Sustainable Supply Chain Management in the Route for a Circular Economy: An Integrative Literature Review

Abstract

Sustainable supply chain management (SSCM) considers social, environmental, and economic dimensions of sustainability. In the context of the pandemic, organizations must face consequences striking the wider dimensions of sustainability. Thus, after the COVID-19 pandemic, how will the value chains collaborate for the transition from a traditional (linear) to a Circular Economy? From this question, in this paper, we analyze the international papers that connect sustainable supply chain management (SSCM) with circular economy (CE). We conducted an Integrative Literature Review based on the Web of Science and Scopus databases from 2010 to 2020, using the Methodi Ordinatio protocol to classify the papers. The 37 best-ranked papers were analyzed thoroughly. The results show the prominent authors, institutions, the network relationship between authors, the evolution of publications, and the leading journals. The content of these articles was categorized and discussed about the changes in the way products are manufactured, distributed, consumed, and recovered. The integration of CE principles in SSCM has been evaluated as having potential utility for industries, cities, and businesses in general. Finally, an agenda was identified with suggestions for further research, which can aid researchers and practitioners acting in this field. Managers can obtain insights to improve supply chain sustainability and consequently respond to the challenges imposed by the current pandemic.

Environmental collaboration with suppliers and cost performance: exploring the contingency role of digital orientation from a circular economy perspective

“…, 2014). This argument seems to align with the circular economy literature, which suggests that to reach higher levels of circularity such as the “10 Rs” not only technological innovation is necessary but also socio-institutional innovation (Cerqueira-Streit et al. , 2021).…”

“…However, a proactive behaviour that continuously challenges innovation processes and organisational culture is also a strong determinant in the adoption of digital technologies (Jones et al, 2014). This argument seems to align with the circular economy literature, which suggests that to reach higher levels of circularity such as the "10 Rs" not only technological innovation is necessary but also socio-institutional innovation (Cerqueira-Streit et al, 2021). Recent literature has suggested the role of digitally enabled developments such as IoT, big data and cloud computing as key to potentiate circularity (Montag, 2022).…”

“…, 2021) by, at least, the “3 Rs”: reduce, reuse, and recycle; however, these initial strategies have been expanded by recovery, redesign and remanufacture (“6 Rs”) (Batista et al. , 2019), and even by rethink, repair, refurbish and repurpose to achieve the “10 Rs” (Cerqueira-Streit et al. , 2021).…”

“…Additionally, our model reveals how a digital business environment supports SSCM practices and circular economy principles. Overall, circular economy aims to close, slow and dematerialise loops (Hazen et al, 2021) by, at least, the "3 Rs": reduce, reuse, and recycle; however, these initial strategies have been expanded by recovery, redesign and remanufacture ("6 Rs") (Batista et al, 2019), and even by rethink, repair, refurbish and repurpose to achieve the "10 Rs" (Cerqueira-Streit et al, 2021). Our integrated model provides a specific configuration of SSCM-circular economy practices, performance and DO that aims to contribute to the achievement of the "10 Rs" of circular economy.…”

The effect of macroeconomics and supply chain finance (SCF) on profitability: Evidence from manufacturing companies

“…This encompasses three critical dimensions of sustainable development, namely social, environmental, and economic (Emamisaleh et al, 2018;Cerqueira-Streit et al, 2021). Company performance that is being scrutinized for its contribution to societal welfare seeks to minimize environmental impact to remain profitable (Harahap et al, 2019).…”