May 17, 2020

ediTRACK on prioritising ethics over profits: the cost benefits, part 1

Supply Chain Digital
Supply Chain Technology
Supply Chain
Freddie Pierce
5 min
Corporate Social Responsibility is now essential
Written by Andy Sammars(pictured, right), Account Manager atsoftware solution providerediTRACK (Come back tomorrow for the second part of this feature...

Written by Andy Sammars (pictured, right), Account Manager at software solution provider ediTRACK 

mary stringer two parter author Andy Sammars[1].jpg

(Come back tomorrow for the second part of this feature) 

Increased efficiency, reduced transport costs, positive company image and access to government incentive programmes: these are just a few of the rewards of a corporate social responsibility (CSR) strategy that takes supply chain issues seriously. Despite this, some businesses understandably hold back from fully integrating CSR into their supply chain, fearful that existing supply chains are too complex, too well established, and that it will be difficult and expensive to set up and maintain meaningful ethical practices. They’re concerned that making changes to their supply chain will negatively impact their bottom line, and so they choose profits over ethics – not realising that the two are no longer necessarily mutually exclusive.

In the past, many companies found that their CSR strategies did cost them more. But as the world has grown more focussed on sustainability, technologies have developed, products have improved, pricing is more competitive, and companies have found effective CSR strategies that actually work to improve the consumer experience and increase profits. To take energy saving, for instance: LED lighting is still an expensive energy-saving option, but at least today’s LED lights are reliable and sufficiently bright to not spoil the customer experience. And with electricity prices rising as fast as they are, saving energy is completely aligned with cost reduction as well as CO2reduction. The key is to integrate CSR into your supply chain as strategically as you would in other areas of your business, always with your commercial objectives in mind; as Marks and Spencer’s Robert Nuttall said, “Unless sustainability has a strong commercial outcome, it is by definition not sustainable.” Your sustainability strategy must be consumer and profit focused.

Why are some companies still hesitant to embed CSR in their supply chain?

Larger corporations sometimes struggle to convince customers that their CSR credentials are fully embedded in their overall supply chain strategy. As a result they may lack the incentive to overhaul supply chains for fear that it will make little difference to customer perception. Customers tend to tar all large corporations with the same brush, and, particularly in the case of newly ‘socially responsible’ companies, it’s convenient to believe that a CSR strategy is merely a calculated attempt to improve brand image. Whilst this is the case in some instances, there are companies who have proven that by deeply embedding CSR into all elements of a business, including their supply chains, they can actually out-perform their competitors.

mary stringer two parter Cobbler_Ethical Image reshaped.jpg

What are the cost benefits?

There are short-term and long-term cost benefits of prioritising ethical practices over immediate returns; retailers such as Lush and M&S have proven that it is possible to be ethical and profitable, with M&S making an extra £50m in 2010 through its ‘Plan A’ CSR programme. The key, it appears, is to build your CSR strategy solidly around your commercial goals.

So where do the cost savings and benefits come from when integrating CSR into your supply chain? In terms of operational costs, organisations can make changes that result in reduced transport costs, less waste, lower energy bills, increased efficiency and lower material costs. Higher paid labour can increase worker productivity, and organisations with a socially responsible supply chain may also have access to government incentive programmes.

From a reputational standpoint, organisations stand to gain customer preference and loyalty; customers prefer to buy from organisations they trust, and a genuine CSR commitment provides them with credibility and a competitive advantage – it’s a driver of revenue, stability, and shareholder value[1]. Furthermore, good CSR tends to generate higher morale in workforces, making it easier for an organisation to recruit and retain qualified employees.

Ethics are an increasing influencer of where investors are willing to invest their money. Socially responsible investments (SRI) have increased consistently since the 1990s[2], and the Dow Jones sustainability index (DJSI) is the index most widely used by SRI analysts – who advise their clients on the most sustainable businesses in which to invest. The DJSI is based on an analysis of corporate economic, environmental and social performance, and, importantly, issues assessed include supply chain standards and labour practices. Companies that do not operate in a sustainable and ethical manner are rejected by the index, and may be perceived to be riskier investments. To attract ethically minded investors and maintain a healthy share price, businesses must take CSR seriously.

From an environmental standpoint a commitment to reduce or minimise greenhouse gas emissions, coupled with a voluntary disclosure of your emissions, can result in a higher share price as it enables the investment community to price environmental impact[3]. Successful environmental policies can help mitigate risk and subsequently increase the market value of a company, producing positive returns to shareholders.

Another factor to consider is the financial impact that reputational damage could cause to your brand: companies that don’t have visibility of their supply chain risk significant consequences if unethical practices occur within it. Some businesses have tarnished their brand names through association with unethical practices; the public reaction to the horsemeat disaster and the Rana Plaza factory collapse has demonstrated that ignorance is no longer an excuse. It is a company’s responsibility to have visibility at every stage in their supply chain. Corporate ethical awareness is more than an attractive bonus; for many companies it’s now a fundamental part of their supply chain strategies, the costs of which are justified by the protection and potential enhancement of their brands.

Many consumers are prepared to pay a premium for ethical products, or products from a known ethical retailer. Retailers such as Lush, which prioritises ethical practices over sourcing low cost ingredients and labour, has consistently delivered strong business performance despite the recession. Businesses can prioritise ethical goals without compromising their financial targets – it’s a case of rebalancing, focussing on long-term cost benefits, and finding an effective method to embed CSR meaningfully into their supply chains.


(Come back tomorrow for the second part of this feature, when Andy Sammars will reveal how to profitably implement CSR into the supply chain)


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Jun 23, 2021

SAP Ariba to digitise procurement for Expo 2020 suppliers

2 min
SAP Ariba will fully digitise and automate the procure-to-pay lifecycle for more than 25,000 suppliers at this year’s Expo 2020 Dubai

SAP Ariba will provide a unified digital procurement and payment platform for more than 25,000 suppliers at Expo 2020 Dubai

The global trade event, this year hosted in Dubai, was rescheduled from last year and will now take place between 1 October 2021 and 31 March 2022. 

As the event’s Innovative Enterprise Software Partner, SAP Ariba solutions will fully digitise and automate the procure-to-pay lifecycle, providing a streamlined experience for thousands of market leading, global suppliers and strengthening the global supply chain with enhanced transparency and efficiency. The cloud-based platforms operate through on SAP Ariba’s UAE public cloud data centre and connects to the Ariba Network. 

Expo 2020 "a long-term investment"

Mohammed AlHashmi, Chief Technology Officer, Expo 2020 Dubai, said the world trade event is  “a long-term investment in the future that aims to enhance opportunities for sustainable business connectivity and growth”, which stretches beyond Expo 2020’s six-month window. 

“Our partnership with SAP is an example of what can be achieved with the invaluable support of our technology partners to host one of the most digitally advanced World Expos ever,” he added. “The implementation of SAP Ariba solutions has transformed our end-to-end procure-to-pay cycle and helped set new standards of procurement automation for projects of this scale.”

To date, more than AED 1bn has already been transacted by Expo 2020 suppliers through SAP Ariba. The platform promotes collaborative partnerships and allows registered users to participate in sourcing events, negotiate and initiate contracts, and centralise their invoicing and payments in real time. 

Claudio Muruzabal, President of EMEA South, SAP, said: “Expo 2020 Dubai is demonstrating global best practices in digitising its procurement process with SAP Ariba solutions to help gain visibility into its spend, tighten collaboration with its suppliers, and achieve process automation, including completely paperless invoicing.”

About Expo 2020 Dubai

Expo 2020 will take place in Dubai and is the first of the long-running World Expos to be hosted in the Middle East, Africa and South Asia territory. The original World Expo, called the Great Exhibiton, was hosted in 1851 at the Crystal Palace in London, designed as a showcase for the innovations of the Industrial Revolution. 

Expo 2020 was originally due to run 20 October 2020 to 10 April 2021, but was last year postponed in light of COVID-19 restrictions - though some business has already taken place virtually. The event will place greater emphasis on innovation in sustainable solutions through the Sustainability District, blending technology and culture. It is expected that around 70 per cent of the 25 million attendees will be international visitors. 

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