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Inclusive purchasing and supply chain resilience capabilities: Lessons for social sustainability

Author

Listed:
  • Minelle Silva

    (Excelia Group | La Rochelle Business School, CERIIM - Centre de Recherche en Intelligence et Innovation Managériales - Excelia Group | La Rochelle Business School)

  • Salomée Ruel

    (Excelia Group | La Rochelle Business School, CERAG - Centre d'études et de recherches appliquées à la gestion - UGA - Université Grenoble Alpes, EMLV - École de management Léonard de Vinci)

Abstract

In the face of unexpected changes in their dynamic business environment, purchasing and supply chain (SC) managers have been challenged to boost SC resilience while maintaining their sustainability concerns. In this changing environment, this paper aims to explore: (1) how (social) sustainability affects SC resilience and (2) what the role of purchasing is for SC resilience. Through a dynamic capability view as the theoretical lens, we investigate whether and how an inclusive purchasing programme could enhance SC resilience capabilities to cope with the Covid-19 outbreak. We developed a Case study with various SC members of a multinational cosmetics company that, despite suffering from a sudden demand disruption during the outbreak, maintained its sustainability actions. The results show that four operational SC resilience capabilities were amplified: ‘visibility', ‘adaptability', ‘collaboration' and ‘financial strength'. In addition, a new capability entitled ‘empowerment' was mobilised during this period. These factors helped the inclusive purchasing maintenance and were essential to supporting social sustainability. In addition, our results show that sustainable PSM, which is overlooked in the literature, is key for SC resilience. This article contributes to theory and practice because it demonstrates the role and relevance of (inclusive) purchasing in a company's ability to cope with SC disruptions, such as those resulting from the outbreak.

Suggested Citation

  • Minelle Silva & Salomée Ruel, 2022. "Inclusive purchasing and supply chain resilience capabilities: Lessons for social sustainability," Post-Print hal-04809674, HAL.
    • Handle: RePEc:hal:journl:hal-04809674
    DOI: 10.1016/j.pursup.2022.100767
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    Citations

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    Cited by:

    1. Bojan Obrenovic & Danijela Godinic & Mato Njavro, 2024. "Sustaining company performance during the war-induced crisis using sourcing capability and substitute input," Environment, Development and Sustainability: A Multidisciplinary Approach to the Theory and Practice of Sustainable Development, Springer, vol. 26(12), pages 30001-30026, December.
    2. Zahra Fozouni Ardekani & Minelle E. Silva & Sara Jalilian, 2026. "Mind the social sustainability gap: effects of buyers’ social sustainability orientation on suppliers’ social outcomes," Operations Management Research, Springer, vol. 19(1), pages 1-14, March.
    3. Sharfuddin Ahmed Khan & Muhammad Shujaat Mubarik & Syed Imran Zaman & Alessio Ishizaka & Kanwal Saleem, 2025. "Transparency enhancement of supply chain capabilities through social media: a proposed hierarchical model," Environment, Development and Sustainability: A Multidisciplinary Approach to the Theory and Practice of Sustainable Development, Springer, vol. 27(2), pages 4363-4401, February.
    4. Chen, Guangren & Yu, Zuwei, 2024. "Digital finance, value cocreation, and supply chain resilience: Evidence from listed manufacturing firms in China," Finance Research Letters, Elsevier, vol. 70(C).
    5. Qiao, Penghua & Xie, Yusha & Fung, Anna & Feng, Keyou & Fung, Hung-Gay, 2025. "Optimizing smart supply chain for enhanced corporate ESG performance," International Review of Financial Analysis, Elsevier, vol. 97(C).

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