Implementing Strategic Sustainable Supply Chain Management

Cecilia Bratt,Göran Broman,Robert Sroufe

doi:10.3390/su13158132

Abstract

Despite increasing business interest in sustainability in general and in sustainable supply chain management (SSCM), the ability to increase suppliers’ ecological and social performance is generally insufficient for many companies. In this study, we outline an implementation process model for sustainable supply chain management. We do so by synthesizing insights from a review of the sustainable supply chain management and organizational learning literature and a case study with a company aspiring to become a global leader in sustainable lighting. By combining these insights, we find that successful implementation of sustainable supply chain management requires sustainability to be anchored in a company’s vision and integrated into all functions. We also argue that organizational learning, especially learning with external stakeholders such as suppliers, an operational definition of socioecological sustainability among stakeholders, and procedural support for the cocreation of strategic plans for change are vital for achieving a truly sustainable supply chain. This definition and cocreation allow for attention to be directed toward strategic ecological and social practices, along with the joint handling of tradeoffs and economic considerations among stakeholders. As we build a foundation for an SSCM implementation process model, we use a science-based framework for strategic sustainable development. We call for more action-based research to uncover the complex nature of sustainable supply chain management, as there are unique challenges and dynamic relationships in every supply chain.

Highlights

Accepted: 14 July 2021The global business community is increasingly recognizing the need to integrate sustainability thinking into their business activities and benefits
As the FSSD has been overlooked by some and possibly underutilized in supply chain management research, we introduce it as a foundation for a proposed
We propose that an understanding of “external” sustainability is knowledge is necessary for new mental models to be created [62,66]

Summary

Introduction

The global business community is increasingly recognizing the need to integrate sustainability thinking into their business activities and benefits. Increasingly requires legitimacy from the public to show responsibility and societal engagement [1]. Several authors have pointed to direct self-benefits for businesses proactively pursuing sustainability, innovation, and market opportunities [2,3,4]. With an increase in globalization and the complexity of supplier networks, there is an increased business interest in managing these networks’ sustainability performance. The ability to do so is still weak [1]. Prior research shows discrepancies between corporate rhetoric in policy and mission statements on the one hand and firms’ actions on the other [1,5,6,7]

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