Drivers and barriers for implementation and improvement of Sustainable Supply Chain Management

Abstract

Sustainable Supply Chain Management (SSCM) is a strategic concern for organizations to achieve a sustainable future. Various organizations seek to implement SSCM to achieve their competitive advantage. One of the important implementation activities is the identification of drivers and barriers of strategy implementation, which has been a focus area for scholars. The purpose of this paper is to identify key drivers and barriers to creating and improving sustainability in the Iranian oil and gas supply chain. However, a distinct focus on the oil industry has been the subject of limited previous attention. This study is planned to recognize and prioritize the drivers and barriers for implementation of SSCM in Iranian oil context. These drivers and barriers are presented in a form of a conceptual framework. A comprehensive literary review using metasynthesis is used to identify a number of drivers and barriers that identifies 112 drivers and 41 barriers and then evaluates using the Delphi three‐round study. The evaluation process involves 30 supply chain management experts from oil companies, and the analysis showed the important drivers and barriers for consideration in SSCM implementation. The proposed drivers and barriers enable the oil supply chain manager to identify appropriate strategies for deploying and improving SSCM implementation in the company. This study would expand the scope of SSCM research in the context of oil. In addition, the identification of drivers and barriers would be useful for industrial decision makers, policy planners, and strategic managers to recognize a set of related hurdles for effective SSCM implementation.

Facilitators of and Barriers to Sustainable Development in Small and Medium-Sized Enterprises: A Descriptive Exploratory Study in Romania

“…[22][23][24][25][26][27][28][29][30][31][32][33][34][35][36][37][38], 87% of the respondents admit that their personal values are at the heart of the changes produced in order to guide the firm toward a sustainable policy [56] (pp. [22][23][24][25][26][27][28][29][30][31][32][33][34][35][36][37][38]. These beliefs strengthen and are put into practice the more the internal and external stakeholders are concerned by sustainable development [57].…”

“…For instance, the authors mention the case of a beer factory that had difficulties with recycling or reusing not only the waste resulting from beer production but had to set up innovative partnerships to improve package recycling, glass being the largest single contributor to the carbon footprint of most breweries. Other authors [30] (pp. 247-258) suggest that the barriers and drivers for sustainability are specifically related to the sector in which the business evolves, but also to the country where they are located.…”

“…Many studies regarding the adoption of sustainable development strategies in businesses outline the role of the manager-founder [14] (pp. [21][22][23][24][25][26][27][28][29][30][31][32][33][34][35][36], whose personal values and beliefs [15] (pp. 119-127) impact the strategic direction of the firm and its degree of sustainability.…”

A conceptual framework for barriers of circular supply chains for sustainability in the textile industry

“…In the long run, there is an uncertainty about return on investment (Kumar et al 2019; Werning and Spinler, 2020). Therefore, firms do not want to invest and take risks because of the uncertainty in profitability and the long‐term benefits it will provide within the SC (Rizos et al, 2016; Kumar et al, 2019; Narimissa et al, 2020b).…”

Joint Emission Reduction Strategy in Green Supply Chain under Environmental Regulation

“…Taking into account environmental performance, Raitasuo et al [19] investigated the relationship between green supply chain management skills and environmental performance in different countries. Narimissa et al [20] analyzed drivers and barriers for implementation and improvement of sustainable supply chain management, aiming to create and improve sustainability in the Iranian oil and gas supply chain. For more related works of literature, readers can refer to Brandenburg et al [21], Golicic and Smith [22], Wolf [23], Beske et al [24], Saberi et al [25], Zimon et al [26], Koberg and Longoni [27].…”