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Nowadays, a prominent research area is the development of competitive advantages in companies, due to their environmental commitment and orientation. Based on resource-based view (RBV) and institutional theory (InT), this paper aims to investigate the influence of internal and external orientation on businesses' sustainable performance while considering the effect of sustainable supply chain management (SSCM) practices.

Data from 351 manufacturing companies in the Kingdom of Saudi Arabia have been collected and analysed through structural equation modelling (SEM) using the partial least squares (PLS) method.

The results indicated that both internal and external environmental orientation have important effects on SSCM practices, which in turn have a considerable beneficial effect on environmental, social and economic performance.

Although SSCM is constantly gaining ground in the literature, most SSCM research and models examine its effects, antecedents or motivation, mainly adopting a qualitative approach. Research on the topic adopting a large-scale empirical approach is still limited. In this context, this study contributes to the SSCM management literature by exploring the role of environmental orientation in facilitating the adoption of SSCM practices and improving companies' performance.

The strategic management of the supply chain encompasses the development and integration of a supply chain strategy and the evaluation of the findings. An integrated approach is required for linking the supply chain strategy with the overall strategic management of the company for it to be successful. In this regard, this paper aims to examine and compare the relative efficiency of two models, namely, supply chain operations reference (SCOR) and the balanced scorecard (BSC) for measuring the supply chain performance.

A quantitative research design is used and 800 individuals were recruited from the industrial sector in the Eastern Province of Saudi Arabia. A three-tier model was used based on BSC, data envelopment analysis (DEA), decision-making trial and evaluation laboratory (DEMATEL).

The findings have indicated that DMUs 2, 4, 6, 7, 9, 11, 13 and 15 were efficient, while the other DMUs were non-efficient. These non-efficient units were not aware of the training and development and learning and growth. The concern presents comparatively poor performance of employees at this stage even this issue was based on system performance and indifference of managers, establishing complexities in the long-term system. The relationships were determined among four dimensions of BSC by identifying the supply chain metrics and applying the DEMATEL approach.

The current study provides empirical support for the DEA network model concerning its preference and improved performance measurement as compared to BSC model.

This study aims to provide a collaborative supply chain system using a combination of two already existed methods, i.e. levels of decision-making and supply chain operation reference (SCOR).

A two-phase methodology was conducted based on field analysis and survey analysis. Field analysis included a critical analysis of literature related to supply chain performance measurement and identified related indicators.

In a survey analysis, a questionnaire was developed to test the established indicators from managers and employees of manufacturing companies. It formulated a novel model for the performance measurement of the supply chain (SC) which included 4 factors (customer, efficiency, flexibility and product), with a total of 31 sub-components.

The structure provides a tied horizontal (SCOR) and vertical (progressive decision) in relation to the features that characterize the SC performance. This system enables the decision-makers to make decisions at the strategic, tactical and operational levels. It reflects the performance measures reliability, authenticity and its application in various SC. It also improves communication with the regional party while ensuring a preventive schedule for maintenance.

This paper presents an investigation into the ways the term “practice” is commonly referenced in supply chain management academic papers. Scholars have not yet developed a common understanding of the meaning and do not use practice theories when examining practices related to sustainability management in supply chains. Hence, the authors highlight theoretical gaps and make recommendations for future research.

Grounded in a systematic literature review of 232 peer-reviewed papers published in operations and supply chain management journals, a qualitative content analysis was conducted using both a deductive and an inductive approach.

Results show that supply chain sustainability (SCS) scholars seem barely interested in increasing the understanding of the term “practice,” widely used in the literature to refer to a practical context. Moreover, a clear distinction between being practical and using practice theories to study SCS practices is needed. A descriptive and critical analysis revealed eight key supply chain practices connected to sustainability, with a clear reflection on their meaning. As awareness of practice theories for research on SCS is limited, few recommendations for researchers and practitioners were identified.

Unlike prior literature reviews, the authors reinforce the need to increase the maturity of the SCS field by going beyond superficial theoretical building. Practice theories pathways are provided to enlighten scholars on how to avoid using the term “practice” as taken-for-granted and on how to deal with SCS research and practice.