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Driving needs:
Supply-chain activities can make a significant contribution to meeting
utilities' environmental objectives and goals, while acquiring the best-cost
materials and services. With our industry facing major environmental and
financial challenges-both short and longer-term, utilities executives must act
quickly and decisively in leveraging the capabilities of supply chains.
The opportunity to learn first-hand from leading companies outside our industry
that have achieved success in proactively developing and implementing
financially enhancing green
supply-chain best practices will provide essential knowledge to move quickly and
decisively.
Core issues:
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Implementing sustainable supply-chain strategies and
initiatives that accomplish the environmental and financial management
objectives of both the entire supply chain and individual companies within the
supply chain
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Gaining the commitment and active participation
of senior management and all internal stakeholders for the cost-effective
acquisition of greener, cleaner materials and services.
- Integrating green supply-chain environmental and financial considerations into all relevant corporate
decision-making processes
- Educating and training suppliers on effective
green supply-chain corporate policy and management practices and processes
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Developing, communicating and actively managing
supplier expectations and scorecards
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Implementing an active verification process for monitoring
and holding suppliers accountable for delivering on their green
supplier commitments
Supporting issues:
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Counseling suppliers in adoption of prudent
environmental ethics policies, responsible health and safety practices, and
effective operating practices
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Deploying leading-indicator green supply-chain metrics
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Measuring the shareholder value of green
supply-chain activities
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Managing green/clean supply chains as an integrated
portfolio
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Developing and implementing a green supply-chain
environmental management system
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Making environmentally and financially sound waste
disposal, salvage, and recycling decisions
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Guiding and coaching internal and supplier behavioral
and cultural change
Candidate best-practices companies: DuPont, Clorox, FedEx, Hewlett-Packard,
General Electric, Boeing, Dell Computer, Procter & Gamble
Key start-up dates:
January 17, 2011: First best-practices meeting at Hewlett-Packard
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Driving need: Line organization and support services managers are increasingly challenged to ensure that the highest possible value of services is rendered. The current mantra is: deliver excellent value or perish-an outsource provider is around every corner.
Core issues:
- Reaching agreement and alignment between support services and line organizations-including information technology, human resources, finance, accounting, supply-chain management, technical services-on critical value-adding issues
- Developing the process for reaching a common understanding of "value"
- Defining cost and non-cost performance metrics
- Describing and establishing the optimal mutually beneficial relationship-customer/supplier, partnership, etc.-between the line organization and the service provider
- Managing the delivery of support services with shrinking and constantly changing resources
- Establishing the processes and practices for holding the provider and client accountable for results
- Adequately balancing the often disparate requirements placed on a given service provider by various internal organizations
- Funding and/or paying for services rendered by either internal or external service providers
- Evaluating and managing outsourcing options
- Overcoming cultural barriers to process-improvement change
- Making the best use, if any, of a "shared services" model
Candidate best practice companies: AT&T, General Electric, IBM, United Airlines; 3M, Cisco Systems
Key start-up dates:
To be determined
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