Table 2 Where (locus spectrum) and why... | Emerald Publishing

Table 2

Where (locus spectrum) and why (due to action, perspective or tension) tensions arise

	Locus 1: Internal → Supply chain	Locus 2: Sourcing → Supply	Locus 3: Strategic → Operational
Performing category	Hampering requirements: The large buyer’s complex requirements and routines cause tensions as it makes it difficult for suppliers and sub-contractors to adhere. (Action)	Hampering requirements: Buyer strategic level enforces a shift to control-based monitoring. Operational level is left to solve how monitoring should be realized, resulting in a resource shift from greening to verifying greening during supply, affecting both buyer and supplier. (Action)
	Contradictory KPI: Ambiguous buyer prioritization between delivery service and sustainability (inconsistent use of supplier selection criteria) results in suppliers bidding on false premises. (Action)	Contradictory KPI: In sourcing, tensions arise as the buyer fails to recognize the suppliers' diverse range of sustainability KPIs, causing tensions also in supply as the transport offered takes more sustainability aspects into account. (Tension)
	Parts-whole: Buyer’s decisions during sourcing resulting in suppliers losing volumes on certain lane(s) can lead to reduced environmental performance during supply due to unbalanced flows. (Action)
Belonging category			Hierarchical identity: The nature of the strategic KPI, with a focus on vehicle sustainability (e.g. better engines) hampers broader greening initiatives on operational level. (Perspective)
Belonging category	Functional identity: Inconsistent values and perspectives regarding green transportation among the buyer’s functions lead to conflicting practices and conflicting signals about the buyer’s preparedness to pay. (Perspective)
Learning category	Inertia in purchasing process: The requirements for short contract durations hamper suppliers' greening initiatives and upkeep, as investments in sustainability become too risky. (Action)	Inertia in purchasing process: As sourcing requirements are fixed during contract periods, greening initiatives during supply are hampered. (Action)	Inertia in purchasing process: Headquarters and purchasing prioritize costs, whereas the operational sourcing and sustainability functions advocate for prioritizing sustainability. (Perspective)
Learning category	Inertia in green upkeep: The buyer’s full understanding and appreciation of insetting took a long time due to differing perspectives on, e.g. how to follow up and report CO₂ improvements, hampering the supplier’s actual insetting initiative. (Perspective)	Inertia in green upkeep: Despite green sourcing, based on old knowledge suppliers offer less green solutions expecting a low buyer preparedness to pay. This tension affects supply where less green solutions are adopted. (Tension)	Inertia in green upkeep: The narrow perspective of the strategic KPI (see tension Hierarchical identity) does not encourage green upkeep and development at the operational level. (Perspective)
Organizing category		Controlled flexibility: Despite the buyer sourcing from a single transport supplier, they may encounter unknown sub-contractors for transporting their goods during the supply phase. (Action)	Headquarters involvement: Buyer group directive and reporting structures create tensions between operational and strategic levels, these tensions disseminate and become part of the functional identity tensions. (Tension)

	Locus 1: Internal → Supply chain	Locus 2: Sourcing → Supply	Locus 3: Strategic → Operational
Performing category	Hampering requirements: The large buyer’s complex requirements and routines cause tensions as it makes it difficult for suppliers and sub-contractors to adhere. (Action)	Hampering requirements: Buyer strategic level enforces a shift to control-based monitoring. Operational level is left to solve how monitoring should be realized, resulting in a resource shift from greening to verifying greening during supply, affecting both buyer and supplier. (Action)
	Contradictory KPI: Ambiguous buyer prioritization between delivery service and sustainability (inconsistent use of supplier selection criteria) results in suppliers bidding on false premises. (Action)	Contradictory KPI: In sourcing, tensions arise as the buyer fails to recognize the suppliers' diverse range of sustainability KPIs, causing tensions also in supply as the transport offered takes more sustainability aspects into account. (Tension)
	Parts-whole: Buyer’s decisions during sourcing resulting in suppliers losing volumes on certain lane(s) can lead to reduced environmental performance during supply due to unbalanced flows. (Action)
Belonging category			Hierarchical identity: The nature of the strategic KPI, with a focus on vehicle sustainability (e.g. better engines) hampers broader greening initiatives on operational level. (Perspective)
Belonging category	Functional identity: Inconsistent values and perspectives regarding green transportation among the buyer’s functions lead to conflicting practices and conflicting signals about the buyer’s preparedness to pay. (Perspective)
Learning category	Inertia in purchasing process: The requirements for short contract durations hamper suppliers' greening initiatives and upkeep, as investments in sustainability become too risky. (Action)	Inertia in purchasing process: As sourcing requirements are fixed during contract periods, greening initiatives during supply are hampered. (Action)	Inertia in purchasing process: Headquarters and purchasing prioritize costs, whereas the operational sourcing and sustainability functions advocate for prioritizing sustainability. (Perspective)
Learning category	Inertia in green upkeep: The buyer’s full understanding and appreciation of insetting took a long time due to differing perspectives on, e.g. how to follow up and report CO₂ improvements, hampering the supplier’s actual insetting initiative. (Perspective)	Inertia in green upkeep: Despite green sourcing, based on old knowledge suppliers offer less green solutions expecting a low buyer preparedness to pay. This tension affects supply where less green solutions are adopted. (Tension)	Inertia in green upkeep: The narrow perspective of the strategic KPI (see tension Hierarchical identity) does not encourage green upkeep and development at the operational level. (Perspective)
Organizing category		Controlled flexibility: Despite the buyer sourcing from a single transport supplier, they may encounter unknown sub-contractors for transporting their goods during the supply phase. (Action)	Headquarters involvement: Buyer group directive and reporting structures create tensions between operational and strategic levels, these tensions disseminate and become part of the functional identity tensions. (Tension)

Source(s): Table by authors