South Asian Journal of Social Studies and Economics

This study examines sustainability management in global supply chains by synthesising literature on Sustainable Supply Chain Management (SSCM), digital transformation, external sustainability pressures, implementation barriers and organisational outcomes. Using a qualitative desk-based research design, the study reviews academic literature, theoretical frameworks and empirical studies related to environmental, social and economic sustainability practices in supply chain management. The analysis is guided by the Triple Bottom Line perspective and supported by themes drawn from stakeholder theory, institutional pressures and resource-based views of organisational capability. The findings indicate that SSCM contributes to improved operational efficiency, innovation capability, resilience, competitive advantage and corporate reputation when sustainability objectives are integrated into procurement, supplier management, logistics, reporting and strategic decision-making. The review also shows that digital technologies, including artificial intelligence, blockchain, the Internet of Things and big data analytics, strengthen sustainability performance by improving transparency, traceability, monitoring, resource optimisation and evidence-based decision-making. External pressures from customers, investors, regulators, communities and ESG reporting requirements further encourage organisations to adopt more responsible and transparent supply chain practices. However, the study identifies financial constraints, supplier resistance, limited transparency, technological barriers and resource limitations among smaller enterprises as important obstacles to implementation. Overall, the study provides an integrated conceptual understanding of how sustainability dimensions, digital transformation and institutional pressures interact to shape organisational outcomes in global supply chains. The findings offer practical value for managers and policy-makers seeking to align sustainability goals with operational performance, supplier governance and long-term competitiveness while recognising the challenges of implementing SSCM across diverse organisational and institutional contexts.