Green SCM: Brandaktuelle Studie von The Future Laboratory - Herausforderung und Lösungswege

The Shape of Tomorrow’S Supply ChainS The Science of Sustainability foreword “It is time to design supply chains from the customer backwards. By building in more flexibility or ‘agility’ in their supply Today, sustainability has replaced cost, chains, companies will better respond to value and speed as the dominant topic of customer demand.” discussion among purchasing and supply professionals. Companies are waking Martin Christopher, senior lecturer up to the benefits of a more sustainable approach and the efficiencies it can at Cranfield School of Management deliver. However, maintaining an efficient, streamlined supply chain has become increasingly challenging due to rising fuel “Companies need to learn from the prices and globalisation. The Government’s ambitious targets for wider business world and consider business to make a 60% carbon footprint the human element of supply.” reduction by 2050 is placing additional pressure on companies striving to meet the John Gattorna, professor of supply chain demands of customers, while increasing profits and keeping costs down. management at Macquarie Graduate School In an attempt to unravel the complexities of Management, Sydney of the sustainable supply chain, Oracle has commissioned a study by The Future Laboratory, looking at how current trends in the development of sustainable supply “The current supply chain model is chains will create new opportunities and old-fashioned, restrictive and lacking in business models. The preliminary stage of the study involved a survey of 56 key innovation. It is time that companies seize purchasing and supply directors from major businesses in the UK. the opportunity to reduce costs and With the survey revealing that a third of increase efficiency by making radical UK businesses will focus on sustainability above all other considerations in the changes to supply chain management coming year, this report also offers key insights into future trends that will impact through co-operation and collaboration.” supply chain professionals and a thought- Patrick Dixon, supply chain futurist provoking perspective on how these businesses might address the challenge of the green supply chain. While it is pleasing to see so many companies adopting strategies to address the issue of sustainability, our report reveals that many businesses are simply ‘cherry picking’ areas of their supply chain to improve. This is not good enough. Until businesses can understand the environmental impact of every aspect of their extended supply chain, they will be unable to accurately assess their sustainability credentials. Industry experts involved in this report include, Oracle, The Future Laboratory, Cranfield School of Management, Macquarie Graduate School of Management, Sydney, The Logistics Research Centre at Heriot-Watt University, The European Logistics Users Providers and Enablers Group, The Chartered Institute of Logistics and Transport, The Soil Association and The Sustainable Procurement Task Force. 2 ConTenTS 2 Foreword 4 Introduction: A broken chain that needs fixing 5 Research findings 7 The shape of things to come: Carbonomics 10 The shape of things to come: Micro-facturing 12 The shape of things to come: Collaborative distribution networks 14 3 tiers of sustainability 3 inTroduCTion A broken chain that needs fixing Whether it is a choice made in the design studio, farming methods used in the fields, the treatment of workers in the factory, or the selection of transportation across continents, the supply chain is long and complex and its impact on the environment and the economies and societies it touches is profound. In a new industry survey and report for Image is everything Oracle, by consumer insight agency The Consumers are increasingly concerned In the future, non-governmental Future Laboratory, experts encourage about a brand or product’s so-called organisations and the media will be the purchasing and supply community to SECH rating (its social, ethical, cultural smarter in embarrassing companies that examine the chain more closely. and health footprint). Along with non- mislead the public on sustainability. As Considering that 75% of a business’ government organisations, consumers a result, their efforts must be supported carbon footprint comes from its supply are setting the agenda for everything: by rigorous measurement and careful chain – this is an area where the most from organic food purchases and anti- analysis. Technology will play a crucial difference can be made in terms of sweatshop labour practices, to the role, helping companies assess the reducing environmental impact and growing trend for buying localised economic, environmental and social driving cost efficiencies. products that can demonstrate their ‘good benefits of supply decisions. The Future Laboratory report citizen’ credentials. The supply chain is complex and investigates the trends that will impact sustainability is a broad concept. The supply chain professionals addressing Collaboration profession’s policies and reporting this challenge: Only by openly sharing data and mechanisms must reflect this. knowledge will every aspect of the supply Configured to, assemled to order chain – from buyer, to haulier, to supplier Future supply chains will be designed and their suppliers – be able to drive from the customer backwards, rather efficiency. However, many decision makers than from the factory outwards. As Martin within the industry see data sharing in Christopher, professor of marketing terms of risking their competitive edge. and logistics at Cranfield School of Our experts believe collaboration can Management says, what customers desire extend even further. Why should half-empty will be on demand and more importantly, trucks pass each other on the way to the made to order. same destinations? Why should consumers It is surprising then, that our survey wait for three trucks to deliver their online revealed that decision makers in the orders when one could do the job? supply chain currently have little or no interest in wider consumer issues, and Rigorous measurement place consumer intelligence very low and careful analysis on their ‘must know’ priorities. Yet this The 56 supply chain and procurement is in spite of the fact that many of the directors polled say they have clear issues currently affecting their ability to and proactive policies for sustainability. make decisions are driven by consumers However, promoting sustainability isn’t themselves, according to The Future a case of pick and choose, says Mike Laboratory co-founder and report editor Bernon, senior lecturer at Cranfield School Martin Raymond. of Management. 4 reSearCh findinGS Focus on sustainability Five years ago, the dominant talk among purchasing and supply professionals was cost, value and speed. Things have changed. Companies are now waking up to the benefits of a more sustainable approach and are beginning to consider the measures required for a sustainable supply chain: • A third of those polled said they would be focusing on sustainability above all other considerations in the coming year, compared with just 23% who would be prioritising value • The largest group (36%) thought collaboration would best ensure success, ahead of legislation (32%), technology (13%) and pressure from investors and consumers (11% and 4%) Shared distribution, reduced waste Collaboration begins by sharing logistics data. With free-flowing, standards-based data on tap, companies polled said they could better predict wastefulness throughout the supply chain, as well as identify opportunities for joint value creation. There are signs that companies are now experimenting with shared distribution, however: • Only 7% wanted to consider such an advanced form of collaboration, as others feared a loss of commercial control and reliability by working so closely with other companies and competitors Regulatory pressure Pressure is also filtering down from the at the centre of this effort: board, as business leaders realise the • 75% of retailers polled said their risks associated with a supply chain organisation had ‘clear and proactive’ scandal.