This document provides an overview of developing a sustainable supply management strategy. It discusses understanding customer, market, and business sustainability requirements. It also covers principles for developing a supply sustainability strategy, executing the strategy, and monitoring/institutionalizing it. The document outlines NLPA's model for realizing a strategic supply sustainability management approach. Key aspects include understanding requirements, conducting an environmental scan, developing a strategy, and executing sustainable procurement, production, and logistics processes. It emphasizes the importance of measurement to ensure supply sustainability success.
This presentation provides an introduction to the key concepts of the sustainable supply chain, providing definitions of sustainability, explaining climate change and the ways that supply chains can be expected to change in the future, as a result of the need to "go green".
Green design principles are introduced, including the need to avoid creating a "monstrous hybrid". The limitations of recycling are explained and the need for business models centred upon reuse is made clear. The presentation is designed for use at HE5 and HE6 (UK second year or final year Bachelors degree) but it could also be of interest to companies and individuals.
The slides are downloadable, and the download includes presenter notes – plus a short sustainability game that was used in class.
Green logistics describes all attempts to measure and minimize the ecological impact of logistics activities. This includes all activities of the forward and reverse flows of products, information and services between the point of origin and the point of consumption.
Our Senior Consultant Darina Eades has developed An Introduction to Sustainable Procurement, an insightful guide to help you understand what Sustainable Procurement is, what are the drivers and the business case for it.
This presentation provides an introduction to the key concepts of the sustainable supply chain, providing definitions of sustainability, explaining climate change and the ways that supply chains can be expected to change in the future, as a result of the need to "go green".
Green design principles are introduced, including the need to avoid creating a "monstrous hybrid". The limitations of recycling are explained and the need for business models centred upon reuse is made clear. The presentation is designed for use at HE5 and HE6 (UK second year or final year Bachelors degree) but it could also be of interest to companies and individuals.
The slides are downloadable, and the download includes presenter notes – plus a short sustainability game that was used in class.
Green logistics describes all attempts to measure and minimize the ecological impact of logistics activities. This includes all activities of the forward and reverse flows of products, information and services between the point of origin and the point of consumption.
Our Senior Consultant Darina Eades has developed An Introduction to Sustainable Procurement, an insightful guide to help you understand what Sustainable Procurement is, what are the drivers and the business case for it.
How organizations can align quality management systems with environmental sus...Mr. Business Magazine
Organizations have become conscious of the environment and the quality management system too. This synergy not only contributes to responsible corporate citizenship but also fosters operational efficiency and resilience in the face of global environmental challenges.
NYU Stern School of Business Presents: Training Students for a Sustainable Fu...Antea Group
Tensie Whelan, Director of the Center for Sustainable Business at NYU Stern School of Business, discussed how future business leaders are being prepared to deal with these issues, and more as part of WorldView 2017: The Future of Food and Beverage.
Task1-Question Module 2 Discussion ForumQuebecor Printing is .docxjosies1
Task1-
Question: Module 2 Discussion Forum
Quebecor Printing is a commercial printing company that is expanding, acquiring ailing printing companies, and moving into international markets. They have completed more than 100 mergers and buyouts since 1972 and have focused on customized service by using "selective binding" to print. Apply strategies from Porter's model to make Quebecor Printing’s business more profitable.
Follow below rules to complete the assignment.
Within each module, there is a list of key terms. Each student will select one of the key terms and conduct a search of Campbellsville University’s online Library resources to find 1 recent peer reviewed article (within the past 3 years) that closely relate to the concept. Your submission must include the following information in the following format:
DEFINITION: a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY: Summarize the article in your own words- this should be in the 150-200-word range. Be sure to note the article's author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.
DISCUSSION: Using 300-350 words, write a brief discussion, in your own words of how the article relates to the selected chapter Key Term. A discussion is not rehashing what was already stated in the article, but the opportunity for you to add value by sharing your experiences, thoughts and opinions. This is the most important part of the assignment.
REFERENCES: All references must be listed at the bottom of the submission--in APA format. (continued) Be sure to use the headers in your submission to ensure that all aspects of the assignment are completed as required.
Any form of plagiarism, including cutting and pasting, will result in zero points for the entire assignment.
Material:
Supplemental Resources
Mechanistic Organization vs. Organic Organization -https://blog.ordoro.com/2012/07/15/mechanistic-organization/
Common Organizational Structures- https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/
Factors to Consider in Organizational Design- https://courses.lumenlearning.com/boundless-management/chapter/factors-to-consider-in-organizational-design/
Organizational Environment | Sources of Organizational Uncertainty- https://www.youtube.com/watch?embed=no&v=9unK-zqhOhQ
Organizational Environment | Adapting to the Environment- https://www.youtube.com/watch?embed=no&v=vFIn1uhFuqI&t=13s
What Kinds of Changes Do Companies Make in Response to Environmental Uncertainty?- https://smallbusiness.chron.com/kinds-changes-companies-make-response-environmental-uncertainty-71519.html
Task2:
Please provide comments/replies for below two discussions. Each comment/reply should be 150 words.
Classmate disc1:
Sidhartha Ananthula - Sunday, 15 March 2020, 10:31 AM
Porter’s Model
A commercial and.
Task1-Question Module 2 Discussion ForumQuebecor Printing is .docxbradburgess22840
Task1-
Question: Module 2 Discussion Forum
Quebecor Printing is a commercial printing company that is expanding, acquiring ailing printing companies, and moving into international markets. They have completed more than 100 mergers and buyouts since 1972 and have focused on customized service by using "selective binding" to print. Apply strategies from Porter's model to make Quebecor Printing’s business more profitable.
Follow below rules to complete the assignment.
Within each module, there is a list of key terms. Each student will select one of the key terms and conduct a search of Campbellsville University’s online Library resources to find 1 recent peer reviewed article (within the past 3 years) that closely relate to the concept. Your submission must include the following information in the following format:
DEFINITION: a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY: Summarize the article in your own words- this should be in the 150-200-word range. Be sure to note the article's author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.
DISCUSSION: Using 300-350 words, write a brief discussion, in your own words of how the article relates to the selected chapter Key Term. A discussion is not rehashing what was already stated in the article, but the opportunity for you to add value by sharing your experiences, thoughts and opinions. This is the most important part of the assignment.
REFERENCES: All references must be listed at the bottom of the submission--in APA format. (continued) Be sure to use the headers in your submission to ensure that all aspects of the assignment are completed as required.
Any form of plagiarism, including cutting and pasting, will result in zero points for the entire assignment.
Material:
Supplemental Resources
Mechanistic Organization vs. Organic Organization -https://blog.ordoro.com/2012/07/15/mechanistic-organization/
Common Organizational Structures- https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/
Factors to Consider in Organizational Design- https://courses.lumenlearning.com/boundless-management/chapter/factors-to-consider-in-organizational-design/
Organizational Environment | Sources of Organizational Uncertainty- https://www.youtube.com/watch?embed=no&v=9unK-zqhOhQ
Organizational Environment | Adapting to the Environment- https://www.youtube.com/watch?embed=no&v=vFIn1uhFuqI&t=13s
What Kinds of Changes Do Companies Make in Response to Environmental Uncertainty?- https://smallbusiness.chron.com/kinds-changes-companies-make-response-environmental-uncertainty-71519.html
Task2:
Please provide comments/replies for below two discussions. Each comment/reply should be 150 words.
Classmate disc1:
Sidhartha Ananthula - Sunday, 15 March 2020, 10:31 AM
Porter’s Model
A commercial and.
Task1-Question Module 2 Discussion ForumQuebecor Printing is .docxdeanmtaylor1545
Task1-
Question: Module 2 Discussion Forum
Quebecor Printing is a commercial printing company that is expanding, acquiring ailing printing companies, and moving into international markets. They have completed more than 100 mergers and buyouts since 1972 and have focused on customized service by using "selective binding" to print. Apply strategies from Porter's model to make Quebecor Printing’s business more profitable.
Follow below rules to complete the assignment.
Within each module, there is a list of key terms. Each student will select one of the key terms and conduct a search of Campbellsville University’s online Library resources to find 1 recent peer reviewed article (within the past 3 years) that closely relate to the concept. Your submission must include the following information in the following format:
DEFINITION: a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY: Summarize the article in your own words- this should be in the 150-200-word range. Be sure to note the article's author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.
DISCUSSION: Using 300-350 words, write a brief discussion, in your own words of how the article relates to the selected chapter Key Term. A discussion is not rehashing what was already stated in the article, but the opportunity for you to add value by sharing your experiences, thoughts and opinions. This is the most important part of the assignment.
REFERENCES: All references must be listed at the bottom of the submission--in APA format. (continued) Be sure to use the headers in your submission to ensure that all aspects of the assignment are completed as required.
Any form of plagiarism, including cutting and pasting, will result in zero points for the entire assignment.
Material:
Supplemental Resources
Mechanistic Organization vs. Organic Organization -https://blog.ordoro.com/2012/07/15/mechanistic-organization/
Common Organizational Structures- https://courses.lumenlearning.com/boundless-management/chapter/common-organizational-structures/
Factors to Consider in Organizational Design- https://courses.lumenlearning.com/boundless-management/chapter/factors-to-consider-in-organizational-design/
Organizational Environment | Sources of Organizational Uncertainty- https://www.youtube.com/watch?embed=no&v=9unK-zqhOhQ
Organizational Environment | Adapting to the Environment- https://www.youtube.com/watch?embed=no&v=vFIn1uhFuqI&t=13s
What Kinds of Changes Do Companies Make in Response to Environmental Uncertainty?- https://smallbusiness.chron.com/kinds-changes-companies-make-response-environmental-uncertainty-71519.html
Task2:
Please provide comments/replies for below two discussions. Each comment/reply should be 150 words.
Classmate disc1:
Sidhartha Ananthula - Sunday, 15 March 2020, 10:31 AM
Porter’s Model
A commercial and.
Minimising reputation risks through sustainable change delivery assessment - ...Michael Young
This presentation provides an overview of the reputation risks facing organisations and how they can be minimised through a sustainable change delivery assessment.
Purchasing departments contributes in product design, quality, cost of goods sold, manufacturing cycle time.
Ethical and Sustainable sourcing practices have become area of concern over the past five to ten years.
Global population growth, increasing environmental awareness, consumers desires for better corporate responsibility, and declining worldwide levels of natural resources has pressured companies to effectively implement these practices.
This webinar is for you if:
1. Your company’s Supply Chain/Supplier Network has been disrupted by the Covid 19 Pandemic.
2. You are concerned about what’s going to be different in Souring, Procurement and Supply in the near term as the Pandemic plays out.
3. You are looking for specific actions that can be taken now in all scenarios; high demand, flat demand, food supply chain and greatly reduced demand scenarios.
4. Need to identify short-term actions to improve responsiveness to supply challenges and work to bring down costs at the same time.
5. Need to understand your customers’ shifting requirements, the changes coming in what they will value and demand going forward.
Join us as our panel of world-class experts dives into Chief Procurement Office (CPO) Trends, what's coming and how to be ready and adapting to the C-Suite Agenda in 2020 and beyond. We will dive into:
1. What’s trending in all industries for the Chief Procurement Officer and entire Supply Team for your company.
2. Understand the leading-edge opportunities and changes coming at your C-Suite, and how Sourcing and Procurement aligns.
3. Identify emerging trend benefits and returns possible for CPOs and their team in 2020 and beyond.
4. Take away practical tips and strategies from the masters on how to capitalize on trends impacting procurement professionals in every industry.
Top Procurement Challenges Facing Businesses Today and How to Manage ThemNext Level Purchasing
Want to understand the top four challenges for Procurement Professionals in 2020 and beyond.
Gain insights from experts Procurement Professionals can leverage in dealing with the biggest challenges they face.
Learn practical strategies Procurement Pros can leverage to attack Process, Risk & Sustainability, Logistical and Technology adoption challenges in 2020 and beyond.
The Business Case for the Leverage of Strategic Procurement Thinking
1. Meet Organization Goals by Leveraging Expert Procurement Capabilities
2. Realize Enhanced Customer Experience
1. Understand the critical importance of operations models such as the SCOR Framework plays in Effective Supply Chain Leadership
2. Understand the importance of Supply Chain Maturity Models in leading high impact Procurement Operations
3. Explore the correlation between Supply Chain Operational Excellence, NLPA's Body of Knowledge and the must-have Skill Sets of Procurement Leaders of the Future
- Understanding Demand Management Basics
- Planning a Demand Management Process
- Execution of Demand Management
- Conducting a Performance Review of your Demand Management Process (and KPIs)
Understand key reasons for failure in Procurement Projects with a continuum exercise to rate your risk of failure
How to include suppliers a vision of the future
How to create a comprehensive strategy
How to develop an action plan that won’t kill you or your suppliers
Supply Chains around the world are witnessing rapid transformation due to many factors including digitization and cybersecurity. Procurement Professionals as a whole seem to be behind the curve with these trends.
You will learn how the following with impact the Procurement Function:
1. Social Responsibility
2. Digitization
3. Supplier Relationship Management
4. Supply Risk Management
Know the Best Cost Reduction & Performance Management StrategiesNext Level Purchasing
You will learn :
1. Learn to Leverage Total Cost to Serve to Pinpoint Cost Reduction Opportunities
2. Understand how Effective Product Development Mechanisms can Yield Cost Reduction
3. Understand how the Balanced Scorecard Methodologies enhance Performance Management Strategies
The Procurement Function is a critical component of the modern Supply Chain Mechanism. Effective leadership of the Procurement Function requires many skills and talents which encompasses processes, metrics, technology, people, equipment, and policies to name a few.
You will learn:
1. How to align the Procurement Function to your Corporate Strategic Plan
2. The dynamics of Transformational Leadership
3. How to position and lead the Procurement Function for powerful results
4. The benefit of Collaborative Leadership
There is a major shift in the business operating requirements. This is caused by a critical shift in the mindset of the modern customer, who requires products and services produced in business cultures that are socially responsible.
Cost Reduction is often focused on the reduction of the Price we pay for the Mission Critical Inputs we are responsible for acquiring. On average, 60% of activities in organizations do not add value and are wasteful, with only 10% adding value to customers and stakeholders. The cost of doing business this way is staggering and erodes profitability.
1. Learn how to unmask Non-Value-Added Waste in your Supply Chain
2. Learn how to quantify the impact of Process Waste to expose Cost Reduction Opportunities
3. Learn to leverage Cost Reduction Mechanisms to reduce the Total Cost of Ownership realize savings far beyond the price you pay for your raw materials and inputs
4. Learn the benefit of Collaborating and Partnering with Key Supply Chain Stakeholders to realize impactful Cost Reduction
Read more: https://www.nextlevelpurchasing.com/news/purchasing-articles/total-cost-of-ownership
Procurement and Blockchain? Machine Learning? Virtual Reality? WebinarNext Level Purchasing
The scope of the Webinar?
You will learn: How Blockchain, Machine Learning, and Virtual Reality can enhance the Core Procurement Processes?
How Blockchain, Machine Learning, and Virtual Reality can enhance Collaboration and Competitive Advantage?
How Blockchain, Machine Learning, and Virtual Reality can reduce Supply Chain Risk Factors?
How to communicate the Business Case for Blockchain, Machine Learning, and Virtual Reality?
Understand how to Inventory Management and Control can improve your companies' Bottom Line
Read more: https://www.nextlevelpurchasing.com/procurement-training/courses/inventory-management-and-control
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
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We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
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1. Developing a Sustainable Supply Management Strategy
Webinar
9/26/2019
part 1
David Millington, M.Sc.QSM, NPDP, CL6σBB, SPP℠, SPSM3®, CM®
Director of Product Development and Education
2. Scope of Webinar?
You Learn:
Understanding Customer | Market | Business Sustainability Requirements
Principles of developing a Supply Sustainability Strategy
Executing a Supply Sustainability Strategy
Monitoring and Institutionalizing a Supply Sustainability Strategy
Interactive Polling Questions
4. Sustainability
is the capability to continuously conduct certain activities
indefinitely.
The study of sustainability is evolving and is often viewed in three
dimensions known as the Three pillars of Sustainability.
Definition of Sustainability
5. The Three Pillars of Sustainability
Environmental Sustainability is:
The capability of the globe to sustain levels of pollution, nonrenewable
resource depletion, and renewable harvesting proceeding on an
indefinite continuum.
Economic Sustainability:
The capability of an economy to indefinitely sustain definitive levels of
production
Social Sustainability:
The ability of human systems to indefinitely operate at a definitive
level of harmony and social wellbeing. Genocide, corruption, systemic
poverty, illiteracy are examples of socially unstable systems
6. Value has three components:
There is a conversion or transformation of materials and
inputs from one stage to the next
All associated activities are done right the first time
Customers are willing to pay for the output or resulting
products and services
The Context of Value Creation
7. Limitations of Global Sustainability Management
Most Sustainability Management Programs:
1. Do not focus on managing all three of pillars of sustainability
2. Emphasis is usually on one of the pillars at the expense of the other two
Organization Economic Environmental Social
Typical NGO X
United Nations Environmental Program X
World Trade Organization X
Organization for Economic Cooperation and Development X
The United Nations (limited budget constrains impact) X X X
Sustainability Focus
8. Benefits of leveraging Sustainability Programs:
The Business Case for Sustainability
1. Investment Opportunities. Many organizations enhance their access to investment capital solely because they
have sustainability programs
2. Leverage of Innovation. To accomplish excellence in all three pillars of sustainability is a formidable task many
organizations like Levi’s Strauss and Ikea are leveraging innovative processes to realize excellence in economic,
environmental, and social sustainability
3. Competitive Advantage. The demand for sustainable products and services is an increasing trend and a major
requirement to realize competitive advantage
4. Engagement of Workforce. Leveraging social sustainability in the workplace in the form of flexible schedule, safe
and ergonomic workspaces, meaningful work, and effective rewards and recognition programs often results in highly
engaged, inspired employees. Approximately 85% of the workforce in the United States is not engaged in their work.
One can imagine the economic impact of this phenomena
5. Cost Reduction. Each of the three pillars of sustainability is an opportunity for cost reduction and avoidance
beyond price
9. Potentials for Cost Reduction?
Carbon Footprint, Manufacturing, and Logistics Sustainability:
Carbon Footprint is defined as measure of the number of tons of carbon dioxide caused by greenhouse gas
emissions produced by the activities of organizations and individuals
Manufacturing Sustainability is design, development, commercialization and production of products through cost
effective processes that minimize the utilization of resources, energy, social, and environmental impacts
Logistics Sustainability, is the design and execution of logistics networks that realize low greenhouse emissions,
restriction of unnecessary movement and storage of people and materials, with limited usage of energy, fuel, and low
social, economic, and environmental impacts
10. Levi’s Strauss sets aggressive programs to reduce it carbon footprint
Levi’s is leveraging Big Data Analytics to provide insight into and direction on how to proceed with its
initiatives. Through this exercise the company is:
1. Clearly Articulating and Defining sustainability issues
2. Creating Robust Hypotheses on sustainability issues and building Dynamic Analytical Models
3. Determining Root Causes of Negative Sustainability Impacts
4. Developing Robust Solution Models to remedy Negative Sustainability Impacts
5. Levi’s Executives are hyper-focused on Strategic Execution and are leveraging dynamic Execution Models to
achieve its strategic goals.
11. Why should Supply Management Professional care?
The Benefits of Levi’s Strategic Action:
1. Enhancement in Brand Equity, as consumers are becoming more eco-conscious
2. Potential Reduction in lawsuits resulting from health issues generated from excessive emissions pollution
3. Reduction in Cost of Operations, from the reduction in process waste, transportation, motion, over-processing, and
over-production
4. Reduction in fuel consumption
5. Reduction in vehicle and equipment wear and tear
6. Increase in product quality
7. Reduction in Product Cost
8. Product Leadership, the company is leveraging Design for X Parameters.
9. Thought Leadership
12. Only for big companies?
Some key points to note concerning Manufacturing Sustainability for SMEs:
1. Approximately 60% of SMEs globally are investing technologies that enable low carbon footprint
capabilities.
The market for sustainably built or green products and services is worth about 5 trillion dollars
(USD)
2. United Kingdom’s Carbon Trust has estimated that organizations can reduce their energy costs up to 20
to 25%
3. Over 90% of United Kingdom employees prefer eco-friendly and sustainable workspaces, according to
a survey of 5,300 respondents. This survey was conducted by the Johnson Controls Global Workplace
Solutions
13. Benefits of Sustainable Logistics:
1. Reduction of supply chain complexity and increased profitability.
Many organizations are accomplishing this by reducing the quantity of suppliers. A key target for
supplier quantity reduction are suppliers who score poorly on sustainability related capabilities.
The effective use of supplier selection scorecards with robust sustainability criteria will weed out
suppliers who would be able to perform to established sustainability mandates. Many organizations
realize lower Total Cost of Ownership by removing poor performing supplier from their processes. New
Balance Athletic Shoe Inc. reduced its supplier base by about 67%
2. Route optimization
The reduction of transportation and logistical movement reduces economic and environmental impacts,
increased profitability, and the ability for organizations to be better corporate citizens
3. Brand enhancement
In some industries customers are willing to pay up to 5% more for products that are produced and
delivered through sustainable supply chains
4. The way of the future
Up to 35% of logistics companies are leveraging sustainability best practices to drive their processes.
15. Supply Sustainability
The traditional mandate of the procurement function is to:
Manage organizational spend
Support operations
Protect our organizations from risk
In modern times we see an increasing demand for organizations and executives to:
Embrace Sustainability Best Practices
Embrace Social Responsibility Best Practices
Embrace Diversity Best Practices
It is from these lens that a new definition of Supply Sustainability has emerged.
16. Collaborate and Leverage Strategic Category/Commodity |
Supply Sustainability Teams
Category/Commodity | Supply Sustainability Teams:
Ensure that efficient and effective decisions are made regarding all critical aspects of
cost, quality, delivery, reliability, service
Ensure that effective strategies are formulated concerning diversity, social
responsibility, and sustainability issues related to the procurement of mission critical
inputs, products and services
Team members are representative of different departments within an organization
Strategic Category/Commodity Teams are led by Procurement Leaders
17. Supply Sustainability
Definition of Strategic Supply Sustainability:
Next Level Purchasing Association’s definition of Supply Sustainability is:
“A reliable, efficient, cost-effective, collaborative, responsive, agile, and socially
responsible methodology for the procurement of mission critical inputs that create
innovative value to meet customer and organizational requirements with the least
possible impact on the environment”.
Source: Next Level Purchasing Association, 2019
18. Be Strategic in selecting Supply Sustainability Criteria!
The Criteria of Supply Sustainability or Sustainable Procurement are:
Reliability
Efficiency
Cost-effectiveness
Collaboration
Responsiveness
Agility
Innovative value creation
Minimal environmental impact
19. NLPA’s Subject Matter Experts have designed a robust framework for
the realization of the above definition of Supply Sustainability.
The model is:
Underpinned by customer | business requirements and understanding one’s organizational
landscape
The outputs of such an understanding are the formulation of innovative and executed
strategies that are engrained in the organization DNA.
Leverage a Model for Supply Sustainability!
“A reliable, efficient, cost-effective, collaborative, responsive, agile, and socially responsible methodology for the
procurement of mission critical inputs that create innovative value to meet customer and organizational requirements
with the least possible impact on the environment”.
20. Figure 1, NLPA’s Model for realizing Strategic Supply Sustainability Management™
21. Process for deploying NLPA’s Model for realizing Strategic Supply
Sustainability™:
Assemble the Category/Commodity | Supply Sustainability Team to conduct the following process:
Step 1, Gather Customer | Market | Business – Requirements (Plan Phase)
Step 2, Conduct Environmental Scan (Plan Phase)
Step 3, Benchmark against Best in Class Supply Chain Sustainability Programs and Standards (Plan Phase)
Step 3, Develop your Corporate Strategy (Plan Phase)
Step 4, Plan / Develop Supply Sustainability Strategy (Plan Phase)
*********************************************************************************************************************************************************************************************************************************
Step 5, Execute Sustainable Procure to Pay Process (Do Phase)
Step 6, Execute Sustainable Production Processes (Do Phase)
Step 7, Execute Sustainable Logistics Processes (Do Phase)
Step 8, Measure Processes (Check Phase)
*********************************************************************************************************************************************************************************************************************************
Step 9, Anchor | Institutional Sustainability Gains & Repeat the Continuous Improvement Cycle (Act Phase)
22. Output /
Service Quality Characteristics Description What to Measure
Customer
Expectations Key Drivers
Importance to
Customer (1-5)
Current
Performance
(1-5) Gap (E)IPI
Easy to Operate
Ease of use of major
features
Degree of simplicity to
operate vehicle
High degree of
simplicity
Design for
Effectiveness 5 1 4 20
Low Environmental
Impact Fuel Efficiency
Fuel consumption.
Miles per Gallon
No less than 36 miles
per gallon in the city
Environmental
Impact,
Efficiency 5 1 4 20
Great Customer Service
Helpful and courteous
customer servie reps.
Number of minutes
waitng in line for
warranty service
No more than 20
minutes waiting in line
for warranty service Efficiency 5 2 3 15
Child Safety
Automatic child safety
locks
Number of child
injuries Zero injuries
Design for
Safety 5 4 1 5
Easy to Repair
Time and complexity to
repair
Number of days to
conduct general
repairs
No more than 1 day in
repair shop
Design for
Efficiency 5 4 1 5
Note: (E)IPI (Improvement Prioritization index) = Gap x Importance to External
6CylinderMidSizeSedanCar
External Customer: The Public
Gather and understand Customer Requirements
Manufacturing Example
23. Gather and understand Customer Requirements
Service Example
Output
/
Service Quality Characteristics Description What to Measure
Customer
Expectations Key Drivers
Importance to
Customer (1-5)
Current
Performance
(1-5) Gap (E)IPI
Accuracy of Diagnosis Accuracy of Diagnosis
% of correct
diagnosis
100% correct
diagnosis Accuracy 5 4 1 5
Wait Time
Time spent waiting for
admittance and in
between procedures
Number of minutes
elapsed between
critical procedures 30 minutes or less Service Time 5 2 3 15
Bed availability
Bed availability in
emergency department
and hospital % of availability 100% availability
Materials
Availability 5 2 3 15
Testing | report
turnaround
Timely and efficient
administration of tests
and reporting of tests
Number of minutes
elapsed between
testing and reporting 30 minutes or less
Turnaround
Time 4 4 0 0
External Customer : Patients of ABD Hospital
HospitalTreatment
Note: (E)IPI (Improvement Prioritization index) = Gap x Importance to External
24. Customer Requirements Matrix Process
Process for deploying a Customer Requirements Matrix:
Leverage your Category / Commodity | Sustainability Team to conduct the following steps:
Step 1: Determine the Top 3 to 7 external customer requirements.
Step 2: Create descriptions for each requirement.
Step 3: Determine what to measure or appropriate metrics.
Step 4: Determine external customer expectations.
Step 5: Determine the key drivers.
Step 6: Determine the importance of the requirements to external customers.
Step 7: Determine the current performance levels.
Step 8: Determine the current gap.
Step 9: Determine the (E)IPI.
Step 10: Prioritize requirements by largest (E)IPI to smallest.
25. Definition of Market Requirements and Analysis:
Market analysis for procurement and supply operations must provide an assessment of price trends in
the general marketplace (as opposed to price trends between your organization and its suppliers). This information
should be used to speculate on price fluctuation. Price trend assessments can be performed on your government's
price index for each commodity, if your government publishes one.
A powerful source for capturing such an assessment is the Producers’ Price Index. This tool is published on the
United States' Federal Government’s Bureau of Labor Statistics Web site.
If you are from outside the USA, you are encouraged to research the index that your government publishes. A list of
such indices can be found at http://www.bls.gov/bls/other.htm.
Source: NLPA’s 14 Procurement Best Practices Course, 2019
Understand your Market!
26. Process for conducting a Market Requirements Analysis:
Leverage your Commodity/Category | Supply Sustainability Team to conduct the following questionnaire:
Market Force Areas of Impact on Supply Reliability Yes No
Barriers to Market Entry Did any regulatory changes occur that will result in more/less competition or a change in costs?
Entry to Market Did any new suppliers of these commodities enter the market?
Financial Did any suppliers of this commodity go out of business this year?
Financial Are the suppliers of this commodity profitable?
Financial Are any suppliers of this commodity likely to go out of business or file for bankruptcy?
Substitution Impact Did any substitute product or service enter the market?
Supply Reliability Are any of the products or services represented in these commodities in short supply?
Technology Disruption Did any technological changes occur that will affect the market for these commodities?
Environmental Have any significant environmental issues occurred in the market for these commodities
27. Conduct Environmental Scan to understand the Future Landscape
External environmental scanning involves:
The acquisition of critical information from an organization’s External Operating Landscape (EOL)
The assessment of trends and impacts which affect its cohesiveness, efficiency, effectiveness, and sustainability.
Process:
Leverage your Category / Commodity | Sustainability Team to conduct the following steps:
Step 1: Determine the relevant Control Point Elements.
Step 2: Research what is occurring in your space.
Step 3: Research and document significant, relevant, and emerging trends.
Step 4: Determine the impact on your organization and supply chain.
Step 5: Share results with your senior management team and key stakeholders.
28. External
Landscape Factors What is Currently Occurring and to what Magnitude?
Ecological Trends
1. Climate change pressures and awareness
2. The decline of proven oil reserves have created a sense of urgency
to produce cars that consume less fossil fuel
Technological Trends
1. Governmental support for technological innovation
2. The growing prominence of AI and Robotics to enable innovation
and efficiencies
3 Increasing use of mobile computing
4. Increasing use of online fulfillment services
5. Alternative fuel stations networks are in short supply
Industry Trends
1. The industry is becoming more regulated by Environmental
Protection and Safety Agencies
2. Governmental support for innovation reduces barriers to market
entry and stimulates innovation and research
Client / Customer Trends
1. Increasing demand for hybrid and
2. Moderate attitude about customer
3. Increasing eco-friendly mindset and desire to reduce carbon
footprint
1. Increasing wealth gap
2. Increasing demand for labor in to support operations in three
continents
Socio-Demographic Trends
Economic Trends
1. Growth of U.S. economy
2. High growth rate of developing markets
3. Strengthening U.S. dollar
Political Trends
1. Governmental support and grants for innovation
2. Increasing governmental effort for infrastructure in developing
countries
3. Ongoing debate and urgency around climate change, fossil fuel
usage, and reduced emission vehicles
Competitive Trends 1. The rise of Tesla innovation in the electric car space
2. Rise of Toyota in the hybrid car space
ExternalEnvironmentalScanningMatrix
Environmental Scanning Matrix, for ABC Motors
29. Developing a Supply Management SWOT Analysis
A SWOT Analysis at the Organizational Level is the study of an
organization’s internal strengths and weaknesses, and external
opportunities and threats.
A SWOT Analysis at the Departmental | Procurement Function
Level is the study of a Procurement Department’s internal
strengths and weaknesses, and external opportunities and
threats.
35. For a supply manage or supply chain system to be truly
sustainable it must be:
1.Responsive
2.Reliable
3.Agile
4.Cost effective
5.Efficient
6.Eco-friendly
Measure for Supply Sustainability Success!!!
36. Notes:
1.Environmental Impact, (EI.1.3) Index of Supplier Environmental
Sustainability has several sub-measures (EI.31 to E1.37)
2.This framework is an important tool for measuring the degree of success
of a Supply Sustainability Strategy
3.A critical part of planning a Supply Sustainability Strategy is an effective
metrics framework, as it sets the parameters for SMART goals
37. Attributes of Performance Operational Definitions Level-1 Strategic Metrics
Responsiveness The speed at which tasks are performed (RS.1.1) Order Fulfillment Cycle Time
Reliability The ability to perform tasks as required (RL.1.1) Perfect Order Fulfillment
(AG.1.1) Upside Supply Chain Flexibility
(AG.1.2) Upside Supply Chain Adaptability
(AG.1.3) Downside Supply Chain Adaptability
(AG.1.4) Overall Value at Risk
Cost-Effectiveness The cost of operating the process (CO.1.1) Total Cost to Serve
(AM.1.1) Cash-to-Cash Cycle Time
(AM.1.2) Return on Supply Chain Fixed Assets
(AM.1.3) Return on Working Capital
(EI. 1.1) Miles traveled in Supply Chain Activities
(EI. 1.2) Eco-friendly raw materials
(EI. 1.3) Index of Supplier Environmental Sustainability
* (EI. 1.31) Energy Consumption
* (EI. 1.32) Carbon Footprint
* (EI. 1.33) Water Footprint
* (EI. 1.34) Savings Levels resulting from Conservation & Improvement Efforts
* (EI1.35) Rate of Waste Reduction
* (EI1.36) Rate of Waste Recycling
* (EI1.37) Rate of Product Recycling
OperationsFinancialEnvironmental
Asset Management Efficiency The ability to efficiently utilize assets.
The ability to perform operations with the
least possible impact to the environment
Environmental Impact
Agility The ability to respond to external influences
Supply Sustainability Metrics Framework
38. Sales $600,000 % of Sale $750,000 % of Sale $1,350,000 % of Sale
Make Production Labor $51,235 8.5% $74,300 9.9% $125,535 9.3%
Make Raw Materials $67,125 11.2% $92,483 12.3% $159,608 11.8%
(-) Cost of Goods Sold $118,360 19.7% $166,783 22.2% $285,143 21.1%
(=) Gross Margin $481,640 80% $583,217 78% $1,064,857 78.9%
Plan Cost of Planning $8,139 1% $11,697 2% $19,836 1.5%
Enable Cost of Order Processing $18,235 3% $4,287 1% $22,522 1.7%
Source Cost of Sourcing $12,136 2% $18,236 2% $30,372 2.2%
Deliver Cost of Delivery $42,328 7% $21,568 3% $63,896 4.7%
Deliver Cost of Expedited Orders $21,456 4% $59,334 8% $80,790 6.0%
Return Cost of Returns $48,234 8% $7,219 1% $55,453 4.1%
Enable Cost of Sales Visits $3,267 1% $4,219 1% $7,486 0.6%
Billing Cost of Monthly Billing $4,246 1% $5,123 1% $9,369 0.7%
Quality Cost of Quality $11,254 2% $21,553 3% $32,807 2.4%
(-) Total Planned Cost $169,295 28% $153,236 20% $322,531 23.9%
Waste Cost of Defects $77,247 13% $41,258 6% $118,505 8.8%
Waste Cost of Over Production Waste $15,124 3% $27,356 4% $42,480 3.1%
Waste Cost of Waiting Waste $11,358 2% $17,235 2% $28,593 2.1%
Waste Cost of Neglect of Human Capital $18,237 3% $19,238 3% $37,475 2.8%
Waste Cost of Transportation Waste $22,578 4% $31,569 4% $54,147 4.0%
Waste Cost of Inventory in Excess $31,257 5% $11,235 1% $42,492 3.1%
Waste Cost of Motion Waste $24,369 4% $35,158 5% $59,527 4.4%
Waste Cost of Excess Processing $17,235 3% $27,125 4% $44,360 3.3%
(-) Total Unplanned Cost $217,405 36% $210,174 28% $427,579 31.7%
(=) Margin after Total Cost to Serve $94,940 16% $219,807 29% $314,747 23.3%
PlannedCostUnplannedCost
AdministrativeCost
$
ProductLevelServiceLevelProductLevel
8Wastes-TheHiddenFactory
Supply Chain A Supply Chain B
CombinedMake to Stock(M1) Make to Order(M2)
Total Cost to Serve Rationalization
39. Procurement Function / Warehouse Dept. Mission: Performance Metrics
1. [RS 1.1] Order Fulfillment Cycle Time (<3 days)
2. [RL 1.1] Perfect Order Fulfillment (>98%)
3. [AG 1.4] Value at Risk (80% )
4. [CO 1.1] Total Cost to Serve (20% )
5. [EI 1.1] Miles travelled in supply chain (20% )
6. [EI 1.2] Eco-friendly raw materials (100%)
7. [EI 1.3] Index of supplier environmental sustainability (4.5)
Key Initiatives to realize Procurement / Warehouse
Dept. Mission: : Performance Metrics
1. Cost of Raw Materials (<25%)
2. Eco-friendly raw materials (100%)
3. Index of supplier environmental sustainability (4.5 or >)
4. Value at Risk (80% )
5. Short ships of raw materials by suppliers (0%)
Performance Metrics
1. Defects (<2%)
2. Packing Labor Cost (<4% of Revenue)
Performance Metrics
1. Accuracy of Inventory (>98%)
2. Avg. time to Pick and Ship Order (<40 min)
3. Perfect Order Fulfillment (>98%)
4. Miles travelled in supply chain (20% )
5. Total Cost to Serve (20% )
6. ABC Stratification (A=80%, B=15%, C=5%)
7. Rec. & Ship Labor Cost (<6% of Revenue)
8. Safety (0 injuries)
Performance Metrics
1. Machine Uptime (>95%)
2. Overall Equipment Effectiveness (85%)
3. Building Code Violations (0%)
PFW4 Ensure Effective Maintenance of Warehouse Equipment and
Layout. (Trish, Facilities Manager)
PFW1 Source eco-friendly rawmaterials for the manufacture of
AXY's products. Assure no stock outs of raw materials.
(Cathy, Procurement Manager)
PFW2 Assemble orders for shipment to customers according to
plan (Steve, Packing Manager)
PFW3 Manage Receiving of rawmaterials to Shipment of finished
goods. Ensure responsive, reliable, agile logistics.
(Kevin, Receiving and Shipping Manager)
Ensure that AXY, efficiently and effectively distributes superior
products made with 100% eco-friendly rawmaterials`
Janice Miller. Director of Procurement / Warehouse Operations
Align Corporate and Supply Management Strategies
41. The BIG 6 Losses in Business | Are they Sustainable?
Big Loss #1
Equipment Failure: Loss Type, Availability Loss
Big Loss #2
Setup and Adjustments: Loss Type, Availability Loss
Big Loss #3
Idling and Minor Stops: Loss Type, Performance Loss
Includes: material jams, inaccurate settings, misaligned sensors
Big Loss #4
Reduced Speed: Loss Type, Performance Loss
Big Loss #5
Process Defects: Loss Type, Quality Loss
Big Loss #6
Reduced Yield: Loss Type, Quality Loss
42. `
ProcessMeasurement
MachinesPeople
No Standard Best Practices
Spaghetti Flows
Lengthy Changeover
Limited ROI Understanding
Lack of Preventative Maintenance
Reactive Maintenance
No Pre-Op Checks on EquipmentRoperto Multitasking
For Several years the Soup Production Process
has delivered product about 40% on time or 55%
below the expectation of its Internal Customer,
the Fill Process.In additional the communication
level from the Soup Production Process to the Fill
Process, has been only about 50% effective, or
50% below the expected level. The negative
FiscalImpact has been about $850,000,
Including several hours per day per person in
unplanned man hours and downtime.
ProblemStatementLimited Process Benchmarking
Platform not designed for urgency
Limited Process Data and Study
Scheduling without Time Elements
High Failure Rate
Unbalanced Metrics
Environment
Poor Work Station Planning
Lack of Training
Spaghetti Flows
Non Scaling of Recipes
Over processing
Lack of Standardization
Machine abuse
Lack of accountability
Poor Machine design Orics
Humidity in Printers
Limited Visual Controls
Limited Cross Training
limited Line Balancing Between cells
Fear of Change
Limited Error Proofing
MAJOR CAUSE: Lack of Training for
Labor Utilization and Accountability
Lack of accountability
Materials
Lack of accountability Lack of Supplier Accountability
Poor Quality Produce
Missing Out of Stock
Lack of Procurement Accountability/ Planning
Lack of Early Warning of Out of Stock
How Sustainable is the System?
Systems Thinking and Systems Settings
Leverage
Root Cause Analysis
The formula for the said interaction is Y=f(x). The output (Y or the Products delivered to customers) is a function of Supply
Chain Input and Process Variables or the (Xs).
43. The 3Rs Model for Waste Management
3Rs Model stands for Reduce, Reuse, and Recycle. The framework is in
response to a dramatic rise in the production of solid waste in the United
States of America.
Notes:
The United States comprises about 5% of the world’s but consumes
between 20 to 25% of globe’s resources
About 95 to 99% of items purchased are discarded after 6 to 8 months
The 3Rs Model is becoming a globally used waste management technique
to address the rising impact of unchecked consumerism.
44. The 3Rs Model for Waste Management
Reduce:
The first and most important tactic in a Waste Management Strategy is to reduce our consumption and demand for the items we buy.
The reduction mindset can yield tremendous benefit if leveraged in multiple dimensions. This concept can be leveraged on a
household, community, and organizational levels.
Businesses can help “Reduce” by:
Reducing their scrap rates, thereby increasing their yields from the raw materials used in their processes to produce products and
services for consumption
Reducing their raw material requirements to produce similar or better products and services
Key reduction objectives:
Finding innovative methods including eco-friendly substitutes to increase product and service yields
Reducing the energy requirements to produce products and services
Reduce Operational Waste as a waste management tactic. The assessment, root causation, and elimination of the Hidden
Factory or 8 Deadly Wastes in organizations:
Defects waste
Over-production waste
Waiting waste
Neglect of Human Capital
Transportation waste
Inventory waste
Motion waste
Excessive processing waste
45. Strategic Fit
Product
Attractiveness
Market
Attractiveness
Leverages Core
Competencies
Reward vs Risk
Low Cost to
Develop
Intellectual
Property Potential
Decision
Product J 5 5 5 4 5 5 5 97 Proceed
Product D 4 5 5 5 4 5 5 94 Proceed
Product K 5 5 5 4 5 4 5 94 Proceed
Product A 5 5 4 5 5 5 4 94 Proceed
Product M 5 5 5 4 5 4 4 91 Proceed
Product I 5 4 3 5 5 5 4 89 Hold
Product F 5 4 4 4 5 4 4 86 Hold
Product N 5 4 4 3 4 5 5 86 Hold
Product G 4 5 3 5 3 5 5 86 Hold
Product C 4 5 5 4 4 4 3 83 Hold
Product B 2 3 4 2 5 5 5 74 Kill
Product L 3 4 4 3 2 5 5 74 Kill
Product H 2 2 3 3 2 5 5 63 Kill
Product E 3 3 2 3 4 1 2 51 Kill
Score Ranking Decision
90 to 100 A Proceed
80 to 89 B Hold
<80 F Kill
Strategic Buckets (Rating 1 = Low 5 = High)
New
Product Score
Product Rationalization