Prioritization of the Best Sustainable Supply Chain Risk Management Practices Using a Structural Analysis Based-Approach

• Main Authors: Manel Elmsalmi, Wafik Hachicha, Awad M. Aljuaid
• Format: Article
• Language: English
• Published: MDPI AG 2021-04-01
• Series: Sustainability
• Subjects: supply chain risk management; sustainable development practices; sustainable supply chain management; practice prioritization; sustainable supply chain risk management; strategic prospective
• Online Access: https://www.mdpi.com/2071-1050/13/9/4608

Companies attempt to improve the performance of their supply chain (SC) by distinguishing and presenting feasible sustainable development practices (SDP). Considering SDP without focusing on sustainability risks may disturb the company’s future. Very few studies in the extant literature have dealt with the impact of (SDP) on the supply chain risk management (SCRM). In fact, the aim of this paper is to classify and prioritize SDPs according to their priority for better risk management and effective SC performance. The proposed approach comprises two phases. First, 14 SDPs are identified and selected from the literature. Second, MICMAC (Matrice d’impacts croisés multiplication appliquée à un classement) method as a structural analysis method applies to identify and assess sustainable supply chain risk management (SSCRM) practices which reduce risk in the SC. The input data for each phase are based on Delphi technique, which is a process group used to collect the opinions of experts in the field. The aim of the proposed approach is to prioritize SSCRM practices and classify them into influential, non-influential, independent and dependent practices and their mutual relationships. The six key findings SSCRM practices from direct and indirect classification include the following elements: (1) Delayed differentiation, (2) Information sharing with upstream and/or downstream partners, (3) Simplification of product dismantling/anticipation of product end of life, (4) Supplier/subcontractor’s performance assessment, (5) establishing shared supply management and (6) establishment of contracts with transporters.