Sustainable Supply Chain Management Implementation–Enablers and Barriers in the Textile Industry

Abstract

Abstract:The distinct definition of accordance in the perceived barriers and enablers for sustainable supply chain management (SSCM) policy implementation has been the subject of various research studies, but a distinct focus on the textile sector has been the object of limited previous attention. However, it has been found that it affects the approach to developments in company approaches to sustainable supply chain management within that industry. This article presents the results of an in-depth comparative case study analysis, drawing on 23 interviews with managers of 10 companies from the textile industry. The analysis demonstrates that specific modes of collaboration can both enable an effective SSCM and diminish barriers for policy implementation. The width and depth varies between a collaborative management approach for an effective internal SSCM versus industry collaboration and buyer supplier collaboration to address external barriers and enablers.

Managerial perspectives on drivers for and barriers to sustainable supply chain management implementation: Evidence from New Zealand

“…To this end, this paper pointed out that managers need to work through and manage SSCM tensions to successfully implement SSCM. In particular, supplier-related issues can be resolved by developing trust-based, collaborative relationships (Brix-Asala et al, 2018;Oelze, 2017), as well as regular contact and feedback that could reduce monitoring requirements and risks on the part of suppliers (Hajmohammad & Vachon, 2016;Xiao et al, 2019).…”

Sustainability Issues in Textile and Apparel Supply Chains

“…Oelze [33] studied the existence of consensuses in the perception of barriers and enablers of sustainable supply chain implementation in the textile industry. The author conducted a case study with 23 interviews across 10 textile companies and showed that collaboration can enable sustainable policy implementation and reduce barriers.…”

How Supply Chain Integration Affects Innovation in a Digital Age: Moderating Effects of Sustainable Policy

“…This new, modern type of SCI often involves both internal (e.g., intraorganizational integration) and external (e.g., customer and supplier integration) dimensions [5], whereby firms can concentrate on their specialized areas and complete other functions through strategic alliance and cooperation with diverse partners along the supply chain. Such SCI goes beyond organizational boundaries, thus enabling firms to effectively avoid making costly (and probably risky) investments, particularly those highly asset-specific and customized ones because not all critical activities and services need to be carried out independently in-house [8][9][10].…”