The objective of this study is twofold. Firstly, to analyze sustainability practices adopted in collaboration, including vertical collaboration i.e., with other actors or stages upstream or downstream in the supply chain, and horizontal collaboration i.e., with actors such as non-governmental organizations (NGOs). Secondly, to identify the sustainability performance expected from sustainability practices implemented in different supply chain stages. The study reports on a set of case studies representing four different food supply chain (FSC) stages: breeding/growing, processing, distribution and retail. The findings indicate that each stage selects different collaboration schemes for sustainability practices’ implementation, prioritizing relations with upstream actors, namely grower/breeder, as these are key actors responsible for ensuring product quality and safety. In addition, the type of collaborative relationship is shown to be predominantly transactional for environmental and community practices, especially for solving specific short-term issues. Finally, varied areas of environmental and social sustainability performance are recognized, upstream and downstream, as a result of collaborative practices applied in different FSC stages, showing the diverse sustainability objectives pursued along the chain.

Purpose: To understand the context surrounding the sustainable supplier management (SSM) process (i.e. selection, development and evaluation), this paper aims to explore institutional logics existing in the Ecuadorian cocoa supply chain (SC). By considering local characteristics and sustainability practices, this study illustrates how competing logic influences SSM. Design/methodology/approach: This paper uses a multiple-case study method for which the authors interviewed different cocoa SC members in Ecuador and used a ground-up approach to analyse the data and reveal singularities influencing sustainability management. Findings: The analysis uncovered two main logics operating within the Ecuadorian cocoa SC SSM process: a commercial logic (e.g. potential for market access, product traceability) and a sustainability logic (e.g. local development and traditions/cultural issues). These logics address market demand requirements; however, some local producers’ needs that impact SSM remains unexplored such as the existence of a regional ancestral culture that poses sustainability as a dominant logic with meaning beyond the triple bottom line. While the two logics have influenced supplier sustainability performance, this paper finds that, of the three SSM sub-processes (selection, development and evaluation), supplier development was the most relevant sub-process receiving attention from SC managers in the studied context. Practical implications: By understanding the differences in logic and needs, SC managers can better develop strategies for SSM. Originality/value: The study highlighted in this paper investigated the underexplored topic of the effects that competing logic may have on SSM. This paper focusses on the supplier’s point of view regarding sustainability requirements, addressing a consistent research gap in the literature.

Purpose: To develop a roadmap of sustainability practices and assessment mechanisms to advance in the sustainable supply chain (SSC) performance assessment in the food supply chain. The analysis is grounded on the contingency and stakeholder theories.Design/methodology/approach: The study follows a multiple case study approach analyzing the sustainability practices implementation and assessment across different supply chain stages in the food industry in Italy. The set of cases comprises 12 companies in the fresh fruit and vegetables (FFV), and seven companies in the “Balsamic Vinegar of Modena” (BVM) supply chains.Findings: The sustainability practices and assessment in each company in both supply chains according to their objectives are identified. Different stakeholder pressures for sustainability implementation and assessment are analyzed. The contingency factors that foster sustainability assessment are outlined as well. Finally, the study develops a roadmap with five levels of progress considering the groups of practices implemented and the type of assessment applied.Practical implications: The roadmap is a decision-making tool for planning and monitoring progress on SSC performance along five possible levels of progress. While identifying the assessment mechanisms implemented for different kind of sustainability practices, companies can develop a strategy according to their aims and capabilities and stakeholder's expectations.Originality/value: The novelties in this study are threefold. First, the roadmap with five levels of progress. Second, investigating two different food supply chains that allowed for a broader view regarding sustainability practices and assessment. Third, the adoption of stakeholder and contingency theories in SSC studies.

The assessment of sustainability practices in the supply chain involves not only defining the measures or indicators, but also implementing, using and updating them according to driving elements that motivate companies to opt for sustainability. The aims in this study are to investigate if, how and why firms in different stages of the food supply chain assess their sustainability, and the alignment of the supply chain sustainability (SCS) assessment with the SCS practices and drivers. This paper studies the case of Grana Padano cheese, one of the major Italian PDO (protected designation of origin) products. The case comprises eight companies in the main three supply chain stages; plus, the Consortium that manages the PDO label. The Grana Padano supply chain opts mainly for a loose-coupled approach in their SCS performance management. The study contributes to the SCS literature by providing a typology of assessment approaches, in terms of alignment among drivers, practices and measures, and provides insights for understanding the reasons why companies adopt a certain approach.