This paper investigates the impact of green supply chain management (GSCM) practices on the performance of UK food retail small and medium-sized enterprises (SMEs). A quantitative approach using a non-probability sampling of 84 participants was employed. Based on the literature review, five hypotheses were developed and tested using the partial least square-structural equation modeling (SEM-Smart PLS 2.03) approach. The reviewed literature revealed that key internal drivers (ID) and external pressures (EP) stimulate organizations to initiate GSCM practices in UK food retail SMEs. Though empirical findings strongly supported the statement that ID influence GSCM practices, they did not show a significant relationship between EP and GSCM practices. Literature also suggests that practicing GSCM can help improve the efficiency, brand image (BI) and profitability, and thus improve the overall firm performance which is also empirically proved. This study helps enrich existing theories on SCM and organizational performance. As to practical impact, this study should facilitate SMEs in GSCM practices and thus help green the economy. While the findings of this study have limited generalisability as the data were collected from UK SMEs only and the sample size was comparatively small, this research establishes a foundation for further study in this domain.

Industry 5.0 requires an organisation to maintain supply chain sustainability by using environmental, social, and governance (ESG) initiatives, thus avoiding social, environmental, ethical, or other risks. This chapter explores the factors, processes, and impacts of the use of ESG framework in sustainability throughout supply chain management. The development of this research shows the European fast fashion industry, which had invested in ESG initiatives to maintain sustainability standards across their whole supply chain operations of the European fast fashion market.

The concepts of marketing and supply chain management, despite their intertwined heritage, are treated in isolation in the literature. Several recent studies have endeavoured to demonstrate the synergies between them. However, the need for technology-enabled marketing for SC collaboration is still in its infancy. This chapter outlines the supply chain management, supply chain collaboration, and technology-enabled marketing. The chapter also highlights the need for technology-enabled marketing for supply chain collaboration. This study also extended the relational view theory in the context of relationship orientation to form collaborative relationships in the supply chain. This study suggested that an organisation could harness the synergy through integrating marketing strategies and SC collaboration.