The most widely definition of sustainable development is “development necessary to meet the needs of contemporary people, they cannot destroy the ability of future generations to meet their own needs” by the World Environment and Development Organization. Sustainability is becoming a key topic in companies’ strategic agendas(MIT, 2009). Corporates often operate under the triple bottom line theory by Elkington (1998) proposed the concept to balance economic, environmental and social issues from a micro perspective. In recent years, Firms have had a growing concern with the social parties for sustainable development and have paid more attention to social responsibility and environmental practices, while timely releasing Corporate Social Responsibility (CSR) reports and environmental reports (Wan Nurul Karimah, 2016). Firms implemented SSCM through environmental programs (such as design recycle product, environmental certification) and social practices (such as programs aimed to improve employees’ working conditions or support the community activities) (Eduardo Ortas, 2014). With the concept of sustainable development and improved awareness of environmental protection and social responsibility, SSCM has rooted in individuals and organizations. Managers need to consider the public environmental and social responsibility attitudes and values. SSCM can be seen as part of the corporate innovation processes in dynamic business development which is imperative for the survival and development of corporate (Gosling, Jonathan León-Bravo, 2017). Typically, the supply chain firms take responsibility for the negative effects of all members among the supply chain (Rao and Holt, 2005; Kovacs, 2008). Core enterprises need to be more responsible for environmental performance and social performance for the entire supply chain (Seuring and Muller, 2008). Therefore, firms implement the SSCM process, not only for the sustainable management of their own, but also for the management of all the supply chain members. Supply chain core enterprises should improve environmental and social performance by internal SSCM meanwhile by external SSCM management to avoid and minimize the negative impact of the supply chain members in environmental and social responsibility (Claudia Neumüller, 2016). This study examines the deployment of SSCM for internal and external practices for Chinese firms, analyzes their impact on economic, environmental and social performance meanwhile the impact of environmental and social performance on economic performance. This study makes a significant contribution to the on-going research that relates the sustainable practices on performance outcomes in a new framework. Furthermore, data are collected from China, a developing country with an increasing global business presence, but of which very little SSCM research has been carried out. A series of approach and implications of SSCM practices is recommended for Chinese firms and other emerging economy