SupplyChainBrain presents its first issue devoted entirely to Environmental, Social and Governance (ESG)-related topics — with insights from industry experts engaged directly in the effort to forge ethical supply chains, and in a position to offer practical advice on how others can follow their example.
SupplyChainBrain is presenting its first issue devoted entirely to Environmental, Social and Governance (ESG)-related topics — with insights from industry experts engaged directly in the effort to forge ethical supply chains, and in a position to offer practical advice on how others can follow their example.
Large corporations face a whole new world of demands affecting their public-facing supply chain strategies, backed by potentially powerful and wide-ranging legislation that takes aim at due diligence.
With the expansion of global trade and evolution of omnichannel retail, supply chains have become increasingly critical, complicated and challenging, spotlighting the impact of globalization and fulfillment of commerce on the environment.
The key question of whether e-commerce is more or less sustainable than traditional retailing is particularly difficult to answer, because it compares visible with invisible waste
Companies need to be ready to meet the requirements of a new directive by the European Union on demonstrating due diligence in their corporate sustainability efforts.
Companies need to take a proactive approach to addressing the environmental and social impacts caused by shipments moving through their global supply chains.
By optimizing operations within the warehouse, companies can make huge strides in reducing greenhouse gas emissions and boosting sustainability for the extended supply chain.
Three major trends have emerged in the past few years that are driving new interest in circularity: changing consumer expectations, global supply chain disruptions and growing environmental concerns.
Businesses are under increasing pressure from eco-conscious consumers and regulators to meet net-zero commitments for greenhouse gas emissions from their supply chains. But they still have a long way to go.
Ecological waste, the accumulation of greenhouse gasses, the overuse of natural resources and the overconsumption of carbon are problems that need to be solved in aggregate; otherwise, they affect every link of the global supply chain.
A beverage industry leader realizes the value of inclusive leadership by applying five key principles to managing employees, suppliers and customers throughout its global organization.
Having the right senior executive-level technical leadership is becoming increasingly critical to delivering on commitments for end-to-end ethical supply chains.
Even before the COVID-19 pandemic underscored the critical skills gap across the procurement and logistics landscape, a report by the American Productivity & Quality Center put a pin in the talent shortages facing today’s industry professionals.
The push for sustainable and socially responsible supply chains has increased with pressure from governments, investors and consumers, and companies that chose to respond quickly are already seeing the benefits.
ESG initiatives need to be executed in the right order to realize environmental, social and economic benefits. There’s no better place to start than with a clear-eyed view of spend categories.
The supply chain industry’s failure to meet workers’ needs, protect employees and prioritize employee-centric working conditions across multiple touch points is the next crisis to tackle on the path to real recovery.
Businesses today are being held to new standards, thanks in large part to the rise of ESG frameworks that focus on long-term sustainability, ethical choices and other forward-thinking initiatives.
A look at the pioneering research and concepts behind formal relational contracts, with the goal of helping practitioners understand how such agreements can benefit their organizations.
There’s little room for error in most global supply chains, but none for the pharmaceutical cold chain. Failure is measured in lost revenue, reputation and potentially patient lives.
Companies are discovering the power of data and analytics to transform their supply chains, but few are actually prepared to take advantage of these benefits.
Much has been written about AI software and robotics in the warehouse from a technology and functionality perspective. Far less has been written about the broad question of who “owns” this type of “smart fulfillment” in an organization.