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COSMA > Week 5 > Flashcards

Week 5 Flashcards

1
Q

What is a supply chain?

A

The network of organizations that are involved, through upstream (i.e. supply) and downstream (i.e. distribution) linkages, in the different processes and activities that produce value in the form of products and services delivered to the final consumer”

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2
Q

Global supply chain challenges

A
  • Minimize business disruption from environmental, social and economic impacts
  • Protect company’s reputation and brand value; meet investors’ and stakeholders’ expectations
  • Maintain social license to operate
  • Meet existing and emerging legal and reporting requirements
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3
Q

How to build SSCM?

A
  1. Set directions
  2. Implement expectations
  3. Improve performance
  4. Communicate with stakeholders
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4
Q

Work with sticks and carrots

A

Sticks:
- Developing supplier codes of conduct Conducting audits
- Reduce business activities with the supplier
- Terminate the relationship with the supplier
- Report behavior to the authorities

Carrots (incentives):
- Consistent demand or increased business
- Longer-term contracts
- Sharing costs for improvements
- Recognitions and awards
- Reduction in audit frequency

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5
Q

External assurance

A

An engagement as one in which a practitioner expresses a conclusion designed to enhance the degree of confidence of the intended users, other than the responsible part, about the outcome of the evaluation or measurement of a subject matter against.

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6
Q

Why external assurance?

A
  • License to operate
  • Exceed legal compliance when low lacer enforcement
  • Improve stakeholder communication
  • Due diligence
  • Brand reputation
  • Competitive advantage
  • Premium pay/costs
  • Market demand and acceptance
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7
Q

Levels of assurance

A

First party:
- Auditee internal
Second party:
- Auditee
- Accredited or non-accredited third party
- Scheme owner
Third party
- Auditee
- Accredited third party independent organization
- Scheme owner
- Accreditation body

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8
Q

2 main type criteria

A

Farm level
Chain of custody

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9
Q

Farm level claim transferring model

A

Certified producers sell certified credits to end users so that the purchase of the product in the end will help with the upcomming of more certified products.
Model is there is no chain of custody

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10
Q

Chain of custody mass balance

A

certified and uncertified are mixed

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11
Q

Chain of custody segregation

A

certified is only mixed with certified

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12
Q

Chain of custody identity preserved

A

certified product is seperate from one farm so the source is clear

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13
Q

Business level challenges

A

Company side:
- Executive orders not matching readiness of the company
- Employers commitment
- Departments segregation
- Leverage on suppliers
Suppliers side:
- Resistance of intermediaries in the supply chain
- Strength of the sustainability commitments within the supply chain

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14
Q

Ground level challenges

A

Ground level challenges:
- Many different schemes
- Global standards, local conditions
- Changing practices of smallholder farmers
- Impact measurement
- Certification selects best farmers

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15
Q

5 steps of SSCM

A

Orientation - strategic values
Continuity - structure
Collaboration - structure and processes
Risk management - processes
Pro-activity - processes

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16
Q

Orientation steps

A

Dedication to the TBL
Dedication to SCM

17
Q

Continuity steps

A

SC partner development
Long-term relationships
SC partner selection

18
Q

Collaboration steps

A

Enhanced communication
Logistical integration
Technological integration
Joint development

19
Q

Risk management steps

A

Standards and certification
Selective monitoring
Pressure groups

20
Q

Pro-activity steps

A

Learning
Stakeholder management
Innovation
Life-cycle assessment

21
Q

Problem suppliers in SSCM

A

The hoped-for cascade effect along suppliers often does not occur because the sustainable firm place orders that exceed suppliers’ capacity or impose unrealistic deadlines, leading supplier factories to work under unsustainable circumstances

22
Q

Problems lower tier suppliers

A
  • Lower tier suppliers often have multiple customers with different sustainability strategies. As there is no standard most suppliers do not even bother.
  • Most lower tier suppliers are too little to draw attention and even if they get attention they only change when the big firm steps in.
  • They are least equipped to handle sustainability requirements.
  • They are frequently located in countries where sustainability legislation does not exist.
23
Q

Problems big firms

A
  • Don’t know their lower tier suppliers
  • Don’t know where they are located
  • Don’t know their capabilities
24
Q

Direct approaches

A
  • Evaluate first tier suppliers by using sustainability performance indicators that capture their requirements for lower-tier suppliers.
  • Survey suppliers on their environmental, health, safety, and labor practices and on their procurement practices.
  • Work with major first-tier suppliers to map the firm’s supply network.
25
Q

Indirect approaches

A
  • Provide training and foster peer learning among first-tier suppliers to help them Indirect Direct Global Collective improve their procurement practices with lower-tier suppliers.
  • Select high performing suppliers to pilot new sustainability initiatives.
  • Reward suppliers for cascading sustainability requirements to lower-tier suppliers.
26
Q

Collective approaches

A
  • Commit to developing and complying with industrywide sustainability standards, and help suppliers become full members of industry organizations.
  • Via industry organizations, share resources with competitors and major suppliers to achieve sustainability goals.
  • Encourage first- and lower-tier suppliers to take advantage of sustainability training programs offered by industry organizations.
27
Q

Global approaches

A
  • Work closely with relevant NGOs and international institutions interested in improving supply chain sustainability.
  • Use tools and data that those organizations provide for dealing with suppliers (contracts and scorecards).
  • Recognize suppliers that excel in programs sponsored by NGOs and international institutions
28
Q

Best practices in SSCM

A
  • They have established long-term sustainability goals.
  • They require first-tier suppliers to set their own long-term sustainability goals.
  • They include lower-tier suppliers in the overall sustainability strategy.
  • They task a point person on staff with extending the firm’s sustainability program to first- and lower-tier suppliers.
  • Awareness is key

COSMA (9 decks)

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