Sustainable Supply Chain of Enterprises: Value Analysis

Abstract

An enterprise carrying out operations according to the sustainable development (SD) concept should maximize its business goals without affecting interest groups. It requires not only a rethinking, but also a partial allocation of profit to social goals—used to contribute to and create a positive image of the enterprise and improve its competitiveness—over the long-term. Operations should result in an increase in profit—indirectly—by way of demand. This paper explores the sustainable supply chain (SSC) concept and the interplay of corporate social responsibility (CSR) within business objectives. The concept of SSC-compliant CSR is primarily stressed as an executive, top-down centric role. Businesses and societies at large that foster an SD continuum are considered healthy economies. The SD of enterprises and CSR in business are explored in relation to social investment and considered a viable long-term strategy for doing business. A pilot case study of Poland is carried out as a value analysis of the SSCs of enterprises. The key findings illustrate the benefits and problems of SSCs applied at the enterprise level. The problems of applying the principles of SSC within the enterprise and the connection between its levels of strategy and social value in terms of CSR and entrepreneurial operations are examined. Comparative studies indicate a number of overlapping trends in which positive SSC is cross-functional toward business partners, suppliers, customers, investors, and local communities.

Supply Chain Integration Enables Resilience, Flexibility, and Innovation to Improve Business Performance in COVID-19 Era

“…Consequently, hypothesis H9, which states that supply chain integration indirectly affects business performance through the innovation system, is not supported. This finding contradicts the previous study, which states that an innovation system affects business performance [12,23,43,48]. As defined previously, the innovation system is the extent to which the organization performs innovation measured with five items, namely, latest best practice adoption (In.Sy1), continuous product development (In.Sy2), use of technology as needed (In.Sy3), the introduction of new products on an ongoing basis (In.Sy4), and on-time marketing of new products (In.Sy5).…”

“…Supply chain flexibility in Asian manufacturing companies is measured through comparisons with its competitors and measured by volume flexibility and mix flexibility indicators [17]. Supply chain flexibility relates to the company's ability to obtain, process, and send information to help supply chain activities be efficient and effective [9,43]. Manufacturing flexibility is related to customizing products, volume flexibility, mix flexibility, delivery speed, and delivery reliability [19].…”

“…A balance of tangible and intangible indicators is used to assess performance in performance assessment systems. Building a robust supply chain system is unquestionably a key factor in boosting company efficiency [43]. This partnership will help companies increase the efficiency and quality of manufacturing processes in the supply chain to manufacture goods, manage costs, and improve supplier relationships, all of which influence overall company performance [50].…”

“…The reduction in management costs, lead time, order time, inventory, and the elimination of late delivery are operational success measures [43,54]. Determining delivery accuracy, increased flexibility, capacity to fulfill orders, and increased customer loyalty are some of the organizational efficiency indicators used and customer satisfaction [55].…”

Seaports as Nodal Points of Circular Supply Chains: Opportunities and Challenges for Secondary Ports

“…While the concept of sustainable and green ports has become the subject of numerous in-depth studies [1][2][3][4][5][6], the transformation of seaport business models towards a circular economy is a relatively new area of research. The concept of the circular economy is also perceived as a prerequisite for the sustainable growth of a seaport [7].…”