Sustainability Performance of the Retail Business and Supply Chain Collaboration-UK Perspective: A Literature Review (original) (raw)
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Supplier collaboration for sustainability: a study of UK food supply chains
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Achieving sustainability in the supply chain is not a choice but an inevitable necessity for the organisation to survive and thrive in the long run. Supplier collaboration to achieve sustainability is widely recognised but poorly studied phenomena. While there is a handful of studies that focused on collaboration for sustainability in food supply chains, only a few considered sustainable (i.e. environmental, cost and social) or Triple Bottom Line (TBL) performance, and in the context of UK food industry, there is hardly any study. Building on previous studies, this thesis addressed these concerns conceptually and empirically by: a) examining supplier collaboration for sustainable performance; b) assessing supplier collaboration for environment friendly and socially responsible practices; c) measuring environment friendly and socially responsible practices for sustainable performance; and d) validating environment friendly and socially responsible practices as the mediators for supplier collaboration and sustainable performance. To achieve these objectives, first, a structured literature review was performed and identified 61 studies that documented supplier collaboration for sustainability, and a comprehensive review was also conducted to expand the research domain. Second, underpinned by Relational View (RV) theory, a set of 17 testable hypotheses (including sub-hypotheses) were developed, and a survey method was used to collect 203 useable data from UK based food businesses who maintain collaborative relationships with their suppliers. Finally, for data analysis, Partial Least Squared-Structural Equations Modelling (PLS-SEM) technique was used with SmartPLS3 software. ii The empirical findings validated that: a) supplier collaboration improves environmental, cost and social performance; b) supplier collaboration contributes to improved environment friendly and socially responsible practices; c) environment friendly practices enhance environmentally, cost and social performance; d) socially responsible practices have an impact on environmental and social performance, however socially responsible practices do not have an impact on cost performance; e) environment friendly and socially responsible practices mediate the relationship between supplier collaboration and sustainable performance. The results suggest that supplier collaboration enhances environment-friendly and socially responsible practices which will lead to enhanced environmental, cost and social performance. The contributions of this research to supply chain management literature are: a) to achieve sustainable performance in the food supply chain, collaboration with the suppliers is essential; b) collaborating with the suppliers, firms can improve their environment friendly and socially responsible practices; c) socially responsible practices in the supply chain enhance environmental and social performance but do not improve cost performance; c) this study extends the Relational View theory (RV) from the relation-specific assets for sustainable performance to the relationspecific assets for environmentally friendly and socially responsible practices which lead to sustainable performance. This study found that inter-organisational relationship facilitates environment-friendly and socially responsible practices which will lead to improved sustainable performance. For practitioners, this study offers the sustainability framework that suggests for greater collaboration with the suppliers to improve environment-friendly and socially responsible practices which should lead to a sustainable performance in the food industry. For the policymakers, this study offers a unique proposition to encourage a collaborative environment in the supply chain to achieve sustainable performance in the food industry.
Green Supply Chain Management, Environmental Collaboration and Sustainability Performance
The increased attention given to the topic of green supply chain management (GSCM) warrants the writing of this paper. The concept of GSCM is to integrate environmental thinking into supply chain management (SCM). As such, GSCM is important in influencing the total environment impact of any organizations involved in supply chain activities. More importantly, GSCM can contribute to sustainability performance enhancement. In this paper, we focus on the environmental collaboration, which has been seen as a key relational capability to facilitate the GSCM strategic formulation and execution. The purpose of this paper is twofold: (i) review the extant literature on the relationship between GSCM, environmental collaboration and sustainability performance and (ii) propose a plausible conceptual model to elucidate the relationship between these three variables in the context of Malaysian manufacturing companies. Accordingly, such thought depends upon more detailed empirical research by using advanced structural equation modeling approaches. The research findings will be particularly important for manufacturing companies in developing environmental collaboration with their suppliers in order to achieve sustainability performance.
Corporate Social Sustainability in Supply Chains: A Thematic Analysis of the Literature
This paper maps out different research strands by using thematic analysis on the literature pertaining to large companies' efforts on social sustainability in their supply chains. The data corpus for this thematic analysis is a broad sample of the literature with articles from different journals and employing different research methodologies. Each of the high-level themes is identified at a level high enough to apply to research into not only social but also economic or environmental sustainability. These eight themes – stakeholder pressure; governance; contingencies; practices; partnerships; barriers and enablers; performance; and optimisation for performance improvement and trade-off – are then woven into a thematic map. We call this map the '4P' model as it suggests that pressure and partnerships influence practices, which in turn impact performance. Researchers can use this thematic classification not only to position their research within the social sustainability literature but also to integrate research on economic, environmental and social sustainability. Acknowledgements: The authors are grateful to Professor Alexandre Dolgui (Editor) for inviting them to submit this article to celebrate the 55 th Volume Anniversary of the International Journal of Production Research. We also thank three anonymous referees whose suggestions have greatly improved the content and presentation of this paper.