Abstract for "A Practical Guide to Developing a Successful Corporate Sustainability Program by Greening your Company and its Supply – Distribution Chains"

1. SP Jain School of Global Management Studies
2014
Greening your Company
and its Supply –
Distribution Chains
A Practical Guide to Developing a Successful
Corporate Sustainability Program
Prajakta Talathi – GSEP13CMM031

2. Abstract
Greening your company has created a significant awareness in today’s business world.
Consumers today are emphasising on Environmental activities in areas of Water and Energy
Conservation and Recycling. Additionally consumers expect a company to reduce pollution
throughout manufacturing and distribution operations; to use environment-friendly contents
and packaging and policies; to communicate environmental efforts and to donate to
environmental causes. Being “Green” is about minimising environmental hazards by
eliminating wastes and increasing operational and resources efficiency while reducing costs.
Begin stating the vision and goals for sustainability and then start looking towards supply-
chain distribution. Common areas to address and examine while Identifying the Value
Drivers are: Procurement, Energy, Water and Sewage Usage, Construction and Operations,
Printing and Packaging, Waste and Commodity Management, Janitorial and Maintenance
Services, Shipping and Transportation, etc. On identifying feasible value drivers, Develop a
Sustainability Plan by either using in-house skills to do an extensive study and cost-benefit
analysis or hire a consultant to define, measure and achieve goals faster. Report Progress and
Achievements to gain public relations advantages of Brand protection and enhancement,
Marketing, Shareholder appreciation, Employee recruitment, retention and satisfaction,
Customer loyalty and “Most Favourable” reporting requirements. Avoid “Greenwashing”
accusations by following the advice – “If you can’t prove it, don’t say it”. To add credibility
to the sustainability program and to showcase its progress, use national Reporting Protocols
and Resources. Since partners in supply-distribution chain may not be under direct control
or influence, it becomes difficult to expand the sustainability program. If sustainability
programs aren’t important to stakeholders and don’t add more value to business than the
compliance cost to supply-distribution firms or aren’t under control or influence of the
company and failure to have a cooperative, mutually-beneficial relationship with the partners,
makes the sustainability initiative difficult. Process can be smoothened by Developing
formalized program and requirements, Using sustainability goals as templates, Stating
clearly the expectations from the partners, Offering access to company’s sustainability
team/consultant to assist the supply-distribution planning, Offering favourable payments to
partners and Scheduling regular meetings to discuss and review the progress of
sustainability plan. Thus to survive and to draw maximum value, make sustainability the
foundation of a company’s brand by merging the sustainability and business plans.
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