Inclusive purchasing and supply chain resilience capabilities: Lessons for social sustainability |
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| Institution: | 1. Excelia Business School, Supply Chain, Purchasing and Project Management Department, France;2. Kedge Business School, MOSI - Sustainability Excellence Center, France;1. Department of Marketing and Management, College of Business Administration, The University of Texas at El Paso, 500 W University, El Paso, TX, 79902, USA;2. Department of Supply Chain Management, W. P. Carey School of Business, Arizona State University, 300 E Lemon St, Tempe, AZ, 85287, USA;1. The Department of Economics at Umeå School of Business, Economics, and Statistics at Umeå University, 901 87, Umeå, Sweden;2. The National Institute of Economic Research (NIER), 103 62, Stockholm, Sweden;1. Department of Information Technology and Analytics, Kogod School of Business. American University, Washington, DC, 20016, USA;2. Department of Marketing and Supply Chain Management, East Carolina University, Greenville, NC, 27858, USA;3. Department of Business Administration, University of Verona, Via Cantarane 24, Polo Santa Marta, 37129, Verona, Italy;4. Department of Logistics & Operations Management, G. Brint Ryan College of Business, University of North Texas, Denton, TX, 76203, USA;1. Aarhus University, School of Business and Social Sciences, Fuglesangs Allé 4, DK-8210 Aarhus V, Denmark;2. Aalborg University Business School, Fibigerstræde 11, DK-9220 Aalborg Ø, Denmark;3. Norwegian University for Science and Technology (NTNU), Norway |
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| Abstract: | In the face of unexpected changes in their dynamic business environment, purchasing and supply chain (SC) managers have been challenged to boost SC resilience while maintaining their sustainability concerns. In this changing environment, this paper aims to explore: (1) how (social) sustainability affects SC resilience and (2) what the role of purchasing is for SC resilience. Through a dynamic capability view as the theoretical lens, we investigate whether and how an inclusive purchasing programme could enhance SC resilience capabilities to cope with the Covid-19 outbreak. We developed a Case study with various SC members of a multinational cosmetics company that, despite suffering from a sudden demand disruption during the outbreak, maintained its sustainability actions. The results show that four operational SC resilience capabilities were amplified: ‘visibility’, ‘adaptability’, ‘collaboration’ and ‘financial strength’. In addition, a new capability entitled ‘empowerment’ was mobilised during this period. These factors helped the inclusive purchasing maintenance and were essential to supporting social sustainability. In addition, our results show that sustainable PSM, which is overlooked in the literature, is key for SC resilience. This article contributes to theory and practice because it demonstrates the role and relevance of (inclusive) purchasing in a company's ability to cope with SC disruptions, such as those resulting from the outbreak. |
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| Keywords: | Supply chain resilience Inclusive purchasing Dynamic capabilities view Social sustainability Covid-19 outbreak |
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