Value chain, sustainable

On the micro-economic level, simple company value chains consisting of buying products to optionally make other products out of it, to distribute and sell these products with a margin to customers become complex networks with globally spread out locations. Globally operating companies face the task to manage volumes and values in this network in a profitable way to ensure competitiveness and business sustainability. 

In market economies, however, companies are confronted with competition when selling to customers and they use the market competition when purchasing from suppliers. On the other hand, market constellations can change, when many customers compete for limited resources or raw materials provided by few large suppliers. In these situations, prices, values as well as ensured profitability within each company are decisive for the sustainable survival of the business. While the supply chain emphasizes the supply aspects including ensured supply and availability (Corsten 2001, p. 94), an essence of Porter s value chain underlining the value focus and the supply chain concept is required as basis for the study. 

It should create a sustainable position within the value chain that enables the company to capture its fair share of the value. 

To develop engineers and scientists in various disciplines to sustain the whole value chain of hydrogen production as well as integration with the heat source and end users. 

What and how organic farming can contribute to food security and sustainable development in tropical countries is of particular interest for research and development, for stakeholders in the whole value chain, and for national authorities, as well as for national and international cooperation agencies concerned with policy development in view of the diminishing financial resources available for agricultural research in development, it is important to invest in the most sustainable and cost-efficient strategies. The interest in secured data based... 

The Ethical Investment Research Services (EIRIS) and Sustainable Asset Management (SAM) have developed and applied composite indices to assess corporate sustainability practices based on company questionnaires and analysis of public information. The Investor Responsibility Research Center (IRRC) pointed out the value-chain perspective that analysts increasingly apply, considering risks beyond the company s immediate sphere of control. 

The book is intended for a primary audience comprised of professionals in the chemical industries, including those designated managers in business, research, and development, operations, health, safety and environment, security, and sustainable development. Yet, managers from other industries in the value chain of chemical companies will benefit from this text. Future decision-makers, such as students, are provided with a framework with which to lead in a world where social and environmental stewardship skills are just as important as technical, financial or marketing skills. 

A place dimension. At what scale are the considerations being addressed local, national, global Where in the world are we considering sustainability issues and what is the socioeconomic, political, and physical context What part of the whole system are we considering the process, facility, corporation, value chain How do the elements of the system roll up ... 

A critical aspect of integrating sustainability into business is in the area of valuation. How do we know the financial impacts of our decisions How can performing more sustainability help to reduce costs, avoid future costs, increase the company s value proposition, support growth, and so on What are the links between intangibles related to social and environmental performance and a hrm s overall performance What contributes to value creation in the chemical industry How can we reconcile the fact that we may incur costs for performing more sustainably in the short term while the benefits may not be captured until the long term similarly, how do we justify costs associated with our business decisions when the benefits might accrue to others in the value chain We know the value of ecosystem services is both invaluable - that is, our life depends on them - and of no real market value how then should we value ecosystem services in order to protect them for our survival and that of our business institutions This section attempts to offer points of view on these topics. 

Sustainable growth - to create shareholder and societal value while decreasing the environmental footprint along the value chains in which DuPont operates. 

Sustaining value chains is about finding ways to make the value chains in which Shell chemicals companies participate more sustainable. Examples include the development of cool wash detergents, and the PETFix technology to recycle waste PET drinks bottles into building materials. 

Karthik, T., Gopalakrishnan, D., 2014. Environmental analysis of textile value chain an overview. In Muthu, S.S. (Ed.), Roadmap to Sustainable Textiles and Clothing. Springer, Singapore, pp. 153—188. 

The assessment of the sustainability of products, production processes, and technologies suffers from the rather loose and ambiguous state of the definitimi of the concept. There is, however, agreement that an assessment must encompass all dimensimis of sustainability and needs to take a life cycle perspective on the activity or process to ensure that shifting of problems in the value chain is taken into account when optimizing the sustainability. 

To illustrate these points, let s take a closer look at a specific industry—consumer products—and the dynamics of its nnderly-ing value network. The consnmer value chain is composed of many companies. It stretches from the consumer through a network of retailers, mannfactnrers, and suppliers. Other industries—transportation, third-party logistics firms, freight forwarders, and marketing agencies—play snpporting roles. It is not linear. Instead, it is a network of hnndreds of companies. Each company within the chain operates multiple supply chains. The industry has worked hard to be collaborative however, today few interactions are truly collaborative. They lack alignment and a win-win value proposition that can sustain the test of time. 

Not all value chain initiatives are successful. Failure often teaches us more than snccess. The most well-known case studies of failure are Coca-Cola s creation of Coca-Cola Enterprises, Walmart s introduction of RFID, and the launch of the Boeing 787. Each story is a testimonial that despite the hype and promise of new ideas, what lasts is the bnilding of trne value in the value network. It has to be based on a sustaining win-win value proposition with trading partners. 

Trade-offs The alignment of the value chain to balance growth initiatives with the trade-offs among sustainability, corporate social responsibility, tax efficiency, speed to market, and costs. 

Figure 9.5 A schematic outline of the wine industry s value chain. In a globalised economy in which quality is defined as sustainable customer and consumer satisfaction, it is important to most producers to anticipate market trends and changing consumer preferences. A paradigm shift from a supply-chain approach to a demand-driven one has occurred over the past decade...

The third phase of the paradigm change involves the design of products and planning of production to ensure that sustainability principles will be adhered to throughout the value chain. The same has to be demanded of the suppliers as well as the fabricators or distributors who interface with the corporate value chain. The entire life cycle of products from cradle to cradle will then be re-examined not only in terms of profitability but also from environmental and social perspectives. ReaUstic end-of-life... 

The biorefinery concept that has emerged is analogous to today s petroleum refineries. However, many current endeavors focus on single technologies and feedstock such as starch or vegetable oils that could compete with food or feed. We need to create flexible, zero-waste biorefineries that can accept a variety of low-value local feedstock. Biorefineries will then be able to compete with existing industries (Clark et al., 2012). Further down the value chain the development of green chemistry fills the gap between the sustainable resource and the product (Poliakoff and License, 2007). 

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