to seriously consider environmental impacts while doing their business. Green becomes a common practice to portray the environmentally friendly image of products, processes, systems and technologies, and the way in which business is conducted (Vachon and Klassen, 2006a, b). However, most of the adopted green solutions, especially in developing countries, continue to be the traditional command-and-control or “end-of-the-pipe” solutions. These are solutions whereby a firm tries to eliminate or reduce negative environmental impacts after they are created rather than adopting proactive approaches to reduce the sources of waste or pollution (Anbumozhi and Kanda, 2005; Walton et al., 1998). Car manufacturing firms should able to foresee the expectations of customers. Customers can unnecessarily disrupt project execution by insisting on design changes, particularly when these are made late. However, these changes could have been foreseen and therefore incorporated into the design process earlier (Shapiro and Lorenz, 2000). Customers often confound the project process without fully realizing the implications of their behavior for a project’s progress and budget (Geyer and Davies, 2000). Aware of these issues, Hobday (2000) suggests that the needs of project managers should outweigh the influence of functional managers and customer directors. Others recommend setting up governance structures that make the costs of late design changes explicit (Ross and Staw, 1986; Miller and Lessard, 2007). Clegg et al. (2002), meanwhile, advocate an “alliance culture” fostered by frequent meetings with customers to discuss how to accomplish a future perfect outcome when planning is almost impossible. This approach brings soft skills such as communication, emotional intelligence, leadership, and motivation to the forefront.