CONFIDENTIAL SAMPLE

Literature Review Chapter

FOR REFERENCE PURPOSES ONLY

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 Chapter 2: Literature Review

2.1 Introduction

This chapter focuses on the opinion, viewpoint, and theoretical perspectives on the impacts of

sustainability on the supply chains of organisations specifically Nigerian Breweries Plc. The

literature review is very important in research works because it shows the researcher what has

already been done in their preferred research area (Brocke et al., 2009). Paré et al (2015) stressed

that an extensive and thoroughly done literature review can be a vital source to show researchers

state of the art of their research topic guiding their decision-making processes and research

practices. Under the conceptual review, the researcher would review the literature on

Sustainability, Supply Chain Management. Under the theoretical review section, theories that

align with the study would be reviewed notably the Triple Bottom Line Theory and the

Institutional Theory. Under the empirical review section of the dissertation, empirical studies

will be reviewed on the impact of sustainability on the supply chain of Nigerian Breweries Plc,

the extent to which Nigerian Breweries Plc incorporate sustainability in its organisational culture

and the challenges faced by Nigerian Breweries Plc in terms of following sustainability

protocols/ practices.

2.2 The Nigerian Brewery Industry

The brewing industry in Nigeria contributes significantly to the nation's economy and is very

important to the beverage industry (Ugboya and Odiamenhi, 2019). It is made up of several

breweries that create and provide alcoholic and non-alcoholic beverages to customers throughout

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Nigeria (Obi, 2022). Obi (2022) further affirmed that these breweries are in charge of producing

well-known libations including beer, malt drinks, soft drinks, and other pleasant beverages. They

provide a broad selection of brands to pick from and cater to the varied interests and preferences

of their customers. There are several significant competitors in the market, and there is fierce

competition for market share. These include Nigerian Brewery Plc, Guinness Nigeria Plc,

Carlsberg AS, International Breweries Plc, and Desnoes & Geddes Limited, among others

(Global Data, 2023). These brewers use cutting-edge manufacturing methods and quality

assurance procedures to guarantee that their drinks satisfy the highest requirements for flavour

and safety.

In Nigeria, the beer market is primarily controlled by two major companies. One of them is

Nigerian Brewery Plc, which is owned by Heineken. They have the largest market share,

accounting for about two-thirds of the beer market. The other significant player is Guinness

Nigeria, which is owned by Diageo (Adekoya, 2016; African Yield, 2023). They hold

approximately 25% of the market share. When it comes to production capacity, Guinness Nigeria

has a capacity of 7.7 million hectoliters (Mhl), while Nigerian Brewery has a capacity of 13.7

Mhl (Adekoya, 2016; African Yield, 2023). Together; they contribute to about 33% of the total

beer production capacity in Nigeria. Both companies have a long-standing presence in Nigeria.

Guinness established its first brewery outside of the UK and Ireland in Lagos back in 1962

(Adekoya, 2016; African Yield, 2023). On the other hand, the Nigerian Brewery has a rich

history and created its first locally brewed beer, Star, in 1949 (Adekoya, 2016; African Yield,

2023).

2.3 Conceptual Review

2.3.1 Concept of Sustainability

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Sustainability has been popularly referred to as the livewire of an organisation as it begins with

its employees, suppliers and stakeholders (Iheanachor, 2020). Sustainability as defined by the

United Nations (1987) is ensuring the need of the present is met without jeopardizing the

abilities of future generations to meet their needs. Iheanachor (2020) argued that businesses and

organisations are striving to align with global best practices by following the protocols/ needs of

stakeholders and global regulating bodies and transparently reporting their sustainability

activities and state. Most Nigeria businesses are going global with service and manufacturing

sectors taking the lead, embedding sustainability practices is gradually becoming a priority in

policy designers, market regulation, organisational culture and other stakeholders (The World

Bank, 2023).

Sustainable business practices encompass the approaches and methods adopted by businesses to

decrease their impact on the environment, enhance their positive social contributions, and

generate lasting value for all those involved (Shields, 2023). These practices aim to minimize

wastage, preserve resources, and lower emissions, thereby addressing the critical need for

environmental conservation and societal well-being. It is noteworthy that sustainability has often

been classified as an old concept (Engardio, Capell, Carey, & Hall, 2007), although scholars

have explored and unveiled several new areas of sustainability, like corporate sustainability

(Amini and Bienstock, 2014; James et al., 2015), sustainable development (Borland and

Lindgreen, 2013; Malla and Bandh, 2023), sustainability index (Babcicky, 2013; Karodia et al

2013), green cities (Cohen and Robbins, 2011; Tandon, 2019), among others. However, the

sustainability situation of an organisation is often assessed or measured in line with their

conformity with the three pillars of sustainability which are social, environmental and economic

considerations (Correia, 2019).

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Social sustainability as outlined by the United Nations Sustainable Development Goals is aimed

at ensuring basic needs and rights of the people are met. Specifically, Social Sustainability is

focused on ending poverty and hunger, ensuring good wellbeing and health, access to quality

education, gender equality, economic growth and decent work, reducing inequalities, sustainable

communities, environment and cities, strong institutions, justice and peace (Brightest, 2023).

Most organisations are now striving to tilt their social sustainability practices to these goals

outlined by the United Nations since it covers several areas of the needs of humans. Brightest

(2023) further affirmed that environmental sustainability is aimed at ensuring the well-being of

the environment and it is focused on sanitation and clean water, energy sources that are clean and

affordable, sustainable communities and cities, the safety of life below water, responsible

consumption and production. A notable technique for meeting environmental sustainable

challenges that can work for developing economies like Nigeria include the recycling of waste,

total quality management, bio-treatments, landfill, neutralization, and incineration, among others

(Taiwo, 2009; Benson, 2018; Edet and Maduabuchi, 2019; Ogunmakinde et al 2019). Economic

sustainability involves promoting economic growth, generating employment opportunities,

ensuring fair wages and labour rights, and fostering sustainable and circular economic practices

(Brightest, 2023).

Most nations of the world are experiencing fast urban development, fast technological growth, as

well as massive growth in their economies, these developmental prospects also come with coins

in the form of increased contamination of the environment which are majorly evident in

developing economies (Iheanachor, 2020). A notable example is Nigeria because it accounts for

over 150,000 metric tons of bottle plastic annually with half of this number generated in Lagos

State, Nigeria (Ibukun, 2019). According to Bakare (2022) most industrialized areas in Nigeria

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still experience poor waste management, ineffective controlled dump sites that are opened and

illegal dumping of refuge along road sides which persist to date endangering the environment

and human health. Scholars have argued that businesses are now adopting a greener culture to

meet the majority of their economics and environmental sustainability obligations (Soderholm,

2020; Shields, 2023). There are several indexes for measuring the sustainability level of an

enterprise. Notable examples are the Human Development Index projected by the United Nations

Development Programme, the ecological footprints networks, pilot environmental performance,

environmental sustainability index, among others (Karodia et al 2013).

To evaluate sustainability, it is crucial to consider the performance of its three main principles

collectively: social, economic, and environmental (TWI, 2023). Achieving a balanced approach

across these principles is vital. TWI (2023) further affirmed that while the Triple Bottom Line

principles themselves don't serve as a measurement system, recent efforts have been made to

develop methods that use these principles as a basis for assessing sustainability. Although there

is no universally accepted measurement for sustainability, many organizations are working on

industry-specific tools and practices to evaluate how well a company incorporates social,

environmental, and economic principles (TWI, 2023).

2.3.2 Concept of Supply Chain Management

A supply chain can be defined as the link that chain separate entities, from the consumers to the

product suppliers, via production and services ensuring that the movement of materials, funds

and information are managed adequately to meet the needs of a business (Viskari and Karri,

2013; Charkha and Jaju, 2014). In yet another definition, Mentzer et al (2001) see a supply chain

as a set of entities classified into three (businesses and individuals) directly engaged in the

movement of products, finances, services, data/ information from one point to another, or from

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the business location to a end-users. From this definition above, it is obvious that there exist

three levels of complexities involved in supply chains; they are basically “direct supply chains”,

“extended supply chains” and the “ultimate supply chain” (Mentzer et al, 2001). The diagram

below in Figure show and example of a direct supply chain:

Figure 1: Direct Supply Chain by Mentzer et al 2001

organisation and the customer.

The diagram below of an extended supply chain reveals otherwise:

Figure 2: Extended Supply Chain by Mentzer et al 2001

the suppliers of those suppliers and the customers of those customers. It involves the

interconnected flow of products, services, finances, and information in both the upstream and

downstream directions

The ultimate supply chain is a broader network as revealed in Figure 3 below:

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Figure 3: Ultimate Supply Chain by Mentzer et al 2001

An ultimate supply chain encompasses all the organizations engaged in the complete flow of

products, services, finances, and information, spanning from the ultimate supplier to the ultimate

customer (Mentzer et al 2001).

Supply chain management can be defined as the management processes involved in the flow of

goods and services from one point to another (Zhang and Li, 2020). Balaman (2019) emphasizes

the significance of supply chain management, network design, and planning in creating a robust

supply chain that can effectively navigate the complexities and uncertainties of modern business

environments. Supply chain management (SCM) refers to the series of activities undertaken by a

company to oversee the acquisition of raw materials, the production of goods or services, and the

distribution of those goods or services to customers (Perkins et al. 2021). In this 21st century,

supply chain management has now become in vital aspect of businesses and it is key to boosting

an enterprise's success and satisfaction of its customers (Kleab, 2017). In general, supply chain

management (SCM) aims to efficiently coordinate and connect the production, transportation,

and distribution of a product (Fernando, 2022). Through effective SCM, companies can reduce

unnecessary expenses and enhance the speed of product delivery to consumers. This is achieved

by closely monitoring and managing internal inventories, production processes, distribution

channels, sales activities, and the inventories of suppliers working with the company (Fernando,

2022).

2.3.3. The Concept of Sustainable Supply Chain Management

A sustainable supply chain can be defined as one that fully incorporates good ethical practices

that are environmentally and ethically friendly resulting in better competitive advantage,

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increased productivity and profitability (SAP, 2013). According to Ramos (2022), supply chain

sustainability can also be seen as the process of integrating, social, corporate and environmental

governance protocols in the sourcing of raw materials, manufacturing processes and the

distribution of the finished products to the end users. Ramos (2022) further argued that supply

chain sustainability is very important because it possesses the efficacy to deliver on the triple

bottom line which encompasses profits, people and the planet.

Figure 4: Areas to consider in Assessing Supply Chains Sustainability by Ruhlin, 2015

As regards profitability, aligning businesses to environmental sustainability goals like adopting

sustainable raw materials, packaging strategies, and waste disposal methods, organisations can

record good returns on investment by attracting more customers to patronize their brands

(Ramos, 2022). The people aspect caters for the demand of stakeholders for their preferred

brands to adopt sustainable practices. A lot of investors also check the sustainability profile of

organisations before they decide to invest in them. The planet aspect agitates for a more circular

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economy that is focused on a reduction in the amount of materials used during production, repair

and refurbish and recycling to reduce the amount of waste generated (Ramos, 2022).

Sustainable supply chain management entails embedding environmental and economic products

and practices into the entire supply chain model from the designing phase of products, materials

selection, packaging and movement of finished goods to the end users (Ferreira et al. 2022).

According to Ruhlin (2022), sustainability of supply chains is now a vital aspect of organisation

sustainability plans. Ascertaining the extent of social, environmental and economic effects and

abilities of customers and vendors is currently gaining traction as virtually all industries are

tilting towards a sustainable future (Ruhlin, 2022). The push by the government can be classified

as the focal driver of the sustainable changes experienced in most organisations. The three key

aspects of sustainable supply chains as outlined by SAP (2013) are green supply chain,

transparent supply chain and circular supply chain.

Figure 5: Three Aspects of Supply Chain Sustainability by SAP, 2013.

Green Supply Chain Management

The increase in global warming and biodiversity changes has brought great concerns in terms of

world sustainability which is currently threatened (Tseng et al. 2019). Most organisations are

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going green to meet their various sustainability concerns, particularly environmentally inclined

issues (Khan et al. 2018; Tseng et al. 2019; Yadav et al. 2021). The green idea is concerned with

taking actions that mitigate ecological and environmental concerns facing the world (Tseng et al.

2019). Infusing environmental concerns into supply chain management is what is known as

green supply chain management (Sarkis, 2011). The green supply chain concept is implemented

to address environmental degradation and manage pollution of air, water, and waste by

incorporating environmentally friendly practices in business operations (Khan, 2018). While the

primary goal of the green concept is to promote environmental sustainability, companies

embrace this concept as a way to achieve multiple objectives simultaneously.

A green supply chain practice encompasses green sourcing (Handfield, 2002; Eltayeb et al 2011;

Govindan, et al. 2015); green marketing (Polonsky, et al. 1994; Luthra et al 2016); green

management (Pane et al. 2009; Kang, et al 2010; Luthra et al 2014); green warehousing and

distribution (Baines et al 2012; Prajogo, et al 2012; Khan et al 2016); green manufacturing

(Govindan et al 2015); ecological design (Luthra et al 2016); reverse logistics and green

transportation (Khan et al 2018); biofuels and renewable energy (Gold and Seuring, 2011;

Anable et al 2012). Hofer (2022) highlighted some notable examples of sustainability in supply

chains which encompass; reducing food waste using the Internet of Things, using sensors to

ascertain the freshness of food, the deployment of drones for delivery to reduce CO2 emissions,

using green logistics for remote areas, using blockchain for ensuring transparency in supply

chain, deployment of artificial intelligence for the calculation of emissions in supply chain,

using optimized logistics for limiting CO2 emission, among others.

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Transparent Supply Chain

Supply chain transparency is gaining serious attention due to interest and pressure on

organisations from stakeholders like the government, customers/ consumers, and non-

government agencies for them to publish information on the sustainability level of their supply

chain, and the reputation cost of not meeting these requirements are often on the high side

(Bateman and Bonanni, 2019). Bateman and Bonanni (2019) further stressed that supply chain

transparency necessitates that companies possess awareness of the activities taking place in their

supply chain and effectively share this information within the organization as well as with

external stakeholders. Dobuzinskis (2022) affirmed that the two aspects of a transparent supply

chain are assessing suppliers to ascertain if they conform to sustainability practices and the

second aspect is concerned with making the information public within and outside the

organisation. Most organisations now publish their supply chain sustainability report on their

web pages, printed annual reports, social media accounts and all of which align with the supply

chain transparency concept.

Circular Supply Chain

Without a change in the way products are sourced, produced, delivered, used, reclaimed, and

regenerated, the world is on track to deplete numerous natural resources shortly, given its current

level of consumption (Hazen et al., 2017). An alternative to the linear economic model of take,

make, and dispose of is the increasingly recognized philosophy of the circular economy (CE),

championed by the Ellen MacArthur Foundation (EMF) (2014). Circular Economy is viewed as

an industrial system that prioritizes restoration and regeneration. The integration of Circular

Economy into supply chain management (SCM) offers sustainability benefits (Genovese et al.,

2017; Nasir et al., 2017). Although the term "circular supply chain" has been used in previous

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studies linking circular economy and Supply Chain Management (Canning, 2006; Du et al.,

2010; Genovese et al., 2017; Nasir et al., 2017; De Angelis et al., 2018; Mishra et al., 2018), a

recent development in the literature is the emergence of a working definition for circular supply

chain management (CSCM). Circular Supply Chain Management is described as the coordinated

integration of forward and reverse supply chains within purposeful business ecosystems to create

value from products/services, by-products, and useful waste flows through extended life cycles,

leading to improved economic, social, and environmental sustainability for organizations (Batista

et al., 2018). Banker (2021) argued that the major idea behind the circular supply chain is to re-

cycle, re-use, re-manufacture and refurbish. The diagram below adequately captures the major

concept of the circular supply chain:

Figure 6: Circular Supply Chain Concept by Banker (2021)

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2.4 Theoretical Review

The two theories that would be reviewed for this research are the Triple Bottom Line Theory and

the Institutional Theory because they are based on the factors that can affect the supply chain

sustainability of organisations.

2.4.1 Triple Bottom Line Theory

The Triple Bottom Line Theory originated from the John Elkington 1994 article published in the

California Management Review and was further expatiated upon and critically explained in a

1998 book named "Cannibals with Forks: the Triple Bottom Line of 21st Century Business"

(Gnap, 2012; Zak, 2015). Elkington proposed that companies should consider three distinct

bottom lines.

Figure 7: Triple Bottom Line Theory by Arslan and Kisacik, 2017

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The first one is the conventional measure of corporate profit, which represents the financial

outcome reflected in the profit and loss account (Hindle, 2008; Zak, 2015). The second bottom

line pertains to an organization’s "people account," which assesses the organization's level of

social responsibility across its operations (Hindle, 2008; Zak, 2015). Lastly, the third bottom line

refers to the enterprise's "planet account," which evaluates its environmental responsibility and

sustainability efforts (Hindle, 2008; Zak, 2015). In essence, Elkington emphasized the

importance of considering financial, social, and environmental factors when evaluating a

company's overall performance and impact.

According to Savitz (2006), the concept of the triple bottom line encapsulates the idea of

sustainability by assessing the effects of an organization's actions on the world. It goes beyond

just measuring profitability and shareholder value and also takes into account the organization's

impact on social well-being, human resources, and the environment. In simpler terms, the triple

bottom-line approach recognizes that an organization's success should not be evaluated solely

based on financial gains, but also on its contributions to society and the environment (Zak,

2015). Simon (2023) affirmed that the Triple Bottom Line Theory is very important today

because the United Nations' Sustainability Development Goals are centred on them

(environment, social and economic). The present study will assess if Nigerian Breweries adopt

sustainability practices based on the triple bottom lines.

2.4.2 Institutional Theory

The concept of institutional theory of sustainability looks at how social and organizational

structures influence or obstruct sustainable behaviours (Hoffman and Jennings, 2015).

Institutional theory is closely linked with how organisational culture can help promote

sustainable behaviour in an organisation. Hoffman and Jennings (2015) further assert that the

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formal rules, laws, conventions, and values, as well as the larger institutional environment in

which they function, have an impact on organizations. Jennings and Zandbergen (1995) postulate

that the institutional theory contends that organizations are additionally motivated by social,

environmental and economic elements. The sustainability practices of organizations are shaped

by institutional forces including laws, regulations, and public expectations. Ebrahimi and Koh

(2021) affirmed that governments, non-governmental groups, business groupings, and consumer

demands are just a few of the areas from which these pressures may originate.

The institutional theory of sustainability highlights that to become legitimate and preserve their

social and organizational legitimacy, organizations work to adhere to institutional norms and

principles (Gauthier, 2013). Organizations that follow sustainability principles are more likely to

be seen as genuine, and they are also in a better position to get resources, draw in stakeholders,

and preserve long-term viability (Gauthier, 2013).

2.5 Empirical Review

The literature review was done in line with the objectives of the research

2.5.1 Impact of Sustainability on Supply Chains

Kawa and Łuczyk (2015) studied corporate social responsibility in the European brewing

sectors. The researcher assessed the field reports of the brewery companies in European to

ascertain the extent to which adopt triple bottom-line sustainability practices. The findings

revealed that adopting sustainability practices like energy efficiency, reducing the emission of

carbon dioxide, consumption of water and sustainable packaging practices has enabled the

brewery business in Europe to protect their reputation/ image, enhance the quality of their end

products, as well as build a healthy relationship between the companies their various

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stakeholders. Angela (2022) conducted a study that delved into the green business models and

the performance of breweries in the South East region of Nigeria. The findings revealed that

adopting green business models does have a significant relationship with the overall performance

of breweries in South East region of Nigeria. Morris (2020) explored the brewery industry's

water sustainability using a stakeholder approach. The study assessed 10 brewing companies

based in the United Kingdom and five other multinational enterprises. The findings revealed that

engaging in water sustainability practices can result in cost savings, water efficiency, and

production efficiency, as well as boost the overall productivity of the brewery business.

According to Safane (2023) engaging in sustainable practices in the supply chain of brewery

companies has the following impacts; provides cost-saving opportunities, it has a relationship

with better quality of end products, as well as helps strengthen a brand among its stakeholders,

among others. Assefa (2020) conducted a study to evaluate the effects of green supply chain

management models on the productivity of Habesha Breweries, situated in Debre Berhan,

Ethiopia. The study findings indicate that there is a connection between the adoption of green

supply chain management practices (independent variables) and the performance of the

organization (dependent variables). The analysis reveals a strong and positive correlation

between all the green supply chain management practices and organizational performance. In

essence, the study concludes that implementing green supply chain management practices has a

beneficial impact on the productivity of Habesha Breweries.

However, Salah (2015) argued that Green Supply Chain Management (GSCM) can significantly

influence a company's performance. The study highlighted three potential effects on company

performance: environmental performance, financial performance, and operational performance.

In terms of environmental performance, GSCM was found to contribute to reducing air,

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wastewater, solid waste, and the frequency of environmental accidents. Regarding financial

performance, the adoption of GSCM practices was associated with cost reductions in material

purchasing, energy consumption, and waste treatments. In terms of operational performance,

GSCM was linked to increased on-time delivery of goods, reduced scrap rates, expanded product

lines, decreased inventory levels, improved product quality, and enhanced capacity utilization.

Green et al. (2012) further suggested that organisations should consider implementing

environmentally friendly practices across the supply chain, marketing, packaging, and

distribution can potentially enhance an organization's productivity.

Similarly, Ninlawan and Seksan's (2010) research emphasized the importance for manufacturing

sectors to adopt green supply chain management strategies as a means to improve sustainability

performance. These strategies encompass activities such as green production, distribution, and

logistics. Lacroix and Stamatiou (2007) conducted research that demonstrated how Japanese and

European enterprises that adopted green procurement practices are experiencing noticeable

advantages. They found that strategic sourcing, which involves making environmentally

conscious purchasing decisions, can bring about several positive outcomes. These include

improved cost efficiency, a strengthened image via brand differentiation, increased market share

value, and a reduction in environmental concerns and liabilities.

Furthermore, Lacroix (2008) emphasized the importance of companies reducing waste and

excess materials generated by their suppliers. This reduction not only helps in lowering handling

costs but also mitigates the risks associated with waste disposal. Additionally, as suppliers

become more efficient in their operations, cost savings can be passed on to buyers through

reduced prices. According to Handfield et al. (2005), businesses that use green procurement

techniques usually have positive impacts like increased efficiency by lowering product prices at

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the point of manufacture, disposing of waste more cheaply, adhering to regulations governing

hazardous chemicals, and creating distinctive goods. From the reviewed literature, there is an

obvious gap in knowledge on the impacts of engaging in sustainable practices on the supply

chain of Nigerian Breweries, as most studies are done in other industries and regions in Europe

and Asia.

2.5.2 The extent to which firms incorporate sustainability practices in their organisational
culture

Studies in the literature have increasingly revealed that developing nations like Nigeria are yet to

fully incorporate sustainability practices in their supply chain since it's not entrenched in their

organisational culture and other implementation challenges they face (Ojo, Mbohwa and

Akinlabi, 2015; Touboulic and Ejodame, 2015 and Shitu and Mohd-Nor, 2017). The situation is

the same in most developing economies, Mukuka's (2022) research has revealed that Zambia's

industrial economy is slow in incorporating green practices into its supply chain management.

Notably, Ageron et al., (2012) argued that Zambian Breweries Plc a major producer of alcohol

and beverages is also not exempted when it comes to poor sustainability practices in its supply

chains due to the cost implications.

Leke and Leke (2019) studied the development of Nigeria as regards environmental

sustainability assessing environmental policies and government roles. The study deployed

secondary sources for analysis; the findings revealed that Nigeria enterprises are not yet fully

complying with environmental sustainability practices as pollution is still on the increase due to

indiscriminate dumping of refuse, poor adoption of green practices and recycling of already used

products, among others. Ikechukwu et al (2019) studied the impacts of eco-efficiency practices

on the profit prospects of Nigerian Breweries Plc. Secondary data were obtained from the

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annual /sustainability reports of the company from the 2008 to 2017 financial year. The findings

revealed that Nigerian Breweries have to a large extent incorporated sustainable practices in their

operations. Nigerian Breweries Plc, installed economizers in chimney boilers as well as adopted

cutting-edge boilers that are gas-enabled to ensure energy sustainability (Ikechukwu et al, 2019).

To ensure water efficiency and management, Nigerian Breweries Plc implemented water

balancing practices which involve the installation and donation of boreholes to communities

experiencing deficits, storing and management of rain water, establishing water treatment plants,

and green areas to enhance the conservation of water boosting its sustainability (Ikechukwu et al

2019). In a strive to reduce CO 2 emission, Nigerian Breweries Plc have reduced its reliance on

fossil fuels, hence they have adopted the use of solar-powered electricity generation for their

different branches in Nigeria (Ikechukwu et al 2019).

2.5.3 The challenges faced by organisations in terms of following sustainability protocols/

As regards the challenges faced in implementing sustainable practices by organisations, Leke

and Leke (2019) explored the sustainability of the environment and the development of Nigeria.

The literature review was largely used as secondary data for the investigation. According to the

survey, most businesses are not implementing sustainable practices since most government

measures, especially industrial rules, are ineffective and even have the opposite effect of what

they are intended to achieve. Vijayan (2022) posits that supply chain sustainability is faced with

a wide range of challenges which encompasses the cumbersomeness of supply chains, cost

implications of implementing sustainability practices, lack of framework for sustainability

practices, insufficient implementation resources, and insufficient required technologies for the

implementation of sustainability practices.

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According to Abbasi and Nilsson (2012), the challenges related to Sustainable Supply Chain

Management (SSCM) can be categorized into five main areas. These areas are as follows: cost

escalation, implementing sustainable development in practice, shifting cultural and mindset

perspectives, difficulties in managing uncertainties and tradeoffs, and the complexity of the

problems at hand. From the heavy vehicle business, Pereseina et al (2014) explored the

drawbacks and discrepancies in sustainable supply chain management. The findings revealed that

the organisations in the sector engage in some unsustainable behaviour just to meet the demands

of their customers; hence they burn more CO2 fuels to increase pressure from their clients.

According to Ikechukwu et al. (2019), profit-driven organizations, such as breweries, face

difficulties in implementing eco-efficiency practices. This is primarily due to the lack of accurate

and effective assessment methods for evaluating the environmental impact and value of their

products and systems. This absence of reliable assessment techniques poses a significant

challenge for brewery management. The researchers argue that addressing these challenges

requires a highly skilled and technical workforce, as well as a commitment from the entire

industry. The implementation of eco-efficiency practices requires substantial resources from

companies, even though the financial benefits may not be immediately evident. Instead, the

potential financial rewards of such efforts are expected to materialize in the distant future

(Ikechukwu et al, 2019). Doering (2022) highlighted the lack of incentives to sustain sustainable

practices in the brewery industry supply chain and increasing demands from customers may

propel unsustainable practices by brewery organisations.

From the reviewed literature, it is glaring that no study had been carried out to assess the

sustainability practices implementation challenges of the Nigerian Breweries Plc, this is an

obvious knowledge gap this study intends to fill.

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2.6 Summary

This chapter was broken down into three broad topics which are conceptual review, theoretical

and empirical review. The conceptual review covers topics related to sustainability, supply chain

management, and sustainable supply chain management. The theoretical review was centred on

the Triple Bottom Line Theory and the Institutional Theory. The empirical review was based on

the core objectives of the study which are the impact of sustainability on the supply chain of

Nigerian Breweries Plc, the extent to which Nigerian Breweries Plc incorporate sustainability

practices in its organisational culture, and the challenges faced by Nigerian Breweries Plc in

terms of following sustainability protocols/ practices in its supply chain.

The literature review has established that there is a gap in knowledge in the area of the impact of

sustainability on the supply chain of Nigerian Breweries Plc and the challenges faced by

Nigerian Breweries Plc in terms of following sustainability protocols/ practices in its supply

chain. This research is intended to fill this gap in knowledge and make a valid contribution to

knowledge.

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