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The rationale for responsible supply chain management and stakeholder engagement

Mark Anthony Camilleri (Department of Corporate Communication, Faculty of Media and Knowledge Sciences, University of Malta, Msida, Malta and University of Edinburgh, Edinburgh, Scotland)

Journal of Global Responsibility

ISSN: 2041-2568

Article publication date: 8 May 2017

Abstract

Purpose

Firms are increasingly resorting to responsible supply chain management as they align their economic success with socially responsible initiatives in their value chain. This contribution aims to suggest that there are opportunities for global corporations who are keen on integrating responsible practices into their business operations. It is in their interest to report about their responsible supply chain management, social performance and sustainable innovations to their stakeholders.

Design/methodology/approach

This paper identifies future research avenues in the promising areas of responsible procurement and global supply chain management.

Findings

The corporations’ differentiated strategies as well as their proactive engagement in responsible supply chain management can lead them to achieve a competitive advantage in the long term. The low-cost producers may be neglecting the marketplace stakeholders, including suppliers, distributors among others. Moreover, the smaller businesses’ could not be in a position to follow responsible procurement practices, as they may lack the scarce resources to do so.

Originality/value

This paper raises awareness about the integration of socially responsible behaviours and sustainable practices in business operations. It contends that a responsible supply chain management necessitates an improved relationship with suppliers and distributors in the value chain. This stakeholder engagement with ultimately create value to the businesses themselves.

Keywords

Citation

Camilleri, M.A. (2017), "The rationale for responsible supply chain management and stakeholder engagement", Journal of Global Responsibility, Vol. 8 No. 1, pp. 111-126. https://doi.org/10.1108/JGR-02-2017-0007

Publisher

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Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited