A Sustainable Supply Chain Model for the Apparel Industry

Abstract

The objective of this study was to develop a comprehensive and context-specific model for implementing sustainable supply chain management in the Iranian apparel industry by identifying causal, contextual, strategic, intervening, and outcome factors and explaining their systemic relationships to achieve sustainable competitive advantage. This applied-developmental study employed a qualitative approach based on grounded theory methodology. Data were collected through semi-structured interviews with ten academic and industry experts in the apparel sector. Participants were selected using purposive sampling, and interviews continued until theoretical saturation was reached. Data analysis was conducted using MAXQDA 2020 software through open coding, axial coding, and selective coding, resulting in the extraction of 1,295 initial codes, 38 subcategories, and 7 core themes. To validate and refine the model components and achieve expert consensus, the fuzzy Delphi method was applied using triangular fuzzy numbers and Centre of Area (COA) defuzzification. A threshold value of 0.7 was used to determine the acceptance of model components. The findings revealed that the sustainable supply chain model consists of six main dimensions: causal conditions, contextual conditions, central phenomenon, strategies, intervening conditions, and consequences. Causal conditions included supplier transparency, continuous supplier evaluation, and administrative efficiency, which significantly influence sustainable supply chain formation. Contextual conditions such as organizational integration, regulatory alignment, and organizational credibility provide the necessary environment for sustainability implementation. The central phenomenon was identified as a sustainable supply chain characterized by strong distribution networks, collaboration among supply chain members, and decision-making flexibility. Strategic actions emphasized human resource empowerment, training, innovation, and organizational commitment. Intervening conditions such as economic instability, government policies, and market fluctuations were found to influence the effectiveness of sustainability strategies. The consequences of implementing the model included increased production capacity, enhanced responsiveness to customer needs, improved market share, customer value creation, and sustainable competitive advantage. The fuzzy Delphi analysis confirmed that all 38 model components exceeded the acceptance threshold of 0.7, indicating strong expert consensus and the robustness of the proposed model. The results demonstrate that achieving sustainable supply chain management in the apparel industry requires a holistic and systemic approach that integrates organizational capabilities, structural alignment, human resource development, and environmental adaptation. Sustainability should be viewed not only as an environmental and social responsibility but also as a strategic driver of competitive advantage and organizational performance. The proposed model provides a structured conceptual framework that supports managers and policymakers in designing effective sustainability strategies, strengthening supply chain integration, and enhancing long-term organizational resilience and competitiveness.