Perspectives on quality management in sustainable supplier networks
Sustainability in industrial supply chains is increasingly based on process transparency, data-driven management, and systematic development. The presentations at the S4M seminar highlighted how quality management is not just a tool for ensuring quality, but the cornerstone of a sustainable supply chain. In this article, I summarize the key findings from the perspective of quality management and consider what they mean in everyday industrial practice.
Industrial sustainability targets and supply chain transparency have become key themes in the transformation that is currently shaping the maritime cluster and industrial activity more broadly. The seminar presentations emphasized that sustainability does not arise from individual technical innovations, but from consistent process management, data use, and the ability to build a functional cooperation network. From a quality management perspective, this provides a clear framework through which change can be understood and, above all, managed.
The presentations particularly emphasized the importance of enterprise resource planning systems. An industrial supply chain can work more sustainable when there is a common way of managing processes throughout the chain. An enterprise resource planning system is not just software, but a structural foundation on which plans and actual results can be linked, even if there are many different ERP programs in the network. Without this foundation, operations remain reactive, and deviations are transferred from one chain to another without their root causes becoming visible. From a quality management perspective, it is a question of process predictability and the organization having the tools to name, correct, and prevent disruptions.
The presentations also highlighted the role of the Just-in-Time principle in modern maritime transport and industrial supply chains. JIT is not just an operational tool for saving fuel, but an application of Lean thinking that aims to eliminate waste from every stage of the process. When the exchange of information between ports and suppliers improves, it is possible to refine schedules, reduce waiting times, and balance the flow of materials, making the entire chain more efficient. This reduces waiting times, unnecessary transfers, and unnecessary storage—while also generating both economic and environmental benefits. Lean and sustainability are not separate goals, but rather mutually reinforcing perspectives.
Another theme that was emphasized in the presentations was supply chain transparency. Measurement, digital twins, and real-time data flows can be used to create a situational picture that supports decision-making and reveals bottlenecks in the process. From a quality management perspective, this is not just a technical implementation, but a strengthening of traceability. Traceability is central to all modern quality systems: it enables the identification, documentation, and correction of deviations, as well as the sharing of information with all actors in the network. When the flow of information is transparent, sustainability is not limited to individual organizations but is shared throughout the entire delivery network.
The study presented at the seminar examined the uncertainties in material flows in block manufacturing using root cause analysis and the Pareto principle. The analysis showed that some of the problems are due to a small number of recurring structural causes, such as delays in design and work planning, late updates to work packages, and deficiencies in supplier instructions. This finding is very recognizable from a quality management perspective: when there is a bottleneck in the system, it causes disruptions at all stages of the chain. Pareto analysis, on the other hand, helps to target development measures precisely where they have the greatest impact. Once the root causes are identified, most of the problems in the network can be prevented without additional resources.
The concept of maturity emerged particularly from the perspective of research activities. Maturity models provide a tool for assessing the actual capability of the delivery network: the extent to which operations are systematic, data-driven, and capable of development. Examining maturity levels helps to find whether an organization is using only random operating models or whether it has a genuine culture of continuous improvement. This perspective is particularly important when the delivery network is extensive and consists of actors with different levels of operational capability.
As a personal observation, I would like to highlight that one key aspect that cannot be overlooked is people management. Change does not happen solely through systems, processes, and technologies, but above all in people’s everyday work. Successful change requires clear communication, support for skills development, participation, and consistent structures that enable new learning and collaboration. From a quality management perspective, processes and systems are the foundation; the final quality is created by how people understand their roles and can operate in the midst of change.
From a quality perspective, the overall picture of the seminar showed that quality management acts as a practical driver of sustainability. Transparent processes, a clear operating system, development that gets to the root of the problem, and the ability to support people through change form a whole on which a sustainable supplier network is built. When operations are measurable, predictable, and knowledge-based, sustainability becomes a genuine part of everyday work—not a separate goal.
Shipbuilding, sustainable development, and materials management – S4M seminar held on November 25, 2025, at Forum Marinum.
Author: Heidi Salokangas, Sr. Lecturer, Quality Management, Doctoral Researcher
Industrial Management Research Group