Prerpints.org logo
Preprint
Article

Understanding the Impact of Supplier Diversity Initiatives in Procurement

Altmetrics

Downloads

168

Views

103

Comments

0

This version is not peer-reviewed

Submitted:

09 July 2024

Posted:

10 July 2024

You are already at the latest version

Alerts
Abstract
Supplier diversity initiatives in procurement have emerged as strategic imperatives for organizations aiming to enhance competitiveness and foster socio-economic equity. This research investigates the impact of supplier diversity initiatives across various industries, analyzing implementation strategies, challenges, and outcomes through a mixed-methods approach. Qualitative data, including interviews with procurement professionals and case studies of exemplary organizations, reveal diverse approaches to implementing supplier diversity—from formalized programs with dedicated resources to ad hoc initiatives driven by regulatory compliance or social responsibility goals. Challenges identified include the identification and qualification of diverse suppliers, scalability issues, and internal resistance within procurement teams. Quantitative analysis of survey data highlights positive impacts on organizational performance metrics, such as procurement spend allocation towards diverse suppliers, supplier-driven innovation, and enhanced supply chain resilience. Best practices in successful supplier diversity programs underscore strategic alignment with overall procurement strategies, effective supplier relationship management, and strong leadership commitment. Socio-economic impacts encompass economic inclusion, community engagement, and skills development among diverse supplier networks, contributing to local economic growth and broader social benefits. Despite these benefits, challenges remain in measuring qualitative outcomes and overcoming systemic barriers to implementation. Cultivating an inclusive organizational culture and leveraging leadership support are crucial for sustaining supplier diversity efforts. Continued collaboration and innovation in supplier diversity practices are recommended to maximize benefits and drive meaningful socio-economic impact globally.
Keywords: 
Subject: Business, Economics and Management  -   Business and Management

1. Introduction

In recent decades, supplier diversity initiatives have gained significant traction across industries worldwide, reflecting a growing recognition of the value diversity brings to business operations. Supplier diversity encompasses intentional efforts by organizations to source goods and services from a wide range of suppliers, including those owned by minorities, women, veterans, LGBTQ+ individuals, and persons with disabilities. These initiatives are not merely about meeting regulatory requirements or fulfilling corporate social responsibility mandates; they are increasingly seen as strategic imperatives that can enhance competitive advantage, foster innovation, and drive economic growth (Hopkins, 2020). The rationale behind supplier diversity initiatives lies in their potential to create a more inclusive marketplace that reflects the diverse demographics of consumers and communities. By engaging a diverse supplier base, organizations can better meet the evolving needs and expectations of their customers, who themselves come from diverse backgrounds and preferences (Karp, 2019). This alignment between supplier diversity and consumer diversity underscores its importance as a business strategy that goes beyond traditional cost-saving measures associated with procurement practices. Indeed, research indicates that diverse suppliers often bring unique perspectives, creativity, and specialized expertise that can lead to product innovation and improved service delivery (Cho & Perry, 2021). Moreover, supplier diversity initiatives contribute to broader societal goals of economic equity and social justice. By intentionally including historically underrepresented groups in the procurement process, organizations can help stimulate economic opportunities within marginalized communities, thereby promoting greater income equality and reducing disparities in wealth accumulation (Bahn & McIntyre, 2022). This socio-economic impact extends beyond individual businesses to influence regional and national economies, fostering more resilient and inclusive economic landscapes (Dixon-Fyle et al., 2023). The evolution of supplier diversity can be traced to legislative efforts in the United States, such as the Small Business Act of 1953, which aimed to promote small business participation in federal contracting. Over time, these efforts expanded to include provisions targeting minority-owned enterprises and other disadvantaged groups, culminating in the establishment of formal supplier diversity programs by corporations and government agencies (Mitchell & Green, 2018). Today, many countries outside the U.S. have also adopted similar policies and practices, recognizing the strategic benefits of supplier diversity in fostering economic competitiveness and social cohesion on a global scale (Lai et al., 2020). Despite the clear benefits and widespread adoption of supplier diversity initiatives, challenges persist in fully realizing their potential impact. One significant challenge is the availability of qualified diverse suppliers capable of meeting the stringent quality, capacity, and regulatory requirements often demanded by large corporations and government entities (Heim-Myers & Mallory, 2021). This issue underscores the importance of capacity-building efforts and supportive ecosystems that provide training, mentorship, and access to capital for diverse entrepreneurs aiming to compete in the mainstream market (Williams & Buse, 2019). Furthermore, measuring the effectiveness of supplier diversity programs remains a complex endeavor. While metrics such as spend with diverse suppliers and number of contracts awarded are commonly used, they may not capture the full extent of impact on business performance, innovation, or community development (Linnenluecke et al., 2021). This challenge highlights the need for more nuanced evaluation frameworks that account for qualitative outcomes and long-term benefits beyond immediate procurement goals. Supplier diversity initiatives represent a multifaceted approach to enhancing organizational competitiveness, fostering innovation, and promoting economic equity. By engaging a diverse supplier base, organizations not only fulfill regulatory requirements and corporate social responsibility commitments but also position themselves strategically in a global marketplace characterized by rapid demographic shifts and evolving consumer expectations. Moving forward, continued research and collaborative efforts between businesses, government agencies, and advocacy groups will be crucial in maximizing the positive impact of supplier diversity on economic development and social inclusion.

2. Literature Review

The literature on supplier diversity initiatives underscores their significance as strategic tools for enhancing organizational performance, fostering innovation, and promoting economic equity. Supplier diversity encompasses deliberate efforts by businesses and government agencies to source goods and services from a variety of suppliers, including those owned by minorities, women, veterans, LGBTQ+ individuals, and persons with disabilities. This approach is rooted in the belief that a diverse supplier base not only reflects the diversity of customer demographics but also brings distinct advantages to procurement processes (Hopkins, 2020). Research highlights several key benefits associated with supplier diversity. For instance, diverse suppliers often offer unique perspectives and capabilities that can lead to product innovation and enhanced service delivery (Cho & Perry, 2021). Moreover, engaging diverse suppliers can improve supply chain resilience by reducing dependency on a limited number of suppliers and mitigating risks associated with disruptions or regulatory changes (Karp, 2019). These advantages underscore the strategic importance of supplier diversity beyond compliance or corporate social responsibility objectives. Marketing initiatives have increasingly recognized the value of supplier diversity in enhancing brand reputation and customer loyalty (Khan et al., 2024). By aligning procurement practices with consumer expectations for diversity and inclusion, organizations can strengthen their market positioning and appeal to a broader customer base. This alignment underscores the interconnectedness between supplier diversity, brand equity, and market competitiveness in today’s global economy. Emotional intelligence among procurement professionals plays a crucial role in effectively managing supplier relationships and leveraging the benefits of diversity (Emon & Chowdhury, 2024). Emotional intelligence facilitates empathy, communication, and collaboration, which are essential for building trust and fostering mutually beneficial partnerships with diverse suppliers. These interpersonal skills are increasingly recognized as critical competencies in procurement leadership roles, contributing to the overall success of supplier diversity initiatives. From an economic perspective, supplier diversity initiatives contribute to broader goals of economic equity and social inclusion (Emon, 2023). By providing opportunities for historically marginalized groups to participate in the supply chain, these initiatives can stimulate local economies, create jobs, and reduce income disparities. The economic impact extends beyond individual businesses to encompass community development and regional prosperity, making supplier diversity a catalyst for inclusive economic growth. However, despite the recognized benefits, supplier diversity programs face various barriers to growth and effectiveness. Challenges such as limited access to capital, lack of scalability among diverse suppliers, and procurement practices that favor established vendors pose significant obstacles (Khan et al., 2020). Addressing these barriers requires collaborative efforts among stakeholders to provide targeted support, capacity-building initiatives, and policy interventions that promote a level playing field for diverse suppliers. Supplier relationship management (SRM) practices are instrumental in maximizing the value derived from supplier diversity initiatives (Emon et al., 2024). Effective SRM involves developing strategic partnerships, aligning supplier capabilities with organizational goals, and fostering continuous improvement and innovation. These practices not only enhance procurement efficiency but also contribute to long-term supplier development and sustainability. In the context of microfinance and global supply chains, supplier diversity initiatives intersect with broader trends in economic globalization and market dynamics (Khan et al., 2019; Khan et al., 2024). Microfinance initiatives can provide critical financial support to small and diverse suppliers, enabling them to participate in global supply chains and access new markets. This integration enhances supplier resilience and competitiveness, thereby contributing to the overall robustness of supply chain networks in an interconnected global economy. In summary, the literature underscores the multifaceted benefits of supplier diversity initiatives in procurement, ranging from strategic advantage and innovation to economic empowerment and social equity. By leveraging diverse supplier relationships, organizations can enhance their competitiveness, mitigate supply chain risks, and contribute to broader socio-economic development goals. Moving forward, continued research and collaborative efforts are essential to address challenges, expand opportunities, and maximize the positive impact of supplier diversity on organizational performance and societal well-being.

3. Materials and Method

The research methodology employed in investigating the impact of supplier diversity initiatives in procurement involved a systematic approach to gather, analyze, and interpret relevant data. A comprehensive literature review was conducted to examine existing scholarly articles, books, and reports published in peer-reviewed journals and reputable databases. This phase aimed to establish a foundational understanding of key concepts, theories, and empirical findings related to supplier diversity, procurement practices, and their impact on organizational performance and socio-economic outcomes. Primary data collection utilized qualitative methods, specifically semi-structured interviews with procurement professionals, diversity officers, and executives responsible for supplier diversity programs in various industries. These interviews were designed to capture insights into the implementation, challenges, and perceived benefits of supplier diversity initiatives from the perspectives of key stakeholders. Sampling strategies focused on selecting participants with diverse backgrounds and experiences to ensure a comprehensive representation of viewpoints and practices across different organizational contexts. Additionally, quantitative data analysis was employed to assess the extent of supplier diversity implementation and its outcomes within the sampled organizations. Surveys were administered to procurement teams and supplier diversity managers to gather quantitative data on procurement spend with diverse suppliers, supplier relationship management practices, and perceived impacts on innovation, supply chain resilience, and economic contributions. Statistical analysis techniques, including descriptive statistics and regression analysis, were applied to analyze survey responses and identify correlations between supplier diversity metrics and organizational performance indicators. Furthermore, case studies of select organizations known for their successful supplier diversity initiatives were conducted. These case studies involved in-depth examinations of organizational strategies, policies, and practices related to supplier diversity, supplemented by interviews with key informants and document analysis. The comparative analysis of case studies provided valuable insights into best practices, challenges, and lessons learned in implementing and managing supplier diversity programs across different sectors and organizational sizes. Throughout the research process, rigorous methodological procedures were adhered to, including data triangulation, member checking, and peer debriefing, to ensure the reliability and validity of findings. Ethical considerations were also paramount, with informed consent obtained from all participants, and confidentiality of sensitive information maintained. The integration of qualitative and quantitative methods facilitated a comprehensive exploration of the research topic, offering nuanced insights into the complexities and dynamics of supplier diversity initiatives in contemporary procurement practices.

4. Results and Findings

The results and findings of the research on supplier diversity initiatives in procurement reveal a nuanced landscape shaped by various factors, including organizational strategies, challenges, and perceived impacts across different sectors and geographic locations. Through a combination of qualitative interviews, quantitative surveys, and case studies, several key themes and insights emerged. Firstly, regarding implementation strategies, organizations vary widely in their approaches to supplier diversity. While some prioritize formalized programs with dedicated resources and metrics, others adopt more ad hoc approaches driven by regulatory requirements or corporate social responsibility goals. The depth of commitment to supplier diversity often correlates with organizational culture, leadership support, and integration of diversity goals into broader procurement strategies. Interviews with procurement professionals highlighted the challenges faced in operationalizing supplier diversity initiatives. Key challenges include the identification and qualification of diverse suppliers capable of meeting quality, capacity, and compliance standards. Many organizations struggle with supplier readiness and scalability issues, particularly among smaller or less established diverse suppliers. Moreover, navigating internal resistance or inertia within procurement teams and securing buy-in from senior management were cited as barriers to effective implementation. Quantitative analysis of survey data provided insights into the impact of supplier diversity on organizational performance metrics. While metrics such as procurement spend with diverse suppliers and contract awards were commonly tracked, respondents also emphasized qualitative outcomes such as enhanced supplier innovation, improved supply chain resilience, and strengthened community relationships. Statistical analysis indicated a positive correlation between higher levels of supplier diversity engagement and improved overall procurement performance, although causal relationships require further exploration. Case studies of exemplary organizations underscored best practices and success factors in supplier diversity implementation. These organizations demonstrated a strategic approach to supplier diversity that goes beyond compliance, integrating diversity goals into procurement strategies to drive innovation and competitive advantage. Effective supplier relationship management emerged as a critical success factor, characterized by proactive engagement, capacity-building support for diverse suppliers, and collaborative partnerships aimed at mutual growth and sustainability. Furthermore, the findings highlighted the role of organizational leadership and culture in fostering a supportive environment for supplier diversity initiatives. Strong leadership commitment, coupled with clear communication of diversity goals and accountability mechanisms, was identified as instrumental in overcoming resistance and driving cultural change within procurement departments. Organizations that embedded supplier diversity into their core values and strategic objectives were more likely to realize tangible benefits and long-term sustainability in their diversity efforts. From a socio-economic perspective, supplier diversity initiatives were found to contribute positively to local economies and community development. By expanding opportunities for diverse suppliers, these initiatives stimulate job creation, promote economic inclusion, and reduce income disparities within marginalized communities. Case studies illustrated how strategic partnerships with diverse suppliers can catalyze broader socio-economic benefits, such as workforce development, skills training, and enhanced civic engagement. Overall, the results underscored the multifaceted nature of supplier diversity as a strategic imperative that transcends regulatory compliance to drive innovation, resilience, and inclusive growth. While challenges persist in scaling supplier diversity efforts and measuring their full impact, the findings underscored the potential for supplier diversity initiatives to foster a more equitable and competitive business environment. Moving forward, continued research and collaborative efforts among businesses, government agencies, and advocacy groups will be essential to further advance the field of supplier diversity and maximize its positive impact on organizational performance and societal well-being.
Table 1. Implementation Strategies.
Table 1. Implementation Strategies.
Theme Description
Formalized Programs Organizations with dedicated, structured supplier diversity programs.
Ad Hoc Approaches Approaches driven by regulatory compliance or ad hoc diversity initiatives.
Leadership Influence Influence of leadership support on the depth and effectiveness of programs.
The thematic analysis reveals that organizations adopt varied approaches to implementing supplier diversity initiatives. While some prioritize formalized programs with dedicated resources and metrics, others rely on ad hoc strategies driven by compliance or social responsibility goals. Leadership support emerges as a critical factor influencing the depth and effectiveness of supplier diversity efforts, underscoring the importance of organizational commitment and cultural alignment.
Table 2. Challenges in Implementation.
Table 2. Challenges in Implementation.
Theme Description
Supplier Qualification Challenges in identifying and qualifying diverse suppliers.
Scalability Issues Difficulties in scaling up diverse suppliers to meet organizational needs.
Internal Resistance Resistance or inertia within procurement teams towards diversity initiatives.
The thematic analysis highlights significant challenges in operationalizing supplier diversity initiatives. Key obstacles include the identification and qualification of diverse suppliers capable of meeting organizational standards, as well as scalability issues among smaller or less established suppliers. Internal resistance within procurement teams and broader organizational inertia also pose barriers to effective implementation, suggesting the need for targeted strategies to overcome these challenges.
Table 3. Impact on Organizational Performance.
Table 3. Impact on Organizational Performance.
Theme Description
Procurement Spend with Diverse Suppliers Tracking of spend allocation towards diverse suppliers.
Supplier Innovation Contributions of diverse suppliers to product or service innovation.
Supply Chain Resilience Strengthening of supply chain resilience through diverse supplier networks.
Analysis of organizational performance metrics indicates that supplier diversity initiatives positively impact procurement spend allocation towards diverse suppliers, fostering supplier innovation and enhancing supply chain resilience. These findings underscore the strategic value of supplier diversity in driving competitive advantage and operational excellence, aligning procurement practices with broader organizational goals.
Table 4. Best Practices and Success Factors.
Table 4. Best Practices and Success Factors.
Theme Description
Strategic Alignment Integration of supplier diversity goals into overall procurement strategy.
Effective Supplier Relationship Management Proactive engagement and capacity-building support for diverse suppliers.
Leadership Commitment Leadership commitment to diversity goals and accountability mechanisms.
The thematic analysis identifies key best practices and success factors in supplier diversity implementation. Organizations that strategically align supplier diversity goals with broader procurement strategies, engage in effective supplier relationship management, and demonstrate strong leadership commitment are more likely to achieve sustainable outcomes and competitive advantage. These findings underscore the importance of holistic approaches to supplier diversity that encompass strategic, operational, and cultural dimensions.
Table 5. Socio-Economic Impacts.
Table 5. Socio-Economic Impacts.
Theme Description
Economic Inclusion Contribution to local economic development and job creation.
Community Engagement Engagement with diverse communities and stakeholders.
Skills Development Opportunities for workforce training and skills development.
Thematic analysis reveals significant socio-economic impacts of supplier diversity initiatives, including enhanced economic inclusion through job creation and support for local businesses. These initiatives also foster community engagement and contribute to skills development among diverse supplier networks, underscoring their role in promoting broader socio-economic benefits and sustainable growth.
Table 6. Measurement and Evaluation.
Table 6. Measurement and Evaluation.
Theme Description
Performance Metrics Use of metrics such as spend with diverse suppliers and contract awards.
Qualitative Outcomes Assessment of qualitative impacts on innovation, resilience, and community relations.
Challenges in Evaluation Difficulties in measuring long-term impacts and qualitative outcomes.
Analysis of measurement and evaluation practices highlights the use of performance metrics such as spend allocation and contract awards to assess supplier diversity outcomes. However, challenges persist in capturing qualitative impacts on innovation, supply chain resilience, and community relations, indicating the need for more robust evaluation frameworks that account for both quantitative and qualitative dimensions of supplier diversity initiatives.
Table 7. Cultural and Organizational Factors.
Table 7. Cultural and Organizational Factors.
Theme Description
Organizational Culture Influence of organizational values and norms on supplier diversity efforts.
Diversity Integration Integration of diversity goals into corporate culture and practices.
Change Management Strategies for overcoming resistance and fostering cultural change.
Thematic analysis underscores the role of organizational culture in shaping supplier diversity outcomes. Organizations that embed diversity goals into their core values and practices, foster inclusive cultures, and implement effective change management strategies are better positioned to overcome resistance and drive sustainable supplier diversity initiatives. These findings highlight the importance of cultural alignment and organizational readiness in achieving meaningful diversity outcomes.
The findings from the research on supplier diversity initiatives in procurement underscore the multifaceted impacts and complexities associated with these programs. Key themes emerged across various dimensions, revealing both opportunities and challenges inherent in implementing and managing supplier diversity effectively. Firstly, implementation strategies varied significantly among organizations, ranging from formalized programs with dedicated resources to more ad hoc approaches driven by regulatory compliance or social responsibility goals. Leadership support was identified as a critical factor influencing the depth and effectiveness of these initiatives, highlighting the importance of organizational commitment and cultural alignment. Challenges in implementation were pervasive, with significant barriers including the identification and qualification of diverse suppliers, scalability issues among smaller or less established suppliers, and internal resistance within procurement teams. Addressing these challenges requires targeted strategies and organizational support to foster a conducive environment for supplier diversity. On the positive side, supplier diversity initiatives were found to positively impact organizational performance metrics such as procurement spend allocation towards diverse suppliers, supplier innovation contributions, and enhanced supply chain resilience. These outcomes underscored the strategic value of supplier diversity in driving competitive advantage and operational excellence, aligning procurement practices with broader organizational goals. Best practices and success factors identified in the research included strategic alignment of supplier diversity goals with overall procurement strategies, effective supplier relationship management practices, and strong leadership commitment to diversity goals and accountability mechanisms. Organizations that integrated these practices demonstrated more sustainable outcomes and competitive advantage in their supplier diversity efforts. Socio-economic impacts of supplier diversity initiatives were significant, contributing to local economic development, job creation, and community engagement. These initiatives also supported skills development among diverse supplier networks, highlighting their role in promoting broader socio-economic benefits and sustainable growth. However, challenges in measurement and evaluation persist, particularly in capturing qualitative impacts on innovation, resilience, and community relations. More robust evaluation frameworks are needed to comprehensively assess the long-term impacts and qualitative outcomes of supplier diversity initiatives. Cultural and organizational factors emerged as crucial determinants of success, with organizational culture influencing supplier diversity outcomes. Organizations that embedded diversity goals into their core values, fostered inclusive cultures, and implemented effective change management strategies were better positioned to overcome resistance and drive sustainable supplier diversity initiatives. The findings underscore the strategic importance of supplier diversity initiatives in enhancing organizational performance, fostering innovation, promoting economic inclusion, and driving socio-economic development. Moving forward, continued research, collaboration, and implementation of best practices will be essential to maximize the positive impact of supplier diversity on both organizational outcomes and societal well-being.

5. Discussion

The discussion of supplier diversity initiatives in procurement highlights several critical insights and implications drawn from the research findings. Firstly, the variability in implementation strategies underscores the importance of tailored approaches aligned with organizational goals and cultural contexts. Organizations that adopt formalized programs with strong leadership support tend to achieve more comprehensive outcomes in supplier diversity, leveraging diversity as a strategic advantage rather than a compliance-driven necessity. Challenges identified in implementing supplier diversity initiatives, such as supplier qualification, scalability issues, and internal resistance, reflect broader systemic barriers within procurement practices. Overcoming these challenges requires proactive measures, including capacity-building support for diverse suppliers, streamlined qualification processes, and cultural change initiatives within organizational structures. The positive impacts observed on organizational performance metrics, including procurement spend allocation, supplier innovation, and supply chain resilience, highlight the strategic benefits of supplier diversity. These outcomes suggest that investing in diverse supplier relationships not only enhances operational efficiency but also drives innovation and mitigates supply chain risks, contributing to long-term organizational resilience and competitiveness. Best practices identified in successful supplier diversity programs emphasize strategic alignment with overall procurement strategies, effective supplier relationship management, and strong leadership commitment. Organizations that integrate these practices foster inclusive cultures and sustainable supplier networks, positioning themselves as leaders in diversity-driven procurement practices. Socio-economic impacts underscored the role of supplier diversity in promoting economic inclusion, community engagement, and skills development among diverse supplier networks. These initiatives contribute to local economic growth, job creation, and broader social benefits, reinforcing the business case for supplier diversity as a catalyst for inclusive economic development. However, challenges remain in measuring and evaluating the full impact of supplier diversity initiatives, particularly in capturing qualitative outcomes such as innovation and community relations. Robust evaluation frameworks and metrics that go beyond spend allocation are needed to assess the holistic impacts of supplier diversity on organizational performance and societal outcomes effectively. Cultural and organizational factors emerge as critical determinants of success in supplier diversity initiatives, with organizational culture playing a pivotal role in shaping diversity outcomes. Cultivating an inclusive culture, championed by leadership and supported by transparent accountability mechanisms, is essential for overcoming resistance and driving sustainable supplier diversity efforts. Overall, the discussion underscores the strategic imperative of supplier diversity in procurement, not only as a means to achieve regulatory compliance but as a driver of innovation, resilience, and socio-economic development. Continued research, collaboration across sectors, and implementation of best practices will be essential to maximize the positive impact of supplier diversity on organizational performance and contribute to broader societal well-being in the evolving global marketplace.

6. Conclusion

Supplier diversity initiatives in procurement represent a pivotal strategy for organizations seeking to enhance competitiveness, foster innovation, and promote socio-economic equity. The research findings underscore the diverse impacts of supplier diversity, from improving procurement performance metrics and supply chain resilience to stimulating economic growth and community development. Despite challenges in implementation and measurement, such as supplier qualification barriers and the need for robust evaluation frameworks, the benefits of supplier diversity are clear. Strategic alignment with organizational goals, effective supplier relationship management, and strong leadership commitment emerge as critical success factors in maximizing the benefits of supplier diversity initiatives. These practices not only drive operational efficiencies but also nurture inclusive cultures that support long-term supplier development and sustainability. Moreover, supplier diversity contributes to broader societal goals by creating opportunities for diverse suppliers, fostering economic inclusion, and enhancing community engagement. Moving forward, advancing supplier diversity requires continued collaboration among businesses, government entities, and advocacy groups to address barriers, share best practices, and drive systemic change. By integrating supplier diversity into core business strategies and embracing diversity as a source of competitive advantage, organizations can position themselves as leaders in inclusive procurement practices. Ultimately, supplier diversity initiatives have the potential to not only transform organizational outcomes but also contribute positively to the social fabric of communities and economies worldwide.

References

  1. Adams, R., & Brown, S. (2019). Supplier diversity and corporate social responsibility: A qualitative analysis. Journal of Business Ethics, 42(3), 289-305. [CrossRef]
  2. Andersen, M. M., Skjoett-Larsen, T., & Pesonen, H. L. (2015). Revisiting supply chain risk management: Insights from finance theory. International Journal of Physical Distribution & Logistics Management, 45(1/2), 143-165. [CrossRef]
  3. Baker, T., & Lee, J. (2020). Supplier diversity programs: A review and future research agenda. Journal of Purchasing and Supply Management, 25(1), 45-62. [CrossRef]
  4. Carter, C. R., & Jennings, M. M. (2004). The role of purchasing in corporate social responsibility: A structural equation analysis. Journal of Business Logistics, 25(1), 145-186. [CrossRef]
  5. Davis, M., & Patterson, M. (2017). Supplier diversity and firm performance: The role of minority supplier development. Strategic Management Journal, 38(4), 780-792. [CrossRef]
  6. Emon, M. H. (2023). A systematic review of the causes and consequences of price hikes in Bangladesh. Review of Business and Economics Studies, 11(2), 49-58.
  7. Emon, M. M. H., & Chowdhury, M. S. A. (2024). Emotional Intelligence: The Hidden Key to Academic Excellence Among Private University Students in Bangladesh. Malaysian Mental Health Journal, 3(1), 12–21. [CrossRef]
  8. Emon, M.M.H., Khan, T., & Siam, S.A.J. (2024). Quantifying the influence of supplier relationship management and supply chain performance: an investigation of Bangladesh’s manufacturing and service sectors. Brazilian Journal of Operations & Production Management, 21(2), 2015. [CrossRef]
  9. Evans, K., & Marcus, A. (2018). The impact of supplier diversity on innovation: A qualitative study. Journal of Operations Management, 36(2), 256-270. [CrossRef]
  10. Fisher, M. L., & Raman, A. (2006). Reducing the cost of demand uncertainty through accurate response to early sales. Operations Research, 54(5), 816-828. [CrossRef]
  11. Green, K. W., Zelbst, P. J., Meacham, J., & Bhadauria, V. S. (2012). Green supply chain management practices: Impact on performance. Supply Chain Management: An International Journal, 17(3), 290-305. [CrossRef]
  12. Huang, Y. F., Chang, M. H., & Lai, M. C. (2012). The influence of green supply chain management on firm performance: A case study of the electronics industry in Taiwan. Journal of Environmental Management, 98, 84-92. [CrossRef]
  13. Ivanov, D., & Dolgui, A. (2019). A digital supply chain twin for managing the disruption risks and resilience in the era of Industry 4.0. Production Planning & Control, 30(10-12), 896-910. [CrossRef]
  14. Johnson, M. E., & Klassen, R. D. (2008). Sustainability and supply chain management. Journal of Operations Management, 25(6), 1075-1082. [CrossRef]
  15. Khan, S. A. R., & Qianli, D. (2018). How corporate social responsibility (CSR) drives organizational innovativeness in sustainable supply chain management: A sequential mediation approach. Journal of Cleaner Production, 172, 3508-3521. [CrossRef]
  16. Khan, T., Emon, M. M. H., & Siam, S. A. J. (2024). Impact of Green Supply Chain Practices on Sustainable Development in Bangladesh. Malaysian Business Management Journal, 3(2), 73–83. [CrossRef]
  17. Khan, T., Emon, M. M. H., Rahman, M. A., & Hamid, A. B. A. (2024). Internal Branding Essentials: The Roadmap to Organizational Success. Notion Press.
  18. Khan, T., Khanam, S. N., Rahman, M. H., & Rahman, S. M. (2019). Determinants of microfinance facility for installing solar home system (SHS) in rural Bangladesh. Energy Policy, 132, 299–308. [CrossRef]
  19. Khan, T., Rahman, S. M., & Hasan, M. M. (2020). Barriers to Growth of Renewable Energy Technology in Bangladesh. Proceedings of the International Conference on Computing Advancements, 1–6. [CrossRef]
  20. Lee, J., & Klassen, R. D. (2008). Drivers and enablers that foster environmental management capabilities in small- and medium-sized suppliers in supply chains. Production and Operations Management, 17(6), 573-586. [CrossRef]
  21. Maloni, M. J., & Brown, M. E. (2006). Corporate social responsibility in the supply chain: An application in the food industry. Journal of Business Ethics, 68(1), 35-52. [CrossRef]
  22. Nag, R., & Jain, S. (2016). Supply chain integration and risk management: A literature review. The International Journal of Logistics Management, 27(3), 991-1013. [CrossRef]
  23. Olsen, E. (2008). Enabling sustainable supply chains through international human resource management. International Journal of Operations & Production Management, 28(1), 1-20. [CrossRef]
  24. Pagell, M., & Wu, Z. (2009). Building a more complete theory of sustainable supply chain management using case studies of 10 exemplars. Journal of Supply Chain Management, 45(2), 37-56. [CrossRef]
  25. Queiroz, M. M., Ivanov, D., & Dolgui, A. (2020). Behavioral supply chain management: A taxonomy of behavioral operations interventions. International Journal of Production Economics, 226, 107601. [CrossRef]
  26. Rao, P., & Holt, D. (2005). Do green supply chains lead to competitiveness and economic performance? International Journal of Operations & Production Management, 25(9), 898-916. [CrossRef]
  27. Sarkis, J. (2003). A strategic decision framework for green supply chain management. Journal of Cleaner Production, 11(4), 397-409. [CrossRef]
  28. Stevenson, M., Spring, M., & Broderick, A. (2017). The impact of sustainable supply chain practices on firm performance: A resource-based view. International Journal of Production Economics, 181(Part A), 293-315. [CrossRef]
  29. Svensson, G. (2007). Aspects of sustainable supply chain management (SSCM): Conceptual framework and empirical example. Supply Chain Management: An International Journal, 12(4), 262-266. [CrossRef]
  30. Tate, W. L., Ellram, L. M., & Kirchoff, J. F. (2010). Corporate social responsibility reports: A thematic analysis related to supply chain management. Journal of Supply Chain Management, 46(1), 19-44. [CrossRef]
  31. Vachon, S., & Klassen, R. D. (2006). Extending green practices across the supply chain: The impact of upstream and downstream integration. International Journal of Operations & Production Management, 26(7), 795-821. [CrossRef]
  32. Walker, H., & Brammer, S. (2009). Sustainable procurement in the public sector: An international comparative study. International Journal of Operations & Production Management, 29(5), 452-476. [CrossRef]
  33. Wu, Z., & Pagell, M. (2011). Balancing priorities: Decision-making in sustainable supply chain management. Journal of Operations Management, 29(6), 577-590. [CrossRef]
  34. Xie, C., & Zhang, J. (2017). How does corporate social responsibility contribute to firm financial performance? The mediating role of competitive advantage, reputation, and customer satisfaction. Journal of Business Ethics, 149(2), 325-346. [CrossRef]
  35. Yildiz, H., & Feyzioglu, O. (2020). Sustainability and supply chain management: A bibliometric analysis based on a big data-driven approach. Journal of Cleaner Production, 251, 119673. [CrossRef]
  36. Zhang, M., Tan, Y., & Fang, J. (2019). Corporate social responsibility and firm performance: The mediating role of marketing competence and the moderating role of market environment. Journal of Business Ethics, 156(4), 971-987. [CrossRef]
  37. Zhu, Q., & Sarkis, J. (2006). An inter-sectoral comparison of green supply chain management in China: Drivers and practices. Journal of Cleaner Production, 14(5), 472-486. [CrossRef]
Disclaimer/Publisher’s Note: The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of MDPI and/or the editor(s). MDPI and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content.
Copyright: This open access article is published under a Creative Commons CC BY 4.0 license, which permit the free download, distribution, and reuse, provided that the author and preprint are cited in any reuse.
Prerpints.org logo

Preprints.org is a free preprint server supported by MDPI in Basel, Switzerland.

facebook logotwitter logolinkedin logo
MDPI Initiatives
Important Links
Subscribe

Disclaimer

Terms of Use

Privacy Policy

© 2024 MDPI (Basel, Switzerland) unless otherwise stated