Influence of sustainable supply chain management practices on the organisational performance: An empirical Evidence from the UK retail clothing industry. [Name of Student] [Name of the Institute] Table of Contents Abstract ........................................................................................................................................... 4 Chapter One: Introduction .............................................................................................................. 5 Background ................................................................................................................................. 5 Rationale ..................................................................................................................................... 5 Aim and Objectives of Study ...................................................................................................... 6 Review Question ......................................................................................................................... 6 Significance of Study .................................................................................................................. 7 Chapter Two: Methodology ............................................................................................................ 8 Study Design ............................................................................................................................... 8 Research Strategy........................................................................................................................ 8 Keywords .................................................................................................................................... 8 Data Collection ........................................................................................................................... 9 Selection Criteria ........................................................................................................................ 9 Screening and Search Outcome .................................................................................................. 9 Data Analysis ............................................................................................................................ 10 Chapter 3: Review of Literature ................................................................................................... 10 Quality Assessment ................................................................................................................... 10 Thematic Analysis .................................................................................................................... 11 Theme 1: Sustainable Supply Chain Management Practices within the Clothing Industry of the UK ................................................................................................................................... 11 Theme 2: Impact of Sustainable Supply Chain Management Practices on Organisational Performance of Burberry, Marks & Spencer and Next Plc .................................................. 15 Theme 3: Strategies to Increase the Influences of Sustainable Supply Chain Management Practices ................................................................................................................................ 18 Theme 4: The Influence of the Clothing Industry on Environment...................................... 20 Table of Findings ...................................................................................................................... 21 Summary ................................................................................................................................... 25 Chapter Four Findings and Discussion ......................................................................................... 26 Discussion ................................................................................................................................. 26 Chapter Five: Conclusion ............................................................................................................. 32 Introduction ............................................................................................................................... 32 Summary of Findings ................................................................................................................ 32 Recommendations ..................................................................................................................... 33 Research Limitations ................................................................................................................ 33 Research Implication ................................................................................................................ 34 References ..................................................................................................................................... 36 Abstract The study's primary aim is to assess how sustainable supply chain management strategies affect organisational performance using empirical data from the UK retail clothes sector. In this sense, Burberry, Marks & Spencer, and Next Plc have been selected as the three major UK retail clothing brands. The systematic literature review has been conducted using a qualitative study design. Thematic analysis is the method of data processing employed in this study. The findings demonstrate that all businesses are committed to using sustainable supply chains and want to improve their performance. The findings show that organisations employ specific strategies to increase the impact of sustainable supply chain management strategies on their ongoing development. In this regard, it has been demonstrated that two fundamental techniques—risk- and opportunity-oriented initiatives in sustainability practices—strengthen the supply chain's sustainability. However, there is a considerable environmental impact when clothing is made in a production plant. The pollution from corporations that manufacture stylish clothing is primarily the fault of the garment industry. Due to its compromised distribution networks, usage of synthetic materials, and ongoing excess, this market is especially detrimental. Chapter One: Introduction Background Evolving supply chain management (SCM) has become a complicated procedure that, due to globalisation, increasingly depends on social and environmental factors. A transition from conventional to sustainable supply chain management (SSCM) can be noticed, mainly as more vendors engage in procurement (Walker and Jones 2012). SSCM and standard SCM possess many characteristics, yet SSCM also considers social and ecological challenges related to an organisation's economic advantages. As a result, the ideal way to define SSCM is as "the administration of materials, data, and foreign investment while taking objectives from all three aspects of sustainable development, specifically economic, ecological, and social." (Henninger et al., 2015). According to Köksal et al. (2017), the globalisation of the textiles and clothing supply chains and the growing amount of outsourcing to underdeveloped nations (Diabat et al., 2014) have increased the emphasis on sustainability (Freise and Seuring, 2015). Consequently, it is crucial to comprehend how to incorporate sustainability and longevity into supply chains that are dispersed worldwide (Strähle and Köksal, 2015). In reality, during the past few years, both professionals and scholars have become increasingly concerned with sustainable supply chain management (SSCM) in principle. In addition to the regular information and growing corporate responsibility (CSR) initiatives of textiles and clothing firms, it is evident from the volume of scientific publications (Alhaddi, 2015). Rationale Shen (2014) reports that more than 30 million tonnes of apparel are consumed each year globally, which significantly negatively influences the ecosystem and supply chain. Sustainability concerns are significant for the apparel sector (Battaglia et al., 2014). Clothing companies leveraged weaker ecological knowledge and lowered environmental regulations in countries in their search for lower operating costs (Nagurney and Yu, 2012). It is also noticed that clothing companies are held accountable for the unsustainable supply chain development. At the same time, numerous apparel firms understand the value of company sustainability and integrate green technologies into their supply chains (Baier et al., 2020). Various environmental and ethical issues in the supply chain have now been mentioned in the fashion and clothing business. It begins with the overuse of fluids, and chemicals, including lands for the cultivation of organic fibres, notably cotton; it eventually spreads to the overuse of water and chemicals and their waste during the manufacturing of fabrics, particularly during the processes of colouring and completion (Seshadri, 2012). The use of clothing, primarily washing and tumbling drying, consumes more electricity than the manufacture of the apparel, according to a study. However, there is a need for more research into the long-term viability of intricate apparel supply chains in what is known as a "demand pull" business (Saicheua et al., 2012). Therefore, the primary goal of the current study is to assess how sustainable supply chain management approaches affect organisational performance using actual research from the UK retail clothing industry. Aim and Objectives of Study The study's main aim is to evaluate the influence of sustainable supply chain management practices on organisational performance with the help of empirical evidence gathered from the UK retail clothing industry. In order to achieve this aim, it has been categorised into the different objectives as indicated below; To comprehend sustainable supply chain management practices within the UK retail clothing industry, specifically Burberry, Marks & Spencer and Next Plc. To determine the influence of sustainable supply chain management practices on the organisational performance of Burberry, Marks & Spencer and Next Plc. To explore strategies to increase the influences of sustainable supply chain management practices on improving the organisational performance of Burberry, Marks & Spencer and Next Plc. Review Question The purpose of developing a research question is to address the research problem. The research question formed within the study is indicated as below; Q What is sustainable supply chain management's impact on the organisational performance of retail clothing brands in the UK? Significance of Study The current research is crucial because it is concentrated on the sustainable supply chain in the UK clothing industry. According to the research, ecological sustainability is one of the key challenges for this generation and the following ages. Regulating corporate environmental practices has always been the main emphasis of sustainable corporate development. (Pakdeechoho and Sukhotu, 2018). However, no such significant results have been obtained. According to research by Ashby (2018), economic developments and globalisation have greatly increased the complexity of supply chains, and businesses are increasingly shifting non-core functions to foreign providers. It has been particularly apparent in the UK apparel sector, as companies have been pushed to subcontract the production functions to concentrate on customer-facing and designing operations due to cost constraints, rivalry, and quotas elimination. This sector has endured much unfavourable criticism for its effects on the climate, especially concerning the wise use of materials and pesticides, as well as the waste and pollutants it produces (Fletcher et al., 2015). As a result, it presents a subject for this research that is incredibly suitable given the ramifications for the supply chain worldwide practice of properly resolving such serious ecological challenges in this complicated business. When businesses understand the structural and tactical ramifications of controlling the various streams in the supply chain, it could be essential to consider sustainability practices. As a result, the primary objective of the research is to assess how sustainable supply chain management procedures affect organisational performance in the UK retail clothing industry. The three insights made by this study are as follows. It begins by understanding the sustainable supply chain management strategies used by UK clothing companies, including Burberry, Marks & Spencer, and Next Plc. On the basis of the various organisational approaches to green SCM, the study also examines the impact of sustainable supply chain management techniques on the organisational performance of Burberry, Marks & Spencer, and Next Plc. To determine where sustainable SCM practices may go in the coming years and to identify strategies to increase the impact of sustainable supply chain management practices on enhancing organisational performance at Burberry, Marks & Spencer, and Next Plc, it looks at forecasts for the longer-term of sustainable SCM within companies. Chapter Two: Methodology Study Design According to the study by Tomaszewski et al. (2020), incorporating adequate research design into the study helps to gain research objectives systematically. The research design selected for the study is qualitative. The utilisation of qualitative research design help to provide in-depth insight into the concept and ideas relating to sustainable supply chain management practices in Burberry, Marks & Spencer and Next Plc in the UK. Furthermore, qualitative research design helps in subjectively answering the research question. It helps to support a deep understanding of experiences or phenomena relating to the research question. In addition, the incorporation of qualitative research design provides a direction to the study to attain objectives. Qualitative design is based on a conceptual understanding of research, excluding numerical data analysis techniques. With the help of contextual understanding clarity in research, goals are achieved within the design. Therefore, an indication of the right research design within the study helps in the utilisation of high-quality data for the right kind of analysis, leading to a trustworthy conclusion (Busetto et al., 2020). Research Strategy The search strategy utilised within the study includes the use of appropriate electronic databases along with keywords. The incorporation of electronic databases helps in gathering data from authentic and reliable sources. Generally, multiple electronic databases can be used within the study, such as Google Scholar, Science Direct, web of science, JSTOR, and ERIC. Similarly, in this study database used is Google Scholar and Science direct and, most importantly, the companies' reports of sustainability for the gain of authentic data. The importance of involving reliable data within the study increases the value of the study (Hennink and Kaiser, 2021). Keywords Within search strategy, involvement of relevant search key terms such as sustainable, supply chain management, practices, retail industry, clothing industry, apparel, Burberry, Marks & Spencer and Next Plc, UK, and organisational performance. Keywords can be used along with Boolean operators such as AND, OR, and NOT (Lefebvre et al., 2019). The use of keywords along with Boolean operators was done as follows; supply chain management practices OR SCM OR strategies AND green supply chain AND organisational performance AND clothing industry OR fashion AND UK AND sustainability influences better search options for reliable data for data analysis. Data Collection The process of data collection within the study plays a crucial role. The involvement of a reliable data gathering process influences the incorporation of authentic data for the study of research objectives. In this study, secondary data is collected with help from journals (Clark, and Vealé, 2018). The incorporation of secondary data into the study influences the involvement of different aspects relating to sustainable supply chain management for the exploration of organisational performance. Secondary data help in analysing available data, which saves time and cost for data gathering and processing. In addition, secondary data incorporates a variety of different expert perspectives and insights into the study that help to evaluate the research aim in an efficient manner (Barrett, and Twycross, 2018). Selection Criteria The process of selection criteria for the gathering of data is based on inclusion and exclusion criteria. The indication of inclusion and exclusion criteria helps to show the information that is necessary to include and exclude within the study while collecting information. In the table below, the criteria are indicated. Table 1: Selection criteria Inclusion Exclusion Qualitative design Quantitative design a secondary source of information the primary source of information Published journal articles Unpublished articles Articles published between the year 2010- Articles published before 2010 2022 Articles accessible and present in the English Articles require subscriptions and are present language in other languages. Screening and Search Outcome Based on the inclusion criteria, all of the publications that had been chosen for further consideration had their titles and abstracts initially screened. The full dataset was organised in an Excel worksheet for verification purposes and to keep track of all papers that were studied. The random selection process was carried out by separately creating the initial data with assistance from other assessors (Kline and Schiffman, 2014). The researcher was able to choose publications that were pertinent and simple to obtain to meet the objectives of the study by screening summaries and full-text studies. However, in order to remove bias, the screening was subsequently completed with the assistance of two reviewers working separately. Data Analysis The process of data analysis helps in the interpretation of data in an efficient manner. In this study, the data analysis technique used will be thematic analysis. Thematic analysis helps in the evaluation of selected articles. The evaluation process within thematic analysis helps to indicate the strength and weaknesses of selected articles. The indication of the strength of articles thus supports the data interpretation for the exploration of the research topic (Castleberry and Nolen, 2018). Furthermore, it is also found that with the help of thematic analysis, qualitative data gathered can be analysed adequately, along with the identification of influencing factors within the data set relevant to the topic. Thematic analysis is conducted with the help of the formation of themes based on research objectives. Within this study, the formulation of themes includes Sustainable supply chain management practices within the clothing industry of the UK, the impact of sustainable supply chain management practices on organisational performance, and strategies to increase the influences of sustainable supply chain management practices on improving organisational performance (Braun and Clarke, 2022). Chapter 3: Review of Literature Quality Assessment There are several techniques available to assist with a systematic literature review quality assessment because it is crucial to do so. To support research outcomes, the researcher made sure to evaluate the quality of the articles that were chosen (Rosella et al., 2016). At each stage, a different reviewer would examine the theme analysis in terms of the credibility and accuracy of the findings. The topics that the investigator came up with would be reviewed to make sure they were not being misinterpreted. To evaluate the data by utilising and keeping the appropriate standards by examining the manual assessments, the preservation of quality is crucial while obtaining the material from all identified articles. Consequently, with the assistance of reviewers, articles have been separately categorised. The accuracy and credibility of the information are improved as a result. After that, the coding was completed with the input of just one reviewer, who was later rechecked by another assessor (Zeng et al., 2015). Thematic Analysis Theme 1: Sustainable Supply Chain Management Practices within the Clothing Industry of the UK Theme one has put a primary focus on sustainable supply chain management within the clothing industry of the UK. In this regard, three top clothing brands in the UK have been chosen, particularly Burberry UK, Marks & Spencer and Next Plc. Burberry In terms of Burberry's sustainable supply chain, as they develop, they are creating one that is more adaptable to shifting customer demands and wants as well as the demands of their worldwide business (Burberry, 2022a). Additionally, they choose to contribute positively to the environment by 2040. They are quickening the pace of emissions cuts throughout their wide supply chain with the goal of reducing them by 46 per cent before 2030. They are dedicated to cooperating with their providers in aspects such as regenerative agribusiness, circular operating models, sustainable energy options, and boosting the recyclable packaging of material (Burberry, 2022b). Figure 1: (Burberry, 2022b) The sustainable supply chain of Burberry also includes some other practices. For instance, they are studying the viability of regenerative agricultural techniques in their clothing supply chain and associated effects on the ecosystem and communities via a relationship with the Savory Institute's Land. In order to comprehend the regeneration capabilities of their clothing supply chain, they have also been working with Conservation International. To handle long-term sustainability in clothing supply networks as well as to engage with Conservation International on textiles, they also promote Cotton 2040 and attempt to comprehend the advantages of obtaining regenerative components via their supply chains by collaborating with them (Burberry, 2022b). Figure 2: (Burberry, 2022b) According to Burberry Annual Report (2022), it is observed that they are concerned that contemporary slavery, as well as human rights breaches, could occur along their supply chains for materials. In order to improve their supply chain transparency, they have added new objectives: Ensure every essential element can be traced exactly by 2025. By 2025, all recyclable nylon, as well as polyester, must come from recognised sources, with nylon or polyester serving as the primary material. Acquire only cloth which has received accreditation, reflecting the most stringent criteria for animal protection by 2025. Purchase only 100 per cent organic fabric by 2025. By 2025, they want to source all of the material from industrial effluents that have received certification for their social, ecological, and accountability practices. Marks & Spencer (M&S) According to the M&S sustainable supply chain approach, it is established that responsible sourcing, as well as comprehensive monitoring of supply chain practices, are fundamental to how they conduct operations and the commitment they offer to their clients (M&S, 2022). M&S strives to be the most environmentally friendly large international retailer. They have integrated sustainability into their main strategy to enhance their progress. The Plan is being driven by senior leadership, and the company is in charge of it. Nevertheless, M&S also expressed a very firm declaration to Plan A with quantifiable goals, deadlines, and accountability. The Plan engages providers and is incorporated into every corporate segment and strategic division. All vendors must pledge assistance for the execution of Plan A, its sustainability initiative. It involves gradually incorporating characteristics of the Plan A concept into refined products (Grayson, 2011). Figure 3: Plan A (Grayson, 2011) Furthermore, as part of the strong growth of its sustainability programme, M&S aims to achieve net-zero emissions throughout its distribution chain until 2040. In order to "discover innovative and improved methods of operating business," the corporation declared that it would collaborate with its suppliers, who are responsible for 97 percent of its category three pollutants. This entails cutting back on wastage, wrappings with no intention of contributing to destruction, and sourcing better environmentally friendly clothing (Bloomberg, 2021). Moreover, M&S earned the GSB supply chain prestigious award in 2012 for bringing about genuinely disruptive transformation throughout their supply chain. With a huge, international supply chain which M&S estimates to be responsible for 80% of its carbon emissions, achieving sustainability goals and raising ethical and ecological criteria requires the cooperation of many different departments (The Guardian, 2013). Figure 4: Grayson, 2011 Next Plc It is discovered that Next Plc is committed to responsible sourcing with regard to its sustainable supply chain. The Responsible Sourcing Strategy outlines their goal to obtain all of the primary raw resources they employ legally, ethically, or in accordance with certification by 2025. Besides that, In their products featuring the NEXT branding, raw fur is not used. It is a retailer recognised by the Fur-Free Alliance (Next Plc., 2022). Figure 5: Responsible Sourcing (Next Plc, 2022) Moreover, it is observed that they pledge to eliminate dangerous substances emission throughout the supply chains for clothing as well as leather as a participant in the Zero Discharge of Hazardous Chemicals (ZDHC) initiative. Secondly, their Chemical Strategy outlines their particular requirements for the employment of substances in the production of their commodities. Since their supply chain accounts for the bulk of their liquid used as a store, modelling it helps them discover vulnerable areas and suppliers they could collaborate with to increase water conservation. The sustainable procurement of timber, as well as commodities incorporating timber, is a priority for Next Plc. as well. By only utilising woods and linen that have been sourced ethically, they intend to lessen their influence and maximise the positive effects on society and the ecosystem (Next Annual Report, 2022). Theme 2: Impact of Sustainable Supply Chain Management Practices on Organisational Performance of Burberry, Marks & Spencer and Next Plc Theme two has emphasised the impact of sustainable supply chain management practices on the performance of Burberry, M&S and Next Plc. According to the report, Burberry's organisational performance is improving. Due to the enhancement in the quality of their total sales in the existing year following the effect of COVID-19 on business in the preceding season, Burberry's sales throughout the financial year 2021/22 improved by 18%. Similarly, in contrast to pre-pandemic norms, digital full-price transactions surged by significant double figures. Burberry recently made advancements to the virtual purchasing experience, such as better personalisation and improved product exploration, and as a result, they are experiencing high connections from people purchasing online across the globe (Burberry Strategic Report, 2022). Furthermore, according to Bloomberg (2022), Burberry raised its profits to the greatest point in recent times as a result of attempts to elevate the status and value of its business. In a similar manner, Burberry's global revenue has been rising, contributing to the brand's excellent financial performance (Statista., 2022). Figure 6: Burberry Revenue (Statista, 2022) Similarly, M&S's performance was demonstrated to have a 3.8% sales boost, which was largely determined by digital clothes sales. The industry is now dynamic, and prevalence has increased to approximately 34%. Operating profit following item adjustments increased significantly, which was a result of the better full-price mixture. With about 11% of purchases being completed in-store, MS2 implemented a number of enhancements to the online offer and service. Parallel to how entire trading has outperformed similar intervals in 2021 and 22, apparel has continued to surpass the market as a whole this financial season (M&S Media Release, 2022). Additionally, the business generated roughly 10.9 billion in revenues in the UK and abroad for the fiscal year that ended in 2022. (Smith, 2022). Figure 7: M&S Revenue (Smith, 2022) Similar to this, it is noted that the primary estimate for before-tax profit for Next Plc has increased by £10 million. Sales volumes represented a higher proportion of all pricing transactions throughout the period, increasing profit by £6 million. Because of widespread stock constraints in the business, there was unusually little inventory for sale the year before. As a result, sale stock this season increased by 30% over the previous year. The success of pricing transactions in retail has also been significantly stronger than expected and is increased by 4.7%. Additionally, a strong turnaround of last year's closure tendencies has driven sales during the first half of the season. Retail sales increased again, but digital expansion looks to have returned to its longer-term trend (Next Trading Statement, 2022). Figure 8: (Next Trading Statement, 2022) Theme 3: Strategies to Increase the Influences of Sustainable Supply Chain Management Practices The third theme concentrated on the methods used by organisations to increase the impact of sustainable supply chain management techniques on their operational effectiveness. In this regard, it has been discovered that two main techniques—risk-oriented and opportunity-oriented strategies in sustainable supply chain management—are used to strengthen the sustainable supply chain, according to a study conducted by Harms et al. (2013). Risk Oriented Strategy According to Peter (2010), businesses face a variety of economic, ecological, and societal risks and problems when they have been pushed to assume responsibility for their own operations and supply networks. It is why SSCM addresses a wide range of concerns, including the prevention of children and slave labour, the substitution of harmful chemicals, unsustainable fuel and material use, and the maintenance of biodiversity. Codes of behaviour, rules, and norms could also be used as criteria for assessing and choosing suppliers, including for establishing a minimal level of progress necessary to produce more sustainable goods. The particular company can also request labelling and certifications from its suppliers to verify their adherence to social and ecological standards. Thus it is deemed legitimate to require compliance with such norms, rules, and rules in order to reduce risk and increase performance throughout the supply chain. Because the focal corporation controls its supply chains, this likewise assesses its suppliers by establishing standards and minimums. Suppliers can thus offer finished self-evaluations of ecological or social criteria. Benefits or fines may go along with supplier assessment as a component of supplier management procedures. In the worst-case scenario, a poor appraisal could result in the economic dealings being broken off. Nevertheless, a termination necessitates a fresh supplier investigation and decision that adds to the expense. Developing suppliers as a replacement for this termination is a crucial component of the opportunity-oriented strategy (Harms et al., 2013). Opportunity Oriented Strategy The core firm intends to create and market sustainable products with its comprehensive secondary strategy, "supply chain operations for sustainable materials." According to the study, new behaviours, including some that go against conventionalised "best" practise, and excellent practices in conventional supply chain management seem to be equally important to creating a sustainable distribution network (Pagell and Wu, 2009). In order to widen the range of buyersupplier partnerships, a life-cycle view is used, as well as a market- as well as opportunity-oriented viewpoint. The importance of supplier growth is underlined with reference to supplier management procedures. Discussions with suppliers, collaborative creation of new services and goods, making people fully cognizant of sustainability issues, and assuring supplier continuation are just a few examples of potential supplier development initiatives. The focused business may spend money on the training and support of its suppliers as well as subcontractors. It could also utilise additional targeted initiatives, like forming an R&D partnership or working jointly to minimise CO2 pollution in the distribution chain in conjunction with its vendors. Consequently, it is crucial that businesses start thinking about a methodical examination and expansion of their global supplier network within a set of sustainability-related issues, for instance, water and energy, efficiency, the impact of carbon, and or child forced labour (Reuter et al., 2010). An increasing percentage of businesses have also started to include environmental management systems into their corporate strategies and establish ecological development initiatives, as per Guoyou et al. (2012), in response to the issue of ecological deterioration. When a focal firm improves its vendors, it commits resources and time to raise the efficiency of the supplier. Businesses might work together with vendors in order to acquire new information. So, supplier growth can result in the creation of new items and methods that benefit both suppliers and buyers. Theme 4: The Influence of the Clothing Industry on the Environment Due to its emphasis on the impact of the clothing sector on the ecology, the aforementioned issue is recognised as the main theme. The emissions from the fashion clothing brands are primarily attributable to the garment sector. The industry generated over 2.1 billion tonnes of GHG pollutants in 2018. Owing to its broken distribution networks, usage of synthetic fabrics, and ongoing oversupply, this segment is particularly damaging. The supply networks for the garment sector are dispersed throughout emerging economies with lax regulatory requirements. Even when businesses set sustainability considerations above the law, it is challenging to monitor adherence due to distance. In order to achieve quick lead times, the finished product would be delivered by air, increasing emissions of carbon dioxide (Wren, 2022). The clothing business, particularly premium or high-end companies, depends on petroleum-based manufactured fabrics, including nylon and polyester. Substantial pollutants have been produced during the production of these fabrics; for instance, one moderate fabric t-shirt is expected to generate 5.5 kilos of CO2, relative to 2.1 kilograms for a cotton t-shirt (Nature Climate Change, 2018). Synthetic fibres are also non-biodegradable as well as challenging to convert to raw resources. Even when a company or customer makes an attempt to reuse clothing, it frequently fails. Lastly, companies in the clothing business frequently manufacture more stock than they could actually market. A business sustainability organisation called Global Fashion Agenda (2021) claims that every sec, a trash truck's value of clothing is dumped in dumpsters. Customers have been pushing for reform in current years as they have grown more conscious of the effects of their apparel. The majority of clothing companies had started implementing sustainability programmes by the 2010s as well as had started releasing yearly sustainability assessments. However, they are not making enough of an impact on the pressing climate catastrophe. By 2030, the apparel industry would add to worldwide temperature changes exceeding the IPCC's 1.5°C thresholds, also with existing sustainability policies in effect (Wren, 2022). In order to prevent the environment from being irreparably harmed, the clothing sector is expected to minimise its overall CO2 emission to under 1.1 billion meter tonnes by 2030, a 48 percent reduction from present levels. No enterprise that produces clothing in such large quantities can actually be deemed "green" until every unique product can be assimilated into the supply chain. However, the rising popularity of affordable apparel suggests that fast fashion won't be quickly overtaken. Given how firmly anchored the sector is in the world economy, it is crucial to confront the issues with viable, sustainable approaches. Fashion retailers need to reassess their current initiatives and aggressively involve every stakeholder throughout the supply chain in an attempt to dramatically decrease GHG footprints and ecological impact (McKinsey, 2022). Figure 9: McKinsey, 2022 Table of Findings Themes Strategies Research to Harms Increase the 2013 Influences of et Aim of Study al., This Methods study A examines Findings quantitative While handling two study of large- as supply chains for SSCM strategic well as mid-cap sustainable Sustainable solutions to the firms mentioned materials, Supply supply chain in on the German supplier growth Chain Management Germany's top stock market offers Practices stock during the fall corporate corporations. and winter 2008/2009. a of opportunityoriented strategy as opposed to vendor assessment and selection, which use a risk- oriented specific view. Major German massive stock corporations primarily employ risk- oriented SSCM tactics, according to the findings. Peter, 2010 This research Case studies and The results of addresses issues the a quantitative this of study research reinforce successful previously held cooperative ideas sustainability resource-based efforts, including perspective, yet both respects of they also apply member similar ideas to adherence to the entrepreneurship proposal's rules studies and building external in the when opportunities' sustainable support. supply chain programmes that are optional. They thus pave the way for additional study using both ideas and assisting businesses to enhance the formulation of social or ecological requirements for their distribution network. Pagell and Wu, The aim of the Ten 2009 study is exemplary According to the to firms' establish a more studies comprehensive model presented. of sustainable supply case analysis, new are behaviours, many of which go against conventionally chain management. recognised "best" practise, and excellent practices in conventional supply chain management are equally important to creating a more environmentally friendly chain. supply Guoyou et al., This study aims Primary According 2012 to investigate the Qualitative empirical effects findings, of to stakeholders on international the adoption of consumers are a environmentally major friendly behind processes green creation. and product force businesses' adoption of green processes and sustainable product innovation strategies. The impact is restricted to the application of sustainable process innovation for foreign-invested businesses. It also shows that governmental and public stakeholders have little influence on a company's sustainable processes and green product creation. The Influence of Wren, 2022 The the examines Clothing study This study This how contrasts fashion sustainability the proves that fast Industry on the fast Environment companies now reports of two made use SSCM, leading analysis fashion hasn't a great effort to involve uncovers gaps in companies with stakeholders existing compelling programmes, and sustainability in its SSCM plans, both downstream suggests crucial marketing, H&M and upstream. steps companies and Everlane. may take to drastically lessen the effect long-term on ecosystem their the of supply chains. Summary From the research, it has been revealed that Burberry is committed to working with its suppliers on issues including regenerative agriculture, circular operational processes, renewable energy sources, and promoting recyclable material packing. The same goes for M&S, which aims to be the most ecologically friendly major worldwide store. To accelerate their success, they have incorporated sustainability into their major approach. Similar promises are made by Next Plc, which promises to stop toxic material emissions from occurring anywhere throughout the supply chains for both leather and clothes. The brand's great financial success is further emphasised by the fact that Burberry's total revenues have been growing as a result of its sustainable supply chain policies. Similar to how M&S's performance was shown to have improved sales, which were mostly driven by online clothing sales. Parallel to this, Next Plc's overall sales during the period constituted a bigger percentage of all price transactions because of its sustainable supply chain policies. Additionally, it has been found that the sustainable supply chain is strengthened by the adoption of two key strategies, specifically risk-oriented and opportunity-oriented plans, in sustainability management. Besides that, it is also summarised that inexpensive clothing is becoming more and more popular, though, which indicates that fast fashion won't be rapidly replaced. Given how deeply ingrained the sector is in the global economy, it is imperative to address the problems using workable, sustainable solutions. Chapter Four Findings and Discussion Discussion The primary objective of the study is to assess how sustainable supply chain management strategies affect organisational performance using empirical data from the UK retail clothes sector. In this regard, three clothing companies—Burberry, Marks & Spencer, and Next Plc.—have been selected. Sustainability in the supply chain has become a top goal for numerous clothing and textile firms, as per Shen et al. (2018). Sustainability concerns in the apparel and textiles industry have gained a great deal of emphasis as being among the most damaging sectors of the global economy (Boström & Micheletti, 2016). Integrating sustainability in garment and clothing supply chain management is difficult due to geographically extensive and complicated worldwide manufacturing networks, in addition to the combined demand for pricing and lead time. Particularly when manufacturing is transferred to nations with cheaper labour costs, the conversion of raw resources into completed clothing has substantial detrimental effects on the ecology and society, particularly pollution of air and water as well as the utilisation of human labour (Perry and Towers, 2013). With respect to Burberry, it is found from the report of ACAEW (2021) that Burberry has created a strategy for holding itself responsible for meeting its significant carbon reduction goals. By making internal investments in the environment and trying to create more sustainable supply chains in the luxury market, Burberry is dedicated to upholding that tradition today. Particularly for businesses, global warming poses a serious danger which could definitely be reduced by collective action on all fronts. The environmental goals of Burberry serve as a catalyst for further climate action inside the company. Burberry, like many other businesses, is under increasing pressure from outside parties. The business anticipates a rise in regulatory oversight of carbon pollution. Customers from Generation Z and Millennials, which account for a sizeable chunk of Burberry's clientele, are concerned with a company's green reputation. According to the research done by Robinson and Hsieh (2016), Burberry is still realigning its company in favour of a brand-led as well as customer-centric strategy, as well as recovering its corporate heritage and fundamental value propositions. This involves adding additional Britishness to its primary supply network. As a result, Burberry offers an intriguing setting for researching the reshoring-based rejuvenation of supply chain strategy. Burberry used to have a tradition of combining the UK and offshore procurement; however, the necessity to retain comparative benefit and bolster the business's luxury standing globally has been the justification given for why foreign production has once again become a routine procedure (Tokatli 2012). Unfortunately, Burberry's market dominance deteriorated as a result of the condemnation surrounding the company's decision to close UK plants and move a portion of its manufacturing overseas. In order to focus on manufacturing and enable Burberry to underline once again that its legacy products are manufactured in Britain, plants in Europe and the USA were shut down. In the beginning, Burberry adopted a unique product production method for certain of its factory divisions in an attempt to optimise industrial scale economies due to costs and competitive challenges (Blyton and Jenkins 2012). Unfortunately, this modification merely made certain companies weaker and finally forced them to close. Over the past few seasons, Burberry's business strategy has undergone a significant change. Due to this, the company now operates under a solitary Burberry label that is fueled by a mixture of its legacy, has full influence over production and allocation due to the termination or purchase of licencing contracts, focuses on the commodity instead of the label, and embraces digitalisation in clothing. Burberry's core business adjustments necessitated the renewal and realignment of its supply chain approach, which included integrating, and reestablishing production operations in the UK, reinventing the business as distinctly British, and refocusing on legacy goods (Robinson and Hsieh, 2016). Regarding Marks & Spencer, in a similar context, there are rising concerns about driver, warehousing, and supplier workforce constraints that are adding to the strain on all businesses, particularly M&S. They have several hiring schemes, some of which involve incentives specifically for drivers. In order to better control the demands, they are additionally boosting truck, cages, and trays fill as well as adjusting supply timelines and depots selection procedures. They also anticipate major supply chain price hikes in the 2nd quarter of the season and additional oncosts in the following fiscal year (Donati, 2021). The industry is, nevertheless, comparably effectively positioned for these difficulties due to its focused supplier network and significantly enhanced professional relationships with logistical suppliers. Inventory was being harmed by recent interim restrictions at dispatching terminals, restricted supply of sea containers, and backlog at the port of destination. Both the transfer of stock from suppliers and thus the shipment and transportation of products to stores have been postponed as a result of these interruptions. As a result, M&S is actively watching it with the assistance of its logistics suppliers, utilising its capacity and effective facilities, and giving priority to the item that is in the highest need (Donati, 2021). The upscale shop M&S is expected to declare that sections of its aisles will be disrupted until next winter. According to documents from an analyst conference, M&S executives reported that the company had been suffering inventory shortages for approximately three weeks (Barker, 2021). There are now numerous ethical and environmental concerns raised in the apparel and fashion industries' supply chains. It starts with the excessive use of fluids, chemicals, and land for growing organic fibres, particularly cotton; later, it spreads to the excessive use of water, chemicals, and waste produced by them when making garments, especially during the colouring and finishing processes. The M&S sustainable supply chain approach claims that extensive monitoring of supply chain processes and ethical sourcing are essential components of how they conduct business and the promise they make to their customers (M&S, 2022). As a major multinational retailer, M&S aspires to lead the industry in environmental protection. To accelerate their success, they have incorporated sustainability into their major approach. Senior management is the responsibility of the Plan, which is under the control of the business. Similar to this, Next Plc. has set a goal of obtaining 100% of their cotton by 2025 from ethical suppliers, which they describe as recyclable, accredited organic, and verified biogenic in conversions. Next anticipates that its suppliers will obtain cloth in accordance with its policies and work to convey its position on this matter throughout the supply chain (Next, 2022). In addition, Next Plc has predicted a decrease in revenues in the lead-up as a result of a number of concerns, such as pricing, a lack of qualified workers, and issues with the distribution chain. Given current strong selling, the elevated market and digital style clothes behemoth warned stock accessibility to continue difficult. It claimed that this was due to consumers' pent-up desire being lessened and improving supply problems. It claimed that when consumers tightened their budgets, hyperinflation has also been expected to affect supply. The company's stocks remained dropped 2.6%, reaching £80.86. The company increased its full-year increased sales expectation from 10.7% to 11% while maintaining its profitability forecast of £800 million. According to Next, while stock supply has increased, it is still a challenge, with manpower constraints in the UK's logistics and warehouse networks adding to bottlenecks in their global supply chain. Nevertheless, up to this point, it appears that robust fundamental need outweighs stock limits (Williams and Pegden, 2021). It has been discovered that Next Plc is dedicated to ethical sourcing in order to maintain a sustainable supply chain. By 2025, they intend to have obtained all of the major raw materials they use lawfully, responsibly, or in conformity with accreditation, according to the Responsible Sourcing Strategy. Additionally, raw fur is not included in their items with the NEXT label. The Fur-Free Alliance has recognised it as a retailer (Next Plc., 2022). No enterprise that produces clothing in such large quantities can actually be deemed "sustainable" until every individual outcome can be assimilated into the supply chain. However, the rising popularity of affordable apparel suggests that the apparel industry won't be immediately replaced. Given how firmly anchored the sector is in the world economy, it is crucial to confront the issues with viable, sustainable solutions. Fast fashion companies need to reassess their existing initiatives and aggressively involve every stakeholder throughout the supply chain, in addition to dramatically decreasing GHG footprints and ecological effects (Wren, 2022). According to Sheyadi et al. (2019), the natural environment also deteriorates as a consequence of environmental issues like contamination, rising temperatures, quick biodiversity loss, and loss of species variation. Authorities, communities, businesses, and people are taking care of environmental affairs as a consequence of the premise that all these considerations are constantly getting worse. Opposition from the public and authorities has forced businesses that are responsible for climate impacts to reassess their processing parameters and supply chains. Sustainable supply chain management (SSCM), together with the recognition of corporate accountability stemming from actions throughout the supply chain, has begun to gain popularity in this regard. Businesses face increasing hurdles as a result of rising environmental consciousness. Numerous businesses prioritise preserving the environment, and they take part in sustainable supply chain management practices like eco-design, responsibly sourced, composting, and reprocessing. Burberry, M&S and Next Plc have also been doing the same. Even though these activities are essential for competitiveness, they are not necessarily profitable economically (Fahimnia et al., 2015). According to certain studies, environmental responsibility and economic success are positively correlated (Aigbedo, 2019). Due to growing market legality and greater acceptance, sustainable practice-oriented retail companies would also be capable of distinguishing themselves apart from their rivals at the similar time they see higher sales benefits. Therefore, adopting sustainable practices can have a massive influence on a company's performance in terms of sustainability via cost savings, enhanced capability for elevated competitive advantage, improved manufacturing and ecological performance, development of new functionality, waste minimisation, and product and procedure performance enhancements (Wijethilake, 2017). In addition, according to Cankaya and Sezen (2018), retail clothing companies must locate the roots of environmental issues within their purview, in addition to properly comprehending fundamental environmental issues and providing remedial measures. Companies damage the environment by tampering with toxic materials, air, groundwater, and dirt which they discharge into the ecosystem while creating products and services to satisfy demands. The capacity of a company to cut emissions, trash, utilisation of dangerous chemicals, and ecological mishaps is measured by its sustainability impact. SSCM procedures include all actions taken to lessen the negative consequences that a company's goods or services have on the ecosystem. By decreasing the ingestion of pollutants and harmful chemicals, decreasing the frequency of pollution incidents, and increasing community wellness, such activities have a favourable impact on the advancement of sustainability performance (Eltayeb et al., 2011). In a research study of sustainable practices used by small and medium-sized businesses, such approaches resulted in the lowest levels of materials and water consumption as well as waste output. Similar to this, sustainable practices, according to Azevedo et al. (2011), aid in enhancing sustainability impact by lowering company waste. In general, research indicates that sustainable practices, including lowering waste output and material and energy consumption, have a favourable effect on environmental performance. To generate meaningful sustainability initiatives within their enterprises, other commercial organisations constantly search for environmental supply chain competencies inherent in their suppliers. Such alliances show an integrative process where people from various industries cooperate to accomplish common objectives (Hamakers et al., 2011). Partnering with these suppliers can lead to the company learning about eco-friendly flexible packaging for products or better transportation strategies that it was apparently unaware of (Johnson et al., 2018). Effective formulations and assessment of requirements for acquiring sustainable products and external conditions for strategic sourcing may be made possible by understanding from providers. As a result, clothing companies with a high supply chain eccentricity would aggressively include suppliers in these initiatives to improve the environmental impact of SSCM processes (Cousins et al., 2019). Chapter Five: Conclusion Introduction This is the last chapter of the study. It involves a summary of findings, recommendations, research limitations, and research implications. Summary of Findings With the aid of empirical data acquired from the UK retail clothing industry, the research is being done to explore the relationship between SSCM practices and performance in organisations. The study specifically looked at whether implementing environmental practices in supply chain management had a favourable effect on the performance of UK retail clothes companies. The study is anticipated to offer recommendations on how to implement environmental supply chain management techniques and improve their global competitiveness, which would have a positive economic impact. There are currently a lot of concerns about reducing greenhouse gas emissions and protecting the environment for future generations. This study's examination of the ecological implications of supply chain management is its sole objective. Thus it will go a considerable way toward resolving this issue. The study's findings suggest that Burberry's supply chain contains more environmental initiatives. For instance, through a partnership with the Savory Institute's Land, the company is researching the sustainability of regenerative farming practices in their textile supply chain and the implications on the ecosystem and individuals. They have also been collaborating with Conservation International to understand how their clothes supply chain can regenerate. Burberry's Annual Report for 2022 states that they are worried about the risk of modern slavery and other human rights violations throughout their supply chains for raw materials. Similar to M&S, Plan A received a very solid commitment from M&S with specific objectives, due dates, and responsibilities. Every business division and strategic division has adopted the Plan and engaged providers. All suppliers are required to provide support for the implementation of Plan A, its sustainability strategy. Additionally, Next Plc wants to minimise its impact and maximise its benefits for society and the environment by only using woods and linens that have been sourced responsibly. Additionally, sustainable supply chain methods have a major impact on the performance of Burberry, M&S, and Next Plc. The results demonstrate that organisations utilise certain ways to increase the influence of sustainable supply chain management practices on their continuous improvement. In this context, it has been shown that the sustainable supply chain is strengthened using two key methods: riskoriented but also opportunity-oriented approaches in sustainability practices. However, the manufacturing of clothing at a production facility has a significant impact on the environment. The garment industry is mainly responsible for the pollutants from fashionable clothing companies. In 2018, the sector produced more than 2.1 billion tonnes of GHG pollutants. This segment is particularly harmful due to its damaged distribution networks, use of synthetic textiles, and persistent oversupply. Recommendations There are some recommendations for the current study, according to Tchaikovsky (2017). Initially, in order to formulate more suitable supply chain sustainability techniques, successfully incorporate stakeholder interests into the configuration of those techniques, as well as achieve long-term financial viability, logistics managers in the retail apparel industry should indeed work to comprehend the connection among both SSCM and interested parties' stress. Secondly, supply chain leaders must consider integrating the ecological, ethical, and financial aspects of corporate operations because there is a relation between firms' SSCM and financial performance. Likewise, it is recommended that retail apparel companies collaborate with one another to promote SSCM methods in order to attain organisational achievement instead of simply because it is the right thing to do. The achievement of a company's success must be supported by SSCM practices. Organisations must place a high priority on integrating the societal, financial, and ecological components in order to assure their sustainability and that of the generations (Wang et al., 2015). Research Limitations The recent research offers empirical evidence in favour of the complementary nature of sustainable management approaches, but it misses detail regarding the primary drivers of these complementary connections. Knowing how context-specific elements may lead to favourable or unfavourable results could well be improved by researching moderation and/or mediating variables, a subject that is relatively unexplored in complementary concept research. This analysis confirms the widely held assumption that SSCM policies can greatly improve a company's sustainability impact, but it has not yet been determined what the primary motivations are for adopting proactive procedures. Similarly, the creation of the SSCM competence may have been primarily influenced by the demands of certain key stakeholders that are more ecologically conscious. Those key stakeholders may vary depending on the situation, which would affect the performance results (Sheyadi et al., 2019). To identify the factors that can lead to immediate commercial gains, more research must be done in both emerging and industrialised nations. A dyadic buyer-supplier relationship might be used as an analysis unit in additional studies that can lead to a better knowledge of how the supply chain players can impact a company's capacity to create SSCM capabilities. In addition, the application of SSCM techniques in UK firms that sell clothing was the main focus of this study. The framework can also be changed to reflect different kinds of businesses, such as manufacturers and wholesalers, as well as different retail industries like footwear and food. Similar to that study, this one used a thorough examination of the literature. Further, the current study can make use of the cross-sectional questionnaire survey. However, the surveys can be conducted on serious, informed, and authorised individuals and the accuracy and authenticity of the data gathered could be guaranteed by reliable analytical techniques and a sufficient sample selection (Sezen et al., 2012). Some of the study's parameters have no association with one another, as was already established. Particularly, SSCM was unable to demonstrate the anticipated impact on business performance. Subsequent research could thus closely monitor these linkages to examine how SSCM influences business success (Cankaya and Sezen, 2018). Despite an upsurge in studies on environmental concerns in the UK, there are very few empirical studies on SSCM. Research Implication It is asserted that SSCM techniques must be implemented by clothing manufacturing companies in the UK in cooperation with customers and suppliers because sustainable development is a distribution network level necessity. Management teams in the UK apparel sector would have to acquire SCM abilities and skills in contrast to those needed for organisational-level management. Businesses increasingly need to concentrate on streamlining the supply chain to boost organisational performance. The researcher stresses the significance of UK apparel companies implementing SCM techniques and working to enhance supply chain procedures in order to better meet the supply chain's end customer. But from a quite logical viewpoint, management teams are accountable for the success of their companies. Company leaders would use this strategy if, in the end, it leads to increased organisational performance and buyer satisfaction as well as the supply chain. The researcher sought to ascertain whether SSCM practises that emphasise cooperation with consumers and suppliers would therefore enhance organisational performance and, as a result, the surroundings (Green et al., 2012). References ACAEW., 2021. Burberry: Bringing a climate-positive goal into fashion. [Online] Available at https://www.financeforthefuture.org/case-studies/burberry Accessed on [8-29-2022] Aigbedo, H., 2019. Assessment of the effect of location and financial variables on environmental management performance for industrial goods supply chains. Journal of environmental management, 236, pp.254-268. [Online] Available at https://www.sciencedirect.com/science/article/pii/S0301479718313318 Accessed on [830-2022] Alhaddi, H., 2015. Triple bottom line and sustainability: A literature review. Business and Management Studies, 1(2), pp.6-10. [Online] Available at https://d1wqtxts1xzle7.cloudfront.net/38640293/BMS-V1N2-2015web-with-cover-pagev2.pdf?Expires=1661433183&Signature=EgnqEEcyMjq~g47DI0zqzFwAz1ivUaqXPjZKJlJnfYHPMLgerWsj4jtvNTxXktNva4w53EZDrtMbp-2cKcUenABsJwvP81A9KFuTdGTqmu7~G7UtCLeKdhgCbuhKUCAfSx9o0GldTyWYrAmJwee39-0ZvmctCAe3wA5Qdl9ZQNJHW2xZLUAAfjMXbaJ8DBlJkppNxCPvlFjaaU6uSx8MTCbJl sHkNT4UUrevY~83cyHxRgEYN5iTkfhEZQlEROc01AD1HLSOW4ePLQDV420D7VAWhbpSlawYaIJ6xlUypaC oxPtYmOr~MLuElR8LG-OmBVLCa-47vFrYhSFr4g__&Key-PairId=APKAJLOHF5GGSLRBV4ZA#page=10 Accessed on [8-25-2022] Al-Sheyadi, A., Muyldermans, L. and Kauppi, K., 2019. The complementarity of green supply chain management practices and the impact on environmental performance. Journal of environmental management, 242, pp.186-198. [Online] Available at https://nottinghamrepository.worktribe.com/index.php/preview/1849320/the%20complementarity%20of%2 0green%20supply.pdf Accessed on [8-30-2022] Ashby, A., 2018. Developing closed-loop supply chains for environmental sustainability: Insights from a UK clothing case study. Journal of Manufacturing Technology Management. [Online] Available at https://pearl.plymouth.ac.uk/bitstream/handle/10026.1/10898/JMTM%20accepted%20ma nuscript.PDF?sequence=1&isAllowed=n Accessed on [8-25-2022] Azevedo, S.G., Carvalho, H. and Machado, V.C., 2011. The influence of green practices on supply chain performance: A case study approach. Transportation research part E: logistics and transportation review, 47(6), pp.850-871. [Online] Available at https://d1wqtxts1xzle7.cloudfront.net/48805266/The_influence_of_green_practices_on_s upp20160913-11335-1wyll1y-with-cover-pagev2.pdf?Expires=1661847120&Signature=L5GB16m4-euTNywdP9RLCn1OtohbhfilPwQeNFz~Zv8BE1UyyFoXnUOcHMF4GkO87VfyNPnBazOiCDum6LEYZ8GwJ tFmLaOF43vSEgenR4FlFP3XkAKdZBSF8MA9TooaBuaou5NgkepGG6z418rAZrB4Ye ZWFD31RfzXcfRXGtblJR9CWN0Ppi8Rr3KslHMaBzkMf5DCHidFcdS20ILkA5UDCU PAdg9MvQTroaeJM170QJmJGHOB3kVO5mpZSg~DkHwlW9~hGbSJxLoROC88yipI YF8TDt~Czy1pGDV9XGoik5ISQr6hCpziob9Ts0BDCVpzI04mH0oszGPi~3mA__&Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA Accessed on [8-30-2022] Baier, D., Rausch, T.M. and Wagner, T.F., 2020. The drivers of sustainable apparel and sportswear consumption: a segmented kano perspective. Sustainability, 12(7), p.2788. [Online] Available at file:///C:/Users/Hp/Downloads/sustainability-12-02788.pdf Accessed on [825-2022] Barrett, D. and Twycross, A., 2018. Data collection in qualitative research. Evidence-Based Nursing, 21(3), pp.63-64. Accessed on [8-25-2022 Battaglia, M., Testa, F., Bianchi, L., Iraldo, F. and Frey, M., 2014. Corporate social responsibility and competitiveness within SMEs of the fashion industry: Evidence from Italy and France. Sustainability, 6(2), pp.872-893. [Online] Available at file:///C:/Users/Hp/Downloads/sustainability-06-00872.pdf Accessed on [8-25-2022] Bloomberg., 2021. Marks & Spencer Expands Climate Targets to Tackle Supply Chain. [Online] Available at https://www.bloomberg.com/news/articles/2021-09-29/marks-spencer- expands-climate-targets-to-tackle-supply-chain Accessed on [8-25-2022] Bloomberg., 2022. Burberry Boosts Profit as UK Trenchcoat Maker Moves Upmarket. [Online] Available at https://www.bloomberg.com/news/articles/2022-05-18/burberry-boosts- profitability-as-uk-brand-goes-more-upmarket#xj4y7vzkg Accessed on [8-25-2022] Blyton, P. and Jenkins, J., 2012. Mobilising resistance: the Burberry workers' campaign against factory closure. The Sociological Review, 60(1), pp.25-45. [Online] Available at https://journals.sagepub.com/doi/abs/10.1111/j.1467954X.2011.02043.x?journalCode=sora Accessed on [8-29-2022] Boström, M. and Micheletti, M., 2016. Introducing the sustainability challenge of textiles and clothing. Journal of Consumer Policy, 39(4), pp.367-375. [Online] Available at https://link.springer.com/article/10.1007/s10603-016-9336-6 Accessed on [8-29-2022] Braun, V. and Clarke, V., 2022. Conceptual and design thinking for thematic analysis. Qualitative Psychology, 9(1), p.3. Accessed on [8-25-2022 Burberry Annual Report., 2022. MODERN SLAVERY ACT 2015 AND TRANSPARENCY IN SUPPLY CHAINS ACT 2010 2021/22 BURBERRY GROUP PLC STATEMENT. [Online] Available at https://www.burberryplc.com/content/dam/burberry/corporate/oarsite-updates/documents/Modern-Slavery-Statement-BURBERRY-GROUP-PLCSTATEMENT-2021-22.pdf Accessed on [8-25-2022] Burberry Strategic Report., 2022. Home. [Online] Available at https://www.burberryplc.com/content/dam/burberry/corporate/oar/2022/pdfs/Burberry_2 021-22_Strategic_Report.pdf Accessed on [8-25-2022] Burberry., 2022a. SUPPLY CHAIN. [Online] Available at https://burberrycareers.com/content/Supply-Chain/?locale=en_GB Accessed on [8-252022] Burberry., 2022b. ENVIRONMENT. [Online] Available at https://www.burberryplc.com/en/responsibility/environment.html#:~:text=We%20are%2 0passionate%20advocates%20of,our%20own%20operations%20by%202022. Accessed on [8-25-2022] Busetto, L., Wick, W. and Gumbinger, C., 2020. How to use and assess qualitative research methods. Neurological Research and practice, 2(1), pp.1-10. Accessed on [8-25-2022 Cankaya, S.Y. and Sezen, B., 2018. Effects of green supply chain management practices on sustainability performance. Journal of Manufacturing Technology Management. [Online] Available at https://www.researchgate.net/profile/Sibel- Cankaya/publication/327939722_Effects_of_green_supply_chain_management_practices _on_sustainability_performance/links/5c3871c4458515a4c71d1ee6/Effects-of-greensupply-chain-management-practices-on-sustainability-performance.pdf Accessed on [830-2022] Castleberry, A. and Nolen, A., 2018. Thematic analysis of qualitative research data: Is it as easy as it sounds? Currents in pharmacy teaching and learning, 10(6), pp.807-815. Accessed on [8-25-2022 Clark, K.R. and Vealé, B.L., 2018. Strategies to enhance data collection and analysis in qualitative research. Radiologic Technology, 89(5), pp.482CT-485CT. Accessed on [8-25-2022 Cousins, P.D., Lawson, B., Petersen, K.J. and Fugate, B., 2019. Investigating green supply chain management practices and performance: The moderating roles of supply chain ecocentricity and traceability. International Journal of Operations & Production Management. [Online] Available at https://www.repository.cam.ac.uk/bitstream/handle/1810/293075/GSCM%20Practices%2 0IJOPM%20Paper%20FINAL_with%20author%20ID.pdf?sequence=1 Accessed on [830-2022] Diabat, A., Kannan, D. and Mathiyazhagan, K., 2014. Analysis of enablers for implementation of sustainable supply chain management–A textile case. Journal of cleaner production, 83, pp.391-403. [Online] Available at https://www.researchgate.net/profile/K- Mathiyazhagan2/publication/263811421_Analysis_of_Enablers_for_implementation_of_sustainable_sup ply_chain_management_-_A_textile_case/links/5bf5a5f392851c6b27d165d5/Analysisof-Enablers-for-implementation-of-sustainable-supply-chain-management-A-textilecase.pdf Accessed on [8-25-2022] Eltayeb, T.K., Zailani, S. and Ramayah, T., 2011. Green supply chain initiatives among certified companies in Malaysia and environmental sustainability: Investigating the outcomes. Resources, conservation and recycling, 55(5), pp.495-506. [Online] Available at https://d1wqtxts1xzle7.cloudfront.net/48054508/Green_supply_chain_initiatives_among_ cer20160814-30299-15n9ka8-with-cover-pagev2.pdf?Expires=1661847055&Signature=UpJkvF0KeqxPuuxrDXuWIAxcRZ6cDwrDp2GGhOjd9ZJPv8SH5V74VTkjeHovds6zmZACS7N7zlAiojQRv86lbbISFntSjc~z WE9Y1BRNWrpJgC~CIkHjzuAM3l1Ww4xMDfvYJW78c1cX2hmgeGG~OMAEQ~0S 18LcAEaVMC8yhsf7Ace~mEDv2pffERMzo1gy5YkSqlKlyrJunzE6Elc8VkY4KIn~kwk upYAIJQ65DmcFg7r7eLjVU3sqfq3vZdURhBm1yz9nmfwlbvG0U4RZVBo1BGW-4qNPiNP4yltDSOezuBepFxuc6YKvH7dJbV4ZXYsEu4iYKeWA59lQuFHQ__&KeyPair-Id=APKAJLOHF5GGSLRBV4ZA Accessed on [8-30-2022] Fahimnia, B., Sarkis, J. and Eshragh, A., 2015. A tradeoff model for green supply chain planning: A leanness-versus-greenness analysis. Omega, 54, pp.173-190. [Online] Available at https://www.researchgate.net/profile/JosephSarkis/publication/272180862_A_Tradeoff_Model_for_Green_Supply_Chain_Planning_ A_Leanness-versus-Greenness_Analysis/links/54de72f00cf2966637869e73/A-TradeoffModel-for-Green-Supply-Chain-Planning-A-Leanness-versus-Greenness-Analysis.pdf Accessed on [8-30-2022] Fletcher, K. and Tham, M. eds., 2015. Routledge handbook of sustainability and fashion. London: Routledge. [Online] Available at https://api.taylorfrancis.com/content/books/mono/download?identifierName=doi&identifi erValue=10.4324/9780203519943&type=googlepdf Accessed on [8-25-2022] Freise, M. and Seuring, S., 2015. Social and environmental risk management in supply chains: a survey in the clothing industry. Logistics Research, 8(1), pp.1-12. [Online] Available at https://link.springer.com/article/10.1007/s12159-015-0121-8 Accessed on [8-25-2022] Global Fashion Agenda., 2021. CEO AGENDA. [Online] Available at https://www2.globalfashionagenda.com/ceo-agenda-2020/# Accessed on [8-29-2022] Grayson, D., 2011. Embedding corporate responsibility and sustainability: Marks & Spencer. Journal of Management Development. [Online] Available at https://dspace.lib.cranfield.ac.uk/bitstream/handle/1826/6824/Embedding_Corporate_Res ponsibility_and_Sustainability.pdf?sequence=1 Accessed on [8-25-2022] Green, K.W., Zelbst, P.J., Meacham, J. and Bhadauria, V.S., 2012. Green supply chain management practices: impact on performance. Supply chain management: an international journal. [Online] Available at http://text2fa.ir/wp- content/uploads/Text2fa.ir-Green-supply-chain-management-practices.pdf Accessed on [8-30-2022] Guoyou, Q., Saixing, Z., Chiming, T., Haitao, Y. and Hailiang, Z., 2013. Stakeholders' influences on corporate green innovation strategy: a case study of manufacturing firms in China. Corporate Social Responsibility and Environmental Management, 20(1), pp.1-14. [Online] Available at https://onlinelibrary.wiley.com/doi/epdf/10.1002/csr.283 Accessed on [8-29-2022] Harms, D., Hansen, E.G. and Schaltegger, S., 2013. Strategies in sustainable supply chain management: an empirical investigation of large German companies. Corporate social responsibility and environmental management, 20(4), pp.205-218. [Online] Available at https://d1wqtxts1xzle7.cloudfront.net/43534551/Strategies_in_Sustainable_Supply_Chai n_M20160309-24667-w3scn2-with-cover-pagev2.pdf?Expires=1661754691&Signature=T6j2hCFhBGiPCiBE52kZCLD~iifLmKMs31c jO~Z4ClPn3QK~uoUnyz2xGy3Ev80Tyr~kpU~QRG8AfPf5YF2rUWL1SLj1V9tdMQO wgKebYt2f3yzMO7TgeklCwD8q6dH28ZG6-VPvIqIEaoUFFQaFI4kPe781u00XV2wdmaWWnDlSvEshR04GxNe~uT2c1jzyLSNMWxcovSezQabhiwwrNsIhedlyMnfzyGAtsMlVL0AlKlGUxa2Xsyo-bzaa~myQH5EZ1e0o3uqHNsQ9zo1T6aGOeh-ZyzHAeNCaH40SMkDZrozd2b51V09cLpiucT1jtwZWLh3FopkvVJ9Mig__&Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA Accessed on [8-29-2022] Henninger, C.E., Alevizou, P.J., Oates, C.J. and Cheng, R., 2015. Sustainable supply chain management in the slow-fashion industry. Sustainable Fashion Supply Chain Management, pp.129-153. [Online] Available at https://nibmehub.com/opac- service/pdf/read/Sustainable%20Fashion%20Supply%20Chain%20Management%20_%2 0from%20sourcing%20to%20retailing.pdf#page=134 Accessed on [8-25-2022] Hennink, M. and Kaiser, B.N., 2021. Sample sizes for saturation in qualitative research: A systematic review of empirical tests. Social Science & Medicine, p.114523. Accessed on [8-25-2022 Holly Williams and Tom Pegden., 2021. Next warns of slower sales in the run-up to Christmas. [Online] Available at https://www.business-live.co.uk/retail-consumer/next-warns- slower-sales-run-22051401 Accessed on [8-29-2022] Johnson, J.L., Dooley, K.J., Hyatt, D.G. and Hutson, A.M., 2018. Emerging discourse incubator: Cross‐sector relations in global supply chains: A social capital perspective. Journal of Supply Chain Management, 54(2), pp.21-33. [Online] Available at https://www.journalofsupplychainmanagement.com/s/Johnson-et-al-accepted.pdf Accessed on [8-30-2022] Kline, E. and Schiffman, J., 2014. Psychosis risk screening: A systematic review. Schizophrenia Research, 158(1-3), pp.11-18. [Online] Available at https://d1wqtxts1xzle7.cloudfront.net/49764051/Psychosis_risk_screening_A_systematic _re20161021-6517-2nez98-with-cover-pagev2.pdf?Expires=1661432953&Signature=NDhoXygQ5gLBR~n~hac2ylmloIrwTboVr~eZmERxf4idAVPpMY-Lk2tMICGdT6ZTvKTDChFgYwhZmZQCshjeo~Ow9bzRl1fikUz~JU6O4~K1D~eJI4zMtP0P6P U4SsWiaTPeHPsyGuqczfHK0Rykvhg36dbyvPUywB2t7786jZg0wW9y6XJ9hOAj1eWjzUusBcNQw~XrUk9JNSPOsmo-S07XvPqjPmxkarseEXmPW5QSLbZhyiuox9S1PQqvK9~JHzTv44pyvP8HiQGOpESsKBm0AhjXuS~bh~g3u8Nf2EgMQ~zJwUjg8TULAigfd64r~1q HsgIMDmX09GXdQ__&Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA Accessed on [825-2022] Köksal, D., Strähle, J., Müller, M. and Freise, M., 2017. Social sustainable supply chain management in the textile and apparel industry—A literature review. Sustainability, 9(1), p.100. [Online] Available at file:///C:/Users/Hp/Downloads/sustainability-09- 00100%20(1).pdf Accessed on [8-25-2022] Lefebvre, C., Glanville, J., Briscoe, S., Littlewood, A., Marshall, C., Metzendorf, M.I., Noel‐Storr, A., Rader, T., Shokraneh, F., Thomas, J. and Wieland, L.S., 2019. Searching for and selecting studies. Cochrane Handbook for systematic reviews of interventions, pp.67-107. Accessed on [8-25-2022 M&S Media Release., 2022. FULL YEAR RESULTS FOR 52 WEEKS ENDED 2 APRIL 2022. [Online] Available at https://corporate.marksandspencer.com/media/press- releases/6220d70a7880b2454cf64ab6/full-year-results-for-52-a-ended-2-april-2022 Accessed on [8-25-2022] M&S., 2022. SUSTAINABILITY AT M&S. [Online] Available https://corporate.marksandspencer.com/sustainability/sustainability-at-mands at Accessed on [8-25-2022] Marino Donati., 2021. M&S braced for 'significant' supply chain cost rise. [Online] Available at https://www.cips.org/supply-management/news/2021/november/ms-braced-forsignificant-supply-chain-costrise/#:~:text=M%26S%20said%3A%20%E2%80%9CAs%20widely%20reported,include %20targeted%20incentives%20for%20drivers. Accessed on [8-29-2022] McKinsey., 2022. Fashion on climate. Online] Available at https://www.mckinsey.com/industries/retail/our-insights/fashion-on-climate Accessed on [8-29-2022] Nagurney, A. and Yu, M., 2012. Sustainable fashion supply chain management under oligopolistic competition and Economics, 135(2), brand differentiation. International pp.532-540. [Online] Journal of Available Production at https://supernet.isenberg.umass.edu/visuals/SustainableFashion_Nagurney_Yu_INFORM S2011.pdf Accessed on [8-25-2022] Nature Climate Change, 2018. The Price of Fast Fashion. Nature Climate Change 8 (1). [Online] Available at https://sci-hub.hkvisa.net/10.1038/s41558-017-0058-9 Accessed on [8-292022] Next Annual Report., 2022. CORPORATE RESPONSIBILITY REPORT TO JANUARY 2022. [Online] Available at https://www.nextplc.co.uk/~/media/Files/N/Next-PLC- V2/documents/cr-reports/next-cr-report-2022.pdf Accessed on [8-25-2022] Next Plc. 2022. RESPONSIBLE SOURCING. [Online] Available at https://www.nextplc.co.uk/corporate-responsibility/responsible-sourcing Accessed on [825-2022] Next Trading Statement., 2022. Trading Statement. [Online] Available at https://www.nextplc.co.uk/~/media/Files/N/Next-PLC-V2/documents/2023/tradingstatement-aug-22.pdf Accessed on [8-25-2022] Next, 2022. RESPONSIBLE SOURCING. [Online] Available at https://www.nextplc.co.uk/corporate-responsibility/responsible-sourcing Accessed on [829-2022] P. Smith., 2022. Revenue of Marks & Spencer worldwide from financial year 2010 to 2022. [Online] Available at https://www.statista.com/statistics/413349/group-revenue-marksand-spencer-mands/ Accessed on [8-25-2022] Pagell, M. and Wu, Z., 2009. Building a more complete theory of sustainable supply chain management using management, 45(2), case studies of pp.37-56. 10 exemplars. Journal [Online] of supply Available chain at https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1745-493X.2009.03162.x Accessed on [8-29-2022] Pakdeechoho, N. and Sukhotu, V., 2018. Sustainable supply chain collaboration: incentives in emerging economies. Journal of Manufacturing Technology Management. [Online] Available at https://www.emerald.com/insight/content/doi/10.1108/JMTM-05-2017- 0081/full/html Accessed on [8-25-2022] Perry, P. and Towers, N., 2013. Conceptual framework development: CSR implementation in fashion supply chains. International Journal of Physical Distribution & Logistics Management. [Online] Available at https://www.emerald.com/insight/content/doi/10.1108/IJPDLM-03-2012-0107/full/html Accessed on [8-29-2022] Peters, N., 2010. Inter-organisational Design of Voluntary Sustainability Initiatives Increasing the Legitimacy of Sustainability Strategies for Supply Chains. Gabler. [Online] Available at https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.428.3972&rep=rep1&type=pd f Accessed on [8-29-2022] Reuter, C., Foerstl, K.A.I., Hartmann, E.V.I. and Blome, C., 2010. Sustainable global supplier management: the role of dynamic capabilities in achieving competitive advantage. Journal of supply chain management, 46(2), pp.45-63. [Online] Available at https://opus4.kobv.de/opus4-h-ab/frontdoor/deliver/index/docId/916/file/Reuter+et+al.++2010+-+Sustainable+global+supplier+management+The+role+o....pdf Accessed on [829-2022] Robinson, P.K. and Hsieh, L., 2016. Reshoring: a strategic renewal of luxury clothing supply chains. Operations Management Research, 9(3), pp.89-101. [Online] Available at https://link.springer.com/article/10.1007/s12063-016-0116-x Accessed on [8-29-2022] Rosella, L., Bowman, C., Pach, B., Morgan, S., Fitzpatrick, T. and Goel, V., 2016. The development and validation of a meta-tool for quality appraisal of public health evidence: Meta Quality Appraisal Tool (MetaQAT). Public Health, 136, 57-65. [Online] Available at https://www.sciencedirect.com/science/article/pii/S0033350615004370 Accessed on [825-2022] Saicheua, V., Knox, A. and Cooper, T., 2012, June. Sustainability in clothing supply chain: Implications for marketing. In Proceedings of the 37th annual macromarketing conference (pp. 284-307). [Online] Available at https://d1wqtxts1xzle7.cloudfront.net/30231389/macromarketing2012proceedings-withcover-page-v2.pdf?Expires=1661433316&Signature=Q8uJhZF5Xrj8d6fweK3vm5lN3RkvSAPqF32giZcxTsBMuGywrOmrK~AVDmf42EvuL4~NimlaROQiy2HHQ4czywwSgZaX8Qz5vMTeMiIKzAaBOWwyEeAs74~cSL2jKac nGIHnwfnJgkFwwMkX0lUtyjWj4dC8PVRC52pCctf8cR8MgFmRp-6dUOw2I60vDzmDyE4XDbkU6tlyeiyw-geEB8NbGH-TwaP0fb3VvJ-N- vnG4bR4qHrEqPO~qnl~jsyI6Oka0jATqntZnXNFgWfUSa5tFEheNR782H4i4ZfU49ukn 2zpE2uF2AlV-cSCTV~o6LoQcxWdK4KoWfo4y1w__&Key-PairId=APKAJLOHF5GGSLRBV4ZA#page=285 Accessed on [8-25-2022] Sam Barker., 2021. Marks & Spencer expects gaps in shelves to last 'until next spring' [Online] Available at https://www.mirror.co.uk/money/marks--spencer-expects-gaps-25415348 Accessed on [8-29-2022] SESHADRI, S., 2012. Sustainability in clothing supply chains: Implications for marketing. [Online] Available at https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=4210&context=lkcsb_research Accessed on [8-25-2022] Sezen, B., Karakadilar, İ.S. and Buyukozkan, G., 2012. “Proposition of a model for measuring adherence to lean practices: applied to Turkish automotive part suppliers”, International Journal of Production Research, Vol. 50 No. 14, pp. 3878-3894. [Online] Available at https://www.tandfonline.com/doi/abs/10.1080/00207543.2011.603372?journalCode=tprs 20 Accessed on [8-30-2022] Shen, B., 2014. Sustainable fashion supply chain: Lessons from H&M. Sustainability, 6(9), pp.6236-6249. [Online] Available at file:///C:/Users/Hp/Downloads/sustainability-0606236%20(1).pdf Accessed on [8-25-2022] Shen, B., Li, Q., Dong, C. and Perry, P., 2017. Sustainability issues in textile and apparel supply chains. Sustainability, 9(9), p.1592. [Online] Available at https://www.mdpi.com/20711050/9/9/1592/htm Accessed on [8-29-2022] Statista., 2022. Burberry's global revenue from 2005 to 2022. [Online] Available at https://www.statista.com/statistics/263885/burberrys-worldwide-revenue/ Accessed on [825-2022] Strähle, J. and Köksal, D., 2015. Impact of brand and country image on the perception of sustainability in the fashion business. International journal of business and commerce, 5(1), pp.25-58. [Online] Available at https://publikationen.reutlingenuniversity.de/frontdoor/deliver/index/docId/552/file/552.pdf Accessed on [8-25-2022] Tchaikovsky, Z., 2017. The relationship between sustainable supply chain management, stakeholder pressure, and financial performance. [Online] Available at https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?referer=&httpsredir=1&article=51 27&context Accessed on [8-30-2022] The Guardian., 2013. M&S: supply chain champions of sustainable business. [Online] Available at https://www.theguardian.com/sustainable-business/marks-and-spencer-supply-chain- sustainable-business Accessed on [8-25-2022] Tokatli, N., 2012. Old firms, new tricks and the quest for profits: Burberry’s journey from success to failure and back to success again. Journal of Economic Geography, 12(1), pp.55-77. [Online] Available at https://academic.oup.com/joeg/article-abstract/12/1/55/1148889 Accessed on [8-29-2022] Tomaszewski, L.E., Zarestky, J. and Gonzalez, E., 2020. Planning qualitative research: Design and decision making for new researchers. International Journal of Qualitative Methods, 19, p.1609406920967174. Accessed on [8-25-2022 Visseren-Hamakers, I.J., Arts, B. and Glasbergen, P., 2011. Interaction management by partnerships: The case of biodiversity and climate change. Global Environmental Politics, 11(4), pp.89-107. [Online] Available at https://scholar.archive.org/work/oyrtp475jfhw5himgq6ldfn4he/access/wayback/http://ede pot.wur.nl/182897 Accessed on [8-30-2022] Walker, H. and Jones, N., 2012. Sustainable supply chain management across the UK private sector. Supply Chain Management: An International Journal. [Online] Available at https://www.researchgate.net/profile/Helen-Walker5/publication/241456559_Sustainable_supply_chain_management_across_the_UK_priva te_sector/links/54d9e9ee0cf25013d0436296/Sustainable-supply-chain-managementacross-the-UK-private-sector.pdf Accessed on [8-25-2022] Wang, Y., Rodrigues, V.S. and Evans, L., 2015. The use of ICT in road freight transport for CO2 reduction–an exploratory study of UK’s grocery retail industry. The International Journal of Logistics Management. [Online] Available at https://www.emerald.com/insight/content/doi/10.1108/IJLM-02-2013-0021/full/html Accessed on [8-30-2022] Wijethilake, C., 2017. Proactive sustainability strategy and corporate sustainability performance: The mediating effect of sustainability control systems. Journal of environmental management, 196, pp.569-582. [Online] Available at https://eoq.hu/szakb/podium/proactive.pdf Accessed on [8-30-2022] Wren, B., 2022. Sustainable supply chain management in the fast fashion Industry: A comparative study of current efforts and best practices to address the climate crisis. Cleaner Logistics and Supply Chain, 4, p.100032. [Online] Available at file:///C:/Users/ %20/Downloads/1-s2.0S2772390922000051-main.pdf Accessed on [8-29-2022] Zeng, X., Zhang, Y., Kwong, J.S., Zhang, C., Li, S., Sun, F., Niu, Y. and Du, L., 2015. The methodological quality assessment tools for preclinical and clinical studies, systematic review and meta‐analysis, and clinical practice guideline: a systematic review. Journal of evidence-based medicine, 8(1), pp.2-10. [Online] Available at https://www.researchgate.net/profile/Xian-TaoZeng/publication/270907782_The_methodological_quality_assessment_tools_for_preclin ical_and_clinical_studies_systematic_review_and_metaanalysis_and_clinical_practice_guideline_A_systematic_review/links/5e2ff3dc4585152d 156f7ae0/The-methodological-quality-assessment-tools-for-preclinical-and-clinicalstudies-systematic-review-and-meta-analysis-and-clinical-practice-guideline-Asystematic-review.pdf Accessed on [8-25-2022]