SupplyChainBrain presents its first issue devoted entirely to Environmental, Social and Governance (ESG)-related topics — with insights from industry experts engaged directly in the effort to forge ethical supply chains, and in a position to offer practical advice on how others can follow their example.
SupplyChainBrain is presenting its first issue devoted entirely to Environmental, Social and Governance (ESG)-related topics — with insights from industry experts engaged directly in the effort to forge ethical supply chains, and in a position to offer practical advice on how others can follow their example.
With the expansion of global trade and evolution of omnichannel retail, supply chains have become increasingly critical, complicated and challenging, spotlighting the impact of globalization and fulfillment of commerce on the environment.
Businesses are under increasing pressure from eco-conscious consumers and regulators to meet net-zero commitments for greenhouse gas emissions from their supply chains. But they still have a long way to go.
Ecological waste, the accumulation of greenhouse gasses, the overuse of natural resources and the overconsumption of carbon are problems that need to be solved in aggregate; otherwise, they affect every link of the global supply chain.
Even before the COVID-19 pandemic underscored the critical skills gap across the procurement and logistics landscape, a report by the American Productivity & Quality Center put a pin in the talent shortages facing today’s industry professionals.
The push for sustainable and socially responsible supply chains has increased with pressure from governments, investors and consumers, and companies that chose to respond quickly are already seeing the benefits.
The supply chain industry’s failure to meet workers’ needs, protect employees and prioritize employee-centric working conditions across multiple touch points is the next crisis to tackle on the path to real recovery.
Much has been written about AI software and robotics in the warehouse from a technology and functionality perspective. Far less has been written about the broad question of who “owns” this type of “smart fulfillment” in an organization.