Supply chain risk management research has mainly mistreated the important of sustainability issues. Moreover, there is little knowledge about sustainable management of risk and supply chain and the way they impose losses for firms. Risk management’s duty in the supply chain is to identify, analyze, and provide solutions for accountability, control and monitor the risks in the economic and production cycle. This study aims to develop a framework for the sustainable supply chain risk management (SSCRM) evaluation. To this end, an integrated fuzzy multi-criteria decision-making (MCDM) approach is proposed based on the technique in order of preference by similarity to ideal solution (TOPSIS) and criteria importance through inter-criteria correlation (CRITIC) methods. The literature was reviewed and the potential criteria were identified. Through an expert panel the criteria were filtered. Seven main criteria and forty-four sub-criteria were developed for the final evaluation SSCRM framework. The most dominant sub-criteria in each group found to be as; machines & equipment risks, key supplier failures, demand fluctuations, government policy risks, IT security, economic issues, and lack of proper sewage infiltration. Besides, A2 (Nouri complex) found to be the best practitioner. The methodology is successfully implemented in a real case company. The detailed account of implications and limitations are presented as the concluding remarks.

Introduction

Todays, organizations have acknowledged the significance of ecological thinking and sustainability in business due to the quality uprising and supply chain (Mangla et al., 2015b; Seuring and Müller, 2008) and it is turn out to be the most important subjects in the modern study of operations management (Lim et al., 2017; Rajeev et al., 2017; Stindt, 2017). Attention to the issues related to risks has been grown because the number of relevant uncertainties has increased. The essence and the type of uncertain developments or the influence of any action have become difficult or even impossible to forecast because modern supply chains’ interrelation and communication have been increased (Fahimnia et al., 2015). Additionally, following factors, in general, displayed a loss of readiness for supply chain managers coming to uncertain developments: political issues, technological replacement, demand fluctuations and major disruptions such as flooding, earthquake, global financial crisis, and tsunami. Company’s sustainability highly depends on its purchasing, and supply management function highly depends on implementing sustainable supply (Schneider and Wallenburg, 2012). It has been stated that the adoption and implementation of green supply chain (GSC) not only helps industries to conserve resources, which in turn enhances their ecological and economic performances, but also it corporates the sustainable development of industries (Hu and Hsu, 2010; Mangla et al., 2015b; Rostamzadeh et al., 2015).