The role of supply chain leadership in the learning of sustainable practice: toward an integrated framework

Abstract

Sustainable supply chain management (SSCM) is a topic that has become increasingly important in recent years. However, very few papers focus on studying SSCM from both leadership and learning perspectives. In this research, we carry out a content-based literature review on the intersections of Supply Chain leadership, Supply Chain Learning and SSCM; we propose a conceptual framework on how focal companies assuming a leadership role initiate and disseminate sustainable practices in their supply chains. Three types of sustainable supply chain management (SSCM) strategies (i.e., reactive, contributive and proactive) have been identified in this research based on four dimensions of SSCM governance, supply chain learning, supply chain leadership and SSCM performance. It is argued that two new constructs of supply chain learning and supply chain leadership are an integral part of the SSCM conceptual framework developed from the literature and have significant implication to our understanding of SSCM.

Sustainable Global Sourcing: A Systematic Literature Review and Bibliometric Analysis

“…A benefit of a longitudinal study is that researchers can observe developments or changes in the characteristics of the targeted issues of SGS and can extend beyond a single moment in time and establish sequences of events, conductive to theorization [174]. Based on the literature review and empirical experience, Gosling et al (2016) [175] find that both corporate sustainability and SC sustainability initiatives evolve over time and display dynamic features, e.g., changes in supplier governance mechanisms, SC learning content complexity and supply chain leadership style. This is an interesting area for future research and it is suggested that more studies could adopt longitudinal view while investigating the evolution and changes of SGS projects in addition to their consequence.…”

Jumping the Chain: How Downstream Manufacturers Engage with Deep Suppliers of Conflict Minerals

“…Thus, even with limited knowledge of lower-tiers, by partnering and collaborating focal companies were able to apply a direct approach to manage deep suppliers. Additionally, although well observed in the direct management of first-tier suppliers [29,56,57], we add to the understanding of how focal companies work directly with lower-tier suppliers and with strategic partners to establish governance mechanisms to manage distant suppliers [30,31]. Beyond standards and compliance, "contributive" strategies [57] include training, financial incentives, and other assistance intended to develop supplier risk management capacity.…”

“…Additionally, although well observed in the direct management of first-tier suppliers [29,56,57], we add to the understanding of how focal companies work directly with lower-tier suppliers and with strategic partners to establish governance mechanisms to manage distant suppliers [30,31]. Beyond standards and compliance, "contributive" strategies [57] include training, financial incentives, and other assistance intended to develop supplier risk management capacity. Interviewees identified more "pro-active" strategies [57] undertaken by manufacturers for supply chain sustainability and risk mitigation, for example "closed-pipe" material supply networks (see Figure 7) provide dedicated conflict-free sources of tantalum to end-users who are highly dependent on this critical material [5,58].…”

“…Beyond standards and compliance, "contributive" strategies [57] include training, financial incentives, and other assistance intended to develop supplier risk management capacity. Interviewees identified more "pro-active" strategies [57] undertaken by manufacturers for supply chain sustainability and risk mitigation, for example "closed-pipe" material supply networks (see Figure 7) provide dedicated conflict-free sources of tantalum to end-users who are highly dependent on this critical material [5,58].…”

Collaboration and Sustainable Agri-Food Suply Chain: A Literature Review

“…The environmental dimension refers to natural resource consumption, carbon footprint, environmental legislation, waste management, and hazardous chemical and materials (Sanders, 2012;Varsei, et al, 2014). The social dimension covers impacts on a society such as working conditions, community development, consumer health and safety, human rights and child labour (Gosling, et al, 2014;Klassen & Vereecke, 2012;Mota, et al, 2014). Within those three dimensions, optimal competitive advantages can be achieved while support the social development and reduce the environmental impacts.…”