The last decade has witnessed the emergence of sustainability, one of the most
critical business concerns in a firm’s supply chain. Many firms have realized that it may
go wrong if the supply chain is ignored when facing global sustainability challenges
(Cherrafi, Garza-Reyes, Kumar, Mishra, Ghobadian, & Elfezazi, 2018). Moreover, due
to the advanced consciousness among collaborators of the local society and
environment, the importance of social sustainability in the supply chain has regularly
increased (Schmidt, Foerstl, & Schaltenbrand, 2017). According to Bergman, Bergman,
& Berger (2017), sustainability means satisfying today’s demands without endangering
the needs of future generations. Additionally, many researchers have investigated
whether enhancing sustainability practices in a firm’s supply chain is essential to
developing supply chain performance (Singh & Trivedi, 2016; Winter & Knemeyer,
2013).
In addition, famous global brands such as Adidas, H&M, Nestle, and Coca-Cola
have gradually moved forward to build a more sustainable supply chain. They are
controlling the adherence of their strategic stakeholders and developing their ability to
identify social, economic, and environmental issues in focal companies (Nicolăescu,
Alpopi, & Zaharia, 2015). According to the triple bottom lines, managers should
improve the relationship between economic, social, and environmental activities to
achieve sustainability and high performance in their supply chain (Sánchez-Hernández,
Vázquez-Burguete, García-Miguélez, & Lanero-Carrizo, 2021). In other words, these
activities mentioned above must be integrated into the company’s final strategies;
