JOSEPH SARKIS, Clark University, Massachusetts, USA

• Foreword Roger E. Kasperson, Stockholm Environment Institute, Sweden  Introduction Joseph Sarkis, Clark University Graduate School of Management, USA

On the 10th anniversary of its original publication, this is an extremely useful book that it is so relevant and topical. Standard operations management textbooks devote very little space to "green" issues, and their content remains very traditional. Many managers still need help with tools and techniques to introduce new environmental measures. This book is a valuable contribution and it is unfortunate that the authors have no intention of publishing a new edition. Part 1 focuses on operations strategy and policy. Many under-graduates and young managers do not complete a specialist operations course, but need to understand current issues in operations management. This section should be recommended reading for all business management students and will also be useful for managers in SMEs and anyone who is looking for new perspectives. The first chapter discusses the industrial ecology approach. Often in universities this topic is omitted from operations management and left to the engineers and environmental specialists. However, the holistic approach of industrial ecology is fundamental to "going green". This book starts with an easy introduction to the topic, which can be followed up by studying the Kalundborg case study. One of the themes in the book is the application of a systems approach, and this is emphasized by redrawing some standard OM diagrams to include new elements. The process diagrams include the complexities of reuse and recycling, rather than the traditional linear model of operations. Lambert argues that Life Cycle Analysis [LCA] must include recycling and examination of consumption processes. He argues that problems related to waste and discarded products should not be treated separately. Further chapters in Part 1 cover pollution, managing for environmental investments in SMEs, and green issues in product development. In Parts 2 and 3 contributors from around the world discuss manufacturing and operations practice, and the tools for making it happen. The concepts offered here have developed considerably over the last 10 years, but it is still a useful overview. Some managers may find it useful to benchmark their own operations against the examples considered to see how much further they have progressed. Although some have now been "embedded" within OM thinking, there are plenty of opportunities to review current practice against suggested tools and techniques for implementation. Part 4 presents 5 case studies, mainly from the USA. For any reader still feeling daunted by the need to go green, an easy way to begin is to watch an amusing but perceptive video "The Story of Stuff" (http://www.storyofstuff.com). Then purchase this book from Greenleaf Publishing where you can currently get a massive 80% off the price. You will rarely find such a bargain.

JOSEPH SARKIS, Clark University, Massachusetts, USA

• Foreword Roger E. Kasperson, Stockholm Environment Institute, Sweden  Introduction Joseph Sarkis, Clark University Graduate School of Management, USA

On the 10th anniversary of its original publication, this is an extremely useful book that it is so relevant and topical. Standard operations management textbooks devote very little space to "green" issues, and their content remains very traditional. Many managers still need help with tools and techniques to introduce new environmental measures. This book is a valuable contribution and it is unfortunate that the authors have no intention of publishing a new edition. Part 1 focuses on operations strategy and policy. Many under-graduates and young managers do not complete a specialist operations course, but need to understand current issues in operations management. This section should be recommended reading for all business management students and will also be useful for managers in SMEs and anyone who is looking for new perspectives. The first chapter discusses the industrial ecology approach. Often in universities this topic is omitted from operations management and left to the engineers and environmental specialists. However, the holistic approach of industrial ecology is fundamental to "going green". This book starts with an easy introduction to the topic, which can be followed up by studying the Kalundborg case study. One of the themes in the book is the application of a systems approach, and this is emphasized by redrawing some standard OM diagrams to include new elements. The process diagrams include the complexities of reuse and recycling, rather than the traditional linear model of operations. Lambert argues that Life Cycle Analysis [LCA] must include recycling and examination of consumption processes. He argues that problems related to waste and discarded products should not be treated separately. Further chapters in Part 1 cover pollution, managing for environmental investments in SMEs, and green issues in product development. In Parts 2 and 3 contributors from around the world discuss manufacturing and operations practice, and the tools for making it happen. The concepts offered here have developed considerably over the last 10 years, but it is still a useful overview. Some managers may find it useful to benchmark their own operations against the examples considered to see how much further they have progressed. Although some have now been "embedded" within OM thinking, there are plenty of opportunities to review current practice against suggested tools and techniques for implementation. Part 4 presents 5 case studies, mainly from the USA. For any reader still feeling daunted by the need to go green, an easy way to begin is to watch an amusing but perceptive video "The Story of Stuff" (http://www.storyofstuff.com). Then purchase this book from Greenleaf Publishing where you can currently get a massive 80% off the price. You will rarely find such a bargain.

JOSEPH SARKIS, Clark University, Massachusetts, USA

• Foreword Roger E. Kasperson, Stockholm Environment Institute, Sweden  Introduction Joseph Sarkis, Clark University Graduate School of Management, USA

On the 10th anniversary of its original publication, this is an extremely useful book that it is so relevant and topical. Standard operations management textbooks devote very little space to "green" issues, and their content remains very traditional. Many managers still need help with tools and techniques to introduce new environmental measures. This book is a valuable contribution and it is unfortunate that the authors have no intention of publishing a new edition. Part 1 focuses on operations strategy and policy. Many under-graduates and young managers do not complete a specialist operations course, but need to understand current issues in operations management. This section should be recommended reading for all business management students and will also be useful for managers in SMEs and anyone who is looking for new perspectives. The first chapter discusses the industrial ecology approach. Often in universities this topic is omitted from operations management and left to the engineers and environmental specialists. However, the holistic approach of industrial ecology is fundamental to "going green". This book starts with an easy introduction to the topic, which can be followed up by studying the Kalundborg case study. One of the themes in the book is the application of a systems approach, and this is emphasized by redrawing some standard OM diagrams to include new elements. The process diagrams include the complexities of reuse and recycling, rather than the traditional linear model of operations. Lambert argues that Life Cycle Analysis [LCA] must include recycling and examination of consumption processes. He argues that problems related to waste and discarded products should not be treated separately. Further chapters in Part 1 cover pollution, managing for environmental investments in SMEs, and green issues in product development. In Parts 2 and 3 contributors from around the world discuss manufacturing and operations practice, and the tools for making it happen. The concepts offered here have developed considerably over the last 10 years, but it is still a useful overview. Some managers may find it useful to benchmark their own operations against the examples considered to see how much further they have progressed. Although some have now been "embedded" within OM thinking, there are plenty of opportunities to review current practice against suggested tools and techniques for implementation. Part 4 presents 5 case studies, mainly from the USA. For any reader still feeling daunted by the need to go green, an easy way to begin is to watch an amusing but perceptive video "The Story of Stuff" (http://www.storyofstuff.com). Then purchase this book from Greenleaf Publishing where you can currently get a massive 80% off the price. You will rarely find such a bargain.