Since the early of 20th century, various industries changed their production process towards modern manufacturing (Chofreh et al., 2014a). Esteban et al. (2015) argued that this massive transformation affected the emergence of overexploitation of resources problem, which includes human, natural, and economic resources. This issue became more crucial and it got a distinctive response from the local and international governments through several local and international declarations, such as the Magnuson Act 1976 and the United Nations Conference on the Human Environment, that initially applied the term of sustainability (Goni et al., 2015). The academics frequently assigned the definition of sustainability from The Brundtland report ‘Our common future’. According to The Brundtland report ‘Our common future’, sustainability can be defined as “development that meets the needs of the present without compromising the ability of future generations to meet their own needs” (Brundtland, 1987).” This concept implies the resources management to fulfil the essential needs of human being in the long period of time. Elkington (2004) argued that achieving sustainability future requires an integration of three sustainability components including environment, society, and economy. In this approach, organisations need to envisage planet, people, and profit in managing their business. The sustainability concept has been profoundly incorporated into the extended value chain in organisations as it is gradually more vital in the business (Chofreh and Goni, 2017). They need to have sustainable raw materials from their suppliers and deliver sustainable products and services to their customers (van Herpen et al., 2015). The organisations require to assess their sustainability performance and report the results to their stakeholders. However, Chofreh et al. (2014a) claimed that several organisations face the segregation issue between suppliers, business functions, and customers during implementing the sustainable business process.