Purpose: This paper aims to examine how companies enact traceability in their global supply chains (SCs) to achieve sustainability goals and how this so-called traceability for sustainability (TfS) can contribute to (sustainable) supply chain management ([S]SCM). For this, the paper focuses on the paramount example of the apparel industry.Design/methodology/approach: This study presents an integrative and systematic literature review of 89 peer-reviewed journal articles on the confluence of traceability and sustainability in global apparel SCs. It comprises content analysis and abductive category-building based on previous literature.Findings: A conceptual framework emerges to describe TfS as an evolving cycle, comprising three dimensions: governance, collaboration and tracking and tracing. Resources and capabilities literature set the foundations for conceiving TfS as a distinctive meta-capability construct. Hence, besides being associated to increased performance, risk management and SC process transformation, TfS ultimately blurs boundaries and integrates non-traditional SC actors into the same ecosystem with important implications for sustainability and (S)SCM. This study refers to the industrial upgrading potential of global SCs to explain how leveraging enabling technologies for TfS may help to improve the triple-bottom-line (TBL) performance of the actors in the broad ecosystem while reducing the risks associated to those technologies. Thus, TfS can contribute to (S)SCM and to TBL sustainability within and beyond SC boundaries.Originality/value: This study conceptually frames (S)SCM exploring TfS as a meta-capability and contributes to the underexplored question of how to achieve sustainability in global SCs.

This work, set in the context of the apparel industry, proposes an action-oriented disclosure tool to help solve the sustainability challenges of complex fast-fashion supply chains (SCs). In a search for effective disclosure, it focusses on actions towards sustainability instead of the measurements and indicators of its impacts. We applied qualitative and quantitative content analysis to the sustainability reporting of the world’s two largest fast-fashion companies in three phases. First, we searched for the challenges that the organisations report they are currently facing. Second, we introduced the United Nations’ Sustainable Development Goals (SDGs) framework to overcome the voluntary reporting drawback of ‘choosing what to disclose’, and revealed orphan issues. This broadened the scope from internal corporate challenges to issues impacting the ecosystems in which companies operate. Third, we analysed the reported sustainability actions and decomposed them into topics, instruments, and actors. The results showed that fast-fashion reporting has a broadly developed analysis base, but lacks action orientation. This has led us to propose the ‘Fast-Fashion Sustainability Scorecard’ as a universal disclosure framework that shifts the focus from (i) reporting towards action; (ii) financial performance towards sustainable value creation; and (iii) corporate boundaries towards value creation for the broader SC ecosystem.

Purpose: The relationship between sustainability, traceability and transparency in the fashion-apparel industry, characterised by complex, labour-intensive and geographically dispersed supply chains (SCs), needs further clarification. The first goal of this study is to revise, refine and adapt to the scope of this industry, the conceptualisation of traceability and transparency and their interrelations with sustainability. The second goal is to uncover the key elements responsible for fostering and hindering their relationship in the fashion-apparel practice.Design/methodology/approach: A Delphi study with fourteen experts representing key stakeholders in the entire fashion-apparel SC was carried out.Findings: Operational definitions for and clear boundaries amongst sustainability, traceability and transparency are identified, and a relational model including stakeholder groups and roles, drivers and barriers is developed. Traceability, defined as an ability, together with transparency, conceptualised as an internal decision and assisted (inter alia) by cross-sector collaboration are found to be necessary but not sufficient conditions to achieve SC sustainability, which is conceived as an outcome.Originality/value: The work adapts concepts from the sustainable supply chain management (SSCM) literature to the particular fashion-apparel context, incorporating the practical vision and nuances of all the key stakeholder groups and highlighting the mutually reinforcing relationship among traceability, transparency and cross-sector collaboration for effective SSCM in the fashion-apparel industry.

Traceability and transparency are essential for sustainability in complex global supply chains (SCs), but they remain elusive goals in practice. Scholars and practitioners consistently advocate collaboration amongst SC stakeholders as a means of enhancing them, yet little is known regarding their interrelation and contribution to sustainability. We adopt the SC practice‐based view (SCPV) to propose and test an explanatory model elucidating how to deploy collaboration, traceability and transparency to achieve triple bottom line (TBL) performance within global SCs. Focusing on the paramount example of complex fashion‐apparel SCs, we analyse the insights gained from 139 suppliers—typically ignored in favour of focal firms—using Partial Least Squares Structural Equations Modelling. Our results provide a concrete battery of not‐necessarily complex or inimitable activities empirically proven to help put traceability and transparency into practice to achieve TBL performance. The SCPV approach contends that everyday practices, activities and relationships amongst SC stakeholders underpin TBL performance.

The involvement of citizens and all stakeholders is crucial in tackling environmental and social matters. This, addressing equity and diversity issues, although challenging, is a necessary condition for achieving positive outcomes and ensuring that no one is left behind. To help ease this challenge, this work presents a systematic approach to ensure inclusive participation and leverage non-technical and technical elements to maximise stakeholder engagement in scientific activities to successfully address sustainability concerns. For that, it builds on the interim results of the H2020 SOCIO-BEE project, a Citizen science (CS) proposal to reduce air pollution through inclusive community engagement and social innovation. As part of an interdisciplinary CS project, an abductive systematic combining methodology was employed, which allowed for dialogue and collaboration between theory and practice throughout the whole process, during which separate groups of experts and potential end-users were involved. The article presents (i) the stakeholder engagement strategy codified in the SOCIO-BEE toolkit as a robust, actionable and inclusive foundation of engagement to CS activities; and (ii) the digital platform UX that allows setting up campaigns for measurements and assignment to citizens, incorporating the requirements for flexibility, accessibility, limited digital literacy, inclusion and legal and ethical considerations. Their combination and mutual interaction aim to leverage the pros of CS and technology whilst reducing their cons to ensure the four pillars of applicability, scalability, actionability, and inclusion. This is supported by the presented hybrid model which combines physical and virtual spaces and individual and collective action.