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研究生： 瑞安東
Antoine Rancé
論文名稱： 綠色供應鏈管理中的技術與策略創新：DHL 與 Heppner 的比較 個案研究
Technological and Strategic Innovations in Green Supply Chain Management: A Comparative Case Study of DHL and Heppner
指導教授： 李韋憲
Wei-Hsien Li
口試委員:
學位類別： 碩士
Master
系所名稱： 管理學院 - 國際經營管理碩士學位學程
International Master of Business Administration Program(IMBA)
論文出版年： 2025
畢業學年度： 113
語文別： 英文
論文頁數： 155
中文關鍵詞： 綠色供應鏈管理 、永續性 、營運效率 、技術創新 、策略創新 、大型企業（LEs ） 、中型企業（MSEs） 、DHL 、Heppner 、利害關係人壓力 、資源基礎觀點（RBV） 、動 態能力 、制度理論 、第一、二、三類排放 、碳足跡減少 、永續運輸 、去碳化投資 、合 作與夥伴關係 、ESG策略 、物流產業。
外文關鍵詞： Green Supply Chain Management, Sustainability, Operational Efficiency, Technological Innovation, Strategic Innovation, Large Enterprises (LEs), Mid-sized Enterprises (MSEs), DHL, Heppner, Stakeholder Pressure, Resource-Based View (RBV), Dynamic Capabilities, Institutional Theory, Scope 1, 2, and 3 Emissions, Carbon Footprint Reduction, Sustainable Transportation, Decarbonization Investments, Collaboration and Partnerships, ESG Strategy, Logistics Sector
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    • 本論文探討大型企業與中型企業如何整合技術與策略創新於綠色供應鏈管理，
    以提升永續性與營運效率。研究採用 DHL（全球物流領導者）與 Heppner（法國中型
    企業）為比較案例，分析組織規模、資源能力、利害關係人壓力與合作關係動態對綠
    色物流實踐採用的影響。
    研究方法結合次級資料（年度報告、企業揭露、學術文獻與執行長訪談）以及
    一場與 DHL 永續發展專案經理的半結構式訪談所得之初級資料。分析圍繞五個核心命
    題領域進行：技術採用、碳足跡減少、利害關係人影響、營運表現與合作策略。
    研究結果顯示，DHL 採用先進技術（如永續航空燃料、人工智慧）、運用私人
    資金並參與國際合作，以推動可擴展的綠色創新。而 Heppner 則依賴具成本效益的方
    案、內部主導的永續努力，以及區域合作，在財務限制下逐步減排並提升效率。
    本研究透過應用動態能力理論、利害關係人理論與制度理論於真實世界的供應
    鏈策略中，為學術領域提供貢獻，並為企業在追求環境責任與營運需求之間取得平衡
    提供實務洞見。

    This thesis investigates how large and mid-sized enterprises integrate technological
    and strategic innovations into green supply chain management to enhance both sustainability
    and operational efficiency. It conducts a comparative case study of DHL, a global logistics
    leader, and Heppner, a French mid-sized enterprise, to examine the influence of
    organizational scale, resource capacity, stakeholder pressure, and partnership dynamics on the
    adoption of green logistics practices.
    The methodology combines secondary data (annual reports, corporate disclosures,
    academic publications, and CEO interviews) with primary data from a semi-structured
    interview conducted with a sustainability project manager at DHL. The analysis is structured
    around five core propositions areas: technological adoption, carbon footprint reduction,
    stakeholder influence, operational performance, and collaborative strategies.
    Findings show that DHL deploys advanced technologies (e.g., SAF, AI), leverages
    private financing, and engages in international partnerships to drive scalable green innovations.
    Heppner, on the other hand, relies on cost-effective solutions, internally driven sustainability
    efforts, and regional collaborations to progressively reduce its emissions and enhance efficiency
    within financial constraints.
    The research contributes to the academic field by applying Dynamic Capabilities
    Theory, Stakeholder Theory, and Institutional Theory to real-world supply chain strategies,
    while offering practical insights for firms navigating the complex balance between
    environmental responsibility and operational demands.

    Contents 1 INTRODUCTION 1 2 LITTERATURE REVIEW 11 2.1 Background: Evolution of Sustainability in Supply Chain Management 11 2.2 Theoretical Frameworks and Their Applications in Green Supply Chain Management 13 2.3 Propositions Development and Variable Relationships 17 2.3.1 Proposition 1: Firm Size and Green Logistics Integration 18 2.3.2 Proposition 2: Carbon Footprint Reduction Strategies 21 2.3.3 Proposition 3: Stakeholder Influence on Green Logistics Strategies 25 2.3.4 Proposition 4: Operational Efficiency and Firm Size 28 2.3.5 Proposition 5: Partnerships and Technology Integration 32 2.4 Model 37 3 METHODOLOGY 39 3.1 Management Scale & Interview Question Design 39 3.1.1 Management Scale 39 3.1.2 Interview Question Design 40 3.2 Measurement Scale Adapted from Literature 43 3.2.1 Industry Context 44 3.2.2 Geographic & Market Scope 45 3.2.3 Case Selection Justification: DHL and Heppner 46 3.3 Method of Data Collection 47 3.3.1 Primary Data: Semi-Structured Interviews 47 3.3.2 Secondary Data: Corporate Reports & Industry Analysis 49 3.4 Number of Interviews & Data Sources 49 3.4.1 Description of primary and secondary sources 49 3.4.2 Interview process and participant recruitment 51 3.5 Data Exploration and Analysis Process 51 3.5.1 Familiarisation with the Data 52 3.5.2 Transcript Preparation 53 3.5.3 Coding 53 3.5.4 Thematic Analysis 55 3.5.5 Structuring of Results 56 4 DATA 57 4.1 P1.1 – Technological Sophistication 57 4.1.1 DHL – Deployment of Advanced Technologies 57 4.1.2 Heppner – Adoption of Accessible and Contextual Technologies 58 4.2 P1.2 – Adoption Processes and Deployment Scope 60 4.2.1 DHL – Phased and Scalable Deployment Strategy 60 4.2.2 Heppner – Incremental and Localized Implementation 61 4.3 P1.3 – Financial Capacity and Resource Efficiency 62 4.3.2 Heppner – Managing Constraints through Resource-Efficient Strategies 63 4.4 P.2.1 – Results: Absolute Reduction Capacity 65 4.5 P.2.2 – Technology Diffusion and Carbon Footprint Reduction 66 4.6 P.2.3 – Investment and Financial Capacity 69 4.6.1 DHL – High-Scale Green Investment Backed by Strong Liquidity 69 4.6.2 Key Metrics – DHL (Green Investment, 2023) 70 4.7 P.3.1 – Internal Stakeholder Demands and Technology Adoption 72 4.7.1 DHL – A Structured Dialogue Between Employees and Strategy 72 4.7.2 Heppner – Decentralized and Culturally Embedded Stakeholder Engagement 73 4.8 P.3.2: External Stakeholder Demands and Market Compliance 73 4.8.1 DHL – Validation through Annual Report and Expert Interview 74 4.8.2 Heppner – Validation through Expert Interview 75 4.9 P.3.3 The Interaction Between Internal and External Stakeholder Demands 76 4.10 P.4.1: Scale and Operational Efficiency 78 4.11 P.4.2 – Investment Strategy and Resource Allocation 80 4.11.1 DHL – Resource Allocation Based on Long-Term Strategic Governance 80 4.11.2 Heppner – Strategic Reallocation and Adaptive Investment Planning 80 4.12 P.4.3 – Sustainability vs. Operational Efficiency 81 4.13 P.5.1 — Types of Partnerships and Collaborations 83 4.14 P.5.2: Role of Acquisitions 84 4.15 P.5.3 – Role of Funding in Partnerships 86 4.15.1 DHL – Funding Model of a Large Enterprise 86 4.15.2 Heppner – Supportive Funding Model of a Mid-Sized Enterprise 86 5 DISCUSSION 87 5.1 P1.1: Technological Sophistication 87 5.2 P1.2: Adoption Processes and Deployment Scope 88 5.3 P1.3: Financial Capacity and Resource Efficiency 90 5.4 P2.1: Absolute Reduction Capacity 91 5.5 P.2.2 Technology Diffusion and Carbon Footprint Reduction 93 5.6 P.2.3: Investment and Financial Capacity 94 5.7 P.3.1: Internal Stakeholder Demands and Technology Adoption 96 5.8 P.3.2: External Stakeholder Demands and Market Compliance 97 5.9 P.3.3 The Interaction Between Internal and External Stakeholder Demands 99 5.10 P.4.1: Scale and Operational Efficiency 101 5.11 P.4.2: Investment Strategy and Resource Allocation 102 5.12 P.4.3: Sustainability vs. Operational Efficiency 104 5.13 P.5.1 Strategic Partnerships as Drivers of Green Innovation 105 5.14 P.5.2: Role of Acquisitions 107 5.15 P.5.3: Role of Funding in Partnerships 108 6 CONCLUSION 111 6.1 Theoretical, Managerial, and Societal Contributions 112 6.2 Study Limitations 113 6.3 Future Research Directions 114 7 Bibliography: 115 8 APPENDICES 120 8.1 Video 1: The Day Jean-Thomas Schmitt (Be Smart / 2024) 120 8.2 Video 2: Smart Boss – Jean-Thomas Schmitt, a Committed Leader (2024) 123 8.3 Video 3: What Are the Pillars of Transformation in Logistics? (Cercle Wine Business) 126 8.4 Video 4: The Interview with Jean-Thomas Schmitt (Be Smart) 129 8.5 Video 5: Génération Impact – Interview with Jean-Thomas Schmitt 131 8.6 INTERVIEW DHL 133 List of Figures Figure 1:Research Conceptual Model: Integration of Technological and Strategic Innovations in Green Supply Chain Management 38

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