Is Supply's Actual Contribution to Sustainable Development Strategic and Operational?

Abstract

This paper addresses the issue of how sustainable supply practices are actually used as a leverage for sustainable development (SD). In order to assess the level of sustainable supply management within an organization, the authors have reviewed the literature extensively and then developed a five‐step maturity model around five management dimensions. A qualitative exploratory approach based on two detailed case studies of organizations whose reputation for SD is recognized internationally has been used. This methodology allowed us to show (1) how sustainable supply practices could be used as a leverage for an organization's sustainable development approach and (2) that sustainable supply practices still have quite a distance to go with regards to the maturity model for sustainable supply, even in organizations that are often mentioned as leaders in the SD area. In these organizations, managers still emphasize environmental considerations, while neglecting practices that would make it possible to reach the three SD objectives simultaneously. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

Stakeholder engagement in a sustainable sales and operations planning process

“…Importantly, our data suggest that external stakeholders need to be integrated at both the strategic planning level and the operational process level to positively affect triple bottom performance. Although the literature has established that conventional S&OP processes positively affect economic performance (Danese et al, 2017;Thomé et al, 2012b;Tchokogué, Nollet, Merminod, Paché, & Goupil, 2018), our findings suggest that the integration of external stakeholders at the planning and process levels positively affects social, economic, and environmental performance.…”

Proposal for a Maturity Model in Sustainability in the Supply Chain

“…[37] Establishes management principles for the maturity framework based on sustainable operations. [22] Assesses the level of sustainable management of the supply process within an organization; addresses the question of how sustainable purchasing practices are effectively used as a leverage effect for sustainable development; includes five phases and five management dimensions.…”

“…Transversal dimension, the relationship is established with the studies of [13][14][15][19][20][21][22][23][24][25].…”

“…Whether the acquisition strategy is reviewed regularly, examined externally, and directly linked to the program and environmental management system of organizations. In this case, a detailed review is carried out to determine future priorities and a new strategy is developed beyond this framework [13,22]. • Sustainability risk analysis for supply: best practices shared with other organizations and key sustainability performance indicators agreed with key suppliers [22].…”

Towards a contribution to sustainable management of a dairy supply chain

“…The three pillars of sustainability are the basis of the triple bottom line approach (3BL), which has been used by researchers and practitioners (Besiou & Van Wassenhove, 2015). In the context of sustainable supply chain management, it involves looking beyond the traditional economic parameters and making decisions based on life cycle costs, associated environmental and social risks and benefits and broader social and environmental implications (Tchokogué et al, 2018). In the same line, Galal & Moneim (2016) state that to achieve sustainability in developing countries, the members of the supply chain have to be coordinated, and countries must promote the connections and interactions among the three pillars of sustainability.…”