Sustainable supply chain management constructs taken from Beske and Seuring (2014)
| Constructs and practices | Explanation | |
|---|---|---|
| Orientation | Triple bottom line (TBL) | This indicates an orientation of top management towards integrating the three dimensions of sustainability at strategic level (Economic, social and environmental) |
| Supply chain | This represents a dedication of managers “to integrate supply chain management thinking and goals into their day-to-day decision making” | |
| Continuity | Long-term relationship | This represents establishing a trust based mutually beneficial relationship among various supply chain actors at structural level |
| Supply chain partner development | This practice of continuity focuses on development of “overall capabilities of a partner rather than a one-time performance gain” | |
| Supply chain partner selection | Supply chain partner selection advocates identifying key supply chain partners that can optimally contribute towards the sustainability-related goals. This may require a reduction in supplier base | |
| Collaboration | Technological integration | This represents presence of appropriate technology, e.g. IT infrastructure to support efficient collaboration among respective actors |
| Logistical integration | To strengthen collaboration this practice represents engagement of supply chain actors in planning and forecasting-related activities | |
| Enhanced communication | This is considered as a practice vital for collaborative approach. Information sharing is perceived as an enabler of collaborative business relationship | |
| Joint development | This collaborative practice represents engagement of supply chain partners in practices like joint product development and design for achieving sustainability-related objectives | |
| Risk management | Selective monitoring | Selective monitoring becomes easier due to implementing standards and an adherence to minimum sustainability performance by various supply chain actors becomes possible |
| Standard and certification | This represents adoption of relevant environmental and social standards (e.g. ISO 14001) as a risk management strategy. The practice also adds legitimacy to business and help integrate external stakeholders of a company | |
| Pressure groups | Various pressure groups can be a source of risk, e.g. NGOs which highlight the firms’ weak points and can also be a valuable partner that can provide “knowledge of possible risks and add legitimacy” | |
| Pro-activity | Learning | This indicates development of an organizational culture and structure that is open to and enables learning from others (i.e. wider body of stakeholders) |
| Stakeholder management | This indicates pro-active engagement with various direct and indirect stakeholders to gather sustainability-related information and counter pressure groups | |
| Innovation | This indicates investment in “development of sustainable products and services” to embrace sustainability strategies | |
| Life cycle assessment | “This informs product design and, in some cases, supplier selection” for reducing environmental footprint | |
| Constructs and practices | Explanation | |
|---|---|---|
| Orientation | Triple bottom line (TBL) | This indicates an orientation of top management towards integrating the three dimensions of sustainability at strategic level (Economic, social and environmental) |
| Supply chain | This represents a dedication of managers “to integrate supply chain management thinking and goals into their day-to-day decision making” | |
| Continuity | Long-term relationship | This represents establishing a trust based mutually beneficial relationship among various supply chain actors at structural level |
| Supply chain partner development | This practice of continuity focuses on development of “overall capabilities of a partner rather than a one-time performance gain” | |
| Supply chain partner selection | Supply chain partner selection advocates identifying key supply chain partners that can optimally contribute towards the sustainability-related goals. This may require a reduction in supplier base | |
| Collaboration | Technological integration | This represents presence of appropriate technology, e.g. IT infrastructure to support efficient collaboration among respective actors |
| Logistical integration | To strengthen collaboration this practice represents engagement of supply chain actors in planning and forecasting-related activities | |
| Enhanced communication | This is considered as a practice vital for collaborative approach. Information sharing is perceived as an enabler of collaborative business relationship | |
| Joint development | This collaborative practice represents engagement of supply chain partners in practices like joint product development and design for achieving sustainability-related objectives | |
| Risk management | Selective monitoring | Selective monitoring becomes easier due to implementing standards and an adherence to minimum sustainability performance by various supply chain actors becomes possible |
| Standard and certification | This represents adoption of relevant environmental and social standards (e.g. ISO 14001) as a risk management strategy. The practice also adds legitimacy to business and help integrate external stakeholders of a company | |
| Pressure groups | Various pressure groups can be a source of risk, e.g. NGOs which highlight the firms’ weak points and can also be a valuable partner that can provide “knowledge of possible risks and add legitimacy” | |
| Pro-activity | Learning | This indicates development of an organizational culture and structure that is open to and enables learning from others (i.e. wider body of stakeholders) |
| Stakeholder management | This indicates pro-active engagement with various direct and indirect stakeholders to gather sustainability-related information and counter pressure groups | |
| Innovation | This indicates investment in “development of sustainable products and services” to embrace sustainability strategies | |
| Life cycle assessment | “This informs product design and, in some cases, supplier selection” for reducing environmental footprint | |
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