... GSCM initiatives might lead to tangible benefits such as cost reduction (Orlitzky et al., 2003;Melnyk et al., 2003;Eltayeb et al., 2011), improved quality (Melnyk et al., 2003, wastes reduction (Azevedo et al., 2011), reduction of lead times (Melnyk et al., 2003), improved profitability (Darnall et al., 2008;Menguc and Ozanne, 2005), positive stock returns (Klassen and McLaughlin, 1996;Menguc and Ozanne, 2005) and energy conservation (Cordano et al., 2010). GSCM practices may also lead to intangible benefits including: enhanced competitiveness (Rao, 2002;Rao and Holt, 2005), increased shareholders value (Bose and Pal, 2011), increased customer satisfaction (Azevedo et al., 2011), improved job satisfaction (Jun et al., 2006), enhanced efficiency (Azevedo et al., 2011) and new market opportunities (Diabat et al., 2013;Walley and Whitehead, 1994). Elkington (1994) introduced the concept of "triple bottom line", claiming that sustainability is nothing but the intersection of economic, environmental and social performance; however, this research adds another dimension that is operational performance. ...