Sustainable supply chain management (SSCM) has emerged as a strategic imperative for organizations seeking to address environmental, social, and economic challenges while ensuring long-term viability and competitiveness (Carter & Rogers, 2008; Sarkis, Zhu, & Lai, 2011). At its core, SSCM entails the integration of sustainability principles into all aspects of supply chain design, operations, and decision-making processes, with the aim of minimizing negative environmental impacts, promoting social responsibility, and creating shared value across the supply chain network (Seuring & Müller, 2008). One key enabler of SSCM is stakeholder collaboration, which recognizes the interdependence and interconnectedness of various actors within the supply chain ecosystem (Pagell & Wu, 2009). Stakeholders encompass a diverse range of entities, including suppliers, manufacturers, distributors, retailers, consumers, NGOs, governments, and regulatory bodies, each with its own interests, objectives, and sources of power (Linton, Klassen, & Jayaraman, 2007). A conducted study emphasizes the need of implementing a complete and unified approach that is proficient in navigating and overcoming deeply ingrained cultural barriers, fostering an environment that encourages sustainable business practices (Emon & Khan, 2023). Collaboration among these stakeholders is essential for addressing complex sustainability challenges that transcend organizational boundaries and require collective action to achieve meaningful impact (Bals & Tate, 2017). Theoretical foundations of stakeholder collaboration in SSCM draw on concepts from sustainability, supply chain management, and organizational theory. From a sustainability perspective, stakeholder theory provides a framework for understanding the relationships between organizations and their stakeholders, emphasizing the importance of considering the interests of all stakeholders affected by organizational decisions and actions (Freeman, 1984). In the context of SSCM, stakeholders play a crucial role in shaping sustainability strategies, influencing decision-making processes, and holding organizations accountable for their environmental and social performance (Svensson & Wagner, 2011). From a supply chain management perspective, collaboration theory offers insights into the mechanisms and dynamics of collaboration among supply chain partners. Collaborative relationships are characterized by mutual trust, shared goals, open communication, and interdependence, with the aim of achieving joint objectives that cannot be accomplished individually (Lambert & Cooper, 2000). In the context of SSCM, collaboration among supply chain partners enables the sharing of resources, knowledge, and best practices to drive sustainability improvements throughout the supply chain (Pagell & Wu, 2009). The review suggests the implementation of targeted legislation and awareness campaigns to foster gender-inclusive entrepreneurship. It highlights the need of addressing financial inequalities and expanding mentorship possibilities. It has a vital function in advancing sustainable and equitable entrepreneurship practices in Bangladesh and other locations (Emon & Nipa, 2024). Organizational theory provides further insights into the drivers and outcomes of stakeholder collaboration in SSCM. Institutional theory suggests that organizations engage in collaborative initiatives not only to achieve economic benefits but also to conform to societal norms, values, and expectations regarding sustainability (DiMaggio & Powell, 1983). From a resource-based view, collaboration enables organizations to leverage their unique resources, capabilities, and relationships to create competitive advantage and enhance their sustainability performance (Barney, 1991). Empirical research on stakeholder collaboration in SSCM has identified several key themes and findings. First, collaboration is essential for addressing sustainability challenges that extend beyond organizational boundaries, such as climate change, resource depletion, and human rights violations in global supply chains (Bals & Tate, 2017). Second, effective collaboration requires trust, transparency, and mutual respect among stakeholders, as well as mechanisms for resolving conflicts and building consensus around shared sustainability goals (Pagell & Wu, 2009). Third, collaboration can lead to tangible sustainability outcomes, including reductions in carbon emissions, waste generation, and water usage, as well as improvements in labor conditions, product quality, and customer satisfaction (Sarkis, Zhu, & Lai, 2011). However, despite its potential benefits, stakeholder collaboration in SSCM also faces numerous challenges and barriers. These include divergent interests and priorities among stakeholders, power imbalances, resource constraints, cultural differences, and regulatory complexities (Carter & Rogers, 2008). Recent research highlights the significant impact of Supplier Collaboration and Long-Term Supplier Relationships on improving cost efficiency in the supply chains of businesses in Bangladesh. These actions highlight the significance of using Supplier Relationship Management (SRM) approaches to improve supply chain performance (Emon et al., 2024). Moreover, effective collaboration requires significant investments of time, effort, and resources, as well as strong leadership and commitment from top management to overcome resistance to change and foster a culture of collaboration within and across organizations (Svensson & Wagner, 2011). In recent years, there has been growing interest in exploring innovative approaches to stakeholder collaboration in SSCM, including the use of technology, data analytics, and collaborative platforms to facilitate information sharing, decision-making, and performance monitoring (Bals & Tate, 2017). For example, blockchain technology holds promise for enhancing transparency and traceability in supply chains, enabling stakeholders to track the provenance and sustainability credentials of products from source to final destination (Sarkis, Zhu, & Lai, 2011). Similarly, collaborative initiatives such as industry roundtables, multi-stakeholder partnerships, and voluntary standards have emerged as effective mechanisms for bringing together diverse stakeholders to address common sustainability challenges and drive collective action (Pagell & Wu, 2009).