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Supply Chain Sustainability a Strategic Responsibility

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Supply Chain Sustainability a Strategic Responsibility Supply Chain Sustainability A Strategic Responsibility Social media The supply chain function has evolved significantly over the past decade, has put supply becoming a key strategic pillar of business. Going beyond its core role chain risk in of delivering goods on time, in full, it has a vital role to play in customer the spotlight experience and brand perception. Supply chain now has a seat in the boardroom in many organisations. Barely a week goes by without a supply chain issue - be it supplier failure or reputational risk - hitting the headlines and the share price. The proliferation and influence of social media has put supply chain risk and sustainability firmly in the spotlight. Companies are publicly held to account for the actions of all tiers of their supply chain. This is why companies must lead the way on sustainability issues, to mitigate economic, social and environmental impact. Beyond the risk however, there are significant strategic advantages to acting sustainably. 2 [email protected] | www.odgersberndtson.co.uk Supply Chain Sustainability The sustainability discussion evolved Sustainability in the supply chain is 80% from purely focusing on companies taking increasingly seen among senior executives of global trade from society and wanting to give back, to as essential to delivering long-term passes through realising there are risks to compliance and profitability. A sustainable supply chain supply chains reputation. captures value creation opportunities and offers significant competitive advantages Sustainability issues are often supply chain for early adopters and process innovators. issues. For example, the introduction of the At the same time, supply chain is one of Modern Slavery Act is to ensure that slavery the key components for organisations and human trafficking is not taking place in to create a positive impact in the world, businesses or supply chains. with an estimated 80% of global trade passing through supply chains. Many large Today however, organisations are now corporations, such as Nestlé and Nike want seeing sustainability as a strategic to do good business and do the right thing. opportunity that can increase competitive advantage. A recent study on the global supply chain community saw three current trends TwoQQ main streams have emerged: emerging on supply chain sustainability in 2015/2016:QQ QQ The risk dimension: what do companies have to do to avoid risk of brand damage? QQ Industry collaboration is the biggest The aspiration dimension: what is the opportunity; strategy for the long-term survival of the QQ Eliminating supply chain risks is the business? main driver; Traceability and environmental concerns are the biggest issues to watch out for. Economic Sustainability SUSTAINABLE DEVELOPMENT Social Environmental Sustainability Sustainability [email protected] | www.odgersberndtson.co.uk 3 Collaboration Starting with ethical and responsible Collaboration with other industry leaders sourcing, supply chain professionals have can be very valuable in sharing information begun to understand the importance of when it comes to supplier audits. Takeda 52% of executives building long term relationships with their recently joined the Pharma Supply Chain report that suppliers. Having a win-win partnership is Initiative composed of 20 companies. It investors’ crucial. Companies who will be a valuable has a supplier audit program and engages interest is customer to their vendors will have a with the suppliers on behalf the member an incentive considerable competitive advantage. companies to make sure they comply. It also to invest in raises awareness from an environmental sustainability Organisations are demanding more and ethical point of view. However, from their suppliers; traceability and collaboration between businesses from transparency being key requirements. the same industry is not widespread. Many Companies sharing their big picture vision companies fear a loss of commercial control with their suppliers and their role in the and competitive advantage by working long-term strategy will get more from closely with others. As a result, there is their partners. Too many businesses are an emergence of collaborative platforms still failing to achieve this. Partnering that provide supplier sustainability ratings with suppliers empowers them to unlock for global supply chain such a EcoVadis, innovation quickly. working with many global brands Working on more collaborative Collaboration can also take the form of partnerships helps to minimise the risk partnering with NGOs. They can help and factors too. Companies are liable for all guide organisations on environmental tiers of their supply chains. Increased or ethical issues, such as Kimberly-Clark collaboration with others is vital to be and Greenpeace working together to able to efficiently assess all layers of the practice responsible forestry management. supply base. Organisations can never Greenpeace has also reached accords in be too informed if they want to prevent recent years with Unilever and others risk, and need to demonstrate they have on palm-oil sourcing. In building those acted responsibly when risks are exposed. partnerships, the willingness to talk is Companies must start with themselves and key, particularly when there is a history of build open and transparent relationships conflict. with their suppliers. sustainability and expect supply chain Shareholders are concerned about Some pharmaceutical organisations, like Takeda, have recently established leaders to embed best practice. Research a supplier code of conduct in line with conducted by Accenture showed that 52% their international business ethics. They of executives report that investors’ interest proactively audit and monitor their vendors is an incentive to invest in sustainability. to review performance in line with this code. It helps Takeda to have a much stronger supplier selection process; they are able to build stronger relationships and reduce risk exposure. 4 [email protected] | www.odgersberndtson.co.uk How to use sustainability as a Cost competitive advantage? A common misbelief is that sustainable Industry leaders understand that supply solutions cost more. In most cases, they chain sustainability is an enabler in the are more profitable with a fast return on competitive race and can bring a wealth of investment. Business and sustainability opportunities if utilised effectively. go hand in hand and better solutions have emerged, both for businesses and the Global brewing giant SABMiller embraces planet. the idea that water is strategic. It cut its water consumption by 28%, now only using Traceable palm oil with no impact on 3.3L to make 1L of beer and is on track to deforestation is an example of more achieve its objective of 3L by 2020. Iconic expensive initiatives. However, setting up sports brand Nike has adopted the concept renewable energy solutions like windmills of 3D printing a new pair of shoes to and solar panels can be profitable eliminate waste. immediately. Many companies also put a lot of effort in reducing transportation, with Companies not focusing their supply chain the objective to decrease gas emissions but efforts on differentiation are at risk of also the transportation cost itself. From a falling behind. Innovation can also involve labour perspective, the overall cost could be changing consumer behaviour. Here again, diminished by improving productivity and collaboration is key between different respecting minimum wage. functions, from R&D to marketing and procurement and supply chain. When companies take the long-term approach that sustainability requires, 20% One of the three pillars of Unilever’s the initiatives can be cost neutral or potential Sustainable Living Plan is to halve the better. Some companies have increased increase in environmental footprint of their products implementingtheir revenue by sustainable as much as supply 20%, chainwhile revenue while by 2020. It is embedded in their purpose reducing supply chain costs up to 16% by reducing driven strategy to double the revenues of supply chain the business whilst having a positive social practices, according to the World Economic costs impact and reducing the environmental Forum report written with Accenture. Best footprint. Their business model has put practices have been identified to support supply chain sustainability at the heart companies achieve a “triple supply chain of strategy and they use innovation to advantage” of increased revenue, reduction embrace it. in supply chain cost and added brand value. The result is improved competitiveness and reduced operational risk. [email protected] | www.odgersberndtson.co.uk 5 Employees’ engagement key to sustainable success 46% of CEOs reported that employees Companies who are supply chain would be among the most influential groups sustainability leaders are outperforming in guiding their action on sustainability their less sustainable peers. Many studies 46% of CEOs say over the next five years - second only to show that these sustainability leaders have employees consumers. higher, faster growing stock value, better influence financial results, lower risks, and more their action on When it comes to employee engagement, it engaged workforces. sustainability is important to communicate internally to all levels of the organisation. Best practice Aligning employees’ engagement with should come from within and companies supply chain sustainability strategy is key to should ensure that their
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