Index

Acer, 101

Alcoa, 50, 70

Amazon, 4

Apple, 6, 19, 69, 101

Audi, 151

Aura Light’s Supply Chain, 37–41

actions level, 39

progress so far, 40–41

strategic guidelines level, 38–39

success level, 37–38

supplier sustainability assessment, prototype for, 40

sustainability goals for, 41

system level, 37

tools level, 39–40

Axalta, 152

Baxter, 9, 70

Bayer, 9, 21, 50

Beiersdorf, 141

Benchmarking, 56

Beyond The Horizon (BTH), 153, 157, 162

BMW, 151, 152, 159

Body Shop, 69

BSR, 62

C2C, 12

Cadbury, 100

Carbon Disclosure Project (CDP), 12, 28, 71, 135

Cause and effect analysis, 56

Chief Supply Chain Office (CSCO), 163

Cisco, 101

CNN effect, 119–120

Coca-Cola, 52, 65

Colgate-Palmolive, 52

Collaboration, 86, 93–94

Community outreach, 147

Conservation International, 62

Consumer Goods Forum, 156

Control charts, 56

Corporate social responsibility (CSR) culture, 19

Cost of complexity, 160

Cradle to cradle (C2C), 41–43, 53

Crossing the Chasm model, 121

Dell, 101, 135

Department of Supply Chain Management, 153

Design architecture, DfS, 7

Design for Sustainability (DfS), 3–25, 31, 139

crossing the chasm, 21–22

design architecture, 7

design thinking, 15–16

introduction, 5–9

leveraging metrics, 22–23

product design and, 9–15

stage-gate model processes, 11–15

sustainability into design processes, integration of, 16–21

Technology Adoption Life Cycle model, 16–21

Design thinking, 15–16

DHL, 135, 141

Disney, 80

Dow, 21, 50, 70

Dow Chemical, 9

Dow Jones Sustainability Index, 71, 142

DuPont, 9, 21, 27, 50, 70

Eco-effectiveness, 41–43

Economic input-output life cycle assessment (EIO-LCA) method, 46

Economic value added (EVA), 13

Electronic data interchange (EDI), 78

Electronic Product Environmental Assessment Tool (EPEAT), 5, 6

EMC, 70

Employee engagement, 102–103

Enterprise-resource-planning (ERP), 24

Enterprise risk management systems (ERMS), 152

Environmental Management Systems (EMS), 23, 36

Environmental Product Declaration (EPDs), 12

Environmental Protection Agency’s (’EPA), 56

Environmental Social and Governance (ESG), 142

Extended producer responsibility (EPR), 51–52

Facebook, 88

FedEx Ground, 70

Food Animal Initiatives, 62

Ford Motor Company, 19, 70, 113, 115–117, 120

Foundations, of successful SSCM, 136–141

designing products and processes, 139

life cycle assessment (LCA), 140

management toolkit, 139

performance metrics, 138

standards, 139

supply chain integration, 140–141

transparency, 137–138

Foxcom, 69

Framework for Strategic Sustainable Development (FSSD), 31–36, 53

awareness, 35

baseline, 35–36

create a vision, 36

down to action, 36

Frameworks and tools, for sustainability, 27–56

Aura Light’s Supply Chain, 37–41

available, 31

design better products, packaging, and supply chains, 50–54

eco-effectiveness and cradle to cradle, 41–43

Framework for Strategic Sustainable Development (FSSD), 31–36

industrial ecology, 43–44

life cycle assessment (LCA), 44–50

objectives, 28–29

other tools and procedures, 56

overview, 29–30

sustainability and design, integrating, 44–50

transportation providers, role of, 54–56

General Electric (GE) Company, 18

General Mills, 52

General Motors, 158

Global Initiative for Sustainability Ratings (GISR), 142

Global reporting initiative (GRI), 71, 142

Global RepTrak, 61

GoodGuide, 119

Greenhouse gas (GHG) emissions, 6, 12, 23, 36, 50, 93, 106, 114, 115, 127, 136, 156

Heineken, 141

Herman Miller, 9, 21, 70

Hewlett-Packard, 101

Histograms, 56

H.J. Heinz, 70

HP, 156

IBM, 70, 90, 120

IKEA, 36, 141

Industrial ecology, 43–44, 53

Information flow, 88

Integration, of sustainability

objectives, 86–87

people and customers, enabling, 85–108

supply chain management

benefits and risks, 66–69

complete visibility and transparency, providing, 81

integrated supply chain, 66

objectives, 64–65

pollution, managing, 79–80

rise and current state of, 70–74

supplier base management, 74–78

and sustainability, 61–82

synopsis, 65–66

system interoperability, managing, 78–79

sustainable supply chain management

benefits of, 99–100

collaboration, 93–94

employee engagement, 102–103

integration, 94–99

integration opportunity, 91–93

key to, 87–90

material through supply chain, managing returns of, 100–102

sustainability into practice, putting, 102

total quality management (TQM), systematic approach to, 103–107

Intel, 9, 65, 103

Interface, 9, 19

International Integrated Reporting Council (IIRC), 142

International Panelon Climate Change (IPCC), 115

Internet of Things (IoT), 81, 88, 121

ISO certifications, 12

Ivory Coast, 68

Johnson & Johnson, 70

Just-in-time (JIT) lean, 8, 9, 10

Key performance indicators (KPIs), 70, 141

Kraft Foods, 52

Kroger, 52

La Poste, 141

Lenovo, 101

Life cycle assessment (LCA), 6, 12, 21, 23, 36, 44–50, 117, 140

available materials and process information, 47–48

overview of, 45

system boundaries, 48–49

Life cycle impact assessment (LCIA) program, 46–47

Life cycle inventory (LCI), 46

Life cycle management (LCM), 47

L’Oreal, 9, 21, 90, 135, 152

3M, 9, 21, 50, 70

Madison Wisconsin, 36

Marks & Spencer, 100

Material flow accounting (MFA), 43

McCormick & Company, 63–64, 65

McDonalds, 62, 65, 68, 90, 101

McKinsey and Company, 4, 61

Microsoft, 156

MillerCoors, 3–4, 80, 88, 146–149

Mitsubishi, 101

Mohawk, 101

Monsanto, 101

National Grid, 103

The Natural Step (TNS), 31

Nestlé, 65, 68, 69

Nestlé Waters, 52

Net present value (NPV), 13

New product development (NPD) process, 11, 52, 53

Newsweek’s Green Rankings, 71, 142

Nike, 19, 36, 100

Non-governmental organizations (NGOs), 157

Novozymes, 65

Occupational Safety and Health Act (OSHA), 20

Organizational culture, 123, 144

Original equipment manufacturers (OEMs), 55

P&G, 9, 70, 90, 152

Panasonic, 101

Pareto charts, 56

Partnership, 86

P-D-C-A, 56

PepsiCo, 19

Performance metrics, 138

Philips, 101

Plan-do-check-act (PDCA) cycle, 139

Planning and implementation, SSCM, 118, 122–133

action items, 130

action learning, 123–124

corporate level, self-assessment at, 127–128

macro and corporate levels, assessment at, 124–125

micro level, self-assessment at, 128–130

strategic level, self-assessment at, 125–127

top management support, 130–131

vision and goals, 131–133

PPG, 50, 152

Principles for Responsible Management Education (PRME), 131

Procter & Gamble, 52, 65, 141

Product design, and DfS, 15–16

Product labeling, 12

Puma, 9

Quality Health Safety and Environment (QHSE), 40

Rana Plaza factory, 62

Recovery capacity, 154

Regulation Evaluation, Authorization and Restriction of Chemicals (REACH), 20

Relationship, 88–90

Resistance capacity, 154

Resource and environmental profile analysis (REPA), 46

Resource Conservation and Recovery Act (RCRA), 20

Return on investment (ROI), 23, 24

S&P Dow Jones Indices, 28

Safeway, 52

Sainsbury’s, 100

Samsung, 101

Santa Monica California, 36

Scouting, 77

Self-assessment process

at corporate level, 127–128

at micro level, 128–130

at strategic level, 125–127

Sharp, 101

Shaw, 101

SmartWay program, 56

Society of Environmental Toxicology and Chemistry (SETAC), 46

Sony, 101

Stage-gate model processes, 10, 11–15

advantages of, 13

business case, building, 12

development, 12

discovery stage, 11

importance of, 14–15

launch, 12

limitations of, 13–14

testing and validation, 12

Starbucks, 80, 81

Stonyfield Farms, 19

Strategic supply chain management, 153

Supervalu, 52

Supplier base management, 74–78

desired outcomes, changes in, 76–77

majors, managing, 75–76

minor suppliers, developing, 76

old and new views, 75

scouting, 77

transition management, 77–78

Supplier Sustainability Assessment tool, 39

Supply chain integration, 140–141

Supply chain management

benefits and risks, 66–69

complete visibility and transparency, providing, 81

integrated supply chain, 66

objectives, 64–65

pollution, managing, 79–80

rise and current state of, 70–74

supplier base management, 74–78

and sustainability, 61–82

synopsis, 65–66

system interoperability, managing, 78–79

Supply Chain Operational Reference (SCOR) Model, 78

Supply chain resilience, 154

Sustainability

as cost minimization, 118

design for, 3–25

into design processes, integration of, 16–21

frameworks and tools, for, 27–56

framework’s definition of, 32

integration of, 61–82

portfolio, 125–126

into practice, putting, 102

principles of, 33

as public relations, 118

supply chain implications for, 74

supply chain management and, 61–82

as value maximization, 118–119

Sustainability Accounting Standards Board (SASB), 142

Sustainable life cycle assessment (SLCA), 38

Sustainable supply chain management (SSCM), 25, 36–41

benefits of, 99–100

boundary for, 37

broadened, integrated, elevated, 151–155

collaboration, 93–94

culture of sustainability, developing, 143–144

emerging supply chain leader, 157–165

employee engagement, 102–103

future of, 117–122

integration, 94–99

integration opportunity, 91–93

key tool for, 39–40

material through supply chain, managing returns of, 100–102

measures of success, 141–143

planning and implementation, 118, 122–133

action items, 130

action learning, 123–124

corporate level, self-assessment at, 127–128

macro and corporate levels, assessment at, 124–125

micro level, self-assessment at, 128–130

strategic level, self-assessment at, 125–127

top management support, 130–131

vision and goals, 131–133

practices, benefits of, 144–145

strategic priorities, 38

success definition, 38

successful, foundations of, 136–141

supply chain activities, 39

supply chains, key to, 87–90

sustainability in action, 146–149

sustainability into practice, putting, 102

total quality management (TQM), systematic approach to, 103–107

trends to watch, 155–157

Sustainable supply chain management integration

barriers of, 96

benefits of, 95

concerns over credibility/consistency, 98

consistency in corporate culture, 96

cultural resistance to change, 97

important attributes of, 95

incentive systems focused on short-term profits, 96–97

strategic role within organization, 98–99

successful integration, requirements for, 91

top management support, lack of, 97

Sustainable value added (SVA), 12, 94, 126, 138

Target, 52

Technology Adoption Life Cycle model, 16–21

early adopters, 19–20

early majority, 20

innovators, 18–19

laggard, 20–21

late majority, 20

overview, 16–18

Timberland, 9, 21, 28

Time-based competition (TBC), 8, 9, 10

TNT, 141

Toshiba, 101

Total Quality Management (TQM), 8, 9, 10, 29, 103–107

awareness, creation of, 104

benchmarking, 56

cause and effect analysis, 56

control at new level, 107

control charts, 56

cultural resistance, breakthrough in, 107

diagnosis, 106

histograms, 56

organization to guide each project, 106

pareto charts, 56

P-D-C-A, 56

project identification, 106

proof of need, 104–106

Toyota, 19

Transition management, 77–78

Transportation providers, role of, 54–56

Trucost, 28

Unilever, 19, 21, 52, 65, 79, 90, 100, 119, 120, 129

United Nations Environment Program (UNEP), 46

Universal Breakthrough Sequence (UBS), 104, 105, 127

UPS, 141

Vauxhall, 151, 152, 159

Visibility, 87–88

Vizio, 101

Volkswagen, 151, 152, 159

Walmart, 52, 65, 90, 91–92, 120, 135

Waste Electronic and Electrical Equipment (WEEE), 20

Whistler British Columbia, 36

Whole Foods, 52

World Wildlife Fund, 62