Introduction
Supply chain sustainability is recognized as a key factor for generating business value, it is a positive driver of competitive advantage that requires constant innovation and commitment in all levels of the organization, but how do parent companies influence their subsidiaries to adopt a sustainable supply chain approach?. Nowadays, contemporary thinking on the role of subsidiaries and its evolution in regards to multinational enterprises state that resources and capabilities of the enterprise do not reside only under the responsibility of the parent company level. Even if the subsidiaries and the parent company have different industry sectors and geographic origin, they share an important thing: they both recognize the risk dimension of the challenge presented by sustainability, and identify the competitive opportunities on the other hand. In the following case study we will research how does the model of Johnson et al. (2001) can be applied in the case of a parent company and its subsidiaries.

Literature review
Sustainability issues are becoming a powerful determinant of a company’s competitiveness and financial performance and therefore is sustainability rapidly becoming a new competitive advantage. The interest in the sustainability of supply chains has been a rising issue in recent years (Beske, 2012). This concept is defined by Seuring & Muller, 2008, p. 1700 as:

“the management of material, information and capital flows as well as cooperation among companies along the supply chain while taking goals from all three dimensions of sustainable development, i.e., economic, environmental and social, into account which are derived from customer and stakeholder requirements.”

Focal companies, especially brand-owning companies, are often held responsible for the sustainability of their suppliers (Seuring & Muller, 2008). It should be