This study explored the relationship between strategic management practices and environmental sustainability of electricity distribution firms in South-South, Nigeria. The motivation for this study is the need for the development of organizations' practices oriented towards sustainability that can have a positive impact on the sustainable management and ecological responsibility, which are increasingly present in today's environmental issues. Strategic planning, strategy formulation, strategy implementation, and strategic control were the measures of strategic management practices. The theories of dynamic capabilities theory, stakeholder theory and resource-based view theory have been used as a basis of the study. This research used the cross-sectional research design and it was anchored on the positivism philosophy. The subjects of the study were eight hundred ninety-eight (898) respondents of PHCN and BEDC. It resulted 278 respondents based on Taro Yamane formula, stratified and simple random sampling technique. The data were collected through primary data which was in the form of structured questionnaires. Descriptive statistics and Spearman rank correlation coefficient were used to analyse data at 5% level of significance. The results obtained, showed that the four dimensions of strategic planning namely strategic planning, strategic formulation, strategic implementation and strategic control were positive and statistically significant with the environmental sustainability. The study concluded that strategic management activities led to high level of improvement in environmental sustainability management. The study recommended on the need for more sustainability planning, effective implementation of strategies, more sustainability-oriented policies and environmental monitoring. The study added to the body of knowledge offering empirical data on the linkage between strategic management and environmental sustainability of the public utility organisations in Nigeria.

Transportation and logistics constitute critical components of regional economic development, facilitating the movement of people, agricultural products, industrial goods, and services across South-Eastern Nigeria. However, the region continues to experience significant transportation and logistics challenges, including deteriorating road infrastructure, traffic congestion, inadequate intermodal connectivity, high transportation costs, poor maintenance culture, insecurity, inefficient freight systems, and limited adoption of modern logistics technologies. These challenges constrain trade, reduce productivity, increase travel time, and weaken the competitiveness of businesses and communities within the region. Despite these limitations, South-Eastern Nigeria possesses considerable opportunities for improving transportation and logistics through infrastructure modernization, public-private partnerships, digital logistics platforms, multimodal transportation systems, improved road maintenance, investment in rail and inland water transportation, and strengthened regional cooperation. This paper examines the major challenges and opportunities associated with transportation, logistics, and management in South-Eastern Nigeria and proposes strategies for achieving sustainable regional development. The study adopts a qualitative approach based on the review of relevant literature, policy documents, and existing evidence on transportation and logistics development in the region. It emphasizes the need for integrated transportation planning, effective institutional management, sustainable infrastructure investment, technology-driven logistics systems, enhanced security, and environmentally responsible transportation practices. The paper argues that coordinated intervention by government, private-sector stakeholders, transport operators, and local communities can significantly improve mobility, strengthen supply chains, stimulate regional trade, create employment, and promote inclusive economic growth. Sustainable transportation and logistics management should therefore remain a priority for the long-term socioeconomic transformation of South-Eastern Nigeria.