How to Drive Supply Chain Sustainability?

How to Drive Supply Chain Sustainability?

Logistics Tech Outlook | Monday, July 29, 2019

To create or retain a competitive edge, businesses need to keep up with the trends in terms of the best strategy to develop sustainability programs in the supply chain.

FREMONT, CA: It's not just about managing change to create a sustainable supply chain. To be successful, sustainability programs should involve ambitious practitioners, who can work on scale, develop relationships, interact efficiently, and reinvent the way organizations work from the ground up. 

Managing sustainability in the supply chain remains to grow regardless of the sector. Companies with supply chain sustainability programs have a leg up against rivals to mitigate danger, discover cost savings through resource efficiency, drive innovation by collaborating with suppliers and access finance, and enhance working capital.

In order to create or retain a competitive edge, businesses also need to keep up with the trends in terms of the best strategy for sustainability programs in the supply chain. Sustainability in the supply chain, also known as accountable sourcing, sustainable sourcing, accountable supply or sustainable procurement, is still evolving.

Staggering under a load of these new supply chain demands is no longer an alternative; all these components, as well as new ones that are sure to emerge, must be mastered.

Below are some skills to drive supply chain sustainability:

• Ambition: Organizations are not usually sufficiently ambitious in terms of sustainability. The organizations should not continue to treat sustainable business practices as separate initiatives. Supply chain executives need to modify their perception of sustainability to adopt a holistic, comprehensive supply chain strategy that can involve thousands of individuals.

• Proper Communication: It can be a daunting task to convince others of the significance of sustainability. Board members, C-level executives, middle managers, and team members all need to be shown not just why this is a significant trip, but for them to know what's in it. Outside the instant organization, the sustainable transformation must involve vendors up and down the supply chain. Building a people's network that is passionate about sustainability and willing to tackle the challenge ahead. The company case for sustainability in the supply chain should concentrate on the organization's hazards and beneficial advantages.

• Organizational Savvy: It can be an efficient way to obtain assistance to find a sponsor to promote your sustainability initiative and represent your interests at higher levels within the organization. Supply chain executives should also try to comprehend the broader sustainability company context. A research by McKinsey suggested that supply manager’s link supply chain sustainability objectives to sustainability objectives at the company level and the worldwide sustainability agenda.

• Management of Supplier Relationships: Before addressing sustainability, relationships with providers must go beyond transactional, cost-focused discussions. Significant, long-term relationships will lead to a higher level of confidence and a more substantial opportunity for your organizations to innovate together to find alternatives to the challenge of sustainability. Supply chain managers cannot be anticipated to understand everything and should be ready to establish relationships with non-governmental organizations. Sustainability-focused NGOs can assist with their more profound and broader understanding by extending their expertise and giving credibility and certification for sustainability initiatives to your organization.

The Ability to Reinvent End-To-End: Sustainability is more than isolated projects or incremental change. To create change on a scale, individuals with the abilities and vision are required to redesign goods, procedures, and company models. Supply chain sustainability will include technical, management, process, and cultural innovations. Procurement and supply chain experts will need to negotiate differently and write separate agreements, while metrics and KPIs will need to be altered to measure long-term sustainability goals.

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