Creating a sustainable supply chain: the strategic foundation

Orr, S and Jadhav, A 2018, 'Creating a sustainable supply chain: the strategic foundation', Journal of Business Strategy, vol. 39, no. 6, pp. 29-35.


Document type: Journal Article
Collection: Journal Articles

Title Creating a sustainable supply chain: the strategic foundation
Author(s) Orr, S
Jadhav, A
Year 2018
Journal name Journal of Business Strategy
Volume number 39
Issue number 6
Start page 29
End page 35
Total pages 7
Publisher Emerald Group Publishing Ltd.
Abstract Purpose: This paper aims to introduce a supply chain strategy for supply chain sustainability performance and explain why it is different to normal business/operations strategy. Design/methodology/approach: A survey of supply chain managers and detailed case studies of three successful supply chain sustainability organisations identified four components of a supply chain sustainability strategy, the mechanisms behind them and how they interacted. Findings: Sustainability leadership, supply chain member involvement in organisational sustainability initiatives, supply chain member involvement in supply chain sustainability strategy planning and technical competency were identified as the four components of a sustainable supply chain strategy. Sustainability leadership legitimises the objectives and involvement of the staff in supply chain-oriented sustainability initiatives and planning. Technical competency provides the capability and language necessary for the development of a supply chain sustainability strategy. This is different to business/operations strategy, however, parallels to other forms of strategy constructs support its ability to achieve performance improvement. Research limitations/implications: The research is based on data from developed countries; the findings may be different for emerging economies. Potential hypotheses for future research are suggested. Practical implications: The supply chain sustainability strategy will enable organisations to improve the sustainability of their supply chains. Its application is described in the paper. Originality/value: The paper develops a strategy framework different to the approach taken in business/operational strategy. It indicates how the sustainability performance of supply chains external to the organisation is increased through their interconnectedness with the organisation.
Subject Logistics and Supply Chain Management
Keyword(s) Bombardier
Interface
Siemens
Supply chain strategy
Sustainability
Sustainability leadership
DOI - identifier 10.1108/jbs-11-2017-0157
Copyright notice © Emerald Publishing Limited
ISSN 0275-6668
Versions
Version Filter Type
Citation counts: Scopus Citation Count Cited 0 times in Scopus Article
Altmetric details:
Access Statistics: 20 Abstract Views  -  Detailed Statistics
Created: Mon, 29 Apr 2019, 13:04:00 EST by Catalyst Administrator
© 2014 RMIT Research Repository • Powered by Fez SoftwareContact us