Highly competitive environments are leading companies to implement Supply Chain Management (SCM) to improve performance and gain a competitive advantage. SCM involves integration, coordination and collaboration across organisations and throughout the supply chain. It means that SCM requires internal (intraorganisational) and external (interorganisational) integration. This paper examines the Logistics-Production and Logistics-Marketing interfaces and their relation with the external integration process. The study also investigates the causal impact of these internal and external relationships on the company's logistical service performance. To analyse this, an empirical study was conducted in the Spanish Fast Moving Consumer Goods (FMCG) sector.

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This research studies how nongovernmental organizations (NGOs) can implement supply‐management practices for poverty alleviation. The research inductively builds a theoretical framework from a nested case study, which includes one NGO and six firms implementing supplier development (SD) programs. The framework suggests a set of resources that enhance the social sustainability of the supply chain without creating trade‐offs between economic and social performance. This study has implications for decision‐makers in firms and NGOs about the type of resources they need to develop, and the characteristics they should seek when choosing partners for undertaking collaborative initiatives in social sustainability.

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Although the literature on environmental sustainability is rapidly increasing, many studies suggest that this problem needs to be dealt with by considering a broader perspective, i.e., supply chains. In this paper, we put forward the idea that different practices for greening suppliers can be combined to shape different green supply management (GSM) strategies. More specifically, the following research questions are posed. 1) How do firms combine managerial practices to form GSM strategies? 2) What are the variables that affect this decision? 3) What are the results of the different GSM strategies? Drawing on a survey among Spanish firms, we performed a cluster analysis that identified three main GSM strategies. In the second step, we contrasted these clusters using environmental drivers, context, and performance variables. The results show that there are several approaches to "greening" the supply chain, with different results and company profiles.Index Terms-Environment, green supply management (GSM), Spain, sustainable supply chains.