Enablers, Obstacles, and Business Impacts of Responsible Sourcing Practices: A Systematic Literature Review

Enablers, Obstacles, and Business Impacts of Responsible
Sourcing Practices: A Systematic Literature Review.

Adil Cherkaoui, Marouane Aliat
Dans Gestion 2000 2022/6 (Volume 39), pages 19 à 44
Éditions Association de Recherches et Publications en Management
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Adil CHERKAOUI
Research Laboratory in Development Economics and
Governance of Organizations (LAREDGO). Faculty of Legal,
Economic and Social Sciences – Ain Chock, Hassan II University of
Casablanca, Morocco
Marouane ALIAT
Research Laboratory in Development Economics and
Governance of Organizations (LAREDGO). Faculty of Legal,
Economic and Social Sciences – Ain Chock, Hassan II University of
Casablanca.
Enablers, Obstacles, and

Business Impacts of Responsible
Sourcing Practices: A
Systematic Literature Review.
Catalyseurs, obstacles et
impacts économiques des
pratiques d’approvisionnement
responsable: une revue
systématique de la littérature.
Introduction article also aims to further advance the
understanding of RS practices by posit-
ing a definition that extensive research
Sustainability has become an import- on literature in the field has produced.
ant part of businesses, and supply Moreover, the research aims to encom-
chains (SC) are major contributors to pass all aspects of RS integration in
externalities. Responsible sourcing (RS) SCs, resulting from thorough studies of
is an approach to introducing sustain- all the drivers, obstacles, and impacts
ability into buying practices (Islam et of this approach. This study plays an
al., 2017; Mendoza Jimenez et al., important role in enriching RS literature
2019). This systematic literature review by (a) confronting and weighing the
aims to provide a basis for further re- most crucial factors for a comprehen-
search in the field of RS and its role sive RS definition on the basis of prior
in promoting sustainability in SCs. The research; (b) focusing on identifying
19
Gestion 2000 6 novembre-décembre 2022
challenges of properly integrating RS 1. Methods

and various constraints blocking the
strategy; (c) investigating the role of
ethics and ways to achieve sustainabil- A systematic literature review (SLR) is
ity in procurement; (d) consolidating a rigorous scientific procedure that in-
findings in a critical analysis that leads cludes a systematic literature search,
to identifying future research areas. an assessment of the quality of each
The following research questions guide study, and a synthesis or summary of
the study: the findings (Paul et al., 2021; Xiao
& Watson, 2019). According to sev-
What drivers and constraints face eral studies, planning, assessing, and
the proper implementation of RS? reporting are the three essential steps
What is the role of ethics in RS, and for properly conducting an SLR (Paul et
how does procurement achieve sus- al., 2021; Xiao & Watson 2019). The
tainability? SPAR 4 SLR or 3A approach is a pro-
What is the status of RS in develop- cess for conducting an SLR, known for
ing nations, and what are the direct its detail, precision, and thorough ana-
business impacts of pursuing it as a lytical process. It consists of three main
strategy? steps: finding literature, obtaining re-
What RS topics could future resources, and assessing and reporting
search investigate? results, and includes six sub-steps. Us-
ing pragmatic and logical approach-
This study will investigate the concept es, the method aims to ensure reaching
of RS through a systematic literature well-founded assumptions and trans-
review, including definitions, the role parency through clearly defining and
of ethics, drivers of adoption, bar- communicating its steps and sub-steps.
riers to RS, practices in developing Figure 1 illustrates the entire process.
countries (DC), paths to instauration,
impact on strategies, and critical anal-
ysis of the findings.
20
Enablers, Obstacles, and Business Impacts of Responsible Sourcing Practices: A Systematic Literature Review.
Figure 1: SPAR 4 SLR. Source: (Paul et al., 2021)
Acquisition
Identification
Search engine
Domain
Search period
Assembly Research question
Key words
Resource type
Number of results
Resource quality
Purification
Organization
Arrangement Organizing codes
Type of resources
included and excluded
Evaluation Reporting
Assessment Analysis method Reporting agreement
Agenda proposal method Restrictions
Based on the Paul et al. (2021) model, the review protocol the researchers used to
analyze the data for this article appears in the table below.
Table 1: Review protocol

Stage and Criteria Logic
sub-stage
Assembly - Domain This research will explore the field of RS to investigate the subject
Identification identification from all angles and better comprehend the role of organizations in
influencing the practice. A section will address DCs to better under-
stand the theme in these regions, given their specifics.
Research RQ1: What are the drivers and constraints facing proper implementa-
questions tion of RS?
RQ2: What is the status of RS in developing nations and what are
the direct business impacts of this strategy?
RQ3: What RS topics could future research investigate?
Type and The focus of this study is primarily on academic journals with H
quality of indices between 20 and 40. The analysis excludes gray literature.
resources Research from Google Scholar and journals with a low H-index will
occasionally appear, to cover the topic in DCs. (Paul et al., p. 202;
Poirrier et al., 2021)
21
Stage and Criteria Logic

sub-stage
Assembly - Search Search methods, such as keywords, subject terms, and citation-seek-
Acquisition mechanism ing, serve to identify literature and guarantee that the review is com-
prehensive and up to date. These search mechanisms also contribut-
ed to ensuring that the literature in this review is consistent with and
appropriate for the research questions. Further details about keyword
selection appear in the section on keywords and search strings.
Search Paul et al. (2021) recommend leaving the start-up period open for
period emerging research subjects, applied here in the initial research stage.
The primary analysis created conceptual confusion in papers deliv-
ered before 2005. Therefore, we opted to make the following period
the basis of our research: 2005–2022. However, five articles from
the period between 1998 and 2005 were included as they helped to
outline the evolution of the concept of RS in the definition.
Definition of The keyword selection phase consisted of analyzing the different syn-
keywords onyms (see table 3 for details). These synonyms were extracted from
two thesauri. The same approach applied to keywords in French. We
eliminated words with connotations far from the field of management
sciences, to produce the list of combinations in the table of keywords.
Arrangement - Organization The coding of the articles was based on the subjects covered, the
Organization of codes field of application (private or public), the methodology used (quan-
titative or qualitative), and the segmentation of the results (drivers,
obstacles, impacts, and DCs).
Arrangement - Inclusion and Duplicate records were eliminated in the initial stage. Second, we
Purification exclusion of performed exclusions based on the article title. We removed all con-
articles tent unrelated to RS directly. Third, we included both quantitative and
qualitative research because the papers showed no restrictions on
methodology. Fourth, we eliminated all results that were not journal
papers.
Assessment Analysis We used segmentation to extract information from articles. The first
method step was to analyze the titles and abstracts, to eliminate articles that
did not address the subject of RS. Then, we conducted an in-depth
analysis of the articles to ensure a complete relationship to the
research area. Articles for analysis must include at least one of the
following topics: definition of RS, enablers, barriers, DCs and RS, eth-
ics in procurement, and tools to achieve RS.
Assessment Reporting The research resulted in a new, more comprehensive definition of RS,
five identified enablers, five key barriers, and seven business impacts
of RS. The results of analyzing the DC context largely correspond to
the conclusions of Scopus, WoS, and Cairn. The main limitation of
the results lies in the choice of keywords, which may differ from one
researcher to another, a well-known limitation of systematic reviews.
1.1. Keywords and search strings by referring to two main thesauruses

that the research field employs: Mer-
The keyword selection process is riam-Webster and Thesaurus.com for
crucial in SLR. We used the different English; INRAE and Dictionnaire.rever-
patterns of keywords for this research so.net for French. Crucially, we did not
22
utilize all synonyms, selecting words pus, Web of Science, and Cairn used
based on their proximity to the field of these terms. The terms “Green” and
business and management. “Vert” were not applied because they
only relate to the environmental side
We selected keywords based on exist- of sustainability and do not take eco-
ing literature and the authors’ research nomic and social factors into account.
background. The main search on Sco- Table 2 lists all the combinations.
Table 2: Search strings and keywords

Database Language Chains Complement
Web of Science English (Responsible Sourcing) (impact) OR (influence) OR
& Scopus OR (Sustainable Sourcing) (effect) OR (result) OR (obstacles)
OR (Ethical sourcing) OR OR (problems) OR (Difficulties)
(Responsible Procurement) OR (hindrance) OR (complica-
OR (Ethical procurement) OR tions) OR (drivers) OR (enablers)
(Sustainable Procurement) OR OR (facilitator)
(Responsible Purchasing) OR
(Sustainable purchasing) OR
(Ethical purchasing)
CAIRN French (Achats Durables) OU (Achats (Impacts) OU (Incidence) OU
Responsables) OU (Achat (répercussions) OU (retom-
Moral) OU (Achat éthique) OU bées) OU (retentissement) OU
(Approvisionnement Durable) (obstacles) OU (contrainte) OU
OU (Approvisionnement (difficulté) OU (contrariété) OU
Responsable) OU (catalyseur) OU (facilitateur) OU
(Approvisionnement Moral) OU (stimulant)
(Approvisionnement éthique)
The review procedure for this study research. We studied the importance
included three primary processes. To of ethics in procurement, drivers and
identify publications that satisfied the obstacles for RS, and how DCs might
inclusion requirements, the authors first apply sustainability policies in depth.
scanned article titles and abstracts. Figure 2 displays the number of arti-
Second, they carefully examined the cles we used from each database for
chosen papers to make sure they were this investigation.
pertinent to the main objective of the
23
Figure 2: summary of results
WoS: 95 articles Arrangement: WoS: 57 articles WoS: 36 articles

Assessment.
Assembly: 217 Title & Abstract.
Scopus: 64 Articles 92 articles Scopus: 24 articles
articles. 136 articles Scopus: 49 articles
remaining.
remaining.
Cairn: 58 Articles Cairn: 38 articles Cairn: 10 articles
2. Findings an essential part of business man-

agement (Carter & Jennings, 2004).
By the 1960s, procurement had
This research focused on RS, using three evolved into a management function
databases: Scopus, Web of Science, that required specific skills and train-
and Cairn. The primary focus was on ing. Now, competition is becoming
peer-reviewed articles that discussed more complicated, with sustainability
the impacts and obstacles in implement- metrics playing a larger role in de-
ing RS. Filters were applied to limit the termining a company’s competitive
research to the following segments: advantage. (Dresner, 2001; Waugh,
Management- Business- Operations Re- 2004). Since the dawn of the 21st
search Management Science- Econom- century, the Internet has revolution-
ics- Business Finance. The year range ized how businesses purchase goods,
was limited to articles between 2005 with B2B online transactions and virtu-
and 2022. We excluded articles tack- al invoices becoming more common.
ling the implementation of sustainability Improved information systems have
in any other field of SC than procure- also made purchasing more precise
ment. Additionally, we excluded offi- and strategic, resulting in faster activi-
cial governmental reports, reports from ty (Ho, 2012).
world organizations, and non-peer-re-
viewed articles from the analysis. Reputational risk has been essential to
business success for decades. The de-
velopment of financial metrics to mea-
2.1. Evolution and sure company sustainability occurred
definitions of RS in response to worries about sustain-
ability, child labor, inadequate work-
With the Industrial Revolution came ing conditions, and other externalities
the need to negotiate with suppliers (McCruden, 2004). As a result, early
for the best deal, making procurement in the 1990s, when legislation worked
24
toward the inclusion of minorities in the (CSR) (Waugh, 2004). Recent studies
workforce, RS research increased. As a have shown that social and environ-
result, RS has gained pace and is now mental factors play significant roles in
recognized as a fresh approach to low- the purchasing process as well.
ering reputational risk and seeking sus-
tainability (Carter & Jennings, 2004). Suppliers and contractors must adhere
The foundation of RS is the incorpora- to rules including fair pay, safe work-
tion of environmental factors into pur- ing conditions, and environmental pro-
chasing decisions, with the objectives tection, to appear ethically responsible
of cutting costs, enhancing public per- (McCruden, 2004; Carter & Jennings,
ception, and minimizing environmental 2004). Since 2009, the idea of RS has
damage (Carter & Jenning, 2004). In evolved to include the environmental,
the early 2000s, academics and NGOs social, and economic facets of sustain-
expressed concerns about unethical cor- ability. This entails such considerations
porate purchasing practices, prompting as ethics and accountability to outside
an examination of trends in this area to stakeholders. The following table illus-
advance corporate social responsibility trates the evolution of the RS idea.
Table 3: Chronology of definitions of RS

Year Definition Authors
2009 RS works to ensure economic, social, and environmental sustainability. It Walker &
implies making eco-friendly purchases, cutting back on waste and energy Phillips, 2009
use, upholding human rights, enhancing working conditions, and cutting
prices.
2011 Aiming to optimize advantages for people, profits, and the environment, RS Meehan &
is a strategy that considers the social, economic, and environmental effects Bryde, 2011
of purchasing decisions.
2012 RS is the practice of buying goods and services in a way that considers the Melissen &
social, economic, and environmental impact on individuals and communi- Reinders, 2012
ties.
2013 RS is a CSR strategy that aims to satisfy investor demands while achieving Sourani, A.,
the best possible economic, environmental, and social results in purchasing & Sohail, M.,
decisions. 2013
2014 RS is a continuation of socially accepted business norms that encourage Husser et al.,
transparency and fairness among all parties involved in the procurement 2014
process. It is supported by moral values, which are crucial for preserving
pillars of sustainability
2015 RS is a method of procuring goods and services that considers a product or Ruparathna,
service’s complete lifecycle to optimize value and profit for all stakeholders. 2015
2016 RS aims to maximize the economic benefits of purchasing services and Young et al.,
goods while minimizing environmental and health harm. 2016
25
Year Definition Authors

2017 RS is a method by which organizations meet their needs for goods and ser- Islam et al.,
vices in a way that creates value throughout the entire lifecycle. 2017
2018 RS is the practice of making ethically and ecologically responsible purchas- Makaoui &
es of goods and services with the intention of fostering the SC’s long-term Saadaoui,
sustainability. It entails adhering to rules established by global regulatory 2018
organizations.
2019 RS is a moral code of behavior that fosters fair SC practices and supports Marshall et al.,
efforts to empower workers through sustainable development. 2019
2020 To balance the three economic, social, and environmental levers while Singh, 2020
purchasing products and services, responsible procurement uses the Triple
Bottom Line.
2021 RS procurement imposes environmental and ethical requirements in purchas- El Haddadi et
es, supplier selection, and even technical specifications sent to the compa- al., 2021
ny’s various stakeholders.
Building on the previously generated provide training in ethical decision-mak-

information from the literature, we ar- ing, and communicate openly and
rived at the following definition: honestly (Mazharul & Alharthi, 2020).
Furthermore, businesses should monitor
“RS is defined as the inclusion of so- and manage their reputations through
cial, environmental, and economic client-service procedures (Wild &
aspects in the process of buying prod- Zhang, 2011). Ethics and reputation are
ucts and/or services. Aligning different critical components of a successful busi-
stakeholders with organizational sus- ness that must be managed with care
tainability vision in procurement and (Mazaharul & Alharthi, 2020). Ethics
encouraging ethical individual and are critical in establishing and maintain-
collective practices are key parameters ing a positive brand image. As a result,
to achieving sustainability in procure- businesses should strive to be honest, re-
ment. RS aims to preserve the society spectful, and transparent in all aspects
and the environment from externalities of their operations while complying
resulting from intensive and unethical with applicable laws and regulations
buying habits considering the crucial and minimizing environmental impact
role of economic welfare.” (Razzaque & Hwee, 2002; Mazharul &
Alharthi, 2020). Procurement ethics is a
concept that aims to establish the princi-
2.2. Ethics in procurement ples of fair relationships and honest de-
cision-making. The most frequently used
To present themselves as responsible ethical decision-making framework is
organizations, businesses must have James Rest’s four-component model,
strong ethical systems and good reputa- which includes ethical sensitivity, eth-
tions. They must establish clear policies, ical judgment, ethical intention, and
26
ethical behavior (Husser et al., 2014; customer consumption habits evolve.

Ho, 2012). While ethical judgment is Companies have benefited from im-
the process of determining whether a proved perceptions among both inter-
decision is ethically correct, ethical be- nal and external stakeholders due to RS
havior is the ability to maintain a moral tactics. Corporate philanthropy and RS
sense of duty while conducting business practices serve as drivers for improved
(Ho, 2012). Because procurement is a brand image, as well as long-term fi-
money-intensive activity, unethical con- nancial and operational benefits. As a
duct in this process can be particularly means of improving living conditions in
harmful (Razzaque, 2002). Exagger- the surrounding areas, companies op-
ating a problem, offering preferential erating in DCs have linked corporate
treatment, and engaging in reciprocity philanthropy with RS (Mansi, 2015;
are all examples of unethical buying be- Grandiola, 2016).
havior (Ho, 2012). Such factors as the
buyer’s personality, ideology, beliefs, Environmental and social
socioeconomic status, gender, religion, externality prevention
and culture affect procurement ethics.
Furthermore, organizational factors, RS practices are beneficial to the en-
such as company size, industry type, or- vironment and local communities be-
ganizational ethics climate, and codes cause they reduce CO2 emissions,
of ethics, impact ethical decision-mak- energy costs, and transactional risks,
ing (Hussell & Al, 2014; Ho, 2012; and reduce job opportunities (Aragao
Razzarque & Hwe, 2002). & Jabour, 2018; Pacheco-Blanco & Bas-
tante-Ceca, 2016). Furthermore, such
tactics can help local industries become
2.3. Drivers of RS more competitive and modernized. By
creating job opportunities, modernizing
Brand image and philanthropy local industries, improving health and
safety conditions for employees, and
Brand image and corporate philanthro- reducing inequalities, sourcing locally
py are strong reasons for companies to can have a positive impact on business-
adopt RS practices, according to most es and their surrounding environment
studies. The public bases its perception (Mansi, 2015; Tiwari et al., 2019).
of a brand on tangible or intangible Implementing sustainable procurement
elements (Ambekar et al., 2018; Etse measures and measurement tools has
et al., 2021; Grandia, 2016; Mendez helped companies improve employee
Jiminez et al., 2019). Companies strive satisfaction, retention, and the overall
to incorporate sustainability into their atmosphere of doing business (Etse et
operations, including procurement, as al., 2021; Ogunsanya & Al, 2019).
27
Organizational ability, incentives, for successfully integrating sustainabili-

and commitment ty practices (Ershadi et al., 2021).
To successfully implement RS mea- E-procurement and

sures, organizations must have ad- institutional isomorphism
equate training and development of
employees, knowledge management, The term “E-procurement” refers to a
communication of RS practices, man- technology-driven procurement pro-
agerial support, and understanding cess that facilitates RS, supplier se-
of the whole lifecycle cost of services lection, and communication between
and products (Grandia & Voncken, stakeholders. Employees can effective-
2019; Ferri et al., 2016; Kannan, ly complete the buying process using
2021). Successful implementation also enterprise resource planning (ERP)
requires raising awareness of the ben- platforms. Purchasing in organizations
efits and gains of RS strategies, as well has proved to be an effective tech-
as appropriate education and report- nique (Leal Filho et al., 2019; Walker
ing mechanisms (Erridge & Hennigan, & Brammer 2012). E-procurement ERP
2012). To drive RS strategies, organi- systems allow for faster and more ac-
zations must have incentives. To enable curate purchasing cycles, as well as
RS, having adequate organizational assisting businesses in better mapping
learning capacity is critical (Grandia, sustainability when selecting suppliers.
2016). To ensure a smooth transition, The success of E-procurement strategies
employee input should be considered, depends on integrating software with
and resistance to change should be traditional communication channels,
anticipated. Encouraging employees according to Walker and Brammer
to adopt new procurement methods (2012). E-sourcing, electronic inform-
requires transformational leadership ing and ordering, reverse auctioning,
(Ferri et al., 2016; Sourani & Souhail, and tendering are the five divisions of
2013). Affective commitment must E-procurement software (Leal Filho et
function as a key driver for organiza- al., 2019; Singh, 2020). DiMaggio
tions looking to implement responsible and Powell (1983) suggested that or-
procurement. Change agents, such as ganizations undergoing changes face
external project management officers, three types of isomorphism: normative,
can help with this process (Mendoza coercive, and mimetic. Coercive iso-
Jiminez et al., 2019). Ensuring success- morphism, according to Loosemore et
ful RS strategies calls for considering al. (2021), is the most effective driver
incentives and ability. The commitment for companies to adopt sustainability
of senior management is also critical practices, due to the pressure that larg-
er organizations and governments ex-
28
ert to ensure a high level of sustainabil- ies adopting sustainability-focused pol-

ity in their sourcing processes. In fact, icies will increase public awareness of
DC governments are becoming more social, economic, and environmental
stringent when it comes to sourcing issues. However, some instances sug-
and the degree of sustainability that it gest that the lack of sustainability inte-
achieves. gration is due to a lack of understand-
ing of the necessary procedures and
strategies, rather than unwillingness
2.4. Obstacles facing RS (El Haddadi et al., 2021; Islam et al.,
2017; Zaidi et al., 2019).
This section contains 14 articles that
discuss various factors hindering the Prioritization of the
integration of sustainability strategies economic dimension and
in procurement. Seven of the articles stakeholder unawareness
used qualitative approaches, while we
analyzed the rest using quantitative Purchasing is an important component
modeling techniques or a combination of SC management, and companies
of both. often prioritize financial performance
when making decisions (Trevio-Loza-
Governmental and no, 2021). On the other hand, RS
political opposition strategies aim to incorporate sustain-
ability considerations into procure-
According to these studies, the lack ment decisions, which can provide
of organizational bodies’ involvement long-term economic benefits (Ayark-
is the main obstacle to incorporating wa et al., 2020). Nonetheless, many
sustainability criteria into procurement companies continue to neglect sustain-
divisions (Trevio-Lozano, 2021). Polit- ability in their procurement processes,
ical opposition and corruption repre- leading to potential lost markets and
sent major obstacles to the adoption reputational damage. Furthermore,
of RS practices. It is the responsibility the cost of moving to RS can be a
of regulatory bodies to encourage pri- barrier for organizations (Eikelboom
vate stakeholders to adopt sustainabili- et al., 2018; Zaidi et al., 2021).
ty practices (El Haddadi et al., 2021). Lack of knowledge and training of
However, the absence of regulatory procurement professionals is the pri-
policies in emerging economies pre- mary barrier to including sustainabil-
vents such habits from taking hold (Is- ity in procurement, resulting in resis-
lam et al., 2017; Vluggen et al., 2019; tance to change (Hald et al., 2020;
Zaidi et al., 2019). Research suggests Treviao-Lozano, 2021). The lack of
that governments and regulatory bod- integration of sustainability in suppli-
29
er operations, particularly in DCs, is other hand, some industries may be

another external factor (Walker & Phil- resistant to such change, due to ex-
lips, 2009). Management must pro- ternal influences (Grob & McGregor,
vide buyers with clear guidelines and 2005; Vluggen et al., 2019).
encourage creativity and innovation,
to avoid misperceptions and biased
implementation of the triple bottom 2.5. RS in developing countries
line principle.
This section looked at 13 articles that
Planning sustainability: organizational, focused on RS in DCs. Morocco, Gha-
cultural, and industry-specific barriers na, Nigeria, UAE, KSA, Malaysia,
India, Ukraine, and Brazil were the
Policymakers are implementing strat- nine DCs studied. Economically, these
egies to encourage sustainability in countries were assessed using GDP,
businesses, but integrating sustainabil- GDP per capita, and annual growth
ity into projects underway presents dif- rate, while non-economically, they
ficulties (Ruparathna, 2015; Vluggen were assessed by their human devel-
et al., 2019). To overcome them, re- opment index.
searchers suggest including sustainabil-
ity in the early stages of procurement Drivers and obstacles of RS
planning. To facilitate inclusion and in developing countries
promote the strategy from the very be-
ginning, international standards orga- DCs have put in place frameworks of
nizations have developed guidelines to RS strategies to change procurement
help businesses include environmental practices in both the public and pri-
and social factors in their procurement vate sectors (Al Nuaimi et al., 2020).
policies (Guo et al., 2016; Walker & However, due to economic viability
Phillips, 2009). and lack of knowledge, companies
do not always adhere to these frame-
Because they have a direct impact on works, making it difficult to imple-
the adoption of sustainability mea- ment RS strategies (Al Nuaimi et al.,
sures in procurement, organizational 2020; El Haddadi et al., 2021; Man-
structure, management, and culture si, 2015; Ogunsanya et al., 2021).
pose major barriers to RS integration DCs lack RS for such reasons as en-
(Delmonico et al., 2018; McMurray vironmental externalities and labo-
et al., 2014). Furthermore, informal rious bureaucracy, as well as a lack
norms that organizational culture gen- of transparency and accountability,
erates are critical for the economic, management support, community re-
political, and social spheres. On the sponsibility, and training (Malolitneva
30
& Dzhabrailov, 2019). Furthermore, a 2.6. Business impacts

study in Saudi Arabia found that the of RS strategies
link between financial performance
and sustainable procurement is weak To assess the effects of implemented RS
(Islam et al., 2017). strategies, we examined 20 peer-re-
viewed articles published between
Government officials should establish 2005 and 2021. Eleven of these ar-
clear rules for RS to investigate envi- ticles were qualitative, eight were
ronmental and social impacts; compa- quantitative, and one employed mixed
nies should allocate resources to the methods.
transfer of knowledge and best prac-
tices; policymakers should focus on Economic, social, and environmental
social and environmental parameters consequences for businesses
in the buying process (Al Nuaimi et
al., 2020; Aragao & Jabour, 2018; According to recent research, custom-
Ntayi et al., 2010). These sugges- ers are becoming more willing to pay
tions mean to assist in the integration more for products from sustainable
of RS practices in developing econo- sources, resulting in an increase in the
mies. ERP consolidation is critical in number of suppliers incorporating sus-
facilitating long-term supplier selec- tainability into their procurement de-
tion, according to Singh (2020) and partments (Molin et al., 2021; Young
Ogunsanya (2021). Al Nuaimi et al. et al., 2016). In addition, RS practices
(2020) proposed creating a separate showed improvement in social equality
government budget to make the transi- and reduced gender pay gaps (Toma
tion to more sustainable procurement et al., 2021). Reinforcing RS practices
practices easier, particularly for small in the workplace enables awareness
businesses that may lack the resourc- of sustainability issues to grow. To
es to invest in these technologies. Re- regulate RS, multinational corpora-
ligion and culture can influence how tions (MNCs) have moderating pow-
DCs conduct business, according to ers over smaller suppliers. As a result,
McMurray et al.(2014) and Al Nu- stakeholder pressure cascades down
aimi et al.(2020), and RS can be to the supplier, with better results than
more successful if it appears as an those who chose only business per-
ethical obligation rather than a com- formance metrics obtain (Hamilton,
mercial agenda. According to them, 2022; Villena & Wilhelm, 2021). RS
a reevaluation of personal and collec- is a knowledge-sharing platform that
tive values could help raise awareness allows companies to exchange not
and cascade RS practices down the only goods and services but also best
various levels of business operations. practices and guidelines (Barbanti et
31
al., 2021; Trindade & Al, 2017). Im- benefit procurement. In many coun-
plementing RS correctly results in more tries, the COVID-19 pandemic forced
optimized sourcing strategies, which businesses to rely more on local sup-
lead to improved product or service pliers, resulting in the growth of small
quality, reduced manufacturing costs, and medium-sized enterprises (SMEs)
and decreased risk of SC discrep- (Hamilton, 2022).
ancies. Several studies (Murphy &
Eadie, 2019). (Ferri & Pedrini, 2018; Outsourcing procurement methods can
Islam et al.,2017; Rodriguez-Presa result in the parent company’s loss of
et al., 2022; Hamilton, 2022) found control over sustainability criteria.
evidence of RS’s beneficial economic However, both internalizing and out-
effects. These studies show that RS has sourcing buying strategies can pro-
a positive impact on economic perfor- duce desirable sustainability outcomes
mance, risk mitigation, and competi- (Agrawal & Lee, 2019; Ghadge et al.,
tiveness, with environmental practices 2019; Melissen & Reiders, 2012). The
having the greatest influence (Romo- degree of RS applicability depends
dina & Silin, 2016). Furthermore, RS heavily on the size of the SC, and
is beneficial in terms of compliance some organizations may be resistant to
with legislation, aiding organizations change due to their long-standing busi-
in developing an ethical brand im- ness continuity (Sayed et al., 2021).
age. RS is a sustainability enabler that
encourages companies to consider
the lifecycle costs of their raw mate- 2.7. Enabling strategies of RS
rials and optimize their use (Barbanti
et al., 2021; Marshall et al., 2019; The following table summarizes differ-
Tregear et al., 2022). Market-based ent approaches in the literature to im-
practices are critical for the success- plementing RS strategies successfully.
ful implementation of RS, as they can
32
Table 4: Strategies and means for achieving RS

Enablers Purport Authors
Supplier SC sustainability includes several critical elements, (Al Nuaimi et al., 2020),
relationship including supplier development, involvement, and (Ambekar et al., 2018)
management association. Establishing relationships with suppliers and (Ershadi et al., 2021),
cooperating with them to make sure that both firms gain (Islam et al., 2017)
from the relationship is known as supplier association. (Leal Filho et al., 2020),
The process of finding and collaborating with suppliers (Loosemore et al., 2021)
who can deliver high-quality products and services at a (Makaoui & Saadaoui,
fair price is known as supplier development. The process 2018)
of connecting with suppliers to find out about their needs (Mansi, 2015)
and make sure they are fulfilling the company’s criteria is (McMurray et. al, 2014)
known as supplier involvement. (Singh et al., 2020),
Sustainability Any successful sustainability program must include (Vluggen et al., 2019)
training supplier education and training. To make sure that their (Zorzini et al., 2015),
actions are consistent with an organization’s values and
objectives, they might profit from training and education
in sustainability. Additionally, it can aid in ensuring that
suppliers employ the most effective and environmentally
friendly practices.
Innovation, Innovation, product development, and process
product, development are crucial components of RS seeking.
and process RS uses a range of methods, such as identifying and
development controlling SC risk, limiting environmental damage, and
verifying supplier compliance with labor laws. Innovation
and the development of new products and procedures,
are crucial in each of these domains.
Lean and Local sourcing plays a significant role in RS strategy.
local sourcing It reduces effects on the environment, increases
economic advantages, and supports local companies.
Local sourcing can also support local economic
growth, employment creation, and regional economic
development.
Lean supply is a method that stresses SC optimization
and resource preservation as an RS approach, predicated
on the notion that a production process will be more
sustainable if it uses fewer resources, The pillars of lean
supply include resource conservation, waste elimination,
and efficiency enhancement.
E-procurement Due to organizations’ rising desire to minimize their
negative effects on the environment and society,
e-sourcing is a growing RS approach. By using software
and ERPs, this tactic entails sourcing products and services
from vendors. E-sourcing enables businesses to reduce
travel costs, do away with paperwork, and have better
contact with their suppliers.
33
Enablers Purport Authors

Batch sizing A cost-effective sourcing strategy that prevents waste and
and multi- guarantees consistent quality is batch sizing. By ordering
sourcing identical quantities of components or raw materials in bulk
once, producers can take advantage of economies of scale
and density, save money, and maintain a constant level of
quality. Multi-sourcing ensures that the products acquired
satisfy quality and pricing objectives while also creating a
wider selection of suppliers from which to choose.
Buy-back To guarantee the long-term viability of their operations,
contracts firms are increasingly turning to the RS strategy of buy-
back contracts. By entering a buy-back arrangement with
suppliers, businesses can guarantee a steady supply of
raw materials and other inputs for their manufacturing
operations. This reduces the risk and uncertainty related
to sourcing, allowing companies to concentrate on more
strategic choices.
Sourcing from By choosing minority suppliers, businesses may guarantee that
minorities their operations assist marginalized groups and their products
are socially, environmentally, and ethically responsible. Minority-
owned vendors frequently have strong ties to local economies,
creating jobs and supporting local development.
3. Discussion has proved to be successful in some cir-

cumstances, it cannot apply to compa-
3.1. Drivers of RS nies with significant bargaining power,
a major drawback (Sourani & Souhail,
Organizational incentives and external 2013). MNCs have the power to in-
stakeholders drive RS but succeeding fluence many players in the market,
requires knowledge of the importance but they may not adopt sustainability
of sustainability (Grandia & Voncken, practices. In recent years, procurement
2019; Sourani & Souhaill, 2013). has increasingly employed technology,
Companies should pursue RS with the with positive outcomes. Technology can
goal of protecting society and the en- be a driver for RS, but without integrat-
vironment rather than just improving ing sustainability criteria beforehand,
brand image. Furthermore, the basis of it can become a hindrance and lead to
neo-institutional theory is institutional unsatisfactory results (Al Nuaimi et al.,
isomorphism, which states that organi- 2020; Olunsanya & Al, 2021). ERP
zations cope with change by tending enables sourcing suppliers based on
to adopt other organizations’ practices sustainability criteria, and software for
(DiMaggio & Powell, 1983). This can such activities aids in improving data
take the form of mimetic, normative, or quality and sustainability options. Be-
coercive tactics. Although this strategy cause data can support identifying and
34
reducing emissions hotspots, in collab- erations. Lifecycle economic analyses

oration with other business entities, it of products or services should char-
is a critical component of procuring acterize the RS economic component,
sustainability. However, to ensure the with depreciation costs spread over
proper integration of RS and E-procure- the entire lifecycle (Al Nuaimi, 2020;
ment, all business divisions must share El Haddadi et al., 2021; Leal Filho,
a common vision. 2019). Managing sustainability in pro-
curement can be difficult due to organi-
RS success necessitates ethical behav- zational and cultural obstacles, partic-
ior. Companies must ensure that their ularly in DCs (McMurray et al., 2014).
suppliers, vendors, and contractors On the other hand, organizational
uphold ethical standards, such as pro- culture can be a powerful driver of sus-
viding safe work environments, paying tainability if stakeholders have genuine
fair wages, and complying with labor conviction and a strong will. Further-
and environmental laws (Ho & Chris- more, a lack of stakeholder knowledge
tian, 2012). Companies must also ad- can be a major obstacle; the negative
here to codes of conduct and ethical impacts that procurement operations
guidelines and strive for transparency can have on society and the environ-
in their ethical practices. The firm must ment are becoming increasingly obvi-
take steps to ensure meeting these re- ous (Eikelboom & McMurray, 2018;
quirements, such as monitoring suppli- McMurray et al., 2014). Unethical pro-
ers, allowing independent audits, and curement behavior can have a variety
providing detailed information about of consequences, including decreased
sourcing habits (Husser et al., 2014). trust among suppliers, increased costs,
criminal activity, fines, and reduced ef-
ficiency. It can also damage organiza-
3.2. Obstacles for RS tional reputation and financial stand-
ing. Finally, unethical procurement
The literature identified five major ob- practices may impact the company’s
stacles to the proper implementation overall efficiency ratios. The presence
of RS in organizations (Vluggen et of unethical behavior can cause de-
al., 2019). These include government lays in the procurement process and a
and political opposition, a lack of ap- loss of transparency, leading to higher
propriate regulation, prioritization of costs and a degraded brand image,
economic factors, and limited inclusion among other consequences (Mpeera
of sustainability criteria in business op- et al., 2011; Wild & Zhou).
35
3.3. RS in developing countries 3.4. Impacts and

strategies of RS
When it comes to implementing RS,
DCs frequently face organizational The literature on the effects of RS in
and institutional hurdles (Ogunsan- SCs is relatively new, and businesses
ya et al., 2021). To address these tend to protect any competitive advan-
difficulties, all levels of education tage they have (Marshall et al., 2019;
should teach the importance of so- Young et al., 2016). Customers’ bar-
cial, environmental, and economic gaining power influences tier-one
levers. E-procurement can help im- suppliers’ strategies, but cost and re-
prove RS, but SMEs may not have sistance to change can prevent prop-
the resources to invest in technology. er shifts toward more RS methods. RS
Religion and culture can be used to improves social welfare and reduces
promote RS. However, durable prac- the discriminatory gender gap when
tices must emerge from the desire to implemented successfully. Some indus-
create better products and services. tries, such as mining, may not meet
In response, governments should de- international standards of acceptable
velop RS tactics and enforce their working conditions. Because of the
implementation through awareness difficult working conditions and lack
campaigns and appropriate sanc- of coverage, the industry has a diffi-
tions. Because it would shift SMEs’ cult time enforcing RS strategies and
procurement practices toward sus- systems. A combination of internation-
tainability, institutional isomorphism al standards and local workforce dili-
could be a useful solution for RS in gence can help to achieve the perfect
DCs. In many DCs, corruption, nep- balance of sustainability (Ferri & Pedri-
otism, and bribery have a negative ni, 2018). Every successful sustainabil-
impact on economic growth as well ity strategy requires proper integration
as citizens’ well-being (Guo et al., with social and environmental aware-
2016). To address this issue, the in- ness, so demand architecture and pro-
ternational community should focus duction forecasting should also be en-
on providing training and capaci- forced (Morly, 2021).
ty-building assistance and advocat-
ing for stronger laws and regula- Finally, ethics significantly impacts RS
tions, as well as technical assistance because it helps to ensure that all par-
and monitoring ethics issues. This ties involved in the process uphold a
could help to promote ethical stan- high standard of responsibility. While
dards and create a more transparent ensuring that prices are fair and the
and well-regulated business environ- sourcing process is economically and
ment (Islam et al., 2017). socially sustainable, ethical practices
36
can ensure that sourcing respects hu- ning card (Ambekar et al., 2018). As
man rights, eschews child labor, and a result, the company and its suppliers
avoids causing environmental harm. can develop a more positive relation-
ship that allows greater collaboration
and dialogue. The company can be
confident that its materials and prod-
4. Managerial implications ucts come from sustainable and ethical
sources while contributing to a more
sustainable world.
RS strategies bring substantial benefits
to companies, thanks to their focus on The second crucial managerial impli-
social, environmental, and economic cation resides in the importance of
dimensions of building a more sus- training and development programs on
tainable future. The findings of this responsibility, both internal and exter-
research happen to be pertinent for nal. Companies should invest in train-
managers, investors, researchers, and ing programs on RS to ensure that their
governmental policy-makers. We have suppliers are properly managing their
highlighted the crucial role business operations and meeting the company’s
professionals play in directing compa- sustainability objectives. The literature
nies’ sustainability strategies (Sourani clearly identifies the lack of training
& Souhail, 2013; Grandia & Voncken, and involvement in sustainability as
2019). As a result, their involvement in primary blocks to RS implementation
the application of these strategies is a (Hald et al., 2020; Treviño-Lozano,
determining parameter. The first crucial 2021). As a result, internal training
aspect to which managers must pay programs can help companies ensure
close attention is supplier relationship that their employees are aware of
management. This important element RS best practices. Employees should
of a successful procurement depart- also be aware of the importance of
ment involves the development, associ- researching suppliers, verifying their
ation, and participation of the compa- claims, and ensuring that they obtain
ny and its suppliers in ensuring efficient goods and services ethically. They
and effective operations. Managers should also be able to spot potential
should emphasize the importance of dangers and know the repercussions of
sustainability strategies in procurement not sourcing responsibly (Ambekar et
by providing the necessary guidance al., 2018).
and leadership. Companies gain huge
benefits in the mid- and long run from The third managerial implication de-
RS strategies, and close collaboration duced from this research is the im-
with suppliers is undoubtedly a win- portance of innovation and the cru-
37
cial nature of constant product and have the potential to demonstrate a

process development. Innovation is a commitment to reducing production’s
crucial component of RS (Leal Filho et. environmental impact and resource
al, 2020). Businesses can ensure that consumption and improving efficiency.
their sourcing practices are not only re- Adopting sustainability in procurement
sponsible but also produce high-quali- can help consumers better understand
ty goods and services, by embracing the provenance of goods and provide
and utilizing innovation (Ambekar et greater assurance of product quality.
al., 2018). Digitalization of SCs can RS has the potential to significantly and
help to reduce costs while increasing positively impact a variety of stake-
product transparency and traceability. holders across the whole SC. However,
the increased cost burden it imposes is
Managers can turn to lean and local one of the most noticeable constraining
sourcing to reduce costs and preserve implications of RS. It necessitates busi-
the environment. Local sourcing helps nesses conducting research and due
to support local economies and busi- diligence on their suppliers’ and man-
nesses and reduce the environmental ufacturers’ practices, which increases
impacts of transporting goods over the final cost of goods and services.
long distances (Ambekar et al., 2018; Furthermore, compliance with RS
Singh et al., 2020). Lastly (yet impor- guidelines can cause operational dif-
tantly), managers can engage in strat- ficulties and SC disruptions (Ambekar
egies like batch sizing and multi-sourc- et al., 2018). Many of the standards
ing to better manage resources, reduce require businesses to meet certain cri-
costs, and benefit from economies of teria and document processes, which
scale and density. However, implement- can require substantial resources and
ing these strategies is a mid-to-long-run skilled personnel.
investment that decision-makers in com-
panies must choose. It involves chang- Findings confirm the crucial role of
ing not only how procurement occurs training and development in success-
but its perception. fully implementing RS strategies. More-
over, commitment to ethical labor prac-
tices blended with decision-makers’
will to prioritize sustainability often
5. Theoretical implications yields very desirable RS results. While
much previous research has focused
on organizational factors influencing
RS has wide-ranging implications, with RS, the results of this research high-
the potential to positively impact a va- light individuals’ ethical and behavior-
riety of stakeholders. RS strategies also al principles in building sustainability
38
values into the procurement division. Results have shown that RS in DCs fac-
Consequently, looking at the individual es greater levels of complexity than in
contribution of different stakeholders developed countries. These outcomes
inside and outside of the company can build on existing evidence that corrup-
contribute to an improved framework tion, illiteracy, conflict of interest, and
for RS implementation. Likewise, results disinterest among governing bodies
from the literature highlight the crucial restrain the proper implementation of
role of institutional frameworks in RS RS (Asha’ari & Daud, 2019; El Hadd-
(Loosemore et al., 2021). By estab- adi et al., 2021; Ogunsanya et al.,
lishing standards and regulations that 2021). MNCs constitute the primary
businesses must follow, governing bod- enablers of RS in these countries, and
ies play an important role in shaping any repercussions result from institu-
sustainability. These standards ensure tional isomorphism and pressure from
that businesses source from ethical, them. However, the literature ignored
sustainable, and transparent suppliers the fact that the lack of proper struc-
(Ambekar et al., 2018). They also pro- tural organization and unbending
vide oversight to ensure that business- guidelines may constitute a competitive
es comply with the laws. However, we advantage for these countries, to build
do sense that previous literature did sustainable procurement platforms and
not elaborate sufficiently on the role potentially gain time and resources.
of religion and beliefs as much as it
investigated ethics and educational
levels and their impacts on RS. Fur-
thermore, the topics of leadership and Conclusion
management styles were not thorough-
ly analyzed in the context of RS. The
previous aspects may be determining Through an SLR of 70 articles in three
factors that shape both organizational major databases, this study investigat-
and individual behaviors in compa- ed the concept of RS. It identified five
nies. Concerning the RS-seeking corpo- main drivers for RS implementation,
rate strategies, our results highlight the including brand image and corpo-
importance of supplier collaboration, rate philanthropy, and five obstacles
training and development, innovation, that comprise government or political
and proximity purchasing (Ambekar et opposition and a lack of stakeholder
al., 2018). The crucial role of primary knowledge. In addition, we highlight-
education for upcoming generations ed the importance of ethical sourcing,
and awareness campaigns was not involving purchasing from suppliers
thoroughly envisioned but could be a who demonstrate a dedication to eth-
critical factor in the future. ical values and standards, such as
39
human rights, environmental sustain- sustainability practices. It could also

ability, and antigraft practices. Com- focus on specific regions of the world
panies must have an ethical sourcing to better understand the difficulties pro-
policy in place that clearly states their fessionals face there, limiting the time
commitment, as well as the criteria and frame used to fewer years.
standards they must meet. They must
also establish a due-diligence process
to identify and assess ethical risks in
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Enablers, Obstacles, and Business Impacts of Responsible Sourcing Practices: A Systematic Literature Review

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Enablers, Obstacles, and

challenges of properly integrating RS 1. Methods

Figure 1: SPAR 4 SLR. Source: (Paul et al., 2021)

Table 1: Review protocol

Stage and Criteria Logic

1.1. Keywords and search strings by referring to two main thesauruses

Table 2: Search strings and keywords

Figure 2: summary of results

 WoS: 95 articles Arrangement:  WoS: 57 articles  WoS: 36 articles

2. Findings an essential part of business man-

Table 3: Chronology of definitions of RS

Year Definition Authors

Building on the previously generated provide training in ethical decision-mak-

ethical behavior (Husser et al., 2014; customer consumption habits evolve.

Organizational ability, incentives, for successfully integrating sustainabili-

To successfully implement RS mea- E-procurement and

ert to ensure a high level of sustainabil- ies adopting sustainability-focused pol-

er operations, particularly in DCs, is other hand, some industries may be

& Dzhabrailov, 2019). Furthermore, a 2.6. Business impacts

Table 4: Strategies and means for achieving RS

Enablers Purport Authors

3. Discussion has proved to be successful in some cir-

reducing emissions hotspots, in collab- erations. Lifecycle economic analyses

3.3. RS in developing countries 3.4. Impacts and

cial nature of constant product and have the potential to demonstrate a

human rights, environmental sustain- sustainability practices. It could also

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WoS: 95 articles Arrangement: WoS: 57 articles WoS: 36 articles