Journal of Cleaner Production 181 (2018) 726e744

Contents lists available at ScienceDirect

Journal of Cleaner Production

journal homepage: www.elsevier.com/locate/jclepro

Sustainable supply chain quality management: A systematic review

Ali Bastas*, Kapila Liyanage
College of Engineering and Technology, University of Derby, Derby, United Kingdom

a r t i c l e i n f o a b s t r a c t

Article history: Maintaining profitability measures while conducting business through environmentally and socially
Received 17 September 2017 sustainable operations is an optimization challenge for organizations globally and for our society. Aiming
Received in revised form to contribute to the research streams on this global challenge, this paper studies the state of the art
8 December 2017
literature on two management methodologies along with sustainability management from an integra-
Accepted 16 January 2018
tion perspective: quality management with its intraorganizational focus and supply chain management
Available online 3 February 2018
with its interorganizational view. The paper establishes key themes, trends and new avenues for research
through a structured systematic review. The systematic review undertaken includes both descriptive
Keywords:
Sustainability
analysis and thematic synthesis of state of the art quality management, sustainability and supply chain
Quality management management integration literature. Integration synergies of quality and supply chain management were
Supply chain management established including performance improvements and integration increasing the effect of both meth-
Sustainable supply chain quality odologies. Incorporation of sustainability into quality and supply chain management was identified to be
management a highly emerging area with multi-dimensional (financial, ecologic and social) approaches highly in need
ISO9001 for more sustainable supply chains. Ultimately, a new, emerging research area was revealed: sustainable
Supply chain integration supply chain quality management. Although, several reviews were conducted on the quality, supply
chain and sustainability management practices, this study is one of the very few, undertaken from the
perspective of all three approaches and cumulative integration. This contribution provides an initial
theoretical framework to guide future theory building on a fruitful research avenue.
© 2018 Elsevier Ltd. All rights reserved.

Contents

1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 727
1.1. Research objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 727
2. Research materials and methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 728
3. Results and findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 729
3.1. Descriptive analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 729
3.2. Thematic synthesis and analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 732
3.2.1. Supply chain quality management - SCQM research themes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 732
3.2.2. Sustainable supply chain management - SSCM research themes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 733
3.2.3. Sustainable quality management - SQM research themes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 734
3.2.4. Sustainable supply chain quality management - SSCQM research themes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 735
3.3. Sustainable supply chain quality management - a theoretical framework proposal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 736
3.3.1. Structural model integrating QM (ISO9001), SCM (integration) and sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 736
3.3.2. Road map for implementation and operationalisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 738
4. Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 738
4.1. Sustainable supply chain quality management e an emerging research field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 738
4.2. Limitations and future research directions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 739
5. Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 739
List of Articles included in the Literature Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 739

* Corresponding author.
E-mail address: [email protected] (A. Bastas).

https://doi.org/10.1016/j.jclepro.2018.01.110
0959-6526/© 2018 Elsevier Ltd. All rights reserved.
 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744 727

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 742

1. Introduction SCM with the sustainability imperative, this study aims to address
the following research questions:
Customers, legislation bodies and other interested parties are
demanding higher business performance from organizations
What are the relationships between the quality, supply chain
environmentally, socially and financially through responsible and sustainability management methodologies?
management of products, processes and services. Consequently,
What are the key integration issues of quality, supply chain and
sustainability management (SM) is now a strategic parameter for sustainability management methodologies including synergies,
the continuity of businesses, for satisfying the current society needs complications and further avenues for integration?
while not sacrificing the ability of meeting future needs. Achieving
triple bottom line (TBL) performance which is hitting economical Our research motivation is to support and contribute to facili-
profitability measures while continuously improving on environ- tation of continued research on the interdependencies between the
mental and social impact levels through synergistic policies and influential methodologies of QM, SCM and SM with an in-depth
strategies is an intricate matter for the industry and sustainability study on the current literature on this emerging subject, which
field (Rajeev et al., 2017). we believe will benefit the industry practitioners, the academic
Supply chain management (SCM) facilitates integration be- theoreticians and our society. Several recent literature reviews
tween the customer base, the distribution network, activities in- were conducted on the integration of SCM with sustainability
ternal to firms and supply base, thus SCM practices highly influence (Rajeev et al., 2017; Reefke and Sundaram, 2016), QM with sus-
organizational performance, sustainability performance and how tainability (Siva et al., 2016) and QM with SCM (Sharma et al., 2012;
this is perceived by the external stakeholders of firms. In the cur- Talib et al., 2011), establishing knowledge bases on research
rent trend of globalization and increasing competition, the strategic themes, integration issues and synergies along with emphasis on
management of all external and internal stakeholders from raw further integration potential for firm performance and sustain-
material suppliers to end users is the primary focus for SCM, hence ability improvements. On the other hand, there are no, or highly
SCM is well positioned as an influential management method for limited reviews undertaken to date from the lens of all three (QM,
sustainability performance of organizations (Reefke and Sundaram, SCM and sustainability), connecting links and exploring further
2016). Stemming from this strategic position of SCM and perceived synergies with a view to support future development of more ho-
direct impacts on key stakeholders, sustainability research streams listic management models (as represented in Fig. 1). The research
incorporated triple bottom line considerations into SCM ap- objectives set out in this review stem from this principle of
proaches, resulting in the highly growing research avenue of sus- providing new insights and a collective perspective that has not yet
tainable supply chain management (SSCM) (Ansari and Qureshi, been established in integration research streams that grew in
2015). Seuring and Müller (2008) articulated SSCM as “the man- isolation to each other.
agement of material, information and capital flows as well as The subsequent sections of this paper contain the following:
collaboration among firms along the supply chain while taking Section 2 describes the systematic literature review research ma-
goals from all three dimensions of sustainable development, i.e. terials and methodology utilized; the descriptive outcomes of the
economic, environmental and social, into account which are research streams and results of thematic analyses are provided in
derived from customer and stakeholder requirements”. Türkay
et al. (2016) point out the current research need to integrate all
sustainability dimensions (historically economic dimension
considered only) in supply chain design and planning for holistic
sustainability assessments of supply chain strategies.
Stakeholder focus is at the center of quality management (QM),
sharing the common end goal with SCM i.e. customer satisfaction
(Talib et al., 2010). QM philosophies endeavor not only to consis-
tently satisfy or exceed customer expectations but also to meet the
expectations of other interested parties important for the conti-
nuity of organizations e.g. public, regulatory bodies, suppliers. Siva
et al. (2016) highlighted the role of QM in sustainable development
of organizations and recommended investigation of QM tools and
techniques to facilitate business sustainability improvements.
Supply chain quality management (SCQM) is an emerging research
area, incorporating SCM and QM practices to achieve higher levels
of customer satisfaction through enhanced collaboration within the
network of firms and higher performing processes upstream and
downstream to organizations, for higher quality products and ser-
vices (Robinson and Malhotra, 2005).

1.1. Research objectives

Based on the promising, state of the art research streams on the

integration of the strategic management philosophies of QM and Fig. 1. The aim and scope of the literature review.
728 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744

Section 3 along with a theoretical integrated framework contribu- reported, disseminating key themes, future directions and an
tion; the implications of our findings are discussed in Section 4, emerging integration research avenue exploration in phase 5
discussing potential future avenues and limitations; and finally, (Briner and Denyer, 2012; Kitchenham, 2004; Tranfield et al., 2003).
conclusions are presented in Section 5. The SLR phases followed are presented in Table 1.
Journal and conference publications within the scope of the
review have been located and extracted through the utilization of
2. Research materials and methods
aggregator databases including EBSCO (ebscohost.com), ISI Web of
Science (wokinfo.com), Scopus (scopus.com) and in publisher da-
The literature review process facilitates management of diverse
tabases including Elsevier (sciencedirect.com), Emerald Insight
intelligence pools such as academic inquiries set out in this study
(emeraldinsight.com), Taylor & Francis (tandfonline.com), Springer
towards collectively investigating interdependencies between
(springlink.com), IEEE (ieeexplore.ieee.org). Although utilization of
quality, supply chain and sustainability management (Tranfield
this level of database granularity (aggregator and publisher level)
et al., 2003). Traditionally, the narrative nature of the manage-
resulted in an overlap to a certain extent between the two levels of
ment research reviews brought together certain limitations
databases, this provided a validation of the aggregate searches
including bias and lack of critical evaluation (Tranfield et al., 2003).
conducted to ensure capturing of all relevant material in the liter-
Systematic reviews support establishment of solid knowledge ba-
ature. Peer reviewed journal publications and conference pro-
ses, providing methodological rigor for particular research ques-
ceedings have only been included in the review to ensure inclusion
tions through transparent and extensive literature scanning, critical
of the most reliable materials and publications with remarkable
assessment and mapping out of the “knowns” and “unknowns” on
managerial impact in the research fields under investigation
the areas under investigation (Briner and Denyer, 2012). Insights
(Saunders et al., 2015). Papers published in English language were
acquired as a result of such reviews serve the purpose of stimu-
included only.
lating future thinking and theory constructions in the strategic
The Kyoto Protocol implementation in 2005 has been noted as a
management areas under investigation (Webster and Watson,
remarkable milestone in global sustainability practices and sus-
2002). Stemming from the evidence in the management review
tainability research, most sustainability integration research in
literature, this paper follows the systematic review process to
relation to the research agenda of this review stemming post this
ensure a focused, transparent and reproducible evaluation on the
global initiative (Rajeev et al., 2017). Robinson and Malhotra (2005),
research inquiries with high levels of reliability due to mitigated
in their highly cited research paper, outlined the importance of
risk of bias introduction (Briner and Denyer, 2012; Kitchenham,
supply chain and quality management integration and described
2004; Tranfield et al., 2003).
2005 and beyond as the inception of supply chain quality man-
Systematic literature review along with descriptive and the-
agement (SCQM) field. Based on these key milestones on the
matic analyses methodology has been deployed in recent studies
quality, supply chain and sustainability management areas and to
with similar management integration focus such as lean manage-
ensure capturing of state of the art literature, search period in this
ment, supply chain management and sustainability (Martinez-
review has been set from 2005 to June 2017. To validate this stance,
Jurado and Moyano-Fuentes, 2014), lean and green (Garza-Reyes,
the literature between the 1990e2004 periods was searched
2015), lean, six sigma and sustainability (Cherrafi et al., 2016).
however, this search did not identify materials relevant to the
Stages fundamental for a rigorous and complete systematic litera-
research questions of this review.
ture review were applied as follows: the research questions were
All research streams studying the relationships, synergies,
formulated in phase 1; the relevant literature materials were
complications from an integration perspective among the three
located and identified in phase 2; the retrieved studies were sorted,
management models under investigation (QM, SCM and SM) have
assessed and confirmed for inclusion in the review as per the set
been included. Taking into consideration the highlighted need in
criteria and research objectives in phase 3; relevant data and in-
the literature for the incorporation of triple bottom line into
formation were extracted from the materials along with descriptive
management practices and decision making, sustainability
and thematic analyses of the findings in phase 4; the findings were

Table 1
SLR phases applied in the paper.

Phase 1 Research Questions

Question Formulation What are the relationships and key integration issues between the quality, supply chain and sustainability management methodologies
including synergies, complications and further avenues for integration?
Phases 2 & 3 Literature Databases
Locating, Selecting and Key aggregator (e.g. EBSCO) and publisher (e.g. Elsevier) databases (peer reviewed only)
Evaluating Articles Search Period
2005 to June 2017 (state of the art/post Kyoto Protocol (Rajeev et al., 2017))
Inclusion Criteria
Sustainability, QM and SCM integration research that establish relationships, synergies and complications for integration in the
organizational context.
Exclusion Criteria
QM, SCM and sustainability terms outside the business management and integration perspective. Integration of sustainability, QM and
SCM with other models e.g. Lean.
Search Strings
SQM: “QM” þ “Sustainability”
SSCM: “QM” þ “SCM” þ “Sustainability”
SCQM: “SCM” þ “Sustainability”
SSCQM: “QM” þ “SCM” þ “Sustainability” and all related keywords
Phase 4 Methods for analysis
Analysis Descriptive analysis and thematic synthesis.
Phase 5 Reporting of findings
Reporting Findings reported in descriptive and analytic (thematic synthesis) components.
 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744 729

literature on all three sustainability dimensions (e.g. economic, facilitates development of a holistic view on the literature materials
ecologic and social) have been included (Beske and Seuring, 2014; under review, the decision was made to adopt thematic synthesis
Reefke and Sundaram, 2016; Winter and Knemeyer, 2013). Qual- method in this study (Barnett-Page and Thomas, 2009). Thematic
ity management literature included captured both softer aspects of synthesis method was also successfully applied in similar studies,
QM such as total quality management principles (e.g. management facilitating extraction of key thematic information during the sys-
commitment and support, customer focus etc.) (Talib et al., 2011) tematic review of management integration literature (Garza-Reyes,
and harder aspects such as quality management systems (e.g. 2015).
ISO9001, Baldridge etc.) (Shalij et al., 2009). The articles considered A database in MS Excel was formed to sort, codify and categorise
to be irrelevant and outside the scope of this study were excluded, articles included in this review, clustering the studies under SQM,
such as papers related to “water or air quality management and SCQM, SSCM and SSCQM categories for descriptive analysis and
sustainability” where the sustainability, quality and supply chain thematic synthesis. To gather descriptive data, key descriptive in-
terms were quoted outside the business management and inte- formation including publication date (year), country of the main
gration perspective. Studies with reference to integration of sus- author, application area and business sector (manufacturing, en-
tainability, quality and supply chain management with other ergy, theoretical etc.), research methodology applied (case study,
business models such as lean manufacturing were also excluded mixed etc.) and sustainability dimensions addressed (social, eco-
from this study to ensure focus and rigor on the specific relation- nomic, ecologic) were extracted from the publications and recorded
ships between the QM, SCM and SM management models under on the database developed.
investigation. For thematic analyses, the main findings such as key relation-
Considering the current knowledge bases offered by the extant ships proposed (for conceptual studies) and/or proven (for empir-
review articles on SSCM (Rajeev et al., 2017), SQM (Siva et al., 2016) ical studies) and key discussion areas were noted for each article
and SCQM (Sharma et al., 2012; Talib et al., 2011), higher level included in the review under each category (SQM, SCQM, SSCM and
search strings were set to extract an overview of the latest themes SSCQM). To mitigate the risk of miscomprehension and subjectivity,
and integration issues fundamental to these research lines. this stage has been undertaken by both authors, conducting joint
Nevertheless, the search protocol adopted identified research ma- reviews for finalisation of each classification and coding stage. The
terials covering a wide range of sustainability, QM and SCM inte- key elements of the topics have been identified, resulting in the
gration issues not limited to but including green supply chain initial classifications and coding. Further coding and associated
management, quality management based eco-design, planning of classifications were generated from the higher level classifications,
sustainable supply chains, enablers of SSCM, performance mea- finally resulting in the concept maps for SCQM and SSCM, illus-
surement of SSCM and design of quality management system based trating concentrations and common themes in relation to partic-
supply chains. Therefore, below search strings were utilized for ular research lines (Barnett-Page and Thomas, 2009; Thomas and
development of SQM, SSCM and SCQM research lines, with a view Harden, 2008). Due to the relatively lower number of articles
to guide our research journey towards a more holistic integration identified, detailed discussions with reference to each paper under
perspective: the SQM and SSCQM categories have been provided.
Search 1 - SQM: “Sustainability” AND “Quality Management”.
Search 2 - SSCM: “Sustainability” AND “Supply Chain 3. Results and findings
Management”.
Search 3 - SCQM: “Quality Management” AND “Supply Chain Following the outlined SLR protocol, the articles identified were
Management”. filtered, sorted and confirmed for inclusion in the review through
To complement extant review studies in the literature and to an iterative selection process as presented in Fig. 2. As part of this
develop a collective perspective of sustainable supply chain quality process, duplicates were removed, eligibility confirmed from ab-
management (SSCQM) in line with the research objectives of this stracts and the full text of outstanding articles reviewed in the light
study, an in-depth search was undertaken towards revealing this of the research questions for final decision on inclusion for
relatively unexplored territory as per the search protocol below: descriptive and thematic analyses, in relation to the integration
Search 4 - SSCQM: “Sustainability” AND “Quality Management” areas under investigation (Moher et al., 2009).
AND “Supply Chain Management” including keywords funda- The 93 articles selected and confirmed as relevant as per the SLR
mental to each research line. protocol for the research lines are visually represented in Venn
Considering that such a collective review approach is highly Diagram form in Fig. 3 in line with the research objectives outlined
limited in the current literature, the decision was taken to expand in Section 1.1. The 83% of the literature identified were down to
the SSCQM search, incorporating QM, SCM and sustainability as SCQM literature (43%) and SSCM literature (40%), highlighting the
well as their subsets and related keywords. Sustainability and SCM integration research focus in these emerging research streams. On
keywords utilized in the SSCQM search protocol included “sus- the other hand, only 12% of the articles identified were under SQM
tainable or green supply chain”, “sustainable or green or environ- category, pointing out limited research in this area with potentially
mental purchasing”, “sustainable or green design”, “sustainable or unexplored integration synergies. The full list of articles included in
green logistics”, “reverse logistics”, “closed loop supply chain”, this review is provided in the Appendix section.
“sustainable or green manufacturing”, “sustainable or green or
environmental supplier selection” (Rajeev et al., 2017). The key- 3.1. Descriptive analysis
words adopted for QM included “Six Sigma”, “quality management
systems”, “total quality management”, “ISO9001”, “EFQM”, “Bal- An analysis of the distribution of papers against the years was
dridge Model”. undertaken, studying the trend of research streams from 2005 to
For synthesis and analysis of qualitative information, several 2017 and the results presented in Fig. 4. It was seen that the 74% of
methods are available in the literature such as qualitative meta- the materials were published since 2010 with the years 2015 (12%)
summary, meta-ethnography, qualitative meta-analysis, grounded and 2016 (14%) having the highest number of publications, which
theory, content analysis and thematic synthesis (Barnett-Page and highlights the emerging and growing nature of the research fields.
Thomas, 2009; Thomas and Harden, 2008). As it provides a struc- Moreover, 6 articles have already been identified in the first half of
tured method for interpretation of thematic information and it year 2017 (6%), that further predicts another year of growth for the
730 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744

Search 1 Search 2 Search 3 Search 4

Identification
Identified
through
496 1430 3118 73
database
searching

Screening
Post
391 1134 2615 60 Removal of
Duplicates
Eligibility

Post
64 128 155 10 Abstract
Review
Included

Post Full
11 37 40 5 Text
Review
SQM SSCM SCQM SSCQM

Fig. 2. Overview of paper identification, selection and inclusion process (Moher et al., 2009).

15% of publications identified in this geographical area although the

majority of the work (64%) carried out in this region were studying
the integration of SCM and QM methodologies (SCQM). India and
China were also popular regions for SCQM research with 18% and
15% of SCQM studies carried out in these regions including a range
of empirical and theoretical modelling papers. With reference to
sustainability research, it was noted that 57% of the research was
conducted in the European Union countries with Germany
equating to the 21% of all sustainability research identified. This
finding reflects the remarkable role of developed, EU countries in
driving sustainable development and incorporation of sustain-
ability into organizational management practices. Although 11% of
the sustainability research was observed to take place in India, we
encourage researchers in developing countries to take part in
future research in integration of SM, QM and SCM which is ex-
pected to benefit our society and organizations in all regions.
As shown in Fig. 6, a significant portion (45%) of the research
streams included in this review were seen to be “theoretical”
studies. The articles classified under this category include literature
reviews and conceptual studies, where the information presented,
and relationships identified have not been empirically evaluated
with data gathered from industrial contexts. This finding agrees
with the suggestions of SQM (further empirical studies are required
on the effect of quality management systems and practices on
Fig. 3. Representation of number of articles identified in QM, SCM and SM Integration
sustainability performance (Kuei and Lu, 2012; Siva et al., 2016)),
literature between the search period 2005eJune 2017.
SSCM (more focus on industry specific, empirical studies is required
(Rajeev et al., 2017)) and SCQM (conceptual frameworks integrating
QM and SCM are required to be validated through empirical in-
research streams, in particular for the sustainability research vestigations in different industries (Quang et al., 2016)) literature
streams. Considering the growing external pressures on organiza- and highlights the clear need for further empirical research on
tions from legislative bodies, customers and demands of our society these areas. On the other hand, the empirical studies reviewed
for sustainability, the research streams studying incorporation of utilized data mainly from multiple business sectors (17%) and from
sustainability into fundamental business practices is expected to the automotive sector (10%). All in all, it was observed that the
increase further. This projection is also in line with the findings of manufacturing industries are at the forefront of QM, SCM and
other authors that studied integration of sustainability with other sustainability integration research, most of the empirical studies
management systems such as Garza-Reyes (2015) and Cherrafi et al. focusing on the organizational developments in the manufacturing
(2016). orientated sectors (e.g. automotive, chemical, electronics etc.). This
The geographical locations where the publications were pro- reflects the inherent pressures on the manufacturing industries for
duced are demonstrated in Fig. 5. This information was produced higher performing, cleaner and more responsible products, ser-
based on the location information of the main authors of the vices, processes and supply chains (Cherrafi et al., 2016; Garza-
publications reviewed. The analysis revealed that the most research Reyes, 2015).
for the research streams under review were conducted in USA with Fig. 7 (a) presents the distribution of publications with reference
 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744 731

14

12
NO. OF ARTICLES
10

8
SSCQM

6 SQM

4 SSCM

2 SCQM

0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 1st
Half
YEAR

Fig. 4. Number of publications per year.

16
NO. OF ARTICLES

14
12
10
8
SSCQM
6
4 SQM
2
SSCM
0
Lebanon
Ireland
India

USA
Sweden
China

France

Greece

Italy
Brazil

Jordan

Spain

Taiwan

UK
Denmark

Netherlands

Thailand
Australia

Canada

Germany

Iran

Japan

Portugal

Turkey
Finland

Slovenia
Norway

SCQM

COUNTRY

Fig. 5. Number of publications per geographical area.

45
NO. OF ARTICLES

40
35
30
25
20
15 SSCQM
10
5 SQM
0
SSCM
SCQM

APPLICATION AREA

Fig. 6. Number of publications per application area.

to the research methodology applied. Conceptual contributions in particular). Literature review (including SLR) was further seen to
were noted as significant with 27% of papers applying this method be a common research method adopted, 23% of papers utilizing this
and proposing innovative frameworks for integration of QM, SCM methodology to facilitate continued research and theory building
and SM including integrated tools, techniques and practices (SSCM on integration. Case studies of qualitative nature were the most
732 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744

30
NO. OF ARTICLES 25
20
15
SSCQM
10
5 SQM
0 SSCM
SCQM

RESEARCH METHODOLOGY

(a) (b)
Fig. 7. (a) Number of publications per research methodology applied (b) Distribution of sustainability research streams against the three pillars of sustainability (TBL).

popular empirical assesment method (23%) although the quanti- and QM integration research are presented in Fig. 8 along with
tative surveys were also widely used (22% of papers). Finally, weightings of recurrence (percentage of papers addressing the
studies that utilized mixed methods (qualitative and quantitative) identified themes). In general, the literature is in agreement on
only equated to a low percentage (5%) even though the significant synergies and benefits of integration of supply chain and quality
benefits offered by such research methodology for management management methodologies with 80% of SCQM literature high-
research studies (Tranfield et al., 2003). Leech and Onwuegbuzie lighting various benefits that would be obtained from integrated
(2009) highlighted that more balanced assessments with and coherent approaches. In particular, the literature highlighted
enhanced research data results certainty and validity can be ach- four main advantages received from integration as: enhanced
ieved through triangulation of qualitative and quantitative supply chain integration (discussed in 60% of SCQM articles),
methods. Based on this, it is argued that empirical research studies improved customer satisfaction (discussed in 35% of SCQM arti-
that adopt both qualitative and quantitative methods is likely to cles), enhanced firm performance (33% of SCQM articles) and
provide further insights and enhanced confidence levels for the improved supply chain performance (23% of SCQM articles). This
integration research lines. finding is demonstrated in Table 2 against the associated SCQM
Fig. 7 (b) demonstrates the distribution of the publications literature.
versus the sustainability dimensions addressed in the publications. The integration of quality management that seeks internal
Only 43% of the studies adopted the “holistic” view to sustainability (executives and employees within boundaries of organisations)
and took into consideration all three pillars (TBL), which resonates participation and supply chain management that seeks external
with the current consensus in the literature that the collective view (suppliers and customers) partnerships results in a synergistic,
on triple bottom line (total integration of financial, ecologic and collaboration and coordination environment among all chain links
social thinking into internal operations and supply chains) still with a holistic supply chain view (Vanichchinchai and Igel, 2009).
highly remains as a fundamental challenge for future sustainability As the ultimate goal of both QM and SCM is “customer satisfaction”,
research and the industry (Beske and Seuring, 2014; De Brito and the integration enhances the influence of both, resulting in
Van der Laan, 2010; Reefke and Sundaram, 2016; Winter and enhanced organisational customer satisfaction levels (Mahdiraji
Knemeyer, 2013). A significant portion (15%) of sustainability et al., 2012). Through implementation of practices shared among
research utilized an integrated approach, addressing both envi- QM and SCM such as continuous improvement and leadership,
ronmental and social sustainability dimensions, assuming that the organisational performance is improved (Azar et al., 2010;
economic sustainability is the most developed pillar of sustain- Fernandes et al., 2017; Kaynak and Hartley, 2008). Supply chain
ability due to historical profitability reasons in industry with highly performance is highly enhanced through QM principles and
limited research focus noted on the economic dimension (Gold and continuous improvement concepts deployment across the supply
Schleper, 2017). On the other hand, environmental sustainability chain network (Terziovski and Hermel, 2011). Stemming from the
dimension, green supply chain management (GSCM) literature in facilitation of collaboration across the supply chain network
particular, was observed to be the focal research line among the through SCQM approaches, several authors further highlight in-
uni-dimensional sustainability articles. The 40% of articles identi- formation sharing and flow across the supply chain as an integral
fied in this SLR were noted to study various aspects of incorporating factor for supply chain performance (Jiang et al., 2010; Quang et al.,
environmental sustainability into QM and SCM considerations. This 2016; Sarrico and Rosa, 2016).
finding is also in line with the findings of Siva et al. (2016) that On the other hand, a few complications for integration were
conducted a literature review specifically on QM and sustainable established. Siddiqui et al. (2012), in an empirical study conducted
development. on oil and gas supply chain, did not observe any significant re-
lationships between QM and SCM practices. Talib et al. (2010)
3.2. Thematic synthesis and analysis argued that although certain benefits, the integration of QM and
SCM results in complexity in both the business processes and the
3.2.1. Supply chain quality management - SCQM research themes firm structure. Vanichchinchai and Igel (2009) discussed that po-
The focal research streams and themes surrounding the SCM tential conflicts may arise for integration as the main focus of QM is
 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744 733

Fig. 8. Concept map of SCM and QM integration (SCQM) literature, demonstrating various research streams identified and their distributions.

Table 2
Benefits of integrating quality and supply chain management (SCQM).

Benefit Authors

Supply chain integration (increased supply (Carmignani, 2009; Casadesús and de Castro, 2005; Chadha and Gagandeep, 2013; Chen et al., 2014; Flynn and Flynn, 2005;
chain collaboration) Fynes et al., 2005; Gu et al., 2017; Jiang et al., 2010; Kannan and Tan, 2005; Kaynak and Hartley, 2008; Kuei et al., 2011; Lou
et al., 2009; Mahdiraji et al., 2012; Mellat-Parast, 2013; Quang et al., 2016; Robinson and Malhotra, 2005; Shalij et al., 2009;
Sharma et al., 2012; Talib et al., 2011; Terziovski and Hermel, 2011; Vanichchinchai and Igel, 2009; Wang et al., 2010; Zhong
et al., 2016)
Improved customer satisfaction (Casadesús and de Castro, 2005; Chadha and Gagandeep, 2013; Fynes et al., 2005; Gu et al., 2017; Jiang et al., 2010; Kannan
and Tan, 2005; Lin et al., 2013; Mahdiraji et al., 2012; Mellat-Parast, 2013; Quang et al., 2016; Robinson and Malhotra, 2005;
Talib et al., 2011, 2010; Vanichchinchai and Igel, 2009; Zeng et al., 2013)
Improved firm performance (Azar et al., 2010; Azizi et al., 2016; Foster and Ogden, 2008; Lin et al., 2013; Mahdiraji et al., 2012; Mellat-Parast, 2013;
Quang et al., 2016; Sarrico and Rosa, 2016; Shalij et al., 2009; Sharma and Modgil, 2015; Talib et al., 2011, 2010; Zhong et al.,
2016)
Improved supply chain performance (Flynn and Flynn, 2005; Jraisat and Sawalha, 2013; Lin et al., 2005; Mahdiraji et al., 2012; Mellat-Parast, 2013; Sarrico and
Rosa, 2016; Terziovski and Hermel, 2011; Vanichchinchai and Igel, 2010; Zhong et al., 2016)

internal participation from in-house team members whereas SCM improvement.

seeks for inter-organisational engagement and partnerships.
Vanichchinchai and Igel (2009) further highlight that conflicting
primary goals of QM (specification based performance - quality) 3.2.2. Sustainable supply chain management - SSCM research
and SCM (time based performance - delivery) can act as a themes
complication for integration and collective implementation. Fig. 9 schematically represents the key reoccurring themes for
Quality management literature in the context of supply chain supply chain management and sustainability (SSCM) literature
management was grouped into two research streams: total quality reviewed along with their weightings. One of the main themes in
management (TQM) practices e SCM relationships (43% of SCQM the SSCM literature was noted as supply chain integration, which is
literature) and quality management systems (ISO9001 and Bal- established as a key factor for implementation, execution, effec-
dridge) - SCM relationships (15% of SCQM literature). tiveness and improvement of sustainable supply chain manage-
Vanichchinchai and Igel (2009) and Talib et al. (2010) confirm the ment. The supply chain integration brings together collaboration,
strong correlation between TQM and SCM practices. Shared TQM coordination, information sharing, trust and enhanced relation-
and SCM practices are confirmed as “leadership, customer focus ships in every segment of the supply chain network including
and supplier quality management” (Azar et al., 2010; Kaynak and multi-tier suppliers, focal organisations and customers. Integration
Hartley, 2008). Carmignani (2009) and Shalij et al. (2009) identi- and collaboration can be defined as the first building block of the
fied mediating relationships between ISO9001 and SCM, proposing SSCM philosophy (Beske and Seuring, 2014; Liebetruth, 2017;
expansion of internal quality management systems (QMS) across Rajeev et al., 2017).
the entire supply network through a cooperating framework, The literature pointed out “leadership” as another critical suc-
exploiting the limitations of the current system for supply chain cess factor of SSCM (Agi and Nishant, 2016; Ansari and Qureshi,
performance improvements. Casadesús and de Castro (2005) and 2015; Luthra et al., 2016, 2015; Reefke and Sundaram, 2016;
Chadha and Gagandeep (2013) supported ISO9001 based SCQM Somsuk and Laosirihongthong, 2016). The commitment and sup-
systems, pointing out synergistic incorporation of QMS and SCM port from the senior management of organizations in each supply
through a supply network fully engaged in continuous chain link is essential for the efficiency and effectiveness of SSCM.
The leadership across the supply chain provides the vision, the
734 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744

Fig. 9. Concept map of the supply chain and sustainability integration (SSCM) literature, demonstrating various research streams identified and their distributions.

engagement for incorporation of triple bottom line into supply implementation, mitigating the risk of favouring certain di-
chain decision making, reinforces collaboration, monitors sustain- mensions over the others.
ability performance against objectives and ensures sustainability Several decision making support models were designed by the
performance improvement. Thus, leadership, senior management literature to facilitate measurement and integration of sustain-
commitment and support for SSCM activities can be defined as the ability into supply chain management activities although only two
second building block of SSCM implementation and deployment. papers considered all three pillars of sustainability (Chardine-
External stakeholder requirements and pressures were seen as Baumann and Botta-Genoulaz, 2014; Schaltegger and Burritt,
the main driver and motivator for implementation of SSCM and 2014). Moreover, several authors emphasized the importance of
environmental supply chain management (GSCM) practices (Lin, key performance indicators (KPIs) for supply chain sustainability
2013; Luthra et al., 2016; Seuring and Müller, 2008; Somsuk and performance in the implementation of SSCM practices, highlighting
Laosirihongthong, 2016; Türkay et al., 2016; Yu Xia, 2011; Zhu the current absence of guidelines, metrics and standards for mea-
et al., 2006). Legislative bodies such as the governmental regula- surement, monitoring, reporting and improvement of supply chain
tors were identified as a highly influential factor for GSCM triple bottom line performance (Ansari and Qureshi, 2015; Rajeev
deployment (Luthra et al., 2016) whereas, Türkay et al. (2016) et al., 2017; Schaltegger and Burritt, 2014; Wan Ahmad et al.,
concluded that legislation is imperative for integration of social 2016). Wan Ahmad et al. (2016) articulated that such measurable
and environmental considerations into SCM. Seuring and Müller indicators would enable organizations to assess their progress and
(2008) described market and legislative pressures as key drivers impact of their strategies, establish priorities, facilitate continual
for SSCM, Lin (2013), Somsuk and Laosirihongthong (2016) and Zhu improvement thus, contribute to effectiveness of SSCM activities.
et al. (2006) resonating with the same for GSCM. On the other hand, several complications and barriers for inte-
The integration of environmental sustainability into supply grating triple bottom line considerations into supply chain man-
chains received significant attention in the literature with 33%. The agement are discussed (Ansari and Qureshi, 2015; De Brito and Van
implementation of ISO14001 environmental management system der Laan, 2010; Seuring and Müller, 2008; Silvestre, 2015). Seuring
and use of certified suppliers were identified as influential factors and Müller (2008) argued that SSCM implementation and
for GSCM implementation and effectiveness (Agi and Nishant, deployment face significant resistance in organizations due to
2016; Ansari and Qureshi, 2015). Govindan et al. (2014) supported additional cost implications, inherent complexity and interorgani-
this view, however put forward the argument that ISO14001 zational communication difficulties. De Brito and Van der Laan
implementation, although being an influential factor for environ- (2010) articulated further on the complexity challenges associ-
mental sustainability, does not have a significant impact on overall ated with SSCM approaches, arguing that the multi dimensional
supply chain sustainability performance due to its lack of influence (financial, ecologic and social) view introduced by SSCM brings
on economic and social dimensions. together multiple objectives and agendas with the potential risk of
In general, a consensus has been reached in SSCM literature over inter and intraorganisational conflicts.
a period of time that the incorporation of all three pillars of sus-
tainability (TBL) into SCM is required (Ansari and Qureshi, 2015;
3.2.3. Sustainable quality management - SQM research themes
Ashby et al., 2012; Awudu and Zhang, 2012; Beske and Seuring,
Fundamental quality management concepts including Deming's
2014; Gold and Schleper, 2017; Reefke and Sundaram, 2016;
Plan-Do-Check-Act (PDCA) cyclic management tool, quality func-
Türkay et al., 2016; Winter and Knemeyer, 2013). Considering the
tion deployment, continuous improvement, customer focus and
traditional focus of organizations on the economic dimension (Gold
stakeholder management were identified to be synergistic with
and Schleper, 2017) and the extant research concentration on the
sustainability management (Alemam and Li, 2016; Kuei and Lu,
environmental issues (GSCM), the integration of triple bottom line
2012; Rusinko, 2005; Siva et al., 2016; Zink, 2007). PDCA cycle
and multi dimensional approaches into the supply chain thinking
with its iterative improvement framework, was adapted for sus-
will provide more balanced, holistic and effective SSCM
tainability (TBL) practice implementation and change management
 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744 735

facilitation by Kuei and Lu (2012), Asif et al. (2011) and Rusinko environmental considerations into product development process
(2005). as part of TQM for sustainable development.
Siva et al. (2016) and Zink (2007) highlighted that QM, with its On the other hand, Asif et al. (2011) reviewed EFQM and Bal-
inherent focus on stakeholder (customers, regulatory bodies and dridge models from the lens of TBL, identifying that both models do
other interested parties to whom the business is dependent for not adequately address the dynamic nature of the multi-
existence) management, supports sustainable development. This is dimensional sustainability bottom line requirements. Stemming
achieved through managing the needs and expectations of stake- from this observation, it was concluded that the sustainability in-
holders that are influential for the continuity of the organization, dicators and reporting needs are required to be embedded within
that results in increased sustainability management capabilities both QM models Asif et al. (2011). An integrated management
and performance. Siva et al. (2016) further established the support framework was proposed using EFQM and Baldridge models to
of quality management for sustainability through integrated incorporate TBL aspects and indicators into business processes
management systems and environmental management systems. from stakeholder requirements, with a view to drive continual
Quality management system is argued to support integration of sustainable development through PDCA cycle (Asif et al., 2011).
other management systems (environmental, OH&S), enabling
minimisation of redundancies and efficiency enhancements. 3.2.4. Sustainable supply chain quality management - SSCQM
Quality management principles, tools and practices including research themes
continuous improvement and relationship management are argued Five studies were identified to associate relationships and syn-
to be shared and in synergy with environmental management ergies between QM, SCM and sustainability, justifying categoriza-
principles, thus supporting environmental sustainability in orga- tion under SSCQM with particular focus in this review (Agi and
nizations (Siva et al., 2016). Nishant, 2016; Dubey et al., 2015; Fassoula, 2005; Govindan et al.,
Maleti
c et al. (2011) outlined the four primary characteristics of 2014; Jabbour et al., 2014). The distribution of these studies in
SQM as “green development and environmental aspects, top relation to TBL are illustrated in Fig. 10. Agi and Nishant (2016),
management commitment, employee support, corporate social Dubey et al. (2015) and Jabbour et al. (2014) investigated relation-
responsibility and local community engagement”. Srdi

c and Selih ships between GSCM, QM and environmental sustainability.
(2011) developed an integrated quality and environmental sus- Jabbour et al. (2014) modelled QM as “ISO9001 implementation;
tainability performance management framework for sustainable TQM implementation; and certification of suppliers based on
development of construction projects, consisting of three key ele- quality criteria” and measured the organizational green perfor-
ments: “building level (quality and sustainability assessment), mance as “the emission of waste; compliance with environmental
process/project level (established QMS and EMS) and product level legislation; company environmental reputation; and company
(conformance through environmental product declaration)”. overall environmental performance”. The empirical survey evi-
Aquilani et al. (2016) integrated TQM and TBL, redefining critical dence sought from Brazilian companies concluded that QM estab-
success factors at their interface with a view to foster organiza- lishes the foundations for environmental management and its
tional sustainability through QM processes and value co-creation. maturity in businesses, which subsequently facilitates green supply
Alemam and Li (2016) integrated quality function deployment chain management practices and environmental performance. Agi
(QFD) tool with functional design analysis through relational and Nishant (2016) established “relationship between supply
matrices for environmental sustainability improvements. The chain members, management commitment and application of QM
integration of the QFD tool facilitated the embedding of eco-design principles” as influential factors for GSCM implementation and
principles into the new product development process, enabling environmental sustainability, based on the opinions of the SCM
design of more environmentally sustainable products. Utne (2009) experts in the Middle East region. Dubey et al. (2015), in their
also assessed eco-QFD concept for environmental sustainability empirical study on Indian rubber goods manufacturing industry,
improvement of fisheries, concluding that the structure introduced further evidenced that “supplier relationship management (SRM)
by such an integrated system facilitates stakeholder requirement and TQM, influenced by leadership practices and moderated by the
analysis with potential improvements in sustainability decision institutional pressures (e.g. normative and customer pressures),
making. Francis (2009) established a positive link between TQM positively impact environmental performance and facilitate
and design for environment, proposing incorporation of establishment of greener supply chain networks. Fassoula (2005)

Fig. 10. Distribution of 5 SSCQM Papers against triple bottom line.

736 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744

constructed a business diagnostic tool on the basis of a positive fundamental principles, which are also being accepted as core
relationship between the SCM practice “reverse logistics manage- principles by other management system frameworks such as the
ment” (management of materials, inventory, products and infor- organizational health and safety standard, ISO45000 (ISO, 2015;
mation from the point of use to their origin for value recapturing) Murray, 2016). These key quality management principles of “lead-
and quality management, integration increasing the effect of both ership, process approach, evidence based decision making,
for improvements in environmental sustainability and organiza- improvement, engagement of people, customer focus and rela-
tional competitiveness. tionship management” were expanded to the supply chain concept,
Nevertheless, although providing valuable insights to the envi- incorporating key SCM principle of “supply chain integration”.
ronmental sustainability knowledge base, these studies entail the These key QM and SCM principles are proposed to be associated
limitation of not including the social and economic dimensions of with economic, ecologic and social dimensions of sustainability.
sustainability, lacking the full triple bottom line view which is Chardine-Baumann and Botta-Genoulaz (2014) characterized
required for true sustainable development (Agi and Nishant, 2016; three-dimensional sustainability performance as “reliability;
Dubey et al., 2015; Fassoula, 2005; Jabbour et al., 2014). Govindan responsiveness; flexibility; financial performance; quality” for
et al. (2014), during their case study on Portuguese automotive economic, “environmental management; use of resources; pollu-
sector, concluded positive associations between TQM, SCM prac- tion; dangerousness; natural environment” for ecologic and
tices and supply chain triple bottom line sustainability perfor- “working conditions; human rights; societal commitment; cus-
mance and can be noted as the first paper to link QM, SCM and TBL tomers issues; business practices” for social. A positive relationship
incorporating the full supply chain view. However, the empirical between the seven ISO9001:2015 principles and economic sus-
evidence in this study is only limited to the perceptions of a specific tainability performance is proposed for all principles, considering
business sector in a specific geographical region. the widely accepted positive influence on reliability, financial per-
All in all, the knowledge base on the emerging SSCQM field is formance and quality through meeting and/or exceeding customer
seen to be highly limited although its high potential. Many future expectations across the supply chain network. Latest empirical
research opportunities can spring for exploration of this fruitful findings of Chang et al. (2016) further evidence supply chain inte-
area, investigating relationships between various QM approaches gration principle's positive contribution to financial performance of
(ISO9001, EFQM, Six Sigma), SCM approaches and triple bottom firms and to economic sustainability. The supply chain network is
line, expanding on the current limited empirical coverage on modelled as suppliers (multi-tier), focal organization and cus-
business sectors and geographical regions. tomers (Seuring and Müller, 2008). The theoretical framework
established is demonstrated schematically in Fig. 11.
3.3. Sustainable supply chain quality management - a theoretical Leadership is at the core of ISO9001 framework as well as the
framework proposal SSCM framework that requires the leaders at all levels to create
conditions where all team members are engaged to deliver objec-
3.3.1. Structural model integrating QM (ISO9001), SCM tives of the organization (ISO, 2015). The leaders, through estab-
(integration) and sustainability lishing the vision for sustainability improvements across the supply
The only study currently identified in the literature to study chain and ensuring high performing teams are engaged to deliver
links between QM, SCM and TBL, conducted their investigation environmental and social objectives, will highly influence sus-
from the perspective of TQM, implying further potential integration tainability performance of supply chains. Leaders play a pivotal role
opportunities with other QM practices such as ISO9001, Baldridge, in establishing a balanced view on sustainability in their organi-
EFQM and Six Sigma (Govindan et al., 2014). ISO9001 quality zations, incorporating triple bottom line into decision making
management system, with over a million organizations certified in processes and ensuring teams internal and external to organiza-
over 170 geographical areas, is a global QM standard widespread in tions deliver triple bottom line performance in line with long term
various industries, thus applicable to a higher percentage of the objectives.
organizational population in relation to other QM approaches such Process approach principle provides achievement of consistent
as Six Sigma, Baldridge and EFQM (ISO, 2015). With a view to results through management of key activities as interrelated pro-
address the identified gaps in the SQM and SSCQM literature, cesses (ISO, 2015). The deployment of this principle not only allows
further integration potential between other QM approaches, SCM identification of high risk activities internal to organizations but
and TBL was taken forward. The integration opportunity of ISO9001 also establishment of high risk activities and associated in-
with SCM and sustainability management was noted to be widely terrelations in the supply chain. Through the risk based thinking,
recognized by the SCQM, SQM and SSCM literature. Robinson and the organizations identify, prioritize and mitigate environmental
Malhotra (2005) discussed that ISO9001 with its supply chain and social sustainability risks across their supply chain.
process orientation, is an essential avenue for future SCQM Kuei and Lu (2012) identified factual and evidence based man-
research. Carmignani (2009) proposed development of a frame- agement as a critical factor for quality driven sustainability man-
work where ISO9001 quality management system is strengthened agement systems. Evidence based decision making principle stems
through expansion and application across the supply chain, over- from making decisions based on analysis of reliable information
coming limitations inherent with the traditional internal view of and data (ISO, 2015). Through this principle, organizations can
QM. Rusinko (2005) recommended investigation of ISO9001 and embed sustainability impact assessments into their supply chain
quality management systems as a key future research avenue due decision making processes, making decisions and deploying stra-
to support and synergy potential for implementation of sustain- tegies that are more likely to result in multi-dimensional sustain-
ability in organizations. Agi and Nishant (2016) identified quality ability improvements.
management system (ISO9001) implementation in organizations as Improvement principle ensures ongoing focus on innovation
a highly influential factor for green supply chain management and capability development (ISO, 2015). Through embedding the
implementation that seeks to achieve a more environmentally improvement principle internally and across the supply chain, or-
sustainable supply chain. ganizations drive innovation on environmental and social sus-
ISO9001:2015 quality management framework has seven tainability with their suppliers and customers on an ongoing basis,
 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744 737

SSCQM

(2) Leadership (TBL Vision) (3) Engagement of People (in TBL improvements)

(4) Process Approach (6) Evidence based decision making (TBL

(TBL risks based thinking/execution) incorporated)

(1) Customer Focus (1) Customer Focus

Supply Chain

Suppliers
(8) SC (8) SC
(Multi- Integration Focal Org. Integration Customers
Tier)

(7) Rel. Management (7) Rel. Management

(5) Improvement (5) Improvement

Sustainability (TBL) Performance

Economic Ecologic

Social
8 SSCQM principles deployed at the
focal org. and across the supply chain
for sustainable development

Fig. 11. SSCQM framework and its theoretical elements.

resulting in TBL performance improvements. chains through this principle.

Zink (2007) defined engagement of people as an essential Relationship management principle requires management of
parameter for organizational sustainability performance improve- relationships with important interested parties including suppliers
ment. Engagement of people principle includes involvement, for sustained business success (ISO, 2015). Agi and Nishant (2016)
recognition and empowerment of team members in achieving identified relationship management between supply chain mem-
organizational goals (ISO, 2015). Through engagement of people bers as a highly influential factor for GSCM implementation and
within the organizations and across the supply chain, social sus- environmental sustainability. Through adopting this principle
tainability performance is impacted positively through increased across the supply chain, key suppliers with environmental and
job satisfaction, enhanced motivation, human resource develop- social impact are identified, collaborative initiatives established,
ment and increased morale. Through involving and raising aware- and triple bottom line improvements realized.
ness of team members at all levels across the supply chain network As set out in Section 3.2.2, SSCM literature echoes that infor-
in sustainability initiatives, enhanced utilization of resources are mation flow, coordination, collaboration and connection across the
achieved through waste elimination. Innovation is driven through supply chain network is key to achieve higher levels of organiza-
empowered teams for more environmentally and socially friendly tional and overall supply chain sustainability performance (Ashby
products, services, processes and supply chains. et al., 2012; Beske and Seuring, 2014; Liebetruth, 2017; Rajeev
Seuring and Müller (2008) defined customer pressures as a key et al., 2017; Reefke and Sundaram, 2016; Winter and Knemeyer,
driver for implementation of sustainability practices in the supply 2013; Yu Xia, 2011). Robinson and Malhotra (2005) and Flynn
chain. At the center of the customer focus principle lies meeting et al. (2010) put forward that supply chain integration is associ-
customer requirements and exceeding customer expectations (ISO, ated with business process efficiency and effectiveness. Increased
2015). Considering the growing market pressures for more sus- design capability, process efficiency and enhanced internal/cross
tainable products, services and processes, organizations are driven enterprise cooperation positively influences environmental sus-
to deliver social and ecological improvements across their supply tainability due to greener product/process/service engineering
738 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744

practices and diminished waste generation, consumption levels level analysis, key stakeholders of the supply chains are also
(Sueyoshi and Wang, 2014). Social and ecologic supply chain sus- required to be engaged to reinforce sustainable development ac-
tainability benefits are introduced through identification and tivities through increased collaboration, enhanced information
development of suppliers with higher impact. Team members of all sharing and synergistic policies.
supply chain network benefit positively from the increased infor-
mation flow, contributing towards improvements in training, 4. Discussion
competence, empowerment, health and safety, resulting in asso-
ciated social sustainability enhancements. 4.1. Sustainable supply chain quality management e an emerging
research field

3.3.2. Road map for implementation and operationalisation Several key deductions were made from the quality manage-
The framework presented entails several practical implications ment, supply chain management and sustainability management
for industrial practitioners, senior managers and decision makers in integration literature review including:
line with the operationalization steps presented in Fig. 12. The road
map utilizes the PDCA structure due to its established support and
QM and SCM integration offers significant potential for organi-
facilitation for implementation of sustainability improvement ini- zations including focal business and overall supply chain per-
tiatives (Kuei and Lu, 2012; Rusinko, 2005). The initiation step for formance improvements.
any business process diagnostics and strategy deployment activity
Integration of triple bottom line (financial, environmental and
is identification of maturity levels of the principles under investi- social considerations) into SCM and other business processes is
gation (Garza-Reyes et al., 2015). The maturity level refers to the a remarkable gap that needs to be addressed by all future sus-
support structure, procedures, processes, resource commitments tainability management research streams.
and degree of knowledge in the business along with deployment
The relationships between QM and three pillars of sustainability
effectiveness of the principles (Garza-Reyes et al., 2015). The in the context of supply chain is a fruitful area to be explored.
gauging of maturity levels with reference to each principle will This may reveal an ultimate, sustainability management
enable industrial practitioners to establish current state in their framework that is continuously improved through QM princi-
organizations and associated supply chains, allowing determina- ples and deployed across the supply chain through SCM
tion of gaps, risks and opportunities. principles.
The literature definitions in relation to organizational indicators
of the seven QM principles and supply chain integration principle Kuei et al. (2011) designed and validated a global SCQM model
can be utilized as a reference point during the benchmarking pro- through an empirical case study, strongly suggesting future
cess to facilitate measurement of level of implementation and research to incorporate sustainability dimensions into future SCQM
maturity (Chang et al., 2016; ISO, 2015). Through adoption of sus- modelling studies. Fernandes et al. (2017), in their state of the art
tainability performance measurement models in the literature such research study, proposed a conceptual supply chain quality man-
as Chardine-Baumann and Botta-Genoulaz (2014) or business agement model, combining quality and supply chain management
reporting standards such as GRI (2017), current triple bottom line principles for organizational performance improvement. As part of
performance can also be established. This will provide the decision Fernandes et al. (2017) SCQM model, sustainability is also identified
makers with a holistic picture of where their organizations are with as a key supply chain factor however, the relationships between the
reference to sustainability synergistic QM and SCM principle QM, SCM, SCQM practices and sustainability indicators have not
deployment levels and current sustainability performance levels. been defined. The potential effects of such an SCQM model on
Post establishment of current state, areas with high impact on triple organizational triple bottom line (ecologic, economic and social
bottom line and areas requiring improvement in the organisation sustainability) performance have not been considered. Fernandes
are determined, confirming improvement priorities from an orga- et al. (2017) SCQM model can be considered as the first SCQM
nizational and supply chain perspective. model to incorporate sustainability even though, the links with
Ultimately, all parameters of environmental, social and eco- three pillars of sustainability and the expected influence of SCQM
nomic sustainability are required to be measured and improved by on triple bottom line are missing. SSCM research was also observed
all members of the supply chain to enable sustainable development to follow a similar path towards full integration, authors such as
and higher levels of supply chain sustainability. Stemming from the Govindan et al. (2014) and Agi and Nishant (2016) including QM
insights and visibility obtained from the current state and maturity principles as well as SCM practices and sustainability in their
conceptual frameworks, empirically confirming positive
relationships.
Taking into account the historical evolution and the extant
integration trends among quality, supply chain, sustainability ap-
proaches along with the future research directions indicated in key
literature above, the emergence of a new research field, sustainable
supply chain quality management (SSCQM) is foreseen as outlined
below in Fig. 13. This new field is expected to expand on the
strengths, synergies and relationships established between quality,
supply chain and sustainability management practices, contrib-
uting towards the journey of true sustainability practice de-
velopments and enhancements across the full supply chain
network.
The theoretical framework presented in Section 3.3. Stems from
the gaps, opportunities and benefits identified in the literature. The
constructed conceptual framework not only builds on the high
Fig. 12. Road map for implementation and operationalisation. potential of the QM principles for organizational sustainable
 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744 739

Fig. 13. Evolution of SCM, QM, SM, integration and the inception of a new research area: SSCQM (Adapted from Robinson and Malhotra (2005)).

development but also seeks to achieve total supply chain sustain- industries globally.
ability improvements through the reinforcement of supply chain From an empirical perspective, different geographical regions
integration principle, which is defined as the building block of and business sectors are suggested for exploration to verify and
SSCM. In the light of the framework presented and the road map for validate the relationships identified in this paper. Empirical studies,
implementation, industrial practitioners are encouraged to under- utilizing mixed methods are particularly encouraged, considering
take gap analyses across their supply chains and direct strategy the highly limited, mixed empirical evaluations undertaken to date,
deployment in line with the QM and SCM principles set out as on the basis that significantly more reliable and deeper insights are
sustainability synergistic. likely to be introduced from the adoption of such methodology for
management integration research (Leech and Onwuegbuzie, 2009;
4.2. Limitations and future research directions Tranfield et al., 2003).

Peer reviewed articles from main databases identified as central

to QM, SCM and sustainability literature were considered in this
5. Conclusions
review, which may have limited the number of articles included
and scope of this investigation to a certain extent. However, these
In this paper, a systematic review of the quality management,
measures were taken to ensure the quality of the publications
supply chain management and sustainability management inte-
included in the review and the large sample size of papers
gration literature was undertaken, with a view to explore unre-
considered (93 articles) brought together a holistic view and sig-
vealed potential for integration. 93 papers were identified as
nificant reliability for our findings. Moreover, the adoption of
relevant to this review between 2005 and June 2017. The descrip-
higher level searching protocols i.e. QM, SCM and sustainability
tive statistics of the literature were provided along with the key
during the establishment of SQM, SSCM and SCQM research themes
themes covering the integration research streams, presented in a
can also be reflected on as a limitation although, the searching
concept map format. Significant benefits of integrating quality and
protocols identified articles covering a wide range of sustainability
supply chain management were established including performance
integration issues not limited to but including GSCM, quality
improvements and integration increasing the effect of both meth-
management based eco-design, planning of sustainable supply
odologies. Integration of sustainability into quality and supply
chains, enablers of SSCM and performance measurement of SSCM.
chain management was seen to be a highly emerging area with
On the other hand, all keywords fundamental to QM, SCM and
multi-dimensional (financial, ecologic and social) approaches still
sustainability were included in search 4 in line with the scope and
very much required to enable more sustainable organizations and
objectives of this study, addressing the existent gap in the literature
supply chains for our society. In the light of this in-depth review, a
i.e. development of a holistic and collective view of SSCQM.
new, emerging research area was revealed: sustainable supply
In this study, the worldwide quality management system
chain quality management (SSCQM). An initial theoretical frame-
framework, ISO9001:2015 principles, supported with the funda-
work was provided to guide future theory building on this prom-
mental SCM principle of supply chain integration, were expanded
ising research area, building on the integration potential of quality
to capture the full supply chain view and relationships identified
management across the supply chains and incorporating triple
with three pillars of sustainability. A future research avenue for
bottom line for sustainability improvements.
SCM, QM and sustainability integration research is the investiga-
The theoretical framework presented established synergistic
tion of relationships of other SCQM practices and principles with
relationships between the widely accepted principles of the inter-
specific sustainability dimensions (e.g. supplier quality manage-
national quality management standard ISO9001:2015, key SCM
ment and impacts on supply chain sustainability performance),
principle of supply chain integration and three pillars of sustain-
incorporating triple bottom line into future SCQM models. This
ability. This framework is expected to not only indicate the signif-
study attempted to define an initial conceptual framework, asso-
icant potential of the emerging research avenue of SSCQM but also
ciating QM principles and supply chain integration with sustain-
to pave the path for industrial practitioners and decision makers for
ability. Future theoretical contributions may elaborate on this
global supply chain sustainability improvement. All in all, the
framework through establishment of supply chain specific in-
model described in this contribution is a conceptual proposal that is
dicators (measurables specific to focal organisation, suppliers and
subject to further enhancements and empirical validation.
customers) of sustainability and identification of organizational
indicators of the SSCQM construct with a view to support oper-
ationalization. Incorporation of sustainability reporting standards
such as GRI (2017) is another fruitful research avenue that will not Appendix. List of Articles included in the Literature Review
only support empirical testing of the relationships identified but
also possesses the potential of contributing towards development The list of articles included in the systematic literature review
and deployment of sustainability measurement standards for have been provided in Table A1 below:
740 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744

Table A1
Articles included in the literature review. (SCQM e Blue (40 Papers), SSCM e Red (37 Papers), SQM e Green (11 Papers), SSCQM e Gold (5 Papers)).

Author(s) Title Publisher

Azizi et al. (2016) The impact of knowledge management practices on supply chain quality Degruyter
management and competitive advantages
Carmignani (2009) Supply chain and quality management: The definition of a standard to Emerald
implement a process management system in a supply chain
Casadesús and de Castro How improving quality improves supply chain management: empirical study Emerald
(2005)
Chadha and Gagandeep Empowering Quality Management Systems Through Supply Chain IUP
(2013) Management Integration: A Survey of Select Hospitals in Chandigarh, Mohali
and Panchkula
Chen et al. (2014) Quality control in food supply chain management: An analytical model and case Elsevier
study of the adulterated milk incident in China
Fernandes et al. (2017) Supply chain management and quality management integration: A conceptual Emerald
model proposal
Flynn and Flynn (2005) Synergies between supply chain management and quality management: T&F
emerging implications
Foster (2008) Towards an understanding of supply chain quality management Elsevier
Foster and Ogden (2008) On differences in how operations and supply chain managers approach quality T&F
management
Fynes et al. (2005) The impact of supply chain relationship quality on quality performance Elsevier
Gu et al. (2017) Management Practice of Supply Chain Quality Management in Service-oriented Matec
Manufacturing Industry
Jiang et al. (2010) Research on Quality Management System for Supply Chain Based-Customer IEEE
Satisfaction
Jraisat and Sawalha (2013) Quality control and supply chain management: a contextual perspective and a Emerald
case study
Azar et al. (2010) Relationship between supply chain quality management practices and their Gale
effects on organisational performance
Kannan and Tan (2005) Just in time, total qualitymanagement, and supply chain management: Elsevier
understanding their linkages and impact on business performance
Kaynak and Hartley (2008) A replication and extension of quality management into the supply chain Elsevier
Kuei et al. (2008) Implementing supply chain quality management T&F
Kuei et al. (2011) Developing global supply chain quality management systems T&F
Lin et al. (2005) A structural equation model of supply chain quality management and Elsevier
organizational performance
Lin et al. (2013) Identifying critical enablers and pathways to high performance supply chain Emerald
quality management
Lou et al. (2009) Production-Outsourcing Supply Chain Quality Management Based on Multi- IEEE
Agent System
Mahdiraji et al. (2012) Supply chain quality management Gro. Sci.
(2013) Supply chain quality management: An inter-organizational learning perspective Emerald
Sun and Li (2010) Study on Supply Chain Quality Management Model Based on Immune Theory IEEE
Quang et al. (2016) An extensive structural model of supply chain quality management and firm Emerald
performance
Robinson and Malhotra (2005) Defining the concept of supply chain quality management and its relevance to Elsevier
academic and industrial practice
Sarrico and Rosa (2016) Supply chain quality management in education Emerald
Shalij et al. (2009) Design of ISO 9001:2000 based Supply Chain Quality Management Systems Indersci.
Sharma and Modgil (2015) Supply chain and total quality management framework design for business Emerald
performance-case study evidence
Sharma et al. (2012) Quality Management in Supply Chains: The Literature Review Res. Gate
Sheikhy and Hamzeie (2015) The relationship between total quality management and supply chain AENSI
development of automotive companies listed in Tehran stock exchange
Siddiqui et al. (2012) The Impact of Supply Chain Management Practices in Total Quality Springer
Management Practices and Flexible System Practices Context: An Empirical
Study in Oil and Gas Industry
Talib et al. (2010) Integrating Total Quality Management and Supply Chain Management: IUP
Similarities and Benefits
Talib et al. (2011) A study of total quality management and supply chain management practices Emerald
Terziovski and Hermel (2011) The Role of Quality Management Practice in the Performance of Integrated Proquest
Supply Chains: A Multiple Cross-Case Analysis
Vanichchinchai and Igel (2009) Total quality management and supply chain management: similarities and Emerald
differences
Vanichchinchai and Igel (2010) The impact of total quality management on supply chain management and T&F
firm’s supply performance
 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744 741

A Conceptual Modeling Approach to Quality Management in The Context of

Wang et al. (2010) IEEE
Diary Supply Chain

Zeng et al. (2013) Supply chain quality management practices and performance: An empirical study Springer
Zhong et al. (2016) Supply chain quality management: an empirical study Emerald
Sustainable supply chain management in the oil and gas industry: A review of
Wan Ahmad et al. (2016) Emerald
corporate sustainability reporting practices
Ansari and Qureshi (2015) Sustainability in Supply Chain Management: An Overview IUP
Making connections: a review of supply chain management and sustainability
Ashby et al. (2012) Emerald
literature
Uncertainties and sustainability concepts in biofuel supply chain management: A
Awudu and Zhang (2012) Elsevier
review
Beske and Seuring (2014) Emerald
De Brito and Van der Laan Supply Chain Management and Sustainability: Procrastinating Integration in
MDPI
(2010) Mainstream Research
A framework for sustainable performance assessment of supply chain
Elsevier
Genoulaz (2014) management practices
Sustainable supply chain management and the transition towards a circular
Genovese et al. (2015) Elsevier
economy: Evidence and some applications
A pathway towards true sustainability: A recognition foundation of sustainable
Gold and Schleper (2017) Elsevier
supply chain management
Squaring the circle: Management, measurement and performance of sustainability
Grosvold et al. (2014) Emerald
in supply chains
Halldórsson et al. (2009) Supply chain management on the crossroad to sustainability: a blessing or a curse? Springer
Green supply chain management and firms’ performance: Understanding
Jabbour et al. (2015) potential relationships and the role of green sourcing and some other green Elsevier
practices
Developing distinctive two-stage data envelopment analysis models: An
Khodakarami et al. (2015) Elsevier
application in evaluating the sustainability of supply chain management
Sustainability in performance measurement and management systems for supply
Liebetruth (2017) Elsevier
chains
Lin (2013) Using fuzzy DEMATEL to evaluate the green supply chain management practices Elsevier
Critical success factors of green supply chain management for achieving
Luthra et al. (2015) T&F
sustainability in Indian automobile industry
The impacts of critical success factors for implementing green supply chain
Luthra et al. (2016) management towards sustainability: an empirical investigation of Indian Elsevier
automobile industry
Supply Chain Social Sustainability: A Comparative Case Analysis in Indian
Agrawal and Sharma (2015) Elsevier
Manufacturing Industries
Environmental and social supply chain management sustainability practices:
Marshall et al. (2015) T&F
construct development and measurement
Sustainability and corporate social responsibility in supply chains: The state of
Quarshie et al. (2016) Elsevier
research in supply chain management and business ethics journals
Rajeev et al. (2017) Evolution of sustainability in supply chain management: A literature review Elsevier
Key themes and research opportunities in sustainable supply chain management –
Elsevier
identification and evaluation
Measuring and managing sustainability performance of supply chains: Review
Emerald
and sustainability supply chain management framework
Schmidt and Schwegler (2008) A recursive ecological indicator system for the supply chain of a company Elsevier
Seuring (2013) A review of modeling approaches for sustainable supply chain management Elsevier
From a literature review to a conceptual framework for sustainable
Seuring and Müller (2008) Elsevier
supply chain management
Seuring et al. (2008) Sustainability and supply chain management – an introduction to the special issue Elsevier
Sustainable supply chain management in emerging economies: Environmental
Silvestre (2015) Elsevier
turbulence, institutional voids and sustainability trajectories
Somsuk and Laosirihongthong Prioritization of applicable drivers for green supply chain management
T&F
(2016) implementation toward sustainability in Thailand
A generic planning approach for sustainable supply chain management - How to
Stindt (2017) Elsevier
integrate concepts and methods to address the issues of sustainability?
Sustainability development for supply chain management in U.S. petroleum
Sueyoshi and Wang (2014) Elsevier
industry by DEA environmental assessment
Tseng and Chiu (2013) Evaluating firm’s green supply chain management in linguistic preferences Elsevier
A model for supply chains environmental performance
Tsoulfas and Pappis (2008) Elsevier
analysis and decision making
Sustainability in Supply Chain Management: Aggregate Planning from
Türkay et al. (2016) Plos
Sustainability Perspective
742 A. Bastas, K. Liyanage / Journal of Cleaner Production 181 (2018) 726e744

Winter and Knemeyer (2013) Exploring the integration of sustainability and supply chain management: Emerald
current state and opportunities for future inquiry
Yu Xia (2011) Sustainability in supply chain management: suggestions for the auto industry Emerald
Zhu et al. (2006) Green supply chain management: pressures, practices and Elsevier
performance within the Chinese automobile industry
Alemam and Li (2016) Matrix-based quality tools for concept generation in eco-design Sage
Aquilani et al. (2016) Sustainability, TQM and Value Co-Creation Processes: The Role of Critical MDPI
Success Factors
Asif et al. (2011) Including sustainability in business excellence models T&F
Francis (2009) Total Quality Management – A Tool for Design for Environment IEEE
Siva et al. (2016) The support of Quality Management to sustainable development: a literature Elsevier
review
Kuei and Lu (2012) Integrating quality management principles into sustainability management T&F
Maletic et al. (2011) Can sustainable quality management contribute to the organizational Academic
performance? Journals
Rusinko (2005) Using Quality Management as a Bridge to Environmental Sustainability in SAM
Organizations
Srdic and Selih (2011) Integrated quality and sustainability assessment in construction: a conceptual T&F
model
Utne (2009) Improving the environmental performance of the fishing fleet by use of Quality Elsevier
Function Deployment (QFD)
Zink (2007) From total quality management to corporate sustainability based on a Emerald
stakeholder management
Agi and Nishant (2016) Understanding influential factors on implementing green supply chain Elsevier
management practices: An interpretive structural modelling analysis
Dubey et al. (2015) Exploring the relationship between leadership, operational practices, Elsevier
institutional pressures and environmental performance: A framework for green
supply chain
Govindan et al. (2014) Impact of supply chain management practices on sustainability Elsevier

Jabbour et al. (2014) Quality management, environmental management maturity, green supply chain Elsevier
practices and green performance of Brazilian companies with ISO 14001
certification: Direct and indirect effects
Fassoula (2005) Reverse logistics as a means of reducing the cost of quality T&F

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