Abstract:
Sustainable business conduct aims for long-term viability of a business model through a balance and integration of economic, social, and environmental considerations. Supply chains (SCs) have evolved from linear one-dimensional linkages towards dynamic networks with all members contributing to the output and the processes involved. The primary aim of a supply chain (SC) is to provide high service levels at the lowest possible cost whereas social and environmental dimensions are secondary or not considered. Many SC concepts, e.g. Just-In-Time, outsourcing, small batch sizes and frequent deliveries, appear to be incompatible with an integrated sustainability approach. Rising consumer awareness and stricter governmental regulations are driving factors that force companies to extend the sustainability concept into their SCs. Academics and practitioners have realised that SCs with their interactions and impacts have to be investigated in order to achieve true sustainability. Thus, sustainable supply chain management (SSCM) refers to a collaborative SC environment which facilitates the requirements to meet the sustainability imperative. SSCM broadens sustainability integration due to a holistic focus on all SC processes compared to a localised view on single companies. Research devoted to SSCM constitutes a pressing requirement as currently available frameworks, models, and roadmaps are generally inadequate for facilitating SC transformations and ongoing sustainability development. Most sustainability methodologies are also not directly applicable to the inherent complexity of SCs. The three dimensions of sustainability have predominantly been addressed in a stand-alone fashion by researchers. Companies and their SCs follow this trend as practical sustainability implementations are often silo-based and lack a systematic approach impeding the realisation of sustainability goals. A disconnect exists between sustainability vision, strategy and SC execution and there is little guidance either in research or practice in terms of models or roadmaps to bridge this gap. To address the above problems and issues this research explores, proposes, and validates concepts, models, and processes that support the development and implementation of SSCM. These artefacts have a holistic orientation spanning strategic SSCM constructs, transformational models, operational guidelines and a generic, customisable roadmap. This research followed an iterative multi-methodological approach made up of observation, theory building, and validation. Relevant literature was reviewed to synthesise foundational knowledge, classify areas of SSCM, identify research problems and derive research requirements. An exploratory Delphi study supported the identification and assessment of key themes and influential factors for SSCM. Conceptual theory building informed by literature and the Delphi findings guided the development of a SC transformation model. This cyclical management model is customised to the requirements in SSCM and outlines processes that enable SCs to transform and progress in sustainability development. Another major stepping stone was the realisation that SCs have to adjust their strategies depending on their level of maturity. A model is proposed that integrates sustainability in SCs with maturity considerations and facilitates a structured maturity progression. It puts forward that certain enabling factors help a SC to perform activities that support SSCM, whereas disabling factors may prevent a SC from doing so. As a SC engages in such activities it develops SSCM characteristics which in combination result in higher levels of maturity. A survey facilitated the confirmation of these modelled relationships and allowed for further exploration of determinants for SC performance and SSCM maturity. To overcome the difficulties of practical implementation, a roadmap for SSCM was constructed which leverages the strengths of the developed artefacts and translates them into prescriptive SC design requirements. It offers an integrated approach that outlines how SCs can adapt key operational issues to support a holistic sustainability strategy. The described research artefacts were refined, validated and peer reviewed through expert feedback, empirical testing, and dissemination through publication in journals, book chapters, and conferences.