A framework of sustainable supply chain management: moving toward new theory

Abstract

Purpose -The authors perform a large-scale literature review and use conceptual theory building to introduce the concept of sustainability to the field of supply chain management and demonstrate the relationships among environmental, social, and economic performance within a supply chain management context. Design/methodology/approach -Conceptual theory building is used to develop a framework and propositions representing a middle theory of sustainable supply chain management (SSCM). Findings -The authors introduce the concept of sustainability -the integration of environmental, social, and economic criteria that allow an organization to achieve long-term economic viability -to the logistics literature, and position sustainability within the broader rubric of SSCM. They then present a framework of SSCM and develop research propositions based on resource dependence theory, transaction cost economics, population ecology, and the resource-based view of the firm. The authors conclude by discussing managerial implications and future research directions, including the further development and testing of the framework's propositions. Originality/value -This paper provides a comprehensive review of the sustainability literature, introduces sustainability to the field of supply chain management, and expands the conceptualization of sustainability beyond the triple bottom line to consider key supporting facets which are posited to be requisites to implementing SSCM practices. The use of conceptual theory building to develop theoretically based propositions moves the concept of sustainability from a relatively a-theoretical treatment toward new theory in supply chain management.

Embending Sustainability Dynamics in the Lean Construction Supply Chain Management

“…in-house guidelines; environmental management systems such as ISO 14001; social standards such as; SA 8000 or AA 1000; and company's own code of conduct) need to be determined in the relationships to business partners, so that company's understanding of development is reflected to the supply chain the placing such requirements on suppliers/subcontractors who are required to pass them on in their own supply chains [4] (p. 1058-1059) • Environmental and social values need to be considered in addition to economic ones that will help the organization achieve its overall goals in a profitable and sustainable manner. [34] (p. 258) • Suppliers'/subcontractors' carbon management performance need to be analysed [29] (p. 1222) • Purchasers need to go beyond financial metrics and to monitor new sets of risks such as employees' security, pollution, and waste of resources [64], [33] (p.208).…”

“…These barriers might include: suppliers' lack of technical know-how to comply with sustainability requirements [8]; suppliers' lack the financial means to invest in green initiatives [8]; enforcing unreasonable contracts on small suppliers obstacling their stay in business [8] (p. 139); risks arising due to the implementation of sustainable procurement [64], [33] (p. 207); conflicts among companies in the same SC upon launching new sustainability-oriented activities [7] (p. 549); the consumers' unwillingness/reluctance-to-pay for sustainability efforts [65], [66], [62] (p. 74); high initial buyer and supplier investment costs associated with adapting SSM [34] (p. 267); cost issues and economic uncertainty." [34] (p. 267); rising transaction costs due to embedding environmental standards in the purchasing criteria [46], [44] and the difficulty in developing and managing environmental specifications [44], [46]; suppliers' reluctance in environmental upgrading due to fuziness in the sufficient business rationale for investing in environmental upgrading."…”

Can the SDGs Provide a Basis for Supply Chain Decisions in the Construction Sector?

“…Some large corporations, who are identified as adopting leading sustainable practises, appear to have the necessary "shared, organisation-wide long-term vision" and exhibit "core values and cultures and a sense of purpose beyond the economic bottom line" [72]. In a traditional view of supply networks this is demonstrated by the "corporation" acting as the driving force for implementing CSR through selective commercial pressures on organisations in its upstream supply network.…”

Impact of Competitive Capabilities on Sustainable Manufacturing Applications in Romanian SMEs from the Textile Industry

“…It has evolved rapidly from traditional operational practices to using innovative processes that consider social, environmental and economic effects [1]. Specifically, SM ensures that operational processes such as product design, procurement, managerial practices, quality control, selecting appropriate technology, scheduling, maintenance, production, and packaging have no negative effects on natural resources and stakeholders throughout the product's lifetime [2].…”