• Advertise
  • Contact Us
  • About Us
  • Supplier Directory
  • SCB YouTube
  • Login
  • Subscribe
  • Logout
  • My Profile

  • CORONAVIRUS
  • LOGISTICS
    • Air Cargo
    • All Logistics
    • Express/Small Shipments
    • Facility Location Planning
    • Freight Forwarding/Customs Brokerage
    • Global Gateways
    • Global Logistics
    • Last Mile Delivery
    • Logistics Outsourcing
    • LTL/Truckload Services
    • Ocean Transportation
    • Rail & Intermodal
    • Reverse Logistics
    • Service Parts Management
    • Transportation & Distribution
  • TECHNOLOGY
    • All Technology
    • Artificial Intelligence
    • Cloud & On-Demand Systems
    • Data Management (Big Data/IoT/Blockchain)
    • ERP & Enterprise Systems
    • Forecasting & Demand Planning
    • Global Trade Management
    • Inventory Planning/ Optimization
    • Product Lifecycle Management
    • Sales & Operations Planning
    • SC Finance & Revenue Management
    • SC Planning & Optimization
    • Sourcing/Procurement/SRM
    • Supply Chain Visibility
    • Transportation Management
  • GENERAL SCM
    • Business Strategy Alignment
    • Education & Professional Development
    • Global Supply Chain Management
    • Global Trade & Economics
    • HR & Labor Management
    • Quality & Metrics
    • Regulation & Compliance
    • SC Security & Risk Mgmt
    • Supply Chains in Crisis
    • Sustainability & Corporate Social Responsibility
  • WAREHOUSING
    • All Warehouse Services
    • Conveyors & Sortation
    • Lift Trucks & AGVs
    • Order Fulfillment
    • Packaging
    • RFID, Barcode, Mobility & Voice
    • Robotics
    • Warehouse Management Systems
  • INDUSTRIES
    • Aerospace & Defense
    • Apparel
    • Automotive
    • Chemicals & Energy
    • Consumer Packaged Goods
    • E-Commerce/Omni-Channel
    • Food & Beverage
    • Healthcare
    • High-Tech/Electronics
    • Industrial Manufacturing
    • Pharmaceutical/Biotech
    • Retail
  • REGIONS
    • Asia Pacific
    • Canada
    • China
    • Europe
    • Latin America
    • Middle East/Africa
    • North America
  • THINK TANK
  • WEBINARS
    • On-Demand Webinars
    • Upcoming Webinars
  • PODCASTS
  • VIDEOS
  • WHITEPAPERS
Home » Four Steps to Building a Business Case for Efficiency

Four Steps to Building a Business Case for Efficiency

January 11, 2018
Environmental Leader

One of the most critical, often-overlooked steps to launching successful efficiency- and environmental-management programs is creating an effective business case that not only promotes projects internally, but helps to ensure success during the implementation phase and beyond. Far too many plans either don’t get approved, or are approved and then stall, earning the “poor performer” tag and positioning resource efficiency poorly on any future priority lists.   

So how can energy managers turn their efficiency dreams into a company-backed reality? They should start by following these four steps as they build a business case to fund critical efficiency programs:

1. Establish early buy-in at the executive level.

For any resource efficiency plan to work, it must have top-level commitment. The first place to start to secure that commitment is to align your efficiency goals with your company’s public goals. Energy can’t be viewed as a separate objective that’s attached to corporate initiatives as an afterthought. It must be integrated as a visible element of the company’s strategy, and preferably one of the official goals of the company. Getting executives to integrate energy and resource efficiency into overall corporate goals often means helping them see how related measures complement other key priorities.

For example, a well-run energy efficiency program can improve margins, increase production and mitigate risk, all while addressing government mandates, industry regulations and public demands for sustainability. But to be truly effective, corporate energy initiatives must also align with site-level objectives, especially for large companies with multiple facilities and global footprints. That means all stakeholders — from the shop floor to the top floor — must be involved in identifying and prioritizing efficiency and performance expectations.

2. Map current performance baselines.

Once everyone is apprised of the efficiency plan, it’s critical to ensure that the company’s performance baselines are appropriate and accurate. That means ensuring that the company has an enterprise-level view into its energy data, and that this visualization incorporates all data to compare sites, prioritize opportunities and flag challenges.

Read Full Article

RELATED CONTENT

RELATED VIDEOS

Business Strategy Alignment Education & Professional Development Global Supply Chain Management Sustainability & Corporate Social Responsibility Retail
KEYWORDS Business Strategy Alignment Education & Professional Development Global Supply Chain Management Retail sustainability
  • Related Articles

    Building the Business Case for Voice: A Roundtable Discussion Part 1

    Building the Business Case for Voice: A Roundtable Discussion Part 2

Environmental Leader

UPS Testing Sustainable Delivery System in Europe

More from this author

Wake up to live
“Supply Chains in Crisis”
updates and the latest Supply Chain News!

Subscribe to our Daily Newsletter

Timely, incisive articles delivered directly to your inbox.

Popular Stories

  • silicon wafer

    Fate of U.S. Chipmaking Looks More Like Fantasy

    Technology
  • Warehouse worker

    Why Higher Wages Alone Won’t Solve the Supply Chain Labor Shortage

    Warehousing
  • Mobile App

    Podcast | Companies Are on a Shopping Spree for Supply Chain Software

    Technology
  • Adidas

    From Sneakers to Teslas, China Lockdowns Upend Global Supply Chains

    Coronavirus
  • gas

    Supply Worries Send Gasoline Prices to Record Highs

    Global Supply Chain Management

Digital Edition

Scb feb 2022 sm

2022 Supply Chain Management Resource Guide

VIEW THE LATEST ISSUE

Case Studies

  • 3PL Doubles Productivity With Robots to Fulfill Medical Supply Orders

  • E-Commerce Company Cuts Order Fulfillment Time by 40%

  • Fashion Retailer Halves Fulfillment Time With Omichannel Automation

  • Distributor Scales Business by Integrating Warehouse Automaton Software

  • Fast-Growing Fashion Brand Scales E-Commerce Fulfillment With Whiplash

Visit Our Sponsors

Yang Ming Alithya Barcoding
Blue Yonder BNSF Logistics Generix
GEP GIB USA GreyOrange
Here Honeywell Intelligrated Inmar
Keelvar Kinaxis Korber
Liberty SBF Locus Robotics Lucas Systems
Nvidia Old Dominion Parsyl
Redwood Logistics Saddle Creek Logistics Schneider Dedicated
Setlog Holding AG Ship4WD Shipwell
Tecsys TGW Systems Thomson Reuters
Tive Trailer Bridge Vecna Robotics
Whiplash    
  • More From SCB
    • Featured Content
    • Video Library
    • Think Tank Blog
    • SupplyChainBrain Podcast
    • Whitepapers
    • On-Demand Webinars
    • Upcoming Webinars
  • Digital Offerings
    • Digital Issue
    • Subscribe
    • Manage Your Subscription
    • Newsletters
  • Resources
    • Events Calendar
    • SCB's Great Supply Chain Partners
    • Supplier Directory
    • Case Study Showcase
    • Supply Chain Innovation Awards
    • 100 Great Partners Form
  • SCB Corporate
    • Advertise on SCB.COM
    • About Us
    • Privacy Policy
    • Contact Us
    • Data Sharing Opt-Out

All content copyright ©2022 Keller International Publishing Corp All rights reserved. No reproduction, transmission or display is permitted without the written permissions of Keller International Publishing Corp

Design, CMS, Hosting & Web Development :: ePublishing