Enhancing the Sustainability Performance of the Organization by Proper Global Sourcing and Supply ManagementJournal: International Journal of Mechanical and Production Engineering Research and Development (IJMPERD ) (Vol.10, No. 3)
Publication Date: 2020-06-30
Authors : Rajesh Kumar Sharma;
Page : 11615-11626
Keywords : Business Strategy; Global Sourcing; SM; SSCM;
Sustainable supply chain management commonly known as SSCM involves financial feasible practices in whole life cycle of supply chain. The Main Goal of present research is to examine influence that SSCM has on business efficiency of sustainability (both environmentally and socially), the indirect and direct influence of conventional supply management (SM)is also discussed in this research result, and global procurement impact that on SSCM, SM and firm sustainable development partnerships. 5th version of Global Manufacturing Strategy Survey provided scientific evidence. Survey consisted 340 assembly fabricating companies from 20 nations. A moderated review of mediation was implemented to evaluate the function of SSCM as well as SM. A multi-group study was conducted to validate the impact of the balance provided by global sourcing. Second, the organization that applies it increases the sustainability efficiency (both economically and socially). Therefore, SM performs a complicated role in promoting SSCM adoption and making SSCM further effective. Ironically, research finding is true for Global (i.e. firms with specific external supplier relations) and Locals (i.e. firms primarily purchasing within their area). Nevertheless, SM still has a clear impact on the company's sustainable results for Locals only. Findings offer objective data for previous theoretical research. In addition, this paper extends literature by throwing light on SM's multifaceted position and the position of global procurement in moderating it. These are valuable for professionals and academics involved in improving their knowledge of how SM is linked to sustainability at business level.
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