A version of this article first appeared in a Special Report on ‘Supply Chain Strategies’, published in The Times, 21 January, 2014.
Holistic is hard. This is the blunt message coming out of many board rooms faced with the leadership double-whammy of combining supply-chain complexity and crosscutting sustainability in one clear, communicable strategy for responsible sourcing. Difficulty, however, can prove a brand differentiator, with benefits of joined-up thinking on values-based procurement both attractive and advantageous, as Global Head of Plan A Delivery, Marks and Spencer, Adam Elman explains:
“It does require focus and effort, but it is extremely important that business leaders develop a holistic strategy. Apart from calls for greater transparency that organisations are increasingly receiving from customers, NGOs, the media and so forth, the positive business case is becoming clearer – from security of supply to increased trust and lower costs, plus more motivated and engaged workforces.”