Purchasing and supply management sustainability: Drivers and barriers

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." [10] (p. 73); difficulties in supplier relationship management due to potential risks and financial disadvantages of collaborative partnerships (i.e.…”

“…achievement of the economic success of a company's supply chain due to complying with environmental and social standards [4], [81]) for their investment decisions in their strategic plans. The companies can be encouraged in their strategic plans to invest in enhancing the sustainability of their supply chain management due to the various drivers including: government regulation [86], [34] (p.262); financial benefits [34] (p. 262); desire to gain competitive advantage [33], [34] (p. 262), [87]; customers' demand [8] (p. 134); [34] (p. 262); demand for environmental protection [88] (p. 577); desire to reduce costs through minimization of waste and pollution [87]; return of investments in environmental upgrading [10] (p. 81); differentiation for the brand with the help of embedding sustainability into brand knowledge and brand value [85] (p. 287); prevention of loss of reputation that might arise from insufficient environmental and social problems [9] (p. 118), [76] (p. 232), [77], [78], [79] and lacking social standards at suppliers [80]. [4] (p. 1055).…”

Drivers and barriers to pre-adoption of strategic scanning information systems in the context of sustainable supply chain

“…As a result of recent national and international institutional initiatives, organizations are encouraged to better take into account the problems of sustainable development (SD) in their operational activities and in particular to rethink their logistics schemas. However, many barriers impede the implementation of an SSC (Giunipero, Hooker et al, 2012). Some relate to the lack of information of managers concerning current or future legislation, as well as on the expected benefits and possible risks of such an approach (Walker, di Sisto et al, 2008).…”

“…Logistics is sustainable when its performance is measured as much by economic dimensions as by social and environmental dimensions (Pagell & Wu, 2009). SSC is a subject that organizations are slowly addressing, but its implementation faces many barriers (Giunipero, Hooker et al, 2012). One of the main barriers is lack of information which leads organizations to not engage in SSC (Walker, di Sisto et al, 2008).…”