Focal companies increasingly face tensions in achieving both supply chain sustainability and resilience. Though often treated separately, recent disruptions have revealed their interdependencies, especially in purchasing and supplier selection. This paper explores how paradoxes between these objectives emerge and can be managed within the supplier selection process, drawing on Paradox Theory and seven case studies in the food and beverage industry. The findings highlight the importance of a “both/and” perspective to manage such tensions and create long-term value. The study contributes to the growing literature on paradox thinking, offering theoretical and managerial insights into managing conflicting goals in purchasing.
Sustainability and Resilience in supplier selection process: Paradoxes and Management Strategies
Medina E.;Vitrano G.;Caniato F.;Micheli G. J. L.
2025-01-01
Abstract
Focal companies increasingly face tensions in achieving both supply chain sustainability and resilience. Though often treated separately, recent disruptions have revealed their interdependencies, especially in purchasing and supplier selection. This paper explores how paradoxes between these objectives emerge and can be managed within the supplier selection process, drawing on Paradox Theory and seven case studies in the food and beverage industry. The findings highlight the importance of a “both/and” perspective to manage such tensions and create long-term value. The study contributes to the growing literature on paradox thinking, offering theoretical and managerial insights into managing conflicting goals in purchasing.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
