Abstract
AbstractIn an effort to strategically structure its supply and customer linkages to gain a competitive edge in its industry, Shaw Industries, the world's largest manufacturer of tufted carpets and floor coverings, realized the benefit of integrating proactive environmental management practices into its value chain. This article examines the competitive challenges facing Shaw Industries, describes its strategy for integrating its value chain, assesses its experience in combining environmental management with value‐chain leadership, and explores various lessons for other companies that are competing globally in mature industries.
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