Supply chain corporate social responsibility

Sustainability overall objective for human beings formulated by the United Nations in the 1990s is to ensure sustainable development for future generations chemical companies have already started to translate this objective into their industry practice with respects to products developed and sold, energy and natural resource efficiency in their processes, climate protection, corporate social responsibility for the workforce as well as stakeholders in production and consuming areas sustainability as an objective also already inspired operations research and supply chain literature (see for example Zhou et al. 2000 Al-Sharrah et al. 2002)... 

As a result, they have stumbled forward. As companies have outsourced the supply chain, they have had to build inter-enterprise processes to ensure that they are able to achieve better levels of quality, customer service, and corporate social responsibility through their network as they did when all functions reported through their organization. As a result, the focus of the supply chain has become outside-in. 

In the process of writing this book in a center seat on a flight, I had a discussion with a physician. 1 was writing intently, and it piqued his interest. When I explained the premise of the manuscript, he commented, Isn t corporate social responsibility an oxymoron " He then laughed and retorted that he was not sure what was the greater obstacle, the "ox" or the "moron." I smiled. Building the responsible supply chain is certainly a paradigm shift. 

The company s progress in supply chain excellence is multidimensional. It is a business process innovator. As the reader will see in subsequent chapters, the company pioneered techniques in open innovation, global talent development, demand-driven manufacturing, and corporate social responsibility. 

Supply Chain Policy Demand Shaping Contract Management Corporate Social Responsibility Revenue Management Working Capital Management Contract Management... 

As the great stumbled, the path forward was horizontal processes. The most common are revenue management, sales and operations planning, supplier development, and corporate social responsibility. These horizontal processes bridge the links of the supply chain to give it structure, purpose, and connectivity. 

The supply chain leader sees CSR as an opportunity, while the supply chain laggard complains about the burden of corporate social responsibility initiatives for its supply chain. For all, it is an opportunity to build value networks brick by brick. 

The disaster sparked global responses. New safety standards for garment factories in third world countries and closer involvement in supply chains by major retail companies from the United States and other countries were instigated. Many saw the need for clothing retailers to conduct audits of supplier facilities and safety practices as part of their corporate social responsibilities. 

Although many safety issues have gained recognition in the shared workplaces and many tools and methods have been developed (especially for contractors in con-stmction sites), there are still many HSEQ and security threats related to supplier s management in global business environment. The whole supply chain needs to be considered and a comprehensive safety culture in shared workplace needs to be established. If company seeks to perform higher than average in the terms of HSEQ, they must ensure of corporate social responsibility and sustainable processes. HSEQ AP can be one method to support that purpose. 

From the perspective of processes carried out by companies in the supply chain the six areas of risk can be indicated (Spekman and Davis 2004, pp. 414-433). The first three areas pertain to flow processes carried out in the supply chain flow of goods, flow of information and flow of money. The last three areas include ICT systems, relationships with suppliers and aspects of corporate social responsibility. Risk related to goods is associated with the costs of excessive inventories and loss or damage of cargo. The information flow process is exposed to disruptions caused by, e.g., computer viruses or network problems. 

Presented research are carried out under the LOGOS project (Model of coordination of virtual supply chains meeting the requirements of corporate social responsibility) under grant agreement number PBS1/B9/17/2013. 

Ciliberti, R, Pontrandolfo, P. and Scozzi, B. 2008. Investigating corporate social responsibility in supply chains a SME perspective. Journal of Cleaner Production, 16, 1579-1588. 

Sustainable procurement includes the economic, environmental, and corporate social responsibility (CSR) dimensions. CSR aspects of sourcing often deals with assuring ethically sound relationships, establishing codes of conduct, and human rights. Environmental aspects facilitate recycling, reuse, reduction of toxicity, and reduction of resource use. In many cases, as in reduced resource use, sustainable practices can, in fact, decrease the cost in the supply chain. These issues are discussed at length in Chap. 9. 

More and more companies are realizing that embracing responsibilities toward customers, employees and the community, in addition to stockholders, enhances sustainability of companies. This is known as corporate social responsibility (CSR). Responsible companies are concerned with reconciling and aligning the needs and values of employees, customers, suppliers, communities, and shareholders. To ensure integrity the company must institute accountability and transparency in its supply chain activities. 

Corporate social responsibility in the supply chain the need to include social responsibility in supply chain design. 

Broadly defined, corporate social responsibility (CSR) in the supply chain deals with the social and environmental consequences of supply chain operations. Making a global supply chain environmentally sustainable and socially considerate is harder than just doing so for a focal firm. This is due to global reach and the fact that multiple companies are involved. As a result, it is harder to assess and improve operating policies across the entire supply chain. Yet this is a key opportunity to bring CSR to life. 

The key to success of internationalisation strategies is the rationalisation of sourcing, production and distribution. At the same time, the organisation needs to be sensitive to local markets and preferences. Cmcial also is to ensure risk preparedness in international supply chains and to factor in corporate social responsibility policies proactively. 

Global - International EHS standards and news NGOs WHO ISO sustainability corporate social responsibility supply chain management. 

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