In pursuit of a sustainable supply chain: insights from Westpac Banking Corporation

Abstract

The aim of this paper is to provide clues to industry and academia on how best to approach the challenge of developing a sustainable supply chain. A case study was undertaken of the Westpac Banking Corporationone of the world's most socially responsible banks -to examine how they approached the challenge of managing corporate social responsibility (CSR) in their supply chain. This paper highlights some of the challenges and opportunities associated with extending corporate governance beyond the firm boundary. Specific attention is given to a discussion of assessment and governance tools. The use of a single case study limits the generalizability of these findings. Future research can build on these findings by extending the scope to include additional firms, regions and methods. A best practice model is developed from the discussion to provide practical guidance to firms. While the extension of CSR to the supply chain is an emerging area of interest, the literature provides few clues on how best to pursue sustainable supply chain management. This paper provides a valuable and timely contribution to this topic by reviewing the lessons and practices of a recognised CSR leader.

The Process of Responsibility, Decoupling Point, and Disengagement of Moral and Social Responsibility in Supply Chains: Empirical Findings and Prescriptive Thoughts

“…Thus, internal integration, commitment from corporate leadership, and incentive structures that support BSus are needed (e.g. Daily and Huang, 2001;Keating et al, 2008;Pagell and Wu, 2009). At the inter-organizational level, companies need to commit and take responsibility for the actions and practices of the entire supply chain (e.g.…”

“…companies need to have a shared and cross-functional approach to enhance BSus (e.g. Azzone and Noci, 1998;Keating et al, 2008;Lamberti and Lettieri, 2009); (xii) 'managerial support' empowers sustainability and allocates resources, i.e. managers need to make BSus a priority (e.g.…”

Corporate Social Responsibility and Management Control

“…Rules seem to play a minor role in corporate social control systems in published case research. Several studies speak of the creation of a CSR policies and codes of practice relating to purchasing (Keating et al, 2008;Spence and Bourlakis, 2009;Andersen, 2003). Norris and O'Dwyer (2004) compares formal and informal control systems in a retailer but does not discuss boundary systems at all.…”

A Research on Barriers to Sustainable Supply Chain Management and Sustainable Supplier Selection Criteria

“…Seuring and Müller concluded that research on SSCM was dominated by green/environmental issues and social aspects, and also the integration of the three dimensions of sustainability was still rare. Keating et al (2008) aimed to provide clues to industry and academia on how best to approach the challenge of developing a sustainable supply chain. Vachon and Mao (2008) explored the potential link between supply chain characteristics and sustainable development at the country level and indicated that supply chain strength is positively linked to all three dimensions of sustainable development.…”