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Social issues relating to sourcing in particular are referred to in different ways in the research literature, and sometimes the same terms are used with different meanings. The use of terms that specifically refer to the social dimension of sourcing is not common in the literature. Instead, most authors use terms with a broad scope that incorporate social issues alongside other sustainability dimensions. Table II presents the plethora of definitions that have arisen within the SSCM literature that include some or all aspects of social responsibility.

Table II – Terminology Identified in the Literature

Terminology Paper(s) Definition

Sustainable Supply Chain Management (SSCM)

 Carter & Rogers (2008)

 Carter & Easton (2011)

The strategic, transparent integration and achievement of an organisation’s social, environmental, and economic goals in the systemic coordination of key inter-

organisational business processes for improving the long term economic performance of the individual company and its supply chains.

 Seuring & Muller (2008a)

 Seuring & Muller (2008b)

The management of material, information and capital flows as well as cooperation among companies along the supply chain while taking goals from all three dimensions of sustainable development, i.e., economic,

environmental and social, into account which are derived from customer and stakeholder requirements.

 Krause et al. (2009) Not provided

Responsible supply chain

management  Amaeshi et al. (2008) Not provided Logistics Social

Responsibility (LSR)

 Carter & Jennings (2002)

 Ciliberti et al. (2008b)

The socially responsible management of logistics activities, which encompass supply, transportation and warehousing issues.

Socially Responsible Supply Chain Orientation (SRSCO)

 Park-Poaps & Rees (2010)

A proactive labour management concept that encompasses normative and behavioural cores of organisational culture and buyer-seller working partnership throughout the entire supply chain. Sustainable sourcing  Pagell et al. (2010)

Managing all aspects of the upstream component of the supply chain to maximise triple bottom line performance.

 Ageron et al. (2011) Not provided

Sustainable supply management

 Koplin et al. (2007) Integration of environmental and social standards into _{supply policy and management.}

 Krause et al. (2009) Not provided

 Ageron et al. (2011) Not provided

Purchasing Social Responsibility (PSR)

 Carter & Jennings (2004)

 Carter (2004)

 Ciliberti et al. (2008b)

Purchasing activities that meet the ethical and discretionary responsibilities expected by society.

 Maloni & Brown (2006) Not provided

Ethical sourcing

 Roberts (2003)

 Johnson (2004)

 Preuss (2009)

Not provided – but referring to both green and social issues in sourcing decisions.

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 Baden et al. (2009) Socially Responsible

Buying (SRB)

 Maignan et al. (2002) The inclusion in purchasing decisions of the social issues advocated by organisational stakeholders.

 Harwood & Humby (2008) Not provided

Socially Responsible

Buying / Sourcing (SRB)  Park (2005)

A system-wide consideration of causes and impacts of the buying / sourcing decisions on all constituents of society.

Socially responsible

purchasing  Leire & Mont (2010)

The utilisation of the purchasing power of public and private organisations to purchase products, works and services that have a positive social impact.

Supplier socially responsible practices

 Awaysheh & Klassen (2010)

Encompasses all management practices that affect how a firm contributes to the development of human potential and protects people from harm.

Socially responsible supply

management  Koplin et al. (2007)

Not provided – but referring to social issues in sourcing decisions.

Socially and Environmentally

Responsible Procurement (SERP)

 Hoejmose & Adrien-Kirby (2012)

Not provided – but referring to social and environmental issues in sourcing decisions.

The definition of ‘sustainable sourcing’ provided by Pagell et al. (2010) is the broadest one in scope, and includes all three dimensions of the TBL. According to the authors, sustainable sourcing refers to “managing all aspects of the upstream component of the supply chain to maximise triple bottom line performance”. Other terms and definitions in the table that refer to both social and environmental issues include: ‘sustainable supply management’ (Ageron et al., 2011; Koplin et al., 2007; Krause et al., 2009); ‘Purchasing Social Responsibility’ (PSR) (Carter & Jennings, 2004; Carter, 2004; Ciliberti et al., 2008b); ‘ethical sourcing’ (Roberts, 2003); ‘Socially Responsible Buying’ (SRB) (Maignan et al., 2002; Baden et al., 2009); and, ‘Socially and Environmentally Responsible Sourcing’ (SERP) (Hoejmose & Adrien- Kirby, 2012). Meanwhile, some of the terms identified focus on the social dimension of sourcing decisions: ‘Socially responsible buying / sourcing’ (SRB) (Park, 2005); ‘socially responsible purchasing’ (Leire & Mont, 2010); ‘supplier socially responsible practices’ (Awaysheh & Klassen, 2010); and, ‘socially responsible supply management’ (Koplin et al., 2007).

68 In this paper, we restrict the remaining discussion to a hierarchy of three terms, unless the precise terminology used in previous research is relevant to the conclusions of the literature review. The three terms are as follows:

a. Sustainable SCM (SSCM) – the broadest term, as defined in the introduction;

b. Sustainable Sourcing (SS) – all three TBL dimensions, upstream only; c. Socially Responsible Sourcing (SRS) – social dimension of the TBL,

upstream only.

Like the use of terminology, the coverage of social issues can also vary significantly, ranging from dealing specifically with one (or more than one) aspect of SRS, to a more general approach to the subject, i.e. referring to the social dimension as a whole. According to the classification proposed by Carter & Jennings (2002) and Carter (2004), the following categories of social issues can be identified:

 Human Rights: labour conditions such as child and forced labour, discipline, working hours and freedom of association (e.g. van Tulder & Kolk, 2001; Winstanley et al., 2002; Kolk & van Tulder, 2004; Luken & Stares, 2005; Fukukawa & Teramoto, 2009; Awaysheh & Klassen, 2010; Isaksson et al., 2010; Robinson, 2010; Brammer & Walker, 2011);

 Safety: the provision by suppliers of safe working environments and regular health and safety employee training (e.g. Johnson, 2004; Welford & Frost, 2006; Hutchins & Sutherland, 2008; Krause et al., 2009; Bai & Sarkis, 2010; Leire & Mont, 2010);

 Community: includes charitable initiatives, like auctioning or donating gifts received from suppliers, or economic development, such as the use of local

69 suppliers (e.g. Maloni & Brown, 2006; Castka & Balzarova, 2008; Ciliberti et al., 2008a; Ciliberti et al., 2008b; Lim & Phillips, 2008; Walker & Preuss, 2008; Ketola, 2010; Pullman & Dillard, 2010; Tate et al., 2010);

 Diversity: purchasing from minority/female-owned business enterprises (e.g. Maignan et al., 2002; Carter & Jennings, 2004; Ciliberti et al., 2008b; Brammer & Walker, 2011);

 Ethics: ethical behaviour in sourcing decisions, including purchasing through the fair trade movement, which supports pricing strategies that allow suppliers to avoid poverty and sustain business longevity (e.g. Carter, 2000b; Kaptein, 2004; Maloni & Brown, 2006; Pretious & Love, 2006; Castka & Balzarova, 2008; Ciliberti et al., 2008b; Drake & Teepen Schlachter, 2008).

In addition to the above categories (from Carter & Jennings, 2002; Carter, 2004), the following issues have also been identified in the reviewed literature:

 Respect for local democratic institutions, which would arise when purchasing items from companies that are not acknowledged by established democratic institutions (Maignan et al., 2002);

 Animal welfare concerns (Maloni & Brown, 2006; Pullman & Dillard, 2010);

 Social impact on customers, such as through suppliers using unsafe paint on toys with consequences for the consumer (Klassen & Vereecke, 2012).

It is argued here that all of these social issues are important in the context of SRS although, realistically, priority is likely to be given to one or two categories of

70 issues in the early stages of an SRS initiative. Further research into the relative importance of the various issues could provide valuable insights for practising managers.