Companies stuck in a mindset of "what’s the minimum I need to do" are missing out on opportunities to use ethical business practices as an integral part of what makes them unique.

Achieving responsible and profitable supply chains is about gaining a triple advantage: creating a clear business case for corporations, as well as benefits for the environment and society. Those focused on this “triple advantage” in supply chain operations can increase competitiveness through increased revenue and brand reputation while decreasing cost and risk.

Companies must move beyond the concept of sustainable business practices as a noble purpose and instead embrace them as a strategic weapon wielded to gain an advantage. To do so calls for getting the numbers straight and building a clear business case for investments. Businesses must also pass by “trial and error” approaches and go straight to proven methods. Decision support tools can help a company to compare its current portfolio of initiatives and identify ways of prioritizing supply chain investments.

It also is key to collaborate on sustainability issues across an extended value chain of internal stakeholders, suppliers, sub-contractors and the end consumer. By working together, companies can find new ways of achieving social, environmental and economic gain, and ultimately create a competitive advantage.

Companies that talk about sustainability instead of actually shaping responsible supply chains will begin losing their ability to grow and compete.

Social media puts businesses under the lens for their practices, and they may feel a reaction from a global customer base that will “vote with their wallets.”

Reputable analyst firms are increasingly factoring ethical behavior into their valuations, and sustainability can create significant impact on stock prices.

Ignoring business sustainability may make it difficult to attract and retain new talent. Millennials consider sustainable practices to be essential, and 46 percent of CEOs reported that employees would be among the most influential groups in guiding their action on sustainability over the next five years – second only to consumers.

Companies that don’t embrace responsible supply chain practices risk falling behind and losing a competitive edge they may never regain.

Companies must move beyond the concept of sustainable business practices as a noble purpose and instead embrace them as a strategic weapon wielded to gain an advantage. To do so calls for getting the numbers straight and building a clear business case for investments. Businesses must also pass by “trial and error” approaches and go straight to proven methods. Decision support tools can help a company to compare its current portfolio of initiatives and identify ways of prioritizing supply chain investments.

It also is key to collaborate on sustainability issues across an extended value chain of internal stakeholders, suppliers, sub-contractors and the end consumer. By working together, companies can find new ways of achieving social, environmental and economic gain, and ultimately create a competitive advantage.

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