プロジェクト遂行への持続可能調達と循環物流の統合：環境・倫理・社会基準と価値創造のための枠組み

Unofficial AI-generated summary based on the public title and abstract. Not an official translation.

🔬研究者:調達・物流とサステナビリティ統合の概念枠組みとして、実証研究の出発点や仮説生成に活用できる。

🏢実務担当者:調達・物流プロセスに環境社会基準を組み込む段階的チェックリストとして、特にデータ基盤が限られる企業に有用。

🏛政策担当者:公共調達やインフラ事業での持続可能性要件設計の参考になるが、実証的裏付けは限定的。

Project logistics is traditionally concerned with ensuring that materials, equipment, information and related services are available at the right location, time, quantity and cost. However, the increasing environmental, social and ethical consequences of project activities require logistics decisions to extend beyond conventional cost, time and quality considerations. Sustainable procurement provides an important mechanism through which project organizations can integrate environmental protection, responsible sourcing, social value and economic efficiency into project delivery. Project logistics also influences cost, schedule, quality, resource consumption, emissions, waste, labour conditions and community outcomes. Yet sustainability is frequently managed as a reporting requirement rather than as an integrated project-delivery decision process. This conceptual article develops a Project Sustainability Integration Framework (PSIF) that connects sustainable procurement, circular logistics, ethical and social safeguards, performance measurement and continual improvement across the project lifecycle. The framework is organized around six stages: Plan, Source, Move, Use and Recover, Measure, and Improve. The article adds an illustrative pilot scenario for a medium-scale public infrastructure project facing selected input-price inflation, intermittent supplier delays and limited supplier-level environmental data. The scenario demonstrates how proportionate procurement criteria, transport controls, circular-material actions, supplier screening and performance indicators can be operationalized without assuming sophisticated digital systems. The numerical values in the scenario are explicitly illustrative assumptions, not empirical findings. The article also expands the discussion of SMEs and developing-economy contractors through phased implementation, low-cost data practices and risk-based controls. International reference points include ISO 20400:2017, ISO 14001:2026, ISO 26000:2010 and the UN Global Compact Ten Principles. The contribution is therefore a practical, testable conceptual framework rather than a claim of empirical validation. The article argues that sustainability should not be treated as an additional reporting exercise after procurement decisions have been completed. Instead, sustainability considerations should influence project planning, supplier selection, logistics design, materials management, contract administration and performance evaluation. The proposed framework provides a practical structure for connecting procurement decisions with environmental, economic and social outcomes. It also highlights the importance of life-cycle thinking, supplier due diligence, circular resource management, measurable indicators, transparent reporting and continuous improvement. The article concludes that integrating sustainable procurement with project logistics can improve resource efficiency, supply-chain resilience, stakeholder confidence and long-term project value while reducing avoidable environmental and social risks.

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