A framework of sustainable supply chain management

International Journal of Physical Distribution & Logistics Management A framework of sustainable supply chain management: moving toward new theory Craig R. Carter, Dale S. Rogers,

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A framework of sustainable supply chain management: moving toward new theory

360 Received November 2007 Revised April 2008 Accepted April 2008

Craig R. Carter and Dale S. Rogers University of Nevada, College of Business Administration, Reno, Nevada, USA Abstract


Purpose – The authors perform a large-scale literature review and use conceptual theory building to introduce the concept of sustainability to the field of supply chain management and demonstrate the relationships among environmental, social, and economic performance within a supply chain management context. Design/methodology/approach – Conceptual theory building is used to develop a framework and propositions representing a middle theory of sustainable supply chain management (SSCM). Findings – The authors introduce the concept of sustainability – the integration of environmental, social, and economic criteria that allow an organization to achieve long-term economic viability – to the logistics literature, and position sustainability within the broader rubric of SSCM. They then present a framework of SSCM and develop research propositions based on resource dependence theory, transaction cost economics, population ecology, and the resource-based view of the firm. The authors conclude by discussing managerial implications and future research directions, including the further development and testing of the framework’s propositions. Originality/value – This paper provides a comprehensive review of the sustainability literature, introduces sustainability to the field of supply chain management, and expands the conceptualization of sustainability beyond the triple bottom line to consider key supporting facets which are posited to be requisites to implementing SSCM practices. The use of conceptual theory building to develop theoretically based propositions moves the concept of sustainability from a relatively a-theoretical treatment toward new theory in supply chain management. Keywords Supply chain management, Social responsibility, Economic sustainability Paper type Conceptual paper

International Journal of Physical Distribution & Logistics Management Vol. 38 No. 5, 2008 pp. 360-387 q Emerald Group Publishing Limited 0960-0035 DOI 10.1108/09600030810882816

Introduction One need only contemplate the recent and rapid rise in oil prices, rising transparency and consumer awareness of where and under what types of working conditions products are manufactured, and financial reporting requirements such as Sarbanes-Oxley to understand how these factors might affect a firm’s supply chain and its economic bottom line. Until recently, most logistics and supply chain management research has examined issues such as the environment, safety, and human rights in a standalone fashion, without consideration of the potential interrelationships among these and other aspects of social responsibility (Carter and Jennings, 2002). The work of Carter and Jennings (2002, 2004) and Murphy and Poist (2002) begins to fill this void, by explicitly examining these standalone issues as a broader conceptualization and higher-order construct of The authors wish to thank Rob Klassen, Mark Pagell, and Mellie Pullman, who provided comments and feedback on earlier versions of this paper. This research was partially funded by a grant from Kenco Logistics.


logistics social responsibility (LSR) and purchasing social responsibility (PSR). Yet, this more recent social responsibility research contains an important omission – a failure to explicitly include what Carroll (1979) refers to as an organization’s economic responsibility. The term sustainability, which increasingly refers to an integration of social, environmental, and economic responsibilities, has begun to appear in the literature of business disciplines such as management and operations. In addition, companies are beginning to rapidly adopt the term sustainability. About 68 percent of the Global 250 firms generated a separate annual sustainability report in 2004 which considered environmental, social, and economic issues, in contrast to the primary emphasis on environmental reporting in 1999; in addition, 80 percent of these reports discuss supply chain-related issues (KPMG, 2005). Unfortunately, a review of the literature will show that the term sustainability has been inconsistently defined and applied in the extant research. This lack of an explicit consideration of economic criteria in current models and definitions of LSR and PSR, and the failure to consistently define sustainability and to apply the concepts of sustainability to the field of supply chain management, lead to the following research questions: RQ1. How can the term sustainability be defined and applied to supply chain management? RQ2. Is there a relationship between the integration of the concepts of sustainability and supply chain management, and long-term economic success? More specifically, do firms which engage in sustainable supply chain management (SSCM) practices attain higher economic performance than firms which concentrate solely on economic performance? The answers to these research questions will help to clarify and begin to defuse the debate surrounding the relationship between environmental and social performance on one hand, and economic performance on the other. As noted by Hoffman and Bazerman (2005, p. 16): The key to resolving this debate is the recognition that (social and environmental) behaviors are sometimes profit-compatible and sometimes not. When parties acknowledge this simple fact, it becomes easier to convince corporations to adopt (environmental and social initiatives) that are mutually beneficial. This thinking moves us beyond the simple question, “Does it pay to be green?”

These research questions are also particularly relevant because supply chain professionals are in an outstanding position to impact sustainability practices. Activities such as reducing packaging, improving working conditions in warehouses, using more fuel efficient transportation, and requiring suppliers to undertake environmental and social programs, as just a few examples among many, can reduce costs while also improving corporate reputation. The authors answer the paper’s research questions by conducting a large-scale literature review and subsequently using conceptual theory building (Meredith, 1993; Weick, 1989) to develop a framework of SSCM, along with related research propositions. Specifically, the remainder of the paper is organized as follows. In the next section, the authors describe the paper’s conceptual theory building methodology.

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This is followed by a review of the literature and an introduction of a framework of SSCM which expands the concept of sustainability from the organization to the supply chain. Afterwards, propositions surrounding the framework are introduced, based on an integration of the sustainability literature, along with resource dependence theory, transaction cost economics, population ecology, and the resource-based view of the firm. The framework and resulting propositions begin to fill the void created by the lack of consistency in defining sustainability and the relatively a-theoretical conceptual and empirical research found in the extant sustainability literature. The research and managerial implications of this theory development are discussed in the paper’s final section. Methodology Despite numerous calls for more theory development in supply chain management research (Kent and Flint, 1997; Mentzer and Kahn, 1995; Meredith, 1993; Melynk and Handfield, 1998; Wacker, 1998), there has been, respectively, little theory-building research appearing within the broad field of supply chain management to date (Carter and Ellram, 2003). In addition, the relatively few existing studies appearing in the logistics literature that have rigorously employed inductive approaches have relied on grounded theory techniques or similar interpretive tradition (Flint et al., 2005; Svensson, 2000). Interpretive field research that employs interviews and observations is not the only way to develop theory however (Elsbach et al., 1999; DiMaggio, 1995; Weick, 1999), just as survey research is not the only way to deductively test theory (McGrath, 1982). Conceptual theory-building methods can create a balance between inductive and deductive reasoning and research and can help academics to lead and guide managerial practice (Meredith, 1993). In this paper, we develop what Meredith (1993, p. 7) refers to as a conceptual framework – “a collection of two or more interrelated propositions which explain an event, provide understanding, or suggest testable hypotheses” – of SSCM. The methodology to accomplish this theory building consists of an integration of “a number of different works . . . summariz(ing) the common elements, contrast(ing) the differences, and extend(ing) the work in some fashion,” (Meredith, 1993, p. 8) and also through the definition of variables and the development of “specific predictions” (Wacker, 1998, p. 368) based on this integration of existing theory along with “logical deduction” which bring about the conceptual framework’s propositions (Handfield and Melnyk, 1998, p. 323). The data collection to support this methodology occurred through a rigorous key-word search of the literaure using ABI/Inform and EBSCO. An extensive database of the relevant literature was developed through initial searches on specific terminology. As literature was discovered that contained information relevant to sustainability, the references were examined and added to the developing literature database. The conceptualization as described above was an iterative process involving many hundreds of hours of reading, additional collection of literature, synthesis, and refinement of our framework via discussions with colleagues over a period of 17 months. Finally, we presented the results of our conceptualization to 35 supply chain managers in 28 Fortune-1000 sized companies in the USA and Germany to help further ensure the validity of our framework (Yin, 1994).


Sustainability: a review of the literature Definitions from the sustainability literature The most well-adopted and most often quoted definition of sustainability is that of the Brundtland Commission (World Commission on Environment and Development, 1987, p. 8): “development that meets the needs of the present without compromising the ability of future generations to meet their needs.” Included within this broad rubric of sustainability are such issues as understanding the environmental impact of economic activity in both developing and industrialized economies (Erlich and Erlich, 1991); ensuring worldwide food security (Lal et al., 2002); ensuring that basic human needs are met (Savitz and Weber, 2006); and assuring the conservation of non-renewable resources (Whiteman and Cooper, 2000). Unfortunately, the macro-economic, societal definition of sustainability is difficult for organizations to apply and provides little guidance regarding how organizations might identify future versus present needs, determine the technologies and resources required to meet those needs, and understand how to effectively balance organizational responsibilities to multiple stakeholders such as shareholders, employees, other organizations in the supply chain, and broader stakeholders including society and the natural environment (Hart, 1995; Starik and Rands, 1995). In addition, because the Brundtland Commission’s definition is so far reaching, organizations often find it difficult to determine their individual roles within this broader, macro-economic perspective (Shrivastava, 1995a; Stead and Stead, 1996). More micro-economic applications of sustainability have been investigated in the fields of management, operations, and engineering. Within the management literature, most of the existing conceptualizations of organizational sustainability have focused on ecological (e.g. the natural environment) sustainability, with only implicit recognition of social and economic responsibilities (Jennings and Zandbergen, 1995; Shrivastava, 1995a; Starik and Rands, 1995). Like the macroeconomic viewpoint, this research also takes a long-term perspective in defining sustainability. Starik and Rands (1995, p. 909) for example define sustainability as: [. . .] the ability of one or more entities, either individually or collectively, to exist and flourish (either unchanged or in evolved terms) for lengthy timeframes, in such a manner that the existence and flourishing of other collectivities of entities is permitted at related levels and in related systems.

Shrivastava (1995a, p. 955) describes sustainability as offering, “the potential for reducing long-term risks associated with resource depletion, fluctuations in energy costs, product liabilities, and pollution and waste management.” The operations management literature has similarly often considered sustainability from this ecological perspective without explicit incorporation of the social aspects of sustainability (Sarkis, 2001; Hill, 2001; Daily and Huang, 2001). Interestingly, the organizational definitions of sustainability in the engineering literature have been more encompassing, and have explicitly incorporated the social, environmental, and economic dimensions of the macro-viewpoint by defining organizational sustainability as, “a wise balance among economic development, environmental stewardship, and social equity,” (Sikdar, 2003, p. 1928) and as including “. . . equal weightings for economic stability, ecological compatibility and social equilibrium,” (Gończ et al., 2007, p. 4).

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Logistics literature Within the field of supply chain management, researchers have examined several stand-alone topics of environmental and social issues, including the development of environmental logistics strategies (Murphy et al., 1996); environmental purchasing (Min and Galle, 1997); carrier selection for and the transportation of hazardous materials (Kalevela and Radwan, 1988; Sharp et al., 1991); improvement of fuel efficiency and emissions reduction from transportation equipment (McKinnon et al., 1993; Stock, 1978); safety in motor carrier, rail, and airline industries (Cantor et al., 2006; Weener and Wheeler, 1992; Crum et al., 1995); diversity hiring and promotion issues concerning logistics personnel (Lynagh et al., 1996) and diversity of for-hire motor carriers (Corsi et al., 1982) and other industrial suppliers (Carter et al., 1999). More recently, Carter and Jennings (2002) have conceptualized the integration of social and environmental issues under the rubric of LSR, which ties together the previously standalone concepts of the environment, diversity, human rights, safety, and philanthropy and the community as they relate to logistics management. Carter and Jennings (2004) empirically operationalize purchasing’s involvement in LSR, which they refer to as PSR. The authors find that PSR is a second-order construct consisting of five first-order dimensions: the environment, diversity, safety, human rights, and philanthropy. While Carter and Jennings’ (2004) operationalization includes an implicit recognition of economic responsibility as a base level of organizational responsibility based on Carroll’s (1979) framework, they fail to explicitly incorporate economic responsibility into their empirical investigation. Although there exists a divergence of definitions of sustainability, these differences are not as great as one might initially believe. Most definitions of sustainability incorporate a consideration of at least environmental and economic concerns, and even CSR conceptualizations and operationalizations consider the intersection of social and environmental issues. Further, it is not uncommon to find varying definitions of a construct during the embryonic stages of its adoption in practice or its development in a field of scholarly inquiry (Kuhn, 1996). As noted by Gladwin et al. (1995, p. 876), “definitional diversity is to be expected during the emergent phase of any potentially big idea of general usefulness.” The triple bottom line Our review of the literature suggests that organizational sustainability, at a broader level, consists of three components: the natural environment, society, and economic performance. Figure 1 shows a visual representation of these three components. This perspective corresponds to the idea of the triple bottom line, a concept developed by Elkington (1998, 2004), which simultaneously considers and balances economic, environmental and social goals from a microeconomic standpoint. Within this context, organizations recognize that sustainability: [. . .] is not simply a matter of good corporate citizenship – earning brownie points for reducing noxious emissions from your factory or providing health care benefits to your employees [. . .] Sustainability is now a fundamental principle of smart management (Savitz and Weber, 2006, pp. xiv).

Thus, the triple bottom line suggests that at the intersection of social, environmental, and economic performance, there are activities that organizations can engage in which

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Sustainability

Economic Performance

not only positively affect the natural environment and society, but which also result in long-term economic benefits and competitive advantage for the firm. Supporting facets of the triple bottom line Other aspects of sustainability that emerged from our review of the sustainability literature but which were not included in explicit definitions were risk management, transparency, strategy, and culture (Gladwin et al., 1995; Hart, 1995; Elkington, 1998; Henriques and Richardson, 2004; Jennings and Zandbergen, 1995; Sarkis, 2001; Savitz and Weber, 2006; Shrivastava, 1995a, b; Starik and Rands, 1995). We highlight each of these areas next, and show the relationships between these facets of sustainability and the core, triple-bottom line framework shown in Figure 1. While it may be argued that a host of other constructs could be included as supporting facets of sustainability, no other constructs appeared as consistently in the extant literature or in company sustainability reports, nor to nearly the same extent as the four supporting facets which will be introduced in this section of the paper. In addition, our interviews and open discussions with 35 managers and executives from 28 companies provided strong confirmation for these four supporting facets. At the same time, none of these 35 managers suggested the inclusion of any additional facet(s). For this reason, additional variables not highlighted in this section are treated as causal antecedents, modifiers, or outcomes of sustainability, and are examined in the propositions and in the discussion of the future research implications in the ensuing sections of the paper. Risk management. While not a part of operational definitions of sustainability in the extant literature, the concept of risk and the management of risk was identified as a reoccurring theme in the sustainability literature described earlier. Shrivastava (1995b) advocates that within the context of sustainability, an organization must manage not only short-term financial results, but also risk factors such as harm resulting from its

Figure 1. Sustainability: the triple bottom line

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products, environmental waste, and worker and public safety. Gladwin et al. (1995, p. 878, p. 897) state that sustainable development must encompass the concept of security, which, “demands safety from chronic threats and protection from harmful disruption” including, “biodiversity loss, climate change, freshwater scarcity, food insecurity, and population growth.” Further, Shrivastava (1995a, p. 955) notes that, “by systematically addressing these long-term (sustainability) issues early, companies can become aware of and manage these risks” associated with scarcity in natural resources used as inputs to the supply chain and fluctuations in energy costs. In addition, proactive engagement in sustainable practices lowers the risk of the introduction of new and costly regulations (Porter and van der Linde, 1995). Risk can be broadly defined as the probability of variation surrounding an anticipated outcome. Risk has been examined across multiple disciplines including economics and management via behavioral decision theory and prospect theory (Kahneman and Tversky, 1979; Wiseman and Gomez-Mejia, 1998), and finance in terms of insurance and portfolio analysis (Stultz, 1996). Zsidisin et al. (2000) define supply chain risk as the potential occurrence of an inbound supply incident which leads to the inability to meet customer demand. Such supply chain risks can result from natural disasters such as hurricanes (Atkinson, 2006), legal liabilities (Giunipero and Eltantawy, 2004), poor demand forecasting and failure to coordinate demand requirements across the supply chain (Christopher and Lee, 2004), fluctuating prices for key raw materials including energy (Barry, 2004), poor supplier quality and shipment quantity inaccuracies (Zsidisin, 2003), and poor environmental and social performance by a firm and its suppliers which can result in costly legal actions (Carter and Jennings, 2004; Klassen and McLaughlin, 1996). Recently, Spekman and Davis (2004, p. 418) suggest that one: [. . .] dimension of risk relates to the notion of corporate social responsibility and the extent to which supply chain members’ reputation and image can be tainted by the actions of another member who engages in activities that result in public sentiment or outcry or, even worse, is accused of criminal behavior where liability extends up and down the supply chain.

Within the context of our framework, we define supply chain risk management as the ability of a firm to understand and manage its economic, environmental, and social risks in the supply chain. Corporations are increasingly recognizing that risk management is a part of their sustainability. For instance, Hewlett Packard (2006, p. 50) notes in its annual sustainability report: HP conducts preliminary risk assessment of the supply base to determine priorities. Risk criteria include geographic location, chemical or labor-intensive processes, length of supplier relationship to HP and commitment to global citizenship.

As another example, General Electric’s (2006, p. 47) Corporate Risk Committee meets quarterly to examine risks surrounding human rights at supplier locations “with a focus on minimizing commercial and reputational risks.” Supply chain risk management can occur through contingency planning and by building more resilient and agile supply chains. As part of its sustainability, Motorola (2005, p. 13) attempts to address potential supply chain disruptions via crisis teams that have:

[. . .] developed preparedness plans to ensure that our response will be effective and our recovery swift. Teams conduct annual tests of their plans and capabilities to improve coordination, sharpen employee skills and discover potential trouble spots before an emergency happens.

Risk management also includes product stewardship issues related to being able to swiftly and efficiently recall damaged or tainted products (Corbett and Klassen, 2007). Transparency. While not included in stated definitions, transparency is also mentioned extensively within discussions of organizational sustainability. For example, Hart (1995, p. 1000) states that:


Increasingly, local communities and external stakeholders are demanding that corporate practices become more visible and transparent [. . .] To maintain legitimacy and build reputation, therefore, companies may need to open their operations to greater public scrutiny.

This transparency is being driven, in part, by the rapid speed of communication via the internet and satellite television (Elkington, 1998), as well as other factors such as interoperable software and globalization of supply chains which have lead to a “flat world” (Friedman, 2005). Maintaining the secrecy of corporate wrongdoings has become very difficult and extremely risky. The actions of a company’s facility or supplier this morning in a remote part of the world may be this evening’s headline news. As noted by Tom Delfgauuw, retired Vice President for Sustainable Development at Shell, “We discovered that there are no more ‘local’ issues anymore . . . In the long run, it is simpler, and like anything simpler, it is also cheaper,” for a company to operate with transparency concerning economic, social, and environmental issues (Holliday et al., 2002, p. 21). Transparency includes not only reporting to stakeholders, but actively engaging stakeholders and using their feedback and input to both secure buy-in and improve supply chain processes. This transparency encompasses green marketing activities within a stakeholder perspective (Rivera-Camino, 2007) as well as more traditional cause-related marketing (Drumwright, 1996). Transparency can be improved through vertical coordination across a supply chain as well as horizontal coordination across networks. For example, common auditing procedures adopted by an industry coalition can allow a single, effective supplier sustainability audit to be performed, which increases transparency and supplier sustainability while lowering transaction costs for both the supplier and the multiple buying organizations that might do business with that supplier. As noted by Nike (2005, p. 29): Transparency across the industry of our respective contract factories will promote greater collaboration, sharing of monitoring information and reinforcement of remediation expectations across the industry. This could also decrease the burden on suppliers dealing with contradictory audit requirements by multiple buyers.

Strategy and culture. An organization’s sustainability initiatives and its corporate strategy must be closely interwoven, rather than separate programs that are managed independently of one another (Shrivastava, 1995a). In its annual sustainability report, IBM (2005, p. 15) describes the integration of its triple bottom line strategy with its core business strategy, and Hewlett Packard notes that its goal, “is to connect our corporate commitment to global citizenship with the day-to-day conduct of the HP business.” To accomplish this, we have chosen to align our global citizenship strategy and priorities with our business strategy to maximize the impact of our investments

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(Hewlett Packard, 2006, p. 8). Similarly, Nike (2005, p. 14) states that sustainability is, “integrated into Nike’s core business strategies.” Finally, organizations that become sustainable enterprises do not simply overlay sustainability initiatives with corporate strategies. These organizations also have (or have changed) their company cultures and mindsets (Savitz and Weber, 2006). Hamel and Prahalad (1989) found that a shared, organization-wide long range vision was significant in generating the internal drive and passion to spur innovation and change. Similarly, in their study of “visionary companies” that have outperformed competitors over extended periods of time, Collins and Porras (1994) found that profit maximization was not the primary driving force of these organizations. Instead, these firms had core values and cultures and a sense of purpose beyond the economic bottom line. A post hoc analysis that we conducted found that the visionary companies are significantly more likely to be members of the Dow Jones Sustainability Indexes (2006) – the leading global indexes that track the “financial performance of the leading sustainability-driven companies worldwide” – and are significantly more likely to be rated among Fortune’s 100 Best Companies to Work for than the “comparison companies” from the Collins and Porras study ( p , 0.01 and p , 0.001, respectively). As additional support for the role of corporate culture in sustainability, Carter and Jennings (2004) found a significant relationship between environmentally and socially responsible purchasing activities and an organizational culture which considers the welfare of others and which is fair and supportive. Interrelationships among risk management, transparency, culture, and strategy. The four supporting facets of the triple bottom line are not intended to be entirely mutually exclusive. For instance, engaging stakeholders – an example of improving transparency – can reduce risk by lowering the chances of consumer boycotts and targeted actions by non-governmental organizations, and can also be an explicit part of an organization’s strategy. For example, at HP, stakeholder engagement is a key part of the development of HP’s sustainability goals and strategy; HP’s sustainability strategy is in turn used as one of the primary parts of its overall business strategy. Thus, the authors advocate that all four of these supporting facets are an integrated part of SSCM practices. A framework of SSCM The term supply chain management has been defined by Mentzer et al. (2002, p. 18) as, “the systemic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole” and by Lambert et al. (2006, p. 2) as, “the integration of key business processes from end-user through original suppliers, that provides products, services, and information that add value for customers and other stakeholders”[1]. Based on these prominent and complementary definitions of supply chain management, and our review of the sustainability literature, we define SSCM as the strategic, transparent integration and achievement of an organization’s social, environmental, and economic goals in the systemic coordination of key interorganizational business processes for improving the long-term economic performance of the individual company and its supply chains. This definition of SSCM, which is based on the triple bottom line and the four


supporting facets of sustainability reviewed above – risk management, transparency, strategy, and culture – is conceptualized and shown in Figure 2. Of course, the social and environmental dimensions of SSCM shown in Figure 2 must be undertaken with a clear and explicit recognition of the economic goals of the firm. Thus, like Carter and Jennings (2002), we are not suggesting that organizations blithely undertake social and environmental goals relating to the supply chain. In fact, in the same vein as Porter and Kramer (2002), the SSCM perspective advocates that such undertakings would be socially irresponsible unless considered within the broader context of a firm’s overall strategic and financial objectives. Thus, we place question marks around the term “good” which labels the intersection of social and environmental components but omits the economic component of the triple bottom line in Figure 2. These question marks actually complement the perspective undertaken by some scholars that environmental and social initiatives are costly undertakings. For example, Walley and Whitehead (1994, p. 46) state that, “Responding to environmental challenges has always been a costly and complicated proposition for managers,” and go on to suggest that, “win-win situations . . . are very rare and will likely be overshadowed by the total cost of a company’s environmental program.” Colby et al. (1995, p. 135) somewhat similarly argue that, “easy problems have mostly been fixed – the remaining obstinate challenges are becoming increasingly expensive to resolve.” Walley and Whitehead (1994), however, focus their discussion of the costs of compliance with reactive governmental regulation, which can indeed result in increased costs for business (Porter and van der Linde, 1995), while Colby et al. (1995) focus on costs, while ignoring potential benefits. Good? Strategy • Sustainability as part of an integrated strategy

l nta me ce n o r n i a Env rform Pe

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Organizational Culture • Deeply Ingrained • Organizational Citizenship Social Performance • Values and Ethics

Sustainability

Best Better

Better Risk Management • Contingency Planning • Supply Disruptions • Outbound Supply Chains

Economic Performance

Transparency • Stakeholder Engagement • Supplier Operations

Figure 2. Sustainable supply chain management

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In response to Walley and Whitehead, Clarke (1994, p. 37) notes, “a broader approach is necessary, one that focuses on basic changes in products, services, and business strategies that offer opportunity financially as well as ecologically.” In addition, win-win situations will increasingly arise as energy prices inevitably increase and as greater transparency allows stakeholders to see further along an organization’s supply chain. Additionally, companies such as 3M would argue against Walley and Whitehead’s assertion that there is very little low-hanging fruit. For example, Smart (1994, p. 42) notes, “3M is still finding projects for its 3P (pollution prevention pays) program, now over 15 years old. Many other companies have barely begun to look.” Finally, authors such as Walley and Whitehead largely overlook the product-differentiation contribution to the revenue side of shareholder value. There are of course, challenges to implementing sustainability. First, it is true that some companies have begun to exhaust the easy, low-hanging fruit and “are now into the harder, longer term investment commitments in which conventional and environmental criteria are not necessarily in harmony” (Gray, 1994, p. 47). However, projects will likely become increasingly viable as energy costs continue to rise, pressures from consumer groups increase due to greater transparency along supply chains, and firms begin to take a more holistic view of the costs and benefits associated with social and environmental projects. For example, in examining the economic costs and benefits of alternative energy sources for its warehouses, Staples places an economic value on the price certainty and availability of solar energy versus the risk associated with price volatility and rolling blackouts of traditional energy sources (Buckley, 2007). Second, the above debate has to some degree solidified into entrenched positions on opposite sides of a continuum, in which the argument is viewed as a fixed pie (Bazerman, 1983) which cannot be enlarged (Hoffman and Bazerman, 2005). We instead offer an alternative to this fixed pie perspective, in which there are a variety of environmental and social issues that a firm can undertake which can both improve as well as harm the economic bottom line. Environmental and social activities which can harm or at least not help the economic bottom line are represented by the areas in Figure 2 which do not overlap with economic performance. Third, it is important to note that some individual environmental and social initiatives of course, fail, as do marketing, research and development, new product development, and numerous other conventional business initiatives. The key is to learn from these failures and to develop workarounds for the most common failures. For example, misunderstanding the marketplace and incorrectly expecting a price premium can be partially mitigated by placing real numbers on intangibles such as customer loyalty and selling green and social attributes as tertiary to quality and cost (Etsy and Winston, 2006). Conversely, there are social and environmental supply chain activities that lie at the intersection with the economic bottom line – these are the activities that are defined as sustainable. Potential economic advantages (intersections of economic with social and/or environmental performance in Figure 2) include the following: . Cost savings due to reduced packaging waste (Mollenkopf et al., 2005; Rosenau et al., 1996), and the ability to design for reuse and disassembly (Christmann, 2000; Hart, 1995; Shrivastava, 1995c). . Reduced health and safety costs, and lower recruitment and labor turnover costs resulting from safer warehousing and transportation and better working conditions (Brown, 1996; Carter et al., 2007).

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Lower labor costs – Better working conditions can increase motivation and productivity, and reduce the absenteeism of supply chain personnel (Holmes et al., 1996; McElroy et al., 1993). Proactively shaping future regulation – companies that proactively address environmental and social concerns can influence government regulation when this regulation is modeled after a company’s existing production and supply chain processes, leading to a difficult-to-replicate competitive advantage for companies and their suppliers (Carter and Dresner, 2001). Reduced costs, shorter lead times, and better product quality associated with the implementation of ISO 14000 standards, which provide a framework for environmental management systems (Hanson et al., 2004; Montabon et al., 2000; Tibor and Feldman, 1996). Enhanced reputation – engaging in sustainable behavior can make an organization more attractive to suppliers and customers (Ellen et al., 2006), to potential employees (Capaldi, 2005), and to shareholders (Klassen and McLaughlin, 1996).

Our contention is that the proportion of environmental and social initiatives which result in enhanced economic performance is relatively large, as illustrated by the extent of overlap between environmental, social, and economic performance shown in Figure 2. While most of the above outcomes are “good” examples of ways in which a firm can improve its sustainability, true sustainability occurs at the intersection of all three areas – environmental, social, and economic – and includes multiple activities (e.g. activities in the aggregate) where an organization explicitly and comprehensively incorporates social, environmental, and economic goals in developing strategic vision and long-term strategic objectives. Further, as indicated in our review of the supply chain management literature, the environmental and social aspects of sustainability can extend beyond an organization’s boundary to include supply chain activities. When coupled with economic objectives to develop a clear, long-term strategy, the inclusion of supply chain management activities in a firm’s sustainability can actually create a longer-lasting, and less imitable set of processes, as will be discussed further in the next section of the paper. The preceding discussion of the benefits of such an explicit and long-term viewpoint and integration of all three of the dimensions which make up SSCM leads to the following proposition: P1.

Firms that strategically undertake SSCM will achieve higher economic performance than firms that pursue only one or two of the three components of the triple bottom line.

Although P1 might appear tautological, it advocates that the highest level of economic performance will occur at the intersection of environmental, social, and economic performance as shown in Figure 2. Thus, firms which attempt to simultaneously maximize performance of all three dimensions of the triple bottom line will outperform organizations that attempt to only maximize economic performance, or companies that attempt to achieve high levels of social and environmental performance without explicit consideration of economic performance.

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While our discussion thus far provides a definition and framework for understanding sustainability and SSCM, it is somewhat a-theoretical. More than its use as a conceptual tool, the framework should also offer predictive and normative value, based on sound theoretical underpinnings. In the next section of the paper, we integrate the resource dependence perspective, transaction cost economics, population ecology, and the resource-based view of the firm to provide a theoretical lens by which to view SSCM and to more broadly make the case for why the explicit incorporation of supply chain management activities into an organization’s sustainability practices can further enhance the organization’s long-term viability. This is accomplished through the development of theoretically based propositions which consider the antecedents to and consequences of SSCM, and which can be used to guide future empirical research. Theory development and research propositions In following the calls of Flint et al. (2005) and Mentzer and Kahn (1995) for the development and creation of theory in the supply chain management discipline, we develop a broader theoretical framework within which to position our above conceptualization of SSCM. We do so by integrating four distinct but complementary theories – resource dependence theory, transaction cost economics, population ecology, and the resource-based view of the firm – in order to advance research propositions which might begin to guide future inquiry in this area. We chose these four perspectives to build our framework of SSCM because each theoretical base is derived from divergent disciplines: resource dependence from sociology and political science, transaction cost economics from economics, population ecology from biology, and the resource-based view from strategic management and the theory of competitive advantage. These four theories were also selected because while each tenders unique perspectives, they are also complementary in offering explanations of SSCM, as we will show next. The population ecology perspective advocates that limited environmental resources can constrain populations (Hannan and Freeman, 1977). This means that some populations, and organizations within populations, disappear and others survive (Hannan and Freeman, 1988) and that in order to survive, firms must control limited environmental resources. The resource dependence perspective also proposes that organizational success and ultimately survival occur by maximizing power (Pfeffer, 1981), through the acquisition of scarce and valuable resources (Pfeffer and Salancik, 1978), in a stable and low-cost manner. Similarly, one of the tenets of transaction cost economics is that firms attempt to acquire resources in a low cost and stable manner (Williamson, 1975). Pfeffer and Salancik argue that as dependence on resources rises, firms should attempt to increase vertical coordination. This leads to P2a, which posits that resource dependence is positively related to vertical coordination. As firms become increasingly dependent on scarce and valued resources, they will increase coordination with other members of the supply chain, by for example acquiring access to strategic supplier technologies and knowledge by forming supplier partnerships and strategic alliances (Arminas, 2004), developing joint ventures (Ellram, 1992), or even purchasing sources of supply (Webster, 1992): P2a. Firms that are dependent upon key, external resources can improve their economic sustainability through vertical coordination.

This relationship between resource dependence and vertical coordination becomes even more important under conditions of uncertainty (Pfeffer and Salancik, 1978) which is based on both dynamism and complexity (Duncan, 1972) in the supply chain environment. Similarly, the transaction cost literature suggests that firms are more likely to vertically integrate in the event of uncertainty, by creating bureaucracies or clans (Williamson, 1979; Ouchi, 1980) or other, more vertically coordinated governance mechanisms (Williamson, 2008). Thus, P2b:


P2b. Firms that face uncertainty regarding key, external resources can improve their economic sustainability through vertical coordination. Finally, there is likely to be an interaction effect between resource dependence and uncertainty. Thus, if an organization is highly dependent upon a resource, and faces uncertainty surrounding the acquisition of that resource, this suggests an even stronger rationale for vertical integration than if either of the exogenous conditions of uncertainty or resource dependence existed without the other. Hence, the following proposition: P2c. There is a positive relationship between vertical coordination and the interaction of uncertainty and resource dependence. That is, firms which are dependent upon key resources and which face uncertainty concerning those resources should increase vertical coordination to an even greater extent than firms that only face resource dependence or only face uncertainty. While these propositions may at the surface seem rudimentary, they begin to provide guidance for how organizations can structure supply chains to achieve economic sustainability, and follow the calls in the extant literature for theory development in supply chain management (Flint et al., 2005; Mentzer and Kahn, 1995). Additionally, these propositions, while perhaps seemingly generic, apply to our framework of SSCM (Figure 2) concerning risk management and assurance of continuity of supply. In the short term, for commodity-like products, an organization might utilize futures markets to attempt to “coordinate” with supply sources to minimize this uncertainty. Other options include contracts, and relational forms of governance such as partnerships and strategic alliances (Ellram and Cooper, 1990). Starbucks Coffees has used such partnerships to ensure the supply of high-quality coffee while paying stable and living wages to farmers who grow the coffee in an ecologically sound manner (Argenti, 2004). This strategy cannot only benefit the farmer in terms of stable wages, but can also result in a lower purchase price due to the disintermediation of the inbound supply chain (McKone-Sweet, 2004). Finally, P2a-P2c do not advocate that increasing access to scarce resources is a sole solution to ensuring sustainability. As will be highlighted at the end of this section of the paper, firms will likely need to adopt even longer-term and more flexible supply chain solutions to ensure their long-term viability. As one example here, the hybrid car has been criticized as not being a solution to a dwindling supply of oil, but it is nonetheless a valuable intermediate technology. Somewhat similarly the creation of a vertically integrated, closed-loop supply chain by General Mills (2006) (Carter et al., 1998) to ensure a consistent supply of recycled material has been an excellent initial step toward the reduction of packaging materials for its products, although in the long run even more sustainable materials and processes may be developed.

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Traditionally, the field of strategic management has analyzed an organization’s external opportunities and threats (Ansoff, 1965; Porter, 1980, 1985) with the belief that internal organizational resources are homogeneous and any existing resource heterogeneity within an industry will be short lived (Porter, 1981). The resource-based view (Penrose, 1959; Rumelt, 1984; Wernerfelt, 1984) challenges these assumptions and posits that: . strategic resources within an industry may be heterogeneous across firms; and . these resources may not be mobile, and as a result this resource heterogeneity may be long lasting (Barney, 1991).


Hence, the resource-based view suggests that a firm may achieve economic sustainability by effectively employing its resources. Barney (1991, p. 101) defines firm resources to include: [. . .] all assets, capabilities, organizational processes, firm attributes, information, knowledge, etc. controlled by a firm that enable the firm to conceive of and implement strategies that improve its efficiency and effectiveness.

Some researchers have focused on knowledge as a resource, which includes the ability of organizations to effectively learn and to implement changes based on what they have learned (Garvin, 1993). Such organizational learning occurs when knowledge is accumulated over time and learned by an organization’s members (March, 1991). This knowledge is stored by organizations not only in their procedures and rules, but also in their less formal norms and social and communication patterns (Barney, 1991; March, 1991). These knowledge and human capital resources (Becker, 1964) consist of training, as well as experience, social relationships, and the insights of managers and workers in an organization (Barney, 1991). Researchers have shown that a learning organization, in concert with a marketing orientation, can lead to competitive advantage (Moorman and Miner, 1997; Sinkula et al., 1997; Slater and Narver, 1995). The resource and knowledge-based views can be expanded to the resources of a supply chain (Gulati, 1999). In fact, while supply chains are external to an organization they are in many ways less transparent and more difficult to imitate. Learning that occurs between buyers and suppliers concerning environmental and social activities such as working with suppliers to commit to waste reduction goals and developing capable minority business enterprise suppliers takes time, but such learning can have a strong positive influence on supplier performance and reduced operating costs in supply chain relationships (Carter, 2005). Supply chains which integrate social and environmental resources may also be more difficult to replicate, particularly if suppliers devote asset-specific investments to engage in the design for disassembly and reuse activities of their customers (Carter and Carter, 1998) or share rich information and develop higher levels of trust associated with the “embedded ties” (Gulati, 1999, p. 400) of minority supplier development activities (Krause et al., 1999). This leads to the next proposition: P3.

Supply chains which integrate social and environmental resources and knowledge may be more difficult to imitate, thus leading to economic sustainability.


Williamson (1975, 1985, 1996) states that transaction costs include both the direct costs of managing relationships and potential opportunity costs of making poor governance decisions. Transaction cost economics makes two assumptions about human behavior: (1) bounded rationality exists due to limitations associated with communication, information processing, and cognitive capabilities (Simon, 1957) and this is complicated by external uncertainty; and (2) there is the potential for opportunistic behavior, which is defined as, “self-interest seeking with guile” (Williamson, 1985, p. 47). Because some organizations act unethically or even illegally, this creates transaction costs in terms of investment monitoring for shareholders and costly government regulation and reporting requirements (e.g. Sarbanes-Oxley) for the organizations themselves. Within a supply chain context, the threat of opportunistic behavior by other members of the supply chain creates the need for costly monitoring (Stump and Heide, 1996) and cumbersome contracts (Joskow, 1987). While transaction cost economics often focuses on more relational exchanges, or what Williamson (2008) refers to as Hybrid Contracting, the theory, and issues surrounding opportunism, also apply to more arms-length relationships (Rindfleisch and Heide, 1997). From the standpoint of sustainability, this leads to the following proposition: P4.

To the extent that an organization can eliminate opportunistic behavior (improve social sustainability) in its supply chain, this should lower the firm’s costs, thus improving the economic component of sustainability.

According to Hannan and Freeman (1977), changes in organizational forms, structures, and processes occur due to changes in the environment. Similarly, supply chain structures likely transform in response to external change. From the population ecology perspective, inertia is the posited explanation for why organizations fail to adapt. Inertia can exist due to internal factors including sunk costs, communication structures, internal politics, and institutional norms, as well as external factors like barriers to entry and exit, bounded rationality, and social legitimacy. These assertions from the population ecology literature, combined with the concept of SSCM which integrates social, environmental, and economic considerations, lead to the final proposition: P5.

Organizations that more effectively adapt to dwindling natural resources, along with social changes such as calls for increased diversity and improvements in human rights, will be more economically sustainable.

Implications Research implications The conceptual framework and propositions developed in this paper begin to meet the call for more theory building research in supply chain management (Melynk and Handfield, 1998; Mentzer and Kahn, 1995), which can, “lead to a better balance between theory-building and theory-testing,” in a scientific discipline (Meredith, 1993, p. 4). The paper’s theoretical framework (Meredith, 1993), also referred to as a “middle range theory” (Weick, 1989), attempts to meet the criteria of a good theory, defined by Weick (1989, p. 517) as, “a plausible theory (which is) judged to be more plausible and of

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higher quality if it is . . . obvious in novel ways . . . (and) high in narrative quality,” conditions which are more likely when explicit research questions, such as those found in the paper’s introduction, are stated in advance. While the framework meets many of the components of a theory – specifically definitions of key concepts and posited relationships among those concepts (Weick, 1989) – frameworks derived through conceptual theory building are considered “pre-theories” (Meredith, 1993, p. 7) or “middle theories” (Weick, 1989) and the transition from framework to formal theory occurs as “frameworks are tested against reality until they are eventually developed into theories as research study builds upon research study,” (Campbell, 1974, p. 415). Our hope is that our research will stimulate additional theory-building and conceptual development within the supply chain management discipline. Given the early development of the framework, the propositions should be considered very tentative, and should be subjected to further refinement through both qualitative and quantitative research methods. One obvious initial step would be to use a multiple case study methodology to test the conceptual framework and propositions. Similarly, further development of the framework could be accomplished via a grounded theory approach (Glaser and Strauss, 1967; Strauss and Corbin, 1990). A potentially valuable research design to test the conceptual framework via multiple case studies would be to sample companies that have been identified as engaging in sustainable corporate and supply chain management practices, such as organizations that are members of the Dow Jones Sustainability Indexes, along with a comparison group of companies that have been identified as having good, but not best practice sustainability initiatives. Such a design, which was employed by Collins and Porras (1994) in their study of visionary companies, can result in ground-breaking findings which might not be uncovered by only including best-in-class firms within a sample. Researchers might gain an even deeper understanding of the beliefs and motivations of companies’ engagement in SSCM through ethnographic inquiry via full time, on-site participation and observation of an organization and its supply chain (Hammersley and Atkinson, 1995). Such an approach can allow researchers to take an experiential “deep dive” into organizational (Hargadon and Sutton, 1997) and potentially interorganizational phenomena, and can allow for movement from rapid collection of “specimens” to instead “coax(ing) out of the native by patient sympathy” the deeper relationships and implications of the collected data (Stocking, 1983, pp. 80-81). Supply chain researchers might employ such an ethnographic methodology to examine the supporting role of organizational culture in SSCM, as well as the interrelationships among culture, strategy, risk management, and transparency. To assess long-term economic performance (P1), a longitudinal analysis will be necessary. Such an analysis might use a survey-based methodology to measure the level of an organization’s environmental and social supply chain performance over time (Johnson et al., 2006), combined with multi-year financial measures (Wiggins and Ruefli, 2005). This sort of analysis would need to measure actual performance (e.g. reduction in carbon emissions or effect on literacy rates) as opposed to activities (e.g. the use of alternative fuel vehicles or volunteer hours spent at local schools). A longitudinal analysis might also provide a basis for the identification of common stages of SSCM evolution and implementation, perhaps via an in-depth case study design. Obviously, this sort of in-depth analysis would require significant effort, and


the recommendation for employing such longitudinal designs is not being casually put forth. One has only to consider Chandler’s (1966) study of organizational strategy and structure, or the attrition of companies participating in studies over multi-year periods (Johnson et al., 2006), to appreciate the effort and potential methodological difficulties that researchers can encounter in using longitudinal methodologies. However, given the call for more longitudinal research in supply chain management, and the long-term perspective of SSCM, such studies would likely yield rich and very valuable insights. After further developing and refining the SSCM framework, a logical next step would be to develop scales to measure the triple bottom line, the supporting facets of SSCM, and the relationships among resource dependence, external uncertainty, vertical coordination, imitability, and supply chain resiliency (P2a-P5). Potential starting points to measure the triple bottom line would be the exploratory work of Murphy and Poist (2002) and Carter and Jennings (2002), and the developed scales which Carter and Jennings (2004) used to measure PSR. For the complementary facets of SSCM, researchers might look to Carter and Jennings (2004) and Chatman and Jehn (1994) to assess organizational culture, and Christopher and Peck (2004), Giunipero and Eltantawy (2004), Svensson (2004) and Zsidisin and Ellram (2003) to gauge risk management. Social and environmental supply chain resources and knowledge (P3) might be measured using scales adapted from Hult et al. (2006) and others who have measured knowledge as a resource in the supply chain, while opportunistic behavior in the supply chain could be assessed using the established scales found in the marketing channels (Morgan and Hunt, 1994) and supply chain (Carter and Stevens, 2007) literature. Supply chain imitability could be assessed through a modification of Steensma and Corley’s (2000) scale of imitability in technology-sourcing partnerships. Findings from interviews with managers and a review of the trade press might be incorporated into the development of scales to assess the remaining facets of SSCM (Churchill, 1979; Flynn et al., 1990). Implications for supply chain managers Our framework provides a starting point for a common understanding of SSCM among supply chain managers. While many managers have heard of the term sustainability, our personal conversations with supply chain managers suggest that most supply chain personnel have very different viewpoints of what sustainability really is. Much like the blind men who touch an elephant only to describe it as a thick rope (the trunk), a large leaf (the ear), a tree (the leg), etc. so too do supply chain managers appear to view sustainability primarily as environmental management, as a synonym for social responsibility, as long-term economic viability, or in some cases as the triple bottom line. The SSCM framework thus provides an initial integration and extension of all of these perspectives into a managerially relevant and theoretically derived conceptualization. The SSCM framework also suggests a business case for the managerial adoption and integration of SSCM. While prior research has alluded to the economic benefits of LSR and PSR, the SSCM framework explicitly accounts for long-term economic performance. Our hope is that the business case that has been developed for SSCM through the introduction of the paper’s propositions will lead to greater acceptance and adoption of SSCM in practice.

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Of course, it is important to recognize that the social and environmental efforts of many companies have not been as productive as they could be (e.g. these efforts fall outside of the triple bottom line) because, “companies tend to think of corporate social responsibility in generic ways,” with existing approaches to social and environmental initiatives “fragmented” and “disconnected” from “strategy” (Porter and Kramer, 2006, pp. 78-80) which can lead to conflicting social, environmental, and economic objectives. Instead organizations must explicitly link environmental, social, and economic goals within a broader strategic perspective to ensure that environmental and social initiatives occur at the intersection of the triple bottom line. Finally, our framework also offers supply chain managers a starting point for what is needed to develop SSCM practices in their organizations. The numerous examples that we have presented should provide managers with a tangible and salient picture of how leading-edge, real-world companies are already implementing SSCM in their organizations. In addition, Porter’s (1985) value chain may be a particularly useful means for managers to pragmatically utilize our framework of SSCM to identify the environmental and social initiatives that can have the greatest economic impact, and to do so in the integrative, strategic fashion suggested by our framework. For example, across the primary activities of the value chain, managers can examine inbound and outbound logistics activities such as packaging use and disposal, warehouse safety, and transportation impacts such as emissions and safety; operations issues including emissions, energy use, hazardous materials, and worker safety and human rights; and after-sales service concerns comprising reverse logistics issues centering on environmentally sound disposal and disposition (Porter and Kramer, 2006). Supporting activities in the value chain such as technology development also relate to SSCM (e.g. relationships with universities to develop qualified supply chain managers), as does procurement in particular through activities such as asking suppliers to engage in environmental initiatives, purchasing from and developing minority-owned suppliers, ensuring safe and humane working conditions at suppliers’ plants, and participation in design for disassembly, reuse, and recycling (Carter and Jennings, 2004). This use of the value chain can enable managers to identify social and environmental initiatives with the greatest strategic value (Porter and Kramer, 2006). Note 1. These definitions are largely in-line with other popular definitions including the Council of Supply Chain Management Professional’s current definition of supply chain management. References Ansoff, H.I. (1965), Corporate Strategy: An Analytic Approach to Business Policy for Growth and Expansion, McGraw-Hill, New York, NY. Argenti, P.A. (2004), “Collaborating with activists: how Starbucks works with NGOs”, California Management Review, Vol. 47 No. 1, pp. 91-116. Arminas, D. (2004), “Steel yourself for price increases”, Supply Management, Vol. 9 No. 25, p. 14. Atkinson, W. (2006), “Hilton’s supply chain ready for anything heading into hurricane season”, Purchasing, Vol. 135 No. 12, p. 24. Barney, J.B. (1991), “Firm resources and sustained competitive advantage”, Journal of Management, Vol. 17 No. 1, pp. 99-120.

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numerous supply chain management journals including Decision Sciences, International Journal of Physical Distribution and Logistics Management, Journal of Business Logistics, Journal of Operations Management, Journal of Supply Chain Management, Transportation Journal, and Transportation Research E. Craig R. Carter is the corresponding author and can be contacted at: [email protected] Dale S. Rogers (PhD, Michigan State University) is the Director of the Center for Logistics Management and a Professor of Supply Chain Management at the University of Nevada. He received his PhD, MBA, and undergraduate degree at Michigan State University. He has published in several logistics journals and is a co-author of three books on logistics, including Going Backwards: Reverse Logistics Trends and Practices.

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Journal of Responsible Management in Emerging Economies. He is a Frequent Speaker and Reviewer at the American Marketing Association’s (AMA) Marketing & Public Policy Conference, in the Academy of Management’s (AoM) Annual Meeting and in the Academy of International Business. Mark is also a Member of the academic advisory committee in the Global Corporate Governance Institute (USA). Dr Camilleri has authored two books on the corporate social responsibility agenda, entitled “Creating Shared Value through Strategic CSR in Tourism” (2013) and “Corporate Sustainability, Social Responsibility and Environmental Management: An Introduction to Theory and Practice with Case Studies” (2017). Moreover, he edited “CSR 2.0 and the New Era of Corporate Citizenship” in 2016. Department of Corporate Communication, Faculty of Media and Knowledge Sciences, University of Malta, Msida, Malta and University of Edinburgh, Edinburgh, Scotland . 2017. The rationale for responsible supply chain management and stakeholder engagement. Journal of Global Responsibility 8:1, 111-126. [Abstract] [Full Text] [PDF] 12. Rameshwar Dubey Symbiosis International University Nashik India Angappa Gunasekaran University of Massachsuetts - Dartmouth North Dartmouth United States Stephen J Childe Plymouth University Plymouth United Kingdom of Great Britain and Northern Ireland Thanos Papadopoulos University of Kent Chatham United Kingdom of Great Britain and Northern Ireland Samuel Fosso Wamba NEOMA Business School Rouen France . 2017. World class sustainable supply chain management: critical review and further research directions. The International Journal of Logistics Management 28:2. . [Abstract] [PDF] 13. Youngran Shin Korea Maritime and Ocean University, Republic of Korea Busan Korea (the Republic of ) Vinh Van Thai RMIT University Melbourne Australia Devinder Grewal World Maritime University Malmoe Sweden Yulseong Kim Korea Maritime and Ocean University Busan Korea (the Republic of ) . 2017. Do corporate sustainable management activities improve customer satisfaction, word of mouth intention and repurchase intention?: Empirical evidence from the shipping industry. The International Journal of Logistics Management 28:2. . [Abstract] [PDF] 14. Michael Feitó-Cespón, William Sarache, Frank Piedra-Jimenez, Roberto Cespón-Castro. 2017. Redesign of a sustainable reverse supply chain under uncertainty: A case study. Journal of Cleaner Production 151, 206-217. [CrossRef] 15. Constantin Blome, Kai Foerstl, Martin C. Schleper. 2017. Antecedents of green supplier championing and greenwashing: An empirical study on leadership and ethical incentives. Journal of Cleaner Production 152, 339-350. [CrossRef] 16. HuntRichard Richard Hunt [email protected] Richard A. Hunt (PhD, University of Colorado at Boulder) is an Assistant Professor of Strategy and Entrepreneurship at the Colorado School of Mines. His research examines the intersection of entrepreneurship, innovation and strategy, including entrepreneurial environments, advantageous knowledge, new sector formation, modes of market entry, and early-stage operational behavior. His work has received more than a dozen awards including recognition as the outstanding doctoral dissertation of 2014 by the Academy of Management. In addition to his PhD, Dr Hunt holds degrees from Rice (BA), Harvard (MA) and Stanford (MBA). Ortiz-HuntLauren Lauren Ortiz-Hunt [email protected] Lauren Ortiz-Hunt studies Economics and Mathematics at the Smith College in Northampton, MA, USA. In her capacity as a Research Associate at the Center for Innovation and Entrepreneurship at Virginia Tech, Ortiz-Hunt investigated entrepreneurship and innovation in the broader context of USA and world history, including the advent of steamships on western US rivers and the development of novel business models by women entrepreneurs in the Middle East and North Africa. Colorado School of Mines, Golden, Colorado, USA Center for Innovation and Entrepreneurship, Blacksburg, Virginia, USA . 2017. Entrepreneurial round-tripping. Management Decision 55:3, 491-511. [Abstract] [Full Text] [PDF]


17. Sachin Modgil, Sanjay Sharma. 2017. Information Systems, Supply Chain Management and Operational Performance: Tri-linkage—An Exploratory Study on Pharmaceutical Industry of India. Global Business Review 37, 097215091769217. [CrossRef] 18. Paranitharan K.P, Ramesh Babu T, Pal Pandi A, Jeyathilagar D. 2017. An empirical validation of integrated manufacturing business excellence model. The International Journal of Advanced Manufacturing Technology 147. . [CrossRef] 19. RoehrichJens K. Jens K. Roehrich [email protected] Professor Jens K. Roehrich is the HPC Chair in Supply Chain Innovation at the School of Management, University of Bath, UK. Before joining the University of Bath, Jens was a Researcher at the Imperial College Business School, Imperial College London, UK. Significant strands of his research agenda explore, for instance, the long-term interplay of contractual and relational governance mechanisms, the move towards procuring and managing complex performance across public and private sectors and the management of green supply chains. His research has been published in journals such as Social Science & Medicine, International Journal of Operations & Production Management, Supply Chain Management: An International Journal, and Industrial Marketing Management. HoejmoseStefan U. Stefan U. Hoejmose [email protected] Dr Stefan U. Hoejmose is a Research Associate at the University of Bath, School of Management. His research investigates how companies manage social and environmental issues in their supply chains. In particular, his research is concerned with the issues of business strategy, power-dependency and trust and their respective role in facilitating responsible supply chain practices. His research has been published in journals such as International Journal of Operations & Production Management, Industrial Marketing Management, and Supply Chain Management: An International Journal. OverlandVictoria Victoria Overland [email protected] Victoria Overland is a Manager at Dr Ing. h.c.F. Porsche AG in Stuttgart, Germany. She is currently working in the German automotive industry, focussing on production control and international market support. Victoria holds a BA Degree in International Business and Management from the University of Glamorgan and the Hochschule fuer Wirtschaft und Umwelt Nuertingen-Geislingen, Germany. She obtained her Master’s Degree from the University of Bath, School of Management in 2012. Her research interests are centred around the impact of green supply chain management on supplier selection in the aerospace and automotive sector. HPC Supply Chain Innovation Lab, Information, Decisions and Operations Division, School of Management, University of Bath, Bath, UK School of Management, University of Bath, Bath, UK . 2017. Driving green supply chain management performance through supplier selection and value internalisation. International Journal of Operations & Production Management 37:4, 489-509. [Abstract] [Full Text] [PDF] 20. IslamSamsul Samsul Islam [email protected] Department of Information Systems and Operations Management, University of Auckland, Auckland, New Zealand . 2017. Empty truck trips problem at container terminals. Business Process Management Journal 23:2, 248-274. [Abstract] [Full Text] [PDF] 21. Nurul K. Wan Ahmad, Marisa P. de Brito, Jafar Rezaei, Lóránt A. Tavasszy. 2017. An integrative framework for sustainable supply chain management practices in the oil and gas industry. Journal of Environmental Planning and Management 60:4, 577-601. [CrossRef] 22. Deepa Mishra, Angappa Gunasekaran, Thanos Papadopoulos, Benjamin Hazen. 2017. Green supply chain performance measures: A review and bibliometric analysis. Sustainable Production and Consumption 10, 85-99. [CrossRef] 23. Osama Meqdadi, Thomas E. Johnsen, Rhona E. Johnsen. 2017. The role of power and trust in spreading sustainability initiatives across supply networks: A case study in the bio-chemical industry. Industrial Marketing Management 62, 61-76. [CrossRef]


24. Richard L. Gruner, Damien Power. 2017. Mimicking natural ecosystems to develop sustainable supply chains: A theory of socio-ecological intergradation. Journal of Cleaner Production 149, 251-264. [CrossRef] 25. Huantian Cao, Crescent Scudder, Marsha A. Dickson. 2017. Sustainability of Apparel Supply Chain in South Africa. Clothing and Textiles Research Journal 35:2, 81-97. [CrossRef] 26. Anne van Lakerveld, Rob van Tulder. 2017. Managing the transition to sustainable supply chain management practices: Evidence from Dutch leader firms in Sub-Saharan Africa. Review of Social Economy 14, 1-25. [CrossRef] 27. N. Foroozesh, R. Tavakkoli-Moghaddam, S. M. Mousavi. 2017. A novel group decision model based on mean–variance–skewness concepts and interval-valued fuzzy sets for a selection problem of the sustainable warehouse location under uncertainty. Neural Computing and Applications 12. . [CrossRef] 28. YangFan Fan Yang [email protected] ZhangXiongfei Xiongfei Zhang [email protected] College of Management and Economics, Tianjin University, Tianjin, China School of Chemical Engineering and Technology, Nanjing Forestry University, Nanjing, China . 2017. The impact of sustainable supplier management practices on buyer-supplier performance. Review of International Business and Strategy 27:1, 112-132. [Abstract] [Full Text] [PDF] 29. Kannan Govindan. 2017. Sustainable consumption and production in the food supply chain: A conceptual framework. International Journal of Production Economics . [CrossRef] 30. Shan Chen, Xu Wang, Yingbo Wu, Fuli Zhou. 2017. Pricing Policies of a Dual-Channel Supply Chain Considering Channel Environmental Sustainability. Sustainability 9:3, 382. [CrossRef] 31. Amy K. Knight, Paul Blessner, Bill A. Olson, Timothy D. Blackburn. 2017. Strategic sourcing and corporate social responsibility: Aligning a healthcare organization's strategic objectives. Journal of Purchasing and Supply Management 23:2, 94-104. [CrossRef] 32. Roya Manuela Akhavan, Markus Beckmann. 2017. A configuration of sustainable sourcing and supply management strategies. Journal of Purchasing and Supply Management 23:2, 137-151. [CrossRef] 33. Weihua Liu, Enze Bai, Liwei Liu, Wanying Wei. 2017. A Framework of Sustainable Service Supply Chain Management: A Literature Review and Research Agenda. Sustainability 9:3, 421. [CrossRef] 34. Sadaat Ali Yawar, Stefan Seuring. 2017. Management of Social Issues in Supply Chains: A Literature Review Exploring Social Issues, Actions and Performance Outcomes. Journal of Business Ethics 141:3, 621-643. [CrossRef] 35. Raja Usman Khalid, Stefan Seuring. 2017. Analyzing Base-of-the-Pyramid Research from a (Sustainable) Supply Chain Perspective. Journal of Business Ethics . [CrossRef] 36. Chengedzai Mafini, Asphat Muposhi. 2017. The impact of green supply chain management in small to medium enterprises: Cross-sectional evidence. Journal of Transport and Supply Chain Management 11:0. . [CrossRef] 37. Parvin Nourmohamadi Shalke, Mohammad Mahdi Paydar, Mostafa Hajiaghaei-Keshteli. 2017. Sustainable supplier selection and order allocation through quantity discounts. International Journal of Management Science and Engineering Management 1-13. [CrossRef] 38. DubeyRameshwar Rameshwar Dubey [email protected] GunasekaranAngappa Angappa Gunasekaran [email protected] PapadopoulosThanos Thanos Papadopoulos [email protected] Symbiosis Centre of Management and Human Resource Development, Symbiosis International University, Pune, India University of Massachusetts Dartmouth, North Dartmouth, Massachusetts, USA Kent Business School, University of Kent, Canterbury, UK . 2017.


Green supply chain management: theoretical framework and further research directions. Benchmarking: An International Journal 24:1, 184-218. [Abstract] [Full Text] [PDF] 39. NakandalaDilupa Dilupa Nakandala [email protected] SamaranayakePremaratne Premaratne Samaranayake [email protected] LauHenry Henry Lau [email protected] RamanathanKrishnamurthy Krishnamurthy Ramanathan [email protected] School of Business, Western Sydney University, Penrith, Australia . 2017. Modelling information flow and sharing matrix for fresh food supply chains. Business Process Management Journal 23:1, 108-129. [Abstract] [Full Text] [PDF] 40. Khalid Zaman, Sadaf Shamsuddin. 2017. Green logistics and national scale economic indicators: Evidence from a panel of selected European countries. Journal of Cleaner Production 143, 51-63. [CrossRef] 41. Deepak Mathivathanan, Devika Kannan, A. Noorul Haq. 2017. Sustainable supply chain management practices in Indian automotive industry: A multi-stakeholder view. Resources, Conservation and Recycling . [CrossRef] 42. Sebastian Brockhaus, Stanley E. Fawcett, A. Michael Knemeyer, Amydee M. Fawcett. 2017. Motivations for environmental and social consciousness: Reevaluating the sustainability-based view. Journal of Cleaner Production 143, 933-947. [CrossRef] 43. Thomas E. Johnsen, Joe Miemczyk, Mickey Howard. 2017. A systematic literature review of sustainable purchasing and supply research: Theoretical perspectives and opportunities for IMP-based research. Industrial Marketing Management 61, 130-143. [CrossRef] 44. Alexandru V. Roman. 2017. Institutionalizing sustainability: A structural equation model of sustainable procurement in US public agencies. Journal of Cleaner Production 143, 1048-1059. [CrossRef] 45. Weihua Liu, Shuqing Wang, Lujie Chen. 2017. The role of control power allocation in service supply chains: Model analysis and empirical examination. Journal of Purchasing and Supply Management . [CrossRef] 46. Taesik Yun, Younggook Kim, Jang-yeop Kim. 2017. Feasibility Study of the Post-2020 Commitment to the Power Generation Sector in South Korea. Sustainability 9:2, 307. [CrossRef] 47. Lance W. Saunders, Wendy L. Tate, George A. Zsidisin, Joe Miemczyk. 2017. The Influence of Network Exchange Brokers on Sustainable Initiatives in Organizational Networks. Journal of Business Ethics . [CrossRef] 48. Shuangyan Li, Xialian Li, Dezhi Zhang, Lingyun Zhou. 2017. Joint Optimization of Distribution Network Design and Two-Echelon Inventory Control with Stochastic Demand and CO2 Emission Tax Charges. PLOS ONE 12:1, e0168526. [CrossRef] 49. http://orcid.org/0000-0003-3149-8668 GurtuAmulya Amulya Gurtu [email protected] Amulya Gurtu is an Assistant Professor of Supply Chain Management at the Austin E. Cofrin School of Business in the University of Wisconsin, Green Bay. His research is on global manufacturing and supply chains, and its impact on the environment. He obtained his PhD from Ryerson University, Canada, and MBA from Western University, Canada. His research has been published in Management Research Review, Applied Mathematical Modelling and the Journal of Environment & Development. He is a manuscript reviewer for many leading journals, including the International Journal of Production Economics, the International Journal of Physical Distribution and Logistics Management, the Journal of Cleaner Production and the Journal of Business Ethics. SearcyCory Cory Searcy [email protected] Cory Searcy is an Associate Professor of Mechanical and Industrial Engineering at Ryerson University. His current research focuses on sustainability indicators, supply chain management and integrated management systems. His research has been published in several leading academic journals, including the Journal of Cleaner Production,


the Journal of Business Ethics and the International Journal of Production Economics. JaberM.Y. M.Y. Jaber [email protected] M.Y. Jaber is a Professor of Industrial Engineering at Ryerson University. He obtained his PhD from the University of Nottingham. His research interests include modelling human learning and forgetting curves and their applications, and logistics and inventory systems. He has published many papers in internationally renowned journals. He is an Associate Editor for Applied Mathematical Modelling, an Area Editor for Computers and Industrial Engineering and a Senior Editor for Ain Shams Engineering Journal from Elsevier. He is the Editor of the books Inventory Management: Non-Classical Views and Learning Curves: Theory, Models, and Applications published by CRC Press. He is a member of several professional societies. Austin E. Cofrin School of Business, University of Wisconsin, Green Bay, Wisconsin, USA Department of Mechanical and Industrial Engineering, Ryerson University, Toronto, Canada . 2017. Emissions from international transport in global supply chains. Management Research Review 40:1, 53-74. [Abstract] [Full Text] [PDF] 50. BalasubramanianSreejith Sreejith Balasubramanian [email protected] ShuklaVinaya Vinaya Shukla [email protected] Department of Business, Middlesex University – Dubai Campus, Dubai, United Arab Emirates and Business School, Middlesex University, London, UK Department of International Management and Innovation, Middlesex University, London, UK . 2017. Green supply chain management: an empirical investigation on the construction sector. Supply Chain Management: An International Journal 22:1, 58-81. [Abstract] [Full Text] [PDF] 51. FernandesAna Cristina Ana Cristina Fernandes [email protected] SampaioPaulo Paulo Sampaio [email protected] SameiroMaria Maria Sameiro [email protected] TruongHuy Quang Huy Quang Truong [email protected] Department of Systems and Production, Universidade do Minho, Braga, Portugal Department of Production and Operations Management, Ho Chi Minh City University of Technology, Ho Chi Minh City, Vietnam . 2017. Supply chain management and quality management integration. International Journal of Quality & Reliability Management 34:1, 53-67. [Abstract] [Full Text] [PDF] 52. Abdul Ali, Yongmei Bentley, Guangming Cao, Farooq Habib. 2017. Green supply chain management – food for thought?. International Journal of Logistics Research and Applications 20:1, 22-38. [CrossRef] 53. M. Ali Ülkü, Juliana Hsuan. 2017. Towards sustainable consumption and production: Competitive pricing of modular products for green consumers. Journal of Cleaner Production 142, 4230-4242. [CrossRef] 54. Adel Hatami-Marbini, Per J. Agrell, Madjid Tavana, Pegah Khoshnevis. 2017. A flexible cross-efficiency fuzzy data envelopment analysis model for sustainable sourcing. Journal of Cleaner Production 142, 2761-2779. [CrossRef] 55. Christoph G. Schmidt, Kai Foerstl, Birte Schaltenbrand. 2017. The Supply Chain Position Paradox: Green Practices and Firm Performance. Journal of Supply Chain Management 53:1, 3-25. [CrossRef] 56. Ximena Rueda, Rachael D. Garrett, Eric F. Lambin. 2017. Corporate investments in supply chain sustainability: Selecting instruments in the agri-food industry. Journal of Cleaner Production 142, 2480-2492. [CrossRef] 57. Hendrik Reefke, David Sundaram. 2017. Key themes and research opportunities in sustainable supply chain management – identification and evaluation. Omega 66, 195-211. [CrossRef] 58. Rameshwar Dubey, Angappa Gunasekaran, Petri Helo, Thanos Papadopoulos, Stephen J. Childe, B.S. Sahay. 2017. Explaining the impact of reconfigurable manufacturing systems on environmental performance: The role of top management and organizational culture. Journal of Cleaner Production 141, 56-66. [CrossRef]


59. Reinder Pieters, Paul van Beek, Hans-Heinrich Glöckner, Onno Omta, Stef WeijersInnovative Approaches to Improve Sustainability of Physical Distribution in Dutch Agrifood Supply Chains 31-52. [CrossRef] 60. Garth Hickle. 2017. Extending the Boundaries: An Assessment of the Integration of Extended Producer Responsibility Within Corporate Social Responsibility. Business Strategy and the Environment 26:1, 112-124. [CrossRef] 61. Alessandra De ChiaraStakeholder Engagement in Sustainability Innovation: Experiences in the Jewellery Business 439-459. [CrossRef] 62. Cláudia Silva, Joaquim Borges GouveiaSustainable Supply Chain Management: A Case Study 243-250. [CrossRef] 63. Sayeh Noroozi, Joakim WiknerS&OP Related Key Performance Measures with Integration of Sustainability: A Decoupling Point Based and Modularized View on Supply Chains 197-233. [CrossRef] 64. Marina Jentsch, Klaus J. ZinkStrategische Bedeutung eines nachhaltigen Lieferkettenmanagements 199-215. [CrossRef] 65. Jessica Hanafi, Helena Juliana Kristina, Ogi Y. PoernamaPreliminary Research on the Perception and Implementation of Sustainable Supply Chain in Indonesian Companies 141-150. [CrossRef] 66. Craig R. Carter, Tobias Kosmol, Lutz Kaufmann. 2017. Toward a Supply Chain Practice View. Journal of Supply Chain Management 53:1, 114-122. [CrossRef] 67. Zulfiquar N. Ansari, Ravi Kant. 2017. A state-of-art literature review reflecting 15 years of focus on sustainable supply chain management. Journal of Cleaner Production 142, 2524-2543. [CrossRef] 68. Xu Chen, Xiaojun Wang, Hing Kai Chan. 2017. Manufacturer and retailer coordination for environmental and economic competitiveness: A power perspective. Transportation Research Part E: Logistics and Transportation Review 97, 268-281. [CrossRef] 69. Mehmet Efe Biresselioglu, Tezer Yelkenci, Evrim Ozyorulmaz, Işık Özge Yumurtaci. 2017. Interpreting Turkish industry's perception on energy security: A national survey. Renewable and Sustainable Energy Reviews 67, 1208-1224. [CrossRef] 70. Rameshwar Dubey, Angappa Gunasekaran, Thanos Papadopoulos, Stephen J. Childe, K.T. Shibin, Samuel Fosso Wamba. 2017. Sustainable supply chain management: framework and further research directions. Journal of Cleaner Production 142, 1119-1130. [CrossRef] 71. Sujatha Babu, Usha Mohan. 2017. An integrated approach to evaluating sustainability in supply chains using evolutionary game theory. Computers & Operations Research . [CrossRef] 72. Kirstin Scholten, Brian FynesRisk and Uncertainty Management for Sustainable Supply Chains 413-436. [CrossRef] 73. Deniz Köksal, Jochen Strähle, Martin Müller, Matthias Freise. 2017. Social Sustainable Supply Chain Management in the Textile and Apparel Industry—A Literature Review. Sustainability 9:1, 100. [CrossRef] 74. Mark Anthony CamilleriResponsible Supply Chain Management and Stakeholder Engagement for Corporate Reputation 79-95. [CrossRef] 75. Jochen Strähle, Laura MerzCase Study: Total Transparency at Honestby.com 269-291. [CrossRef] 76. Dimitrios Bechtsis, Naoum Tsolakis, Dimitrios Vlachos, Eleftherios Iakovou. 2017. Sustainable supply chain management in the digitalisation era: The impact of Automated Guided Vehicles. Journal of Cleaner Production 142, 3970-3984. [CrossRef]


77. Daniel R. EyersSupply Chain Risk Management for Sustainable Additive Manufacturing 280-288. [CrossRef] 78. Lan Zhu, Dawei Hu. 2017. Sustainable Logistics Network Modeling for Enterprise Supply Chain. Mathematical Problems in Engineering 2017, 1-11. [CrossRef] 79. Margherita Pero, Antonella Moretto, Eleonora Bottani, Barbara Bigliardi. 2017. Environmental Collaboration for Sustainability in the Construction Industry: An Exploratory Study in Italy. Sustainability 9:1, 125. [CrossRef] 80. Zulfiquar N. Ansari, Ravi Kant. 2017. Exploring the Framework Development Status for Sustainability in Supply Chain Management: A Systematic Literature Synthesis and Future Research Directions. Business Strategy and the Environment . [CrossRef] 81. Fabio Sgarbossa, Ivan Russo. 2017. A proactive model in sustainable food supply chain: Insight from a case study. International Journal of Production Economics 183, 596-606. [CrossRef] 82. Blanka TundysThe Impact and Role of Transportation on the Construction and Operations of the Green Supply Chain 15-26. [CrossRef] 83. Christian Busse, Jan Meinlschmidt, Kai Foerstl. 2017. Managing Information Processing Needs in Global Supply Chains: A Prerequisite to Sustainable Supply Chain Management. Journal of Supply Chain Management 53:1, 87-113. [CrossRef] 84. Suk Jin, Suk Jeong, Kyung Kim. 2017. A Linkage Model of Supply Chain Operation and Financial Performance for Economic Sustainability of Firm. Sustainability 9:1, 139. [CrossRef] 85. Matthias Klumpp, Hella Abidi, Sascha Bioly, Rüdiger Buchkremer, Stefan Ebener, Gregor SandhausLogistics Dynamics and Demographic Change 347-362. [CrossRef] 86. Tsai Chi Kuo, Gary Yu-Hsin Chen, Yu-Lin Hsiao, Hanh T.H. Dang, Ming-Chuan Chiu, Chia-Wei Hsu. 2017. Investigating the Influential Factors of Sustainable Supply Chain Management, Using Two Asian Countries as Examples. Sustainable Development . [CrossRef] 87. Hamed Jafari, Seyed Reza Hejazi, Morteza Rasti-Barzoki. 2017. Sustainable development by waste recycling under a three-echelon supply chain: A game-theoretic approach. Journal of Cleaner Production 142, 2252-2261. [CrossRef] 88. Sini Laari, Juuso Töyli, Lauri Ojala. 2017. Supply chain perspective on competitive strategies and green supply chain management strategies. Journal of Cleaner Production 141, 1303-1315. [CrossRef] 89. Jonathan Gosling, Fu Jia, Yu Gong, Steve Brown. 2017. The role of supply chain leadership in the learning of sustainable practice: Toward an integrated framework. Journal of Cleaner Production 140, 239-250. [CrossRef] 90. Min-Ho Ha, Zaili Yang, Theo Notteboom, Adolf K.Y. Ng, Man-Wook Heo. 2017. Revisiting port performance measurement: A hybrid multi-stakeholder framework for the modelling of port performance indicators. Transportation Research Part E: Logistics and Transportation Review 103, 1. [CrossRef] 91. REFERENCES 204-223. [CrossRef] 92. Niklas Egels-Zandén, Niklas Hansson. 2016. Supply Chain Transparency as a Consumer or Corporate Tool: The Case of Nudie Jeans Co. Journal of Consumer Policy 39:4, 377-395. [CrossRef] 93. Payman Ahi, Mohamad Y. Jaber, Cory Searcy. 2016. A comprehensive multidimensional framework for assessing the performance of sustainable supply chains. Applied Mathematical Modelling 40:23-24, 10153-10166. [CrossRef]


94. Stefan Winter, Rainer Lasch. 2016. Environmental and social criteria in supplier evaluation – Lessons from the fashion and apparel industry. Journal of Cleaner Production 139, 175-190. [CrossRef] 95. Dong-Wook Song. 2016. Researching Global Logistics and Supply Chain Issues. Korean Journal of Logistics 24:4, 1-8. [CrossRef] 96. Huiping Ding, Qian Liu, Lucy Zheng. 2016. Assessing the economic performance of an environmental sustainable supply chain in reducing environmental externalities. European Journal of Operational Research 255:2, 463-480. [CrossRef] 97. Donna Marshall, Lucy McCarthy, Marius Claudy, Paul McGrath. 2016. Piggy in the Middle: How Direct Customer Power Affects First-Tier Suppliers’ Adoption of Socially Responsible Procurement Practices and Performance. Journal of Business Ethics . [CrossRef] 98. Marjolein C. J. Caniëls, Eugène Cleophas, Janjaap Semeijn. 2016. Implementing green supply chain practices: an empirical investigation in the shipbuilding industry. Maritime Policy & Management 43:8, 1005-1020. [CrossRef] 99. Chin-Shan Lu, Kuo-Chung Shang, Chi-Chang Lin. 2016. Examining sustainability performance at ports: port managers’ perspectives on developing sustainable supply chains. Maritime Policy & Management 43:8, 909-927. [CrossRef] 100. KohS.C.L. S.C.L. Koh MorrisJonathan Jonathan Morris EbrahimiSeyed Mohammad Seyed Mohammad Ebrahimi ObayiRaymond Raymond Obayi Management School, University of Sheffield, Sheffield, UK University of Sheffield, Sheffield, UK . 2016. Integrated resource efficiency: measurement and management. International Journal of Operations & Production Management 36:11, 1576-1600. [Abstract] [Full Text] [PDF] 101. Aleksander Banasik, Jacqueline M. Bloemhof-Ruwaard, Argyris Kanellopoulos, G. D. H. Claassen, Jack G. A. J. van der Vorst. 2016. Multi-criteria decision making approaches for green supply chains: a review. Flexible Services and Manufacturing Journal . [CrossRef] 102. Ali Esfahbodi, Yufeng Zhang, Glyn Watson. 2016. Sustainable supply chain management in emerging economies: Trade-offs between environmental and cost performance. International Journal of Production Economics 181, 350-366. [CrossRef] 103. Josef-Peter Schöggl, Morgane Fritz, Rupert Baumgartner. 2016. Sustainability Assessment in Automotive and Electronics Supply Chains—A Set of Indicators Defined in a Multi-Stakeholder Approach. Sustainability 8:11, 1185. [CrossRef] 104. Julia C. Bendul, Eugenia Rosca, Darima Pivovarova. 2016. Sustainable supply chain models for base of the pyramid. Journal of Cleaner Production . [CrossRef] 105. Johann Meckenstock, Ana Paula Barbosa-Póvoa, Ana Carvalho. 2016. The Wicked Character of Sustainable Supply Chain Management: Evidence from Sustainability Reports. Business Strategy and the Environment 25:7, 449-477. [CrossRef] 106. Jonathan Gosling, Fu Jia, Yu Gong, Steve Brown. 2016. The role of supply chain leadership in the learning of sustainable practice: toward an integrated framework. Journal of Cleaner Production 137, 1458-1469. [CrossRef] 107. Balaji M., Arshinder K.. 2016. Modeling the causes of food wastage in Indian perishable food supply chain. Resources, Conservation and Recycling 114, 153-167. [CrossRef] 108. Olga Chkanikova. 2016. Sustainable Purchasing in Food Retailing: Interorganizational Relationship Management to Green Product Supply. Business Strategy and the Environment 25:7, 478-494. [CrossRef]


109. Arindam Ghosh, J. K. Jha, S. P. Sarmah. 2016. Optimizing a two-echelon serial supply chain with different carbon policies. International Journal of Sustainable Engineering 9:6, 363-377. [CrossRef] 110. S. Motevali Haghighi, S.A. Torabi, R. Ghasemi. 2016. An integrated approach for performance evaluation in sustainable supply chain networks (with a case study). Journal of Cleaner Production 137, 579-597. [CrossRef] 111. Longfei He, Chenglin Hu, Daozhi Zhao, Haili Lu, Xiaoxi Fu, Yiyu Li. 2016. Carbon emission mitigation through regulatory policies and operations adaptation in supply chains: theoretic developments and extensions. Natural Hazards 84:S1, 179-207. [CrossRef] 112. Jorge A. Rodríguez, Cristina Giménez, Daniel Arenas. 2016. Cooperative initiatives with NGOs in socially sustainable supply chains: How is inter-organizational fit achieved?. Journal of Cleaner Production 137, 516-526. [CrossRef] 113. SimangunsongElliot Elliot Simangunsong Dr Elliot Simangunsong is a Lecturer and the Head of Quality Management at the Prasetiya Mulya Business School in Jakarta, Indonesia. From 2010 to 2012, he also held the role of a Chairman of the Department of Operations & Supply Chain Management at the Business School. He completed his PhD at the Lancaster University in the UK in 2010; and his skills and expertise include: purchasing and supply chain management, logistics and distribution management, operations management, service quality management, business process management, and statistics for business. HendryLinda C. Linda C. Hendry Linda C. Hendry is a Professor of Operations Management at the Lancaster University Management School, UK. Her research interests includes: manufacturing strategy, planning and control for product customisation contexts, process improvement approaches, such as Six Sigma, and global supply chain management, including sustainable sourcing. Linda is a Member of the European Operations Management Association (and was on the Board as a Member of the Finance Team from 2011 to 2014) and a Member of The Institute of Operations Management. She has published extensively in a wide variety of journals, including those that focus on Operations Management, Production and Operational Research. StevensonMark Mark Stevenson Mark Stevenson is a Professor of Operations Management at the Lancaster University Management School (LUMS). His main research interests are in supply chain management and production planning in low-volume/high-variety manufacturing companies. Mark has published in a number of journals, including: International Journal of Operations and Production Management, International Journal of Production Research, International Journal of Production Economics, Production and Operations Management, and Production Planning and Control. He regularly attends the Production and Operations Management Society (POMS) conference, the conference of the European Operations Management Association (EurOMA), and the International Working Seminar on Production Economics. Department of Operations and Supply Chain Management, Prasetiya Mulya Business School, Jakarta, Indonesia Department of Management Science, Lancaster University, Lancaster, UK . 2016. Managing supply chain uncertainty with emerging ethical issues. International Journal of Operations & Production Management 36:10, 1272-1307. [Abstract] [Full Text] [PDF] 114. Huixiang Zeng, Xiaohong Chen, Xu Xiao, Zhifang Zhou. 2016. Institutional pressures, sustainable supply chain management, and circular economy capability: Empirical evidence from Chinese eco-industrial park firms. Journal of Cleaner Production . [CrossRef] 115. Laya Olfat, Maghsoud Amiri, Jahanyar Bamdad Soufi, Mahsa Pishdar. 2016. A dynamic network efficiency measurement of airports performance considering sustainable development concept: A fuzzy dynamic network-DEA approach. Journal of Air Transport Management 57, 272-290. [CrossRef]


116. B. Adenso-Díaz, S. Lozano, P. Moreno. 2016. How the environmental impact affects the design of logistics networks based on cost minimization. Transportation Research Part D: Transport and Environment 48, 214-224. [CrossRef] 117. Pan Liu, Shuping Yi. 2016. New Algorithm for Evaluating the Green Supply Chain Performance in an Uncertain Environment. Sustainability 8:10, 960. [CrossRef] 118. Chun-Mei Su, Der-Juinn Horng, Ming-Lang Tseng, Anthony S.F. Chiu, Kuo-Jui Wu, Hui-Ping Chen. 2016. Improving sustainable supply chain management using a novel hierarchical grey-DEMATEL approach. Journal of Cleaner Production 134, 469-481. [CrossRef] 119. Begum Sertyesilisik. 2016. A preliminary study on the regenerative construction project management concept for enhancing sustainability performance of the construction industry. International Journal of Construction Management 1-17. [CrossRef] 120. B-2249-2012 GhadgeAbhijeet Abhijeet Ghadge YangQifan Qifan Yang CaldwellNigel Nigel Caldwell KönigChristian Christian König TiwariManoj Kumar Manoj Kumar Tiwari School of Management and Languages, Heriot Watt University, Edinburgh, UK Operations Automotive, BearingPoint, Munich, Germany Industrial and Systems Engineering, Indian Institute of Technology, Kharagpur, India . 2016. Facility location for a closed-loop distribution network: a hybrid approach. International Journal of Retail & Distribution Management 44:9, 884-902. [Abstract] [Full Text] [PDF] 121. P. R. C. Gopal, Jitesh Thakkar. 2016. Analysing critical success factors to implement sustainable supply chain practices in Indian automobile industry: a case study. Production Planning & Control 27:12, 1005-1018. [CrossRef] 122. XuYun Yun Xu LiuJiafen Jiafen Liu WuJing Jing Wu LuoChuan Chuan Luo Information School, Southwestern University of Finance and Economics, Chengdu, China Department of Electronic Commerce, Southwestern University of Finance and Economics, Chengdu, China . 2016. Improving supply chain performance through industry standards use and community socialization. International Journal of Physical Distribution & Logistics Management 46:8, 763-782. [Abstract] [Full Text] [PDF] 123. Susana Garrido Azevedo, Helena Carvalho, Luís M. Ferreira, João C. O. Matias. 2016. A proposed framework to assess upstream supply chain sustainability. Environment, Development and Sustainability . [CrossRef] 124. Fahian Anisul Huq, Ilma Nur Chowdhury, Robert D. Klassen. 2016. Social management capabilities of multinational buying firms and their emerging market suppliers: An exploratory study of the clothing industry. Journal of Operations Management 46, 19-37. [CrossRef] 125. Marcus Brandenburg. 2016. A hybrid approach to configure eco-efficient supply chains under consideration of performance and risk aspects. Omega . [CrossRef] 126. Divesh Kumar, Zillur Rahman. 2016. Buyer supplier relationship and supply chain sustainability: empirical study of Indian automobile industry. Journal of Cleaner Production 131, 836-848. [CrossRef] 127. Ming-Lang Tseng, Ming K. Lim, Wai-Peng Wong, Yi-Chun Chen, Yuanzhu Zhan. 2016. A framework for evaluating the performance of sustainable service supply chain management under uncertainty. International Journal of Production Economics . [CrossRef] 128. Wan Nurul K. Wan Ahmad, Jafar Rezaei, Marisa P. de Brito, Lóránt A. Tavasszy. 2016. The influence of external factors on supply chain sustainability goals of the oil and gas industry. Resources Policy 49, 302-314. [CrossRef]


129. Wan Nurul K. Wan Ahmad, Jafar Rezaei, Lóránt A. Tavasszy, Marisa P. de Brito. 2016. Commitment to and preparedness for sustainable supply chain management in the oil and gas industry. Journal of Environmental Management 180, 202-213. [CrossRef] 130. Raffaella Cagliano Christopher G. Worley Federico F. A. Caniato The Challenge of Sustainable Innovation in Agri-Food Supply Chains 1-30. [Abstract] [Full Text] [PDF] [PDF] 131. Andreas Jede Department of Accounting and Information Systems, University of Osnabrueck, Osnabrueck, Germany Frank Teuteberg Department of Accounting and Information Systems, University of Osnabrueck, Osnabrueck, Germany . 2016. Towards cloud-based supply chain processes. The International Journal of Logistics Management 27:2, 438-462. [Abstract] [Full Text] [PDF] 132. Niranjan Pati Wan Nurul Karimah Wan Ahmad Transport and Logistics Section, Delft University of Technology, Delft, The Netherands Marisa P. de Brito AfL-NHTV, Breda University of Applied Science, Breda, The Netherlands Lóránt A. Tavasszy Transport and Logistics Section, Delft University of Technology, Delft, The Netherands . 2016. Sustainable supply chain management in the oil and gas industry. Benchmarking: An International Journal 23:6, 1423-1444. [Abstract] [Full Text] [PDF] 133. Niranjan Pati Anil S. Dube Department of Mechanical Engineering, Sandip Institute of Engineering and Management, Nashik, India Rupesh S. Gawande Department of Mechanical Engineering, Bapurao Deshmukh College of Engineering, Wardha, India . 2016. Analysis of green supply chain barriers using integrated ISM-fuzzy MICMAC approach. Benchmarking: An International Journal 23:6, 1558-1578. [Abstract] [Full Text] [PDF] 134. Nina Aini Mahbubah, Abdul MuidSustainable supply chain management: Transferring from developed nations to developing countries 239-244. [CrossRef] 135. Venkatesh Mani, Angappa Gunasekaran, Thanos Papadopoulos, Benjamin Hazen, Rameshwar Dubey. 2016. Supply chain social sustainability for developing nations: Evidence from India. Resources, Conservation and Recycling 111, 42-52. [CrossRef] 136. Patrick O'Keeffe. 2016. Supply chain management strategies of agricultural corporations: A resource dependency approach. Competition & Change 20:4, 255-274. [CrossRef] 137. João Couto, Teresa Tiago, Artur Gil, Flávio Tiago, Sandra Faria. 2016. It’s hard to be green: Reverse green value chain. Environmental Research 149, 302-313. [CrossRef] 138. Kannan Govindan, Kiran Garg, Seema Gupta, P.C. Jha. 2016. Effect of product recovery and sustainability enhancing indicators on the location selection of manufacturing facility. Ecological Indicators 67, 517-532. [CrossRef] 139. Xi Wang, Hua Cai, H. Keith Florig. 2016. Energy-saving implications from supply chain improvement: An exploratory study on China's consumer goods retail system. Energy Policy 95, 411-420. [CrossRef] 140. Md Mazharul Islam, Md Wahid Murad, Adela J. McMurray, Turki S. Abalala. 2016. Aspects of sustainable procurement practices by public and private organisations in Saudi Arabia: an empirical study. International Journal of Sustainable Development & World Ecology 1-15. [CrossRef] 141. Anton Shevchenko, Moren Lévesque, Mark Pagell. 2016. Why Firms Delay Reaching True Sustainability. Journal of Management Studies 53:5, 911-935. [CrossRef] 142. Jorge A. Rodríguez, Cristina Giménez Thomsen, Daniel Arenas, Mark Pagell. 2016. NGOs’ Initiatives to Enhance Social Sustainability in the Supply Chain: Poverty Alleviation through Supplier Development Programs. Journal of Supply Chain Management 52:3, 83-108. [CrossRef]


143. Payman Ahi, Cory Searcy, Mohamad Y. Jaber. 2016. Energy-related performance measures employed in sustainable supply chains: A bibliometric analysis. Sustainable Production and Consumption 7, 1-15. [CrossRef] 144. Dennis Stindt, Joao Quariguasi Frota Neto, Christian Nuss, Martin Dirr, Marta Jakowczyk, Andrew Gibson, Axel Tuma. 2016. On the Attractiveness of Product Recovery: The Forces that Shape Reverse Markets. Journal of Industrial Ecology . [CrossRef] 145. Minhao Zhang, Ying Kei Tse, Bob Doherty, Si Li, Pervaiz Akhtar. 2016. Sustainable supply chain management: Confirmation of a higher-order model. Resources, Conservation and Recycling . [CrossRef] 146. Maisam Abbasi, Fredrik Nilsson. 2016. Developing environmentally sustainable logistics. Transportation Research Part D: Transport and Environment 46, 273-283. [CrossRef] 147. Dirk Inghels, Wout Dullaert, Jacqueline Bloemhof. 2016. A model for improving sustainable green waste recovery. Resources, Conservation and Recycling 110, 61-73. [CrossRef] 148. Nicole Luisa Schnittfeld, Timo Busch. 2016. Sustainability Management within Supply Chains - A Resource Dependence View. Business Strategy and the Environment 25:5, 337-354. [CrossRef] 149. María D. Gracia, Luis E. Quezada. 2016. A framework for strategy formulation in sustainable supply chains: a case study in the electric industry. NETNOMICS: Economic Research and Electronic Networking 17:1, 3-27. [CrossRef] 150. Nasrin Asgari, Ehsan Nikbakhsh, Alex Hill, Reza Zanjirani Farahani. 2016. Supply chain management 1982–2015: a review. IMA Journal of Management Mathematics 27:3, 353-379. [CrossRef] 151. JørsfeldtLiliyana Makarova Liliyana Makarova Jørsfeldt HvolbyHans-Henrik Hans-Henrik Hvolby NguyenVivi Thuy Vivi Thuy Nguyen Centre for Logistics, Department of Mechanical and Manufacturing Engineering, Aalborg University, Aalborg, Denmark . 2016. Implementing environmental sustainability in logistics operations: a case study. Strategic Outsourcing: An International Journal 9:2, 98-125. [Abstract] [Full Text] [PDF] 152. Christian Busse Department of Management, Technology, and Economics, Swiss Federal Institute of Technology Zurich, Zurich, Switzerland Martin C. Schleper Department of Supply Chain Management and Logistics, German Graduate School of Management and Law (GGS), Heilbronn, Germany Menglei Niu LeasePlan Supply Services AG, Rotkreuz, Switzerland Stephan M. Wagner Department of Management, Technology, and Economics, Swiss Federal Institute of Technology Zurich, Zurich, Switzerland . 2016. Supplier development for sustainability: contextual barriers in global supply chains. International Journal of Physical Distribution & Logistics Management 46:5, 442-468. [Abstract] [Full Text] [PDF] 153. Rodney W. Thomas Rawls College of Business, Texas Tech University, Lubbock, Texas, USA Brian S. Fugate Department of Supply Chain Management, University of Arkansas, Fayetteville, Arkansas, USA Jessica L Robinson Department of Management and HRM, California State University, Long Beach, California , USA Mertcan Tasçioglu Mugla Sitki Koçman Üniversitesi, Mugla , Turkey . 2016. The impact of environmental and social sustainability practices on sourcing behavior. International Journal of Physical Distribution & Logistics Management 46:5, 469-491. [Abstract] [Full Text] [PDF] 154. Annachiara Longoni, Davide Luzzini, Marco Guerci. 2016. Deploying Environmental Management Across Functions: The Relationship Between Green Human Resource Management and Green Supply Chain Management. Journal of Business Ethics . [CrossRef] 155. Anne M. Quarshie, Asta Salmi, Rudolf Leuschner. 2016. Sustainability and corporate social responsibility in supply chains: The state of research in supply chain management and business ethics journals. Journal of Purchasing and Supply Management 22:2, 82-97. [CrossRef]


156. V. Mani, Rajat Agrawal, Vinay Sharma. 2016. Impediments to Social Sustainability Adoption in the Supply Chain: An ISM and MICMAC Analysis in Indian Manufacturing Industries. Global Journal of Flexible Systems Management 17:2, 135-156. [CrossRef] 157. Gang Wang, Angappa Gunasekaran, Eric W.T. Ngai, Thanos Papadopoulos. 2016. Big data analytics in logistics and supply chain management: Certain investigations for research and applications. International Journal of Production Economics 176, 98-110. [CrossRef] 158. Harpreet Kaur, Surya Prakash Singh, Rémy Glardon. 2016. An Integer Linear Program for Integrated Supplier Selection: A Sustainable Flexible Framework. Global Journal of Flexible Systems Management 17:2, 113-134. [CrossRef] 159. Saeyeon Roh, Vinh V. Thai, Yiik Diew Wong. 2016. Towards Sustainable ASEAN Port Development: Challenges and Opportunities for Vietnamese Ports. The Asian Journal of Shipping and Logistics 32:2, 107-118. [CrossRef] 160. Rosanna Fornasiero, Andrea Zangiacomi, Valentina Franchini, João Bastos, Americo Azevedo, Andrea Vinelli. 2016. Implementation of customisation strategies in collaborative networks through an innovative Reference Framework. Production Planning & Control 1-13. [CrossRef] 161. E Iakovou, D Vlachos, Ch Achillas, F AnastasiadisDesign of Sustainable Supply Chains for the Agrifood Sector: A Holistic Research Framework 43-62. [CrossRef] 162. SinghAmol Amol Singh TrivediAshish Ashish Trivedi Department of Operations, Indian Institute of Management, Rohtak, India . 2016. Sustainable green supply chain management: trends and current practices. Competitiveness Review 26:3, 265-288. [Abstract] [Full Text] [PDF] 163. BRRaghu Kumar Raghu Kumar BR Raghu Kumar BR is presently pursuing doctoral studies from IGNOU and is working for the Indian Armed Forces. He holds a degree in industrial and production engineering and has Masters in Aerospace Engineering from IIT, Madras. He has vast experience in the maintenance of Armoured Fighting Vehicles and Helicopter fleet. He has published papers in maintenance management related areas such as innovation management, zero breakdown maintenance, apart from collaborative networks, business process reengineering, and lean management. His research interests are basically supply chain management and other techno-logistic functional areas. AgarwalAshish Ashish Agarwal Dr Ashish Agarwal is working as a Faculty in Mechanical Engineering at School of Engineering and Technology, Indira Gandhi National Open University (IGNOU), New Delhi, India, since April 1997. Prior to this, he worked as an Assistant Regional Director at Delhi Regional Centre, Indira Gandhi National Open University, New Delhi, India, from November 1993 to March 1997. Before Joining IGNOU, he worked as a Faculty in Motilal Nehru Regional Engineering College, Allahabad, and in Allahabad Agriculture Institute, Allahabad, from November 1992 to November 1993, and March 1990 to November 1992, respectively. SharmaMilind Kumar Milind Kumar Sharma Milind Kumar Sharma is an Associate Professor and has taught many subjects related to production and industrial engineering and operations management. Prior to joining the Department of Production and Industrial Engineering, M.B.M. Engineering College, J.N.V. University, Jodhpur, in 1998, he has served in industry for four years. He has been awarded research projects under the SERC fast track scheme for young scientist by Department of Science & Technology (DST), Career Award for Young Teacher Scheme by the All India Council for Technical Education (AICTE) and University Grants Commission (UGC), New Delhi, India. His areas of research interests include management information system, performance measurement, supply chain management, lean manufacturing and small business development. He has published research papers in Production Planning and Control, Computers & Industrial Engineering, International Journal of Productivity and Quality Management, Journal of Manufacturing Technology Management, International Journal of Globalization and Small Business, International Journal of Enterprise Network Management,


Enterprise Informations System and Measuring Business Excellence. He has also edited special issues of two international journals and presently serving on editorial board of three international journals. Indian Armed Forces, Bangalore, India School of Engineering and Technology, Indira Gandhi National Open University (IGNOU), Maidan Garhi, New Delhi, India Department of Production and Industrial Engineering, M.B.M. Engineering College, Jodhpur, India and Faculty of Engineering, J.N.V. University, Jodhpur, India . 2016. Lean management – a step towards sustainable green supply chain. Competitiveness Review 26:3, 311-331. [Abstract] [Full Text] [PDF] 164. AgrawalSaurabh Saurabh Agrawal Saurabh Agrawal is Assistant Professor in Mechanical, Production & Industrial Engineering Department at Delhi Technological University, Delhi, India. He has vast experience of academics, research and the industry both in India and in the USA. His research focus is in the areas of supply chain management, reverse logistics, sustainability and e-waste management. He has completed his undergraduate degree from Indian Institute of Technology, Roorkee, India. He has received his Master of Business Administration from Oregon State University, USA, and Master in Technology from Indian Institute of Technology, Delhi, India. Currently, he is pursuing PhD from Delhi Technological University, Delhi, India. SinghRajesh Kr Rajesh Kr Singh Dr Rajesh Kr Singh is Associate Professor in Mechanical and Production & Industrial Engineering Department at Delhi Technological University, Delhi, India. He has published about 85 research papers in reputed international/national journals and conferences. His areas of interest include competitiveness, small business management, quality management and supply chain management. He has published papers in journals such as Industrial management and Data Systems, Singapore Management Review, International Journals of Productivity and Performance Management, International Journal of Automotive Industry and Management, Competitiveness Review: An International Journal, International Journals of Services and Operations Management, Global Journal of Flexible Systems and Management, International Journals of Productivity and Quality Management, South Asian Journal of Management, Productivity, IIMB Management Review and Productivity Promotion. He is also on the editorial board of some reputed journals. MurtazaQasim Qasim Murtaza Dr Qasim Murtaza is Associate Professor in Mechanical and Production & Industrial Engineering Department at Delhi Technological University, Delhi, India. He has vast experience of work and research both in India and abroad. He has received his doctorate in Manufacturing Engineering from Dublin City University, Dublin, Ireland. He has published his research work in reputed journals and attended several international conferences. Mechanical, Production & Industrial Engineering Department, Delhi Technological University, Delhi, India . 2016. Triple bottom line performance evaluation of reverse logistics. Competitiveness Review 26:3, 289-310. [Abstract] [Full Text] [PDF] 165. Kuo-Jui Wu Department of Industrial Management, National Taiwan University of Science and Technology, Taipei City, Taiwan Ching-Jong Liao Department of Industrial Management, National Taiwan University of Science and Technology, Taipei City, Taiwan MingLang Tseng Graduate School of Business & Management, Lung-Hwa University of Science & Technology, Guishan, Taiwan Kevin Kuan-Shun Chiu Graduate school of Business and Management, Lunghwa Univeristy of Science and Technology, Guishan, Taiwan . 2016. Multi-attribute approach to sustainable supply chain management under uncertainty. Industrial Management & Data Systems 116:4, 777-800. [Abstract] [Full Text] [PDF] 166. SchulzSteven A. Steven A. Schulz Dr Steven A. Schulz is an Assistant Professor at the University of Nebraska at Omaha, teaching in the areas of logistics management and supply chain management. He earned his PhD at the University of Nebraska-Lincoln and has over 20 years of industry experience. FlaniganRod L. Rod L. Flanigan Dr Rod L. Flanigan is an Assistant Professor at the University of Nebraska at Kearney (UNK). He has a wide range of research interests in small business management, specifically relating to leadership and sustainability issues in the industrial marketplace. He earned his


PhD from Utah State University. He spent over 25 years in the Industrial Distribution/Supply Chain industry before joining the UNK faculty in 2011. College of Business Administration, University of Nebraska at Omaha, Omaha, Nebraska, USA College of Business and Technology, University of Nebraska at Kearney, Kearney, Nebraska, USA . 2016. Developing competitive advantage using the triple bottom line: a conceptual framework. Journal of Business & Industrial Marketing 31:4, 449-458. [Abstract] [Full Text] [PDF] 167. Nelly Oelze, Stefan Ulstrup Hoejmose, Andre Habisch, Andrew Millington. 2016. Sustainable Development in Supply Chain Management: The Role of Organizational Learning for Policy Implementation. Business Strategy and the Environment 25:4, 241-260. [CrossRef] 168. Sunil Luthra, Dixit Garg, Abid Haleem. 2016. The impacts of critical success factors for implementing green supply chain management towards sustainability: an empirical investigation of Indian automobile industry. Journal of Cleaner Production 121, 142-158. [CrossRef] 169. Laura Maria Ferri, Nelly Oelze, André Habisch, Mario Molteni. 2016. Implementation of responsible Procurement Management: An Institutional Perspective. Business Strategy and the Environment 25:4, 261-276. [CrossRef] 170. Mei-Hui Lin, Jiayao Hu, Ming-Lang Tseng, Anthony S.F. Chiu, Chunyi Lin. 2016. Sustainable development in technological and vocational higher education: balanced scorecard measures with uncertainty. Journal of Cleaner Production 120, 1-12. [CrossRef] 171. Marco Sartor, Guido Orzes, Carmela Di Mauro, Maling Ebrahimpour, Guido Nassimbeni. 2016. The SA8000 social certification standard: Literature review and theory-based research agenda. International Journal of Production Economics 175, 164-181. [CrossRef] 172. Jury Gualandris, Matteo Kalchschmidt. 2016. Developing environmental and social performance: the role of suppliers’ sustainability and buyer–supplier trust. International Journal of Production Research 54:8, 2470-2486. [CrossRef] 173. Tyler R. Morgan Department of Supply Chain and Information Systems, Iowa State University, Ames, Iowa, USA Robert Glenn Richey Jr Department of Aviation and Supply Chain Management, Auburn University, Auburn, Alabama, USA Chad W. Autry Department of Marketing and Supply Chain Management, University of Tennessee, Knoxville, Tennessee, USA . 2016. Developing a reverse logistics competency. International Journal of Physical Distribution & Logistics Management 46:3, 293-315. [Abstract] [Full Text] [PDF] 174. Jon F Kirchoff Department of Marketing and Supply Chain Management, East Carolina University, Greenville, North Carolina, USA Wendy L Tate Marketing and Supply Chain Management, University of Tennessee, Knoxville, Tennessee, USA Diane A Mollenkopf Marketing and Supply Chain Management, University of Tennessee, Knoxville, Tennessee, USA . 2016. The impact of strategic organizational orientations on green supply chain management and firm performance. International Journal of Physical Distribution & Logistics Management 46:3, 269-292. [Abstract] [Full Text] [PDF] 175. Brian Gillespie, Mary Margaret Rogers. 2016. Sustainable Supply Chain Management and the End User: Understanding the Impact of Socially and Environmentally Responsible Firm Behaviors on Consumers' Brand Evaluations and Purchase Intentions. Journal of Marketing Channels 23:1-2, 34-46. [CrossRef] 176. Su-Yol Lee. 2016. Responsible supply chain management in the Asian context: the effects on relationship commitment and supplier performance. Asia Pacific Business Review 22:2, 325-342. [CrossRef] 177. Rameshwar Dubey, Angappa Gunasekaran, Stephen J. Childe, Samuel Fosso Wamba, Thanos Papadopoulos. 2016. The impact of big data on world-class sustainable manufacturing. The International Journal of Advanced Manufacturing Technology 84:1-4, 631-645. [CrossRef]


178. Christian Busse. 2016. Doing Well by Doing Good? The Self-interest of Buying Firms and Sustainable Supply Chain Management. Journal of Supply Chain Management 52:2, 28-47. [CrossRef] 179. Eleftherios Iakovou, Dionysis Bochtis, Dimitrios Vlachos, Dimitrios AidonisSustainable Agrifood Supply Chain Management 1-39. [CrossRef] 180. Ioannis Manikas, Karen Hamann, Anton SenticQuality Management Schemes and Connections to the Concept of Sustainability in the Food Chain 233-254. [CrossRef] 181. Alessandro Da Giau Department of Engineering and Management, University of Padova, Vicenza, Italy Laura Macchion Department of Engineering and Management, University of Padova, Vicenza, Italy Federico Caniato Department of Management, Economics and Industrial Engineering, Politecnico di Milano, Milan, Italy Maria Caridi Department of Management, Economics and Industrial Engineering, Politecnico di Milano, Milan, Italy Pamela Danese Department of Engineering and Management, University of Padova, Vicenza, Italy Rinaldo Rinaldi Department of Industrial Engineering, University of Florence, Florence, Italy Andrea Vinelli Department of Engineering and Management, University of Padova, Vicenza, Italy . 2016. Sustainability practices and web-based communication. Journal of Fashion Marketing and Management: An International Journal 20:1, 72-88. [Abstract] [Full Text] [PDF] 182. Vikas Kumar, Marlene Amorim, Arijit Bhattacharya, Jose Arturo Garza-Reyes Qile He Coventry Business School, Coventry University, Coventry, United Kingdom. Abby Ghobadian Henley Business School, University of Reading, Henley-on-Thames, United Kingdom. David Gallear Brunel Business School, Brunel University, Uxbridge, United Kingdom. Loo-See Beh Faculty of Economics & Administration, University of Malaya, Kuala Lumpur, Malaysia. Nicholas O'Regan Faculty of Business and Law, University of the West of England, Bristol, United Kingdom. . 2016. Towards conceptualizing reverse service supply chains. Supply Chain Management: An International Journal 21:2, 166-179. [Abstract] [Full Text] [PDF] 183. Jan Meinlschmidt Smart Production Lab, Volkswagen AG, Wolfsburg, Germany Kai Foerstl Chair of Supply Chain Management, German Graduate School of Management and Law (GGS), Heilbronn, Germany Jon F Kirchoff Department of Marketing and Supply Chain Management, East Carolina University, Greenville, North Carolina, USA . 2016. The role of absorptive and desorptive capacity (ACDC) in sustainable supply management. International Journal of Physical Distribution & Logistics Management 46:2, 177-211. [Abstract] [Full Text] [PDF] 184. Konrad Zimmer, Magnus Fröhling, Frank Schultmann. 2016. Sustainable supplier management – a review of models supporting sustainable supplier selection, monitoring and development. International Journal of Production Research 54:5, 1412-1442. [CrossRef] 185. Mohammad Hussain, Anjali Awasthi, Manoj Kumar Tiwari. 2016. Interpretive structural modelinganalytic network process integrated framework for evaluating sustainable supply chain management alternatives. Applied Mathematical Modelling 40:5-6, 3671-3687. [CrossRef] 186. David Eriksson, Göran Svensson. 2016. The Process of Responsibility, Decoupling Point, and Disengagement of Moral and Social Responsibility in Supply Chains: Empirical Findings and Prescriptive Thoughts. Journal of Business Ethics 134:2, 281-298. [CrossRef] 187. M.M. Malik, S. Abdallah, M. Hussain. 2016. Assessing supplier environmental performance: Applying Analytical Hierarchical Process in the United Arab Emirates healthcare chain. Renewable and Sustainable Energy Reviews 55, 1313-1321. [CrossRef] 188. Zhigang Wang, K. Mathiyazhagan, Lei Xu, Ali Diabat. 2016. A decision making trial and evaluation laboratory approach to analyze the barriers to Green Supply Chain Management adoption in a food packaging company. Journal of Cleaner Production 117, 19-28. [CrossRef]


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522. Pietro De GiovanniNOVA School of Business and Economics, Lisbon, Portugal. 2012. Do internal and external environmental management contribute to the triple bottom line?. International Journal of Operations & Production Management 32:3, 265-290. [Abstract] [Full Text] [PDF] 523. Pietro De Giovanni, Vincenzo Esposito Vinzi. 2012. Covariance versus component-based estimations of performance in green supply chain management. International Journal of Production Economics 135:2, 907-916. [CrossRef] 524. Kevin D. Barber, Roger Beach, Judy Zolkiewski. 2012. Environmental sustainability: a value cycle research agenda. Production Planning & Control 23:2-3, 105-119. [CrossRef] 525. Nils M. HøgevoldDepartment of Marketing, Oslo School of Management, Oslo, Norway Göran SvenssonDepartment of Marketing, Oslo School of Management, Oslo, Norway. 2012. A business sustainability model: a European case study. Journal of Business & Industrial Marketing 27:2, 142-151. [Abstract] [Full Text] [PDF] 526. Assistant Professor Federica Cucchiella and Professor Lenny KohGöran SvenssonOslo School of Management, Oslo, Norway Beverly WagnerDepartment of Marketing, University of Strathclyde, Glasgow, UK. 2012. Implementation of a sustainable business cycle: the case of a Swedish dairy producer. Supply Chain Management: An International Journal 17:1, 93-97. [Abstract] [Full Text] [PDF] 527. Oihab Allal-Chérif. 2012. Improving Sustainable Procurement. International Journal of E-Services and Mobile Applications 4:1, 42-58. [CrossRef] 528. Kaj-Mikael Bjork, Jozsef Mezei, Henrik NymanA Multi-item Fuzzy Economic Production Quantity Problem with Limited Storage Space 1238-1246. [CrossRef] 529. Christian Hofer, David E. Cantor, Jing Dai. 2012. The competitive determinants of a firm's environmental management activities: Evidence from US manufacturing industries. Journal of Operations Management 30:1-2, 69-84. [CrossRef] 530. Pao Kao, William Redekop, Cecilia Mark-Herbert. 2012. Sustainable supply chain management - the influence of local stakeholder expectations in China's agri-food industry. Journal on Chain and Network Science 12:3, 273-289. [CrossRef] 531. Majid Aarabi, Muhamad Zameri Mat Saman, M.R. Khoei, Kuan Yew Wong, Hooshang M. Beheshti, Norhayati ZakuanConceptual model for information systems of sustainable supply chain management 303-307. [CrossRef] 532. Alessandro Sanches PereiraIs Bioenergy the Big Bad Wolf in the Forestry Sector? A discussion about the sustainable supply chain management role in bioenergy systems 25-32. [CrossRef] 533. Stefan Seuring. 2011. Supply chain management for sustainable products - insights from research applying mixed methodologies. Business Strategy and the Environment 20:7, 471-484. [CrossRef] 534. Babu John Mariadoss, Patriya Silpakit Tansuhaj, Nacef Mouri. 2011. Marketing capabilities and innovation-based strategies for environmental sustainability: An exploratory investigation of B2B firms. Industrial Marketing Management 40:8, 1305-1318. [CrossRef] 535. Dr K.L. Choy, Dr Kris M.Y. Law, Prof S.C. Lenny KOHSwee Siong KuikSchool of Advanced Manufacturing and Mechanical Engineering, University of South Australia, Adelaide, Australia Sev Verl NagalingamSchool of Advanced Manufacturing and Mechanical Engineering, University of South Australia, Adelaide, Australia Yousef AmerSchool of Advanced Manufacturing and Mechanical Engineering, University of South Australia, Adelaide, Australia. 2011. Sustainable supply chain for collaborative manufacturing. Journal of Manufacturing Technology Management 22:8, 984-1001. [Abstract] [Full Text] [PDF]


536. Jorge A. Arevalo, Itziar Castello, Simone de Colle, Gilbert Lenssen, Kerstin Neumann and Maurizio ZolloDavid FergusonSchool of Management, Asian Institute of Technology, Thailand, and School of Management, Cranfield University, Cranfield, UK. 2011. CSR in Asian logistics: operationalisation within DHL (Thailand). Journal of Management Development 30:10, 985-999. [Abstract] [Full Text] [PDF] 537. Alfred L. Guiffrida and Pratim DattaAsoke DeyCollege of Business Administration, The University of Akron, Akron, Ohio, USA Paul LaGuardiaCollege of Business Administration, The University of Akron, Akron, Ohio, USA Mahesh SrinivasanCollege of Business Administration, The University of Akron, Akron, Ohio, USA. 2011. Building sustainability in logistics operations: a research agenda. Management Research Review 34:11, 1237-1259. [Abstract] [Full Text] [PDF] 538. Jung Ha‐BrookshireTextile and Apparel Management, University of Missouri, Columbia, Missouri, USA Pamela NorumTextile and Apparel Management, University of Missouri, Columbia, Missouri, USA. 2011. Cotton and sustainability. International Journal of Sustainability in Higher Education 12:4, 369-380. [Abstract] [Full Text] [PDF] 539. Shaofeng Liu, Mike Leat, Melanie Hudson Smith. 2011. State-of-the-art sustainability analysis methodologies for efficient decision support in green production operations. International Journal of Sustainable Engineering 4:3, 236-250. [CrossRef] 540. Ou Tang, S. Nurmaya Musa. 2011. Identifying risk issues and research advancements in supply chain risk management. International Journal of Production Economics 133:1, 25-34. [CrossRef] 541. Claudia ColicchiaLogistics Research Centre, Carlo Cattaneo University – LIUC, Castellanza, Italy Marco MelaciniDepartment of Management, Economics and Industrial Engineering, Politecnico di Milano, Milano, Italy Sara PerottiDepartment of Management, Economics and Industrial Engineering, Politecnico di Milano, Milano, Italy. 2011. Benchmarking supply chain sustainability: insights from a field study. Benchmarking: An International Journal 18:5, 705-732. [Abstract] [Full Text] [PDF] 542. Stefan E. GenchevDepartment of Marketing, College of Business Administration, University of Central Oklahoma, Edmond, Oklahoma, USA R. Glenn RicheyDepartment of Management and Marketing, Culverhouse College of Commerce, University of Alabama, Tuscaloosa, Alabama, USA Colin B. GablerDepartment of Management and Marketing, Culverhouse College of Commerce and Business Administration, University of Alabama, Tuscaloosa, Alabama, USA. 2011. Evaluating reverse logistics programs: a suggested process formalization. The International Journal of Logistics Management 22:2, 242-263. [Abstract] [Full Text] [PDF] 543. Mert Tokman and Lauren S. BeitelspacherJon F. KirchoffDepartment of Marketing and Logistics, University of Tennessee, Knoxville, Tennessee, USA Chris KochDepartment of Marketing and Logistics, University of Tennessee, Knoxville, Tennessee, USA Bridget Satinover NicholsDepartment of Marketing, Economics, and Sports Business, Haile/US Bank College of Business, Northern Kentucky University, Highland Heights, Kentucky, USA. 2011. Stakeholder perceptions of green marketing: the effect of demand and supply integration. International Journal of Physical Distribution & Logistics Management 41:7, 684-696. [Abstract] [Full Text] [PDF] 544. Anne Rindell, Göran Svensson, Tore Mysen, Anders Billström, Kristoffer Wilén. 2011. Towards a conceptual foundation of ‘Conscientious Corporate Brands’. Journal of Brand Management 18:9, 709-719. [CrossRef] 545. Julia Wolf. 2011. Sustainable Supply Chain Management Integration: A Qualitative Analysis of the German Manufacturing Industry. Journal of Business Ethics 102:2, 221-235. [CrossRef] 546. Haritha Metta, Fazleena BadurdeenOptimized closed-loop supply chain configuration selection for sustainable product designs 438-443. [CrossRef]


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561. ANTONY PAULRAJ. 2011. UNDERSTANDING THE RELATIONSHIPS BETWEEN INTERNAL RESOURCES AND CAPABILITIES, SUSTAINABLE SUPPLY MANAGEMENT AND ORGANIZATIONAL SUSTAINABILITY*. Journal of Supply Chain Management 47:1, 19-37. [CrossRef] 562. Ozan Özcan, Kingsley Anthony Reeves. 2011. The Firm Boundary Decision for Sustainability-Focused Companies. International Journal of Applied Logistics 2:2, 49-68. [CrossRef] 563. Nathalie Merminod, Gilles Paché. 2011. Supply management and corporate social responsibility: the challenge of global chain traceability. Journal on Chain and Network Science 11:3, 213-222. [CrossRef] 564. Dirk Pieter van Donk and Taco van der VaartAmrou AwayshehInstituto de Empresa (IE Business School), Madrid, Spain Robert D. KlassenJ.J. Wettlaufer Faculty Fellow, Richard Ivey School of Business, University of Western Ontario, London, Canada. 2010. The impact of supply chain structure on the use of supplier socially responsible practices. International Journal of Operations & Production Management 30:12, 1246-1268. [Abstract] [Full Text] [PDF] 565. Joseph Sarkis, Marilyn Michelle Helms, Aref A. Hervani. 2010. Reverse logistics and social sustainability. Corporate Social Responsibility and Environmental Management 17:6, 337-354. [CrossRef] 566. Ramesh Subramoniam, Donald Huisingh, Ratna Babu Chinnam. 2010. Aftermarket remanufacturing strategic planning decision-making framework: theory & practice. Journal of Cleaner Production 18:16-17, 1575-1586. [CrossRef] 567. Maria BjörklundAssistant Professor in Logistics Management, Department of Management and Engineering, Linköping University, Linköping, Sweden. 2010. Linking strategic logistics change to labor rights. Social Responsibility Journal 6:4, 580-592. [Abstract] [Full Text] [PDF] 568. David Nowicki, Wesley S. Randall, Alex GorodA framework for performance based logistics: A system of systems approach 681-692. [CrossRef] 569. C. Clifford DefeeAuburn University, Auburn, Alabama, USA Brent WilliamsAuburn University, Auburn, Alabama, USA Wesley S. RandallAuburn University, Auburn, Alabama, USA Rodney ThomasGeorgia Southern University, Statesboro, Georgia, USA. 2010. An inventory of theory in logistics and SCM research. The International Journal of Logistics Management 21:3, 404-489. [Abstract] [Full Text] [PDF] 570. Mohd Nishat FaisalDepartment of Management and Marketing, College of Business and Economics, Qatar University, Doha, Qatar. 2010. Sustainable supply chains: a study of interaction among the enablers. Business Process Management Journal 16:3, 508-529. [Abstract] [Full Text] [PDF] 571. Molly Inhofe Rapert, Christopher Newman, Seong-Yeon Park, Eun Mi Lee. 2010. Seeking a Better Place: Sustainability in the CPG Industry. Journal of Global Academy of Marketing Science 20:2, 199-207. [CrossRef] 572. Abhijeet Ghadge, Samir Dani, Roy KalawskyA framework for managing risks in the aerospace supply chain using systems thinking 1-6. [CrossRef] 573. David Wittstruck, Frank Teuteberg. 2010. Ein Referenzmodell für das Sustainable Supply Chain Management. Zeitschrift für Management 5:2, 141-164. [CrossRef] 574. Kai Foerstl, Carsten Reuter, Evi Hartmann, Constantin Blome. 2010. Managing supplier sustainability risks in a dynamically changing environment—Sustainable supplier management in the chemical industry. Journal of Purchasing and Supply Management 16:2, 118-130. [CrossRef] 575. David Oglethorpe. 2010. Optimising Economic, Environmental, and Social Objectives: A GoalProgramming Approach in the Food Sector. Environment and Planning A 42:5, 1239-1254. [CrossRef]


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