Driving carbon neutrality and socioeconomic sustainability through Supply Chain Quality Management 4.0: an enterprise information perspective

Supply Chain Quality Management (SCQM) emerges as a dynamic and multifaceted paradigm that integrates the principles of supply chain and quality management (Hemsworth et al., 2005; Sharma and Modgil, 2015). It involves a company strategically utilising various approaches to encourage collaboration with suppliers and customers, all with the utmost aim of elevating the overall quality of products and services (Ford, 2015). Unlike the traditional approach, which focuses on individual tasks within operations, SCQM takes a holistic and strategic stance, extending its reach across the entire supply chain network (Bastas and Liyanage, 2018). This transition empowers companies to proactively tackle quality issues at each stage, from raw material procurement to final product delivery (Bui et al., 2022). By embracing this strategic perspective, organisations can foster closer collaboration and coordination, leading to enhanced customer satisfaction and heightened levels of product and service quality (Fernandes et al., 2017; Quang et al., 2016). Such collaboration also facilitates valuable exchanges of insights and feedback, allowing organisations to continuously refine their processes and offer outstanding product and service quality (Bui et al., 2022).

With the advancement of Industry 4.0 (I4.0) technologies in supply chains (e.g. the Internet of Things (IoT), big data and analytics, cybersecurity), several concepts that integrate those technologies into SCQM processes have been proposed such as Quality Management 4.0 (e.g., Antony et al., 2022; Sony et al., 2021) and Supply Chain 4.0 (e.g., Frederico et al., 2020b). Most recently, the concept of SCQM4.0 has been rapidly emerging as a promising strategic tool in optimising supply chain processes and boosting whole-of-chain performance (Nguyen et al., 2023; Bui et al., 2022). I4.0 technologies have been significantly refining SCQM by empowering companies to collect and analyse extensive data, automate processes through autonomous robots, simulate and optimise supply chain operations, and integrate systems horizontally and vertically (Almada-Lobo, 2016). Moreover, real-time use of the IoT for monitoring and control, coupled with robust cybersecurity measures, safeguards sensitive information. Additionally, cloud computing ensures efficient data storage and access, additive manufacturing aids in rapid prototyping and customisation, and augmented reality enhances visualisation and training (Acioli et al., 2021; Hofmann and Rüsch, 2017).

Despite its conceptual potential, SCQM4.0 remains notably underexplored in empirical research, especially in relation to its impact on sustainability performance; while benefits regarding operational and financial outcomes are relatively straightforward (Phan et al., 2019; Soares et al., 2017). The lack of empirical evidence might limit the development of the SCQM4.0 concept into a realistic phenomenon, as well as demotivate executive managers from adopting it. In particular, few empirical studies have examined how SCQM4.0 can facilitate the integration of environmental and social priorities into supply chain practices (Lim et al., 2022; Bui et al., 2022). The growing emphasis on social compliance in industries such as apparel manufacturing further accelerate this need, yet the mechanisms through which SCQM4.0 supports such compliance remain unclear (Razzak, 2022). Similarly, while sustainability frameworks like the triple bottom line are well established, their operationalization through SCQM4.0 is still poorly understood (Bastas and Liyanage, 2018). Resilient and sustainable supply chains, moreover, increasingly require digitally enabled coordination and visibility, but empirical evidence on how SCQM4.0 enables these outcomes remains limited (Zhu and Wu, 2022). In short, the lack of validated, multi-dimensional models restricts both theoretical advancement and informed managerial action, particularly in resource-constrained environments like developing economies. By providing a comprehensive empirical analysis of SCQM4.0's enablers and their relationship with sustainability, this study addresses a timely and under-researched intersection, offering novel insights with both academic and practical relevance.

The present study examines SCQM4.0 in a highly relevant and under-researched empirical context: the Vietnamese garment industry. This industry holds pivotal significance for the nation’s economy, being one of the largest sectors in terms of employment, with millions engaged in factories and workshops across the country (Nayak et al., 2019). Its success is attributed to Vietnam's strategic location, affording easy access to major markets like the European Union, the United States, and Japan. Furthermore, the lower labour costs have rendered Vietnam an appealing destination for textile and garment production, resulting in substantial foreign investment (Ngo et al., 2023). The pandemic caused disruptions in global supply chains, particularly affecting fabric imports, as Vietnam relies heavily on foreign suppliers for raw materials (Dao et al., 2020). Furthermore, major importing countries are enforcing stricter sustainability standards. The European Union, for instance, aims to eliminate fast fashion by 2030, requiring textiles to be long-lived and recyclable. Also, there has been a notable increase in consumer awareness regarding environmental issues, with many buyers prioritising sustainable brands (Ngo et al., 2023). These changes present both pressures in transitioning to sustainable practices and opportunities for growth, calling for resilience, transparency, and adherence to sustainability standards in SCQM (Huang et al., 2023). These dynamics position the sector as a critical testing ground for evaluating how SCQM4.0 can facilitate the shift toward sustainable supply chains amid increasing external demands and operational challenges.

This research is envisioned to examine the influence of SCQM practices, empowered by I4.0 technologies, on corporate sustainable performance within the scope of the Vietnam garment industry. It is expected to be a comprehensive contribution to the existing academic literature by stimulating studies on the transformative capabilities of SCQM4.0, particularly in the context of developing economies like Vietnam. Targeting the interplay between advanced technology integration and sustainable performance within the supply chain, this includes a focus on how emerging I4.0 technologies can be efficiently integrated into the supply chain and quality management practices to effectively achieve sustainability. Therefore, it serves as an instructive contribution to the prevailing literature, enriching our insights into the supply chain 4.0 research agenda (Frederico et al., 2020b) and expanding research on sustainable supply chain management (e.g., Beske et al., 2014).

The subsequent sections of this study are outlined as follows: Section 2 reviews the theoretical framework and hypothesis development for the SCQM4.0 – sustainable performance nexus. Section 3 provides insights into the data collection and research methodology utilised for quantitative analysis. Section 4 unveils the research findings, while Section 5 delineates both theoretical and practical implications. The paper culminates in Section 6, offering conclusions while acknowledging its limitations and suggesting prospects for future directions of research.

In the intricate tapestry of supply chain dynamics, a captivating evolution unfolds in SCQM. As a harmonious convergence of supply chain management (SCM) and Quality Management, SCQM emerges as the scholarly offspring of a deliberate shift from operational intricacies to strategic considerations (Soares et al., 2017; Robinson and Malhotra, 2005) (Figure 1).

The original research in SCM pertaining to logistics initially focused on managing shipping operations through innovations like containers and intermodal carriers (Truong et al., 2017). Subsequently, the scope expanded to encompass production and distribution management, incorporating considerations such as warehousing, material handling, and freight processes (Truong and Hara, 2018). This evolution was further propelled by advancements in computer technology, enabling the optimisation of storage, inventory, and truck routing processes (Hoang et al., 2023). The advent of enterprise resource planning (ERP) systems revolutionised the field, facilitating the integration of diverse databases and elevating data capacity and precision to unprecedented levels (Lara-Pérez et al., 2024; Pham et al., 2023). This paved the way for the evolution of sophisticated planning and scheduling methodologies in logistics operations (Bui et al., 2022). Today, SCM is closely tied to strategic challenges arising from global market trends, necessitating the coordination of intricate supply networks driven by factors like global sourcing, outsourcing decisions, product recalls, and issues related to social responsibility (Ngo et al., 2023; Duong et al., 2023a, b).

Similarly, the evolution of quality management began with product testing for defects prior to market release. It evolved into more structured quality control practices, shifting from simple error detection towards a systematic approach using statistical techniques. The concept of quality assurance broadened the responsibility for quality across organisational functions, aligning with strategic directions and employing sophisticated statistical methods (Sierra et al., 2017). Total quality management elevated the importance of customer satisfaction, integrating quality as a strategic concern within businesses, and involving both suppliers and customers (Zimon, 2017; Evans et al., 2014).

As supply chain globalisation and production decentralisation have surged, it has become evident that maximising the prospect of quality management necessitates tantamount attention from upstream to downstream supply chain processes (Zeng et al., 2013). Product quality hinges on both the manufacturer's and suppliers’s processes (Fernandes et al., 2022), as well as an understanding of customer needs. Thus, quality management stands as a potent support for SC operations, ensuring a continuous enhancement of performance throughout the supply chain, ultimately leading to heightened customer satisfaction (Duong Thi Binh et al., 2024; Bui et al., 2022). This demands that quality management extends beyond internal processes, encompassing both upstream and downstream activities. Upstream quality management initiatives encompass suppliers' strong, long-term partnerships, their influential engagement in product and quality development, as well as their commitment and qualifications towards the agreed quality-centric goal (Bui et al., 2022). Meanwhile, downstream quality management operations involve regular interactions or surveys with customers to comprehend their needs, continuous quality feedback seeking, and customer inclusion within product design (Nguyen et al., 2023). Nevertheless, a seamless collaboration of quality management throughout the entire supply chain is indispensable for enhancing firm performance effectively.

SCQM has emerged as a strategic approach that integrates the foundational principles of SCM and quality management to enhance performance across supply networks. Robinson and Malhotra (2005) define SCQM as a systematic framework aimed at coordinating and integrating business processes among all supply chain stakeholders to continuously improve procedures, products, and services for value creation and customer satisfaction. Unlike treating SCM and quality management as parallel disciplines, SCQM represents their convergence into a holistic construct that leverages the strengths of both domains to embed quality throughout the supply chain.

SCM contributes to SCQM by enabling strategic coordination, collaboration, and information sharing among suppliers, manufacturers, and distributors to meet quality objectives. Frameworks such as the “six Ts” (traceability, transparency, testability, time, trust, and training) underscore SCM's vital role in ensuring consistent quality performance across distributed systems (Chen and Tseng, 2022). At the same time, quality management brings in principles such as continuous improvement, standardization, and process evaluation, which reinforce quality accountability within and between firms. The application of total quality management philosophies has helped institutionalize a quality-centric culture, promoting feedback loops, employee involvement, and performance benchmarking across all nodes of the supply chain (Parast, 2020). When effectively integrated, SCM provides the logistical infrastructure while quality management ensures systematic quality assurance, forming a robust foundation for SCQM (Sharma and Modgil, 2015).

The concept of SCQM has evolved in tandem with the growing complexity of global supply networks. Early iterations emphasized the operational aspects of logistics and internal quality control. However, as supply chains expanded and diversified, the interdependence of actors necessitated a shift toward integrated quality systems. Scholars began to emphasize the diffusion of quality management across upstream suppliers and downstream partners to maintain consistency and responsiveness (Kaynak and Hartley, 2007). This evolution has culminated in structured SCQM frameworks, often guided by maturity models such as Supply Chain Operations Reference (SCOR), which evaluate an organization’s readiness to adopt quality-driven supply chain practices (McCormack et al., 2008). Today, SCQM is recognized as a multi-dimensional construct encompassing internal process excellence, supplier alignment, and customer responsiveness (Phan et al., 2019).

SCQM4.0 represents a pivotal evolution in supply chain strategy, emerging from the convergence of SCM, quality management, and I4.0 technologies (Figure 2). Unlike traditional SCQM, which primarily focused on aligning quality practices among supply chain partners to ensure consistent performance, SCQM4.0 introduces a proactive, data-driven paradigm powered by digital technologies (Romano and Vinelli, 2001). This approach enables real-time monitoring, predictive quality control, and intelligent automation, transforming quality assurance into a strategic, digitally enabled capability across the supply chain.

At the core of this transformation lies the integration of I4.0 technologies such as the IoT, Artificial Intelligence (AI), robotics, big data analytics, and advanced Information and Communication Technology (ICT). These tools facilitate enhanced connectivity and data exchange across stakeholders, supporting agile decision-making and significantly improving supply chain quality (Ross, 2017; Frederico et al., 2023; de Oliveira-Dias et al., 2023). ICT, in particular, enables seamless integration of internal and external processes, reinforcing both operational efficiency and customer engagement.

SCQM4.0 synthesizes the foundational concepts of Supply Chain 4.0 and Quality Management 4.0. Supply Chain 4.0 leverages I4.0 technologies to drive visibility, responsiveness, and performance across logistics and operations (Schmidt et al., 2023; Frederico et al., 2020a). In parallel, Quality Management 4.0 utilizes the same technological advances to optimize quality processes, reduce waste, and enhance predictive capabilities (Antony et al., 2022; Sony et al., 2020, 2021). SCQM4.0 unites these trajectories into a cohesive framework that embeds quality thinking within digitally transformed supply chain ecosystems.

As an emerging research direction, SCQM4.0 extends beyond the individual application of I4.0 in SCM or quality management. It proposes an integrated model that aligns technological advancements with quality and supply chain principles to foster resilience, innovation, and sustainable value creation (Nguyen et al., 2023; Zimon et al., 2022; Bui et al., 2022). The emphasis is not only on improving specific operational metrics but on enhancing product and service quality, strengthening inter-organizational relationships, and achieving stakeholder satisfaction and sustainability.

In contrast to approaches that treat SCM or quality management in isolation, SCQM4.0 underscores the strategic potential of I4.0 technologies when systematically applied across the supply chain. It integrates infrastructure, governance, and process elements to support sustainable performance (Nguyen et al., 2023; Ben-Daya et al., 2020). Ultimately, SCQM4.0 provides a robust framework for modern supply chain leaders seeking to transition from reactive quality control to proactive, intelligent, and sustainability-oriented quality management in the era of digital transformation.

SCQM4.0 signifies a transformative evolution in the intersection of quality management and supply chain operations, enabled by the rapid advancement of I4.0 technologies. At its core, SCQM4.0 leverages digital innovation to shift quality assurance from a reactive, compliance-based function to a proactive, integrated, and strategic capability (Nguyen et al., 2023). This shift empowers organizations to enhance operational agility, improve stakeholder collaboration, and meet increasingly complex performance and sustainability demands in global supply chains (Duong Thi Binh et al., 2024).

A defining feature of SCQM4.0 is its integration of enabling technologies that improve visibility, coordination, and decision-making across supply networks (Bui et al., 2022). The IoT facilitates real-time monitoring of product conditions and automated interaction between digital systems and physical assets, laying the foundation for intelligent quality control (Das, 2022; Soares et al., 2017). Complementing this, AI and big data analytics provide advanced capabilities for processing large datasets, identifying deviations, and implementing predictive adjustments to production and distribution processes (Sharma and Modgil, 2015). These technologies reduce dependence on periodic evaluations and enable continuous quality optimization.

Blockchain technology further enhances SCQM4.0 by introducing traceability and trust through immutable, transparent records of quality-related transactions across the supply chain (Giamporcaro and Kuk, 2024). Meanwhile, innovations such as smart packaging and advanced traceability tools support product quality monitoring throughout the entire lifecycle—from production to the end-user—ensuring compliance with regulatory and safety standards Drago et al. (2020). These tools are particularly vital in sectors with high sensitivity to environmental conditions and handling, such as food and pharmaceuticals.

The holistic nature of SCQM4.0 is reflected in conceptual frameworks that define its key dimensions (Duong Thi Binh et al., 2024; Nguyen et al., 2023; Bui et al., 2022). One such framework categorizes these into Enabling Technologies, Supply Chain Operations, Infrastructure Practices, and Sustainable Performance (Nguyen et al., 2023). Each dimension plays a critical role in realizing the full potential of SCQM4.0.

1. Enabling Technologies are the foundation of SCQM4.0, comprising a broad array of digital tools such as IoT, AI, big data analytics, blockchain, robotics, additive manufacturing (3D printing), cyber-physical systems (CPS), cloud computing, Radio Frequency Identification (RFID), nanotechnology, and ERP. These technologies revolutionize traditional practices by facilitating intelligent automation, integrated analytics, and decentralized decision-making (Duong Thi Binh et al., 2024). Their application enhances not only quality assurance and process optimization but also supports innovations in product development and strategic resource utilization (Zimon et al., 2022).

2. Supply Chain Operations encompass the functional transformations enabled by these technologies (Nguyen et al., 2023). SCQM4.0 aims to elevate supply chain activities by improving transparency, interoperability, flexibility, responsiveness, and performance measurement. Through enhanced collaboration and real-time communication, firms can achieve greater synchronization of supply and demand, optimized resource allocation, and robust responsiveness to market dynamics (Duong Thi Binh et al., 2024). Performance evaluation tools, such as SCOR metrics, provide a structured approach to monitoring and improving operational efficiency within this digital landscape.

3. Infrastructure Practices represent the organizational and managerial foundations necessary to implement SCQM4.0 effectively (Bui et al., 2022). These include robust IT systems, skilled human capital, supportive organizational culture, and visionary leadership (Nguyen et al., 2023). Top management support, cross-functional coordination, and stakeholder awareness are essential to overcoming implementation barriers such as technological resistance, integration complexity, and lack of standardization (Quang et al., 2016). Leadership—particularly transformational and knowledge-driven styles—plays a pivotal role in fostering a culture of innovation and continuous improvement (Fernandes et al., 2017).

4. Finally, sustainable performance—encompassing environmental, social, and economic dimensions—is a central objective of SCQM4.0 (Nguyen et al., 2023). Rather than focusing solely on quality enhancement, SCQM4.0 leverages Industry 4.0 technologies such as AI, IoT, and big data to drive smart, circular, and responsible supply chains. It promotes efficient input use, waste reduction, resource conservation, and social accountability—aligning with broader sustainability and circular economy goals (Duong Thi Binh et al., 2024). Across industries—from manufacturing and electronics to fashion and consumer goods—firms are adopting SCQM4.0 practices to improve transparency, collaboration, and lifecycle thinking. Examples include Unilever's closed-loop recycling, IKEA's circular product design, Apple's robotic disassembly, and H&M's textile recycling (Bag and Mangla, 2025). These innovations foster triple-bottom-line value creation while enhancing regulatory compliance, brand equity, and stakeholder trust (Zhang et al., 2020). Even in service sectors, models like Philips' “Pay per Lux” and Rolls Royce's “Power by the Hour” illustrate how digital-enabled circularity supports long-term resilience (Angelis et al., 2018). Overall, SCQM4.0 is positioned as a strategic enabler of sustainable transformation, supporting SDGs and guiding industries toward integrated value creation across environmental, social, and economic fronts.

Building on the foundational dimensions of SCQM4.0, the adoption and implementation of these technologies can be effectively analysed through the Technology-Organization-Environment (TOE) framework, originally proposed by Tornatzky and Fleischer (1990). This framework provides a comprehensive lens for understanding how internal and external factors shape the deployment of I4.0 technologies within SCQM. By categorizing key determinants into technological, organizational, and environmental contexts, this study proposes a TOE framework facilitating a structured evaluation of the enablers and constraints influencing SCQM4.0 adoption (Figure 3).

While various other technology adoption frameworks, such as the Diffusion of Innovation (DOI) theory or the Unified Theory of Acceptance and Use of Technology (UTAUT), offer valuable insights into the uptake of new technologies by individuals or organizations, these often concentrate on specific aspects like individual perceptions, innovation attributes, or user acceptance. For the purpose of this study, the TOE framework was strategically chosen for its comprehensive and holistic approach to understanding the adoption of complex technological innovations like SCQM4.0. TOE uniquely captures the intricate interplay of internal organizational capabilities (e.g., top management support, human resources), external environmental pressures and collaborations (e.g., vertical information sharing, supply chain integration), and the inherent characteristics of the technology itself (e.g., IT infrastructure, technological awareness). This multi-contextual lens is particularly well-suited for analysing SCQM4.0, which inherently involves the integration of diverse Industry 4.0 technologies across complex supply chain networks and requires consideration of both internal enterprise information systems and broader industry ecosystem dynamics to achieve multi-dimensional sustainable performance.

In the technology context, two primary components are emphasized: IT infrastructure and technological awareness. IT infrastructure refers to the foundational digital capabilities that support the initial development (ITI1 ^[1]), deployment (ITI2), and continuous evolution (ITI3) of disruptive technologies across the supply chain. This includes hardware, software, connectivity tools, and technical support systems that handle large data storage (ITI4), ensure employees are ready for tech use (ITI5), and provide rewards to encourage tech adoption (ITI6), thereby enabling interoperability and real-time data exchange. Technological awareness, meanwhile, measures the extent to which all supply chain actors—including employees who understand the importance (TA1), recognize the challenges (TA2), and see the benefits of technology adoption (TA3), as well as partners who understand these benefits (TA4)—comprehend the requirements and implications of SCQM4.0 initiatives. Awareness is critical to fostering acceptance and ensuring informed participation in technology-driven quality strategies (Sony et al., 2021).

Within the organizational context, two critical enablers are top management support and human resources and organizational skills. Top management support reflects the commitment of senior leadership to champion SCQM4.0 adoption through strategic alignment (TMS1), resource allocation (TMS4), and policy formulation (TMS3) (Kaynak and Hartley, 2007). Leadership plays a decisive role in reducing resistance to change (TMS2, TMS7), facilitating cross-functional collaboration (TMS6, TMS8), and nurturing an innovation-driven culture (TMS5) (Binh et al., 2025). Human resource and organizational capabilities encompass the workforce's technical expertise (HROS1, HROS3), adaptability (HROS5, HROS6), and readiness to implement and sustain advanced technologies (HROS2, HROS4, HROS7). Investments in training, knowledge transfer, and organizational restructuring are vital to building the capacity necessary for digital transformation (Parast, 2020).

The environmental context highlights the importance of vertical information sharing and supply chain integration as external enablers. Vertical information sharing involves the transparent exchange of relevant (VIS1), timely (VIS2), and accurate information (VIS3) across different tiers of the supply chain, including close communication on quality considerations (VIS4) and sharing of risks and rewards related to supply chain quality (VIS5), enabling better coordination, risk management, and responsiveness in dynamic market conditions (Duong et al., 2025; Firmansyah and Siagian, 2022). This is particularly important in SCQM4.0, where real-time quality information needs to flow seamlessly between suppliers, manufacturers, distributors, and customers. Supply chain integration, on the other hand, represents the depth of inter-organizational collaboration, characterized by assisting partners in quality improvement (SCI1), aligning goals with partners (SCI2), and building long-term trust-based relationships (SCI3), with strong integration enhancing the strategic alignment of quality objectives and technology initiatives across the network (Nguyen et al., 2025; Yu and Huo, 2018).

Despite growing academic interest and the promising potential of SCQM4.0, research that comprehensively integrates SCM, QM, and I4.0 technologies remains limited (Zimon et al., 2022; Nguyen et al., 2023; Duong Thi Binh et al., 2024). Compared to the more mature and separately studied domains of Supply Chain 4.0 and Quality Management 4.0, SCQM4.0 is still in its developmental phase, with relatively few empirical contributions (Frederico et al., 2023; Faisal, 2023; de Oliveira-Dias et al., 2023). The existing body of literature predominantly consists of conceptual models, highlighting a significant gap in validated frameworks and applied research across real-world industrial contexts. To further illustrate this empirical void and underscore the specific areas requiring more robust investigation, Table 1 summarizes key studies on SCQM4.0, many of which are conceptual, literature reviews, or focus on specific technological applications or limited performance metrics, thereby highlighting the continued scarcity of comprehensive empirical evidence on its integrated impact on multi-dimensional sustainability, particularly within developing economy contexts.

Nguyen et al. (2023) argued that there is a notable absence of empirical studies that explore the operationalisation of SCQM4.0, particularly in diverse settings characterized by varying geographic, sectoral, and organizational attributes. Small and medium-sized enterprises (SMEs), in particular, face challenges in adopting SCQM4.0 practices due to a lack of structured implementation roadmaps and accessible guidance tailored to their resource constraints. As a result, there is a pressing need for studies that not only assess the enablers of SCQM4.0 but also offer actionable insights into its deployment and outcomes.

A further area of limited investigation is the environmental and circular economy implications of SCQM4.0 initiatives (Duong Thi Binh et al., 2024; Faisal, 2023; Zimon et al., 2022). While SCQM4.0 aims to support sustainable performance through digital innovation and supply chain integration, its actual impact on environmental metrics such as emissions reduction, resource efficiency, and waste minimization remains underexplored. More in-depth analyses are required to understand how SCQM4.0 enables sustainability outcomes across upstream, internal, and downstream supply chain functions.

The existing research also lacks comprehensive models that represent the perspectives and activities of all supply chain actors (Bui et al., 2022). Current frameworks often overlook standardized performance metrics that can be uniformly adopted across the supply network (Fernandes et al., 2017). This hinders the development of a unified approach to SCQM4.0 implementation and performance evaluation, which is essential for fostering transparency, accountability, and systematic improvements across the supply chain.

Moreover, the intersection of SCQM4.0 and sustainable development goals—spanning economic efficiency, environmental stewardship, and social responsibility—is seldom examined through integrated methodological approaches (Ben-Daya et al., 2020; Li et al., 2020; Nguyen et al., 2023). There is a strong need for studies that employ both quantitative and qualitative methods to validate the multidimensional impacts of SCQM4.0, particularly concerning its role in driving innovation, flexibility, and long-term resilience within supply chains.

This study directly addresses these identified gaps, which are notably underscored by the existing literature summarized in Table 1. While studies like Li et al. (2020) and Ben-Daya et al. (2020) conceptually explored the roles of blockchain and IoT within SCQM, and empirical works such as Frederico et al. (2023), Faisal (2023), and de Oliveira-Dias et al. (2023) investigated specific I4.0 technologies or particular performance aspects, a comprehensive empirical investigation into the multi-dimensional impacts of SCQM4.0's broader enablers on economic, environmental, and social sustainability in developing economies remains scarce. Our research fills this void by empirically investigating the relationship between SCQM4.0 enablers (as conceptualized within our TOE framework) and a holistic view of sustainable performance outcomes. Specifically, we propose and test a model grounded in the TOE framework, exploring how organizational, technological, and environmental factors collectively support the realization of economic, environmental, and social performance goals. By focusing on integrated digital quality management across the supply chain, this study aims to advance both theoretical understanding and practical application of SCQM4.0 in the crucial context of sustainable development, particularly in an under-researched sector like Vietnam’s garment industry.

The incorporation of I4.0 technologies into SCQM4.0 is pivotal for strengthening firms' dynamic capabilities. It also fosters sustainable performance across economic, environmental, and social dimensions (Barata et al., 2018; Faisal, 2023; Zonnenshain and Kenett, 2020). Specifically:

1. Economic Performance: SCQM4.0 drives the creation of dynamic logistics networks (EP1), optimizing goods flow to minimize transportation-related environmental impacts (Giusti et al., 2019). By shortening lead times through accelerated transportation systems (EP2) and elevating the level of automation to boost efficiency and reduce dependence on manual labour (EP4), firms can enhance their operational effectiveness (Tanveer et al., 2025; Thi Binh et al., 2025). Additionally, heightened organizational flexibility (EP3) enables continuous innovation and rapid adaptation to shifting market demands (Gopal et al., 2025; Saleem et al., 2021).

2. Environmental Performance (Carbon Neutrality): The pursuit of carbon neutrality under SCQM4.0 focuses on drastically reducing the environmental footprint of operations by limiting raw material, water, and energy consumption during production. Emphasis is placed on managing carbon emissions related to waste management, disposal, packaging, and recycling activities (CN1) (Duong et al., 2024). Through the adoption of advanced technologies, companies decrease greenhouse gas emissions by integrating energy efficiency measures (CN2), transitioning to renewable energy sources (CN3), and optimizing energy use across all functions (Binh et al., 2025).

3. Social Performance: SCQM4.0's social dimension assesses the broader societal impact of business practices. Technological advancements alter work behaviour (SP1), necessitating comprehensive training programs to equip employees for these changes. Ethical business practices, transparency, and a commitment to social and environmental sustainability bolster corporate reputation (SP2, SP6). Ensuring safe working conditions (SP3), prohibiting discrimination and any form of exploitative labour (SP4, SP5), and upholding business ethics (SP6) are fundamental. Efforts to mitigate inequalities arising from technology deployment (SP8) are complemented by community engagement, support for social initiatives, and the cultivation of a diverse, inclusive work environment that promotes equal opportunities (SP7, SP8).

This study is grounded in the TOE framework to examine the influence of SCQM4.0 enablers on sustainable performance. Based on the TOE framework and the literature review concerning SCQM4.0 enablers and their potential links to sustainability outcomes, we propose the following six hypotheses:

Top management support is identified as a critical organizational factor enabling the adoption and implementation of SCQM4.0 within the TOE framework (Nguyen et al., 2023). This involves senior officers and managers acknowledging the urgency of SCQM4.0 implications and demonstrating readiness to advocate for the deployment of enabling technologies to promote quality in the supply chain. This strategic alignment is crucial as it not only enhances operational efficiency but also serves to embed sustainability objectives into the core goals of the organization (Ben-Daya et al., 2020). The support from senior leadership is essential for driving initiatives that integrate technology and quality management across the supply chain, which in turn is expected to contribute positively to economic, environmental (carbon neutrality), and social outcomes (Zimon et al., 2022).

Within the organizational context of the TOE framework, human resource and organizational skills are deemed critical enablers for SCQM4.0 adoption and, subsequently, sustainable performance (Bui et al., 2022). This factor encompasses the organizational hierarchy, human resources planning, workplace conditions, and competency enrichment necessary for effectively implementing emerging technologies. Investing in employee competencies and ensuring optimal workplace conditions are vital for organizations to effectively implement and manage advanced SCQM4.0 systems (Nguyen et al., 2023). A skilled workforce is better equipped to leverage I4.0 technologies for managing SCQM4.0 processes efficiently, thereby improving sustainable outcomes (Duong Thi Binh et al., 2024).

Technological awareness, within the technology context of the TOE framework, refers to the degree to which all supply chain stakeholders are aware of the benefits and requisites of SCQM4.0 for strengthening firm performance (Bui et al., 2022). While some research suggests its direct influence may be limited, theoretically, a higher level of technological awareness among firms makes them more likely to proactively explore and adopt suitable SCQM4.0 solutions (Zimon et al., 2022; Nguyen et al., 2023; Li et al., 2020). This readiness acts as a precursor that facilitates the effective implementation of sustainability-focused practices across supply chains (Frederico et al., 2023). Recognizing the potential of SCQM4.0 is a crucial first step towards strategically innovating and pursuing long-term performance gains, including those related to sustainability. The theoretical premise posits that awareness is foundational for leveraging SCQM4.0's potential benefits for sustainability (Faisal, 2023; de Oliveira-Dias et al., 2023).

IT infrastructure, another component of the technology context under the TOE framework, is identified as a critical enabler for sustainable performance in the SCQM4.0 era (Frederico et al., 2023). This factor measures the IT capabilities and resources available for the initial development, implementation, and continuous management of disruptive technologies (Nguyen et al., 2023). A well-developed IT infrastructure plays a more direct role in supporting sustainable practices compared to mere awareness. It ensures the effective implementation and management of SCQM4.0 technologies, such as those enabling real-time data exchange and process optimization across the supply chain. Investment in robust IT infrastructure is directly linked to the ability to operationalize the data-driven and automated processes characteristic of SCQM4.0, which are essential for achieving sustainable outcomes (Zimon et al., 2022).

Vertical information sharing, part of the environment context in the TOE framework, refers to the exchange of information across different tiers of the supply chain during SCQM4.0 adoption. Theoretically, the exchange of accurate and relevant information across supply chain partners is necessary for synchronized coordination and joint environmental and social commitments (Frederico et al., 2023; Faisal, 2023; Fernandes et al., 2017). Sharing information creates a foundation for transparency and traceability, which are factors that can support sustainable efforts (Duong Thi Binh et al., 2024). It facilitates a collective understanding and approach to sustainability challenges across the chain (Ben-Daya et al., 2020).

Supply chain integration is identified as a critical external enabler within the environment context of the TOE framework. Integration refers to a dynamic and trustworthy affiliation achieved through the exchange of accurate signals or pertinent information and policy sharing (Quang et al., 2016). Crucially, it represents a joint procedure, yielding shared decisions and actions among partners. This goes beyond simple information sharing by fostering synchronized coordination, collaborative planning, and joint commitments regarding environmental and social objectives across different firms in the supply chain (Nguyen et al., 2023). This collaborative approach strengthens the ability to track and manage processes (traceability), reduces inefficiencies and duplication (redundancy), and drives systemic improvements in sustainability performance across the entire chain network. A higher level of integration ensures that sustainable practices are applied consistently and effectively through cooperation and shared decision-making among all partners, directly contributing to improved sustainable outcomes (Bui et al., 2022; Li et al., 2020).

The empirical findings of this research were based on data collected through a questionnaire-based survey. This approach was deemed suitable for gathering information about opinions, attitudes, and characteristics from a specific population (McDonald et al., 2003). The design of this survey questionnaire was informed by prior scholarly literature that investigated factors influencing the sustainable performance of companies. The questionnaire was specifically tailored for an exploratory quantitative study within the Vietnamese garment industry, a context chosen for its pivotal significance to the nation's economy and its status as one of the largest sectors in terms of employment, engaging millions across the country. Vietnam's strategic location and lower labour costs have made it an attractive destination for textile and garment production, drawing substantial foreign investment. Critically, this industry serves as a crucial testing ground for evaluating how Supply Chain Quality Management 4.0 (SCQM4.0) can facilitate the transition towards sustainable supply chains. This is particularly relevant as major importing countries enforce stricter sustainability standards, such as the European Union's aim to eliminate fast fashion by 2030, which requires textiles to be long-lived and recyclable. Additionally, there is a notable increase in consumer awareness regarding environmental issues, with many buyers prioritizing sustainable brands. These dynamics create significant pressures and opportunities for the Vietnamese garment sector to adopt resilient, transparent, and sustainable SCQM practices, making it a highly relevant and under-researched empirical context for this study.

The survey primarily focused on firms located in Ho Chi Minh City and surrounding areas, a key hub for garment production in Vietnam, particularly in the southern industrial zones known for export-oriented manufacturers with greater exposure to SCQM4.0-relevant digital transformation (Van and Nguyen, 2019). The questionnaire was structured into three primary sections to comprehensively capture relevant data:

1. The initial section gathered enterprise background information, including details related to firm characteristics (e.g. years in business, size, sale) and respondent's profile (e.g. working area, position).

2. The second section examined the influential SCQM4.0 enablers affecting the design, implementation, and improvement of these practices. These determinants were conceptualized based on the TOE framework and included factors within the technological context (IT infrastructure, technological awareness), organizational context (top management support, human resource and organisational skills), and environment context (vertical information sharing, supply chain integration).

3. The final section evaluated the garment companies' sustainable performance, assessed based on three dimensions: Economic performance, Carbon neutrality, and Social performance.

In particular, our survey questionnaire gauged the perceived level of agreement regarding the supply chain quality activities experienced by garment firms over the past five years. It also evaluated their perceived comparative competencies in sustainable performance indicators associated with respondents' major competitors. Managers' level of agreement is measured by a five-point Likert scale in which 1 implies “strongly disagree” and 5 indicates “strongly agree”. The five-point Likert scale is a widely utilised tool in research for measuring attitudes, perceptions, and satisfaction across various fields. It possesses several advantages regarding high reliability and validity of collected data while effectively maintaining the balance between granularity and simplicity (Dawes, 2008). To ensure the questionnaire's credibility and reliability, it underwent a rigorous validation process. Firstly, four academics, three business executives, and two advisors reviewed and revised the questionnaire to guarantee content validity and check for illogical sequences and unclear terms. Following this review, a pilot study was conducted with seven Vietnamese academics and eleven managers from Vietnamese garment companies.

During the pilot testing phase, the reliability of the scale was evaluated using Cronbach's alpha, and exploratory factor analysis (EFA) was performed to assess scale validity. Based on these checks, the nine scales constituting the composite structures, which included fifty different variables, were deemed valid (Online Appendix). The measurement items were initially developed in English and then back-translated into Vietnamese to ensure linguistic accuracy and relevance for the target population in Vietnam.

Regarding the sampling procedure, we began by compiling a list of garment enterprises using data from the Vietnam General Statistics Agency (www.gso.gov.vn), which identified 1,932 active garment companies nationwide. A purposive sampling strategy was adopted to target firms located primarily in Vietnam's southern industrial zones due to their high concentration of export-oriented garment manufacturers and relatively higher exposure to digital transformation initiatives relevant to SCQM4.0. This approach was crucial because these types of firms are more likely to be engaged in advanced digital transformation initiatives and face direct international sustainability pressures, making them ideal subjects for studying the real-world adoption and impact of SCQM4.0 on sustainable performance. Email invitations, including the survey questionnaire and informed consent form, were sent to key personnel including administrators, project supervisors, and supply chain coordinators. Two rounds of follow-up emails were conducted to increase response rates.

From this outreach, 228 completed questionnaires were returned, yielding a response rate of 11.8%. After removing 33 incomplete or invalid responses, the final sample comprised 195 valid survey records. This sample size is considered adequate for Structural Equation Modelling (SEM), which typically requires a minimum of 5–10 observations per parameter estimate (Hair et al., 2010). While the sample may not fully represent all regions or industries in Vietnam, it offers valuable insights into the garment sector which a critical and representative industry for studying SCQM4.0 adoption in developing country contexts (e.g. Salman et al., 2023).

Table 2 concisely depicts the survey sample characteristics. Out of 195 firms, 46 (23%) are either entirely foreign-owned or joint ventures. The majority of the sampled firms are medium-sized or larger, with more than 300 employees (162 firms – 83%). Additionally, 100 firms (51.3%) reported annual revenues exceeding 100 billion VND (approximately 4.2 million USD). Furthermore, over half of the firms surveyed have more than five years of operation within the garment industry (102 firms – 52.2%). The prevalence of medium-sized or larger firms, those with higher annual revenues, and foreign-owned or joint ventures in the sample is consistent with our purposive sampling strategy. These characteristics indicate that the sampled firms are more likely to be actively engaged in digital transformation initiatives and directly subjected to international sustainability pressures, thereby providing a suitable context for investigating SCQM4.0 adoption and its impact on sustainable performance.

In terms of the respondents, a significant portion of them (62%) work in departments related to SCM, involving purchasing, manufacturing, logistics, and sales. Moreover, more than half of the respondents hold management positions.

To construct comprehensive measurement scales for sustainable performance and success factors of SCQM4.0, we utilised EFA and confirmatory factor analysis (CFA) techniques. Initial item selection was based on their correlation with the expected variables, known as item-total correlation. Items with a correlation value below 0.35 were considered unsuitable and excluded. The remaining factors underwent principal component analysis, followed by multiple rotations using the varimax criterion. Items with below-0.7 factor loadings or significant cross-loading were subsequently excluded.

The finalised questionnaire, along with the EFA results, is provided in Appendix 1. All factors identified through EFA have eigenvalues exceeding 1, signifying their importance in explaining observed variation. The extracted variances range from 63% to 80%, demonstrating the proportion of total variance explained by each component. Additionally, to meet internal validity criteria for latent variables, Cronbach's Alpha values for all factors needed to exceed 0.7. The detailed outcomes of the EFA can be found in Appendix 1.

To ensure the precision and reliability of the measurement scale, various statistical measures were applied using CFA. These measures encompass Composite Reliability (threshold >0.7), R-square (threshold >0.3), and Standardised Regression Weight (threshold >0.5). Based on these criteria, it was determined that one item from Carbon Neutrality should be excluded.

The findings in Appendix 1 imply that the latent variables identified in the study exhibit strong convergent validity. This is evident from the high Composite Reliability values, ranging from 0.826 (Carbon Neutrality) to 0.930 (Vertical Information Sharing), indicating the reliability of the measurement scales used to evaluate each latent variable. The R-square values demonstrate a satisfactory level of explanatory power for each final item in the measurement scales, with values clustering around 0.600. This reinforces the internal reliability of the measurement scales used for SCQM4.0's success factors and sustainable performances. Additionally, the standardised regression weights for each final item exceed 0.5 and are at least double the predicted standard errors, indicating the substantial and unbiased effects of the latent components towards the samples.

The collected data were analysed by Structural Equation Modelling (SEM), a multivariate analytic method that permits simultaneous calculations with both direct and indirect effects. SEM emphasises two fundamental components of the process: (1) the cause-and-effect relationship is assembled by an array of structural equations, i.e., regression, and (2) these causal relationships between notions are depicted graphically via a diagram (Hair et al., 2010). According to Hair et al. (1995), the evaluation and refinement of the constructs and their corresponding items must be conducted to ensure their validity and accuracy, thereby producing reliable SEM results. With Cronbach alpha and Factor Analysis, in particular, conventional psychometric methodologies have been implemented.

The goodness of fit measures, namely χ²/df = 1.742, CFI = 0.903, and RMSEA = 0.061, explained that the suggested SEM was suitable for the data (Figure 4). Additionally, the findings obtained from the regression analyses conducted using the SEM approach were deemed trustworthy. In summary, the SEM model had a strong explanatory power, as evidenced by the coefficient of determination (R²) of 0.560. This indicated that our model was capable of explaining 56% of the variation in sustainable performance.

Regarding hypothesis testing, top management support (β = 0.436, p < 0.01) and human resource and organisational skills (β = 0.471, p < 0.01) were found to have statistically significant impacts on sustainable performance, supporting H1 and H2. The awareness and advocacy of management executives, along with organizational conditions towards adopting SCQM4.0 promoted sustainable performance in the garment supply chains in Vietnam. The strong positive impacts of top management support and human resource competencies underscore that effective leadership and a skilled workforce are foundational, directly driving the successful implementation of SCQM4.0 initiatives to achieve desired sustainable outcomes in Vietnam's garment supply chains.

Technological awareness had no relationship with sustainable performance (β = −0.084, p = 0.172). Thus, H3 was not supported. The finding that technological awareness had no direct relationship with sustainable performance suggests that simply knowing about SCQM4.0's benefits is insufficient; it must be coupled with concrete implementation and foundational IT infrastructure to translate into actual sustainability gains. However, the relationship between IT infrastructure and sustainability was significant (β = 0.311, p < 0.01), supporting H4. While the stakeholders' awareness of SCQM4.0 benefits did not directly result in higher economic, social, or environmental sustainability in the garment supply chain, the investment in IT infrastructure led to significant improvements. The significant relationship between IT infrastructure and sustainability highlights that tangible investments in digital capabilities are crucial for operationalizing data-driven processes that directly contribute to sustainable practices.

In the analysis of supply chain factors, it was found that there was no significant relationship between vertical information sharing and sustainable performance (β = 0.003, p = 0.963); thus, H5 was not supported. The lack of a significant relationship between vertical information sharing and sustainable performance implies that while information exchange is important, it requires the deeper, more coordinated effort of full supply chain integration to directly impact sustainability outcomes. Information exchanged by upstream and downstream partners in the garment supply chain had no effect on sustainable performance. However, a positive and significant correlation was demonstrated for supply chain integration (β = 0.211, p < 0.01), supporting H6. Trust, commitment and joint decisions were important drivers of sustainable performance in the Vietnam garment supply chain. The strong positive correlation with supply chain integration indicates that deep, trust-based collaboration and joint decision-making among partners are essential for consistently applying sustainable practices and achieving systemic improvements across the entire supply chain network.

This study examines the relationships between SCQM4.0 and sustainability in supply chains. Using data from the Vietnam garment supply chain, findings indicated that several components of the SCQM4.0 construct (i.e. Top management support, Human resource and organizational skills, IT infrastructure and supply chain integration) had significant influences on carbon neutrality, economic and social performance in supply chains. These results are consistent with several previous studies (Duong Thi Binh et al., 2024; Ishaq et al., 2024; Nguyen et al., 2023; Duong et al., 2024; Pham et al., 2023), reinforcing the positive correlation between SCQM4.0 initiatives and sustainable performance. Our findings give rise to several theoretical and managerial implications.

While existing literature in this domain has primarily centred on the facets of SCQM like conceptual frameworks, definitions, microelements, and their influence on organisational performance, a consensus regarding the positive outcomes of integrating supply chain and quality management methodologies is confirmed. Therefore, the study gives rise to both SCM and sustainability theories.

This study represents a pioneering effort to address the knowledge gap by empirically examining SCQM4.0 practices evaluation and their consequential effects on sustainable performance. While prior research has long recognized that comprehensive quality management in supply chains yields positive outcomes for organizational performance (Azar et al., 2010; Wang et al., 2004; Soares et al., 2017), our findings extend this understanding by demonstrating how the integration of Industry 4.0 technologies amplifies these benefits. The empirical evidence from Vietnam's garment industry validates that the convergence of SCQM principles with digital enablers such as IoT, big data, and automation not only strengthens operational excellence but also accelerates the achievement of multi-dimensional sustainability goals. This integrated, testable framework advances the largely conceptual SCQM4.0 literature by offering concrete data-driven insights into its mechanisms and outcomes (Duong Thi Binh et al., 2024; Nguyen et al., 2023; Bui et al., 2022).

Our results show that, within the SCQM4.0 framework, several enablers, e.g. top management support, human resource and organizational skills, IT infrastructure, and supply chain integration, have a validated, significant influence on economic, environmental, and social sustainability. While these elements are already acknowledged in the literature as facilitators of digital or quality management initiatives, our study's novelty lies in empirically confirming their specific, measurable impact within a unified SCQM4.0 system aimed at achieving triple-bottom-line outcomes in a developing economy's manufacturing context. This contextualized validation adds weight to the argument that such factors are not merely general best practices but are critical levers in operationalizing SCQM4.0 for sustainable performance.

Under the TOE lens, these results reinforce that organizational readiness—manifested through committed leadership, skilled human capital, and supportive infrastructure—plays a pivotal role in realizing SCQM4.0's sustainability potential. Top management's strategic vision ensures alignment of technology adoption with corporate sustainability priorities, while workforce competencies and robust IT systems enable effective deployment of advanced solutions. Supply chain integration, in turn, ensures that sustainability practices permeate all tiers, transforming isolated improvements into systemic, measurable impact.

Equally significant is our finding that technological awareness and vertical information sharing, commonly regarded as core drivers of digital transformation, have only a limited direct impact on sustainability performance within the SCQM4.0 framework. Simply knowing the benefits and requirements of SCQM4.0 is insufficient to achieve sustainability goals. The emphasis should instead be on strengthening IT infrastructure, which plays a far more direct and enabling role in supporting sustainable practices. A robust IT infrastructure facilitates effective technology implementation, enables real-time data exchange, and optimizes processes, thereby translating digital capabilities into tangible sustainability outcomes. Similarly, while vertical information sharing across supply chain tiers is valuable, it does not automatically lead to sustainability improvements without comprehensive integration. True supply chain integration requires not only information exchange but also deep collaboration and joint decision-making among partners to ensure that sustainability practices are applied consistently throughout the chain. These findings challenge prevailing assumptions and offer new theoretical insight: technological awareness and isolated information sharing, although beneficial, cannot deliver sustainability gains unless complemented by concrete infrastructure investments and integrated, collaborative supply chain relationships. This distinction clarifies which capabilities are truly critical for achieving sustainability in digitally enabled supply chains.

Another contribution of this study is the embrace of the three sustainable attributes (economic, social and environmental), which underscores sustainability performance broad coverage in the supply chain. It is among the first to fully address three sustainability facets in the context of SCQM (Lim et al., 2022). Previous literature predominantly focused on particular sustainability concerns, primarily social or environmental risks (Bai et al., 2020). By integrating all three dimensions, this study provides a comprehensive framework that highlights the interconnectedness of economic viability, social responsibility, and environmental stewardship; reinforcing the integrated and cohesive approaches in the realm of SCQM (Fernandes et al., 2022; Bastas and Liyanage, 2018). In specific, the study reinforced the positive correlation between SCQM4.0 initiatives and sustainable performance and brings insights into the specific mechanisms through which these practices enhance sustainability performance. This holistic approach not only fills a critical gap in the literature but also offers valuable insights for scholars aiming to enhance overall sustainability in their supply chain operations. The study's findings can guide strategic decision-making, ensuring that supply chain practices are balanced and aligned with broader sustainability goals.

The study also contributes to the literature by employing the TOE paradigm to assess the effects of SCQM4.0 on sustainable performance (Tornatzky and Fleischer, 1990). The results underscore the viability of an integrated approach that views supply chain, quality management, and technology enhancements as interdependent subsystems crucial for achieving optimal efficacy. The TOE paradigm furnishes a comprehensive framework for developing SCQM4.0 implementations within the evolving business landscape, offering a well-rounded perspective by analysing the intricate interplay between the external environment, technological competencies, and internal capabilities of a business. This outcome aligns with prior research that perceives technology adoption as a social construct subject to adaptation and utilisation (Ebersberger and Kuckertz, 2021).

Finally, beyond its specific focus on the Vietnamese garment industry, this study's findings offer valuable theoretical insights and managerial implications applicable across diverse sectors undergoing digital and sustainability transitions. The core objective of Supply Chain Quality Management 4.0 (SCQM4.0), as empirically explored in this research, is to enhance sustainable performance across economic, environmental (carbon neutrality), and social dimensions. The capabilities fostered by SCQM4.0 in driving sustainable performance – such as efficient resource management, waste minimization, and robust traceability facilitated by advanced digital technologies – are fundamentally aligned with the principles necessary for a circular economy.

These insights are particularly relevant for industries like food processing, electronics, and consumer goods, where the transition towards circularity is gaining momentum (Duong et al., 2025; Tanveer et al., 2024). For instance, the integration of Industry 4.0 (I4.0) technologies, which are central to SCQM4.0, has been widely acknowledged to play a crucial role in achieving circularity. Within food supply chain quality management, enabling technologies such as the Internet of Things (IoT) and blockchain are critical for traceability and quality control, supporting sustainable practices. The adoption of SM4.0 practices, which include leveraging big data, IoT, and Artificial Intelligence (AI), enables enhanced resource efficiency, improved traceability, and more effective closed-loop operations that are critical for circular economy models. Such digitally-enabled improvements in quality management and supply chain design are vital for transitioning from linear “take-make-dispose” models to more regenerative approaches. This convergence of SCQM4.0 and circular economy principles not only boosts overall performance but also encourages firms to adopt a regenerative mindset in their quality and supply chain strategies, fostering resilience and innovation across various industrial contexts. Ultimately, the strategic enablers of SCQM4.0 – including strong top management support, developed human resource competencies, robust IT infrastructure, and integrated supply chain relationships – are essential for driving this transition towards enhanced sustainability and circularity in global supply chains.

The findings of this study offer significant and actionable insights for decision-makers in Vietnam’s garment industry aiming to leverage SCQM4.0 for enhanced sustainable performance. The research underscores that achieving economic, environmental, and social sustainability outcomes through SCQM4.0 is critically dependent on strengthening internal organizational capabilities and external supply chain relationships, supported by appropriate technology.

A primary focus for garment companies should be on developing their internal organizational factors, specifically top management support and human resource and organizational skills. Leaders must actively champion SCQM4.0 initiatives, recognizing their urgency and advocating for the strategic deployment of enabling technologies throughout the supply chain to improve quality and sustainability. This necessitates not just awareness, but concrete investment in developing the workforce's capability to utilize emerging technologies effectively. For the garment sector, this translates into providing specific training for quality control personnel on the use of digital quality monitoring platforms and computer-aided inspection systems, which enhances economic performance by reducing defects and rework, and contributes to environmental sustainability by minimizing material waste. Furthermore, it involves ensuring that workplace conditions and competency enrichment programs are optimized to support the implementation and effective use of advanced systems, thereby contributing to improved social performance by maintaining safe working conditions and enhancing employee well-being.

Equally critical is tangible investment in robust IT infrastructure, as the study found a significant direct link between IT capabilities and sustainability, whereas mere technological awareness did not suffice. Garment firms must move beyond awareness to implement advanced IT systems that facilitate real-time data exchange and process optimization across their operations. Practical steps include deploying RFID-enabled tracking tools directly on the production floor to monitor in-line defects and throughput in real time, which leads to economic gains through increased efficiency, supports carbon neutrality by optimizing production processes and reducing energy consumption, and can improve social performance by minimizing manual inspection and associated stress. Investment should also target integrated ERP and manufacturing execution systems specifically tailored for apparel production, which are essential for enhancing traceability of materials and finished goods and reducing quality variability across sewing lines, thus contributing to economic efficiency, enabling environmental sustainability by better managing materials for circularity, and enhancing social responsibility through improved ethical sourcing transparency. Beyond the production floor, leveraging technology like AI-powered demand planning tools can optimize material procurement processes, helping to minimize waste such as deadstock, directly contributing to both economic cost savings and environmental resource conservation. Additionally, automating tasks like workstation ergonomics assessments can directly improve occupational health and safety standards within stitching and finishing units, contributing to social sustainability.

Furthermore, external supply chain integration is paramount for enhancing sustainable performance. While vertical information sharing alone showed limited direct impact, deep, trustworthy affiliation with key partners is vital. Garment businesses must establish effective communication channels and collaborative mechanisms with their upstream suppliers (like fabric mills) and downstream partners (including manufacturers, 3PLs, and retailers) to enable seamless information exchange and synchronize activities towards shared sustainability objectives. This involves actively partnering with supply chain stakeholders to cultivate sustainable practices and jointly engaging in sustainability initiatives. Specific applications in the garment supply chain include co-developing blockchain-based product passports with fabric mills to authenticate claims regarding sustainable materials, such as organic cotton or recycled polyester, which ensures environmental credibility, enhances social trust through transparent sourcing, and boosts economic value by meeting consumer demand for sustainable products. Firms can also share digital compliance data through collaborative product lifecycle management platforms with partners, which helps ensure adherence to environmental regulations, upholds social labour standards, and safeguards economic standing by avoiding penalties. Integrating with dyeing and finishing suppliers using IoT-based sensors for real-time chemical tracking provides critical data to ensure environmental compliance and reduce effluent discharge levels.

Finally, managers must recognize and address sustainability as a comprehensive concept encompassing economic, environmental, and social dimensions. Prioritizing sustainability in operations and supply chain commitments requires assessing performance using a balanced scorecard that captures all three facets. This necessitates implementing specific, operational practices enabled by SCQM4.0 technologies. For garment firms, this includes adopting sustainable sourcing practices that consider environmental and social impacts alongside economic viability. It involves operational efforts to curb greenhouse gas emissions throughout the supply chain and concrete actions to enhance labour conditions within factories and partner sites. Leveraging technologies for lean manufacturing helps minimize waste such as cut panel rejections and offcuts, contributing to both economic efficiency and environmental goals.

This paper is inevitably prone to some inherent limitations. Firstly, the study's exclusive focus on the Vietnamese garment industry may restrict the broader applicability of its findings to other industries and contexts. Diverse industries possess unique characteristics, challenges, and opportunities that could influence how SCQM4.0 practices are implemented and subsequently affect sustainable performance. Secondly, the study does not examine potential trade-offs between economic, environmental, and social performance. While it acknowledges the necessity of balance among these dimensions, it does not explore potential conflicts or trade-offs that might arise in balancing sustainability dimensions. This could lead organisations to make challenging decisions, potentially impacting one or more dimensions unintentionally. Thirdly, the data which rely on self-reported data from organisations introduces the possibility of social desirability bias or inaccuracies. The absence of an independent evaluation of organisational sustainable performance may limit the credibility and accuracy of the results. Also, the research does not consider the effects of regulatory and institutional factors in shaping the implementation and impact of SCQM4.0 practices on sustainable performance. Variations in regulatory and institutional frameworks across different countries and regions can significantly influence an organisation’s ability to implement SCQM4.0 practices and attain sustainable performance. Finally, due to the random sampling, our sample is skewed toward medium and large enterprises in southern Vietnam, which may underrepresent the unique challenges and constraints faced by micro and small firms in adopting SCQM4.0 practices.

Regarding future research, there are several promising avenues. Follow-up research endeavours could prioritise investigating potential trade-offs related to environmental, social and economic performance adhering to the framework of SCQM4.0 practices. This could involve a comprehensive examination of the factors influencing the equilibrium of these dimensions and the potential unintended consequences associated with the pursuit of sustainability goals. In addition, future studies could probe into the significance of regulatory and institutional factors in influencing the implementation and impact of SCQM4.0 practices on sustainable performance is a crucial area for future research. This could encompass an in-depth analysis of how government policies, industry standards, and certification programs shape SCQM4.0 adoption and outcomes. Another promising direction is to investigate how emerging technologies can specifically address the limitations identified in this study, particularly regarding technological awareness and vertical information sharing, which showed limited direct influence on sustainable performance (H3 and H5 were not supported). Future research could explore how advanced digital learning platforms (AI/IoT-enabled) can enhance technological awareness effectively enough to translate into sustainable performance. Similarly, studies could examine how blockchain-enabled transparent vertical information sharing can move beyond simple exchange to foster deeper integration, directly impacting sustainability. This would deepen the understanding of how specific emerging technologies (e.g., IoT, AI, and blockchain) can be leveraged to improve supply chain transparency, traceability, and efficiency in ways that directly promote sustainability outcomes. Additionally, acknowledging that our sample was skewed towards medium and large enterprises, future research should specifically examine the unique challenges and opportunities for micro and small enterprises in Vietnam's garment industry in adopting SCQM4.0 practices, considering their typical resource constraints. Lastly, future research should consider adopting longitudinal designs to better capture the long-term impact of SCQM4.0 implementation on sustainable performance. Longitudinal studies would enable researchers to examine how SCQM4.0 practices evolve over time and how sustained adoption influences environmental, social, and economic dimensions of performance across different maturity stages. For instance, longitudinal studies could investigate the long-term return on investment (ROI) of IT infrastructure investments for carbon neutrality goals, or the evolving social impact of automation and technology deployment over time, especially in relation to workforce training and ethical labour practices.

We understand that the Corresponding Author is the sole contact for the Editorial process (including Editorial Manager and direct communications with the office). He is responsible for communicating with the other authors about progress, submissions of revisions and final approval of proofs. We confirm that we have provided a current, correct email address which is accessible by the Corresponding Author.

We further confirm that any aspect of the work covered in this manuscript that has involved either surveying human has been conducted with the ethical approval of all relevant bodies and that such approvals are acknowledged within the manuscript.

We gratefully acknowledge Dr Nguyen Thi Minh Thi (a former supply chain manager of Samsung Electronics Vietnam Co., Ltd. and Nipro Vietnam Co., Ltd.), Ms. Huong Le Thi Cam, Ms. Uyen Diep My (The Business School, RMIT International University), for their in-depth remarks that contribute to the completion of this paper.

The supplementary material for this article can be found online.