Resumo

This paper explores how supply chain management (SCM) contributes to organizations' ESG objectives, with a specific focus on the “E” (Environment) and a big focus on the automotive industry. This paper is built by integrating content from key studies to examine how SCM practices contribute to a company’s ESG initiatives – specifically the Environmental pillar. The analysis reveals that institutional pressures, eco-design, green purchasing, reverse logistics, and collaborative governance play pivotal roles in aligning operational performance with ESG goals, generating competitive advantage.

This study addresses the core issue of: How can supply chain management (SCM) initiatives effectively support the environmental dimensions of ESG targets, bridging the gap between strategic intent and measurable impact? Accordingly, this paper examines how SCM contributes to ESG objectives, with specific emphasis on the integration of environmental criteria into supplier selection and collaboration.

Green Supply Chain Management (GSCM) is rooted in a convergence of institutional theory, stakeholder theory, and systems thinking, which collectively explain how environmental considerations are integrated into supply chain practices. Institutional theory, particularly the framework by DiMaggio and Powell (1983), highlights the role of coercive, mimetic, and normative pressures, such as regulations, market expectations, and industry standards in compelling firms to adopt sustainable practices.

The analysis builds upon a systematic literature review and positions the automotive industry as a compelling context to understand both the opportunities and the limitations of green supply chain practices in advancing corporate sustainability agendas. The Systematic Literature Review (SLR) was conducted following a structured protocol based on the methodology proposed by Tranfield et al. (2003).

Supply chain management plays a pivotal role in advancing the environmental objectives of ESG strategies, particularly in the global automotive sector. The integration of green supply chain management (GSCM) practices - including eco-design, green procurement, reverse logistics, and supplier collaboration - has proven essential not only for meeting regulatory requirements but also for fostering innovation, operational efficiency, and competitive differentiation (Thun & Müller, 2010; Nunes & Bennett, 2010; Masoumi et al., 2019).

The consolidation of GSCM requires stronger multi-tier collaborations, refined supplier evaluation frameworks that integrate environmental and economic criteria, and sustained investment in eco-innovation. Above all, companies must understand GSCM not as a collection of isolated practices but as a systemic approach that connects all stages of the supply chain. The challenge lies in reconciling short-term profitability pressures with long-term sustainability imperatives - a balance that demands not only managerial courage but also a transformative vision of corporate responsibility.

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