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Building sustainable global supply chains Dr. Stephen Brammer Professor of Strategy and Associate Dean for Research, Warwick Business School Co-authors: Drs. Stefan Hoejmose and Andrew Millington, University of Bath. Four key questions.

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Building sustainable global supply chains Dr. Stephen Brammer

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Building sustainable global supply chains dr stephen brammer

Building sustainable

global supply chains

Dr. Stephen Brammer

Professor of Strategy and Associate Dean for Research, Warwick Business School

Co-authors: Drs. Stefan Hoejmose and Andrew Millington, University of Bath


Four key questions

Four key questions

  • What are the main issues, drivers and motivators identified in the research?

  • What does the data suggest most firms are doing to manage these issues? What risks does such an approach entail?

  • 3.What practices characterize cutting-edge approaches to sustainable global supply chains?

  • 4.What conditions contribute to the attainment to sustainable global supply chains?


Data analyzed in our research

Data analyzed in our research


The most prominent issues

The most prominent issues


Sources of pressure

Sources of pressure


Motivations for managing global supply chains sustainably

Motivations for managing global supply chains sustainably


Sustainable global supply chains common baseline practices

Sustainable global supply chains: Common “baseline” practices


Shortcomings of baseline practices

Shortcomings of baseline practices

  • Un-negotiated expectations lack legitimacy

  • Codes of conduct are static and unresponsive

  • Third-party certification is costly

  • Monitoring and auditing undermine trust


Sustainable global supply chains best practices

Sustainable global supply chains: Best practices


Conditions supporting improved supply chain practice

Conditions supporting improved supply chain practice


Conclusions

Conclusions

  • Managing a global supply chain sustainably is a complex and multifaceted task

  • The most common practices identified in our research provide a useful first step, but suffer from some inherent limitations

  • More ambitious “best practices” address these limitations but require more integrated consideration of the relationship between a firm’s strategy, operations, and partnerships


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