Strategic Framework for Achieving Sustainability in Telecom Supply Chain: A Case Study of Pakistan

Current research aims to unpack the issues faced by the telecom sector of Pakistan to sustain its supply chain management. While using the qualitative case study method, this research has analyzed the available framework to achieve sustainability in the supply chain. The study used data triangulation and extracted data from Telecom company’s documentation, on-site observation & semi-structured interviews. Based on primary and secondary data, we have proposed a strategic framework for developing sustainability in the supply chain of telecom companies. The framework provides the step-by-step implementation of all dimensions of sustainability upstream of a supply chain. The developed framework can be used as a roadmap by the Telecom sector to make their supply chain more sustainable. The research focuses on the upstream supply chain, and the findings argue that telecom supply chains can only use the proposed framework upstream to achieve sustainability.


Introduction
Earth provides natural resources for all human needs and not only for the planet's present population but for all the generations to come. These natural resources are limited, and we should utilize them optimally. Cernev and Fenner (2020) also observed that the sustainability of Earth is at risk due to current manufacturing trends. Thus there is a need to develop environmentally friendly processes. The industry requires processes to resolve such issues as the world's top 2000 plus companies, and their supply chains operations contribute an additional 20% to gas emission (Sugak, 2021). Walmart's SC processes, for example, produce 90% of its total emissions (Birchall, 2010). While using these resources, preserving the natural ecosystem and providing natural resources for further development are necessary. This approach to resource utilization is known as sustainable development, classically defined as utilizing resources for the present generation and leaving sufficient resources for future generations (Bengtsson et al., 2018;Ghadge et al., 2019).
Given the above arguments, sustainability/ sustainable development has become popular with policymakers and regulatory bodies. Access to information through the internet and social media exposure has increased consumers' concern about using environmentally friendly products. Consumers in the present era expect firms to use environmentally friendly materials in their supply chain process (Su, Liu & Du, 2020). The supply chain is an important area to initiate such change because supply chains and global supply chains affect environmental sustainability (Abbasi & Nilsson, 2012;Li, Fang & Song, 2019). Pakistan is ranked 71st out of 223 countries for its foreign exports. It has a population of 19 million, out of which 38% of the population lives in cities and uses various products and services (Raza, Ramish & Nazar, 2020;Hanif, 2021). Also, the location and significant cotton producer make Pakistan an important player from an export perspective. Developing sustainable SC is significant for Pakistan to continue exporting its products and remain competitive. Abbasi (2012) in a comprehensive study, attempted to find the general sustainability SC practices in the manufacturing industries of Pakistan, including electronics, automotive, leather, chemicals, etc. Despite being comprehensive, Abbasi's (2012) study did not cover service sectors like health care, hospitality, and telecommunication. Management (SCM) and sustainability, the authors found a significant gap between sustainability literature and practical implementation in the industry (Ejsmont et al., 2020). Most past studies on SSCM are theoretical, focusing on triple-bottom-line criteria and lacking a framework that can be practically used applicable in the industry (Ashby, et al., 2012;Allaoui et al., 2019).
Studying sustainability in the supply chains of Telecom companies can help to identify the best sustainable SC practices which the telecom sector can adopt to improve efficiency, reduce cost & waste, and gain a competitive advantage. This research is a case study that analyzes the sustainable SCM practices of a Telecom company in Pakistan. This study aims to develop a comprehensive framework for achieving sustainability in the telecom sector's upstream supply chain. A case study is selected as the authors study a contemporary phenomenon over which the researchers have no degree of control (Yin, 2013). Although a case study mainly focuses on the "how?" or "why?" type of questions, it is equally applicable to exploratory research (Yin, 2013). Ayağ (2015) defines Supply Chain Management as a "process of integrating/utilizing suppliers, manufacturers, warehouses, and retailers so that goods are produced and delivered at the right quantities, and at the right time while minimizing costs as well satisfying customer requirements. " Supply Chain Management is also defined as "a mix of predominantly cooperative events and associations that connect businesses to provide the end customer with the suitable product and service through value creation procedures" (Braziotis et al., 2013). A more specific definition related to organizations is stated by Pojasek (2012), which defines sustainability/ sustainable development as "the ability of an organization to achieve its tasks for ecological stewardship, community welfare, and financial success over the years although being held responsible to its shareholders. " It should also be noted that within the literature, the terms "sustainable development" and "sustainability" have been used interchangeably by authors (Kiewiet & Vos 2007;Presley et al., 2007). services to market. " (Orzes et al., 2018).

Supply Chain Management & Sustainable SCM
The effort to develop and manage such a supply chain is known as sustainable supply chain management (SSCM). In SSCM, firms use resources efficiently from one end to another end of the supply chain (Li, Fang & Song, 2019). Given its importance, firms globally use SSCM for sustainability and growth. Managing such a sustainable supply chain is becoming an essential strategic aspect for organizations around the globe (Seuring, 2013;Laosirihongthong et al., 2020). The terms "sustainable supply chain management (SSCM)" and supply chain sustainability have been interchangeable. Sustainability refers to the skill of sustaining or ability to tolerate (Zailani et al., 2012). Similarly, Seuring and Muller (2008) define SSCM as managing material, data, and monetary flows along with collaboration among organizations along with the SC while taking areas from all three magnitudes of sustainable development, i.e., economic, environmental, and social, into considerations which are resulting from buyers and stakeholder needs.

Dimensions of Supply Chain Sustainability
Since 2011 Sustainable Supply Chain Management (SSCM) has been a thriving area of research (Seuring & Muller, 2008). Supply chain sustainability has three dimensions: environmental sustainability, economic sustainability, and social sustainability. Considering all these dimensions, Fish (2015) asserts that SSCM is the "tactical, apparent integration and success of a company's social, environmental, and economic objectives in the complete harmonization of essential inter-organizational corporate procedures for refining the long term financial performance of a company and its supply chains" (Fish, 2015). Most definitions of SSCM have focused on adding Triple Bottom Line approach criteria into the definition of Supply Chain Management (Elkington, 1998;Vega-Mejía, Montoya-Torres& Islam, 2019).The supply chain sustainability is a result of combining sustainability and SCM. Sustainability is a conceptual framework for aligning social, environmental, and economic dimensions (Fish, 2015). These three dimensions in light of Fish (2015) and other authors are: 1. Environmental Sustainability: Reduce the utilization of natural resources consumed in the end product and the production process. 2. Economic sustainability: sustainability efforts must be economically sustainable, or the business will lose and might be closed. 3. Social Sustainability: The dimension of sustainability with minimal research is based on internal and external factors such as motivation & value addition to society.
Extant literature has discussed it in terms of environmental sustainability. Also, researchers have used the terms sustainability and green interchangeably. One example is Genchev et al. 's (2011) research on reverse logistics, in which terms like sustainability and green are used interchangeably with one another and side by side. Many researchers, including Genchev et al. (2011), green practices will make companies environmentally sustainable, reduce costs, increase customer loyalty and enhance brand image. To name them, a few are green logistics, reverse logistics, green manufacturing and Ecopackaging. Researchers also assert that SSCM practices can help Pakistani manufacturers get ISO 14001certifaction (Abbasi, 2012).

Stakeholder Theory
Researchers have extensively used stakeholder theory in explaining sustainability management research (Schaltegger, Hörisch & Freeman, 2019). A review of extant literature suggests that many researchers have vaguely discussed the theory or misinterpreted it (Freudenreich, Lüdeke-Freund & Schaltegger, 2020).Given these deficiencies, researchers believe that there is a need to focus on sustainability challenges and how this theory addresses these challenges (Torelli, Balluchi & Furlotti, 2020). Sustainability management is a process of formulating, implementing, monitoring, and evaluating decisions related to the sustainability of the environment (Govindan, Shaw & Majumdar, 2021).
Researchers believe that apart from developing a sustainability framework, researchers can extend traditional theories for understanding sustainability management (Schaltegger, Hörisch & Freeman, 2019). For understanding the fit between stakeholder theory and sustainability management, it is important to conceptualize stakeholders. Stakeholders are "groups and individuals who can affect or be affected. " In value creation of supply change (Freeman, 2010). There are different definitions of stakeholders, and all of them cannot it is not possible to align all of them with sustainable management. Therefore, we have focused on the actual use of the theory. The stakeholder theory does not refer to the company but the relationship between a firm and its stakeholders (Freeman, 2010). Thus, it is necessary to focus on the actual use of the stakeholder theory. Bell, McGillivray and Pedersen (2013) assert that sustainability management and stakeholder theory focus on the aim and purpose of business entities to create value for the stakeholder. Stakeholder theory, in broad terms, focuses on the interdependencies between an organization and the societal environment (Schaltegger, Hörisch & Freeman, 2019). At the same time, while focusing on the societal and ecological environment, corporate sustainability highlights the association between organizations and the societal environment (Freeman, 2010).
In short, researchers argue that both concepts are not limited to-short term shareholders' value, but they, in broad terms, refer to understanding a firm and stakeholder "embeddedness, dependencies, obligations, abilities" (Hussain et al., 2018). Sustainable management and stake theory assume that ethical issues do not conflict with business activities but are interlinked (Loorbach & Wijsman, 2013). Thus, firms should not be part of the supply chain with poor sustainability practices.

Structure of a Telecom Supply Chain
For developing a sustainable upstream supply chain in the telecom sector, it is essential to understand the structure of a telecom SC. Below is the structure of the telecom supply chain that which we have adapted from the work done in telecom supply chain management by (Reyes, Raisinghani & Singh, 2002). In the context of the current research, the selected organization is a service provider. Since the focal firm is a service provider, its upstream supply chain consists of suppliers and equipment manufacturers with whom the firm obtain raw materials.

Related Works
Research on SSCM has significantly increased in the last few years (Seuring & Muller, 2008;Seuring, 2013). The study has discussed some relevant and existing frameworks regarding SSCM below. Apart from a few recent studies (Faroqi, Siddiquee, Ullah, 2019;Ahmadi, Petrudi & Wang, 2017), most papers have focused on conceptual/ theoretical/ literature-based frameworks. A literature review suggests that most past studies have limitations in terms of context generalizability. We also found that most developed frameworks have focused on the green aspect of a sustainable supply chain. This paper contributes to the body of knowledge by developing a strategic framework for all three areas of sustainability: people, profit, & planet. Our findings can help the telecom industry achieve sustainability in its supply chain.
Carter and Roger (2008) developed a theoretical framework based on an extensive literature review. The author concluded that integrating social, economic, and environmental factors from the triple bottom line (3BL) perspectives is beneficial for firms. The authors believe that SC would help firms compete with other business entities. The competitors would not replicate their SC model, resulting in substantial profit in the long run. Similarly, Seuring and Muller (2008) reviewed 191 articles from 1994 to 2007 and highlighted issues, incentives, and opportunities in SSCM, followed by a framework that summarized the major literature related to SC. The study also proposed strategies: (1) for reducing risks associated with supplier management and performance, and (11) how firms can structure their SC for using sustainable products. Given these discussions, we argue that most researchers have focused on green and environmental issues and have neglected social aspects and the integration of the three dimensions of sustainability.
After a thorough review of the literature and analyzing different frameworks, Beske & Seuring (2014) identified various areas essential for SSCM implementation presented below, and a framework for best practices, presented in Figure 2. and bringing depth in research, while improving credibility and removing any biases, especially in the case of qualitative research (Yin, 2015).

Overview of the case study
The selected company for the case study falls within the telecom sector. The selected organization for the case study is a well-known telecom company. We are studying it to develop a sustainable telecom supply chain that focuses on all three sustainability criteria: economic, environmental, and social. The focal form is well known globally and locally. A few statistics about it are presented below: • Provider of telecom services in 13 markets internationally • The second-largest network in Pakistan • Operating in Pakistan since 2005 • Has invested at least 2.3 billion USD in the country The research observes the phenomena at the supply chain level. Respondents for the study include company personnel (directors, managers, and assistant managers) responsible for sustainable SCM and the company's development. We also collected data from the upstream suppliers of the organization. We collected the data based on interviews. The research approach is qualitative as the researcher is studying a social phenomenon in real-world situations while describing the view of participants to the phenomenon within a specific environment and context while using multiple sources for data collection (Yin, 2015). We have used a case study research design for our study. This research approach is contemporary, and the researchers have no level of control over its occurrence (Yin, 2013). The case study followed the protocol for data reliability (Yin, 2013). Below is a summary of the case study protocol.

Table 2: Case Study Protocol Research Question
What is the strategic framework to assess and achieve sustainability in the telecom industry?

Unit of Analysis
We focused on SC personnel and sustainability enablers in the focal firm, an established business entity in Pakistan's telecom sector.

Data Collection
Researchers can use up to six methods in qualitative research (Levitt, 2001). We have triangulated the data for this study by adopting the following three methods.

Observation
Yin (2013) states that observing the environment and behaviors of the interviewee are important aspects of qualitative analysis. In this study, we have observed the attitude and behavior of the respondents while administering the questionnaire.

Documentations
Apart from using interviews, the study also utilizes data collected from company documents. The documents we tabbed are local and international sustainability reports of the groups

Semi-Structured Interviews:
The interview structure used in this study is a mixture of in-depth and semi-structured interviews. This method allows researchers to ask questions related to the research objectives (Saunders, Lewis, Thornhill & Wilson, 2009). The semi-semi-structured interview for this study had ten questions and another ten follow-up questions.
Before the interview, we gave the interviewee an interview guide and the questionnaire.

Case Validity and Reliability
We followed all the protocols necessary for the case study, including reliability and validity analysis. The authors initially reviewed the interview guide for the interviewee. Subsequently, two senior faculty from academia and three experts of the corporate world vetted the document. In Table 4, we have presented the process for ascertaining the reliability and validity analysis as advised by Yin (2013;Vin, 2015). Addressing aspects in this study Construct Validity -Before the interview, we gave the interviewees an interview guide and questionnaire. -Initially, we asked ten questions, followed by another ten questions.
-Interviewees reviewed all the questions and interview summaries. They did not find any inconsistency or errors in the measures of the defined concept. -We then built the summaries of the answered questions and aligned them with the initial framework. -The authors compared the interview summaries with the company's sustainability reports website and based on-site observations -We then developed a comprehensive interpretation of each construct (in section findings), which we discussed and obtained the consensus of the interviewees.

Internal validity
-After the literature review, the study developed the initial conceptual framework ( Figure.3). -As identified by the study, all constructs in the conceptual are supported and valid measures of SSCM.

External validity
-The study based on the Stakeholder Theory investigated the phenomena from the stakeholders' perspective. -The stakeholder can apply the developed strategic framework in the focal firm-other telecom firms and firms in other domains can adapt developed SSCM. Reliability: -We followed the case study protocols and remained focused on the articulated questions. -As such research method is precise and reiterate-able

Results
The proposed framework for the case study explains the sustainable supply chain efforts that firms use with their partners, specifically in collaborating with suppliers, communication with suppliers, and measurement and management of sustainable supply chain. We have summarized the results based on interviews, observations, and company reports.

Collaborating with Supplier
We found that the focal firm's collaboration with its supplier is conventional. The firm collaborates with established and reputable suppliers. Apart from focusing on suppliers' social and environmental practices, the focal firm also pays attention to suppliers' financial capacity. Due to the size of the focal firm, it is in a bargaining position while dealing with the suppliers. The focal firm focuses on its core competencies and 1. To enhance the communication with suppliers. 2. To provide feedback to suppliers.
While partnering with new suppliers, firms ensure that the potential suppliers' values globally accepted environmental, health, and safety regulations. Subsequently, firms sign a legal contract with the suppliers that also code of conduct. The contract generally has a provision that allows firms to penalize the suppliers for violating the agreed code of conduct. The firm enhances communication with the local supplier through meetings, telephonic calls, and emails. With international partners, firms mainly use emails and telephonic calls for communication. The company also measures the performance of its suppliers. In the case of outsourced call centers, firms frequently measure their performance. For technical business processes, firms measure the suppliers' performance less frequently. Firms bi-annually give feedback to the suppliers and suggestions to improve the performance. However, in the case of very poor performance, the firms may increase the frequency of feedback and suggestions.

Measuring & Managing SSCM of Suppliers
For measuring and managing the SSCM of suppliers, firms use different tools, including the following: 1. Using KPIs, 2. Auditing suppliers, 3. Monitoring and evaluating supplier performance, 4. Risk assessment, 5. Supplier training 6. Third-party certifications.
To get the desired results company provides training to the call center representatives. The firms also rely on the third-party audit report of suppliers. Such audits have more transparency. Firms also rely on supply-chain and inventory audits for smooth operation. The frequency of such audits is four times a year. Firms also assess the performance of the suppliers based on KPI standards. The firm expects its vendors to be certified and has developed a supply chain that is environmentally friendly and in line with ISO 14001 standards. To assess the working conditions of the supplier, the focal firm representatives visit the site to measure the ecological, safety, and health conditions of the supplier. Another method to reduce costs in the long run and have a positive image in the market is to make SC more sustainable. This discussed method is in line with the Stakeholder Theory (Freeman, 2010). Consumers' concerns about environmental products have increased significantly, and they expect all the members of the supply chain to use environment-friendly products.
The dimension along which a supply chain can be made sustainable are; environmental, social, and economic (Carter & Rogers, 2008). To ensure sustainable management of the supply chain, the focal firm ensures that all the supply chain members value and practice sustainability (Seuring & Muller, 2008).

Case Findings & Discussion
In the light of the results above, below in section one is the evaluation of focal firms' SSCM practices and stance on sustainability initiatives. Similarly, section two contains a modified strategic framework developed in light of results, case findings, and discussions that telecom firms can use to achieve sustainability in their supply chain.

Evaluation of Focal Firms SSCM Practice and Stance
The current sustainable supply mechanism of the focal firm is pretty ordinary and conventional. The focal-firm attitude towards SSCM is reactive but not proactive. A few pertinent issues are discussed below: 1. The focal firm signs a contract with the suppliers. It has clauses related to the code and conduct of doing business. In case the supplier violates the terms and conditions, the focal firm can penalize suppliers. 2. Although focal firms give importance to supplier social and environmental practices, it gives more weightage to the financial soundness while awarding contracts to the suppliers. 3. The company only gives basic training to suppliers to achieve desired service level.
It does not make investments in vendors to improve the quality of the products and services. 4. Communication with suppliers is also pretty ordinary and conventional, limited to communication via telephonic calls, emails, and in-person communication. 5. The focal firm gives feedback and suggestions to the suppliers when their performance is too poor. 6. When sharing project information, the focal firm only shares limited information.
It inhibits suppliers from delivering what the project demands. 7. The quantum of the Investment for developing suppliers is insufficient, unlike Honda, which spends considerable resources on its vendors and suppliers. 8. Collaboration only exists in outsourcing functions such as call centers and bill delivery; otherwise, there is no robust technological or logistical collaboration. 9. Also, while the firm uses KPIs, they are mostly limited to specific business functions, not sustainability initiatives.

Revised Strategic Framework for a Focal Firm to Achieve SSCM
From all the above discussions, we have inferred that the focal firm has taken a few initiatives for SSCM. We suggest the focal firm should deviate from conventional supply chain practices and adopt sustainable supply management practices. Based on the discussed practices and attitudes of the focal firm, we suggest it must develop a road map to increase the effectiveness of SSCM. A strategic road map contains action, efforts, and strategies for achieving sustainable strategic goals (Clearpath, 2016).
Below is a strategic framework that the focal firm or any company in the telecom sector can use to evaluate its current standing in SSCM and improve accordingly. This framework has the following elements.
1. Highlights what steps a firm can take to make upstream more sustainable. 2. Divide the activities into different stages and pursue them step by step to achieve SSCM in the upstream supply chain. 3. Identify best practices on SSCM that can help leverage assets and give a competitive advantage.

College of Management Sciences
Volume 17, Issue 1 June 2022

Figure 4: Strategic Framework for the Focal Firm
This case study is grounded in the Stakeholder Theory. The findings are generalizable as other researchers have extended the stakeholder theory, which is widely accepted.

Conclusion and Implications
This paper has developed a framework that managers can use to assess the current challenges that the company faces in achieving sustainable SCM. The company should assess its stance towards sustainability initiatives and what steps it can take to make SC more sustainable. The authors recommend that the managers use the framework in the supply chain department of telecom companies to evaluate where they stand and what they want to achieve. The self-evaluation is a driving force for improving the companies' supply chain by introducing more sustainability initiatives in the supply chain with their suppliers' help. Similarly, we believe that the developed framework will positively contribute to sustainability literature by providing a platform for future research that will lead to similar research that can improve the final framework and make significant improvements.

Limitations and Future Studies
The study focuses solely on the upstream of the telecom SC rather than the complete supply chain. The case study focuses on a single organization within the industry and its supplier. Since the following is a case study that studies an organization within a specific context, results might not generalize to other industries. However, the study achieved analytical generalizability, and results for other companies in the industry are likely to be similar. Future research could include the complete supply chain of the telecom industry rather than just the upstream supply chain. Multiple case studies can be conducted to further contribute to the topic and test the findings of the current case study. This approach will also provide a more comprehensive view of the industry. Also, the researcher can explore how firms can assess and mitigate risk when partnering with suppliers. Future studies should research different strategies to collaborate with their stakeholders, not only with suppliers but also with other stakeholders for the sustainable supply chain.