May 17, 2020

Four steps for an ethical supply chain

Third Party
Nye Longman
1 min
Four steps for an ethical supply chain
1. Research your product.

You need to find out how your product actually made and where the raw materials actually come from.

2. Research your supply...

1. Research your product.

You need to find out how your product actually made and where the raw materials actually come from.

2. Research your supply chain

You can’t understand your supply chain unless you physically see it with your own eyes.

Ask the workers questions: How much do you work? Are you happy here? Can you provide for your family? What’s the turnover rate? If you see or sense something dirty, trust your gut.

3. Hire feet on the ground

Hire an on-site team independent from the factory operator to ensure that your interests are represented and that the operator can be held to account.

4. Work with third-party certifiers

In order to preserve a variety of standards, use a third party (for example, the Rainforest Alliance) that can spot things that you might not be able to. The added bonus of partnering with these ethical accreditors could very well equate to increased interest in your business.

Stay Connected! Follow @SupplyChainD and @MrNLon on Twitter. Like our Facebook Page.

Read the November issue of Supply Chain Digital.

Source: [The Entrepreneur

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Jun 21, 2021

Pandora and IBM digitise jewellery supply chain

2 min
Jewellery retailer Pandora teamed with IBM to streamline supply chains as sales of hand-finished jewellery doubled across ecommerce platforms

Pandora has overhauled its global supply chain in partnership with IBM amid an ecommerce sales boom for its hand-finished jewellery. 

The company found international success offering customisable charm bracelets and other personalised jewellery though its chain of bricks and mortar retail destinations. But in 2020, as the COVID-19 outbreak forced physical stores to close, Pandora strengthened its omnichannel operations and doubled online sales. 

A focus on customer experience included deploying IBM’s Sterling Order Management, increasing supply chain resiliency and safeguarding against disruption across the global value chain.

Pandora leverages IBM Sterling Order Management as the backbone it its omnichannel fulfilment, with Salesforce Commerce Cloud powering its ecommerce. Greater automation across its channels has boosted the jeweller’s sustainability credentials, IBM said, streamlining processes for more efficient delivery. It has also given in-store staff and virtual customer service representatives superior end-to-end visibility to better meet consumer needs. 

Jim Cruickshank, VP of Digital Development & Retail Technology, Pandora, said the digital transformation journey has brought “digital and store technology closer together and closer to the customer”, highlighting how important the customer journey remains, even during unprecedented disruption. 

"Our mission is about creating a personal experience and we've instituted massive platform changes with IBM Sterling and Salesforce to enable new digital-first capabilities that are much more individualised, localised and connected across channels and markets,” he added. 


Pandora’s pivot to digital 

The pandemic forced the doors closed at most of Pandora’s 2,700 retail locations. To remain competitive, it pivoted to online retail. Virtual queuing for stores and virtual product trials via augmented reality (AR) technology went someway to emulating the in-store experience and retail theatre that is the brand’s hallmark. Meanwhile digital investments in supply chain efficiency was central to delivering on consumer demand. 

“Consumer behaviour has significantly shifted and will continue to evolve with businesses needing to quickly adapt to new preferences and needs,” said Kareem Yusuf, General Manager, AI Applications and Blockchain, IBM. “To address this shift, leading retailers like Pandora rely on innovation to increase their business agility by enabling and scaling sustainable supply chain operations using AI and cloud.”

Yusuf said Pandora’s success was indicative of how to remain competitive by “finding new ways to create differentiated customer experiences that protect their enterprises from disruptions to help mitigate risk and accelerate growth”. 

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