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Supplier Selection towards Baijiu Supply Chain Sustainability from a Chinese Perspective

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DOI: 10.23977/ieim.2019.21006 | Downloads: 13 | Views: 2073


Xianglan Jiang 1,2, Yao Yang 3, Yuanchun Yu 1


1 Management School, Sichuan University of Science & Engineering, Zigong 643000, China
2 School of Management and Economics, University of Electronic Science and Technology of China, Chengdu 611731, China
3 Business school, Sichuan University, Chengdu 610064, China

Corresponding Author

Xianglan Jiang


Because of the global concern with environmental protection and social responsibility, there has been an increased research focus on sustainable supplier selection. Baijiu is the most popular Chinese alcoholic beverage, the production and consumption of which has a significant impact on the economy, the environment, and the society. Due to increased Chinese economic growth, there has been significant pressure to ensure supplier selection sustainability across the Baijiu supply chain. However, to date, there has little research on the integration of the economic, environmental, and social dimensions in supplier selection research. To go some way to filling this gap, this paper evaluates Baijiu supply chain supplier sustainability by first developing a sustainable supplier criteria system that integrates the economic, environmental, and social dimensions after which an improved fuzzy DEMATEL (Decision Making Trial and Evaluation Laboratory) method is proposed to analyse the criteria relationships. Finally, the framework is applied to a case study at a large Baijiu enterprise in China, from which it was found that the method was feasible and effective. This paper develops an effective systematic approach that decision-makers can use to select sustainable suppliers for Baijiu enterprises.


Baijiu (Chinese liquor), Supplier selection, Sustainable supply chain


Xianglan Jiang, Yao Yang, Yuanchun Yu, Supplier Selection towards Baijiu Supply Chain Sustainability from a Chinese Perspective. Industrial Engineering and Innovation Management (2019) 2: 33-51. DOI:


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