Digitization and greening have become the characteristics of social and economic development. Digital technology, as a critical enabler of green supply chain management, has been widely considered and recognized by academia and business circles. With the advent of the Industry 4.0 era and the rapid development of digital technology, this emerging field of technology is constantly being updated, and so the academic research in this field is increasing but has yet to reach saturation. We systematically reviewed 144 relevant papers published in the last 14 years. We used qualitative analysis to classify, summarize and analyze the literature in two dimensions (i.e., digital technologies and green supply chain practices). Then, we continued the classification from each dimension. According to the basic characteristics, there are five digital technologies: the Internet of Things, big data, cloud computing, blockchain, and artificial intelligence. The green supply chain is divided into green procurement, green production, green consumption, and green logistics according to the essential practices of the supply chain. This study explores which digital technologies are needed in a green supply chain. The study also discusses how these technologies can reduce the input of resources and energy and the emission of pollutants, finally improving the operating efficiency of the green supply chain, and achieving economic, social, and environmental benefits.

In recent years, increasing numbers of luxury groups have adopted sustainable practices in their supply chains (sourcing, manufacturing, logistics, distribution, servicing, waste and recycling). However, the report from Greenpeace International organization (2014) indicates that some luxury brands/companies did not actively conduct sustainable practices to produce items, which is likely attributed to the cost and risks caused by such practices outweighing the benefits. This, to some extent, is due to the failure of developing collaborative practices. Specifically, some luxury brands may fail to develop collaborative practices to create value that are able to benefit multiple stakeholders. Thus, in our study, we explore the value creation mechanism to create sustainable value that benefits not only brands’ shareholders, but also other stakeholders, including producers, customers, other stakeholders in the society (e.g., marginalized people) and the environment. In addition, based on a case study from Stella McCartney and Kering and the literature on value creation, we develop a novel model for guiding sustainable value creation (i.e., value co-creation model), where the conceptual building blocks and specific practices are presented. Our contribution lies in extending the knowledge of the value co-creation model from co-creation with customers to co-creation with multiple stakeholders and elaborating systematically and empirically sustainable value co-creation mechanisms including the building blocks and specific practices. In addition, this study offers significant managerial insights for luxury brands/companies to effectively achieve sustainable value.