International Journal for Quality Research 14(1) 219–236

ISSN 1800-6450

Dominik Zimon1
DRIVERS OF SUSTAINABLE SUPPLY CHAIN
Jonah Tyan MANAGEMENT: PRACTICES TO
Robert Sroufe ALIGNMENT WITH UN SUSTAINABLE
DEVELOPMENT GOALS
Article info: Abstract: The main objective of the research and thinking
Received 03.06.2019 presented in this study is to characterize the conditions and
Accepted 09.10.2019 barriers related to the implementation of SDGs in supply
UDC – 005.62 chains. The explanation of the outlined research problem and
DOI – 10. 24874/IJQR14.01-14 the more detailed research issues prompted the authors to
formulate the following auxiliary goals: identification and
emphasis on the links between SSCM practices and UN SDGs
and development of a model supporting the implementation of
UN SDGs in SSCM. In summarizing our analysis of information
from this field of inquiry, contributions to the literature include
a new conceptual model, and a dynamic context for a three
phased model for implementation of successful sustainable
supply chain management initiatives. We provide a grounded
approach for new theoretical insights that map supply chain
practices for future research and performance measurement
aligned with the United Nation’s 17 Sustainable Development
Goals.
Keywords: Drivers; Practices; Supply Chain Management;
Sustainable Development; Theory Development; UN SDGs.

1. Introduction (2017) recognize that the globalization of

activities and the increase in raw material
The image of a modern supply chain has prices requires the absolute implementation
become inseparably associated with its care of sustainable solutions in the supply chains.
for ecological aspects and sustainable According to researchers, this fact is noticed
development. It can be assumed that the not only by entrepreneurs but also by
pursuit of sustainable supply chain external stakeholders up and down the
management results from the needs of the supply chain.
modern world, and efficiency and care for
Given the importance of this burgeoning
natural resources contribute not only to
paradigm, researchers and practitioners want
improving the image, but also to waste
to know what drivers, practices and barriers
reduction, innovation, generating profits and
enable an understanding of sustainable
building a competitive advantage. McKinon
supply chain management (SSCM) and
(2010) agrees with this view, which claims
where are the linkages to long-tern
that implementing sustainable solutions in
sustainable development goals? When
logistics processes will not only help the
looked at broadly, SSCM links the supply
environment and improve the image of the
chain to performance goals involving
organization, but it can also give enterprises
implementation of environmentally and
financial benefits. In turn, García-Arca et al.
socially focused solutions to meet the needs
of current and future generations. These
needs vary, yet include moral,

1
1
Corresponding author: Dominik Zimon
Email: zdomin@prz.edu.pl

2 D. Zimon, J. Tyan, R.
Sroufe
economic, technical, legal, social, and reveals a lack of studies that
political attributes of performance. A similar comprehensively discuss issues that have a
view is presented by Sisco et.al. (2011) who significant impact on SSCM and cover
define the SSCM that takes into account broadly the market, workplace, environment
environmental, economic and social and society. Paradoxically, these areas are
influences and implements friendly found within the 17 UN Sustainable
manufacturing practices throughout the Development Goals (SDGs), and will be
product life cycle. Sroufe and Melnyk (2017) described in more detail later in this paper.
see these practices as including stakeholder Integrating SSCM practices into the SDGs
engagement, materiality, product/process will enable entrepreneurs to develop
design, life cycle assessment (LCA), advanced and complex supply chain
materials selection and sourcing, management strategies, which should
manufacturing processes, waste, translate into a more stable, efficient and
transportation of final products and services ethical supply chains. It is worth noting that
to consumers as well as end-of-life the goals of sustainable development have
management of products, and closed-loop been designed to interact with business and
systems. These definitions reinforce Seuring stimulate synergistic economic effects
and Müller (2008a), who, stated that good (Willis, 2016). While the SDGs do represent
relations with suppliers will result in a different approach, their potential for
minimizing environmental and social risks, transforming the dominant governance
and this plays a particularly important role in approaches to sustainability remains an open
developing a sustainable supply chain. question. Global collective action does not
Similar support for the integration of end when decisions are reached, but these
sustainability within supply chains can be decisions introduce new practices in a
found in the work of Grekova et al. (2016). complex political process that can bring in
Dey et al. (2011) suggest that modern supply new actors, new ideas, and new action for
chains should implement sustainable sustainability (Stevens & Kanie, 2016). It
solutions, not for economic, but moral seems, therefore, that the role of SSCM may
reasons. Brandenburg et. al. (2014) be decisive in the successful implementation
recognize that the key to building a of SDGs, provided that development goals
sustainable supply chain is to find alignment are understood as a process in which all
between economic and environmental issues. components interact with each other.
Other studies indicate the importance (Campagnolo et al., 2018). In a similar vein,
sustainable consumption and production Sudusinghe et al. (2018) emphasize the key
(Govindan, 2018, Gualandris & role of the links that co- create supply chains
Kalchschmidt, 2014; Zimon & Domingues, are embedded within the SDGs. In turn,
2018), reduce risk (Sajjad et al., 2015), Russell et al., (2018) suggests that SDGs
prevention of production problems in have undoubtedly been successful in
developing countries, improved overall broadening the awareness of entities co-
supply chain performance and the need to set creating supply chains, yet their
sustainability criteria for their suppliers implementation in the supply chain may be
(Turker & Altuntas, 2014; Touboulic & problematic due to their very wide scope. It
Walker, 2015; Beske-Janssen et al., 2015; should therefore be emphasized that due to
Fernandes & Bornia, 2019; Tomic & the complexity of SDGs, management
Spasojevic Brkic, 2019). decision makers may encounter many
In summary, we conclude there are many barriers and limitations at the stage of
publications in the literature on the subject of implementation of objectives in supply
SSCM with a call to look for and improve chains. This situation is influenced by the
emerging areas of interest to researchers and fact that the development of an integrated
practioiners. Our review of the literature supply chain management system aligned
with the SDGs is a highly
complicated undertaking and requires
significant involvement in this process of 2. SSCM Drivers, Implementation
these particular goals. It is worth noting that Practices and UN SDGs
in the literature on the subject there is a lack
of research and studies addressing the Sustainable supply chain relationships are
discussed these types of issues. Therefore, formed among a focal company, suppliers,
we find there is a need for comprehensive and customers under the influence of
research in this area, the results of which government and other stakeholders outside
will, to some extent, will help to fill this gap the supply chain (Seuring & Müller, 2008a).
in the literature. These drivers provide an important context
Bearing in mind the above considerations the for developing and implementing new
main objective of the research and thinking practices. The core management practices
presented in this study is to characterize the associated with SSCM include sustainable
conditions and barriers related to the supplier management, sustainable operations
implementation of SDGs in supply chains. and risk management, and corporate social
The explanation of the outlined research responsibility. Overall supply chain
problem and the more detailed research objectives include simultaneously achieving
issues prompted the authors to formulate the economic, environmental, and social
following auxiliary goals: performance. A closer look at
 Identification and emphasis on the implementation reveals three interrelated
links between SSCM practices and components considered important by
UN SDGs. (Nilsen, 2015) and expanded upon in this
 Development of a model supporting study:
the implementation of UN SDGs in  Explanatory theory of
SSCM. implementation: it refers to theories
 To the main areas of interest for our and framework developed to
research include: provide overarching understanding
and/or explanation of aspects of
 A relatively small number of studies
implementation.
regarding the issues under
examination.  Guiding process model of
implementation: the guiding process
 The fact that the implementation
describes and/or translates
process of UN SDGs in the supply
implementation into practices.
chain is extremely complex and
requires a systematic approach to  Evaluation of implementation:
this issue. addresses the measurement criteria
to determine implementation goals
It is therefore necessary to develop models and success.
that will support the integration process and
make it easier for business decision makers First, we review and provide a foundation for
to choose the optimal implementation explanatory theory and implementation
strategy for UN SDGs in the supply chain. In through a review of the literature involving
summarizing our analysis and synthesis of sustainable development and supply chain
information from this field of inquiry, our management. Going above and beyond the
contributions to the literature include a new intertwining goals among economic,
conceptual model, a dynamic context for the environmental, and social aspects, we
implementation of successful SSCM propose the 17 UN Sustainable Development
initiatives, and a resilient approach for Goals (SDGs) as an overarching alignment
uncovering new theoretical insights. for SSCM implementation. In 2015, the 17
global goals (Fig. 1) and 169 targets were
agreed by United Nations General Assembly
as the 2030 agenda for sustainable

221
development to transform our world (UN, ‘Economy’ (SDGs 8, 9, 11, and 12), or
2015). It should be noted that to make the ‘Environment’ (SDGs 13, 14, and 15). These
extensive SDG package more easily divisions can be considered as helpful,
accessible, different clustering approaches however, in the way in which we present
were suggested, aiming to reduce the summary information we will make a
complexities of the original UN framework. statement of individual objectives with
Considering these clusters, SDGs could be practices realized in the framework of
grouped according to systems, such as SSCM.
‘Energy and climate’ (SDGs 7 and 13),
‘Agriculture, food, and terrestrial’ (SDGs 2 Then, extending the framework developed
and 15), or ‘Economic development and by Seuring and Müller (2008a) and aligning
equity’ (SDGs 1, 5, 8, 9, and 11). Other with
approaches interlink SDGs according to their 17 UN SDGs, we propose a sustainable
functions, such as (Körfgen et al., 2018) supply chain framework (figure 1) for a
‘Social objectives’ (SDGs 1, 3, 4, 5, and 10), company to implement their own SSCM
strategy.

Figure 1. Sustainable supply chain implementation framework

The UN SDGs serve as an overarching goal customers, suppliers, and third parties.
to align various aspects of SSCM Internal drivers include management
implementation. This implementation commitment (Ansari & Kant, 2017),
framework can be a foundational element to organization involvement (Luthra et al.,
help develop explanatory theory and provide 2014), supportive culture (Walker & Jones,
practitioners a blueprint of overseeing of 2012), productivity improvement
SSCM strategies. (Srivastava, 2007), and competitive
SSCM drivers are one explanatory aspect of opportunity (Linton et al., 2007) where top
implementation, which provide motivational management commitment is normally cited
factors for a focal company to adopt SSCM as the most important internal driver.
practices. We can view drivers from internal External pressures from customers/suppliers
and external angles, where external drivers refer to business social compliance (Walker
can further divide into perspectives of & Jones, 2012), environmental regulation
compliance
(Srivastava, 2007; Seuring & Müller, 2008), environment regulation (Srivastava, 2007),
green product and reverse logistics competition (Walker & Jones, 2012),
requirements (Ageron et al., 2012), and reputation (Seuring & Müller, 2008b; Sroufe,
customer and supplier involvement (Luthra 2017), and social responsibility ( Luthra et
et al., 2014). The SSCM third parties cover al., 2014; Xia & Li-Ping Tang, 2011; Zailani
local government, international regulatory et al., 2012). Among all internal and external
institutions, competitors, investors, and drivers, regulatory pressure is commonly
general publics; the derived pressures like identified as the influential driver for SSCM
regulatory pressure (Ansari & Kant, 2017; implementation. Table 1 summarized the
Chen, 2008; Chiou et al., 2011), institutional drivers of SSCM implementation.
pressure (Dubey et al., 2017), international

Table 1. Drivers of SSCM implementation

Company Internal Customers/Suppliers SSCM third parties
 Business social compliance  Regulatory pressure
 Management commitment
 Environmental regulation  Institutional pressures
 Organisational involvement
compliance  International environmental
 Supportive culture
 Green product requirement regulation
 Productivity improvement
 Reverse logistics requirement  Competition
 Waste elimination
 Customer and supplier  Reputation
 Competitive opportunity
involvement  Social responsibility

Next, we review the evaluation of SSCM energy and hazardous material consumption
implementation, which represent the (Charter & Gray, 2008; Ramudhin et al.,
performance measurement of SSCM. From a 2009).
strategic thinking perspective, it makes
business and rational sense to set SSCM Economic performance includes total cost
goals before determining what SSCM (Linton et al., 2007), waste reduction
practices to implement. And to make those (Azevedo et al., 2011), inventory cost and
goals and practices material to the firm. order fulfillment rate (Tyan & Wee, 2003),
Materiality means important to stakeholders sustainable risk mitigation (Sroufe, 2017),
and within the control and alignment of the green purchasing performance (Seman et al.,
firm as recommended by the Global 2012), green innovation (Charter & Gray,
Reporting Initiative (GRI). Setting SSCM 2008; Chen, 2008), competitive advantage
performance objectives is an integrative (Chiou et al., 2011; Luthra et al., 2014;
process considering internal and external Vachon & Klassen, 2006), and long-term
drivers, enablers, resources and constraints. profitability (Azevedo et al., 2011).
In order to align company SSCM goal with Social performance measures consider green
UN SDGs, we divide the SSCM metrics into image and product image (Chen, 2008;
environmental, economic, and social Azevedo et al., 2011; Seman et al., 2012),
performance. public perception (Luthra et al., 2014),
Environmental performance starts with corporate social image (Xia & Li-Ping Tang,
maintaining compliance to environment 2011), level of partnership (Tyan & Wee,
standards (Chiou et al., 2011; Luthra et al., 2003), quality of life of communities, and
2014), greenhouse gases emissions social responsibility (Sroufe, 2017). This
(Ramudhin et al., 2009), green-design level review of SSCM performance measures are
(Seman et al., 2012), green purchasing level summarized in Table 2, and can be used to
(Seman et al., 2012; Zhu & Sarkis, 2004), both guide and evaluate the SSCM
and implementation process and its success.
Table 2. Performance measurement of SSCM
Environmental performance Economic performance Social performance
 Compliance to environmental  Total cost  Green images
standards  Waste reduction  Product image
 Greenhouse gases emissions  Inventory cost  Public perception
 Green-design level  Order fulfillment rate  Corporate social image
 Green purchasing level  Sustainable risk mitigation  Level of partnership
 Energy consumption  Green purchasing  Quality of life of
 Consumption for performance communities
hazardous/harmful/toxic  Green innovation  Social and community
materials  Competitive advantage responsibility
 Long-term profitability

Third, we propose a review process model manage performance.

following the sustainable supply chain
implementation framework. We next review Practices related to managing pressure and
a three-phased approach to accomplish this: incentive cover collaborative inventory
practice identification, alignment with SDGs management (Tyan & Wee, 2003), green
goals, and implementation process model. warehousing (Zailani et al., 2012), green
There is a wide spectrum of SSCM shipping and distribution (Luthra et al.,
management practices in the literature. 2014), product recycling and reverse
Practices related to upstream suppliers logistics (Seman et al., 2012; Srivastava,
include green purchasing and raw material 2007), and corporate green image
procurement (Luthra et al., 2014; Zailani et management (Seman et al., 2012). Some
al., 2012), green packaging and practices across the whole supply chain
transportation (Zhu & Sarkis, 2004), material consist of green product innovation and
recycling (Linton et al., 2007), strategic design (Chiou et al., 2012), supply chain
supplier collaboration (Dubey et al., 2017; integration system (Vachon & Klassen,
Tyan and Wee, 2003), and supplier 2006), collaborative supply chain planning
sustainability assessment (Seuring & Müller, (Tyan & Wee, 2003), strategic supply chain
2008). collaboration (Lambert et al., 1998; Tyan &
Wee, 2003), ISO 14001
Internal, focal company adoption of environmental management system
sustainable operations can come about in (Azevedo et al., 2011; Zimon, 2017), and
many ways. Operations include but are not corporate social responsibility (Ageron et al.,
limited to green product design (Chiou et al., 2012; Ramudhin et al., 2009). We
2011), green process design and planning summarize and organize these SSCM
(Luthra et al., 2014), green manufacturing practices in Table 3 by dimensions of
and remanufacturing (Srivastava, 2007), sustainable supplier management,
waste management (Azevedo et al., 2011; sustainable operations and risk management,
Ramudhin et al., 2009), emission reduction and pressure and incentive, which are
(Charter & Gray, 2008), and green equivalent to supply chain setting of
packaging (Seman et al., 2012). These upstream, focal company, and downstream
operational practices should be linked perspectives. Most SSCM practices can be
together through the use of environmental placed into a specific category, while some
management systems (Sroufe, 2003) to help practices overlap with multiple dimensions
measure and and are placed in the bottom of Table 3.
Table 3. Summary of SSCM practices
Sustainable supplier Sustainable operations and Pressure & incentive
management risk management management
(upstream) (focal company) (downstream)
 Green purchasing  Green product design  Collaborative inventory
 Green raw material  Green process design and management
procurement planning  Green warehousing
 Green packaging  Green manufacturing  Green shipping and
 Green transportation  Product recovery and distribution
 Material recycling remanufacturing  Reverse logistics
 Strategic supplier  Waste, water, and air  Product recycling
collaboration management  Corporate green image
 Supplier sustainability  Energy consumption and management
assessment emissions reduction
 Green packaging
 Green product innovation and design
 Supply chain integration system (technological and physical
level)
 Collaborative supply chain planning
 Strategic supply chain collaboration
 ISO 140001 environmental management system
 Corporate social responsibility

Next, in an attempt to align SSCM practices goals (SDG 7-9, 11-12), social goals (SDG 1-
with UN SDGs, we build on the 5, 10, 16-17), and environmental goas (SDG
methodology developed by Costanza et al. 6, 13-15). Following a deliberating and
(2016) to aggregate 17 UN SDGs into 3 recursive mapping process, the SDGs link
clusters: efficient allocation to build a living with relevant SSCM practices according to
economy (i.e. economic aspect), fair their scope and objectives.
distribution to protect capability for
flourishing (i.e. social aspect), and Taking all together, Figure 2 presents the
sustainable scale to stay within planetary SSCM practices alignment with UN SDGs
boundaries (i.e. environmental aspect). This and sustainable aspects.
procedure results in mapping the SDGs into
three focal areas: economic

Figure 2. SSCM practices alignment with UN SDGs

The same process can apply to align SSCM alignment.
performance measures with UN SDGs and is
depicted in Figure 3. Going through this Given all of these options, it can be
process to first identify potential SSCM challenging for the focal company to make a
practices available to a firm and then selection as to what to implement and when.
mapping them to the SDGs provides new Therefore, three incremental implementation
insights as to the alignment of existing models are proposed to help understand the
operations, tactics, and strategies; gaps mindset, focus, management philosophy, and
between current practices and lack of complexity involved in the selection of
integration with long-term goals; along with SSCM practices as summarized in figure 4.
opportunities for improved future

Figure 3. SSCM performance measurement alignment with UN SDGs

Figure 4. Implementation process model of SSCM practices

In selecting SSCM implementation practices, local government, business social

a focal company is primarily considering two compliance requirement from customers, and
competing forces: external push pressures environmental conservation pressure from
and internal pull constraints. The external society as shown in Table 1. The internal
push pressures can be interpreted as SSCM push constrains come from competing
drivers such as regularly requirement from business resources such as financial,
technical
and human resources. After a deliberated new business opportunity. As a result, the
process in balancing between pressures and focal company actively collaborates with its’
constraints, the focal company accesses upstream suppliers and downstream
implementation perspectives and then select customers on value creation processes. The
a best-fit implementation model to achieve new possible SSCM practices include green
its SSCM goals and contribute to the broader product innovation and design, corporate
UN SDGs. social responsibility, and corporate green
The reactive model is the lightest image management. Consequently, the new
implementation approach when the external performance metrics are green-design level,
pressures are small and internal resources are relations with community stakeholders, and
limited. In this model, the mindset toward green images and marketing. With the focus
SSCM is risk avoidance to compile with on social aspect of sustainability and
regulatory requirement. A minimum set of innovative green design, the dynamic model
SSCM practices is recommended, and can turn SSCM into competitive advantage
suggested candidates include green for focal company.
purchasing, green raw material procurement, As the theoretical model in Figure 2 is
green manufacturing, waste, water, and air applied to current and future practices, we
management, green shipping and see these three models as starting points. We
distribution, etc. (see Table 3). would also propose an integrated, hybrid
Corresponding to the selected SSCM approach going beyond reactive models of
practices, the performance measures of the past to a future where sustainability is
reactive model can include compliance to both a cooperative and dynamic model.
environmental standards, green purchasing Much like the quality movement decades
level, green manufacturing level, and waste ago, the growing importance of the
reduction (see Table 2). sustainability paradigm and its
The coopertive model represents a mindset implementation in the future will have many
shift from reactive to proactive, which the benefits. The opportunity provided by the
focal company views the SSCM as a integration of mindsets, focus, and
capability enhancement instead of mere management philosophy is of fundamental
external requirements. Therefore, SSCM is importance to any organization because it
treated as a strategic business collaboration connects the need for both vertical and
and then necessary resources are allocated to horizontal alignment of sustainability
integrate SSCM practices into business initiatives within a supply chain. To better
processes. Apart from the previous minimum align sustainability within business, society,
set of practices, the focal company can and global SDGs, organizations can enable
expand its practices from upstream, focal sustainability activities as a catalyst for
company, and downstream categories in change in their supply chains. Managers can
Table 2. In addition, the adoption of SSCM implement an integrated understanding and
infrastructure such as supply chain vision of the future of supply chain
integration system, ISO 14001 management (Sroufe, 2016) so that it has
environmental management system, and both strategic and competitive outcomes.
strategic supply chain collaboration are It should be stated that the necessary
recommended to enhance the overall SSCM foundation to implement the majority of
effectiveness. Similarly, additional SDGs in the supply chain is to develop
performance measures matched with strategic objectives equal to the level
expanded SSCM practices can be found in presented in the dynamic model. Less
Table 2. complex models, due to their simplicity,
A dynamic model further extends the scope provide the basis only for the
of capability enhancement to value creation, implementation of some of the 17 SDGs
in which the focal company views SSCM as (which also seems to be a good solution for
a supply chains wishing
to develop narrower areas of sustainable interdisciplinary relationships. It shows the
development). The dynamic model aligns main directions of flows and interactions
with large mature enterprises with an taking into account SDGs throughout the
established position for which environmental entire supply chain. Due to the complexity of
and social issues play a key role. The the model, its characteristics focus on
assumptions of the model in many aspects innovative solutions resulting from the
coincides with elements of the SDGs and implementation of SDGs described and
requires only minor adjustments. generally available in the SSCM literature
(Wolf, 2011; Pagell et al., 2010; Touboulic
3. Proposed Characteristics of a & Walker, 2015; Foerstl et al., 2015), and
Dynamic SSCM SDG Model helps to ensure meeting a principled
framework for strategic sustainable
Understanding and developing the role of development as outlined by Broman and
business in implementing the SDGs is Robert (2017). The following characterize
necessary and goes well beyond this study. the actions that should be taken by the
Without the involvement of the largest organizations co-creating supply chains
corporations and smaller organizations, the within the goals of sustainable development:
success of SDGs will not be possible.  Goal 1 No Poverty: under the first
However, it should be noted that the objective, supply chains can focus
involvement of business representatives in on extending the offer with products
the integration of SDGs is complicated, as and services addressed to BoP
each industry has a different specifics, customers and implementing new
challenges, and each can needs to be business models that take into
customized for integrating individual SDGs. account the needs of social
For example, the food sector for which organizations. These activities have
SDGs 2, 8 and 12 will have priority verses marketing advantages, and also
the energy sector that can focus on achieving allow you to acquire new
Objective 7 and 11. Bearing this in mind, we customers, new markets and
propose the field needs a more robust SSCM establish cooperation with
model, which takes into account SDGs and previously overlooked business
will be generic enough to be implemented by partners.
the majority of supply chains. The proposed  Goal 2 Zero Hunger: activities in
model creates an alternative to the current this aspect should include, limiting
style of running business, because the the negative impact on the
objectives contained therein have been environment (which may exacerbate
formulated transparently. They can be a climate change and unfavorable
signpost for supply chains that are looking tendencies in agriculture), support
for ecological, and social sustainability and for local programs of feeding
useful in that they simultaneously support children and cooperation with local
economic solutions. This model (modified food suppliers.
for the specificity of a particular industry or  Goal 3 Good Health and Well-
external environment) will be a dynamic Being: as part of the third objective,
starting point for developing a strategic initiatives promoting a healthy
SSCM strategy. The model proposed in lifestyle among employees and their
Figure 5 is based on dynamic assumptions families should be developed,
and the integration of the 17 SDGs. awareness and training in this
The model tries to take into account the aspect should be organized, and
multidimensionality of supply chain solutions in the field of worker
management processes and its safety should be implemented
(especially in the area of production
and transport).
 Goal 4 Quality Education: innovation and openness to ideas
recommend promoting training and reported by external stakeholders.
self-improvement courses,
 Goal 10 Reduced Inequality:
investment in k-12 school systems,
implementing this objective in
and continuing education for
supply chains includes solutions
employees.
aimed at developing and
 Goal 5 Gender Equality: special maintaining a transparent
efforts should be directed toward remuneration system, counteracting
ethical conduct in the field of fair discriminatory practices and social
remuneration and promotions. investments.
 Goal 6 Clean Water and Sanitation:  Goal 11 Sustainable Cities and
in this aspect, policy makers need to Communities: projects in this area
pay attention to the implementation should focus on reducing the
of production technologies that harmful impact of supply chain
minimize water consumption (in activities on the environment, air
each of the links that co-create the quality and the local community, as
supply chains), increasing the well as investments in sustainable
importance of water efficiency, no and energy-saving infrastructure
contamination, and making that reduce the impact of
employees aware of the rationale operational activities in urban areas.
for water management.
 Goal 12 Responsible Consumption
 Goal 7 Affordable and Clean and Production: this goal is very
Energy: this goal can be achieved by consistent with the idea of SSCM
choosing to replace or modernize and is based on many practices
energy-intensive machines and commonly used in supply chains
means of transport, improve the such as eco-design, use of
efficiency of distribution processes recycling, stakeholder education,
and invest in new technologies and but also less frequently applied
renewable energy generation. projects that fit into the broadly
 Goal 8 Decent Work and Economic understood idea of a closed-circuit
Growth: this objective raises issues economy.
extremely important for SSCM,  Goal 13 Climate Action: within this
namely streamlining the process of objective, we recommend the use a
monitoring unethical behavior in wide range of solutions aimed at
supply chains (illegal child labor, measuring and managing GHG
the use of emigrants etc.), emissions, with particular focus on
developing forms of social sustainable development as it
protection and promoting relates to transport, logistics and
entrepreneurial culture and production.
establishing cooperation with small
 Goal 14 Life Below Water & Goal
developing enterprises.
15 Life On Land: managers should
 Goal 9 Industry, Innovation and implement solutions in the links that
Infrastructure: accomplishing this co-create supply chains to prevent
goal requires investing in inefficient or harmful waste
technology and in particular striving management and to monitor the
to raise the level of its innovation impact of the supply chain on
and developing the ability to ecosystems.
eliminate the negative effects
 Goal 16 Peace And Justice Strong
associated with its improvement. It
Institutions: compliance with the
is also important to promote
law, ethical standards and
 international standards within the support the partners by transferring
supply chain and in cooperation knowledge, technologies and
with external stakeholders. integrate their needs and aspirations
 Goal 17 Partnerships To Achieve into strategies implemented within
The Goals: it is necessary to make the most efficient and effective
well-thought-out investments and global supply chains.

Ethical leadership & Create value for stakeholders & UN SDGs

Mission, Vision, Quality Policy,

Education and various incentives for a sustainable lifestyle

Strategic supply chain collaboration

Business responsibility, Integration of links in the supply chain,

Implementation of the ISO 14001 standard, Implementation of QMS standards,
Integrated performance management system, Sustainable purchasing,
Skill development programs, Enhancing green image, Inclusive business models, Design for remanufacturing, Design for sustainability,
Green shipping and distribution, Waste, water and air management, Common goals and vision.

17 SDGs 17 SDGs

Supply subsystem Manufacturing subsystem Distribution subsystem

Structural, technological and organizational preparation of production

Reverse logistics

Product concept &

Product development strategy

Design for remanufacturing

Eco-design

Dynamic model + UN SDGs:

Green product innovation and design,□
- Corporate social responsibility,□
Corporate green image management,
- Eco-innovation,
- Responsible production,
- Involvement in initiatives for SDGs: global, cross-industry, industry.
-Partnership for the goals.

Figure 5. SSCM Model Integration of the UN SDGs

Analysis of sustainable development goals
 Due to its complexity and
supports concluding that specific projects
multifaceted nature, the model
resulting from their implementation may
requires entrepreneurs to adapt its
prove to be extremely important for supply
requirements to the specifics of both
chains that aspire to expand their operations.
their enterprise and the industry. It
Certainly, the implementation of these
will need the largest on down to the
objectives will be both an opportunity and a
smallest enterprises on the market
significant challenge for managers managing
to find and receive value to get to
supply chains. Their integration requires
its full implementation.
consistency, creativity, changing the way a
 The implementation of the model
business is run, the involvement of
can be expensive if only looking at
significant resources, patience and, above all,
first costs. It requires investments
full consideration of the needs of key
related to: improvement of
stakeholders that include the environment. It
infrastructure, implementation of
is also worth noting that the implementation
certified management systems, crew
of the model is a significant investment and
training, employment of specialists,
requires a long-term perspective so that it
etc. and when total costs are
can fully integrate into global supply chains.
considered, new value propositions
Long- term investments are a must for
will show payoffs for
future- oriented organizations and
environmental, social, and
sustainable development.
governance investments in
Aiming at initial verification and evaluation
sustainable development.
of the assumptions of the proposed model,
we presented it to the management of four  The implementation of the
companies acting as coordinators in the assumptions of the model will allow
supply chain. During direct interviews, us to incorporate the expectations of
management provided the following employees, clients and external
suggestions: stakeholders into the vision of
SSCM and the valuation of
 Implementation of model
intangibles impacting business
recommendations creates
practices.
opportunities for establishing
valuable partnerships, strengthens In conclusion, it should be emphasized that
dialogue with external stakeholders, the parties deciding to implement the
and helps supply chains to achieve assumptions of the model should accept a
business objectives. The advantage number of performance measures whose
of the model and SDGs is values should be part of decision analysis
undoubtedly the global application, and performance objectives. It is worth using
as they can be implemented by parts the measurement opportunity at the initial
of supply chains operating in stages of the model's implementation,
different countries. This helpful in because measurement enables not only the
undertaking coherent and assessment of effectiveness of implemented
comprehensive activities in the field projects, but it also helps to identify possible
of SSCM. problems with the implementation of the
 The model emphasizes the need for model's guidelines and corrective actions.
synergistic social and economic
transformation, which in the near 4. Conclusions
future may prove to be a solid basis
for improving the competitive Now more than ever, SSCM is a prerequisite
position on the market. for developing effective business models
aligned with long-term goals. However, it
 SDGs have a strong link to
should be emphasized that this paradigm is
practices implemented under SSCM
complex and requires a departure from
and their integration into the supply
random and reactive activities. Managers
chain management process can
need to focus on comprehensive
stimulate synergistic effects.
management including social, economic and
 Managers need guidance on
ecological performance. Additionally, the
implementing SDGs in the supply
process of implementing sustainable
chain. The proposed model is one
solutions in the supply chain is time-
attempt to clarify and emphasize the
consuming and can generate numerous
relationships involved in sustainable
problems that effectively discourage
development, supply chain
business managers and entrepreneurs from
management, and SDGs. The
continuing their efforts to implement
integration of the SDGs and SSCM
environmentally-friendly
provides new areas of research and
solutions. Yet as we all know, one entities
reflection.
problems are another’s opportunity.
 The implementation of SDGs in a
Business managers and future entrepreneurs supply chain require a new level of
who are good at solving problems must commitment from all the links that
therefore know the limitations and co-create value, inform strategic
opportunities of sustainable supply chain choices, and provide actionable
management. To this end, the information options for daily tasks thet align
presenting in this article will be helpful for supply chains, firms, and society
both: business representatives and with goals of sustainable
researchers because it presents concepts and development.
models which application will facilitate the
selection and implementation of a long-term, Taking into account the above, we posit the
SDGs aligned strategy for managing a thesis that individual actions will help solve
sustainable supply chain. Applying the complex global problems; and that there is a
proposed model and guidelines can increase multiplicative benefit from supply chain
the positive effects and reduce barriers to the cooperation to fight poverty, hunger,
implementation of SSCM practices. It should deepening inequalities, and climate change.
be noted that the concepts presented in the The 17 SDGs provide opportunities imposed
article contain general guidelines that should by present and future generations on today's
be considered as a starting point for new political leaders, governments, and the
initiatives. These guidelines should be business world. When thinking about and
supplemented with performance enabling long-term sustainable development,
measurement opportunities and goals that supply chains have one of the more dynamic
take into account the specificity of a supply roles to play here - initiators of the necessary
chain and the needs of external stakeholders. change and management of interconnected
The summary of the literature and own systems.
insight strongly emphasized the need to In summary, the management of a
include the 17 SDGs guidelines in the sustainable supply chains is a messy and
adopted strategy. The application of the complicated process. Supply chains will only
SDGs should be a foundation for the be more complex in the future and the
implementation of sustainable, long-term paradigm of sustainable development cannot
solutions in a supply chain. be effectively implemented without the
The analysis of literature and the active involvement of top management and
considerations taken into account for this the entire supply chain. Sustainable
study allow for the development of the development is now a source of
following conclusions: differentiation, potential
competitive advantage, and integrated value toward further inclusion of company-wide
creation. SSCM implementation risk management with an integrated
opportunities can be found in both developed approach to managing and reporting ESG
and developing country markets. Wherever performance. Supply chain management
there are consumers of products and innovation is possible with long-term
services, there is a way to source, make, and perspective and alignment of the UN SDGs.
deliver value that meets evolving social and A critical factor for successful SSCM
ecological sustainability standards. There is initiatives will be the capabilities of
now a critical opportunity for organizations management who understand how to develop
to increase transparency while enabling new and implement SSCM and integrated
SSCM practices. Trends in the field point performance goals.

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Domnik Zimon Jonah Tyan Robert Sroufe

Rzeszow University of National Chengchi Duquesne University,
Technology, University, Pittsburgh,
Rzeszow, Taipei, USA
Poland Taiwan sroufer@duq.edu
zdomin@prz.edu.pl jonahtyan@gmail.com