Issues and Analysis of Important Success Elements for Supply Chain Sustainability Efforts

Andrea Appolloni^*
*Correspondence: Andrea Appolloni, Department of Management and Law, Faculty of Economics, University of Rome Tor Vergata, Rome, Italy, Email:

Editorial

With people's increasing concern for environmental preservation, many businesses have changed their attention to SCM in order to attain long-term competitive advantage. Supply management in a sustainable manner is becoming a growing concern for businesses of all sizes and across a wide range of sectors. There are a number of significant, linked social, economic and environmental challenges that require greater attention from corporate executives. Furthermore, the human population is growing at an exponential rate and it appears that natural resource consumption will increase by approximately 170 percent of the earth's capacity by 2020. One of the significant issues, even from the standpoint of a rising and emerging nation, is the high amount of carbon emissions (CO₂). It's an intriguing fact that around 2500 of the world's top corporations are responsible for more than 20% of global greenhouse gas emissions and their supply networks are primarily responsible for emissions originating from corporate activities. Furthermore, developing countries often lack the application of pollution-reducing technology as well as steps to reduce emissions from industrial activity. In terms of social and environmental implications, a more reactive strategy may appear to bear greater responsibility for external pressure from non-profit groups, consumers and governments at all levels.

The coronavirus (COVID-19) epidemic has wreaked havoc on the global supply chain. Addressing this interruption risk and ensuring SC sustainability is a critical problem for the supply chain (SC). The goal of this report is to assess the needs of stakeholders and critical success factors (CSFs) for the sustainability project in South Carolina during this pandemic. Using feedback from experts and decision-makers, a total of 16 important success criteria and three prospective stakeholders' requirements have been established. These key criteria are also assessed and graded using a hybrid best-worst quality function deployment (QFD) technique (BWM). The stakeholder requirements were identified using the QFD technique. The BWM has also been implemented to prioritise the CSFs. The contribution of the framework model for sustainable initiatives in the SC during the COVID-19 pandemic outbreak, identification of stakeholders' requirements and CSFs and prioritisation of these CSFs is the study's scientific value. Social distance, emergency logistics systems and emergency backup facilities are revealed to be the top three most essential success components. The suggested framework gives operation and supply chain managers a road map for developing appropriate solutions for supply chain sustainability activities during and after a pandemic outbreak.

Consumer enterprises are accountable for ensuring that their supply chains are adequately managed in the perspective of buyers and investors concerned about the sustainability of the things they buy and the companies in which they possess interests. These businesses also have a lot of clout when it comes to influencing their suppliers. Three ways, we believe, can assist consumer firms in making their supply chains more sustainable. Identifying significant concerns across the whole supply chain, integrating the company's supply-chain sustainability goals to the global sustainability agenda and assisting suppliers in managing their effect are just a few examples.

Companies must assess how natural and human resources are used at every step of the manufacturing process, whether in the supply chain or in direct operations, to comprehend the effect of creating consumer goods. Environmental, social and economic challenges must all be taken into account by businesses. Because there is such a wide range of consumer items, these challenges might vary greatly from one to the next. LCD manufacture, for example, emits fluorinated greenhouse gases, while coffee farms are known for employing juvenile employees to produce and harvest coffee beans [1-5].

Conflict of Interest

The author shows no conflict of interest towards this manuscript.

References

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