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A Research Article Review

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The capacity to improve suppliers' environmental and social efficiency is often

inadequate for many businesses, despite the growing awareness of Sustainability and SSCM

among businesses. Bratt's (2021) research shows that a systematic approach to sustainable supply

chain management can be used as a guide during deployment. They achieve this by integrating

knowledge from a case study with a company aiming to emerge as a global pioneer in

environmentally friendly lighting with findings from a literature review on sustainable supply

chain management and institutional learning. Bratt synthesized these findings to conclude that

embedding sustainability within an organization's purpose and operations was essential to

achieving excellence in sustainable supply chain management (Bratt, 2021).

They suggest that a genuinely sustainable supply chain requires institutional training,

particularly learning with various parties like suppliers, an integrative framework of

socioecological viability among stakeholders, and structural backing for the cocreation of

business initiatives for change (Bratt, 2021). Proactive social and environmental practices, as

well as the shared management of tradeoffs and financial concerns among relevant parties, are

the focus of this concept encompassing mutual trust (Bratt, 2021). By employing a scientific

framework for proactive sustainable development, the authors of this study lay the groundwork

for an SSCM integration metamodel (Bratt, 2021). As Bratt (2021) points out, each supply chain

faces its own distinctive set of hurdles and is comprised of different types of complex interaction,

so more action-based research is needed to understand the landscape of sustainable supply chain

management fully.

Using a combination of a single-case study, an application of an established system, and a

review of past studies, this research introduces a methodological framework through iterative

and inductive rationale. According to Bratt (2021), a systems insight was used because it best
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met the study's concept eligibility requirements, which required that the investigation and its

operations be founded on the commitment between academics and professionals. Second,

hypotheses of institutional training were regarded to enhance transformation and guarantee a

comprehensive sustainability framing and sustainable strategic development.

As a result, they used a two-stage research workflow to apply these criteria. Before

implementing the framework for sustainable strategic development (FSSD) to incorporate

Sustainability into a firm's fundamental business, they utilized a case study to investigate how

the FSSD can facilitate agile methodologies. This situation exemplifies integrated management,

which considers environmental, social, and compliance efficiency coordinated across different

areas of a company's operations, departments, teams, and infrastructure. In distinctive, Bratt

(2021) was interested in how integrated management and the FSSD contribute to strategic SSCM

deployment. Next, they synthesized empirical lessons from SSCM and organizational learning

research articles and their fieldwork to construct an operational methodological framework for

strategic SSCM.

Bratt (2021) expands upon the studies conducted by Oelze et al. (2016) to investigate

SSCM's impact on organizational learning and the means through which this effect might be

brought about. They supplement and juxtapose this by taking a case-based, multi-year look at an

organization's leadership and principles and investigating the underpinnings of incorporating

effective SSCM implementation strategies. They find support in earlier assertions by Senge,

Hamilton, & Kania (2015) that this may lead to more equitable, long-term profit maximization

for systems within and outside the company if systems thinking is used together with a

framework for sustainable strategic development (FSSD). In addition, Bratt (2021) discovered

that integrated management brought about new advantages for all corporate activities and supply
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chains. Consequently, they advocate for a coordinated strategy to issue resolution, the creation of

answers that will yield internal advantages for the company, and the unification of goals and

objectives to ensure the continuity of supply chains. Doing so puts them in line with a growing

body of SSCM research that aims to shift the field's emphasis from improving the Sustainability

of already existing supply chains (through efficiency) to developing new supply networks that

are both effective and sustainable.

According to Kopencova (2021), information security management is constantly linked

to the safety of the elements under management. Quality risk analysis is essential for the long-

term success of information security, as it is with any other kind of security. The cornerstones of

any risk assessment are finding a satisfactory compromise between the resources (the values we

safeguard) and the prospective, adverse effects of the risks on the elements we safeguard

(Kopencova, 2021). On the one hand, we need in-depth familiarity with the protected assets,

practical expertise, sound theoretical understanding, a healthy dose of creativity, and, last but not

least, sound thoughts and information about a wide range of dangers to value such risks properly

(Kopencova, 2021). The study fundamentally classifies dangers, considering their theoretical,

general, division and action levels.

From a business perspective, our globalized world has brought about many positive

changes, like increased productivity, lower costs, and more convenient consumer goods and

services. Although globalization has many positive outcomes, it also has some significant

drawbacks, as Kopencova (2021) explains. The term "security," which encompasses many of

these outcomes and may be defined as the maintenance of "good" procedures and "good" states,

is applicable here (Kopencova, 2021).

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Threat assessment, risk management, and the introduction of corrective actions are all

part of security management, as stated by Kopencova (2021). All possible dangers must be

analyzed, and their implications must be seriously considered (Kopencova, 2021). According to

Kopencova (2021), a multidisciplinary team of analysts is necessary since the world's challenges

come in many forms. Only then can they accurately analyze their risks (Kopencova, 2021).

Otherwise, we risk being in a position where we cannot correctly recognize rare threats. Because

of this, their paper presents a classification of generic risks that may function as a fundamental

key to thorough threat analysis, guaranteeing that no potential danger will be disregarded

(Kopencova, 2021). Even more importantly, the broad trajectories in which threats and,

therefore, security must evolve are mapped out (Kopencova, 2021).

In order to comprehend the danger and effectively manage it throughout the risk

management process, their paper outlines all the fundamental threat interactions that are

necessary to know (Kopencova, 2021). Therefore, it is essential to be familiar with the danger

catalysts (so-called agents) that we frequently face, for example, in the workplace. However, the

ability to recognize hazards connected with threats and, as a result, efficiently control risks or

prevent hazards in time is crucial, regardless of whether we are in the planning, design,

manufacturing, operation, or maintenance stages of a technological item or infrastructure

(Kopencova, 2021).

In conclusion, businesses need to plan for the long term by considering the numerous

risks that might affect the success of their projects. Longevity in a company depends on both risk

management and environmentally responsible supply chain management. These functional

features are essential in every industry.

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References

Bratt, C. S. (2021). Implementing strategic sustainable supply chain management. Sustainability,

13(15), 8132.

Kopencova, D. R. (2021). The global phenomenon of threats and risk management in

management and information technologies. Issues in Information Systems, 22(1).

Oelze, N. H. (2016). Sustainable development in supply chain management: The role of

organizational learning for policy implementation. Business Strategy and the

Environment, 25(4), 241-260.

Senge, P., Hamilton, H., & Kania, J. (2015). The Dawn of System Leadership. Stanf. Soc. Innov.

Rev. 13, 26–3.