Green logistics aims to coordinate supply chain activities to fulfill needs at the lowest cost while minimizing environmental harm. It encourages considering the environmental impact of all stakeholders' actions. Carrying out business in environmentally friendly ways can reduce costs and have other benefits. Green logistics techniques include fully utilizing vehicle capacity, choosing appropriate transportation modes, using navigation software to reduce distances traveled, reconsidering packaging materials, adopting alternative fuels, implementing reverse logistics to reuse and recycle goods, locating factories away from populations, and employing newer technologies like solar power. Lucky Cement was awarded for its sustainable operations and logistics network that made sustainability a core strategy.
Green logistics, in the context of humanitarian logistics encourages all stakeholders to consider the impact of their actions on the environment. The main objective of Green logistics is to coordinate the activities within a supply chain in such a way that beneficiary needs are met at "least cost" to the environment. It is a principle component of reverse logistics. In the past “cost” has been defined in purely monetary terms, whereas "cost" can now also be understood as the external costs of logistics associated with: climate change, air pollution, dumping waste (including packaging waste), soil degradation, noise, vibration and accidents.
Fujitsu has implemented several green logistics initiatives to reduce its environmental impact, including measuring and reducing transport-related CO2 emissions. It formed a green logistics committee in 2006 to enhance partnerships and promote reductions across procurement, product transport, delivery, and recovery. Fujitsu is meeting Japan's revised energy conservation law and tracking greenhouse gas emissions. It works to optimize packaging, storage and transportation through activities like modal shifting and joint projects with logistics partners. Fujitsu also employs an environmental management system to structure its environmental activities.
Green logistics aims to minimize the environmental impacts of logistics activities through measures like consolidating shipments, improving fuel efficiency, and recycling packaging materials. It involves green practices for transportation like using cleaner vehicles and rail transport, for warehousing like renewable energy and recycling, and for value-added services like pallet pooling and tracking technologies. Walmart's former CEO Lee Scott launched a major sustainability initiative with goals of being fully renewable, generating zero waste, and selling only sustainable products.
This document discusses green logistics. It defines logistics activities and introduces green logistics, which involves reducing environmental impacts through transportation, warehousing, packaging, and inventory management. Traditional distribution includes transporting, warehousing, and packaging, while new backwards distribution focuses on recycling, waste disposal, and product lifecycles. Green logistics provides benefits like reduced emissions and costs, improved supply chain optimization, and better business performance, though it also presents challenges. The document examines green logistics applications at IKEA and DHL, including their use of non-wooden pallets and carbon accounting. In conclusion, authorities are concerned with congestion and degradation, but firms are finding green logistics matches profits with environmental protection.
This document discusses green supply chain management. It begins by defining supply chain management and green supply chain management. It then discusses the benefits of green SCM such as improved operations and agility. It provides examples of companies that have implemented successful green SCM initiatives. It also discusses why green SCM is needed due to issues like global warming, corporate social responsibility, and evolving consumer demand. Finally, it discusses areas that can be targeted for greening the supply chain such as product design, material sourcing, and reverse logistics.
This document discusses green supply chain management. It defines green supply chain management as integrating environmental thinking into supply chain activities from production to end of life management. This includes using environmentally friendly inputs and ensuring processes minimize waste and pollution. The document then discusses scholars' definitions of green supply chain management and provides reasons why it has increased in significance for Kenyan firms, like diminishing resources and increasing pollution. It also outlines various green supply chain practices and their benefits, challenges, enablers, and ways to measure organizations' level of greenness.
This document discusses sustainable supply chain management. It begins with an introduction to supply chain sustainability and outlines some drivers and barriers. It then discusses managing carbon footprints through tools like life cycle analysis. Low carbon economy approaches are also examined, including energy efficiency and renewable energy. The document also covers social aspects of sustainable supply chains, including frameworks for supply chain social sustainability. Case studies on Walmart's sustainability metrics and examples of companies achieving low carbon economies through their supply chains are provided.
Green logistics aims to coordinate supply chain activities to fulfill needs at the lowest cost while minimizing environmental harm. It encourages considering the environmental impact of all stakeholders' actions. Carrying out business in environmentally friendly ways can reduce costs and have other benefits. Green logistics techniques include fully utilizing vehicle capacity, choosing appropriate transportation modes, using navigation software to reduce distances traveled, reconsidering packaging materials, adopting alternative fuels, implementing reverse logistics to reuse and recycle goods, locating factories away from populations, and employing newer technologies like solar power. Lucky Cement was awarded for its sustainable operations and logistics network that made sustainability a core strategy.
Green logistics, in the context of humanitarian logistics encourages all stakeholders to consider the impact of their actions on the environment. The main objective of Green logistics is to coordinate the activities within a supply chain in such a way that beneficiary needs are met at "least cost" to the environment. It is a principle component of reverse logistics. In the past “cost” has been defined in purely monetary terms, whereas "cost" can now also be understood as the external costs of logistics associated with: climate change, air pollution, dumping waste (including packaging waste), soil degradation, noise, vibration and accidents.
Fujitsu has implemented several green logistics initiatives to reduce its environmental impact, including measuring and reducing transport-related CO2 emissions. It formed a green logistics committee in 2006 to enhance partnerships and promote reductions across procurement, product transport, delivery, and recovery. Fujitsu is meeting Japan's revised energy conservation law and tracking greenhouse gas emissions. It works to optimize packaging, storage and transportation through activities like modal shifting and joint projects with logistics partners. Fujitsu also employs an environmental management system to structure its environmental activities.
Green logistics aims to minimize the environmental impacts of logistics activities through measures like consolidating shipments, improving fuel efficiency, and recycling packaging materials. It involves green practices for transportation like using cleaner vehicles and rail transport, for warehousing like renewable energy and recycling, and for value-added services like pallet pooling and tracking technologies. Walmart's former CEO Lee Scott launched a major sustainability initiative with goals of being fully renewable, generating zero waste, and selling only sustainable products.
This document discusses green logistics. It defines logistics activities and introduces green logistics, which involves reducing environmental impacts through transportation, warehousing, packaging, and inventory management. Traditional distribution includes transporting, warehousing, and packaging, while new backwards distribution focuses on recycling, waste disposal, and product lifecycles. Green logistics provides benefits like reduced emissions and costs, improved supply chain optimization, and better business performance, though it also presents challenges. The document examines green logistics applications at IKEA and DHL, including their use of non-wooden pallets and carbon accounting. In conclusion, authorities are concerned with congestion and degradation, but firms are finding green logistics matches profits with environmental protection.
This document discusses green supply chain management. It begins by defining supply chain management and green supply chain management. It then discusses the benefits of green SCM such as improved operations and agility. It provides examples of companies that have implemented successful green SCM initiatives. It also discusses why green SCM is needed due to issues like global warming, corporate social responsibility, and evolving consumer demand. Finally, it discusses areas that can be targeted for greening the supply chain such as product design, material sourcing, and reverse logistics.
This document discusses green supply chain management. It defines green supply chain management as integrating environmental thinking into supply chain activities from production to end of life management. This includes using environmentally friendly inputs and ensuring processes minimize waste and pollution. The document then discusses scholars' definitions of green supply chain management and provides reasons why it has increased in significance for Kenyan firms, like diminishing resources and increasing pollution. It also outlines various green supply chain practices and their benefits, challenges, enablers, and ways to measure organizations' level of greenness.
This document discusses sustainable supply chain management. It begins with an introduction to supply chain sustainability and outlines some drivers and barriers. It then discusses managing carbon footprints through tools like life cycle analysis. Low carbon economy approaches are also examined, including energy efficiency and renewable energy. The document also covers social aspects of sustainable supply chains, including frameworks for supply chain social sustainability. Case studies on Walmart's sustainability metrics and examples of companies achieving low carbon economies through their supply chains are provided.
1) By mid-2008, rising oil prices forced manufacturers and logistics providers to address sustainability in their supply chains.
2) The document discusses the challenges manufacturers face in making their supply chains greener due to costs and limited green options from logistics vendors.
3) It provides examples of strategies some companies have used to reduce fuel use and emissions in their operations and supplier networks.
Green supply chain management involves integrating environmental considerations into the management of materials, information and finances as products move through the supply chain. It improves operations by employing environmental solutions, increases adaptability and promotes better alignment between business processes and principles. Key areas to green the supply chain include designing eco-friendly products using less material and computational tools, implementing green purchasing policies, achieving lean and efficient production, using sustainable packaging and optimizing logistics through direct shipping and reverse logistics. Other green initiatives organizations have adopted are eco-labeling, LEED building standards and green sourcing.
Green Supply Chain Management and Reverse LogisticsGurpreet Singh
This document discusses green supply chain management and reverse logistics. It defines supply chain management and green supply chain management. Green SCM involves integrating environmental thinking into all stages of the supply chain. The document also provides success stories of companies that implemented green SCM practices like reusable packaging and saw significant cost savings. It discusses the need for green SCM due to factors like regulations, consumer demand and benefits to organizations. Key areas to green the supply chain are identified like product design, procurement, production, packaging, and reverse logistics. Reverse logistics is defined as the return of materials and involves activities like recycling. The challenges and strategic uses of reverse logistics are also outlined.
Green supply chain management aims to reduce the environmental impact of supply chain operations. It involves designing green products, choosing environmentally friendly suppliers, implementing cleaner manufacturing processes, optimizing packaging and logistics, and managing product returns and end-of-life. Key strategies for greening the supply chain include adopting standards like LEED for green building, using eco-labels to recognize sustainable products, engaging in environmentally preferable purchasing, calculating carbon footprints, and promoting green sourcing from suppliers. Case studies demonstrate how companies like Walmart have improved their environmental performance and reduced costs by greening their supply chain management.
Green Supply Chain Management Practices_Abhijeet GhadgeAbhijeet Ghadge
This presentation discusses green supply chain management. It begins by defining green supply chain management as integrating environmental thinking into supply chain management across the entire product lifecycle. It then covers key green supply chain principles like reducing waste, green design, reverse logistics, and life cycle assessment. Successful case studies are presented, like Xerox's product remanufacturing program. Emerging areas of green supply chain management are also discussed, such as carbon footprint management, reverse logistics, and product lifecycle management. The presentation concludes by outlining the benefits of green supply chain practices.
Green supply chain management involves integrating environmental considerations into all stages of the supply chain from product design to end-of-life management. It can improve operations and increase adaptability by promoting innovations. Adopting green SCM practices provides benefits like improved agility to mitigate risks, better alignment of business processes with sustainability principles, and response to growing environmental awareness. Key areas to green the supply chain are product design, material sourcing, manufacturing, packaging, warehousing, and logistics/reverse logistics. Some companies have committed to becoming carbon neutral across their entire supply chain operations.
Green supply chain management aims to reduce the environmental impact of supply chain operations. It is driven by increasing environmental constraints like global warming, corporate social responsibility, and evolving consumer demand for eco-friendly products. Organizations can green their supply chain through designing greener products, reducing waste in production, purchasing more sustainable materials, using less packaging, and implementing more efficient logistics and reverse logistics processes.
The document provides an overview of green supply chain management (GSCM). It discusses key activities in GSCM including green procurement, green manufacturing, green distribution, and reverse logistics. It also outlines drivers for GSCM adoption such as regulatory pressures, competitive advantages, and cost savings. Some barriers to GSCM implementation are also summarized such as resistance to change, market uncertainty, and lack of government support.
The document discusses green supply chain management (GSCM), which aims to reduce a company's carbon footprint through aligning sourcing, manufacturing, distribution, transportation, and recycling processes. GSCM provides financial benefits like increased revenue and reduced costs. Environmental benefits include reduced emissions, waste, and fuel consumption. Social benefits involve optimizing warehouse space, transportation routes, and logistics networks. However, barriers to implementing GSCM include adapting to customer and supplier changes, the costs of changing processes, and difficulties measuring return on investment.
Green supply chain management (GSCM) involves using environmentally friendly inputs and transforming them into outputs that can be reclaimed and reused. It aims to create a sustainable supply chain. Companies can gain competitive advantages from GSCM by reducing environmental costs like waste disposal and storage. Examples show Dell and Texas Instruments saving over $20 million and $8 million annually through GSCM strategies like recycling and reusable packaging. The document also discusses drivers for GSCM, challenges in adopting it, and how the concepts of green productivity and GSCM are related. It provides examples of green initiatives companies can take and potential rewards from implementing GSCM.
Green purchasing, also known as environmentally preferable purchasing or green procurement, refers to purchasing products and services that have less of an environmental impact over their lifecycle compared to other options. This includes factors like raw material sourcing, production, use, and disposal. Basic principles of green purchasing are to consider need before buying, evaluate environmental impacts of a product's full lifecycle, select suppliers committed to sustainability, collect data on products' environmental performance, and promote sustainability in the supply chain. Implementing an effective green purchasing program involves gaining organizational support, conducting a self-assessment, setting goals, developing a strategy, piloting initiatives, full implementation, and sustaining efforts over time. Benefits include environmental protection, health improvements, positive
This document discusses developing sustainable supply chains. It defines supply chain management and sustainable supply chain management. There are several reasons why supply chains should strive to be sustainable, including to reduce costs and risks, manage reputational issues, and reinforce shareholder value. The document also discusses issues affecting sustainability across various stages of production and distribution. It emphasizes using a triple bottom line approach of evaluating environmental, social, and economic impacts. Examples are provided of sustainable supply chain initiatives undertaken by Walmart. Reverse supply chains and their benefits and challenges are also outlined.
This document discusses green supply chain management. It notes that a supply chain includes multiple vendors, manufacturers, distributors, and retailers who manage materials and resources from suppliers to customers. It also notes that green supply chain management considers the natural environment. The document provides an example case study that analyzed the environmental impact of transporting goods from Barcelona to Denmark by truck versus multimodal transportation. The results showed that multimodal transportation produced over 3 times less carbon dioxide emissions than trucking alone.
Here are potential answers to the assignment questions:
1. Explain different modes of transportation with their benefits and limitations:
The main modes of transportation are road, rail, water, air and pipeline. Each has its own benefits and limitations in terms of cost, speed, capacity, route limitations etc. For example, road transportation provides door-to-door delivery but has higher costs compared to rail. Water transportation has the lowest cost per ton-km but is slower and limited to routes.
2. What transport decisions should a manager take into consideration while selecting the transportation mode?
A manager should consider factors like nature of goods, urgency of delivery, cost constraints, availability of modes, transportation infrastructure etc. Key decisions include
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.
This document discusses green supply chain management. It defines green supply chain management as integrating environmental concerns into supply chain management across all stages from product design to end-of-life management. It outlines the background of industrial ecology and how modeling industrial systems on ecosystems can achieve sustainable performance. The document then describes some key areas and practices of green supply chain management, such as product design, production, procurement, and packaging. It defines green supply chain management and discusses the need for its adoption and benefits including reduced costs, improved brand image, and increased profitability.
Reverse logistics involves the movement of goods from their point of use back to the manufacturer for reprocessing, repairs, recycling, or disposal. It has become an important competitive tool as organizations use services like replacing defective goods, refurbishing returned products, and product recalls to add value for customers. Effective reverse logistics requires planning systems for product collection, recycling centers, and documentation to support product tracking throughout the reverse supply chain.
This document provides an overview and summary of a training on green (sustainable) procurement conducted at Fort Buchanan in Puerto Rico. The training covered topics like mandatory preference programs from the EPA and USDA that designate green products, finding green products, and the roles and responsibilities of procurers in implementing green procurement policies. It discussed laws and policies like EO 13693 that require considering environmental factors in procurement and buying designated green products when possible.
Logistics strategy & planning, Customer Service & ProductsFahad Ali
The document discusses key topics in logistics strategy and planning, including reasons for increased interest in logistics such as deregulation and globalization. It covers major logistics decision areas like transportation modes and warehousing approaches. Transportation modes discussed include road, water, rail, air and pipeline. The document also addresses consolidation, customer service, logistics products, pricing logistics, and risks associated with products.
This document discusses sustainable supply chain management. It defines a sustainable supply chain as one that considers social and environmental impacts in managing materials and services from suppliers to customers. Key drivers for sustainable supply chain management include government regulations, financial factors, environmental concerns, internal business processes, and customer demands. The document also examines methods for measuring sustainability performance in supply chains, including using key performance indicators, and provides an example of Walmart's sustainability scorecard for suppliers.
Green-IT Governance : the sustainable pairTanguy Swinnen
As invited lecturer @ Jönköping International Business School, I've tried to explain how both the concepts of governance and green-it form together the future for a more sustainable world.
DEMYSTIFYING CLIMATE TRANSITION SCENARIOS - Ryan WhisnantGreenBiz Group
The document provides an overview of climate transition scenarios for the food, agriculture and forest products sectors developed by the World Business Council for Sustainable Development (WBCSD). It includes:
1) Details on 5 new climate transition scenarios for these sectors modeled through 2050 that explore different pathways for climate policy implementation and technology development.
2) An online climate scenario tool that allows users to explore impacts on production, prices, markets and other business variables for 23 agricultural commodities under each scenario.
3) Guidance on how companies can apply scenario analysis and the tool to inform strategic planning, target setting, reporting and other business needs.
1) By mid-2008, rising oil prices forced manufacturers and logistics providers to address sustainability in their supply chains.
2) The document discusses the challenges manufacturers face in making their supply chains greener due to costs and limited green options from logistics vendors.
3) It provides examples of strategies some companies have used to reduce fuel use and emissions in their operations and supplier networks.
Green supply chain management involves integrating environmental considerations into the management of materials, information and finances as products move through the supply chain. It improves operations by employing environmental solutions, increases adaptability and promotes better alignment between business processes and principles. Key areas to green the supply chain include designing eco-friendly products using less material and computational tools, implementing green purchasing policies, achieving lean and efficient production, using sustainable packaging and optimizing logistics through direct shipping and reverse logistics. Other green initiatives organizations have adopted are eco-labeling, LEED building standards and green sourcing.
Green Supply Chain Management and Reverse LogisticsGurpreet Singh
This document discusses green supply chain management and reverse logistics. It defines supply chain management and green supply chain management. Green SCM involves integrating environmental thinking into all stages of the supply chain. The document also provides success stories of companies that implemented green SCM practices like reusable packaging and saw significant cost savings. It discusses the need for green SCM due to factors like regulations, consumer demand and benefits to organizations. Key areas to green the supply chain are identified like product design, procurement, production, packaging, and reverse logistics. Reverse logistics is defined as the return of materials and involves activities like recycling. The challenges and strategic uses of reverse logistics are also outlined.
Green supply chain management aims to reduce the environmental impact of supply chain operations. It involves designing green products, choosing environmentally friendly suppliers, implementing cleaner manufacturing processes, optimizing packaging and logistics, and managing product returns and end-of-life. Key strategies for greening the supply chain include adopting standards like LEED for green building, using eco-labels to recognize sustainable products, engaging in environmentally preferable purchasing, calculating carbon footprints, and promoting green sourcing from suppliers. Case studies demonstrate how companies like Walmart have improved their environmental performance and reduced costs by greening their supply chain management.
Green Supply Chain Management Practices_Abhijeet GhadgeAbhijeet Ghadge
This presentation discusses green supply chain management. It begins by defining green supply chain management as integrating environmental thinking into supply chain management across the entire product lifecycle. It then covers key green supply chain principles like reducing waste, green design, reverse logistics, and life cycle assessment. Successful case studies are presented, like Xerox's product remanufacturing program. Emerging areas of green supply chain management are also discussed, such as carbon footprint management, reverse logistics, and product lifecycle management. The presentation concludes by outlining the benefits of green supply chain practices.
Green supply chain management involves integrating environmental considerations into all stages of the supply chain from product design to end-of-life management. It can improve operations and increase adaptability by promoting innovations. Adopting green SCM practices provides benefits like improved agility to mitigate risks, better alignment of business processes with sustainability principles, and response to growing environmental awareness. Key areas to green the supply chain are product design, material sourcing, manufacturing, packaging, warehousing, and logistics/reverse logistics. Some companies have committed to becoming carbon neutral across their entire supply chain operations.
Green supply chain management aims to reduce the environmental impact of supply chain operations. It is driven by increasing environmental constraints like global warming, corporate social responsibility, and evolving consumer demand for eco-friendly products. Organizations can green their supply chain through designing greener products, reducing waste in production, purchasing more sustainable materials, using less packaging, and implementing more efficient logistics and reverse logistics processes.
The document provides an overview of green supply chain management (GSCM). It discusses key activities in GSCM including green procurement, green manufacturing, green distribution, and reverse logistics. It also outlines drivers for GSCM adoption such as regulatory pressures, competitive advantages, and cost savings. Some barriers to GSCM implementation are also summarized such as resistance to change, market uncertainty, and lack of government support.
The document discusses green supply chain management (GSCM), which aims to reduce a company's carbon footprint through aligning sourcing, manufacturing, distribution, transportation, and recycling processes. GSCM provides financial benefits like increased revenue and reduced costs. Environmental benefits include reduced emissions, waste, and fuel consumption. Social benefits involve optimizing warehouse space, transportation routes, and logistics networks. However, barriers to implementing GSCM include adapting to customer and supplier changes, the costs of changing processes, and difficulties measuring return on investment.
Green supply chain management (GSCM) involves using environmentally friendly inputs and transforming them into outputs that can be reclaimed and reused. It aims to create a sustainable supply chain. Companies can gain competitive advantages from GSCM by reducing environmental costs like waste disposal and storage. Examples show Dell and Texas Instruments saving over $20 million and $8 million annually through GSCM strategies like recycling and reusable packaging. The document also discusses drivers for GSCM, challenges in adopting it, and how the concepts of green productivity and GSCM are related. It provides examples of green initiatives companies can take and potential rewards from implementing GSCM.
Green purchasing, also known as environmentally preferable purchasing or green procurement, refers to purchasing products and services that have less of an environmental impact over their lifecycle compared to other options. This includes factors like raw material sourcing, production, use, and disposal. Basic principles of green purchasing are to consider need before buying, evaluate environmental impacts of a product's full lifecycle, select suppliers committed to sustainability, collect data on products' environmental performance, and promote sustainability in the supply chain. Implementing an effective green purchasing program involves gaining organizational support, conducting a self-assessment, setting goals, developing a strategy, piloting initiatives, full implementation, and sustaining efforts over time. Benefits include environmental protection, health improvements, positive
This document discusses developing sustainable supply chains. It defines supply chain management and sustainable supply chain management. There are several reasons why supply chains should strive to be sustainable, including to reduce costs and risks, manage reputational issues, and reinforce shareholder value. The document also discusses issues affecting sustainability across various stages of production and distribution. It emphasizes using a triple bottom line approach of evaluating environmental, social, and economic impacts. Examples are provided of sustainable supply chain initiatives undertaken by Walmart. Reverse supply chains and their benefits and challenges are also outlined.
This document discusses green supply chain management. It notes that a supply chain includes multiple vendors, manufacturers, distributors, and retailers who manage materials and resources from suppliers to customers. It also notes that green supply chain management considers the natural environment. The document provides an example case study that analyzed the environmental impact of transporting goods from Barcelona to Denmark by truck versus multimodal transportation. The results showed that multimodal transportation produced over 3 times less carbon dioxide emissions than trucking alone.
Here are potential answers to the assignment questions:
1. Explain different modes of transportation with their benefits and limitations:
The main modes of transportation are road, rail, water, air and pipeline. Each has its own benefits and limitations in terms of cost, speed, capacity, route limitations etc. For example, road transportation provides door-to-door delivery but has higher costs compared to rail. Water transportation has the lowest cost per ton-km but is slower and limited to routes.
2. What transport decisions should a manager take into consideration while selecting the transportation mode?
A manager should consider factors like nature of goods, urgency of delivery, cost constraints, availability of modes, transportation infrastructure etc. Key decisions include
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.
This document discusses green supply chain management. It defines green supply chain management as integrating environmental concerns into supply chain management across all stages from product design to end-of-life management. It outlines the background of industrial ecology and how modeling industrial systems on ecosystems can achieve sustainable performance. The document then describes some key areas and practices of green supply chain management, such as product design, production, procurement, and packaging. It defines green supply chain management and discusses the need for its adoption and benefits including reduced costs, improved brand image, and increased profitability.
Reverse logistics involves the movement of goods from their point of use back to the manufacturer for reprocessing, repairs, recycling, or disposal. It has become an important competitive tool as organizations use services like replacing defective goods, refurbishing returned products, and product recalls to add value for customers. Effective reverse logistics requires planning systems for product collection, recycling centers, and documentation to support product tracking throughout the reverse supply chain.
This document provides an overview and summary of a training on green (sustainable) procurement conducted at Fort Buchanan in Puerto Rico. The training covered topics like mandatory preference programs from the EPA and USDA that designate green products, finding green products, and the roles and responsibilities of procurers in implementing green procurement policies. It discussed laws and policies like EO 13693 that require considering environmental factors in procurement and buying designated green products when possible.
Logistics strategy & planning, Customer Service & ProductsFahad Ali
The document discusses key topics in logistics strategy and planning, including reasons for increased interest in logistics such as deregulation and globalization. It covers major logistics decision areas like transportation modes and warehousing approaches. Transportation modes discussed include road, water, rail, air and pipeline. The document also addresses consolidation, customer service, logistics products, pricing logistics, and risks associated with products.
This document discusses sustainable supply chain management. It defines a sustainable supply chain as one that considers social and environmental impacts in managing materials and services from suppliers to customers. Key drivers for sustainable supply chain management include government regulations, financial factors, environmental concerns, internal business processes, and customer demands. The document also examines methods for measuring sustainability performance in supply chains, including using key performance indicators, and provides an example of Walmart's sustainability scorecard for suppliers.
Green-IT Governance : the sustainable pairTanguy Swinnen
As invited lecturer @ Jönköping International Business School, I've tried to explain how both the concepts of governance and green-it form together the future for a more sustainable world.
DEMYSTIFYING CLIMATE TRANSITION SCENARIOS - Ryan WhisnantGreenBiz Group
The document provides an overview of climate transition scenarios for the food, agriculture and forest products sectors developed by the World Business Council for Sustainable Development (WBCSD). It includes:
1) Details on 5 new climate transition scenarios for these sectors modeled through 2050 that explore different pathways for climate policy implementation and technology development.
2) An online climate scenario tool that allows users to explore impacts on production, prices, markets and other business variables for 23 agricultural commodities under each scenario.
3) Guidance on how companies can apply scenario analysis and the tool to inform strategic planning, target setting, reporting and other business needs.
This document summarizes a presentation given by William G. Russell on sustainable pathways for profitable companies. The presentation covered short-term planning for fragile but profitable companies, including quantifying sustainability risks and opportunities financially. It also covered longer-term planning for resilient companies, including trends in sustainability reporting, materiality analysis, and new business models focused on resilience in the face of climate change. The presentation argued that companies must embrace sustainability to remain competitive over the long run.
"Sustainability Trends within Supply Chain Management" Lisa Geason-Bauer
Consumers today are very concerned about the impact products; services and the companies who produce them have on the greater world. Commercial buyers and end user consumers are looking for independent third party assurances regarding the health and safety of a specific product as well as detailed information on the supply chain that created that product. This session will focus on addressing trends within sustainable supply chain management, third party reporting/certification and environmental, health product declarations.
This document provides a summary of a webinar about the new consumers of utility data. The webinar featured several panelists discussing how energy management is becoming more data-driven, the various groups within an organization that can benefit from access to energy data, and examples of how companies are using energy data. Key points made include that energy data can aid strategic and tactical business objectives across an organization, from executives to facilities teams to external stakeholders, and that both collecting and properly analyzing large amounts of energy data are important for effective energy management.
Slides from Chris Erickson, Founder and CEO, Climate Earth & Suzanne Greene, Program Manager, MIT Sustainable Supply Chains, presented at the Sustainable Purchasing Leadership Council's 2018 Summit in Minneapolis, MN.
ENVIRONMENTAL FACTORS THAT INFLUENCES THE OPERATIONS OF THE BUSINESSprince koduah
INFORMATION ON THE VARIOUS ENVIRONMENTAL FACTORS THAT BRINGS ABOUT THE RISE AND FALL OF THE BUSINESS OPERATIONS IN RESPECT TO THE MAIN OBJECTIVE OF THE BUSINESS.
apidays LIVE Paris - Deploy digital sobriety by Celine Lescopapidays
This document discusses making digital systems more sustainable. It notes that digital technology contributes significantly to greenhouse gas emissions and rare earth metal usage. It advocates for digital sobriety by minimizing consumption of non-renewable resources. The document proposes guiding organizations towards sustainable information systems by developing a sustainability culture, measuring environmental footprint, designing sustainable systems, and collaborating with partners. It also notes regulatory and industry changes needed like transparency from vendors and informed consumers. The overall goal is to transform information systems using a systemic approach to address this systemic problem.
Worldwatch's goal is to build an energy system that is socially, economically and environmentally sustainable. Through our Sustainable Energy Roadmaps, we provide
supporting research; help government define goals, design strategy; and advise on implementation.
Many companies see the need and are now seeing the business case and profit results for environmental and social sustainability programs and initiatives. A typical progression is for organizations to look at internal initiatives (i.e., energy efficiency), followed by downstream usage of products or services and reuse, recycling and disposal of products. For maximum beneficial impact, organizations need to leverage the supply base. However, not everyone has the power of Wal-mart, GE or IBM to require suppliers to engage. This presentation is an overview of a practical roadmap for extension of sustainability programs upstream to suppliers that companies of various size and status can follow to make progress and move up the curve toward supply chain sustainability.
Webinar - Een duurzame Asset Management StrategieStork
Slides van een webinar over de aanpak en noodzakelijke elementen voor het ontwikkelen van een duurzame asset management strategie. Gegeven door Joris Grimbergen van Stork Asset Management Technology.
DNA Economics: Low carbon transition risk – Brent Cloeteleavesoflanguage
This document discusses the risks associated with the transition to a lower-carbon economy. It notes that transition risk has evolved from a theoretical issue to a pressing concern. The transition must start now to meet climate commitments, which will require changes to economic structures and shift comparative advantages. Inadequate consideration of these risks can lead to mispricing of assets. While policy responses are still ramping up, public opinion is hardening and rapid policy changes are more likely. All regions have implemented more carbon pricing initiatives over the last decade. Transition risks are real but manageable, and standardizing frameworks like TCFD can help evaluate these risks. South Africa is particularly exposed due to its carbon-intensive energy and exports, with one study finding
Apresentação feita por Henrique Petersen Paiva, Gerente de Sustentabilidade da Siemens Brasil e Diretor Executivo da Fundação Siemens Brasil, no Ciclo de Sustentabilidade em São Paulo no bloco "Compras de serviços e produtos por empresas que estão no movimento da sustentabilidade".
The drive for a more sustainable future is only getting stronger. Regardless of industry, companies are increasingly being judged by the role they play. Learn more.
Final Project (Real Estate 3400)1. Individual ProjectThe fiChereCheek752
Final Project (Real Estate 3400)
1. Individual Project:
The final project will be due on November 22th, before the Thanksgiving break on Blackboard.
You have to choose one among the following types of CMBS securities:
• Sequential Pay with three tranches
• Sequential Pay with three tranches with a Z-bond
• Floater / Inverse Floater
• PAC + Support Tranche
• TAC + Support Tranche
After that, build an excel model that will compute cash flows towards each tranche. The model will feature the following:
a) Customizable inputs for the following:
• Initial principal in each tranche (summing to total principal on the underlying mortgages)
• Maturity of the underlying loans in months
• Interest rate of the underlying loans
• Interest rate to investors in each tranche
• Servicing fee paid by the investors (same for each tranche)
• Prepayment assumption (PSA or constant CPR)
• Current market rate
b) User will input all the criteria in a) and be able to see the following update automatically:
• Amortization table for the underlying pool (initial principle, scheduled payments, prepayments, scheduled principal, interest)
• Servicing fee of each tranche
• Cash flow of each tranche
• Investor valuation for the security
c) An additional tab should include the following, fully annotated graphs (title + labeled axis)
• Initial principal of each tranche over time
• Total payments to each tranche
The grades will be awarded based on the following criteria:
· Accuracy: the spreadsheet should compute accurate cash flows for any inputs of the parameters above. The spreadsheets must necessarily be dynamic.
· User-Friendliness: it should be obvious where one should enter the parameters above and where to look for cash flows towards each tranche. Clearly state what type of security you chose.
Note: This is an individual project and intended for you to learn how to build a spreadsheet yourself from scratch. The use of a pre-made template or collaboration of any kind is strictly prohibited. It would be treated as plagiarism and duly measures would be taken against that.
Excel Functions That Might be Useful:
I. ADDITION, SUBTRACTION, MULTIPLICATION, AND DIVISION LOGIC
II. SUM() AND AVERAGE() FUNCTIONS
III. TRUE AND FALSE LOGIC
IV. IF() FUNCTION
V. AND() & OR() FUNCTIONS
VI. MAX() AND MIN() FUNCTIONS
VII. COUNTIF() AND COUNTA() FUNCTIONS
VIII. IRR() AND NPV() FUNCTIONS
Additional Excel Features:
1. DATA VALIDATION: Data Validation restricts the type of data or the values that users enter into a cell. So for instance, with Data Validation you can limit inputs in a given cell to a specific type of value (e.g. whole numbers only). You can also restrict inputs to only predetermined values (e.g. a drop-down menu with a specific list).
2. CONDITIONAL FORMATTING: Conditional Formatting allows you to create a custom look for certain cells (or the entire model) based on user inputs.
3. DATA TABLE: The Data table feature is a feature in Excel t ...
DSM (Demand Side Managament) has changed since it was first introduced in the 1980s as an active policy instrument to make energy systems perform better and more economically. In the years since and primarily in the early years of the new millennium technology has provided new opportunities with smarter applications, decentralised power making use of local renewable sources and with a booming IT for management. We rather talk about Integrated DSM (IDSM).
Policy challenges to make energy systems sustainable and reduce (prevent) climate change has been more pronounced with the Paris accord as the ultimate example. Still market uptake is slow and well beyond expectations (and needs).
It is time for DSM to shape up and deliver!
Speaker for this webinar: Hans Nilsson
Schneider Electric is committed to sustainability and has integrated sustainability into its overall corporate strategy. It uses a Planet & Society barometer to measure and drive sustainability performance across five key areas: climate, circular economy, ethics, development, and health & equity. The barometer score accounts for compensation and incentives for thousands of employees. Schneider Electric has received numerous sustainability awards and rankings in recognition of its longstanding leadership and competitive performance in sustainability.
Presentation may 2014 rmit sustainability and integrated reportingMike Sewell
This document discusses sustainability and integrated reporting. It begins by outlining the objectives of the presentation, which are to share knowledge on sustainability and integrated reporting, provide case studies and resources, discuss various aspects of sustainability reporting, and provide insight into changes to business models. It then covers topics like the different meanings of sustainability, key aspects of sustainability from an environmental perspective, and resources on sustainability reporting frameworks and standards. The document argues that integrated reporting is an evolution that links strategy, governance, and financial performance with social, environmental and economic context to help businesses make more sustainable decisions and provide better information to stakeholders.
ABB is a global leader in power and automation technologies resulting from a 1988 merger between ASEA and BBC. It employs 147,700 people across 100 countries. ABB's mission is to improve performance and drive innovation while attracting talent and acting responsibly. It has a broad product portfolio and large customer base but also faces threats from competition and economic/political instability. ABB aims to accelerate sustainable value creation and push automation boundaries in its 2015-2020 vision of becoming a global leader through profitable growth, relentless execution, and collaboration.
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Παρουσίαση του καθηγητή του ΑΠΘ Άγι Παπαδόπουλου στη Γενική Συνέλευση της ΕΒΗΕ της 11.7.2016 με τίτλο: Κτιριακό απόθεμα: Ο δρόμος προς το ΝΖΕΒ και τα ηλιακά θερμικά συστήματα.
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Παρουσίαση του Χρήστου Κώνστα την Παρασκευή 26.6.2015 στα πλαίσια της ενημερωτικής ημερίδας του ΕΚΕΦΕ ΔΗΜΟΚΡΙΤΟΣ για τα μέλη της ΕΒΗΕ, σχετικά με την εφαρμογή των κανονισμών ECODESIGN και ENERGY Labelling.
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Green Logistics
1. GREEN LOGISTICS
Prof. Dimitrios Vlachos
Director, Industrial Management Division,
Department of Mechanical Engineering,
Aristotle University of Thessaloniki, Greece
President, Supply Chain Management
Association of Northern Greece
Γενική Συνέλευση Ένωσης Βιομηχανιών
Ηλιακής Ενέργειας, ΔΙΠΑΕ, 11 Ιουλίου 2016
2. Agenda
• Introduction
• The Emerging Global SCM Landscape
• Sustainable Supply Chains: Trends and
Challenges
• Green Supply Chain Management
• Wrap-up.
3. The New Era of Globalization
• Global financial flows are 70% below their peak
• Rising wages in China & shifting energy dynamics pose
new challenges to lengthy SCs (nearshoring, reshoring
etc.)
• Cross-border flows rose from $26 trillion in 2012 and
could triple by 2025
• New dramatic changes in the mixture of flows
• Emerging players are becoming sources of innovation,
production and consumption
• Digitization enables companies to “glocalize” at low cost
(hyperscale business).
Source: McKinsey, February 2015
4. The Global SCM Landscape (1/2)
• Global markets at an all-time high in volatility.
• Outsourcing has stretched SC’s thin.
• Globalization and interconnectivity create a ripple
effect
• SC risk impacts can affect national & global
economies.
• Widespread adoption of “lean” practices.
5. The Global SCM Landscape (2/2)
• Outsourcing and reduction of supplier base
• Global consolidation of suppliers
• Centralized Production and Distribution
• Increased Risk/Disruptions
• The C-level executive agenda has evolved
accordingly.
8. Digitizing the Value Chain
• Digital Manufacturing and Design are drawing
attention from innovators and investors alike
• “Industry 4.0” in the EU
• “Industrial Internet” (GE’s term)
• A basket of new technologies that encompass
advances in manufacturing (3-D printing,
adaptive CNC mills, robotics), smart finished
products (using the IoT) and data tools and
analytics throughout the value chain.
9. The Internet of Things Gains Momentum in Manufacturing
• Smart Manufacturing: Applying IoT to production
processes to increase production output, product quality
and lower resource consumption
• Connected Products: Applying IoT to vehicles and
machinery to impact product performance collecting data
in the field, remote diagnostics, maintenance, etc.
• Connected Supply Chains: IoT for increasing visibility &
coordination in the SC, tracking assets (containers,
trucks,…) or inventory for more efficient SC execution &
integrated business planning
Source: IDC Manufacturing Insights, 2015
11. Industry 4.0 & Cyber-Manufacturing
Transformation
of Organisation
Hierarchical Control Paradigm
Deterministic
Corporate-fit by Customizing
Application-specific Solutions
Flexible and Adaptive
Non-deterministic
Highly Decentralized
Service-based Customising
Industry 4.0
Traditional System
Migration
Cyber Physical Systems
ERP
Operational layer
Command layer
Internet of Things
Cyber Physical Systems
Internet of Services
Cloud, BOs & BigData
12. Responsible Supply Chains (1/2)
• “We are in the middle of a paradigm shift. Consumer
pressure, fuelled by social media, is driving
commercial organizations to do more than pay lip-
service to the global socio-environmental impact of
their supply chains.
• …This is no longer about risk mitigation, even though
that is important; it is about a structural change in
the way in which companies gain and maintain
competitive advantage.”
Source: World Economic Forum, January 2015
13. Responsible Supply Chains (2/2)
• Companies need to move from pure efficiency-driven
SC strategies to more holistic concepts to obtain “triple
supply chain advantage” by achieving:
– (i) Profitability, while benefiting
– (ii) Local Development and Societies; and
– (iii) the Environment.
14. CDP Supply Chain Report 2015 (1/3)
• 66 Member Elite global players with $1.3 trillion in
procurement of goods and services
• Dell, Walmart, Coca-Cola, Ford, Siemens, Philips
Electronics, Johnson & Johnson, Microsoft, Vodafone
Group, Unilever, Nestle, Goldman Sachs, L’Oreal, …
• Based on responses by 3,396 of their suppliers
worldwide, on how they approach climate and water
risks and opportunities.
15. CDP SC Report 2015 (2/3)
• Climate change warnings are growing more dire &
global business leaders even site water crises and
extreme weather as top economic risks
• Still, SCs leading to many of the world’ s biggest
companies pay only mild attention
• Only 22% of suppliers are implementing low-carbon
energy projects
• 33% of suppliers report their emission reduction
initiatives led to monetary savings.
• Suppliers from China, US, Brazil and Italy lag behind:
they have a high level of climate risk but they have not
responded adequately.
16. CDP SC Report 2015 (3/3)
“…Forward-looking companies appreciate that
successful, resilient suppliers are good for business.
Suppliers have come to realize that improved
performance can confer competitive advantage not
only making them more efficient but also more
attractive to sustainability-inclined customers”.
Christina Figueres, Exec. Secretary,
UN Framework Convention on Climate Change
17. Working CSR into the Supply Chain
• Today’s CSR focuses on: risk reduction, nimble
reaction to problems, innovation (green
materials, carbon footprint optimization, etc.),
stakeholder engagement & crisis management.
• Companies are now concerned along with
natural resources, with human rights, labor
practices, corporate governance and business
ethics.
18. Green is Serious Business
• Are customers willing to buy green products at
higher costs?
– Walmart’s “Sustainability Leaders Shop”/on line
shopping portal (March, 2015)
• Emissions of Gases (esp. CO2) have emerged as
the main issue (but also water footprint…)
• Green => Lean (it saves money!)
• A cacophony of many initiatives and carbon
trading are upcoming
• Addressing green aspects is vital for building new
infrastructure within the EU.
19. The Emergence of Green SCs
• 80% of the Global Fortune 250 firms release their annual
sustainability report, up from 37% in 2005
• “A New Green Wave” (Jane Nelson, Director, CSR Initiative,
Harvard, 2014): e.g. Unilever and SABMiller
• Sustainability reports of elite companies document that the
greening of their SCs has helped them reduce their
operating costs with increased sustainability of their
business
• Sustainability has emerged as a Profitability Center.
20. Sustainability Rising at C-level
• According to executives,
sustainability is becoming
a more strategic and
integral part of their
businesses.
• CEOs are twice as likely
as they were in 2012 to
say sustainability is their
top priority.
Source: McKinsey Global Survey results 2014
21. Influence of CSOs is Growing
• Sustainability leaders have:
– Increasing executive committee influence, decision-making
authority and budgetary contributions across initiatives
spanning:
– Assurance, Consulating, Energy Management, Natural
Capital, Reporting and SCM
• 92% of responding firms have a Sustainability officer who
reports to the CEO or another member of the executive
committee.
• CEOs increasingly recognize that Sustainability impacts financial
performance.
Source: Verdantix, November 2014
22. Need for Comprehensive Frameworks
• Need to assess the impact of GSCM decisions holistically,
through the identification of their interactions with other
decisions; i.e.:
• Decisions on refurbishing locally may affect reverse logistic
network design decisions.
• Manufacturing planning decisions may affect inventory and
transportation planning decisions.
• Inventory planning decisions may affect transportation
planning decisions.
• Transportation mode selection could affect facility location
decisions.
23. Green Supply Chain Management
• Managing all stakeholders of the Supply Chain where
we take environmental aspects and long-term
efficiency into account
• Main elements:
– Green Supply Chain Planning
– Green Procurement and Sourcing
– Green Supply Chain Execution
– Carbon Management
– Green Supply Chain Performance Evaluation.
24. Green Logistics
• Logistics covering the management of the
movement of goods through the supply chain
• Green Logistics has attracted by far the most
attention of GSCM
• Elements:
– Transportation
– Facilities
– Products
– Reverse Logistics.
25. Issues with Green SCM
• Transportation is more under pressure than consumption
– Logistics contributes 5.5% of total GHG emissions
– Transportation responsible for 89% (rest due to warehouse
and distribution facilities)
– Road freight is responsible for more than 50% of CO2
emissions in the transport sector, ocean for 20%, rail and
air for the remainder.
• Difficulties on building consensus at the global level…
• EU’s Emissions Trading Scheme (ETS) an abysmal failure;
“Worse than Useless!” (The Economist, January 2014).
26. Key Steps towards a Green SC
1) Optimize routing and consolidation
2) Improve fleet visibility
3) Automate tasks and communication
4) Improve packaging strategies
5) Enact energy conservation strategies in the warehouses
6) Improve labor management processes and practices
7) Increase global transport efficiency.
Source: SCDigest, RedPrairie
27. Wrap up
• Clear trend toward sustainable strategies
• Sustainability Core business
• Leading Organizations show the way
28. Green Logistics
Thank you for your attention!!
Prof. Dimitrios Vlachos
vlachos1@auth.gr
Γενική Συνέλευση Ένωσης Βιομηχανιών Ηλιακής
Ενέργειας, ΔΙΠΑΕ, 11 Ιουλίου 2016