Managing Risk and Performance in Supply Chains
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Supply Chain Operations Audit
Building 243 University Campus Cranfield Bedford MK43 0AL Tel: +44 (0)1234 750323 Fax: +44 (0)1234 752040 www.scp-uk.co.uk Supply Chain Operations Audit by Dr. David Lascelles, Supply Chain Planning UK Limited High Impact Supply Chains Supply chain excellence has a real impact on business strategy. Supply chain management is a high impact mission that goes to the roots of a company’s very competitiveness. High-impact supply chains win market share and customer loyalty, create shareholder value, extend the strategic capability and reach of the business. Independent research shows that excellent supply chain management can yield: · 25-50% reduction in total supply chain costs · 25-60% reduction in inventory holding · 25-80% increase in forecast accuracy · 30-50% improvement in order-fulfilment cycle time · 20% increase in after-tax free cash flows That’s what we mean by high-impact. Does a high-impact supply chain leverage your business enterprise? Five Critical Success Factors Building a high-impact supply chain represents one of the most exciting opportunities to create value – and one of the most challenging. The key to success lies in knowing which levers to pull. Our research, together with practical experience, reveals that high-impact supply chains are, essentially, a function of five critical success factors: 1. A clear strategy: for the entire supply chain, tuned to market opportunities and focussed on customer service needs. 2. An integrated organisation structure: enabling the supply chain to operate as a single synchronised entity. 3. Excellent processes: for implementing the strategy, embracing all plan- source-make-deliver operations. -
SA 8000:2014 Documents with Manual, Procedures, Audit Checklist
D127: Demo of SA8000:2014 Documentation Kit Price 450 USD Total editable documentation package Complete editable document tool kit (Social manual, procedures, social policy, Social Committee, formats, SOPs, SA 8000 audit checklist etc.) ALL documents helps for certification to SA 8000-2014 Buy: www.Documentationconsultancy.com Chapter-1.0 CONTENTS OF SOCIAL ACCOUNTABILITY DOCUMENT KIT (More than 95 Editable document files in word/excel) A. The Total Editable Document kit has 8 main directories as below in Ms. word. D 127 – SA8000-2014 Document kit Sr. List of Directory Document of Details No. 1. Social Manual 07 files – 22 pages in Ms. word 2A. Procedures – Systems 08 procedures – 29 pages in Ms. word 2B. Procedures – OHS 09 procedures – 18 pages in Ms. word 3. Social Policy (English) 08 policies – 10 pages in Ms. word 4. Social Committee 08 files – 12 pages in Ms. word Formats / Templates 43 formats – approx. 50 pages in Ms. Name of departments Word OHS 17 formats in Ms. Word 5. Purchase (PUR) 05 formats in Ms. Word System and social accountability (SYS) 17 formats in Ms. Word Administration and Training (TRG) 05 formats in Ms. Word Standard Operating Procedures 6. 10 SOPs – 15 pages in Ms. word (SOPs) 7. Audit Checklist 03 files of more than 150 audit questions Total 96 files quick download in editable form by e delivery For more détails about SA8000:2014 Documentation Kit Features and Uses Click Here E-mail: [email protected] Tele: +91-79-2979 5322 Page 1 of 10 D127: Demo of SA8000:2014 Documentation Kit Price 450 USD Total editable documentation package Complete editable document tool kit (Social manual, procedures, social policy, Social Committee, formats, SOPs, SA 8000 audit checklist etc.) ALL documents helps for certification to SA 8000-2014 Buy: www.Documentationconsultancy.com Part: B. -
Guide to Inspections of Quality Systems
FOOD AND DRUG ADMINISTRATION GUIDE TO INSPECTIONS OF QUALITY SYSTEMS 1 August 19991 2 Guide to Inspections of Quality Systems This document was developed by the Quality System Inspec- tions Reengineering Team Members Office of Regulatory Affairs Rob Ruff Georgia Layloff Denise Dion Norm Wong Center for Devices and Radiological Health Tim Wells – Team Leader Chris Nelson Cory Tylka Advisors Chet Reynolds Kim Trautman Allen Wynn Designed and Produced by Malaka C. Desroches 3 Foreword This document provides guidance to the FDA field staff on a new inspectional process that may be used to assess a medical device manufacturer’s compliance with the Quality System Regulation and related regulations. The new inspectional process is known as the “Quality System Inspection Technique” or “QSIT”. Field investigators may conduct an ef- ficient and effective comprehensive inspection using this guidance material which will help them focus on key elements of a firm’s quality system. Note: This manual is reference material for investi- gators and other FDA personnel. The document does not bind FDA and does not confer any rights, privi- leges, benefits or immunities4 for or on any person(s). Table of Contents Performing Subsystem Inspections. 7 Pre-announced Inspections. ..13 Getting Started. .15 Management Controls. .17 Inspectional Objectives 18 Decision Flow Chart 19 Narrative 20 Design Controls. .31 Inspectional Objectives 32 Decision Flow Chart 33 Narrative 34 Corrective and Preventive Actions (CAPA). .47 Inspectional Objectives 48 Decision Flow Chart 49 Narrative 50 Medical Device Reporting 61 Inspectional Objectives 62 Decision Flow Chart 63 Narrative 64 Corrections & Removals 67 Inspectional Objectives 68 Decision Flow Chart 69 Narrative 70 Medical Device Tracking 73 Inspectional Objectives 74 Decision Flow Chart 75 Narrative 76 Production and Process Controls (P&PC). -
Social Accounting: a Practical Guide for Small-Scale Community Organisations
Social Accounting: A Practical Guide for Small-Scale Community Organisations Social Accounting: A Practical Guide for Small Community Organisations and Enterprises Jenny Cameron Carly Gardner Jessica Veenhuyzen Centre for Urban and Regional Studies, The University of Newcastle, Australia. Version 2, July 2010 This page is intentionally blank for double-sided printing. Table of Contents INTRODUCTION……………………………………………………………………..1 How this Guide Came About……………………………………………………2 WHAT IS SOCIAL ACCOUNTING?………………………………………………..3 Benefits.………………………………………………………………………....3 Challenges.……………………………………………………………………....4 THE STEPS………………………………………...…………………………………..5 Step 1: Scoping………………………………….………………………………6 Step 2: Accounting………………………………………………………………7 Step 3: Reporting and Responding…………………….……………………….14 APPLICATION I: THE BEANSTALK ORGANIC FOOD…………………….…16 APPLICATION II: FIG TREE COMMUNITY GARDEN…………………….…24 REFERENCES AND RESOURCES…………………………………...……………33 Acknowledgements We would like to thank The Beanstalk Organic Food and Fig Tree Community Garden for being such willing participants in this project. We particularly acknowledge the invaluable contribution of Rhyall Gordon and Katrina Hartwig from Beanstalk, and Craig Manhood and Bill Roberston from Fig Tree. Thanks also to Jo Barraket from the The Australian Centre of Philanthropy and Nonprofit Studies, Queensland University of Technology, and Gianni Zappalà and Lisa Waldron from the Westpac Foundation for their encouragement and for providing an opportunity for Jenny and Rhyall to present a draft version at the joint QUT and Westpac Foundation Social Evaluation Workshop in June 2010. Thanks to the participants for their feedback. Finally, thanks to John Pearce for introducing us to Social Accounting and Audit, and for providing encouragement and feedback on a draft version. While we have adopted the framework and approach to suit the context of small and primarily volunteer-based community organisations and enterprises, we hope that we have remained true to the intentions of Social Accounting and Audit. -
11. Conflicts of Interest
CONFLICTS OF INTEREST Anti-Bribery Guidance Chapter 11 Transparency International (TI) is the world’s leading non-governmental anti-corruption organisation. With more than 100 chapters worldwide, TI has extensive global expertise and understanding of corruption. Transparency International UK (TI-UK) is the UK chapter of TI. We raise awareness about corruption; advocate legal and regulatory reform at national and international levels; design practical tools for institutions, individuals and companies wishing to combat corruption; and act as a leading centre of anti-corruption expertise in the UK. Acknowledgements: We would like to thank DLA Piper, FTI Consulting and the members of the Expert Advisory Committee for advising on the development of the guidance: Andrew Daniels, Anny Tubbs, Fiona Thompson, Harriet Campbell, Julian Glass, Joshua Domb, Sam Millar, Simon Airey, Warwick English and Will White. Special thanks to Jean-Pierre Mean and Moira Andrews. Editorial: Editor: Peter van Veen Editorial staff: Alice Shone, Rory Donaldson Content author: Peter Wilkinson Project manager: Rory Donaldson Publisher: Transparency International UK Design: 89up, Jonathan Le Marquand, Dominic Kavakeb Launched: October 2017 © 2018 Transparency International UK. All rights reserved. Reproduction in whole or in parts is permitted providing that full credit is given to Transparency International UK and that any such reproduction, in whole or in parts, is not sold or incorporated in works that are sold. Written permission must be sought from Transparency International UK if any such reproduction would adapt or modify the original content. If any content is used then please credit Transparency International UK. Legal Disclaimer: Every effort has been made to verify the accuracy of the information contained in this report. -
Business Ethics: a Panacea for Reducing Corruption and Enhancing National Development
Nigerian Journal of Business Education (NIGJBED) Volume 5 No.2, 2018 BUSINESS ETHICS: A PANACEA FOR REDUCING CORRUPTION AND ENHANCING NATIONAL DEVELOPMENT AKPANOBONG, UYAI EMMANUEL, Ph.D. Department of Vocational Education, Faculty of Education, University of Uyo Email:[email protected] Abstract In recent times there are scandals of unethical behaviours, corrupt practices, lack of accountability and transparency amongst public officials, political office holders, business managers and employees in the country. Therefore, there is an urgent need for public sector institutions to strengthen the ethics of their profession, integrity, honesty, transparency, confidentiality, and accountability in the public service. The paper further attempt to discuss the need for business ethics and some practices and behaviours which undermined the ethical behaviours of public official with strong emphasis on corruptions causes and preventions, conflicts of interest, consequences of unethical behaviour and resources management. The paper also outlined some measures on how to combat the evil called corruption in public service and business organizations. It is concluded that if all measures are taken into consideration the National Development may be achieved. Keywords: Ethics, unethical, transparency, accountability, corruption. Introduction In every business organization, there must be a laid down rules, values norms, order and other guiding principles which may be in form of ethics. The essence of this is to guide both the employer and the employees in achieving the organizational goals and at the same time help in checks and balances. Luanne (2017 saw ethics as the principles and values an individual uses to govern his activities and decisions. Therefore, Business Ethics could be described as that aspect of corporate governance that has to do with the moral values of managers encouraging them to be transparent in business dealing (Chienweike, 2010). -
Chemical Management Audit Certification Supplier Management Verification Solutions
CHEMICAL MANAGEMENT AUDIT CERTIFICATION SUPPLIER MANAGEMENT VERIFICATION SOLUTIONS Intertek’s Chemical Management Audit solution is designed to help retailers and brands verify the safe handling and proper disposal of chemicals, in order to promote chemical management best practices throughout the global supply chain network. Your challenges, our solutions • Improved chemical management system unique techniques to best drive improvement Intertek’s Chemical Management Audit and practice through reduced environmental footprint, solution can help ensure effective chemical • Benchmarked results with global visibility increased efficiency and cost savings. management across your supply chain. The • Management transparency to enable This Chemical Management Audit is offered as process starts with an application of chemical targeted efforts. part of Intertek’s Supply Chain Solutions which expertise to provide a facility baseline risk help organizations all over the world manage • Identification of process efficiency and cost indicator, from which auditing of your facility compliance, risk, sustainability, and quality in savings can be efficiently planned. the supply chain. Intertek’s web-based platform and software • Assistance with green product design and helps ensure our Chemical Management certification Audit approach is the ideal tool for • Protect reputation risk, people and evaluating, tracking and monitoring chemical environment management performance in factories, Upon satisfactory completion of the chemical FOR MORE INFORMATION ultimately assuring overall performance management assessment and performance improvements. criteria, the manufacturer will receive a Intertek’s Chemical Management Audit report which details performance as well UK +44 116 296 1620 solution includes modular guidance for: as benchmarked comparisons with peers. The report showcases commitments of • Chemical Supply & Policy AMER +1 800 810 1195 moving towards zero discharge of hazardous • Management Practices chemicals. -
Conflict of Interest Program Audit December 6, 2019
City of Edmonton Office of the City Auditor Conflict of Interest Program Audit December 6, 2019 1200, Scotia Place, Tower 1 10060 Jasper Avenue Edmonton, AB T5J 3R8 Phone: 780-496-8300 edmonton.ca/auditor REPORT SUMMARY Conflict of Interest Program Audit 2019 Governance Framework The definition, principles, and roles and Recommendation: Update the responsibilities in the Code of Conduct related to corporate conflict of interest conflicts of interest need to be enhanced to provide governance framework. additional processes and accountabilities to ensure conflicts of interests are understood, prevented, detected, and remediated appropriately. Guiding Documents Recommendation: Develop Conflict of interest guidance is embedded in clear guiding documents the Code of Conduct guiding documents. These specific to conflict of interest documents do not provide clear guidance on that are tailored to the City’s how to manage the conflict of interest risks to needs and risks. which the City is vulnerable. Training and Communication Recommendations: Conflict of interest training is included in • Ensure all employees have Code of Conduct training. Current records completed the Code of Conduct show that 67% of City of Edmonton training upon hiring. employees have completed mandatory • Provide on-going conflict of Code of Conduct training. Conflict of interest communication, and interest information and tools are difficult accessible information and tools. to find. 1 Report Highlights Background .......................................................................... -
Practical Risk-Based Guide for Managing Data Integrity
1 ACTIVE PHARMACEUTICAL INGREDIENTS COMMITTEE Practical risk-based guide for managing data integrity Version 1, March 2019 2 PREAMBLE This original version of this guidance document has been compiled by a subdivision of the APIC Data Integrity Task Force on behalf of the Active Pharmaceutical Ingredient Committee (APIC) of CEFIC. The Task Force members are: Charles Gibbons, AbbVie, Ireland Danny De Scheemaecker, Janssen Pharmaceutica NV Rob De Proost, Janssen Pharmaceutica NV Dieter Vanderlinden, S.A. Ajinomoto Omnichem N.V. André van der Biezen, Aspen Oss B.V. Sebastian Fuchs, Tereos Daniel Davies, Lonza AG Fraser Strachan, DSM Bjorn Van Krevelen, Janssen Pharmaceutica NV Alessandro Fava, F.I.S. (Fabbrica Italiana Sintetici) SpA Alexandra Silva, Hovione FarmaCiencia SA Nicola Martone, DSM Sinochem Pharmaceuticals Ulrich-Andreas Opitz, Merck KGaA Dominique Rasewsky, Merck KGaA With support and review from: Pieter van der Hoeven, APIC, Belgium Francois Vandeweyer, Janssen Pharmaceutica NV Annick Bonneure, APIC, Belgium The APIC Quality Working Group 3 1 Contents 1. General Section .............................................................................................................................. 4 1.1 Introduction ............................................................................................................................ 4 1.2 Objectives and Scope .............................................................................................................. 5 1.3 Definitions and abbreviations ................................................................................................ -
Social Accountability International (SAI) and Social Accountability Accreditation Services (SAAS)
Social Accountability International (SAI) and Social Accountability Accreditation Services (SAAS) Profile completed by Erika Ito, Kaylena Katz, and Chris Wegemer Last edited June 25, 2014 History of organization In 1996, the Social Accountability International (SAI) Advisory Board was created to establish a set of workplace standards in order to “define and verify implementation of ethical workplaces.” This was published as the first manifestation of SA8000 in 1997.1 The SAI Advisory Board was created by the Council on Economic Priorities (CEP) in response to public concern about working conditions abroad. Until the summer of 2000, this new entity was known as the Council on Economic Priorities Accreditation Agency, or CEPAA.2 Founded in 1969, the Council on Economic Priorities, a largely corporatefunded nonprofit research organization, was “a public service research organization dedicated to accurate and impartial analysis of the social and environmental records of corporations” and aimed to “to enhance the incentives for superior corporate social and environmental performance.”3 The organization was known for its corporate rating system4 and its investigations of the US defense industry.5 Originally, SAI had both oversight of the SA8000 standard and accreditation of auditors. In 2007, the accreditation function of SAI was separated from the organization, forming Social Accountability Accreditation Services (SAAS).6 The operations and governance of SAI and SAAS remain inexorably intertwined; SAI cannot function without the accreditation services of SAAS, and SAAS would not exist without SAI’s maintenance of the SA8000 standards and training guidelines. They see each other as a “related body,” which SAAS defines as “a separate legal entity that is linked by common ownership or contractual arrangements to the accreditation body.”7 Because of this interdependence, they are often treated by activists and journalists as a single entity. -
Social Accounting & Audit
Social Accounting & Audit Social accounting and audit (SAA) helps you prove, improve and account for the difference you are making. It can help an organisation to investigate its performance against social, environmental and economic objectives, and ensure that it is working in accordance with its values. It is a logical and flexible framework to understand the impact your organisation has on people, the planet and the way we use resources. It will also help to manage your organisation and improve your effectiveness. This framework is built on: Prove! - account fully for and report on your organisation’s social, environmental and economic performance and impact Improve! – provide the information essential for planning future actions and improving performance; and Account! – be accountable to all those you work with and work for… According to the Social Audit Network (SAN), a network providing assistance to third sector or social economy organisations throughout the UK and internationally, the key principles of social accounting are: Multi-perspective: encompassing the views of people and groups that are important to the organisation Comprehensive: inclusive of all activities of an organisation Comparative: able to be viewed in the light of other organisations and addressing the same issues within same organisation over time Regular: done on an ongoing basis at regular intervals Verified: checked by people external to the organisation Disclosed: readily available to others inside and outside of the organisation To get ready, you need to learn how Social Accounting works, what resources are required, decide how the process will be managed; and make an informed decision about whether to go forward. -
Greenwash: Corporate Environmental Disclosure Under Threat of Audit∗
Greenwash: Corporate Environmental Disclosure under Threat of Audit∗ Thomas P. Lyon†and John W. Maxwell‡ May 23, 2007 Abstract We present an economic model of greenwash, in which a firm strategi- cally discloses environmental information and a non-governmental organi- zation (NGO) may audit and penalize the firm for failing to fully disclose its environmental impacts. We show that disclosures increase when the likelihood of good environmental performance is lower. Firms with in- termediate levels of environmental performance are more likely to engage in greenwash. Under certain conditions, NGO punishment of greenwash induces the firm to become less rather than more forthcoming about its environmental performance. We also show that complementarities with NGO auditing may justify public policies encouraging firms to adopt en- vironmental management systems. 1Introduction The most notable environmental trend in recent years has been the shift away from traditional regulation and towards voluntary programs by government and industry. Thousands of firms participate in the Environmental Protec- tion Agency’s partnership programs, and many others participate in industry- led environmental programs such as those of the World Business Council for Sustainable Development, the Chicago Climate Exchange, and the American Chemistry Council’s “Responsible Care” program.1 However, there is growing scholarly concern that these programs fail to deliver meaningful environmental ∗We would like to thank Mike Baye, Rick Harbaugh, Charlie Kolstad, John Morgan, Michael Rauh, and participants in seminars at the American Economic Association meetings, Canadian Resource and Environmental Economics meetings, Dartmouth, Indiana University, Northwestern, UC Berkeley, UC Santa Barbara and University of Florida for their helpful comments.