Kellogg Aims for Green Supply Chain
Kellogg has announced that it will step up efforts to reduce planet-warming emissions in its supply chain as part of a broader initiative designed to be more environmentally friendly.
Under the plan, the Battle Creek-based food products manufacturer will require key suppliers such as farms and mills to measure and publicly disclose their greenhouse gas outputs and targets for reducing them.
The company said it will report annually on those emissions and include climate and deforestation policies in the company's code of conduct for suppliers.
Diane Holdorf, Chief Sustainability Officer, said: “Kellogg will strengthen cutback requirements for its own plants, building on a 2008 pledge to reduce emissions by 15 percent to 20 percent.
"Not only is it what our customers and stakeholders expect of us... but we want to hold ourselves accountable.”
It also pledged to join Business for Innovative Climate and Energy Policy, a coalition that supports legislation that favours cleaner energy and a low-carbon economy. The announcement drew praise from Oxfam International, a group pushing the food and beverage industry to reduce carbon emissions.
"Climate change is putting hundreds of millions of people at risk of hunger and threatening everything from coffee and cereal to wine and chocolate," spokeswoman Monique van Zijl said. "Kellogg is joining a growing list of companies that are putting the weight of their brands behind climate action."
In addition to the measures on climate, the cereal maker also known for products such as Pringles potato chips and Keebler cookies announced a series of green performance goals to reach by 2020 that include a 50 percent increase in use of low-carbon energy and establishing water-reuse projects in 25 percent of its plants.
Kellogg will boost to 30 percent the number of plants sending no waste to landfills and use more efficient packaging, with all timber-based packaging materials being recycled or coming from sources certified as sustainable.
For more information, please visit: http://newsroom.kelloggcompany.com/
Pandora and IBM digitise jewellery supply chain
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”.