Resumo

Digital transformation and sustainability are increasingly central in modern supply chains. They involve the strategic use of technology to promote environmental, economic, and social goals (Triple Bottom Line). This integration offers competitive advantages and aligns with stakeholder demands. However, effectively combining these constructs poses significant challenges, including resource consumption, limited support, and strategic gaps.

The research gap lies in the lack of integrated studies that simultaneously address digital transformation, sustainability, and supply chains through a strategic theoretical framework. This article fills that gap by applying the Resource-Based View (RBV) to explore how supply chains can strategically leverage technological and managerial resources to achieve competitive advantage while enhancing sustainable performance.

This study adopts the RBV as a theoretical basis, given its widespread use and emphasis on internal resources and capabilities. RBV explains competitive advantage through the strategic use of tangible and intangible assets, categorized as physical, human, and organizational capital. However, for resources to create advantage, they must meet the VRIO criteria: valuable, rare, inimitable, and organizationally aligned. Despite critiques of its internal focus, RBV remains relevant for identifying key digital resources that enhance supply chain performance.

Regarding methodology, a Systematic Literature Review (SLR) was conducted, adopting PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) as a tool for structuring the Bibliographic Portfolio (BP). Clear selection and eligibility criteria were defined as a research protocol to ensure the study's replicability, resulting in a final BP with 83 articles.

The analysis showed that digital technologies, such as IoT, Big Data, AI, and Blockchain, support sustainable practices like Circular Economy, ESG, and green servitization, generating competitive advantages across the Triple Bottom Line. The framework proposed categorizes these technologies and practices as tangible or intangible resources, aligning with RBV principles. While economic and environmental benefits are well explored, the study highlights a persistent gap in leveraging social sustainability as a competitive advantage.

The study concludes that integrating both constructs into supply chains can drive competitive advantages. However, it also recognizes its theoretical nature and calls for empirical validation. It highlights the need for future research to explore the influence of contextual factors like culture, regulation, and institutions, ensuring a more robust and applicable understanding of how digital and sustainable strategies can be effectively integrated within global supply chains.

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