Conclusion
The purpose of this paper was to critically analyze the specific conditions under which corporate engagement in sustainability is enacted, maintained and transformed, through a set of regimes of practice that seek to embed the social and environmental impact of corporate actions into decision-making. We have achieved this using the analytics of government as a guiding framework for understanding a supermarket seeking ostensibly to enhance sustainability in its supply chain. We interviewed members of the supply chain both internal and external to the supermarket, coupled with analysis of supplementary written and web-based information. Our focus on senior managers within the supermarket, and the implementation of a decision-making tool which aimed to embed sustainability in the supply chain, allowed for a rich and relevant set of data on embedding sustainability in business practice.