How do supply chain managers perceive the relationship between resilience and sustainability practices? An exploratory study

Abstract

Even though resilience and sustainability are the two overarching strategic goals of contemporary supply chain management, very few studies have investigated the relationship between resilience and sustainability practices. To increase our theoretical understanding of this important relationship, this paper examines the extent to which supply chain managers perceive tensions and complementarities between both sets of practices. Using a paradox theory lens, the paper conducted in‐depth interviews with 31 supply chain managers in Western Europe and the Middle East that reveal a complex and multifaceted relationship. Namely, our findings indicate that some supply chain managers perceive the relationship as conflictive, others as synergistic, whereas a third group sees them as fundamentally orthogonal to each other. Furthermore, our findings uncover specific perceived complementarities and tension areas. Taken together, in responding to calls for research on the topic, our findings contribute to the advancement of theory regarding supply chain resilience and supply chain sustainability practices and address the need to shed more light on the tensions faced by supply chain managers when implementing distinct sets of supply chain practices.

The role of digital technologies in supporting the implementation of circular economy practices by industrial small and medium enterprises

“…Semi‐structured interviews are an appropriate method for complementing extant knowledge when the related empirical literature seems fragmented (Cagno et al, 2023; Kallio et al, 2016). Semi‐structured interviews are indeed the right method to embrace to shed preliminary and exploratory light on a limited addressed topic (Cotta et al, 2022; Negri et al, 2022). Moreover, they allow asking immediate follow‐up questions when issues arise (Adams, 2015), thus benefitting from the emerging free dialog (Dicicco‐Bloom & Crabtree, 2006).…”

Advanced Analytics in Supply Chain Resilience: A Comparative Review of African and Usa Practices

“…Moreover, the role of big data analytics and artificial intelligence in enhancing supply chain resilience has been highlighted, emphasizing the need for advanced analytical approaches to bolster resilience in supply chains (Zamani et al, 2022). The interplay between supply chain resilience and sustainability practices has also been a subject of exploration, with a call for empirical examinations to comprehensively understand their relationship (Cotta et al, 2022). Furthermore, the vulnerability of global supply chains to environmental uncertainties has accentuated the importance of supply chain resilience, particularly in the context of the textile industry, emphasizing the need for resilience to mitigate disruptions (Thị et al, 2023).…”

“…There is also a need to explore the role of big data analytics capabilities in bolstering supply chain resilience and firm performance from a dynamic capability view (Bahrami & Shokouhyar, 2021). Furthermore, research should focus on advancing theory regarding the interrelationships between supply chain resilience and sustainability practices, uncovering perceived complementarities and conflict areas between them (Cotta et al, 2022). Additionally, deploying resilience enablers to mitigate risks in sustainable fashion supply chains and assessing system-wide and tier-specific resilience to supply chain risks are important areas for future research (Hsu, 2021;Pournader et al, 2016).…”

Navigating circular economy: Unleashing the potential of political and supply chain analytics skills among top supply chain executives for environmental orientation, regenerative supply chain practices, and supply chain viability

“…As such, top SC executives must act like diplomats by taking appropriate actions at the right time to ensure that the firm's environmental orientation is maintained. According to Cotta et al (2022), SC managers who view resilience and sustainability practices as mutually beneficial are inclined to actively pursue both aspects. They actively seek innovative opportunities, adapt to unforeseen challenges, and effectively manage potential sources of tension to ensure the success of their initiatives in these areas.…”