Executive Summary:

This research focuses on Sustainable Supply Chain Management (SSCM) implementation and its
practices, grounded in a literature review and case studies in Taiwan. The aim is to develop a
generalizable SSCM implementation framework and understand why companies adopt SSCM practices.

The study identifies three broad SSCM strategic responses: Reactive, Cooperative, and Dynamic, based
on a review of SSCM literature. These responses reflect organizations' approaches to balancing
economic, environmental, and social responsibilities.

In the Taiwanese context, SSCM practices were found to align with international standards, emphasizing
practices in procurement, green process design, and product recycling. Customer demand, regulations,
and competition were key drivers for SSCM adoption.

The main obstacles to SSCM implementation in Taiwan were a lack of guidelines, policies, and green
practices, as well as insufficient laws and regulations. Firms also faced challenges related to knowledge
and awareness, internal support, and technology development.

The internal motivation for adopting SSCM practices included gaining a competitive advantage,
enhancing environmental image, driving innovation, improving resource efficiency, and overall
performance.

The study's findings contributed to the development of a basic SSCM implementation model. This model
outlines the general progression of SSCM implementation, its drivers, and expected outcomes. It is
adaptable for application in various contexts.

In conclusion, this research provides valuable insights into SSCM implementation practices and offers a
foundation for future sustainability and supply chain management initiatives. It contributes to both
theory and practice, guiding decision-makers and researchers in the SSCM field.

SSCM implementation in Taiwan, let's discuss some key points related

to the Taiwanese context:
1. SSCM Drivers in Taiwan:

The text highlights that regulatory requirements, customer demands, organizational strategies, and
social responsibility are key drivers of SSCM in Taiwan. These drivers align with the global trend in SSCM
research.

2. Two Stages of SSCM Implementation:

The text suggests that SSCM implementation in Taiwan went through two distinct stages. The earlier
stage, which ended around 2010, was characterized by a combination of reactive and cooperative
models. In contrast, the later stage, starting in 2010, emphasized the dynamic model with a focus on
green design and corporate social responsibility.

This shift indicates that Taiwanese organizations moved from mere compliance with regulations to a
more proactive approach to sustainability, reflecting a broader global trend toward comprehensive
sustainability initiatives.
3. Impact of Regulation on SSCM:

The text points out that a 2014 mandate requiring the inclusion of corporate social responsibility in the
annual reports of listed companies in Taiwan had a significant impact on SSCM practices. This finding
underscores the role of regulation as a strong driver of SSCM.

4. Lag between Practice and Academic Research:

The text notes that academic research and publications in Taiwan lag behind the SSCM practices used by
practitioners and industries. This highlights a common challenge in the academic world, where research
often takes time to catch up with real-world developments.

5. Industry Diversity in SSCM Adoption:

The text mentions that the industries examined in Taiwan include high-tech, traditional manufacturing,
clean energy, and service industries. This diversity reflects the broader range of sectors that have
embraced SSCM, indicating that it's not limited to a specific industry.

6. Cooperative Model Prevalence:

Based on the summary presented in Table 3, it appears that the cooperative model is the most prevalent
among the surveyed Taiwanese organizations, as it has the highest number of corresponding practices
(C1 to C7). This suggests that many organizations in Taiwan have adopted a collaborative approach to
SSCM.

7. Framework Development:

The text presents a framework for SSCM implementation in Taiwan, categorized into three models:
reactive, cooperative, and dynamic. These models serve as a foundation for understanding how
Taiwanese organizations approach SSCM.

8. Alignment with Global SSCM Development:

The text suggests that the adoption of SSCM in Taiwan is consistent with global SSCM development
trends since 2007. This alignment may be due to Taiwan's close economic and technological ties with
Western markets.

9. Ethical Leadership and Corporate Social Responsibility:

The dynamic model in Taiwan emphasizes ethical leadership, green product innovation, and corporate
social responsibility. This reflects a growing global awareness of the importance of ethical and socially
responsible business practices.

10. Need for Greater Academic Research: - The text highlights that there is a gap between academic
research and real-world SSCM adoption. This emphasizes the need for more academic studies to capture
and analyze the actual field adoptions of SSCM in Taiwan.

In summary, the Taiwanese experience with SSCM implementation mirrors global trends in supply chain
sustainability. The shift from reactive to cooperative and dynamic models, driven by a combination of
regulation, market demand, and corporate social responsibility, reflects the broader evolution of
sustainability practices in supply chain management. It also underscores the need for continued
academic research and the potential for SSCM to contribute to the overall sustainability efforts in
Taiwan and beyond.

Framework for SSCM Implementation:

1. Assessment and Understanding:
 Evaluate your organization's current supply chain practices.
 Understand the drivers for SSCM in your specific context, such as regulatory requirements,
customer demands, and organizational strategies.
2. Model Selection:
 Choose one of the three SSCM models based on your organization's strategic intent, available
resources, and capabilities.
 Reactive Model: Compliance with regulatory requirements, basic environmental practices.
 Cooperative Model: Integration of SSCM with supply chain collaboration, ISO 14001, and
sustainable procurement.
 Dynamic Model: Emphasis on ethical leadership, green product innovation, corporate social
responsibility, and green image management.
3. Implementation Plan:
 Develop a detailed implementation plan based on the selected model.
 Identify specific SSCM practices to be adopted within your supply chain.
4. Practice Implementation:
 Begin implementing SSCM practices, starting with those most aligned with your chosen model.
 Monitor progress and make necessary adjustments.
5. Stakeholder Engagement:
 Engage with suppliers, customers, and other stakeholders to align SSCM goals and practices.
 Build lasting partnerships and collaboration to enhance sustainability.
6. Continuous Improvement:
 Continuously assess and improve your SSCM practices.
 Evolve from one model to another as your organization's capabilities and sustainability goals
expand.
7. Performance Metrics:
 Develop key performance indicators (KPIs) related to environmental, social, and economic
aspects.
 Regularly evaluate and report on your SSCM performance.
8. Integration with Business Strategy:
 Align SSCM with your overall business strategy and organizational vision.
9. Adaptation to Local Context:
 Consider the unique characteristics and regulations of your specific industry and region.
10. Education and Training:
 Ensure that your staff and supply chain partners are educated and trained in SSCM practices.
11. Communication and Reporting:
 Communicate your SSCM efforts to stakeholders through transparent reporting and public
relations.
 12. Evolving toward Sustainability:
 Over time, aim to transition from a reactive approach to a more cooperative or dynamic model
as your organization's capabilities and commitment to sustainability grow.

This framework provides a broad outline for implementing SSCM within your organization. However,
please note that the specific practices, actions, and details of the implementation plan would depend on
your organization's unique circumstances and goals. It's essential to tailor your SSCM strategy to your
specific context.

Summary:

Study Contributions: The study builds on a foundation of information regarding sustainable supply chain
strategies and best practices from a narrative literature review. It explores how firms respond to
sustainability requirements, and the findings suggest that firms take strategic actions based on their
intents, available resources, and capabilities. The study identifies primary categories of SSCM
implementation, including reactive, cooperative, and dynamic models, and presents specific actions that
firms have taken.

Generalizability: The models developed in the study, based on Taiwanese cases, are considered
generalizable for several reasons. First, the study's exploration includes a review of the literature from
mainstream journals, which uncovered attributes of common practices that are international.
Additionally, the basic implementation model derived from Taiwanese cases is consistent with existing
literature. The proposed models are flexible and can be applied in different country contexts, such as
Europe and the USA.

Applicability in Different Regions: The study suggests that the developed models can be applied at
different levels in various regions. The reactive model is suitable for Eastern European countries where
infrastructure and technological development may be lagging. In contrast, cooperative and dynamic
models find opportunities for advancement in Western European countries.

Focus on Sustainability in Europe: In European countries, sustainable development is a source of

innovation, especially organizational and technological, translating into increased profits and improved
supply chain image. Enterprises within the European Union are increasingly interested in implementing
sustainable development practices, which lead to innovation, transparency, competitiveness, and
attractiveness in the market.

Importance of Integrated Bottom Line (IBL): Meeting the expectations of the public, stakeholders, and
supply chains themselves in areas related to sustainability significantly supports the development of the
integrated bottom line (IBL), which values environmental and social performance.

Challenges and Opportunities for Taiwanese Firms: Taiwanese firms face challenges and hidden
opportunities in recognizing and integrating SSCM. Supplier performance is critical, and the expectation
is for continuous improvement in sustainable performance. This adds complexity to the role of supply
chain management professionals.
Foundational Elements of SSCM: The study identifies several foundational elements of SSCM, including
green purchasing, waste and water management, energy consumption and emission reduction, green
manufacturing, product recovery, and reverse logistics. These elements contribute to the value and
success of larger systems, such as supply chains and society.

Limitations and Future Research: The study acknowledges its limitations, such as the focus on a single
country context and the qualitative approach used. It suggests that future research could extend the
scope and conduct empirical research on SSCM implementation.

SSCM as the Corporate Strategy of the Future: Transforming the supply chain business model to include
environmental and social sustainability is seen as the corporate strategy of the future. Because much of
a firm's impacts are likely in its supply chain, it makes sense to integrate sustainability considerations
early in decision-making processes.

Collaboration for Sustainability: Collaboration among technology providers, businesses, citizens, and
policymakers is essential to drive environmental and social performance, economic growth, and sound
business model changes to ensure sustainability for future generations.

Overall, the text highlights the importance of sustainable supply chain management, its relevance in
different global contexts, and the need for organizations to integrate sustainability into their operations
while collaborating to achieve a more sustainable future.

The text mentions "reactive, cooperative, and dynamic models" in the

context of sustainable supply chain management (SSCM). These
models represent different approaches that organizations can take
when implementing sustainability in their supply chain practices:
Reactive Model: In the reactive model, organizations respond to sustainability requirements when they
are mandated or when external pressures, such as regulations or customer demands, force them to do
so. This approach often involves addressing sustainability issues on a case-by-case basis as they arise.
Reactive companies may make changes to meet specific requirements without necessarily integrating
sustainability as a core part of their business strategy.

Cooperative Model: The cooperative model involves collaboration and cooperation with various
stakeholders, both within the organization and in the supply chain. It acknowledges that sustainability is
a shared responsibility. This model may involve working closely with suppliers, customers, and partners
to develop sustainable practices and solutions collectively. Cooperation and partnerships are key
elements of this approach.

Dynamic Model: The dynamic model signifies a proactive and adaptable approach to sustainability.
Organizations that adopt this model actively seek opportunities for innovation and improvement in
sustainability. They are flexible and open to change, continuously looking for ways to enhance their
sustainability performance. Dynamic companies are often early adopters of new sustainable
technologies and practices, striving to lead in sustainability efforts.
These models offer organizations different strategic approaches to incorporate sustainability into their
supply chain practices. The choice of which model to adopt depends on an organization's goals, available
resources, and commitment to sustainability. The text suggests that these models are generalizable and
can be applied in various global contexts and regions.