Sustainable Procurement and Green Logistics: Aligning Supply Chains with Environmental and Social Responsibility

Author: L. Markovic – Affiliation: Independent Researcher

Abstract

Green logistics and sustainable procurement have gone from being niche practices to being very important parts of modern supply chain strategy. Climate change, pressure from regulators, expectations from stakeholders, and changing customer values are all making businesses rethink how they get goods, work with suppliers, and set up logistics networks. This paper analyses the implementation of sustainable procurement and green logistics practices in modern supply chains, as well as their interaction as mutually reinforcing elements of corporate sustainability. Utilising a theoretical framework that integrates Bourdieu’s notion of capital, world-systems theory, and institutional isomorphism, the article examines the influence of economic power, global supply chain structures, and institutional pressures on the adoption of sustainable practices. The research employs a qualitative, theory-driven analysis and integration of contemporary literature, particularly focussing on publications from 2020 onwards, alongside industry reports. It looks at trends in low-carbon transportation, supplier environmental performance, circular procurement, and digital tools like life cycle assessment (LCA), carbon accounting, and platforms that show real-time logistics visibility. The analysis indicates that sustainable procurement and green logistics create novel forms of symbolic and social capital, enhance risk management, and facilitate regulatory compliance; however, their adoption is inconsistent across regions and sectors. In core economies, big companies often set standards that suppliers in peripheral areas have to follow. This can create gaps in capabilities, but it can also help knowledge transfer. The results show how important it is to have integrated governance, work together across departments, develop suppliers, and use clear performance metrics. The paper concludes that sustainable procurement and green logistics are no longer optional extras; they are now strategic necessities that can help businesses stay competitive, strong, and in line with global climate and sustainability goals over the long term. Sustainable procurement, green logistics, supply chain management, ESG, the circular economy, low-carbon transport, and supplier development are some of the words that come to mind.

1. Introduction

In the last ten years, "sustainability" has gone from being a marketing phrase to being a key part of supply chain management. Companies are now judged not just on how much they cost, how good their products are, and how well they deliver, but also on their social and environmental footprints, which include things like greenhouse gas emissions, resource use, working conditions, and community impact. This change is mostly about procurement and logistics because they link the company to suppliers higher up the supply chain and customers lower down. Sustainable procurement means using environmental, social, and governance (ESG) standards when making purchases and managing suppliers. It looks at more than just price and basic compliance. It also looks at the effects on the life cycle, ethical sourcing, and long-term relationships with suppliers. Green logistics, on the other hand, aims to lower the environmental impact of transportation, warehousing, and distribution by using less energy, choosing low-carbon modes, optimising routes, cutting down on packaging, and using reverse logistics. More than 70–80% of a company's total environmental impact comes from its supply chain, not from its own operations. This means that procurement and logistics professionals are more and more in charge of helping their companies meet climate goals, ESG reporting requirements, and the needs of stakeholders. Governments are also raising the bar by making rules about carbon disclosure, sustainable public procurement, and extended producer responsibility.

This article explores how sustainable procurement and green logistics are evolving together as complementary strategies. It asks:

1. How do sustainable procurement practices influence and enable green logistics?

2. What economic, institutional, and structural factors encourage or constrain adoption?

3. How do these practices create competitive advantages and new forms of capital for organizations?

To answer these questions, the paper uses a theory-informed review approach, drawing on Bourdieu’s concept of capital, world-systems theory, and institutional isomorphism to interpret current trends and empirical findings.

2. Background and Theoretical Framework

2.1 Sustainable Procurement

Sustainable procurement involves systematically including environmental and social criteria in purchasing processes, contracts, and supplier evaluations. Typical actions include:

• Setting sustainability requirements in tenders and contracts

• Evaluating suppliers on ESG performance, not only price

• Preferring products with eco-labels or lower life cycle impacts

• Engaging suppliers to improve their energy use, waste management, and labor standards

• Introducing circular practices such as remanufacturing, repair, and recycled materials

Sustainable procurement is increasingly codified in standards and guidelines, and it is closely linked to corporate ESG reporting and risk management. It directly influences what materials enter the supply chain, how they are produced, and what is expected of logistics providers.

2.2 Green Logistics

Green logistics focuses on minimizing the environmental impact of transport and distribution while maintaining service quality and efficiency. Features include:

• Modal shift from road to rail or sea where possible

• Use of alternative fuels (biofuels, electricity, hydrogen) and more efficient engines

• Consolidation of shipments, route optimization, and load factor improvement

• Eco-efficient warehousing, including energy-efficient buildings and equipment

• Reverse logistics for returns, recycling, and waste collection

Green logistics is both a cost and an innovation driver. Fuel efficiency can reduce operating expenses, while low-carbon transport options help firms meet emission targets and differentiate themselves in the market.

2.3 Bourdieu’s Capital and Sustainable Supply Chains

Bourdieu’s theory distinguishes between economic, social, cultural, and symbolic capital. Applied to sustainable procurement and green logistics:

• Economic capital relates to cost savings from efficiency, reduced risk of fines, and access to new markets.

• Social capital emerges from trust-based relationships with suppliers, logistics providers, regulators, and communities.

• Cultural capital includes knowledge, skills, and norms around environmental management and responsible sourcing.

• Symbolic capital refers to reputation, certifications, and public recognition of sustainability performance.

Organizations that integrate sustainable procurement and green logistics can accumulate symbolic capital through sustainability rankings, ESG ratings, and awards. This symbolic capital can reinforce economic capital by attracting customers, investors, and employees who value sustainability. At the same time, working closely with suppliers on green initiatives builds social and cultural capital that can support innovation and problem-solving.

2.4 World-Systems Theory and Global Supply Chains

World-systems theory views the global economy as structured into core, semi-periphery, and periphery regions with unequal power and resource distribution. In supply chains, lead firms in core economies often set standards on cost, quality, and sustainability that suppliers in peripheral regions must meet if they want to stay competitive.

In the context of sustainable procurement and green logistics:

• Corporations in core economies often adopt ambitious sustainability goals and demand that their global suppliers measure and reduce emissions, improve labor practices, and report data.

• Suppliers in peripheral regions may face challenges due to limited access to technology, finance, or expertise, but they may also gain access to new markets and knowledge if supported properly.

• Logistics routes often reflect historical trade patterns, and emissions from shipping, air freight, and trucking disproportionately affect certain regions.

World-systems theory thus reminds us that sustainability requirements can both empower and burden suppliers. Effective sustainable procurement strategies should consider capacity building, fair timelines, and collaborative approaches, rather than imposing one-sided obligations.

2.5 Institutional Isomorphism

Institutional isomorphism explains why organizations in the same field tend to adopt similar practices. Three mechanisms are particularly relevant:

• Coercive isomorphism: Regulations, laws, and powerful stakeholders (including large customers and investors) push firms to adopt sustainable procurement policies and logistics standards.

• Normative isomorphism: Professional associations, standards, and education shape what is considered “best practice” in procurement and logistics.

• Mimetic isomorphism: Organizations imitate peers or industry leaders, especially when facing uncertainty about future regulations or market preferences.

As sustainability reporting and climate commitments spread, many firms adopt similar frameworks, such as science-based targets, carbon accounting, and responsible sourcing codes. Green logistics practices, like using alternative fuels or eco-certified warehouses, are increasingly framed as standard expectations rather than experimental initiatives.

3. Methodology

This article uses a qualitative, theory-driven literature review and synthesis approach. The method involves several steps:

1. Topic focus and scope The focus is sustainable procurement and green logistics within global supply chain management, with special attention to developments and empirical findings since approximately 2020.

2. Source selection Academic journal articles, books, and chapters were considered, along with selected recent reports from recognized international organizations and industry bodies. Priority was given to peer-reviewed articles on sustainable procurement, green logistics, low-carbon transport, and ESG in supply chains, including work published in the last five years.

3. Analytical lenses Bourdieu’s concept of different types of capital, world-systems theory, and institutional isomorphism were used as interpretive frameworks. Each article and report was examined for how it describes drivers, barriers, and outcomes of sustainable procurement and green logistics.

4. Thematic coding and synthesis Key themes were identified, such as regulatory drivers, stakeholder pressure, digital tools, supplier relationships, and performance outcomes. These themes were then mapped against the theoretical lenses to generate a structured analysis.

5. Limitations The study does not provide primary empirical data. Instead, it synthesizes existing knowledge to generate an integrated perspective. Because sustainability is a fast-moving field, some practices and technologies may evolve rapidly, and regional contexts may differ significantly.

4. Analysis

4.1 Drivers of Sustainable Procurement and Green Logistics

Across the reviewed literature, four main categories of drivers emerge:

1. Regulatory and policy pressure Environmental regulations on emissions, waste, and resource use are increasing. Governments are promoting sustainable public procurement and extended producer responsibility. These laws create coercive pressure on companies to demonstrate responsible sourcing and low-emission logistics.

2. Investor and financial market expectations ESG metrics are now part of investment decisions. Firms that can show credible sustainable procurement policies and measurable reductions in logistics-related emissions may gain better access to capital, while those with high risks in their supply chains can face divestment or higher costs of finance.

3. Customer and societal expectations Consumers, especially younger demographics, increasingly ask about the origin of products, the treatment of workers, and the environmental footprint of deliveries. Corporate customers also push their suppliers to provide data and improve performance, often including sustainability clauses in contracts.

4. Operational risk and resilience Unsustainable practices can lead to disruptions due to climate-related events, supply shortages, reputational crises, or regulatory sanctions. Firms see sustainable procurement and green logistics as tools to build resilience through diversified sourcing, stronger relationships, and more efficient operations.

Within Bourdieu’s framework, these drivers relate to the pursuit of economic and symbolic capital. By responding to these pressures, firms seek not only to avoid penalties, but also to gain reputational advantages and legitimacy in their fields.

4.2 Sustainable Procurement Practices in Detail

Sustainable procurement manifests in several practical ways:

• Supplier codes of conduct and ESG criteria: Procurement teams include environmental and social criteria in supplier assessments. These may cover energy use, emissions, water management, waste treatment, human rights, and ethical business practices.

• Weighted evaluation models: Tenders allocate a certain percentage of the evaluation score to sustainability parameters, making it clear that lowest price alone will not guarantee a contract.

• Life cycle costing and analysis: Rather than focusing only on purchase price, procurement looks at total cost of ownership, including energy use, maintenance, end-of-life, and potential liabilities.

• Supplier engagement and capacity building: Buyers organize workshops, audits, and improvement programs to help suppliers meet sustainability expectations. This can create social and cultural capital by sharing knowledge and building trust.

• Circular procurement: Organizations purchase refurbished, remanufactured, or recycled products, and they design contracts that include take-back, repair, and reuse options.

These practices closely interact with logistics. For example, choosing suppliers closer to key markets can reduce transport distances and emissions; specifying low-emissions packaging influences warehousing and handling; and requiring logistics providers to use cleaner vehicles directly shapes green logistics outcomes.

4.3 Green Logistics Strategies

Green logistics strategies can be grouped in three broad areas:

1. Transport decarbonization

   • Use of low-emission vehicles, such as electric trucks for urban delivery and alternative fuels for long-haul routes

   • Encouraging modal shift, for instance from truck to rail or inland waterways when feasible

   • Optimizing routing and loading to reduce empty runs and increase vehicle utilization

2. Energy-efficient warehousing and infrastructure

   • Designing warehouses with improved insulation, efficient lighting, and optimized layouts

   • Using energy-efficient equipment such as automated storage and retrieval systems

   • Installing renewable energy systems like solar panels on warehouse roofs

3. Reverse logistics and circular flows

   • Managing returns, refurbishment, recycling, and disposal in a systematic way

   • Collaborating with suppliers and recyclers to recover materials and components

   • Implementing closed-loop systems where materials are fed back into production

Green logistics not only addresses environmental impact but can also yield cost savings through fuel efficiency, route optimization, and better inventory management. However, investments in new technologies and infrastructure may require longer payback periods.

4.4 The Role of Digitalization

The integration of digital tools is a major enabler of both sustainable procurement and green logistics. Examples include:

• Data platforms and dashboards to monitor supplier emissions, energy use, and ESG performance

• Transportation management systems that optimize routes, modes, and loads to minimize emissions

• Life cycle assessment tools that provide environmental impact data for procurement decisions

• Blockchain and traceability systems to verify the origin of raw materials and ensure compliance with sustainability standards

Digitalization enhances transparency and makes it possible to quantify and report sustainability performance. It can also reduce information asymmetries that previously limited procurement’s ability to evaluate and compare suppliers on environmental and social factors.

From a Bourdieu perspective, digital capabilities contribute to cultural capital (specialized knowledge) and symbolic capital (ability to present credible data to outside stakeholders).

4.5 Sustainability, Power, and Inequalities in Global Supply Chains

Applying world-systems theory reveals that sustainable procurement can both mitigate and reproduce global inequalities:

• Lead firms in core regions often impose sustainability requirements on suppliers in peripheral regions as a condition for doing business. Suppliers that cannot invest in new technologies or management systems may be excluded from lucrative markets.

• At the same time, buyers may provide training, tools, and financial support to help suppliers upgrade. This can transfer knowledge and capabilities, allowing suppliers to leapfrog towards higher environmental standards.

• Logistics decarbonization efforts sometimes focus on major trade lanes between core regions, while secondary routes or local distribution in peripheral regions remain highly carbon intensive.

Thus, while sustainable procurement and green logistics can drive positive change, they must be implemented with attention to fairness, capacity building, and long-term partnership rather than one-sided demands.

4.6 Institutional Isomorphism and the Spread of Green Practices

Institutional isomorphism helps explain the rapid diffusion of sustainability policies:

• As regulators introduce climate-related disclosure requirements and sustainability due-diligence rules, firms in many sectors adopt similar reporting frameworks and supply chain codes.

• Professional associations and education programs for procurement and logistics managers emphasize sustainability as a core competency. This normative pressure encourages practitioners to align with “best practice” standards.

• Under conditions of uncertainty about future regulation and customer preferences, many firms imitate early adopters. They introduce green procurement policies, carbon-neutral delivery options, or eco-certified warehouses as a way to avoid being perceived as laggards.

Over time, what was once a differentiating factor—such as having a green logistics strategy—may become a basic expectation. This can raise the overall level of sustainability in the field, but it may also lead to superficial or symbolic adoption if organizations focus solely on formal compliance and communication rather than real performance improvements.

5. Findings

Based on the literature synthesis and theoretical analysis, several key findings emerge.

5.1 Integration is Critical

Sustainable procurement and green logistics are most effective when they are integrated rather than treated as separate functions. When procurement decisions are made without considering logistics implications, organizations may choose low-cost suppliers that are geographically distant or rely on high-emission transport modes. Conversely, logistics optimization alone cannot compensate for unsustainable choices about materials, production processes, or supplier behavior.

Integrated strategies include:

• Cross-functional teams that involve procurement, logistics, sustainability, and finance

• Shared sustainability Key Performance Indicators (KPIs) across procurement and logistics

• Joint planning of supplier selection, network design, and transport modes

Integration allows firms to optimize the entire supply chain for environmental and social performance rather than focusing on isolated segments.

5.2 New Forms of Capital and Competitive Advantage

Using Bourdieu’s framework, sustainable procurement and green logistics are not only compliance activities; they are also strategic investments in different forms of capital:

• Economic capital: Reduced fuel costs, fewer disruptions, and access to new markets or customer segments that demand sustainable products.

• Social capital: Stronger relationships with suppliers, logistics providers, and local communities, facilitating collaboration and innovation.

• Cultural capital: Expertise in sustainability, digital tools, and regulatory requirements, which is increasingly valuable in the labor market.

• Symbolic capital: Reputation and legitimacy as a responsible company, enhancing brand value and attractiveness to investors and employees.

Firms that accumulate these forms of capital can position themselves as leaders in their sectors and negotiate more favorable conditions with stakeholders.

5.3 Uneven Adoption and Capability Gaps

World-systems theory helps highlight that adoption of sustainable procurement and green logistics is uneven:

• Large multinational companies in core economies often have the resources and incentives to implement advanced sustainability programs.

• Small and medium-sized enterprises (SMEs) and suppliers in peripheral regions may struggle to meet new requirements, especially when dealing with multiple buyers with differing standards.

• Logistics service providers vary widely in their capacity to invest in low-carbon technologies and data systems.

These capability gaps can limit the effectiveness of sustainability initiatives if they result in marginalization of certain suppliers or regions. Addressing this requires long-term supplier development, transparent communication, and realistic timelines.

5.4 The Risk of Symbolic Compliance

Institutional isomorphism encourages convergence around sustainability policies, but it also creates the risk of symbolic compliance:

• Companies may introduce codes of conduct and sustainability statements without fully implementing them in practice.

• Data on emissions or supplier performance may be incomplete or based on estimates rather than robust measurements.

• Green logistics claims (such as “carbon-neutral delivery”) may rely heavily on offsets rather than actual reductions.

To avoid symbolic compliance, organizations need robust measurement, independent verification where appropriate, and internal governance that ties sustainability performance to management incentives.

5.5 Digitalization as a Double-Edged Sword

Digital tools are powerful facilitators of sustainable procurement and green logistics, but they also introduce challenges:

• Data collection and analysis require investments in systems and skills, which may be difficult for smaller firms.

• The focus on quantitative metrics can sometimes obscure qualitative aspects, such as community impacts or working conditions.

• Over-reliance on dashboards may lead managers to treat sustainability as a technical problem, neglecting the social and political dimensions of supply chains.

Nonetheless, when used thoughtfully, digitalization can significantly improve transparency, enable better decisions, and support continuous improvement.

6. Conclusion

Green logistics and sustainable procurement are two of the most important parts of modern supply chain management. They respond to the rising expectations of regulators, investors, customers, and society, and they deal with the fact that most environmental impacts happen outside of a company's direct operations. This article contends that the amalgamation of sustainable procurement and green logistics within a cohesive strategy can generate various types of capital—economic, social, cultural, and symbolic—thereby enhancing long-term competitiveness and resilience. Using world-systems theory, the paper has shown that these practices happen in an unequal global system where lead firms in core regions have power over suppliers in peripheral regions. Institutional isomorphism elucidates the dissemination of sustainability practices across various industries while cautioning against superficial adoption.

For practitioners, several practical implications arise:

1. Integrate procurement and logistics decisions under a shared sustainability strategy and metrics.

2. Invest in relationships and capability building with suppliers and logistics providers, rather than only imposing compliance requirements.

3. Use digital tools to improve transparency and performance measurement, while remaining aware of their limits.

4. Focus on real impact, prioritizing emission reductions, resource efficiency, and fair labor practices over superficial reporting.

5. Recognize sustainability as a source of strategic advantage, not just a regulatory obligation.

More studies in the future may give us more real-world information about how to use sustainable procurement and green logistics in certain areas and sectors, as well as how these practices affect workers, communities, and ecosystems in the long term. We also need to look into how new technologies like AI, self-driving cars, and new materials will change the next generation of supply chains that are good for the environment.

Hashtags

#SustainableProcurement #GreenLogistics #SupplyChainSustainability #ESGManagement #LowCarbonTransport #CircularEconomy #ResponsibleSourcing

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