Factors Impacting the Sustainability of Supply Chain in Industry 5.0: An Exploratory Qualitative Study in Morocco

Abstract

Background: The objective of this qualitative research was to explore the impact of certain predefined factors on the sustainability of supply chains in Industry 5.0. The sustainability of supply chains was assessed by considering six factors from the existing literature: circular logistics, Industry 5.0 technologies, intellectual level and learning, logistics innovation, sustainable supply chain practices, and the managerial strategy of the company. Methods: Semi-structured interviews were conducted based on an interview guide with 14 participants who serve as managers and executives in supply chain management in Morocco. The interviews were transcribed, followed by lexical and thematic analysis using QSR NVivo 15 software. Results: The results showed that all the factors studied play a major role in achieving sustainable supply chain management. The testimonies of all participants highlighted the crucial role that Industry 5.0 technologies play in achieving the sustainability of supply chains, while combining them with the other factors studied. Consequently, these results made it possible to validate and confirm the six factors previously identified from the existing literature, while retaining them for potential future quantitative studies. Conclusions: To meet the dimensions of sustainability, it is recommended to focus on the most impactful factors in maintaining a sustainable supply chain and on all the possible interactions between these factors. Indeed, this study represents, on the one hand, an invitation for supply chain managers to pay greater attention to factors related to sustainability, and on the other hand, an initial pathway for future research that may subsequently highlight the interactions between factors leading to sustainability. This could help propose applicable models for supply chain managers, enabling them to adopt more effective strategies and identify the most feasible combinations of factors to achieve sustainable logistics.

1. Introduction

The sustainable management of supply chains remains a complex and open field to explore. However, to adapt to this complexity, and especially to achieve sustainability in supply chain management, several strategies have emerged, ranging from older theories such as Elkington’s, which is based on the Triple Bottom Line (TBL) considering three dimensions: economic, social, and environmental (Kabbera et al. [1]), to more recent theories that have gained significant attention in research by focusing on the sustainability mindset (Garti et al. [2]), which takes into account the three dimensions of knowing, doing, and being (Fritz and Cordova [3]). At the same time, the industrial revolution continues to generate new revolutions of industries, each time aiming to achieve sustainable development goals while considering the complexity of this paradigm and its impact on achieving a sustainable supply chain.

On the other hand, while Industry 4.0 has sufficiently supported values related to environmental respect through the use of sustainable energy, and the economic growth of industries through increased manufacturing productivity (Ghobakhloo et al. [4]), while also generating the most emerging technologies in this field, and automating production systems such as the model proposed by (Giri and Roy [5]), which consists of designing an electric sustainable supply chain network, it has failed to introduce the role of humanism within this domain and its importance in driving and guiding sustainability within production systems (Ghobakhloo et al. [4]). This has drawn significant attention from the European Commission, prompting it to propose the fifth revolution of industry, which is primarily based on a sustainable and resilient structure, while placing the human factor at the center of the entire ecosystem (Garti et al. [2]).

From this perspective, Industry 5.0 is considered a continuation of Industry 4.0 (Garti et al. [2]) and has garnered significant attention from researchers and academics regarding the functionalities it supports and its role in achieving sustainable development goals (Jamil et al. [6]). This is achieved while leveraging the most emerging technologies from Industry 4.0, combining factors related to innovation, the circular economy, strategic business performance, sustainability practices, and the enhancement of human intelligence to ensure sustainability within production systems (El Jaouhari et al. [7]).

However, although several researchers have dedicated their studies to exploring the functionalities of Industry 5.0 and its role in developing a sustainable supply chain (Jamil et al. [6]), their studies have only addressed a micro aspect of the concept, focusing on examining certain factors related to sustainability in the era of Industry 5.0. Meanwhile, supporting the sustainability of supply chains in Industry 5.0 requires studying the overall factors related to this phenomenon (Jamil et al. [6]), as well as all the direct and indirect interactions between factors impacting the sustainability of supply chains. This also explains the complexity of the phenomenon, which satisfies both the complexity of supply chains and the complementarity between the dimensions of sustainability, resilience, and humanism (Saniuk et al. [8]).

In another sense, since Industry 5.0 represents a transformative model that develops a hyperconnected industrial ecosystem focused on diversity and complexity to ensure sustainable development goals (Ghobakhloo et al. [4]), it is important to establish studies that are based on the diversity of business sectors, something that has not been widely applied by previous studies, which have focused on specific industries.

In this regard, the focus of this study has turned towards the Moroccan industrial sectors, as Morocco remains a rich and open field for exploration, fulfilling the diversity sought in industrial environments, where several industries are working on integrating new technologies based on the development of sustainable goals in order to coexist with the latest revolutions of industry. For example, in the automotive sector, Renault contributes to the creation of sustainable supply chains with a partner from the mining sector while implementing new technologies that reduce the carbon footprint and help achieve carbon neutrality [9].

Nevertheless, the present study seeks to address the gaps mentioned above through the development of exploratory research with experts working in various industries in Morocco. The qualitative aspect explored in this study allowed us to collect responses and information to answer the following research questions:

RQ1: What are the major factors that contribute to the success of supply chain sustainability?

RQ2: What are the most relevant factors addressed in Industry 5.0 that lead to the sustainable management of supply chains?

The objective of this paper is to explore the opinions of logistics managers from various sectors to validate the most impactful factors in achieving a sustainable supply chain in Industry 5.0. The remainder of the paper is organized as follows. Section 2 presents the background of this research. Section 3 describes the methodology used for data collection and analysis. Section 4 presents the study’s results. Section 5 provides a discussion of the main findings. Finally, the limitations of the paper, future research perspectives, as well as the implications and conclusions, are presented in Section 6, Section 7 and Section 8, respectively.

2. Background

• Sustainability in supply chain management:

Sustainability in supply chains is a concept that has always existed in the literature and has gained significant importance among researchers and academics (Jamil et al. [6]), given its relevance over the years and across all revolutions of industries. Indeed, the term sustainability itself was previously introduced through Elkington’s model, which was the earliest to describe, through the TBL theory, that sustainability is based on the economic, social, and environmental dimensions, considering these dimensions as the main pillars for achieving any sustainable strategy (Zanin et al. [10]). However, some researchers have viewed supply chain sustainability as a key strategy for all industries aiming to reduce environmental impact (Can Saglam et al. [11]), as already confirmed by (Abdallah et al. [12]). This is achieved by monitoring the product life cycle while introducing environmentally friendly techniques and practices such as reuse, remanufacturing, recycling, eco-design, green purchasing, total environmental quality management, eco-friendly packaging, transportation, and end-of-life product management, which can also be referred to as green supply chain management (Tronnebati et al. [13]). Other researchers have linked the concept of supply chain sustainability to the social dimension, as previously addressed by (Reyna-Castillo et al. [14]), focusing on practices related to stakeholder collaboration, human resource management, and enhancing the human factor in a way that makes it the driving and creative force throughout the value chain, while ensuring safety and well-being (Fritz and Cordova [3]). Meanwhile, other studies have also connected sustainability to the ability to enhance the economy, as already confirmed by (Mance et al. [15]), and increase industrial productivity by leveraging new technologies and automation (Jamil et al. [6]). Although all these factors are important and converge toward supply chain sustainability, their combinations and complementarities remain a crucial condition for achieving sustainable development goals in supply chain management (Garti et al. [2]), which is also viewed as a complex network of interactions.

• Industry 5.0

While Industry 4.0 represented spectacular technological advancements and the automation of production systems (Jamil et al. [6]), it was unable to overcome all the boundaries related to achieving sustainable management of supply chains (Ghobakhloo et al. [4]). Several studies have confirmed that Industry 4.0 incorporated certain indicators to address part of the sustainability aspect through the use of renewable energy and the improvement of system productivity (Ghobakhloo et al. [4]). On the other hand, the rise of Industry 5.0 has addressed the gaps left by Industry 4.0 (El Jaouhari et al. [7]). Drawing from the experience of COVID-19 (Cagliano et al. [16]), it provides a more sustainable future based on the criteria of economic resilience, environmental sustainability, and the promotion of humanism by leveraging the values provided by Industry 4.0, as well as the technological wealth it generated (Garti et al. [2]). This has also been confirmed by (Jefroy et al. [17]). In this regard, Industry 5.0 can be considered a transformative phenomenon that values both productivity-driven competitiveness and sustainable development (Ghobakhloo et al. [4]), promotes human-centered approaches to technological development (Jefroy et al. [17]), advances technological innovation in the domain of environmental sustainability (Jamil et al. [6]), supports the integration of stakeholders in technology governance and sustainability performance management, and builds on Industry 4.0 technologies to extend corporate responsibility across the entire value chain [4,18].

• Supply chain and logistics in Industry 5.0

Based on the comparative analysis in

Table 1. Comparative analysis between Industry 4.0 and Industry 5.0.

Criteria	Industry 4.0	Industry 5.0	Reference
Main Objective	Optimization of industrial processes through technology	Human–machine collaboration and sustainable human-centered development	[7,17]
Approach	Technology to replace humans → “Machine Working for Us”	Technology to support humans → “Machine Working with Us”	[21]
Role of Humans	Low human intervention	Humans at the heart of processes, cooperation with machines	[17,22]
Dominant Technologies	LoT, CPS, Big Data, AI, Additive Manufacturing (3D Printing), Virtual Reality and Simulation	Collaborative AI, Digital Twins, Bio-inspired Technologies, Collaborative Robotics, renewable energies	[7,17]
Social Challenges	Risk of job losses, distancing humans from industrial processes	Job preservation, development of human skills, harmonious interaction between humans and machines	[2,17]
Economic Challenges	Process optimization, efficiency gains, profit increase through technology	Sustainable development, product and service personalization, circular economy	[4,7,20]
Environmental challenges	Reduce waste and energy consumption through smart systems	Promote green manufacturing, responsible consumption, recycling, and integration of renewable energies	[4,6,18]
Final Purpose	Productivity, efficiency, cost reduction, total process automation	Sustainability, human well-being, personalization, creation of social and environmental value	[2,7,17]

, and on the existing literature, Industry 5.0 represents a key method for improving the sustainability, resilience, and transparency of supply chains (Jefroy et al. [17]). Several researchers have confirmed that the integration of Industry 5.0 principles, such as human–machine collaboration (Chrifi-Alaoui et al. [19]), mass customization (Ghobakhloo et al. [4]), and the circular economy (Sonar et al. [20]), helps to optimize sustainable practices (Jefroy et al. [17]), increase business responsiveness, and strengthen the competitiveness of supply chains. Moreover, Industry 5.0 also promotes decentralized production, local sourcing, and real-time data sharing, thus contributing to more sustainable and resilient supply chains (Chrifi-Alaoui et al. [19]).

In conclusion, Industry 5.0 appears as a cornerstone paradigm in the success of sustainable supply chains, while ensuring environmental, economic, and social sustainability (Garti et al. [2]), through the new practices and aspects it unveils (Jefroy et al. [17]), combining them with other dimensions that also support sustainability through resilience and human centrality (Garti et al. [23]). All of these aspects and dimensions can only be measured through factors or determinants governing the design of a sustainable supply chain (Jamil et al. [6]).

• Interactions between sustainability and supply chain management:

To ensure sustainable management of supply chains, several aspects converge from the existing literature, confirming that to balance the three dimensions of economic, social, and environmental sustainability, it is important to introduce practices that promote the sustainability of production systems (Garti et al. [23]). Some notable practices are listed below:

* Logistics innovation is one of the key factors contributing to the sustainability of supply chains through the technological aspect (Hahn [24]), such as decarbonization, which reduces emissions from logistics operations (El Jaouhari et al. [25]), the use of cognitive Artificial Intelligence (AI) (Azari et al. [26]), and the Internet of Things, which improves storage, production, and distribution operations (El Jaouhari et al. [27]). Notably, the integration of innovative solutions such as fourth-party logistics (4PLs) and the use of smart refrigerated containers contributes to enhancing the sustainability and profitability of supply chains while minimizing their environmental impact (Guchhait and Sarkar [28]).

Thanks to the features of Industry 5.0, logistics innovation has gained more value, especially in creating continuous synergies between humans and machines and encouraging collaboration among stakeholders to integrate sustainability values (Ghobakhloo et al. [4]), and ensure a more sustainable supply chain, while managing all its direct and reverse flows within the scope of circular logistics management.

* Circular Logistics: Several studies have linked the sustainability of supply chains to the adoption of circular logistics (Sonar et al. [20]), which focuses on managing reverse flows in logistics operations, as well as controlling after-sales services, while minimizing material waste and reusing useful and recyclable components to ensure the continuity of operations (Kumar et al. [29]), such as the reuse of packaging and the integration of eco-friendly packaging (Tronnebati et al. [13]). In accordance with this principle, (Sarkar et al. [30]) proposes a model in which the concept of a circular economy is highlighted for its usefulness in reducing carbon emissions as well as the total supply chain costs, as waste is reintroduced into a new supply chain and fully consumed at the final stage. This also requires collaboration among the various stakeholders in the supply chain (Schultz et al. [31]). Furthermore, the implementation of recycling processes and waste management aims to create closed-loop logistics within an ecosystem primarily based on the sustainability of supply chains (Sonar et al. [20]). This was notably confirmed by (Giri and Roy [32]) through the proposal of a model to construct a sustainable closed-loop renewable energy supply chain, taking into account both forward and reverse flows. This aspect can also be considered as one of the sustainable practices of supply chains.

* Sustainable Supply Chain Practice: Sustainability also relies on the integration of sustainable practices into supply chains, through continuous improvement, collaboration among stakeholders to incorporate sustainable aspects into logistics operations (Garti et al. [23]), the integration of sustainable product design, with the use of eco-friendly packaging, while creating sustainable partnerships with suppliers who adopt sustainability practices (Tronnebati et al. [13]). All these practices can be effectively applied in supply chains through their integration into the company’s managerial strategies.

* Managerial strategy of the company: In order to ensure a sustainable managerial strategy, it was necessary to establish long-term action plans and a solid managerial strategy, primarily focused on improving the company’s performance, operational efficiency, and research and development (Le Pira et al. [33]). Notably, this relies on strengthening the company’s infrastructure and gaining benefits both in terms of the environment and the cost aspect of production systems (Plazier et al. [34]). This was also approved by (Guchhait and Sarkar [35]) through their study, which confirms that effective strategic management of product outsourcing in a global supply chain relies on the implementation of long-term strategies and the optimization of corporate infrastructures. Moreover, the integration of innovative technologies, such as radio frequency identification (RFID), and the adoption of environmental measures, such as the carbon tax, contribute to enhancing the sustainability and efficiency of the supply chain system. It is also essential to integrate robust training plans with the aim of creating a sustainable culture among the contributors to the supply chains.

* Intellectual level and learning: Training is a fundamental element in the success of supply chain sustainability [4,36], through employee training on new technologies, and the adoption of a sustainable culture by developing sustainable thinking based on the “knowing, doing, and being” dimensions (Garti et al. [2]).

3. Materials and Methods

The methodological approach employed in this study is an exploratory qualitative approach aimed at observing, describing, and interpreting phenomena in depth (Wang et al. [37]). Several studies have confirmed that the qualitative approach is the most suitable for exploring and understanding emerging subjects (as is the case in this paper) (Frichi et al. [38]). Three main techniques have been identified for collecting qualitative data in exploratory research: focus groups, individual interviews, and observation (Frichi et al. [38]). The objective of this study is to identify and understand the sustainability factors in the era of Industry 5.0, as mentioned above, in order to design a sustainable supply chain for Industry 5.0. This also explains the choice to use semi-structured individual interviews, focusing on the intrinsic and interpretive nature of this choice to extract responses from participants (Wang et al. [37]). Subsequently, to carry out the data collection and analysis, the steps of the study followed the process previously described by (Imbert [39]), which first aims to develop the interview guide, then select participants to begin the interviews, and finally establish the data analysis. The analysis was conducted using QSR NVivo 15 software.

• Interview guide:

The purpose of the interview guide is to steer semi-structured interviews in collecting responses by questioning participants face to face based on a predefined list of questions (Wang et al. [37]). These questions were validated by the research team during the preparation process. They closely monitored the robustness of the interview guide by adjusting and rephrasing the questions to ensure clarity and comprehension of the topic. Additionally, preliminary tests were conducted to assess the time required and review the structure of the questions. These questions are both open-ended and structured into seven well-defined themes, as outlined in

Table 2. Semi-structured interview guide.

Theme 1: Sustainability in supply chains
Q1	How can the sustainability of supply chains be described?
Q2	What are the dimensions/factors of sustainability in supply chains?
Q3	How can sustainability be ensured through the economic aspect in the supply chain?
Q4	How can sustainability be ensured through the environmental aspect in the supply chain?
Q5	How can sustainability be ensured through the social aspect in the supply chain?
Theme 2: Industry 5.0 and its technologies
Q6	What does Industry 5.0 represent to you? Can you describe what Industry 5.0 is?
Q7	Can you name some technologies that you use in supply chains?
Q8	Can you describe the impact of new technologies on the sustainability of supply chains?
Theme 3: Logistics Innovation
Q9	What is the role of logistics innovation in maintaining the sustainability of supply chains?
Q10	How do you ensure logistics innovation in your supply chains?
Theme 4: The company’s managerial strategy
Q11	Can you describe the importance of the company’s managerial strategy in the sustainability of supply chains?
Q12	What managerial strategies can impact the sustainability of supply chains?
Theme 5: Intellectual level and training
Q13	Can you describe the importance of training and its influence on improving the sustainability of supply chains? How can employee training contribute to sustainability within supply chains?
Q14	Why can the intellectual level of a supply chain employee influence the sustainability of supply chains?
Theme 6: Sustainable practices in supply chains
Q15	In your opinion, what practices/activities can achieve the sustainability of supply chains?
Theme 7: Circular logistics
Q16	How can the role of circular (reverse) logistics be described in achieving the sustainability of supply chains?
Q17	What are the practices/activities related to circular (reverse) logistics?

. The interview began with open-ended and general questions about sustainability and its most well-known dimensions, then explored knowledge of Industry 5.0, followed by more specific questions focusing on factors related to the sustainability of supply chains.

• Participant selection:

Given the novelty of the Industry 5.0 across various sectors, and to explore the various factors impacting the sustainability of supply chains, it was important to incorporate this diversity criterion in the selection of participants working in different industries. In this case, 13 different sectors were selected, including rail transport, logistics transport, import/export and distribution, development of technologies in logistics, Executive Coaching, Leadership Development, Instructional Design, and Talent Management programming, automotive, Tanning and shoe production, Telecom products distribution, Textiles and clothing, agri-food, Pharmaceutical, oil and gas services, and Energy/Electrical installation services.

These companies were also selected based on stratified sampling, taking into account the criterion of sector diversity to avoid focusing on a single industry. Additionally, the selection considered the diversity of company sizes (large enterprises, small- and medium-sized enterprises (SMEs), and mid-sized enterprises) based on the number of employees, as determined by [40]. Since Industry 5.0 and the sustainability of supply chains remain emerging topics, it was important to assess their significance and spread across various types of industrial activities as well as different company sizes. Additionally, among the selection criteria for participants, the participants had to have more than 5 years of experience, with experience in logistics either as an expert or a supply chain manager. This criterion was set to ensure the reliability and robustness of the responses and information collected. The availability criterion was also considered during this exercise; some experts are relevant for this study, but since they lacked availability, they were not included. In this regard, 14 participants were selected for semi-structured interviews (

Table 3. Participants in semi-directive interviews.

Participant	Role of the Participant	Participant’s Training	Years of Experience	Sector of Activity	Company Size
P1	Internal Operations Manager	PhD in Logistics Chain Management	17	Rail transport	Large company
P2	Logistics Methodology Project Manager	Industrial Engineer and Master’s Degree (M2) in Logistics Chain Management	5	Logistics transport	Small- and medium-sized enterprise (SME)
P3	Logistics Manager	Master’s Degree in Logistics Management	15	Import/export and distribution	Medium-sized enterprise
P4	Founder/Project Manager	Master’s in Business Administration and Logistics Engineering, and Master’s in Business Management	18	Development of technologies in logistics	Small- and medium-sized enterprise (SME)
P5	Expert in Logistics Chains and Business Intelligence	Master’s in Economics and Logistics, training in Agricultural Logistics Chain Management	25	Executive Coaching, Leadership Development, Instructional Design, and Talent Management programming	Small- and medium-sized enterprise (SME)
P6	Warehouse and Transport Manager	Master’s in Logistics	6	Automotive	Small- and medium-sized enterprise (SME)
P7	Project Manager	Master’s in Logistics	20	Tanning and shoe production	Large company
P8	Logistics Manager	Master’s in Purchasing and Logistics	15	Telecom products distribution	Medium-sized enterprise
P9	Logistics Manager	Industrial Engineer	8	Textiles and clothing	Medium-sized enterprise
P10	Supply chain manager	Chemical Industry Engineer and Supply Chain Management	12	Agri-food	Medium-sized enterprise
P11	Supply chain analyst	Master’s Degree in Logistics Management	7	Automotive	Large company
P12	Project Manager	PhD in Environmental Science	20	Pharmaceutical	Small- and medium-sized enterprise (SME)
P13	Supply Chain Material Tracking	Master’s in Logistics	6	Oil and gas services	Large company
P14	Logistics and General Services Officer	Master’s in Logistics and ERP Management	6	Energy/electrical installation services	Small- and medium-sized enterprise (SME)

).

• Interviewing participants:

The interviews were conducted over a period of two months, from 25 October to 27 December 2024, with each interview lasting between 30 and 60 min. Initially, the interviews began with an introduction outlining the objective of the study and assuring participants of the confidentiality of their responses. This helped establish a trust-based relationship between the interviewer and the interviewees (Frichi et al. [38]), which later facilitated the collection of rich and detailed information. The majority of the interviews were conducted by scheduling meetings via Teams to facilitate communication, while others were conducted by phone calls, depending on the availability and preference of the participants, with the goal of maintaining flexible communication between the interviewer and the interviewees.

The interviews began with open-ended questions about sustainability and its dimensions, before moving on to more specific questions about sustainability factors. Participants were invited to describe each factor and its role in impacting the sustainability of logistics chains. Sometimes, to better understand and respond to the question, it was necessary to rephrase it and delve deeper into the details using the two approaches “Why” and “How” (Frichi et al. [38]). In some cases, participants themselves asked follow-up questions when they felt stuck or unconvinced by their own answers. This allowed for the development of flexible and objective communication between the interviewer and the participants.

• Data analysis:

In order to conduct a comprehensive qualitative analysis of the data obtained and extract the desired information, to validate the sustainability factors for achieving a sustainable logistics chain in Industry 5.0, the study relied on two of the most well-known and commonly used types of analysis in qualitative research: lexical analysis and thematic analysis, using the features of the QSR NVIVO 15 software. Initially, the step before the analysis was the transcription of all the recorded data in the form of questions and answers, which was then stored in QSR NVIVO 15 as cases, where each case represented an interview (questions and answers) from a participant (Frichi et al. [38]). The study then began with lexical analysis, which is based on the proximity between the words used and frequency statistics, to create a lexical inventory of the corpus, calculate word frequency occurrences, develop a graphic network of different concepts, and extract classes (Qamar and Raza [41]). In our case, the analysis primarily focused on the aspect of sustainability and its frequency of appearance in the participants’ responses. Since sustainability, as proven in the existing literature, is based on three dimensions (economic, environmental, and social) (Garti et al. [2]), this concept was also incorporated into the analysis corpus. It was also interesting to explore which of these three dimensions was most frequently mentioned in the context of sustainability through the selected responses from the participants. The results were clearly presented in the form of tables and graphs, as shown in the Section 4.

Next, the second step of the analysis involved developing a thematic analysis, which is a very common method in qualitative research (Benbrahim et al. [42]). It relies on identifying, analyzing, and reporting patterns within the data, and organizing these patterns into predefined or emerging themes (Benbrahim et al. [42]). In the present study, a deductive coding approach was adopted, as the themes were predefined based on existing theoretical frameworks and previous research on supply chain sustainability and Industry 5.0. This choice was justified by the need to structure the analysis according to the key factors identified in the literature, in order to better understand their relevance in the studied context and ensure consistency with the research objectives. The predefined themes, particularly those related to the dimensions of sustainability (economic, environmental, and social) and the factors influencing supply chain sustainability, were selected based on their recurrence and significance in previous studies. An important part of this step is encoding the textual data into codes, which are interesting elements that capture the essence of a portion of the data (Frichi et al. [38]). Since the themes are already predefined, the coding used is descriptive coding, to describe and summarize the content of a sentence or portion of data, and then classify and categorize them into codes or through data theming, assigning them to the predefined themes (Frichi et al. [38]). This coding process was carried out in a semi-automated manner using QSR NVIVO 15, which generated coding suggestions based on word frequency and thematic analysis. These suggestions were then refined and manually validated to ensure greater accuracy. Next, to ensure intercoder reliability, pilot sessions were conducted within the research team to compare results, identify potential discrepancies, and adjust the coding framework to improve consistency. The results of the analysis clearly describe the developed thematic coding, while assigning a set of code categories to each theme. These are presented below in tables and graphs.

Finally, to ensure the neutrality and reliability of the results, several measures were implemented to minimize bias and ensure a rigorous data analysis. A reflexive approach was adopted to examine the researchers’ influence on the interpretation of the results, ensuring methodological transparency. Triangulation strengthened the robustness of the results by involving the research team in the analysis, with cross-validation to ensure consistency. These measures thus ensure the objectivity and validity of the study’s conclusions.

4. Results

• Sustainability of supply chains

During the interviews, and by exploring the responses from the participants, several definitions of sustainability converged toward the aspect of continuity and reliability of production systems, as highlighted by participant P1: “All activities that integrate the reliability aspect of production systems and the use of tools that improve the reliability of supply chains”, and also as stated by participant P4: “The sustainability of supply chains is a mix of several elements that ensure the continuity of activities and operations”. On the other hand, other definitions extracted from participants’ responses directly linked sustainability to the goals of sustainable development, based on the environmental, social, and economic dimensions, as emphasized by participant P12: “A sustainable supply chain can be achieved by respecting the sustainable development goals”. Some participants focused their responses on integrating only one dimension—the “environmental” aspect—when describing sustainability, as participant P13 noted, “Sustainability in supply chains can be ensured through the integration of practices that respect the environment, such as zero carbon emissions”. Meanwhile, others also incorporated the economic aspect in their responses to describe sustainability.

To better reveal the convergence of all these definitions and to explore the dimension most frequently mentioned in the participants’ responses, the first step involved conducting a lexical analysis. This analysis showed, based on responses to the first questions related to sustainability, the frequency of the most emerging words associated with sustainability, which were then ranked in descending order. It was found that the most frequently cited word was “environmental”, with a frequency of 30%, followed by the word “social” with 28%, and then the “economic” aspects with “19%” (Figure 1). In the second step, based on the initial results and focusing on the three dimensions of sustainable development, the study employed thematic analysis to consider the environmental, economic, and social aspects as predefined sustainability themes. After developing thematic coding across the selected responses, the results showed that the word “environmental” was the most frequently mentioned (77 occurrences), followed by the social aspect (73 occurrences), and the economic aspect (50 occurrences). This is also clearly visible in the word network extracted using QSR NVIVO 15 software (Figure 2) and (

Table 4. Occurrence of dimensions of sustainability by words.

Dimensions of Sustainability	Occurrence by Words
Environmental	77 Words
Social	73 Words
Economic	50 Words

).

• The factors of sustainability in supply chains

In the second step, and to complete the objective of this exploratory study, a classification of the factors (e.g., the themes of the sustainability of logistics chains) was developed based on the appropriate codes (

Table 5. Code categories of sustainability supply chains factors.

Themes/Factors	Code Categories
Circular logistics	Performance of the supply chain
	Customer satisfaction
	After-sales process management
	Recycling process
	Waste management
	Sustainability
	Packaging management
	Optimization of logistics flows
	Collaboration between stakeholders
Industry 5.0 technologies	Technologies
	Industry 4.0
	Sustainability
	Human factor
Intellectual level and training	Sustainability
	Training
	The intellectual level
Logistics innovation	Innovation
	Continuous improvement
	Cost and financing aspect
	Technologies
	Sustainability
Sustainable practices in supply chains	ISO certification
	Continuous improvement
	Sustainability
	Training
	Collaboration between stakeholders
	Innovation
The company’s management strategy	Human factor
	Performance
	Sustainability
	R&D
	Communication
	Infrastructure

). These themes were mentioned by the participants during the interviews to varying degrees. Then, using QSR NVivo, the frequency of codes under each theme was calculated based on their appearance in the corpus, which is also referred to as thematic coding. Through this method, all the qualitative data were quantified, as presented in Figure 3.

4.1. Industry 5.0 Technologies

According to the results of the thematic coding and the calculation of the frequency of codes by themes, Industry 5.0 technologies were the most cited by all participants. They confirmed the major importance of Industry 5.0 technologies in achieving the sustainability of logistics chains: “Industry 5.0 ensures the sustainability of logistics chains through the use of new technologies” (participant P11). Based on their responses, this theme “Industry 5.0 technologies” can be structured around four elements related to the use of Industry 5.0 technologies: technologies, Industry 4.0, the human factor, and sustainability. Figure 4 shows the number of coded references for each of these elements. The “technologies” element is the most frequently mentioned.

4.2. Technologies

The use of new technologies can ensure the sustainability of supply chains. Participants confirmed that there is a significant impact of utilizing new technologies to achieve sustainability aspects within supply chains, especially those related to environmental and economic dimensions. “The use of new technologies allows for aligning industrial growth with sustainability and environmental goals, reducing waste, improving processes, achieving a circular economy, and facilitating the recycling process.” (Participant P4). “Integrating new technologies into our production systems allows us to meet customer demands, stay competitive, and remain relevant in the market.” (Participant P7).

4.3. Industry 4.0

Most participants confirmed that Industry 5.0 is a continuation of Industry 4.0, which is based on sustainability, resilience, and also the centralization of the human factor. This approach can also be explained by the use of the most emerging 4.0 technologies in Industry 5.0 to achieve the sustainability of supply chains. “Industry 5.0 is a continuation of Industry 4.0, which focuses on the creation of smart factories.” (Participant P7). “For me, Industry 5.0 is the capitalization of Industry 4.0 to create a custom-made automation, while leveraging various technologies and also highlighting the human aspect.” (Participant P2).

4.4. Human Factor

The human factor is a key element of Industry 5.0 because, through collaboration between humans and machines, one can achieve one of the approaches related to Industry 5.0. Also, without valuing the human ability to manage and create new technologies, it would be impossible to ensure the existence and continuity of production systems. “Industry 5.0 is an evolution of Industry 4.0 and relies on automation, digital transformation, the deployment of smart factories, while mastering constraints and integrating collaboration between humans and machines.” (Participant P4). “For me, Industry 5.0 is the capitalization of Industry 4.0 to create custom-made automation, while leveraging various technologies and also highlighting the human aspect.” (Participant P2).

4.5. Intellectual Level and Learning

According to the results of the thematic analysis, “Intellectual level and learning” occupies the second level as a factor impacting the sustainability of supply chains. According to participants’ responses, training and intellectual level can contribute to creating a sustainable culture within work environments. “Training is a fundamental element for achieving sustainability in supply chains, as by integrating a culture that encourages sustainability aspects, we can create a sustainable culture within teams and also achieve sustainable development goals.” (Participant P12). Based on participants’ responses, the theme “Intellectual level and learning” can be structured into three elements: the intellectual level, training, and sustainability. Figure 5 represents the number of coded references for each element. The element “training” has the highest frequency of words.

4.6. Training

Training is a fundamental element for achieving sustainability in supply chains. According to the responses received, “Training has always been of growing importance, especially in achieving sustainability goals, as it enables managers to stay up-to-date and relevant in the market. Continuous training allows for growth in volume and productive capacity.” (Participant P7). “A continuous training plan is agile and helps us improve skills and implement continuous improvement, while also enhancing the performance of our employees.” (Participant P4).

4.7. The Intellectual Level

Based on the responses received, intellectual level is also very important for achieving sustainable development goals. “From my experience as a manager, a team member with a high intellectual level can impact the effectiveness and efficiency of their team, as they act like a leader rather than a boss who gives orders. A good manager avoids micromanaging, allowing operators to be autonomous in their workstations, take responsibility, which also helps them provide or propose solutions and gives them room for creativity.” (Participant 11). Additionally, collaborating with logistics chain stakeholders who possess a certain intellectual level can also help logistics managers achieve the sustainability of their supply chains. “The intellectual level of logistics chain contributors is important because the supplier must also be aware of and informed about various economic, social, and environmental changes in order to contribute and evolve production processes.” (Participant P7).

4.8. Logistics Innovation

Logistical innovation ranks third in terms of the factors with the highest word frequency. Participants believe that innovation plays a major and impactful role in the sustainability of supply chains. “Logistical innovation ensures continuous improvement through the implementation of lean manufacturing systems, also improving logistical processes through innovation projects that focus on cost optimization, quality enhancement, and meeting customer requirements.” (Participant P11). According to them, logistical innovation strongly relies on five coded references: continuous improvement, technology, cost and financing aspects, innovation, and sustainability. As shown in Figure 6, the aspect of innovation was the most frequently mentioned among the references. Most participants agreed that innovation impacts sustainability through creativity and the integration of new solutions that drive sustainability. “In our case, we created a cluster that brings together several companies for research and development, while maintaining relationships with researchers and academics.” (Participant P7). The second aspect identified was continuous improvement, with most participants linking logistical innovation to this aspect as well. “For me, logistical innovation is continuous improvement that allows companies to remain competitive in the market.” (Participant P14). Additionally, some participants linked innovation to new technologies as important elements for the sustainability of production systems. “Logistical innovation allows the creation of new technological tools that can help us maintain historical data and traceability.” (Participant P13). Finally, the cost and financing element was also mentioned as a goal of innovation. “In my view, the role of logistical innovation is primarily focused on cost reduction. The sole purpose of innovating is to increase profits and reduce costs related to production, transportation, sales, etc. I would say that logistical innovation is driven by financial needs.” (Participant P2).

4.9. Circular Logistics

In the selected data corpus, circular logistics ranks fourth in terms of word frequency. Participants believe that circular logistics can ensure the sustainability of supply chains by creating closed loops, relying on several practices such as effective waste and packaging management. “Circular logistics helps logistics managers control the input of their supply chains, making their production systems operate as a closed loop while ensuring quality and timely delivery.” (Participant P2). However, based on all the responses collected, circular logistics has been structured around the following elements: performance of the supply chain, customer satisfaction, after-sales process management, recycling process, waste management, packaging management, optimization of logistics flows, collaboration between stakeholders, and sustainability (Figure 7). Indeed, when asking about circular logistics practices, many responses focused on after-sales service management, waste management through recycling processes to achieve more efficient supply chains, and also improving customer satisfaction. “Circular logistics plays an important role in achieving sustainable supply chains by improving customer service levels, ensuring customer satisfaction, enhancing after-sales systems, improving recycling systems, and eliminating damaged products.” (Participant P1).

4.10. Sustainable Supply Chain Practice

Sustainable practices in supply chains have also gained more importance among the participants, and according to the selected data corpus, this theme ranks fifth based on the frequency of words calculated. Participants state that these sustainable practices are related to everything concerning collaboration between logistics chain contributors, continuous improvement, innovation, ongoing training, and, in particular, environmental certifications such as ISO (Figure 8). “The practices that can achieve the sustainability of supply chains are those related to continuous improvement, such as 5S, 5M, zero waste, ISO 14001 certification, good quality management with respect for procedures and standards, reinforcement learning, feedback, and selecting high-performing suppliers.” (Participant P1). Moreover, some participants linked these practices to the value placed on human factors, ensuring them a space for creativity and responsiveness within different systems. “In my opinion, the activities and practices related to communication, sharing results, and valuing the human aspect to make it a creative element rather than an executive one in production systems, making the systems more responsive, avoiding working in silos, and ensuring good collaboration between different logistics chain contributors.” (Participant P2). On the other hand, some participants highlighted the importance of integrating the customer into product design processes, listening to the market, and, in particular, seeking to diversify products. “Among the activities and practices that can achieve the sustainability of supply chains, we can mention: being open to various markets, not relying on just one client, diversifying clients and types of products, investing in diversification, staying close to competitors, always listening to the customer, and integrating the customer into the product design process.” (Participant P7).

4.11. Managerial Strategy of the Company

The managerial strategy of companies is the sixth factor impacting the sustainability of supply chains. According to the responses from participants, the company must have a long-term vision for action plans based on sustainable development goals. It must also establish collaborations with suppliers who share the same sustainability objectives and, above all, be open to different markets. “A good managerial strategy with a long-term vision can lead to the achievement of supply chain sustainability. Supply chain managers must be catalysts, adjusting their strategies in relation to competitors, global evolution, and being open to different markets.” (Participant P1). Notably, the strategic plans of companies should support employee well-being and implement continuous improvement actions while ensuring company performance. “These are all strategies that focus on responsiveness, having long-term visibility, decisions based on employee well-being, sharing strategic decisions across all hierarchical levels of the company, integrating Kaizen approaches, and shortening communication processes between different hierarchical levels.” (Participant P2). According to the analysis of responses and the frequency of words calculated, the theme “Company’s Managerial Strategy” can be structured around six elements: the human factor, performance, R&D, communication, infrastructure, and sustainability (Figure 9).

• The evaluation of the sustainability aspect through the factors studied:

Based on the Triple Bottom Line theory, which refers to the three dimensions needed to achieve sustainability goals by focusing on the economic, environmental, and social aspects, the second step of the study involves assessing the presence of the sustainability aspect in each of the factors studied. As previously mentioned in the thematic coding section and through Figure 4, Figure 5, Figure 6, Figure 7, Figure 8 and Figure 9, respectively, the sustainability aspect has shown a significant frequency of occurrence under each factor studied. For example, for the factor of Industry 5.0 technologies, sustainability accounts for 42% of the most frequently cited words in participants’ responses to questions related to Industry 5.0 technologies (Figure 4). However, it was also interesting to determine which dimension (economic, social, or environmental) was most emphasized in the confirmations related to achieving sustainable supply chain management through the integration of Industry 5.0 technologies (Figure 10). According to the data corpus and the established analysis, the economic and environmental aspects were the most frequently mentioned within the scope of Industry 5.0 technologies. Most participants confirmed that the intellectual level and learning factor contributes to achieving sustainable development goals. Sustainability was also frequently mentioned and endorsed as they expressed their views on this topic. However, when evaluating the most emerging dimensions in the collected data, the environmental and social dimensions appear to be the most frequently discussed by the participants (Figure 10). Notably, for the factor of logistical innovation, the data corpus revealed a significant frequency of words related to this aspect (Figure 6), which proves that innovation impacts the sustainability of supply chains. However, through the evaluation of the three dimensions of sustainability, the environmental aspect was the most frequently mentioned (Figure 10). This explains that logistical innovation primarily affects the environmental aspect in order to achieve the sustainability of supply chains. The circularity of logistics flows directly impacts the sustainability of supply chains through the minimization of material loss and the continuity of operations. However, it was also interesting to explore the most emerging sustainability dimension in this context. According to (Figure 10), the environmental dimension was the most frequently mentioned during the interviews, which implies that circular logistics primarily affects the environmental aspect to ensure the sustainability of supply chains. Also, sustainable practices in supply chains directly impact the sustainability of supply chains by integrating practices based on sustainable development goals, such as reducing CO₂ emissions and empowering employees through the commitment of E/SE in the social aspect. According to the data corpus obtained, the environmental aspect is the most frequently mentioned in these sustainable practices, followed by the social and economic aspects (Figure 10). And regarding the last factor addressed—the company’s managerial strategy—sustainability is a term that was detected multiple times when describing the role of this factor in the sustainable management of supply chains. However, it was more important to explore which dimension of sustainability was the most prevalent. The results shown in (Figure 10) reveal that the environmental aspect was the most frequently detected when explaining the role of the company’s managerial strategy in the sustainable management of supply chains.

5. Discussion

The sustainability of supply chains remains an open and broad field for exploration and study, especially in light of the succession of different industrial revolutions. Several factors are emerging based on sustainable development goals. With Industry 5.0, new aspects have emerged in the industrial field to satisfy sustainability within supply chains. These aspects combine several factors that ensure economic resilience alongside environmental sustainability and the enhancement of the human factor. Previous studies have focused on specific determinants of supply chain sustainability in order to find satisfactory combinations for the complex management of sustainable supply chains. In this study, exploratory research was developed to study, in broader terms and across different industrial sectors in Morocco, the various factors impacting the sustainability of supply chains in Industry 5.0, which are circular logistics, Industry 5.0 technologies, intellectual level and learning, logistics innovation, sustainable supply chain practice, and the managerial strategy of the company.

Through semi-structured interviews with managers and logistics chain leaders, these factors were thoroughly discussed. The results highlighted the importance of the studied factors in the design of a sustainable supply chain. All participants in the study highlighted the major role that the new technologies of Industry 5.0 play in achieving the sustainability of logistics chains.

Moreover, logistics remains a privileged and influential element in ensuring the sustainability of supply chains (Waqar et al. [43]). The participants in the study emphasized that optimizing logistics processes has a direct impact on cost reduction, efficiency improvement, and overall sustainability. This preference for logistics is primarily due to its essential role in resource management, streamlining operations, and implementing circular economy principles (Giri and Roy [32]). The integration of logistics innovations and sustainable practices significantly contributes to reducing waste and carbon emissions, thus reinforcing its importance (Sarkar et al. [30]). This finding aligns with previous studies that highlight logistics as a key element in achieving the sustainability goals of supply chains (Waqar et al. [43]).

• Comparison between the results of the present study and previous studies:

According to the results, Industry 5.0 technologies was the factor most frequently mentioned by the interviewees. This can be explained by the importance of the elements it includes, such as new technologies like AI, IoT, 3D printing, big data, blockchain, robotics, etc. The second most frequently mentioned factors were Industry 4.0, which is considered the foundation and source of Industry 5.0, and the human factor, which is the driving force behind any technological evolution and plays a pivotal role in Industry 5.0. To highlight the importance of the “Industry 5.0 technologies” factor in achieving the sustainability of logistics chains, an evaluation of the sustainability aspect was raised during the discussion of this factor. The results show that 42% of the sustainability aspect was mentioned. These results are also in line with previous studies already established in this regard, with a notable example being the quantitative study conducted by (Jamil et al. [6]), in which they confirmed the role of Industry 5.0 technologies as a key determinant of the sustainability of logistics chains.

Training and intellectual level are particularly important factors in achieving sustainable development goals. The participants highlighted the impact of this factor in building a sustainable culture within the work environment, confirming that having employees of a high intellectual level can contribute to strategic and sustainable decision-making within the company. When evaluating the sustainability aspect in this studied factor, the results show that it accounts for 24% of the elements mentioned by the participants, highlighting the role of training in achieving the sustainability of logistics chains. This was also confirmed by (Chandra and Kumar [36]), who stated that training directly impacts the environmental, social, and economic aspects of logistics chains.

Logistics innovation also appears as a key factor in the sustainability of logistics chains. The participants linked logistics innovation to continuous improvement through the use of new technologies to achieve goals related to optimizing cost and financing, which directly impact the sustainability of logistics chains. The participants frequently mentioned this factor in association with sustainability (21%), indicating a direct relationship between logistics innovation and the sustainability of logistics chains. This aligns with previous studies, such as the study by (Ghobakhloo et al. [4]), which proved through quantitative research based on interpretive structural modeling that innovation enables the development of sustainable products, processes, services, and business models.

Circular logistics appears to be an important element for achieving the sustainability of supply chains. Supply chain managers have confirmed that the principle of circularity in logistics flows can impact the performance of logistics operations while ensuring customer satisfaction, thanks to proper management of after-sales services, packaging management, collaboration among various stakeholders, and the integration of recycling processes. This enables the achievement of environmental, economic, and social objectives. This was also confirmed during the evaluation of the sustainability aspect supported by circular logistics. The results showed a direct relationship between the sustainability of supply chains and the integration of circular logistics. This conclusion also aligns with the study addressed by (Ghobakhloo et al. [4]), which confirmed that the circularity aspect ensures the development of environmentally friendly products while eliminating pollution, waste, and emissions throughout their life cycles, making these products smarter and more sustainable. This strengthens the values of sustainable development. This principle was also confirmed by (Sonar et al. [20]), through their study that explores the various barriers of reverse logistics to achieve a circular economy promoting the sustainability of supply chains.

The company’s managerial strategy is also considered a key approach to strengthening sustainability values within supply chains. However, several elements were raised during the interviews with participants supporting the role of the company’s strategy in achieving the sustainability of supply chains, such as the implementation of a robust infrastructure that can assist company leaders in making investments through long-term plans based on sustainability objectives. Additionally, strengthening research and development is crucial, as it allows for the introduction of new technologies, without forgetting the enhancement of the human factor, while relying on good communication and exchange among various collaborators in the supply chain. According to the results, the company’s managerial strategy can ensure sustainability within supply chains while controlling the performance of operations. This was previously measured by the study conducted by (Sharma et al. [44]), which proposed a group decision-making model for selecting performance indicators to assess the sustainability of suppliers in the agri-food supply chain.

Sustainable supply chain practices were also considered to be one of the factors impacting the sustainability of supply chains. Participants linked these elements to everything concerning ISO certification, emphasizing training and collaboration among the various contributors within the supply chains regarding continuous improvement and innovation, which directly affects the environmental, social, and economic dimensions of logistics operations. This was previously discussed in the study established by (Tronnebati et al. [13]), which is based on a case study analysis in the automotive industry in Morocco, for selecting suppliers within the framework of green supply chain management. This management approach is built on practices related to ISO 14001 standards [45], the use of eco-friendly packaging, sustainable product design, and the integration of health and safety standards. All these elements clearly converge toward the sustainable management of supply chains.

• Example of application to the Moroccan context:

In Morocco, several industries are starting to take the lead in integrating sustainability practices, building a culture of sustainability within their work environments while aligning with sustainable development goals, and creating partnerships and collaborations between various industries aimed at developing more sustainable solutions for their projects. For example, “The ‘Fez Smart Factory’ project aims to develop a sustainable industrial zone to meet the needs of improving industrial productivity and environmental and social performance, by leveraging the concepts of Industry 4.0. It is the first project of its kind in Morocco for this emerging industry in the world since the launch of this concept in Germany in 2011. FSF consists of spaces dedicated to technology transfer services, engineering, innovation and R&D, a 4.0 model factory, and industrial lots for the installation of 4.0 factories.” [46].

In another example, “The strategic partnership aims to secure low-carbon cobalt sulfate produced in Morocco and ensure traceability of the electric battery supply chain. This agreement is part of the strategy of Renault Group and Managem Group to build a more sustainable and transparent battery value chain. This agreement will support the development of the Moroccan automotive industry and strengthen Morocco’s positioning as a production and export platform for equipment, vehicles, and now strategic and critical materials of Moroccan origin such as cobalt, manganese, and copper for battery manufacturing. It is part of the commitments made by Renault Group to the Kingdom to develop the Renault ecosystem in Morocco, increasing local sourcing to 2.5 billion euros by 2025, with a target of 3 billion euros.” [9].

6. Implication of the Study

The study contributes to the theoretical understanding of the sustainability factors in supply chains within Industry 5.0. Through exploratory qualitative research, it highlights the various factors and sub-factors contributing to sustainable supply chains, such as circular logistics, logistics innovation, Industry 5.0 technologies, training, corporate management strategy, and sustainable practices. Through semi-structured interviews and the qualitative analysis conducted, the study validates or refines existing theories in the field of sustainable supply chain management and Industry 5.0. It provides empirical evidence to support, modify, or expand upon the established theoretical models in the field, thus contributing to the improvement of these theories.

In terms of practical implications, the results of this study offer new perspectives and insights to industry professionals, enabling them to make strategic decisions regarding the integration of factors related to Industry 5.0 and the sustainability of supply chains, with the aim of enhancing the sustainable performance of their supply chains. Furthermore, the practical implications have helped identify key sustainability factors within the new revolution of Industry 5.0, allowing companies to implement environmentally, economically, and socially responsible initiatives while improving the sustainability of their supply chains.

7. Limitation and Future Research

This qualitative study addressed the importance of sustainability factors related to the design of a sustainable supply chain in Industry 5.0 through an exploratory study with supply chain managers. However, this research has several limitations. First, there are limitations related to methodological constraints, such as challenges associated with online interviews. It would have been more appropriate to conduct these interviews in person to allow for a deeper discussion with participants and to eliminate any risk of result generalization. Additionally, in some cases, online interviews take more time compared to face-to-face interviews.

Second, there are limitations related to the small number of participants and the restricted number of companies involved. Therefore, the results need to be confirmed by other studies involving a larger population, using quantitative data collection methods (Frichi et al. [38]). Subsequently, future studies could provide quantitative data on the impact of predefined factors on the sustainability of supply chains to determine which of these factors is most aligned with the sustainability criterion. This could be achieved by studying the various interactions between the different factors examined to better design the sustainable complexity of supply chains (Jamil et al. [6]).

8. Conclusions

The objective of this paper was to better understand, through a qualitative study, the impact of predefined factors from existing literature on the sustainability of supply chains in Industry 5.0. In this regard, semi-structured interviews were conducted with fourteen supply chain managers and executives working in various industry sectors, with the aim of ensuring diversity and complementarity of opinions. Indeed, the combination of the viewpoints collected was of great value in terms of the richness of the responses raised. The results showed that participants placed significant importance on factors related to the new technologies of Industry 5.0, strongly associating them with the sustainability of supply chains. In contrast, they also confirmed the importance and major role of other factors such as logistics innovation, training, circular logistics, the company’s managerial strategy, and the sustainable practices of supply chains in achieving sustainability goals within supply chains. Furthermore, they highlighted the existence of different interactions between the factors studied, such as innovation being supported by new technologies of Industry 5.0, circular logistics being supported by various sustainable practices within supply chains, etc. This can be explained by the possibility of designing multiple combinations of these studied factors to create a sustainable supply chain.

Therefore, it is suggested that supply chain managers pay more attention to activities related to the sustainability of supply chains. For this reason, future research could be highly useful for measuring the impact of the studied logistical factors on supply chain sustainability, in order to provide useful models and frameworks for supply chain managers to enable them to adopt more effective strategies and determine, through these factors, which combinations can be used to achieve sustainability, and which should be prioritized.