Slides from Stacey Foreman, Sustainable Procurement Coordinator, City of Portland, Oregon; Brian Goldberg, Sustainability Project Manager, MIT; Renee Paris, Associate Category Manager, Sonoco Products; Kris Spriano, SPLC Program Manager, SPLC; presented at the Sustainable Purchasing Leadership Council’s 2019 Summit in Portland, OR.

1. Charting a Path to Leadership
May 22, 2019

2. Learning Objectives
• Brief overview of what a strategic program approach means as it relates to
sustainable purchasing
• Gain exposure to sector-specific development paths towards program leadership
• Inspire you to chart your own course towards leadership armed with a “toolkit” to
get started

3. • Brief introduction to a strategic program approach and SPLC’s Maturity
Model
• Leveraging internal resources to advance in waste management
- Brian Goldberg, Sustainability Project Manager, MIT
• Evaluating progress in order to inform your journey towards leadership
- Stacey Foreman, Chief Procurement Officer and Sustainability Coordinator,
The City of Portland, Oregon
• Aligning sustainable purchasing to organizational goals in order to drive
action
- Renee Paris, Associate Category Manager, Sonoco Products
Agenda

4. • Brief introduction to a strategic program approach and SPLC’s Leadership
Maturity Model
• Leveraging internal resources to advance in waste management
- Brian Goldberg, Sustainability Project Manager, MIT
• Evaluating progress in order to inform your journey towards leadership
- Stacey Foreman, Chief Procurement Officer and Sustainability Coordinator,
The City of Portland, Oregon
• Aligning sustainable purchasing to organizational goals in order to drive
action
- Renee Paris, Associate Category Manager, Sonoco Products
Agenda

5. A set of strategies, policies and/or activities embedded into an organization’s
cross-functional purchasing processes that are meant to not only generate
traditional purchasing benefits, but also benefits to the environment, society
and economy.
What is a Strategic Sustainable Purchasing Program?

6. We’re doing all
these great
things, but where
are we…really?

7. Maturity Model
A framework for
measuring and
charting your path
towards leadership
Setting Relevant
ESE Priorities
Meaningful
Goals and
Metrics
Staff
Engagement and
Accountability
Supplier
Engagement,
Transparency &
Accountability
Goods/Services
Evaluation and
Transparency
Supplier
Development
and Innovation
Communications
and Program
Transparency
http://www.sustainablepurchasing.org/maturity-model
SPLC
Maturity
Model

8. Charting a path towards leadership
A sustainable
global economy
through
purchasing!

9. Three unique journeys…
Brian Goldberg,
Sustainability Project Manager
Renee Paris,
Corporate Sustainability Lead
Stacey Foreman
Sustainability Coordinator

10. MIT Journey: Tackling Consumption
from Inputs through Outputs
Brian Goldberg
MIT Office of Sustainability

11. 13 million gross square feet
22,200 students, faculty, researchers, staff
168 acres
Package
receiving
Truck to
campus
Product
storage
Packaging
waste
Waste
shipment
Material
disposal
400+ departments, labs and centers
MIT Cambridge Campus
29,000 total items in active stock
*through FY’16 Property database
11
What are we solving for?
MATERIAL INPUTS
1 million+
ITEMS
(e-cat 2016)
MATERIAL OUTPUTS
~6,100
tons (appx
2016 ALL waste)

12. VISION
Imagine an MIT campus where consumption, reuse, and disposal DRIVE POSITIVE IMPACTS
in the world and INSPIRE innovative research and better behaviors.
GOALS
1. Promote sustainable consumption that enhances the health of people and the planet
2. Grow a Circular Economy where innovation drives reuse; waste outputs become inputs
3. Transform systems to a Zero Waste future: WASTE is DESIGNED OUT of the system
12
The Opportunity

13. IMPACT
VISIBILITY
Data-Driven
Impacts
Supply Chain
Strategies
13
Campus Test Bed and
Demonstrator
Distributed
leadership
Defining Success
Scale-able and
replicable solutions

14. Operations
(Facilities,
Procurement,
Dining, etc.)
Office of
Sustainability
Researchers
(Students, Faculty,
research scientists)
14
• Systems view
• Pilot projects
• Data
• Scale-ability
of solutions
Material Flow Analysis
Feedback loops: Research + Operations
Inputs + Outputs
Source: Rachel Perlman, MIT

15. Sourcing,
Procurement,
Design
Purchasing Waste
Generation
Waste
Collection
Systems
INPUTS OUTPUTS
Levers /
Opportunities
for Impact:
Micro + Macro-
Scale
Procurement
officers
Project Managers
Designers
Planners
Construction
Managers
Vendors
EVERYONE
Lab Managers
Admin Assistants
Principal Inv.
Project Managers
Vendors
EVERYONE!
Recycling +
Custodial Services
Housing + Dining
Admin Assistants
Project Managers
Designers
Vendors
Prioritizing strategies based on leverage/influence

16. RAPID ASSESSMENT BENCHMARK WORKSHOP
• First convening of procurement staff throughout campus
• Generated landscape analysis of activities underway
• Revealed that small business program is part of a sustainable
procurement platform
• Identified areas of individual interest and capacity gaps
• Inspired staff to see broader impact of their roles
• Empowered staff to see what’s possible

17. Sourcing,
Procurement,
Design
Purchasing Waste
Generation
Waste
Collection
Systems
INPUTS OUTPUTS
MFA / Spend Analysis
Waste/Recycling
Services
Vendor Engagements
Surplus Matchmarking
GHG/Climate Impacts
Emerging Strategies
Prioritizing strategies based on Leverage / Impact / Scale

18. Purchasing Channels
Electronic catalog (ECAT
Purchases)
Purchase Order Invoice
Credit Card
Employee reimbursement
18
INPUTS Baseline: Spend Analysis

19. STOCK Baseline: Property/Surplus Data
Standard Product
Name
General
Category
Num of
Records
Avg.
Lifetime
(Years)
Std. dev.
of Age
(Years)
COMPUTER, LAPTOP Electronics 9,537 4.9 2.6
COMPUTER - desktop Electronics 8,084 6.3 3.5
COMPUTER SYSTEM, MICRO -
desktop
Electronics 5,339 7.8 2.9
SERVER, EDP Electronics 2,073 6.4 2.7
COMPUTER, MICRO - desktop Electronics 1,718 5.2 2.5
PRINTER, EDP Electronics 1,306 10.1 3.9
MONITOR, EDP Electronics 1,180 9.0 4.2
THERMAL CYCLER Lab Equipment 479 4.5 3.8
FREEZER Appliance 448 5.6 5.9
COPIER Electronics 411 7.9 3.3
OSCILLOSCOPE Lab Equipment 361 22.1 7.4
DESK Furniture 243 16.5 5.4
INCUBATOR Lab Equipment 235 7.9 8.0
TABLE Furniture 187 13.9 6.6
CENTRIFUGE Lab Equipment 173 9.0 9.7
REFRIGERATOR, LAB Appliance 160 6.1 6.9
PRINTER Printer 159 7.2 2.9
MICROSCOPE Lab Equipment 153 14.1 9.9
CHAIR Furniture 152 14.5 4.6
TELEVISION Electronics 136 4.8 4.2

20. 20
OUTPUTS Baseline: Waste Stream data

21. CONFIDENTIAL – FOR USE BY ENEVO ONLY
PILOT Example: Building to Campus-Scale
MIT Media Lab Recycling Behavior Study

22. PILOT: Can operational changes transform recycling behavior?
CONFIDENTIAL – FOR USE BY ENEVO ONLY
Trash
(Traditional,
Overly
Soiled,
Liquids, etc.)
Clean Paper
Corrugated
Cardboard
(Broken
Down)
GMP (Glass,
Metals,
Plastics)
~25%

23. CONFIDENTIAL – FOR USE BY ENEVO ONLY
1. Convenient + Consistent STATIONS
2. Daily Monitoring
3. Outcomes: YES!
• 100 lbs of food waste collected each week
• Recycling Contamination Rate: 97% of all collections NO
CONTAMINATION
• User participation and satisfaction HIGH
50 hodge-podge bins è
PILOT: Can operational changes transform recycling behavior?
6 Central Stations

24. 24
Key Takeaways so far…
• Research as mechanism to open conversations
• Clarify what to solve for
• Spend Analysis challenges: data accessibility
• Prioritize areas of Influence + Leverage + Impact
• Hot Spot vs Hot Button Issues
• What impacts matter?
• Inclusive planning
• Value of pilots at DIFFERENT SCALES

25. Evaluating program-level progress in order to inform your
journey towards leadership
Stacey Foreman, Sustainable Procurement Coordinator

26. City of Portland Sustainable Procurement:
History
• Pre-2002: attribute-specific actions to support energy efficiency and
“buy recycled”
• 2002: Sustainable Procurement Strategy adopted
• 2008: Sustainable Procurement Policy adopted
• Also in context with:
• Sustainable City Principles & Environmental Performance Objectives
• Green Building Policy
• Climate Action Plan
26

27. How We Got To Today
Program Evolution
• Steering
Committee
with Multi-
Stakeholder
Commodity
Workgroups
• What’s the next big
sustainable
procurement
opportunity?
• Action driven by hot
topics/policies
• Strategic Plan
• High-Value, High-Impact
Actions/Projects
• Value Alignment
• Synergies
Structured Opportunistic Strategic
2002 2018
27

28. SP Program Status: 2016
• Sustainable procurement is evolving to address more issues
• Significant increase in demands on the program
• No additional staff or other capacity-building resources
• SP program is still fairly siloed
• Still relatively little employee awareness of SP
• Difficult to track and measure SP benefits
• Realizing contract-by-contract successes, but not driving
organizational change
28

29. Sustainable Procurement Program Evolution
• Step 1: Identify Program Priorities (2016)
• Step 2: Develop Program Strategic Plan (2017-8)
• Step 3: BENCHMARK Program against Leadership Practices (2018-9)
• Step 4: Adjust Strategic Plan As Needed (2019)
• Step 5: Implement Strategic Plan (2018-2021)
29

30. Sustainable Procurement Program Evolution
• Step 1: Identify Program Priorities
• 2016 Spend Analysis – identifies environmental priorities: GHGs, Toxics
• Additional (non-environmental) priorities: Supplier Diversity, Fair & Safe
Supply Chains
• Step 2: Develop Program Strategic Plan
• Internal stakeholder listening sessions: very informative
• Strategic plan focuses on:
• Providing Direction, Priorities, and Expectations
• Building Capacity to Transform Markets for Positive Change
30

31. Sustainable Procurement Program Evolution
• Step 3: BENCHMARK Program against Leadership Practices
• BENCHMARKED as “Developing”
• Areas for improvement:
• Increase employee engagement; Embed cross-departmental SP responsibilities
• Establish program goals and performance metrics
• Executive-level engagement
• Increase supplier sustainability engagement
• Step 4: Adjust Strategic Plan as Needed
• BENCHMARK reinforced many Strategic Plan action items
• Really highlighted need for better leveraging of program resources
• Highlighted more supplier engagement
31

32. Sustainable Procurement Program TODAY
• Step 5: Implement Strategic Plan
Complete/Currently In Progress:
• Update Sustainable Procurement Policy (2018)
• Improve Program Communications
• Develop audience-specific resources that enable action beyond program staff
On Deck:
• Executive-level engagement
• Develop program goals & metrics
• Develop supplier engagement
• Develop employee action incentives
32

33. Key Take Aways
• Program resources alone will not drive change. Rather, need:
• Alignment with existing values / drive values-based decision making
• Incentives are powerful – SP should remove a pain or provide a gain
• Thus, leveraging existing resources can make a difference, if you are
strategic about it
• Focus on high-impact/high-value actions
• But okay to collect easy wins from low-hanging fruit
33

34. More Information
• www.portlandoregon.gov/buygreen
• Sustainable Procurement Policy
• Reports/Case Studies
• Sustainable Supply Chain Analysis
• Strategic Plan
• BENCHMARK report
34

35. Aligning sustainable purchasing to organizational goals in
order to drive action
Renee Paris, Associate Category Manager, Sonoco Products

36. Meaningful Goals and Metrics
• Must know where you are to know how to get where you’re going
• Sudden focus on plastics requires enhanced coordination between customer,
corporate, and purchasing goals

37. Sonoco Goals

38. Sonoco Goals
• Are we a supplier sustainability leader?
• How do we know?
• DJSI
• CAPS summits
• Would benchmarking help?

39. What is benchmarking?

40. Benchmarking Process
• We adjusted budgetary priorities to make room for cost of SPLC Benchmarking
• 1st private sector company to participate
• Marc Ensign (Executive Sponsor of Supplier Sustainability) and I made room in our
schedules for benchmarking

41. Room in our Schedules

42. Room in our Schedules

43. Room in our Schedules

44. Results!

45. Previous Supplier Sustainability Charter

46. Current Supplier Sustainability Charter

47. Team Activities

48. Questions?

49. Try it out! SPLC Program Inventory Checklist
Use this document to “inventory”
your organization’s sustainable
purchasing leadership activities.
Or, to learn more:
www.sustainablepurchasing.org/benchmarking

50. Thank you!

51. Celebrating the journey…
We should not judge people by their peak of excellence; but
by the distance they have traveled from the point where
they started.
- Henry Ward Beecher

52. WWW.S U STA INA BLEP U RCH A S ING .O RG