Sustainable Supply Chain Management in the Food Industry: A Conceptual Model from a Literature Review and a Case Study
Abstract
:1. Introduction
2. Materials and Methods
2.1. Literature Review Method
2.2. Case Study Method
- The first step is related to the research objective. This research uses a single case study to investigate the critical factors that influence companies in the food industry to implement SSCM practices, which are these practices and how do they influence sustainability performance.
- The second step is related to the research instrument development. A single case research design is used to guide this study and provide an in-depth understanding of a complex phenomenon, through the observation of actual practices in real-world settings, without any kind of control or manipulation, considering both temporal and contextual dimensions [30,31]. Case studies provide researchers the opportunity to closely analyse the data within a specific context. In ref. [32] (p. 18), the authors define the case study research method “as an empirical inquiry that investigates a contemporary phenomenon within its real-life context; when the boundaries between phenomenon and context are not clearly evident; and in which multiple sources of evidence are used.” Furthermore, the detailed qualitative accounts often produced in case studies not only help to explore or describe the data in real-life environments but also help to explain the complexities of real-life situations, which may not be captured through experimental or survey research [33]. For the reasons referred to above, a single case study comprised by two leaders in the food industry was selected as the most appropriate research method for this study. The firms are both sustainability leaders in the Greek food industry and members of multinational groups. The companies were selected as they have received a series of recognitions regarding sustainability, such as Environmental Awards, Supply Chain Sustainability Awards, distinctions in CSR actions, etc. Furthermore, both companies play a crucial role in the Greek industry, society and economy. An interview protocol [27] was developed on the basis of the reviewed literature and closely following previous research on SSCM [34,35] (see Appendix A). The authors of ref. [36] highlight that using existing questions enables the comparability of results. Furthermore, ref. [28] points out that using interview protocols assures the reliability of data. The interviews ranged from 70 to 90 min.
- 3.
- The third step includes data collection. The sources of information included 8 face-to-face interviews with
- (1)
- The CSR Manager of the SB company;
- (2)
- The Quality Manager of the SB company;
- (3)
- The Manager of the distribution centre of the SM company;
- (4)
- Two Logistics Project Managers of the SM company;
- (5)
- Three Retail Store Managers of the SM company.
- 4.
- The fourth step refers to the data analysis. The data analysis was filtered and guided by the identified SSCM constructs.
3. Results and Discussion
3.1. Literature Review Results
3.1.1. Critical Factors
Firm-Level Critical Factors (FLCF)
Supply Chain-Level Critical Factors (SCLCF)
External Critical Factors
3.1.2. Practices
Strategic Orientation
Continuity
Collaboration
Risk Management
Proactivity
3.1.3. Performance
Environmental Performance
Economic Performance
Social Performance
3.2. Case Study Results
3.2.1. Critical Factors
Firm-Level Critical Factors (FLCF)
Supply Chain-Level Critical Factors (SCLCF)
External Critical Factors
3.2.2. Practices
Traditional SSCM practices
- Collaboration
- Continuity
- Strategic orientation
- Risk management
- Proactivity
Pioneering SSCM Practices
- Conversation
- Local sourcing
- Investing in Human Resources
3.2.3. Performance
Economic Performance
Environmental Performance
Social Performance
3.3. Discussion
4. Conclusions
4.1. Theoretical Contributions
4.2. Managerial Implications
4.3. Limitations and Future Research Directions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
Interview Protocol
- (1)
- General information about the company
- (2)
- Critical factors of SSCM
- What are the factors that push the company to implement SSCM practices?
- What are the factors that hinder the company to implement SSCM practices?
- (3)
- SSCM practices:
- What are the SSCM practices implemented in your company?Strategic orientationSupply chain continuityCollaborationRisk managementPro-activity
- (4)
- Impact on performance:
- What measures/indicators does your company use to measure SSCM performance?
- How has the implementation of SSCM practices affected the environmental, social and economic performance of your company?
- Is there any observed relationship between environmental, social and economic performance (win–win, win–lose)?
References
- Ansari, Z.N.; Kant, R. A state-of-art literature review reflecting 15 years of focus on sustainable supply chain management. J. Clean. Prod. 2017, 142, 2524–2543. [Google Scholar] [CrossRef]
- Seuring, S.; Müller, M. From a literature review to a conceptual framework for sustainable supply chain management. J. Clean. Prod. 2008, 15, 1699–1710. [Google Scholar] [CrossRef]
- Hassini, E.; Surti, C.; Searcy, C. A literature review and a case study of sustainable supply chains with a focus on metrics. Int. J. Prod. Econ. 2012, 140, 69–82. [Google Scholar] [CrossRef]
- Beske-Janssen, P.; Johnson, M.; Schaltegger, S. 20 years of performance measurement in sustainable supply chain management–what has been achieved? Supply Chain Manag. Int. J. 2015, 20, 664–680. [Google Scholar] [CrossRef]
- Aramyan, L.H.; Lansink, A.G.O.; van der Vorst, J.G.; van Kooten, O. Performance measurement in agri-food supply chains: A case study. Supply Chain Manag. Int. J. 2007, 12, 304–315. [Google Scholar] [CrossRef]
- Zailani, S.; Jeyaraman, K.; Vengadasan, G.; Premkumar, R. Sustainable supply chain management (SSCM) in Malaysia: A survey. Int. J. Prod. Econ. 2012, 140, 330–340. [Google Scholar] [CrossRef]
- Gualandris, J.; Golini, R.; Kalchschmidt, M. Do supply management and global sourcing matter for firm sustainability performance? An international study. Supply Chain. Manag. Int. J. 2014, 19, 258–274. [Google Scholar] [CrossRef]
- Zhu, Q.; Sarkis, J. Relationships between operational practices and performance among early adopters of green supply chain management practices in Chinese manufacturing enterprises. J. Oper. Manag. 2004, 22, 265–289. [Google Scholar] [CrossRef]
- Matos, S.; Hall, J. Integrating sustainable development in the supply chain: The case of life cycle assessment in oil and gas and agricultural biotechnology. J. Oper. Manag. 2007, 25, 1083–1102. [Google Scholar] [CrossRef]
- Vance, L.; Cabezas, H.; Heckl, I.; Bertok, B.; Friedler, F. Synthesis of sustainable energy supply chain by the P-graph framework. Ind. Eng. Chem. Res. 2012, 52, 266–274. [Google Scholar] [CrossRef]
- Beske, P.; Land, A.; Seuring, S. Sustainable supply chain management practices and dynamic capabilities in the food industry: A critical analysis of the literature. Int. J. Prod. Econ. 2014, 152, 131–143. [Google Scholar] [CrossRef]
- Carter, C.R.; Liane Easton, P. Sustainable supply chain management: Evolution and future directions. Int. J. Phys. Distrib. Logist. Manag. 2011, 41, 46–62. [Google Scholar] [CrossRef]
- McNeely, J.A.; Scherr, S.J. Ecoagriculture: Strategies to Feed the World and Save Wild Biodiversity; Island Press: Washington, DC, USA, 2003. [Google Scholar]
- Yakovleva, N. Measuring the sustainability of the food supply chain: A case study of the UK. J. Environ. Policy Plan. 2007, 9, 75–100. [Google Scholar] [CrossRef]
- Pohlmann, C.; Scavarda, A.J.; Alves, M.B.; Korzenowski, A.L. The role of the focal company in sustainable development goals: A Brazilian food poultry supply chain case study. J. Clean. Prod. 2019, 245, 118798. [Google Scholar] [CrossRef]
- Aramyan, L.; Ondersteijn, C.J.; VAN Kooten, O.; Lansink, A.O. Chapter 5—Performance indicators in agri-food production chains. In Quantifying the Agri-Food Supply Chain; Springer: Dordrecht, The Netherlands, 2006; pp. 49–66. [Google Scholar]
- Ghadge, A.; Ghadge, A.; Kaklamanou, M.; Kaklamanou, M.; Choudhary, S.; Choudhary, S.; Bourlakis, M. Implementing environmental practices within the Greek dairy supply chain: Drivers and barriers for SMEs. Ind. Manag. Data Syst. 2017, 117, 1995–2014. [Google Scholar] [CrossRef]
- Saeed, M.A.; Kersten, W. Drivers of sustainable supply chain management: Identification and classification. Sustainability 2019, 11, 1137. [Google Scholar] [CrossRef] [Green Version]
- Sajjad, A.; Eweje, G.; Tappin, D. Sustainable supply chain management: Motivators and barriers. Bus. Strategy Environ. 2015, 24, 643–655. [Google Scholar] [CrossRef]
- Hong, J.; Zhang, Y.; Ding, M. Sustainable supply chain management practices, supply chain dynamic capabilities, and enterprise performance. J. Clean. Prod. 2018, 172, 3508–3519. [Google Scholar] [CrossRef]
- Mathivathanan, D.; Kannan, D.; Haq, A.N. Sustainable supply chain management practices in Indian automotive industry: A multi-stakeholder view. Resour. Conserv. Recycl. 2018, 128, 284–305. [Google Scholar] [CrossRef]
- Waddock, S.A.; Graves, S. The Corporate Social Performance-Financial Performance Link. Strat. Manag. J. 1997, 18, 303–319. [Google Scholar] [CrossRef]
- Thach, L. Social Sustainability in the Wine Community: Managing for Employee Productivity and Satisfaction. Wine Business Monthly. 2002. Available online: www.winebusiness.com (accessed on 21 October 2020).
- Pullman, M.E.; Maloni, M.J.; Carter, C.R. Food for thought: Social versus environmental sustainability practices and performance outcomes. J. Supply Chain. Manag. 2009, 45, 38–54. [Google Scholar] [CrossRef]
- Pagell, M.; Wu, Z. Building a more complete theory of sustainable supply chain management using case studies of 10 exemplars. J. Supply Chain. Manag. 2009, 45, 37–56. [Google Scholar] [CrossRef]
- Brassard, M.; Ritter, D. The Memory Jogger II: A Pocket Guide of Tools for Continuous Improvement and Effective Planning; Goal QPC Incorporated: Methuen, MA, USA, 1994. [Google Scholar]
- Eisenhardt, K.M. Building theories from case study research. Acad. Manag. Rev. 1989, 14, 532–550. [Google Scholar] [CrossRef]
- Yin, R.K. Case Study Research: Design and Methods; Sage Publications, Inc.: Thousand Oaks, CA, USA, 2003; Volume 5, p. 11. [Google Scholar]
- Stuart, I.; McCutcheon, D.; Handfield, R.; McLachlin, R.; Samson, D. Effective case research in operations management: A process perspective. J. Oper. Manag. 2002, 20, 419–433. [Google Scholar] [CrossRef]
- Meredith, J. Building operations management theory through case and field research. J. Oper. Manag. 1998, 16, 441–454. [Google Scholar] [CrossRef]
- Voss, C.; Tsikriktsis, N.; Frohlich, M. Case research in operations management. Int. J. Oper. Prod. Manag. 2002, 22, 195–219. [Google Scholar] [CrossRef] [Green Version]
- Yin, R.K. Case Study Research: Design and Methods; Sage Publications, Inc.: Thousand Oaks, CA, USA, 2017; Volume 6. [Google Scholar]
- Chetty, L. Innovative interpretive qualitative case study research method aligned with systems theory for physiotherapy and rehabilitation research: A review of the methodology. Afr. J. Physiother. Rehabil. Sci. 2013, 5, 40–44. [Google Scholar]
- Golini, R.; Moretto, A.; Caniato, F.; Caridi, M.; Kalchschmidt, M. Developing sustainability in the Italian meat supply chain: An empirical investigation. Int. J. Prod. Res. 2017, 55, 1183–1209. [Google Scholar] [CrossRef]
- Walker, H.; Jones, N. Sustainable supply chain management across the UK private sector. Supply Chain. Manag.Int. J. 2012, 17, 15–28. [Google Scholar] [CrossRef]
- Bryman, A.; Bell, E. Business Research Methods, 2nd ed.; Oxford University Press: Oxford, UK, 2007. [Google Scholar]
- Saunders, M.; Lewis, P.; Thornhill, A. Research Methods for Business Students, 5th ed.; FT Prentice Hall, Pearson Education Limited: Harlow, UK, 2009. [Google Scholar]
- Faisal, N.M. Sustainable supply chains: A study of interaction among the enablers. Bus. Process Manag. J. 2010, 16, 508–529. [Google Scholar] [CrossRef]
- Giunipero, L.C.; Hooker, R.E.; Denslow, D. Purchasing and supply management sustainability: Drivers and barriers. J. Purch. Supply Manag. 2012, 18, 258–269. [Google Scholar] [CrossRef]
- Wittstruck, D.; Teuteberg, F. Understanding the success factors of sustainable supply chain management: Empirical evidence from the electrics and electronics industry. Corp. Soc. Responsib. Environ. Manag. 2012, 19, 141–158. [Google Scholar] [CrossRef]
- Grimm, J.H.; Hofstetter, J.S.; Sarkis, J. Critical factors for sub-supplier management: A sustainable food supply chains perspective. Int. J. Prod. Econ. 2014, 152, 159–173. [Google Scholar] [CrossRef]
- Wolf, J. Sustainable supply chain management integration: A qualitative analysis of the German manufacturing industry. J. Bus. Ethics 2011, 102, 221–235. [Google Scholar] [CrossRef]
- Ageron, B.; Gunasekaran, A.; Spalanzani, A. Sustainable supply management: An empirical study. Int. J. Prod. Econ. 2012, 140, 168–182. [Google Scholar] [CrossRef]
- Mastos, T.; Gotzamani, K. Enablers and inhibitors for implementing Sustainable Supply Chain Management practices: Lessons from SMEs in the Food Industry. In Proceedings of the 25th International EurOMA Conference, Budapest, Hungary, 24–26 June 2018. [Google Scholar]
- Hervani, A.A.; Helms, M.M.; Sarkis, J. Performance measurement for green supply chain management. Benchmarking Int. J. 2005, 12, 330–353. [Google Scholar] [CrossRef] [Green Version]
- Walker, H.; Di Sisto, L.; McBain, D. Drivers and barriers to environmental supply chain management practices: Lessons from the public and private sectors. J. Purch. Supply Manag. 2008, 14, 69–85. [Google Scholar] [CrossRef]
- Chkanikova, O.; Mont, O. Corporate supply chain responsibility: Drivers and barriers for sustainable food retailing. Corp. Soc. Responsib. Environ. Manag. 2015, 22, 65–82. [Google Scholar] [CrossRef]
- Foerstl, K.; Azadegan, A.; Leppelt, T.; Hartmann, E. Drivers of supplier sustainability: Moving beyond compliance to commitment. J. Supply Chain. Manag. 2015, 51, 67–92. [Google Scholar] [CrossRef]
- Anderson, L.M.; Bateman, T.S. Individual environmental initiative: Championing natural environmental issues in US business organizations. Acad. Manag. J. 2000, 43, 548–570. [Google Scholar]
- Klassen, R.D. Plant-level environmental management orientation: The influence of management views and plant characteristics. Prod. Oper. Manag. 2001, 10, 257–275. [Google Scholar] [CrossRef]
- Collins, C.M.; Steg, L.; Koning, M.A. Customers’ values, beliefs on sustainable corporate performance, and buying behavior. Psychol. Mark. 2007, 24, 555–577. [Google Scholar] [CrossRef]
- Gabzdylova, B.; Raffensperger, J.F.; Castka, P. Sustainability in the New Zealand wine industry: Drivers, stakeholders and practices. J. Clean. Prod. 2009, 17, 992–998. [Google Scholar] [CrossRef]
- Wolf, J. The relationship between sustainable supply chain management, stakeholder pressure and corporate sustainability performance. J. Bus. Ethics 2014, 119, 317–328. [Google Scholar] [CrossRef]
- Pagell, M. Understanding the factors that enable and inhibit the integration of operations, purchasing and logistics. J. Oper. Manag. 2004, 22, 459–487. [Google Scholar] [CrossRef]
- Vachon, S.; Klassen, R.D. Extending green practices across the supply chain: The impact of upstream and downstream integration. Int. J. Oper. Prod. Manag. 2006, 26, 795–821. [Google Scholar] [CrossRef]
- Awaysheh, A.; Klassen, R.D. The impact of supply chain structure on the use of supplier socially responsible practices. Int. J. Oper. Prod. Manag. 2010, 30, 1246–1268. [Google Scholar] [CrossRef]
- Schaltegger, S.; Burritt, R. Measuring and managing sustainability performance of supply chains: Review and sustainability supply chain management framework. Supply Chain. Manag. Int. J. 2014, 19, 232–241. [Google Scholar] [CrossRef]
- Gopalakrishnan, K.; Yusuf, Y.Y.; Musa, A.; Abubakar, T.; Ambursa, H.M. Sustainable supply chain management: A case study of British Aerospace (BAe) Systems. Int. J. Prod. Econ. 2012, 140, 193–203. [Google Scholar] [CrossRef]
- Diabat, A.; Kannan, D.; Mathiyazhagan, K. Analysis of enablers for implementation of sustainable supply chain management–A textile case. J. Clean. Prod. 2014, 83, 391–403. [Google Scholar] [CrossRef]
- Accorsi, R.; Bortolini, M.; Baruffaldi, G.; Pilati, F.; Ferrari, E. Internet-of-things paradigm in food supply chains control and management. Procedia Manuf. 2017, 11, 889–895. [Google Scholar] [CrossRef]
- Mastos, T.D.; Nizamis, A.; Vafeiadis, T.; Alexopoulos, N.; Ntinas, C.; Gkortzis, D.; Papadopoulos, A.; Ioannidis, D.; Tzovaras, D. Industry 4.0 sustainable supply chains: An application of an IoT enabled scrap metal management solution. J. Clean. Prod. 2020, 269, 122377. [Google Scholar] [CrossRef]
- Mastos, T.D.; Nizamis, A.; Terzi, S.; Gkortzis, D.; Papadopoulos, A.; Tsagkalidis, N.; Ioannidis, D.; Votis, K.; Tzovaras, D. Introducing an application of an industry 4.0 solution for circular supply chain management. J. Clean. Prod. 2021, 300, 126886. [Google Scholar] [CrossRef]
- Li, S.; Rao, S.S.; Ragu-Nathan, T.; Ragu-Nathan, B. Development and validation of a measurement instrument for studying supply chain management practices. J. Oper. Manag. 2005, 23, 618–641. [Google Scholar] [CrossRef]
- Zhu, Q.; Sarkis, J. The moderating effects of institutional pressures on emergent green supply chain practices and performance. Int. J. Prod. Res. 2007, 45, 4333–4355. [Google Scholar] [CrossRef]
- Chien, M.K.; Shih, L.H. An empirical study of the implementation of green supply chain management practices in the lectrical and electronic industry and their relation to organizational performances. Int. J. Environ. Sci. Technol. 2007, 4, 383–394. [Google Scholar]
- Ciliberti, F.; Pontrandolfo, P.; Scozzi, B. Logistics social responsibility: Standard adoption and practices in Italian companies. Int. J. Prod. Econ. 2008, 113, 88–106. [Google Scholar] [CrossRef]
- Vachon, S.; Klassen, R.D. Environmental management and manufacturing performance: The role of collaboration in the supply chain. Int. J. Prod. Econ. 2008, 111, 299–315. [Google Scholar] [CrossRef]
- Dyllick, T.; Hockerts, K. Beyond the business case for corporate sustainability. Bus. Strategy Environ. 2002, 11, 130–141. [Google Scholar] [CrossRef]
- Nikolaou, I.E.; Evangelinos, K.I.; Allan, S. A reverse logistics social responsibility evaluation framework based on the triple bottom line approach. J. Clean. Prod. 2013, 56, 173–184. [Google Scholar] [CrossRef]
- Gimenez, C.; Sierra, V.; Rodon, J. Sustainable operations: Their impact on the triple bottom line. Int. J. Prod. Econ. 2012, 140, 149–159. [Google Scholar] [CrossRef]
- Gold, S.; Seuring, S.; Beske, P. The constructs of sustainable supply chain management–a content analysis based on published case studies. Prog. Ind. Ecol. Int. J. 2010, 7, 114–137. [Google Scholar] [CrossRef]
- Krause, D.R.; Scannell, T.V.; Calantone, R.J. A structural analysis of the effectiveness of buying firms’ strategies to improve supplier performance. Decis. Sci. 2000, 31, 33–55. [Google Scholar] [CrossRef]
- Rao, P.; Holt, D. Do green supply chains lead to competitiveness and economic performance? Int. J. Oper. Prod. Manag. 2005, 25, 898–916. [Google Scholar] [CrossRef]
- Ras, P.; Vermeulen, W.; Saalmink, S. Greening global product chains: Bridging barriers in the north-south cooperation. An exploratory study of possibilities for improvement in the product chains of table grape and wine connecting South Africa and the Netherlands. Prog. Ind. Ecol. Int. J. 2007, 4, 401. [Google Scholar] [CrossRef] [Green Version]
- Tate, W.L.; Ellram, L.M.; Kirchoff, J.F. Corporate social responsibility reports: A thematic analysis related to supply chain management. J. Supply Chain Manag. 2009, 46, 19–44. [Google Scholar] [CrossRef]
- Wiskerke, J.S.C.; Roep, D. Constructing a sustainable pork supply chain: A case of techno-institutional innovation. J. Environ. Policy Plan. 2007, 9, 53–74. [Google Scholar] [CrossRef]
- Matopoulos, A.; Vlachopoulou, M.; Manthou, V.; Manos, B. A conceptual framework for supply chain collaboration: Empirical evidence from the agri-food industry. Supply Chain Manag. Int. J. 2007, 12, 177–186. [Google Scholar] [CrossRef] [Green Version]
- Gunasekaran, A.; Patel, C.; Tirtiroglu, E. Performance measures and metrics in a supply chain environment. Int. J. Oper. Prod. Manag. 2001, 21, 71–87. [Google Scholar] [CrossRef]
- Blome, C.; Paulraj, A.; Schuetz, K. Supply chain collaboration and sustainability: A profile deviation analysis. Int. J. Oper. Prod. Manag. 2014, 34, 639–663. [Google Scholar] [CrossRef]
- Solér, C.; Bergström, K.; Shanahan, H. Green supply chains and the missing link between environmental information and practice. Bus. Strategy Environ. 2010, 19, 14–25. [Google Scholar] [CrossRef]
- Kumar, S.; Nigmatullin, A. A system dynamics analysis of food supply chains–Case study with non-perishable products. Simul. Model. Pract. Theory 2011, 19, 2151–2168. [Google Scholar] [CrossRef]
- Paloviita, A. Consumers’ sustainability perceptions of the supply chain of locally produced food. Sustainability 2010, 2, 1492–1509. [Google Scholar] [CrossRef] [Green Version]
- Mueller, M.; Dos Santos, V.G.; Seuring, S. The contribution of environmental and social standards towards ensuring legitimacy in supply chain governance. J. Bus. Ethics 2009, 89, 509–523. [Google Scholar] [CrossRef]
- Koplin, J.; Seuring, S.; Mesterharm, M. Incorporating sustainability into supply management in the automotive industry—The case of the Volkswagen AG. J. Clean. Prod. 2007, 15, 1053–1062. [Google Scholar] [CrossRef]
- Klassen, R.D.; Vereecke, A. Social issues in supply chains: Capabilities link responsibility, risk (opportunity), and performance. nt. J. Prod. Econ. 2012, 140, 103–115. [Google Scholar] [CrossRef]
- Seuring, S. Supply chain management for sustainable products–insights from research applying mixed methodologies. Bus. Strat. Environ. 2010, 20, 471–484. [Google Scholar] [CrossRef]
- Ahi, P.; Searcy, C. An analysis of metrics used to measure performance in green and sustainable supply chains. J. Clean. Prod. 2015, 86, 360–377. [Google Scholar] [CrossRef]
- de Sousa Jabbour, A.B.L.; de Oliveira Frascareli, F.C.; Jabbour, C.J.C. Green supply chain management and firms’ performance: Understanding potential relationships and the role of green sourcing and some other green practices. Resour. Conserv. Recycl. 2015, 104, 366–374. [Google Scholar] [CrossRef]
- Govindan, K.; Khodaverdi, R.; Jafarian, A. A fuzzy multi criteria approach for measuring sustainability performance of a supplier based on triple bottom line approach. J. Clean. Prod. 2013, 47, 345–354. [Google Scholar] [CrossRef]
- Wen, L.; Xu, L.; Wang, R. Sustainable supplier evaluation based on intuitionistic fuzzy sets group decision methods. J. Inf. Comput. Sci. 2013, 10, 3209–3220. [Google Scholar] [CrossRef]
- Amindoust, A.; Ahmed, S.; Saghafinia, A. Supplier performance measurement of palm oil industries from a sustainable point of view in malaysia. BioTechnol. Indian J. 2012, 6, 155–158. [Google Scholar]
- Bourlakis, M.; Maglaras, G.; Aktas, E.; Gallear, D.; Fotopoulos, C. Firm size and sustainable performance in food supply chains: Insights from Greek SMEs. Int. J. Prod. Econ. 2014, 152, 112–130. [Google Scholar] [CrossRef] [Green Version]
- Erol, I.; Sencer, S.; Sari, R. A new fuzzy multi-criteria framework for measuring sustainability performance of a supply chain. Ecol. Econ. 2011, 70, 1088–1100. [Google Scholar] [CrossRef]
- Reefke, H.; Trocchi, M. Balanced scorecard for sustainable supply chains: Design and development guidelines. Int. J. Prod. Perform. Manag. 2013, 62, 805–826. [Google Scholar] [CrossRef]
- Tajbakhsh, A.; Hassini, E. A data envelopment analysis approach to evaluate sustainability in supply chain networks. J. Clean. Prod. 2015, 105, 74–85. [Google Scholar] [CrossRef]
- Boukherroub, T.; Ruiz, A.; Guinet, A.; Fondrevelle, J. An integrated approach for sustainable supply chain planning. Comput. Oper. Res. 2015, 54, 180–194. [Google Scholar] [CrossRef]
- Tajbakhsh, A.; Hassini, E. Performance measurement of sustainable supply chains: A review and research questions. Int. J. Prod. Perform. Manag. 2015, 64, 744–783. [Google Scholar] [CrossRef]
- Taticchi, P.; Tonelli, F.; Pasqualino, R. Performance measurement of sustainable supply chains: A literature review and a research agenda. Int. J. Prod. Perform. Manag. 2013, 62, 782–804. [Google Scholar] [CrossRef]
- Ahi, P.; Searcy, C. Measuring social issues in sustainable supply chains. Meas. Bus. Excel. 2015, 19, 33–45. [Google Scholar] [CrossRef]
- Hanson, J.; Holt, D. Sustainable food procurement in British and Irish zoos. Br. Food J. 2014, 116, 1636–1651. [Google Scholar] [CrossRef] [Green Version]
- Morali, O.; Searcy, C. A review of sustainable supply chain management practices in Canada. J. Bus. Ethics 2012, 117, 635–658. [Google Scholar] [CrossRef]
- Varsei, M.; Soosay, C.; Fahimnia, B.; Sarkis, J. Framing sustainability performance of supply chains with multidimensional indicators. Supply Chain. Manag. Int. J. 2014, 19, 242–257. [Google Scholar] [CrossRef]
- Santiteerakul, S.; Sekhari, A.; Bouras, A.; Sopadang, A. Sustainability performance measurement framework for supply chain management. Int. J. Prod. Dev. 2015, 20, 221–238. [Google Scholar] [CrossRef]
- Bastian, J.; Zentes, J. Supply chain transparency as a key prerequisite for sustainable agri-food supply chain management. Int. Rev. Retail Distrib. Consum. Res. 2013, 23, 553–570. [Google Scholar] [CrossRef]
- Hutchins, M.J.; Sutherland, J.W. An exploration of measures of social sustainability and their application to supply chain decisions. J. Clean. Prod. 2008, 16, 1688–1698. [Google Scholar] [CrossRef]
- Gold, S.; Trautrims, A.; Trodd, Z. Modern slavery challenges to supply chain management. Supply Chain Manag. Int. J. 2015, 20, 485–494. [Google Scholar] [CrossRef] [Green Version]
- Gosden, E. BP Gulf of Mexico Spill Costs Could Top $90bn after Fresh Claims. The Telegraph. 5 February 2013. Available online: https://www.telegraph.co.uk/finance/newsbysector/energy/oilandgas/9851376/BP-Gulf-of-Mexico-spill-costs-could-top-90bn-after-fresh-claims.html (accessed on 23 November 2021).
- Stiller, S.; Gold, S. Socially Sustainable Supply Chain Management Practices in the Indian Seed Sector: A Case Study. Supply Chain. Forum Int. J. 2014, 15, 52–67. [Google Scholar] [CrossRef]
- Orlitzky, M.; Schmidt, F.L.; Rynes, S.L. Corporate social and financial performance: A meta-analysis. Organ. Stud. 2003, 24, 403–441. [Google Scholar] [CrossRef]
Company | Description | Size/Ownership |
---|---|---|
Soft drinks and beverages (SB) | Multinational producer and distributor of soft drinks and beverages | Large/Private |
Super Market (SM) | Multinational distribution centre and retailer | Large/Private |
Constructs | Definitions | Reference |
---|---|---|
SSCM Critical Factors | ||
Firm-Level Critical Factors | Firm-level critical factors refer to internal factors that firms should take into consideration for the successful implementation of SSCM practices. Top management commitment, customer demand, knowledge and expertise, training and efficiency are some of the most common firm-level critical factors for SSCM. | [1,18,19,35,38,39,40,41,43,47,50,53] |
Supply Chain-Level Critical Factors | Supply chain-level critical factors are closely linked to firm-level critical factors and refer to the supply chain’s motivational activities that promote the implementation of SSCM practices. Some of the most common supply chain-level critical factors identified in the literature are information sharing, trust, supply chain strategy and geographical distance. | [1,35,38,40,41,56,57] |
External Critical Factors | External factors refer to the external considerations that firms do not control but, should take into account for the successful implementation of SSCM practices. Government policy, international/national regulations, stakeholders, competitors, investors and food incidents are identified as some of the most common in the SSCM literature. | [17,35,38,39,40,41,42,47,48,58,59] |
SSCM practices | ||
Collaboration | Supply chain collaboration is dealing with the design and the government of supply chain activities as well as the establishment and maintenance of long-term supply chain relationships. Collaboration allows the joint development, the technical and logistical integration, the enhanced communication and the knowledge and information sharing among supply chain partners. | [11,67,77] |
Continuity | Supply chain continuity refers to the design and structure of the supply chain network in order to achieve successful interaction of supply chain members on a permanent base. Key characteristics include the long-term relationships with supply chain partners, the partner development and selection. | [11,20,25] |
Strategic orientation | Strategic orientation refers to the commitment of organizations to supply chain management, as well as to their dedication to the Triple Bottom Line (TBL) concept, which promotes the balance of environmental, social and economic issues. | [11,25,68,69,70] |
Risk management | Supply chain risk management includes the adoption of risk mitigation practices to avoid exposure to risks. The adoption of standards and certifications, the monitoring of supply chain partners and the engagement of stakeholders are some of the key practices. | [2,11] |
Pro-activity | Proactivity refers to the actions taken by a company in order to control and manage a specific situation regarding sustainability before it happens, rather than responding to it after it happens. | [11,25] |
SSCM Performance | ||
Economic | Economic performance refers to how well an organisation achieves its economic goals. Productivity, delivery time, product quality, sales & market share, customer loyalty, flexibility, profit rates and investment yield are some of the most frequently used indicators to measure economic performance. | [6,73,79,87,88,89,90,91,92,94,95,97,103] |
Environmental | Environmental performance refers to how well an organisation achieves its environmental goals. Hazardous/harmful/toxic materials, compliance to standards, energy, water, emissions, waste production, environmental accidents and use of recycled materials, are identified as the most common environmental performance indicators. | [6,8,79,87,88,89,97,103] |
Social | Social performance refers to how well an organisation achieves its social goals. Product safety, accident rate, training rate, health and safety, employment contribution, benefits, loyalty, turnover rate, corporate image, human rights screening (suppliers and contractors) and community support have been identified in the literature as some of the most common social performance measures. | [20,93,94,97,99,105] |
Constructs | SSCM Aspects as Identified in the Case Study |
---|---|
Critical Factors | |
Firm Level |
|
Supply Chain Level |
|
External Level |
|
SSCM practices | |
Traditional practices | |
Collaboration |
|
Continuity |
|
Strategic orientation |
|
Risk management |
|
Pro-activity |
|
Pioneering practices | |
HR investments |
|
Daily conversation |
|
Local sourcing |
|
SSCM Performance | |
Economic |
|
Environmental |
|
Social |
|
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. |
© 2022 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).
Share and Cite
Mastos, T.; Gotzamani, K. Sustainable Supply Chain Management in the Food Industry: A Conceptual Model from a Literature Review and a Case Study. Foods 2022, 11, 2295. https://doi.org/10.3390/foods11152295
Mastos T, Gotzamani K. Sustainable Supply Chain Management in the Food Industry: A Conceptual Model from a Literature Review and a Case Study. Foods. 2022; 11(15):2295. https://doi.org/10.3390/foods11152295
Chicago/Turabian StyleMastos, Theofilos, and Katerina Gotzamani. 2022. "Sustainable Supply Chain Management in the Food Industry: A Conceptual Model from a Literature Review and a Case Study" Foods 11, no. 15: 2295. https://doi.org/10.3390/foods11152295
APA StyleMastos, T., & Gotzamani, K. (2022). Sustainable Supply Chain Management in the Food Industry: A Conceptual Model from a Literature Review and a Case Study. Foods, 11(15), 2295. https://doi.org/10.3390/foods11152295